Social Sciences and Humanities Research Council 2023-24 Departmental Plan

The Honourable François-Philippe Champagne, P.C., M.P.
Minister of Innovation, Science and Industry

© His Majesty the King in Right of Canada,
as represented by the Minister of Innovation, Science and Industry, 2023.

Cat. No. CR1-13E-PDF
ISSN 2371-8080

Departmental Plan 2023-24

(PDF, 1 MB)

Table of contents

• From the Minister
• From the President
• Plans at a glance
• Core responsibilities: planned results and resources
• Internal services: planned results
• Planned spending and human resources
  • Planned spending
  • Planned human resources
  • Estimates by vote
  • Future-oriented condensed statement of operations
• Corporate information
  • Organizational profile
  • Raison d’être, mandate and role: who we are and what we do
  • Operating context
  • Reporting framework
• Supporting information on the program inventory
• Supplementary information tables
• Federal tax expenditures
• Organizational contact information
• Appendix: definitions

From the Minister

In 2023-24, the Social Sciences and Humanities Research Council (SSHRC) will continue working with the Innovation, Science and Economic Development Portfolio and other federal partners to position Canada as a global innovation leader by fostering competitive, sustainable and inclusive growth. The 2023-24 Departmental Plan lays out the key priorities SSHRC is working to advance for the benefit of all Canadians.

SSHRC’s contributions to delivering on the commitments in my mandate letter include efforts related to reconciliation with Indigenous Peoples, improving support for underrepresented groups in the research ecosystem, enhancing research security, advancing postpandemic readiness and addressing climate change. SSHRC is delivering on the Truth and Reconciliation Commission’s Call to Action 65, with a new funding opportunity and additional, innovative research and training support, including for master’s students. The agency will also continue to advance equity, diversity and inclusion in research funding and the research sector more broadly, including by providing targeted funding for Black scholars, implementing the tri-agency equity, diversity and inclusion action plan, analyzing self-identification, and applying gender-based analysis plus in program evaluations.

Open and collaborative academic research depends on domestic and international partnerships. But, partnerships can also pose real risks to Canada’s national security and the integrity of its research ecosystem. To ensure a responsible balance between open access and research security, SSHRC works with federal partners and postsecondary institutions to promote best practices and tools for research security. An important step is applying the National Security Guidelines for Research Partnerships in SSHRC ’s programs engaging private sector partners.

SSHRC continues to leverage partnerships and mobilize research through its Imagining Canada’s Future initiative. This year it will be holding a second pilot edition of its Ideas Lab, dedicated to Global Health and Wellness in the 21st Century, with the Public Health Agency of Canada and Genome Canada.

On behalf of the three federal research funding agencies, and with Canadian and international partners, SSHRC is leading an international research funding partnership to help vulnerable communities respond to climate change. It is also advancing research and knowledge mobilization to bolster postpandemic economic renewal and resilience, and leading the new Canada Biomedical Research Fund to drive innovation and growth in Canada’s biomanufacturing industry and ensure the country is prepared for future pandemics.

Together with Canadians of all backgrounds, generations, and in every corner of the country, we are building a strong culture of innovation to prepare Canada for the economy of the future.

To that end, I am pleased to present the 2023-24 Departmental Plan for SSHRC.

The Honourable François-Philippe Champagne
Minister of Innovation, Science and Industry

From the President

Communities, policy makers, businesses, not-for-profit organizations and leaders across sectors are relying more than ever before on social sciences and humanities knowledge. In response, the Social Sciences and Humanities Research Council (SSHRC) is delivering essential core research and talent funding and knowledge mobilization support, as well as innovative and responsive programming that anticipates and adapts to unfolding regional, national and global challenges. Such efforts include supporting postpandemic recovery and resilience; responding to climate change; fostering reconciliation with Indigenous Peoples, and equity and inclusion in and through research and research training; and exploring future challenge areas.

On behalf of the three federal research funding agencies, and in collaboration with the Canada Foundation for Innovation, SSHRC is leading research funding efforts with impacts across sectors and disciplines, nationally and internationally. As home of the Tri-agency Institutional Programs Secretariat, SSHRC will administer the second phase of the Canada Biomedical Research Fund announced in Budget 2021. The fund supports high-risk, applied research, training and talent development to help Canada establish a resilient, robust domestic biomedical sector. Through the New Frontiers in Research Fund’s International stream, the secretariat will also lead another of SSHRC’s international collaborations this year—the International Initiative for Research on Climate Change Adaptation and Mitigation. With the initiative to date involving nine international funding partners, the research projects funded will work with populations particularly vulnerable to climate change impacts, to develop adaptation and mitigation strategies.

The best research and innovation is informed by a diversity of perspectives. SSHRC and our fellow federal research funding agencies will continue to implement the Tri-agency Equity, Diversity and Inclusion Action Plan and the Tri-Agency Early Career Researchers Action Plan as part of our efforts to ensure open, equitable and inclusive research funding and training. Beginning in 2023-24, the agencies will also deliver the Black scholars initiative through established scholarship and fellowship programs.

SSHRC continues to advance truth and reconciliation, collaborating with the National Centre for Truth and Reconciliation to award Reconciliation Network in Response to Call to Action 65 and Partnership Engage Grants—Residential Schools. SSHRC will also deliver targeted support for Indigenous scholars through existing scholarship and fellowship programs, and innovative options for supporting Indigenous research.

The talent and dedication of SSHRC’s staff ensures the agency is able to deliver on its plans. Now headquartered in its new hybrid offices in Ottawa’s new highly sustainable Zibi development, SSHRC is modernizing its systems to fully support accessible virtual and hybrid workplace and operations. Our focus continues to be on equity, diversity and inclusion to support SSHRC staff, and innovation and responsiveness in funding research and research training.

I am proud to share our Departmental Plan to continue supporting the best in research and training, and to deliver research impacts across the spectrum of the Canadian and international research community and to all those who rely on research knowledge.

Ted Hewitt, PhD
President, Social Sciences and Humanities Research Council

Plans at a glance

Funding Social Sciences and Humanities Research and Training

The Social Sciences and Humanities Research Council (SSHRC) achieves its departmental results through support for training, investigator-led research, research partnerships and knowledge mobilization delivered through SSHRC-specific programs and through tri-agency programs delivered on behalf of the three federal research funding agencies—the Canadian Institutes of Health Research (CIHR), the Natural Sciences and Engineering Research Council (NSERC), and SSHRC itself. Through grants, fellowships and scholarships, SSHRC enables Canada’s social sciences and humanities research, and indeed all disciplines, to be internationally competitive, to develop a resource of highly skilled and diverse people in these fields, and to ensure that research knowledge is used to benefit Canada and the world.

As Canada and the world recover from and adjust to the ongoing impacts of COVID-19, SSHRC will continue to realize the vision, mission and strategic priorities set out in its strategic plan, Momentum 2020-2025.

In 2023-24, SSHRC will prioritize high-quality delivery of its core programming and key commitments in the evolving Canadian and global contexts. Budget 2022 called for action toward sustainable agriculture to fight climate change. SSHRC, in collaboration with NSERC and Agriculture and Agri-Food Canada, will support transformative research aimed at making the agriculture sector a net-zero emissions economy for 2050.

SSHRC will also sustain its work with the other federal granting agencies to advance excellence by fostering an inclusive approach to research and improving support for the next generation of scientists and scholars. SSHRC will continue implementing the Tri-agency Equity, Diversity and Inclusion Action Plan and the Tri-Agency Early Career Researchers Action Plan, while continuing to enhance the effectiveness of its programs. Beginning in 2023-24, CIHR, NSERC and SSHRC will deliver the Black Scholars initiative through established scholarship and fellowship programs, which will contribute to strengthening the research capacity of Black scholars and enrich Canadian research and innovation.

In collaboration with CIHR and NSERC, SSHRC will continue to engage with First Nations, Inuit and Métis Peoples to strengthen Indigenous research capacity by implementing the strategic plan, Setting new directions to support Indigenous research and research training in Canada. This work will build on existing activities and launch new initiatives to further support Indigenous research and research training. This includes supporting the Indigenous Leadership Circle in Research. It also involves co-developing, with Indigenous advisory bodies, a framework to support Indigenous citizenship and membership practices for self-identification in tri-agency programs.

As part of its Imagining Canada’s Future initiative, SSHRC will continue to mobilize social sciences and humanities research on emerging and future challenge areas to inform policy development and decision making across all sectors. It will also continue to expand partnerships with other government departments and agencies to harness the insights and expertise of Canada’s research community on key public policy issues.

To broaden the impact of social sciences and humanities research, SSHRC will continue to engage researchers and students in creative ways to jointly showcase its value and relevance to citizens and society at large.

Institutional Support for the Indirect Costs of Research

Under this core responsibility, the Research Support Fund reinforces strong university and college environments by reimbursing a portion of the indirect costs incurred by recipients of federally funded research grants. This helps postsecondary institutions offer their researchers world-class facilities with the best equipment and administrative support.

In 2023-24, SSHRC will continue to implement the management response to the 15th-year evaluation of the Research Support Fund, including renewing its reporting framework and implementing a communications plan and outreach activities.

Internal services

Internal services are the activities and resources that support program delivery. In 2023-24, SSHRC will continue to modernize its service delivery model, while keeping up with evolving legislative and policy requirements from central agencies. Corporate initiatives include the migration of its financial system to the Government of Canada Enterprise Standard, SAP, and the modernization of the agency’s aging information technology infrastructure. The progressive implementation of the Tri-agency Grants Management Solution over time will offer applicants a single platform for applying to the three federal research funding agencies. As part of its equity, diversity, inclusion and accessibility efforts, SSHRC will implement its inaugural accessibility plan, as well as incorporate upgrades to its new offices and strengthen the return-to-work hybrid work model.

For more information on SSHRC’s plans, see the “Core responsibilities: planned results and resources” section of this plan.

Core responsibilities: planned results and resources

This section contains information on the department’s planned results and resources for each of its core responsibilities.

Funding Social Sciences and Humanities Research and Training

Description

The Social Sciences and Humanities Research Council (SSHRC), through grants, fellowships and scholarships, promotes and supports research and research training in the social sciences and humanities to develop talent, generate insights and build connections in pursuit of social, cultural and economic outcomes for Canadians.

Planning highlights

SSHRC supports a social sciences and humanities research community of over 24,200 full-time university professors and more than 87,100 full-time graduate students and postdoctoral researchers—representing roughly 42% of Canada’s university researchers. As well as delivering its own programs, SSHRC leads several tri-agency programs on behalf of the three federal research funding agencies—the Canadian Institutes of Health Research (CIHR), the Natural Sciences and Engineering Research Council (NSERC), and SSHRC itself—through the Tri-agency Institutional Programs Secretariat. Each year, SSHRC awards more than 2,900 new research grants and just over 2,900 scholarships and fellowships for social sciences and humanities research under both its own programs and its portion of the tri-agency programs. All grants, scholarships and fellowships are awarded through an independent merit review process, which engages over 900 reviewers across Canada, and is designed to ensure the highest standards of excellence and impartiality. The resulting research aims to create knowledge that addresses complex societal and scientific questions that contribute to resolving national and international challenges.

Through its core programming, SSHRC will continue in 2023-24 to support training, investigator-led research and research partnerships in the social sciences and humanities, and in interdisciplinary research, while also continuing to collaborate across the research ecosystem—that is, postsecondary institutions, the research community, funding organizations, and other government, private and not-for-profit sectors, as well as with international partners—to support initiatives that benefit and contribute to ensuring a better future for Canadians. Through the tri-agency programs that SSHRC delivers, SSHRC also supports research and research training across all disciplines.

In 2023-24, SSHRC will continue working with agencies and departments on the Canada Research Coordinating Committee to advance federal priorities and promote a more inclusive research ecosystem in Canada that is internationally competitive. Work will focus on strengthening research excellence by creating a more equitable, diverse and inclusive research environment across all disciplines; increasing Canadian engagement in interdisciplinary, international, high-risk / high-reward, rapid-response research; and positioning Canada as a valued partner in global research.

Departmental result 1: Canada’s social sciences and humanities research is internationally competitive

International collaborations provide Canadian researchers with the opportunity to benefit from international knowledge while also enhancing Canada’s reputation as a global centre for research excellence and a leader in addressing critical challenges through research. These collaborations can also be used to attract talent and resources to Canada. SSHRC’s new international framework (finalized in 2022) will help strategically guide its future international engagement.

While pursuing new opportunities for funding and research collaborations for SSHRC research, SSHRC will continue existing collaborations, such as the Open Research Area partnership with the United Kingdom, France, Germany and the Netherlands, now in its eighth iteration; and the Trans-Atlantic Platform, which began in 2012 and now includes 18 funding agencies from around the world whose participation depends on the topic of the call for proposals.

The tri-agency New Frontiers in Research Fund program supports research that is international, interdisciplinary, fast-breaking and high-risk / high-reward. This program, along with SSHRC Partnership Grants, allows projects to include international co-applicants or co-principal investigators, directly supporting both international collaborations and Canada’s international competitiveness.

In 2023-24, SSHRC will continue to deliver funding opportunities under the New Frontiers in Research Fund to support achievement of departmental result 1. The International Initiative for Research on Climate Change Adaptation and Mitigation, a multilateral initiative involving nine international funding partners, will be led by the New Frontiers in Research Fund and delivered under its International stream. The call will result in the funding of a portfolio of international projects working to develop adaptation and mitigation strategies with groups that are most vulnerable to the impacts of climate change.

SSHRC will also participate in a decarbonization project under the Global Centers initiative led by the U.S. National Science Foundation. This collaborative effort of the National Science Foundation, SSHRC, NSERC, Australia’s Commonwealth Science and Innovation Research Organization, and the UK Research and Innovation will support the creation of international hubs of research excellence on the themes of climate change and clean energy that advance knowledge, empower communities, and generate discovery and innovative solutions on a regional and/or global scale.

Departmental result 2: Canada has a pool of diverse and highly skilled people in the social sciences and humanities

In 2023-24, SSHRC will continue to explore improvements to the suite of programs it administers to better support a diverse and more inclusive community of researchers across all career stages. A particular focus will be expanding opportunities for Indigenous communities, organizations and scholars to participate in SSHRC programs. Collaborations will continue with CIHR and NSERC on the implementation of the Tri-agency Equity, Diversity and Inclusion Action Plan and the Tri-Agency Early Career Researchers Action Plan. Beginning in 2023-24, CIHR, NSERC and SSHRC will deliver the Black Scholars initiative through established scholarship and fellowship programs, which will strengthen the research capacity of Black scholars and enrich Canadian research and innovation. Details of SSHRC’s initiatives related to equity, diversity and inclusion (EDI) are discussed in the “Gender-based analysis plus” section.

SSHRC’s commitment to support Indigenous students at the master’s level will continue into 2023-24 through the Indigenous Scholars Award and Supplements Pilot Initiative. The initiative’s design will be reviewed in light of feedback from rights holders. SSHRC will also support the Strengthening Indigenous Research Capacity initiative by further examining the existing talent portfolio to identify barriers to Indigenous participation. As a continuation of the Setting new directions to support Indigenous research and research training in Canada 2019-2022 strategic plan, work will continue on a series of mechanisms seeking to further build and strengthen relationships with First Nations, Inuit and Métis Peoples; support the research priorities of Indigenous Peoples; increase access for Indigenous Peoples to agencies’ program funding; and champion Indigenous leadership, self-determination and capacity building in research. This includes supporting the Indigenous Leadership Circle in Research and co-developing, with Indigenous advisory bodies, a framework to support self-identification of First Nations, Inuit and Métis Peoples in tri-agency programs. Through ongoing engagement with Indigenous Peoples, SSHRC and its Canada Research Coordinating Committee partners will implement an interdisciplinary research and research training model that contributes to reconciliation.

Departmental result 3: Canada’s social sciences and humanities research knowledge is used

SSHRC’s commitment to ensuring a better future for Canadians is reflected in how the agency enables the exchange and application of knowledge among researchers, and across academia and society as a whole, to enhance intellectual, social, cultural and economic benefit to Canada. SSHRC will continue to engage with stakeholders in the research community and in government to support the implementation of the Tri-agency Research Data Management Policy and to position itself within the evolving policy context for open science more generally.

SSHRC’s Imagining Canada’s Future initiative accelerates the exchange and use of research knowledge to better inform policy and decision making across sectors. Building on the results of the 2018 Horizon Scan produced in collaboration with Policy Horizons Canada, SSHRC is implementing its 2022-2025 action plan with a focus on addressing key future challenge areas that stakeholders deemed critical. In partnership and collaboration with external organizations—across government, academic, private and/or not-for-profit organizations—SSHRC will also continue to facilitate the mobilization of research and talent to inform decision making and policy making on emerging issues.

Responding to the call for action toward sustainable agriculture to fight climate change. SSHRC, in collaboration with NSERC and Agriculture and Agri-Food Canada, will fund the Alliance grants for fundamental and applied research, knowledge transfer, and related activities to support transformative science that will transition the agriculture sector to a net-zero emissions economy for 2050. Through this funding, the agencies will seek to catalyze multidisciplinary collaborations among university, college, government and non-academic partners in this area.

Through Canada’s Biomanufacturing and Life Sciences Strategy, SSHRC will continue to deliver the new Canada Biomedical Research Fund to support pandemic preparedness and respond to emerging health threats. This fund is part of a suite of foundational investments to establish a resilient, robust domestic manufacturing sector in Canada. Eligible institutions will submit partnered proposals aligned with a selected research hub’s priorities, vision and program of research for high-risk and applied research and talent development, as well as research infrastructure funding through the Biosciences Research Infrastructure Fund in coordination with the Canada Foundation for Innovation.

Planned initiatives for 2023-24 include a dedicated Knowledge Synthesis Grants competition on Evolving Narratives of Cultures and Histories; two national forums, one on the Shifting Dynamics of Privilege and Marginalization, and one on Gender-Based Violence—the latter will be organized in partnership with Women and Gender Equality Canada; the publication of evidence briefs associated with Knowledge Synthesis Grants dedicated to the Emerging Asocial Society; and a unique Ideas Lab focused on Global Health and Wellness in the 21st Century, organized in partnership with the Public Health Agency of Canada and Genome Canada. Finally, starting in November 2023, SSHRC will award grants for the Reconciliation Network in Response to Call to Action 65 funding opportunity.

Building on the successful launch of SSHRC’s first digital public talk series in 2022-23, SSHRC will further promote social sciences and humanities research with Canadians through the delivery of an online series of “In Conversation With” talks with recipients of SSHRC’s 2022 Impact Awards. The relevance and impacts of SSHRC-funded research will also continue to be showcased through monthly research stories, a digital campaign, an annual awards ceremony and the Storytellers Challenge. This initiative—celebrating its 10th anniversary edition in 2023—asks postsecondary students to show Canadians, in up to three minutes or 300 words, how social sciences and humanities research is affecting our lives, our world and our future for the better.

Following the principle that Canada’s world-leading research ecosystem should be as open as possible and as safeguarded as necessary, SSHRC has collaborated with federal partners and postsecondary institutions to promote awareness of best practices and tools for research security, such as those on the Safeguarding Your Research portal, and to establish the new National Security Guidelines for Research Partnerships. These guidelines have been applied to SSHRC’s programs for applications involving a private sector partner. In 2023-24, SSHRC will continue to support the implementation of these initiatives and remains committed to continual improvement of its policies and procedures concerning research security.

Gender-based analysis plus

As part of SSHRC’s continued commitment to advancing EDI, several initiatives are planned for 2023-24 that integrate gender-based analysis plus (GBA Plus) and EDI perspectives to promote inclusive outcomes for Canadians.

SSHRC will continue to work with NSERC and CIHR on the implementation of the Tri-agency Equity, Diversity and Inclusion Action Plan. The plan outlines actions needed to provide equitable access for all members of the research community to granting agency funding opportunities, and to influence the achievement of an inclusive postsecondary research system and culture in Canada. Implementation measures in 2023-24 will continue to advance a more comprehensive and inclusive understanding of research excellence, and to identify and address barriers to accessibility in the research funding system. Essential to these efforts is the continued collection, analysis and release of disaggregated data on program participation and award rates, to help identify inequities and inform future decisions to address them. Policies and processes will be examined to support the inclusion of diverse participants on selection committees and advisory bodies.

Informed by engagement with the Advisory Committee to Address Anti-Black Racism, SSHRC will develop a strategic action plan in response to the advisory committee’s findings and recommendations. The strategic action plan will use race-disaggregated data and engage the full and meaningful participation of Black researchers with lived experiences of anti-Black racism.

SSHRC will implement its Accessibility Plan for the organization (published in December 2022), as required by the Accessible Canada Act. The plan outlines SSHRC’s commitments to improve participation of persons with disabilities in SSHRC’s workforce, systems and procurement processes (see box).

Further, SSHRC’s Evaluation Division will continue to conduct program evaluations using a GBA plus protocol that includes EDI-focused subquestions and standardized data collection tools to identify any potential differential outcomes of SSHRC’s programs with respect to research, research training and research careers. In 2023-24, this protocol will be used in the evaluations of Connection Grants (Research Partnerships) and the New Frontiers in Research Fund.

In 2022, the Minister of Innovation, Science and Industry approved “Evidence-Based Equity, Diversity and Inclusion Practices for Impactful Change in the Post-Secondary Research Ecosystem,” a proposal developed by the Tri-agency Institutional Programs Secretariat as part of its EDI commitments for the Canada Research Chairs Program. The Council of Canadian Academies will carry out the assessment. The proposal was sponsored by SSHRC, NSERC, CIHR, the Canada Foundation for Innovation, Health Canada and the National Research Council. The Council of Canadian Academies is expected to convene planning meetings in winter 2023, and plans to publish the study results in 2024-25.

The Tri-agency Institutional Programs Secretariat will also continue to consult with its Advisory Committee on Equity, Diversity and Inclusion Policy. This advisory committee is mandated to advise the governance committees and the secretariat on implementing measures to achieve EDI goals in all programs the secretariat administers. This work includes advising on EDI within the Canada Research Chairs Program, the Canada First Research Excellence Fund and the Canada Excellence Research Chairs Program.

The secretariat will continue to implement the requirements of the 2019 Addendum to the 2006 Canadian Human Rights Settlement Agreement for the Canada Research Chairs Program and the program’s 2021 Canadian Human Rights Settlement Agreement. Institutions participating in the Canada Research Chairs Program are working toward equity targets for the allocated chairs, principally based on Canada’s population, to address the historical underrepresentation within the program of individuals from customarily underrepresented groups: women, gender minorities, persons with disabilities, Indigenous Peoples and racialized individuals. Intersectional data will continue to be collected, monitored and published by each program to assess progress. A current Canada Research Chair is investigating the nomination and success rates within the program to identify potential bias in the program’s peer review process. Results are expected in 2023.

In spring 2023, SSHRC will announce the inaugural recipients of the Robbins-Ollivier Award for Excellence in Equity. These awards will honour faculty members or a team of faculty members, who are leading bold and potentially game-changing projects that challenge the status quo, spark change and take action to address persistent systemic barriers in the research ecosystem and academia.

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

SSHRC will continue to fund research and training that address the United Nations’ 2030 Sustainable Development Agenda and Sustainable Development Goals (SDGs). Following publication of the revised Federal Sustainable Development Strategy in 2022, SSHRC will produce its own Sustainable Development Strategy that aligns with the 17 SDGs. SSHRC contributes to sustainable development and knowledge, and to SDG 4 specifically—education—by funding research and by training the next generation of researchers through funding projects that relate to sustainable development. As well, SSHRC aims to use its funding to mobilize social sciences and humanities research to address emerging economic, societal and knowledge needs for Canada in support of SDG 9—industry, innovation and infrastructure—to build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation. SSHRC funding also builds capacity to strengthen the response to the threat of climate change in support of SDG 13—climate action. For example, as noted earlier, the New Frontiers in Research Fund is leading an international joint initiative on climate change research. And SSHRC will organize two dedicated national forums on global challenges to foster knowledge mobilization, networking and partnerships among the academic, public, private and not-for-profit sectors to help spotlight postpandemic socioeconomic trends and to inform effective decision making in support of SDG 10—reduced inequalities.

Innovation

Building on its existing high-quality peer review processes, SSHRC in collaboration with CIHR and NSERC, will be extending the pilot of the Tri-Agency Interdisciplinary Peer Review Committee for another year. This committee provides an option for researchers working in interdisciplinary research to direct their application to a committee with expertise from across the social sciences, humanities, natural sciences, engineering and health sciences. The Tri-Agency Interdisciplinary Peer Review Committee will help ensure the agencies have robust mechanisms to review and support interdisciplinary research.

SSHRC will launch a second pilot Imagining Canada’s Future Initiative Ideas Lab funding opportunity dedicated to Global Health and Wellness in the 21st Century, in partnership with the Public Health Agency of Canada and Genome Canada. The Imagining Canada’s Future Ideas Lab initiative is designed to stimulate and fund innovative, interdisciplinary research collaborations, using an experimentation opportunity to assess a more iterative and collaborative approach to research development and adjudication.

Building on the Ideas Lab’s first pilot funding opportunity in 2021, SSHRC has strengthened processes to better promote the call among Indigenous scholars and organizations, as well as expanded eligibility to postdoctoral researchers as principal investigator to support early career researchers. To enhance team formation and research proposal development, the workshop will move from a totally virtual model to a hybrid one that combines in-person and virtual attendance. The review of both pilot funding opportunities will inform SSHRC planning for future  Ideas Lab funding opportunities more broadly. In light of the findings and program improvements, SSHRC will also explore innovative ways to measure and report on the impacts of the research it funds.

In support of the Strengthening Indigenous Research Capacity Implementation Plan, SSHRC will pursue important initiatives in 2023-24. For instance, in collaboration with CIHR, NSERC, the Canada Foundation for Innovation and Indigenous partners, SSHRC will develop a framework to support Indigenous citizenship of First Nations, Inuit and Métis researchers in tri-agency programs.

Another initiative will develop recommendations on opening eligibility to the Insight Grants funding opportunity for researchers at Indigenous not-for-profit organizations and address potential barriers that this group of researchers might face in the merit review process. Engagement will be a critical part of the process and potential approaches will be presented to rights holders and stakeholder groups for their input (e.g., Indigenous scholars on CIHR’s Reference Group for Appropriate Review of Indigenous Research, SSHRC’s Indigenous Advisory Circle).

Finally, in the new tri-agency competitions of both the Canada Excellence Research Chairs Program and the Canada First Research Excellence Fund, program requirements have been updated to require that funded research include Indigenous research components and Indigenous ways of knowing to extend research knowledge in the field that is significant to First Nations, Inuit and Métis Peoples and communities, wherever possible. This research must be co-created and co-led with Indigenous Peoples—as leaders, investigators, trainees, partners and collaborators— using a distinction-based approach. All funded projects will also be required to develop an EDI action plan within the first year of the project, including components addressing Indigenous participation within the research program.

Planned results for Funding Social Sciences and Humanities Research and Training

The following table shows, for Funding Social Sciences and Humanities Research and Training, the planned results, the result indicators, the targets and the target dates for 2023-24, and the actual results for the three most recent fiscal years for which actual results are available.

The financial, human resources and performance information for the SSHRC’s program inventory is available on GC InfoBase.

Planned budgetary spending for Funding Social Sciences and Humanities Research and Training

The following table shows, for Funding Social Sciences and Humanities Research and Training, budgetary spending for 2023-24, as well as planned spending for that year and for each of the next two fiscal years.

Financial, human resources and performance information for SSHRC’s program inventory is available on GC InfoBase.

Planned human resources for Funding Social Sciences and Humanities Research and Training

The following table shows, in full‑time equivalents, the human resources the department will need to fulfill this core responsibility for 2023-24 and for each of the next two fiscal years.

Financial, human resources and performance information for SSHRC’s program inventory is available on GC InfoBase.

Institutional Support for the Indirect Costs of Research

Description

SSHRC, on behalf of CIHR, NSERC and SSHRC, provides financial support to universities, colleges and their affiliated research hospitals and institutes to reimburse a portion of indirect costs associated with the funded research.

Planning highlights

Through this core responsibility, SSHRC continues to deliver on its departmental result: Canada’s university and college research environments are strong. Every year, the federal government supports research in engineering and the natural sciences, health sciences, social sciences, and humanities through its three research funding agencies, CIHR, NSERC and SSHRC. The Research Support Fund (RSF) reinforces this investment by helping postsecondary institutions maintain the equipment, facilities and administrative support needed to foster a strong, world-class research environment, which in turn ensures that researchers are provided with the necessary space and support at institutions to undertake high-quality multidisciplinary research and to secure their research. Through the Incremental Project Grants (IPG) stream of the RSF, eligible institutions can receive additional support for projects that focus on priority areas. Dedicated funding for Research Security was launched in 2022-23 as a fifth IPG priority area. This support is to be extended to institutions that receive $2 million or more in eligible research funding. The new funding will support institutions in building their capacity to identify, assess and mitigate potential risks associated with research security.

Departmental result 4: Canada’s university and college research environments are strong

SSHRC will continue to implement the management response to the 15th-year evaluation of the RSF. To that effect, SSHRC will propose a renewed reporting framework to help implement institutional reporting that is more in line with the contributory nature of the program, the risk associated with the program and the performance information needs of program management. The new framework would take into consideration the RSF’s 2022 terms and conditions that recognize its two streams (base grants and IPGs, including Research Security), which each contribute to the same long-term outcomes, although the short- and medium-term results differ in scope.

Major highlights of the renewed approach include:

• engagement with institutions, and implementation of a communications plan and outreach activities to give eligible institutions the opportunity to provide feedback on the renewed approach; and
• requirement for institutions to report on expense categories and to share performance stories publicly.

Planned results for Institutional Support for the Indirect Costs of Research

The following table shows, for Institutional Support for the Indirect Costs of Research, the planned results, the result indicators, the targets and the target dates for 2023-24, and the actual results for the three most recent fiscal years for which actual results are available.

The financial, human resources and performance information for SSHRC’s program inventory is available on GC InfoBase.

Planned budgetary spending for Institutional Support for the Indirect Costs of Research

The following table shows, for Institutional Support for the Indirect Costs of Research, budgetary spending for 2023-24, as well as planned spending for that year and for each of the next two fiscal years.

Financial, human resources and performance information for SSHRC’s program inventory is available on GC InfoBase.

Planned human resources for Institutional Support for the Indirect Costs of Research

The following table shows, in full‑time equivalents, the human resources the department will need to fulfill this core responsibility for 2023-24 and for each of the next two fiscal years.

Financial, human resources and performance information for SSHRC’s program inventory is available on GC InfoBase.

Internal services: planned results

This section also contains information on key risks related to achieving all of SSHRC’s results.

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• management and oversight services
• communications services
• legal services
• human resources management services
• financial management services
• information management services
• information technology services
• real property management services
• materiel management services
• acquisition management services

Planning highlights

To effectively and efficiently execute its mandate, SSHRC must remain a nimble, responsive and adaptive organization, one that ensures the well-being and productivity of its employees in a changing work environment. SSHRC will continue to focus on modernizing its service delivery model, while continuing to meet evolving legislative and policy requirements from central agencies, and advancing its equity, diversity, inclusion (EDI) and accessibility efforts. Focus for 2023-24 will be on the workforce, work tools and workplace dimensions.

Strong financial stewardship is a fundamental objective. To support this, SSHRC will finalize the migration of its financial system to the Government of Canada Enterprise Standard, SAP.

In collaboration with the Natural Sciences and Engineering Research Council and the Canadian Institutes of Health Research, SSHRC will finalize the discovery phase of the Tri-agency Grants Management Solution and start the implementation phase., once funding is confirmed. Over the next few years, the three federal research funding agencies’ existing grants management systems will be replaced with a modern cloud-based solution that advances digital and client-centric service design and delivery—applicants will be able to use one platform to apply to any of the three agencies—and helps take down systemic barriers for the research community.

The agencies are also modernizing the financial monitoring framework of institutions that administer funding on behalf of recipients.

SSHRC received Treasury Board Secretariat’s endorsement and partial funding  in 2022-23 for a portion of the migration of services. The agency expects to receive additional funding in 2023-24. This will enable SSHRC to take steps to modernize the agency’s aging information technology infrastructure, reduce corporate risk and deliver more effective systems to support day-to-day operations.

In 2023-24, SSHRC will continue to advance its People Strategy and the important work in removing barriers and advancing EDI in response to a 2022-23 Culture and Employment Systems review. SSHRC will also develop a multi-year action plan and begin establishing specific accessibility measures in employment, information and communications technology, built environment, procurement goods and services, and facilities and travel to support the accessibility plan already discussed.

Modernization of business processes and operations will integrate the return to work in a hybrid model. Building on its 2022-23 move to newly constructed, modern headquarters, SSHRC will continue to support its workforce and the stakeholder community with upgrades to advance productivity and enhance accessibility, and to incorporate new technologies for SSHRC’s hybrid work model. This might include enhancements to increase SSHRC’s security posture, address accessibility barriers, and configure and/or upgrade SSHRC’s audio-visual capabilities, as well as ongoing change management and support of new technologies.

In 2023-24, SSHRC will launch a newly revised website, in alignment with the Government of Canada’s guidelines, which will enhance clarity, navigation and accessibility of the site.

Key risks

In developing its priorities for 2023-24, SSHRC identified a number of key risks that could affect the achievement of its planned results. A few examples of mitigation strategies are provided for each risk:

• Risk to managing resources: Multiple pressures facing the organization could stretch SSHRC’s limited operating resources and raise challenges in efficiently allocating financial and human resources to support priority activities.
  • To mitigate this risk, SSHRC will continue to strengthen systems, processes and the fundamental tools of governance; to integrate strategic, annual and ongoing activity planning with results framework and multiyear resource management planning processes; and to align decision processes with strategic direction in place for budget allocations and reallocation.
• Risk to managing change: The volume and complexity of changes facing SSHRC may outstrip its ability to effectively manage change and to effectively adapt to new technologies, organizational growth, new collaborations, new programs, new program directions and external factors affecting the organization, while ensuring the continuity of business.
  • To mitigate this risk, SSHRC will continue to ensure that the organization focuses on the delivery of its solid suite of programs and policies; to support change management strategies and resources in major projects and ensure proper resources are allocated to the priorities; and to allow opportunities for the organization to be flexible and react effectively to change through staff support and training, using integrated planning as needed.
• Risk to safeguarding SSHRC’s reputation: SSHRC may face challenges to its reputation due to transformative changes in its operations, delivery of high-profile programs, the sensitive or controversial nature of funded research, and its increasing engagement with external partners and stakeholders.
  • To mitigate this risk, SSHRC will continue to ensure that the organization maintains effective relationships with the social sciences and humanities and the broader research community through regular dialogue and strong engagement channels established across the organization with stakeholders and partners; to address emerging external and internal priorities; and to regularly assess capacity to fulfill commitments of potential new partnerships.

Planning for contracts awarded to Indigenous businesses

SSHRC is committed to increasing the participation of Indigenous businesses in federal procurement, in support of the Directive on the Management of Procurement. As part of the new Procurement Strategy for Indigenous Businesses, departments and agencies must establish a mandatory target of at least 5% of the value of federal contracts to be awarded to businesses owned and led by Indigenous Peoples in a three-phase approach, to be fully implemented by 2024. SSHRC was selected to be part of the Phase 2 implementation (April 2023) by Indigenous Services Canada.

SSHRC has been voluntarily setting performance targets related to the Procurement Strategy for Aboriginal Businesses initiative since fiscal year 2018-19, increasing its target from 1% to 5% annually. SSHRC has met or surpassed its set target each year.

For 2023-24, SSHRC has committed to a target of 5% of the total value of contracts to be awarded to Indigenous businesses. The procurement plan used to set the annual target for 2023-24 is based on the total value of contracts issued in 2020-21, including SSHRC’s portion of the contracts issued for common administrative services between NSERC and SSHRC. The planning assumption used is that the value of annual contracts will remain stable through 2023-24. No exemptions were sought from the deputy head in the setting of the objective for the upcoming fiscal year.

The Procurement, Contracting and Materiel Management Division is taking concrete steps to support the Government of Canada’s important commitment of increasing participation of Indigenous businesses in federal procurement, including:

• providing the division with the appropriate training and tools to support and promote the importance of the initiative to clients;
• ensuring early engagement with clients and including the Procurement Strategy for Indigenous Businesses as an element to consider at the outset of each procurement request;
• developing and presenting a guide for stakeholders to maximize Indigenous participation that explains the value for the organization and Indigenous communities, and identifies tangible ways of increasing Indigenous participation within each procurement process; and
• promoting the use of the Indigenous Business Directory when considering Indigenous capacity.

Planned budgetary spending for internal services

The following table shows, for internal services, budgetary spending for 2023-24, as well as planned spending for that year and for each of the next two fiscal years.

Planned human resources for internal services

The following table shows, in full‑time equivalents, the human resources the department will need to carry out its internal services for 2023-24 and for each of the next two fiscal years.

Planned spending and human resources

This section provides an overview of the department’s planned spending and human resources for the next three fiscal years and compares planned spending for 2023-24 with actual spending for the current year and the previous year.

Planned spending

Departmental spending 2020-21 to 2025-26

The following graph presents planned spending (voted and statutory expenditures) over time.

Spending increased in 2022-23 and planned spending is increasing in future years due to funding received:

• from Budget 2021 for the Race, Gender and Diversity Partnership and the new Canada Biomedical Research Fund;
• from Budget 2022 for Research Security and a new program for Black students and postdoctoral fellows; and
• following the 2022-23 Canada First Research Excellence Fund competition (funding is based on the results of the competition).

Budgetary planning summary for core responsibilities and internal services (dollars)

The following table shows information on spending for each of SSHRC’s core responsibilities and for its internal services for 2023-24 and other relevant fiscal years.

Spending increased in 2022-23 and planned spending is increasing in future years due to funding received:

• from Budget 2021 for the Race, Gender and Diversity Partnership and the new Canada Biomedical Research Fund;
• from Budget 2022 for Research Security and a new program for Black students and postdoctoral fellows; and
• following the 2022-23 Canada First Research Excellence Fund competition (funding based on the results of the competition).

There are also plans to convert ongoing consultant costs for information technology services to full-time equivalents.

Planned human resources

The following table shows information on human resources, in full-time equivalents (FTEs), for each of SSHRC’s core responsibilities and for its internal services for 2023-24 and the other relevant years.

Human resources planning summary for core responsibilities and internal services

Planned human resources are increasing as a result of funding:

• received from Budget 2021 for the Race, Gender and Diversity Partnership and the new Canada Biomedical Research Fund;
• received from Budget 2022 for Research Security and a new program for Black students and postdoctoral fellows;
• received following the 2022-23 Canada First Research Excellence Fund competition (funding based on the results of the competition);
• received from the gradual transfer of the Networks of Centres of Excellence program from the Natural Sciences and Engineering Research Council to SSHRC’s New Frontiers in Research Fund; and
• anticipated to be received for the 2023-24 Canada Excellence Research Chairs competition.

There are also plans to convert ongoing consultant costs for information technology services to full-time equivalents.

Estimates by vote

Information on SSHRC’s organizational appropriations is available in the 2023-24 Main Estimates.

Future-oriented condensed statement of operations

The future‑oriented condensed statement of operations provides an overview of SSHRC’s operations for 2022-23 to 2023-24.

The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

A more detailed future‑oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available on SSHRC’s website.

Future‑oriented condensed statement of operations for the year ending March 31, 2024 (dollars)

Total expenses are expected to increase by approximately 8.5% ($91.2 million). The increase is primarily attributable to reprofiling of the Canada Biomedical Research Fund grant from the Budget 2021 announcement, planned spending for Institutional Support for the Indirect Costs of Research over the next three years due to an increase from Budget 2022 in support of Research Security, and anticipated additional funding to be received for the 2023-24 Canada Excellence Research Chairs competition.

Corporate information

Organizational profile

Appropriate minister(s):

The Honourable François-Philippe Champagne, P.C., M.P.
Minister of Innovation, Science and Industry

Institutional head:

Ted Hewitt, President

Ministerial portfolio:

Innovation, Science and Industry

Enabling instrument(s):

Social Sciences and Humanities Research Council Act, R.S.C. 1985, c. S-12

Year of incorporation / commencement:

1977

Raison d’être, mandate and role: who we are and what we do

Information on SSHRC’s raison d’être, mandate and role: who we are and what we do is available on SSHRC’s website.

Information on SSHRC’s mandate letter commitments is available in the Minister’s mandate letter.

Operating context

Information on the operating context is available on SSHRC’s website.

Reporting framework

SSHRC’s approved departmental results framework and program inventory for 2023-24 are as follows.

Supporting information on the program inventory

Supporting information on planned expenditures, human resources, and results related to SSHRC’s program inventory is available on GC InfoBase.

Supplementary information tables

The following supplementary information tables are available on SSHRC’s website:

• Details on transfer payment programs
• Gender-based analysis plus

Federal tax expenditures

SSHRC’s Departmental Plan does not include information on tax expenditures.

Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government‑wide tax expenditures each year in the Report on Federal Tax Expenditures. This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.

Organizational contact information

Mailing address
125 Zaida Eddy Private, 2nd floor
Ottawa ON, K1R 0E3
Canada
Telephone: 1-855-275-2861
Email: corporate-performance@sshrc-crsh.gc.ca
Website(s): www.sshrc-crsh.gc.ca

Appendix: definitions

appropriation (crédit)

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)

Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)

An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)

A document that sets out a department’s priorities, programs, expected results and associated resource requirements, covering a three‑year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.

departmental result (résultat ministériel)

A change that a department seeks to influence. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

departmental result indicator (indicateur de résultat ministériel)

A factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department’s actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.

full-time equivalent (équivalent temps plein)

A measure of the extent to which an employee represents a full person‑year charge against a departmental budget. Full‑time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography, language, race, religion, and sexual orientation.

government-wide priorities (priorités pangouvernementales)

For the purpose of the 2023-24 Departmental Plan, government-wide priorities are the high-level themes outlining the Government’s agenda in the 2021 Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation and fighting for a secure, just, and equitable world.

high impact innovation (innovation à impact élevé)

High impact innovation varies per organizational context. In some cases, it could mean trying something significantly new or different from the status quo. In other cases, it might mean making incremental improvements that relate to a high-spending area or addressing problems faced by a significant number of Canadians or public servants.

horizontal initiative (initiative horizontale)

An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.

non-budgetary expenditures (dépenses non budgétaires)

Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement)

What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

plan (plan)

The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within a department and that focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

An inventory of a department’s programs that describes how resources are organized to carry out the department’s core responsibilities and achieve its planned results.

result (résultat)

An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead, they are within the area of the organization’s influence.

statutory expenditures (dépenses législatives)

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

target (cible)

A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)

Expenditures that Parliament approves annually through an Appropriation Act. The vote wording becomes the governing conditions under which these expenditures may be made.

Date modified:

2023-03-16