Part I—Government Expenditure Plan—provides an overview of the Government’s requirements and changes in estimated expenditures from previous fiscal years.
Part II—Main Estimates—supports the appropriation acts with detailed information on the estimated spending and authorities being sought by each federal organization requesting appropriations.
In accordance with Standing Orders of the House of Commons, Parts I and II must be tabled on or before March 1.
DPRs are individual department and agency accounts of results achieved against planned performance expectations as set out in respective RPPs.
The DPRs for the most recently completed fiscal year are tabled in the fall by the President of the Treasury Board.
Supplementary Estimates support Appropriation Acts presented later in the fiscal year. Supplementary Estimates present information on spending requirements that were either not sufficiently developed in time for inclusion in the Main Estimates or have subsequently been refined to account for developments in particular programs and services. Supplementary Estimates also provide information on changes to expenditure forecasts of major statutory items, as well as on such items as: transfers of funds between votes; debt deletion; loan guarantees; and new or increased grants.
The Management, Resources and Results Structure (MRRS) establishes a structure for display of financial information in the Estimates and reporting to Parliament via RPPs and DPRs. When displaying planned spending, RPPs rely on the Estimates as a basic source of financial information.
Main Estimates expenditure figures are based on the Annual Reference Level Update, which is prepared in the fall. In comparison, planned spending found in RPPs includes the Estimates as well as any other amounts that have been approved through a Treasury Board submission up to February 1st (See Definitions section). This readjusting of the financial figures allows for a more up-to-date portrait of planned spending by program.
This Organizational Expenditure Overview allows the reader to get a general glance at the organization. It provides a description of the organization’s purpose, as well as basic financial and human resources information. This section opens with the new Organizational Profile, which displays general information about the department, including the names of the minister and the deputy head, the ministerial portfolio, the year the department was established, and the main legislative authorities. This subsection is followed by a new subsection entitled Organizational Context, which includes the Raison d’être, the Responsibilities, the Strategic Outcomes and Program Alignment Architecture, the Organizational Priorities and the Risk Analysis. This section ends with the Planned Expenditures, the Alignment to Government of Canada Outcomes, the Estimates by Votes and the Contribution to the Federal Sustainable Development Strategy. It should be noted that this section does not display any nonfinancial performance information related to programs (please see Section II).
This Section provides detailed financial and non-financial performance information for strategic outcomes, Programs and sub-programs. This section allows the reader to learn more about programs by reading their respective description and narrative entitled “Planning Highlights”. This narrative speaks to key services or initiatives which support the plans and priorities presented in Section I; it also describes how performance information supports the department’s strategic outcome or parent program.
This section provides supporting information related to departmental plans and priorities. In this section, the reader will find a future-oriented statement of operations and a link to supplementary information tables regarding transfer payments, as well as information related to the greening government operations, internal audits and evaluations, horizontal initiatives, user fees, major crown and transformational projects, and up-front multi-year funding, where applicable to individual organizations. The reader will also find a link to the Tax Expenditures and Evaluations Report, produced annually by the Minister of Finance, which provides estimates and projections of the revenue impacts of federal tax measures designed to support the economic and social priorities of the Government of Canada.
In this last section, the reader will have access to organizational contact information.
An MRRS provides detailed information on all departmental programs (e.g., program costs, program expected results and their associated targets, how they align to the government’s priorities and intended outcomes, etc.) and establishes the same structure for both internal decision-making and external accountability.
Table of Contents
Minister’s Message
Minister of State’s Message
President’s Message
Section I: Organizational Expenditure Overview
Organizational Profile
Organizational Context
Planned Expenditures
Alignment to Government of Canada Outcomes
Departmental Spending Trend
Estimates by Vote
Contribution to the Federal Sustainable Development Strategy (FSDS)
Section II: Analysis of Programs by Strategic Outcome
Section III: Supplementary Information
Section IV: Organizational Contact Information
Minister’s Message
Canada is poised to enjoy continued economic stability in 2014–15, with a focus on balanced budgets. The country’s strong consumer-driven marketplace, world-class research hubs, educated and productive workforce, strong financial institutions, and transparent and predictable regulatory environment are just a few of its many competitive advantages.
As Minister of Industry, I am pleased that the Industry Portfolio is building on these strengths by encouraging innovation, modernizing Canada’s marketplace policies, and effectively managing programs and services.
In further developing the federal Science, Technology and Innovation Strategy, the Industry Portfolio aims to strengthen the private sector’s participation in Canadian science and technology, knowledge and innovation. This year, small and medium-sized enterprises will also be better served by improved access to information, programs and services offered by Industry Canada, the portfolio partners and the Government of Canada.
In 2014-15, the Social Sciences and Humanities Research Council (SSHRC) will maintain its commitment to creating and sustaining strong cultures of innovation. Through investments in research and training that meet the highest levels of excellence, SSHRC is helping to create jobs, strengthen the economy, enhance Canada’s competitiveness and improve the quality of life of all Canadians. SSHRC-funded research continues to provide important insights into issues that affect all Canadians, from more inclusive labour markets for people of all abilities to financial literacy, to consumer and business behaviour in the digital economy. By attracting and retaining top research talent, and through the creation of partnerships between the academic, public, private and not-for-profit sectors, SSHRC is laying the groundwork for a more prosperous future for Canada.
In support of the government’s efforts to return to fiscal balance, the Industry Portfolio will continue to ensure financial and human resources are managed responsibly and efficiently.
This year’s Report on Plans and Priorities defines our approach to supporting a competitive marketplace; facilitating advancements in science, technology and innovation, and their resulting economic and social benefits; and driving the competitiveness of Canadian businesses and communities. On behalf of the Industry Portfolio, I am confident we will meet our objectives and fulfill the promise of another successful year.
The Honourable James Moore
Minister of Industry
Minister of State’s Message
In my capacity as Minister of State for Science and Technology, I am pleased to present the 2014–15 Report on Plans and Priorities for the Social Sciences and Humanities Research Council of Canada (SSHRC).
Having a health sciences background with degrees in both business and law, I have personally witnessed the benefits of investing in science and technology (S&T) and the importance of increased collaboration across various sectors. Our government continues to make science, technology and innovation priorities for the country as we position Canada as a global leader.
Recent reports show that S&T in Canada is healthy, growing and recognized around the world for its excellence. Canada is attracting high-quality researchers from abroad, and many end up staying here because they see the fruits of their labour translate into greater prosperity for communities. Furthermore, scientific research leads to discovery, increases the wealth of information, and inspires change in how people see and do things—something all Canadians should clearly benefit from.
This year, we will continue to encourage innovation in Canada’s industrial core, to bridge the gap between ideas developed in classrooms and tangible products and services that improve the daily lives of Canadians. We will achieve this in a variety of ways, including through the transformed National Research Council and through other investments and measures.
As we work to renew the federal science, technology and innovation strategy, strengthening relationships between researchers and the private sector remains a clear priority. Building new partnerships and reinforcing existing ones will lead to more innovations getting to market. Businesses often see fast and long-lasting returns when academic research is integrated with private sector know-how.
SSHRC’s primary strategic objective remains to position Canada as a world leader in social sciences and humanities research and research training. This contributes to a dynamic and resilient economy that can contribute to improving the lives of Canadians through increased innovation. SSHRC will continue to invest in advanced research and talent development at postsecondary institutions across Canada. By providing the knowledge and tools needed to thrive in an increasingly complex society and global economy, SSHRC-funded research is concretely helping enrich Canadian communities.
With the significant S&T investments our government has made since 2006, Canada is truly seizing its moment on the world stage. It is this country’s time to shine. Thus, in 2014–15, we will continue working with our academic, industry, and provincial and territorial partners to meet the objectives outlined in this report while improving the lives of Canadians.
The Honourable Greg Rickford
Minister of State (Science and Technology) (Federal Economic Development Initiative for Northern Ontario)
President’s Message
In recent years, research in diverse fields of the social sciences and humanities has increasingly emphasized the value of robust planning and priority-setting for organizations across the public, private and not-for-profit sectors. Scholars in fields ranging from history and philosophy to management and economics have shown that organizations are best able to optimize resources by planning carefully and identifying specific priorities for each year.
Not surprisingly, we have embraced such research findings at SSHRC to ensure our operations maximize the generation and mobilization of expertise about human thought and behaviour in order to benefit economic growth and quality of life in Canada and internationally. In the spirit of continuous improvement, we will, during 2014-15, focus on taking significant steps forward in this regard, including initiatives to enhance our systems’ interface with researchers; enrich research training for students and postdoctoral fellows; facilitate academic-industry collaboration; promote the sharing of research findings; and confront the specific technological, cultural and demographic challenges identified through our Imagining Canada’s Future initiative.
By focusing on these priorities, we will further enhance SSHRC’s support for Canada’s science, technology and innovation strategy, and will extend our collaboration with the Natural Sciences and Engineering Research Council, the Canadian Institutes for Health Research, and the Canada Foundation for Innovation. As part of this effort, we will continue to improve and streamline our program delivery, including harmonizing policies and practices wherever appropriate.
Planned highlights for 2014-15 include giving considerable attention to ways that digital technologies are enabling new thinking and behaviours across society. For example, we will develop appropriate policies to support a robust digital infrastructure for research and innovation, as well as updated approaches to open access and data management.
I am pleased to present SSHRC’s 2014-15 Report on Plans and Priorities, and I look forward to reporting in greater detail on how our plans and priorities continue to enhance SSHRC’s contribution to building a better future for Canada and the world.
Chad Gaffield, PhD, FRSC
President
Section I: Organizational Expenditure Overview
Organizational Profile
Minister:
James Moore, Minister of Industry
Greg Rickford, Minister of State (Science and Technology, and Federal Economic Development Initiative for Northern Ontario)
Deputy head: Chad Gaffield, President
Ministerial portfolio: Industry Canada
Year established: 1977
Main legislative authorities: Social Sciences and Humanities Research Council Act, R.S.C. 1985, c. S-12
Organizational Context
Raison d’être
The Social Sciences and Humanities Research Council (SSHRC) funds research and research training that builds knowledge about people, past and present, with a view toward creating a better future. From questions of family and culture to concerns about jobs and employment, research about people—how we live, what we think, how we act—informs new knowledge and insights on the issues that matter most to Canadians.
SSHRC plays a unique role within Canada’s science, technology and innovation system by awarding grants and scholarships to researchers, students and fellows who work as individuals, in small groups and in formal partnerships to develop talent, generate insights and build connections that address the needs of all sectors of society.
Responsibilities
SSHRC is an agency that reports to Parliament through the Minister of Industry. It was created through an act of Parliament in 1977 and mandated to:
- promote and assist research and scholarship in the social sciences and humanities; and
- advise the Minister in respect of such matters relating to such research as the Minister may refer to the Council for its consideration.
To fulfil its mandate, SSHRC offers funding opportunities that provide support to Canadian researchers and students through grants, scholarships and fellowships, respecting the terms of the federal Policy on Transfer Payments. SSHRC is also responsible for administering the following tri-agency programs, offered jointly with the Natural Sciences and Engineering Research Council (NSERC) and the Canadian Institutes of Health Research (CIHR):
- the Canada Research Chairs Program;
- the Canada Excellence Research Chairs Program; and
- the Indirect Costs Program.
In addition, SSHRC works with Industry Canada, as well as with NSERC and CIHR, to support Networks of Centres of Excellence initiatives. It collaborates with NSERC and CIHR to deliver the Canada Graduate Scholarships, Vanier Canada Graduate Scholarships, and Banting Postdoctoral Fellowships programs. SSHRC and CIHR also participate in the College and Community Innovation Program, managed by NSERC. SSHRC will continue to foster this collaboration to the benefit of all Canadians by building on the harmonization of tri-agency programs, practices and policies.
The president of SSHRC is supported by a governing council appointed by order-in-council to reflect the perspectives of the academic, public and private sectors. SSHRC’s governing council promotes and assists research and scholarship in the social sciences and humanities. It meets regularly to set strategic policy and program priorities, allocate budgets, and advise the Minister of Industry and Parliament on matters related to research in these areas.
Strategic Outcomes and Program Alignment Architecture
1 Strategic Outcome: Canada is a world leader in social sciences and humanities research and research training
1.1 Program: Talent: attraction, retention and development of students and researchers in the social sciences and humanities
- 1.1.1 Sub-program: Canada Research Chairs
- 1.1.2 Sub-program: Canada Graduate Scholarships
- 1.1.3 Sub-program: Vanier Canada Graduate Scholarships
- 1.1.4 Sub-program: Banting Postdoctoral Fellowships
- 1.1.5 Sub-program: SSHRC Doctoral and Postdoctoral Fellowships
1.2 Program: Insight: new knowledge in the social sciences and humanities
- Sub-program: Individual, team and partnership research grants
- Sub-program: Institutional research capacity grants
1.3 Program: Connection: mobilization of social sciences and humanities knowledge
- Sub-program: Individual, team and partnership knowledge mobilization grants
- Sub-program: Research-based knowledge culture
- Sub-program: Networks of Centres of Excellence
2 Strategic Outcome: Canada has the institutional capacity to enable research and research-related activities in social sciences and humanities, natural sciences and engineering and health
- 2.1 Program: Indirect Costs of Research
Internal Services
Organizational Priorities
Priority
Promote and support Canadian excellence in social sciences and humanities research and talent development
Type:
Previously committed to
Description
Why is this a priority?
Talented, skilled and creative people are at the heart of successful societies like Canada. Demand is growing across the private, public and not-for-profit sectors for highly qualified individuals who exhibit the leadership qualities required for success in the 21st-century economy: i.e., those who are creative, analytical and articulate, as well as sophisticated in their understanding of individuals, communities and societies in the past and present. These qualities are acquired through direct engagement—on the part of both researchers and students—in excellent research where both intellectual (e.g., rigour, objectivity, analysis, synthesis, creativity) and professional (e.g., communication, collaboration across disciplines, building of partnerships with government, community-based and private sector partners, network-building, management of large teams) skills are effectively nurtured.
SSHRC must continue to be at the forefront of promoting world-class research and engagement in Canada in a number of ways, first and foremost by working to update policies and practices for fostering research excellence and making the results of research available. In doing so, SSHRC continues to help advance Canada’s advantages, as outlined in the federal science and technology strategy and will participate actively in the renewal of the strategy. As the premier funder of social sciences and humanities research in Canada, SSHRC must also ensure its assessment criteria and merit review processes evolve in keeping with the ever-changing nature of research excellence. Finally, because research excellence is defined in an international context, Canadian social sciences and humanities research must be increasingly connected to global research networks, and reflect and contribute to global research agendas.
What are the plans for meeting this priority?
- Promote the skills, tools and infrastructure necessary for excellence in research and research training: In 2014-15, SSHRC will continue to work with the other two federal research funding agencies, CIHR and NSERC, to develop policies to strengthen and support a well-functioning digital infrastructure ecosystem for research and innovation, including policies on open access and research data management.
Priority
Work with Canadian postsecondary institutions and other organizations to build a 21st-century research and training environment in the humanities and social sciences
Type:
Previously committed to
Description
Why is this a priority?
Excellence in research and research training do not occur in a vacuum—they require an enabling and fertile environment. This environment includes institutions (postsecondary institutions, in particular), as well as a number of other structures, policies and supports. SSHRC, along with other federal and provincial funders of research, plays an important part in Canada’s research and research training environment.
But, the nature of research and scholarship is changing—as are Canada’s postsecondary campuses. Researchers and students are increasingly asking questions and addressing them in ways that challenge established disciplinary boundaries. Many research fields are seeing an increase in scale: massive datasets in all disciplines are increasingly common, as well as larger and more diverse research teams—with members from a wide variety of fields—that are well positioned to tackle more sophisticated challenges. Research that engages communities and the public, private and not-for-profit sectors is now common on campuses from coast to coast. And, there is a growing appetite within both academic and non-academic sectors to see, access and use the knowledge and understanding that results from research. The structures that comprise Canada’s research and training environment therefore need to change as well. SSHRC must assist our postsecondary institutions to adapt to ensure Canada can continue to provide the supportive environment in which researchers can do excellent work and new talent can be trained with advanced research skills, while, at the same time, through development of appropriate achievement-measurement tools, ensure that change is successfully implemented.
In light of this, SSHRC first embarked on the renewal of its programming a few years ago, to harmonize business processes and procedures across funding opportunities, with a view to creating a more flexible and effective system of application and assessment to support the most promising students and the best researchers, and to mobilize social sciences and humanities research knowledge. As part of the process of continuous improvement, SSHRC is now committed to further streamlining and simplifying the application process through the use of technology. SSHRC’s new grants management system will provide a single point of entry for participants, and will be used to manage the whole range of processes, from application and merit review processes to reporting on results.
What are the plans for meeting this priority?
- Facilitate world-class research and research training by regularly updating all steps in the grants management process to ensure they are effective, efficient and enabling: In 2014-15, SSHRC will continue to improve the user experience, streamline business processes and replace aging technologies to enable innovation in program delivery, through the continuing, phased implementation of its new grants management system.
Priority
Position knowledge and expertise about human thought and behaviour to bring maximal benefits to Canada and the world
Type:
Previously committed to
Description
Why is this a priority?
The benefits of social sciences and humanities research can be seen in every aspect of Canadian society, from assisting the development, and assessing the impact, of the laws and policies passed by our governments, to the successful implementation of business innovation strategies, the training of next-generation leaders and the revision of the curricula used in our elementary and secondary school classrooms. While it is clear that SSHRC funding is contributing to so many facets of life in communities across Canada and around the world, Canada’s social sciences and humanities knowledge and expertise must be actively stewarded for its benefits to be sustained and available to its citizens.
SSHRC, in partnership with the research community, has a responsibility to ensure that the benefits of research and talent development are realized as fully as possible. We must encourage opportunities for the social sciences and humanities to contribute to national debate; address the challenges of today and tomorrow; and produce new knowledge and understanding of intellectual, economic, social and cultural value. This must be done for the benefit of not only Canada, but also the world.
What are the plans for meeting this priority?
- Support research and talent development in important future challenge areas for Canada: Through its Imagining Canada’s Future initiative, SSHRC selected six future challenges areas that are likely to emerge in five, 10 and 20 years, and to which the social sciences and humanities research community could contribute its knowledge, talent and expertise. In 2014-15, SSHRC will develop and implement a strategy for integrating these six future challenge areas within its programming and corporate activities.
Priority
Improve SSHRC’s governance, management and service delivery, focusing on results for Canadians
Type:
Previously committed to
Description
Why is this a priority?
SSHRC has been undertaking measures to improve its corporate governance and management structures, such that it is now recognized as a leader among organizations of its type, both nationally and internationally. It has also worked to effectively manage and ensure the continued and substantial contribution of the thousands of research community members who provide immense in-kind benefit to SSHRC’s grant review operation. These changes are enabling an even more streamlined and rigorous approach to corporate planning and reporting, and are enhancing SSHRC’s effectiveness as an organization that delivers results in the most efficient manner possible for Canadians.
What are the plans for meeting this priority?
- Improve governance and management practices by building stronger links between strategic, operational, financial and human resources planning: SSHRC will implement a process for the promotion of project management principles within governance and planning processes.
- Strengthen functional authorities and accountabilities: SSHRC will continue to strengthen its functional accountabilities and improve its business processes and systems. Examples of such measures include a management accreditation training program, an updated delegation instrument, and improvements to existing internal business processes.
- Enhance service delivery for operational effectiveness and improved client services: SSHRC will enhance its business processes by participating in the federal government’s shared systems and services initiative, an SAP platform, and transition to the PeopleSoft platform. These initiatives will help improve SSHRC’s service delivery models for both internal and external clients.
Risk Analysis
Key Risks
| Risk |
Risk Response Strategy |
Link to Program Alignment Architecture |
| Implementing Information Technology Innovation |
Align Information Technology project prioritization exercise with integrated planning process |
Strategic Outcome 1 |
| Managing Business Transformation |
Plan for aligning SSHRC’s competencies to the organization’s long-term objectives |
Strategic Outcome 1 |
| Merit Review |
Increase transparency of SSHRC’s merit review process by making more information publicly available |
Strategic Outcome 1 |
SSHRC administers a significant budget—roughly $359 million for SSHRC programs and $332 million for the Indirect Costs Program. Despite the size of this budget, the overall level of risk to the organization is low in terms of continuity of government operations, the maintenance of services to and protection of interests of the Canadian public, and the safety and security of the Canadian public.
SSHRC has adopted an integrated risk management framework, which provides a comprehensive view of corporate risks, and assigns responsibility for their management and mitigation. The approach is part of SSHRC’s annual planning cycle, which integrates priority-setting, resource allocation and risk management. This approach aligns with the Treasury Board’s new Framework for the Management of Risk. As part of its annual planning cycle, SSHRC reviewed and updated its Corporate Risk Profile and Corporate Risk Management Framework in 2013-14, to ensure that each risk would be systematically monitored by senior management. The framework integrates the results of the Corporate Risk Profile, while identifying triggers, controls and mitigation strategies for each risk. It also outlines processes and expectations for the ongoing monitoring and reporting of risks within SSHRC’s integrated planning cycle.
Through the review of the Corporate Risk Profile, three risks were deemed to fall outside of management’s risk tolerance threshold, and to require dedicated resources and more rigorous monitoring and follow-up. These risks, and the response strategies to mitigate them, are presented in the above table.
Planned Expenditures
Budgetary Financial Resources (Planned spending—dollars)
2014-15
Main Estimates |
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 691,750,165 |
691,750,165 |
692,270,570 |
691,100,396 |
Note: Planned spending does not reflect future budget decisions.
Human Resources (Full-time equivalents—FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 207 |
207 |
207 |
Budgetary Planning Summary for Strategic Outcomes and Programs (dollars)
| Strategic Outcomes, Programs and Internal Services |
2011-12 Expenditures |
2012-13 Expenditures |
2013-14 Forecast Spending |
2014-15 Main Estimates |
2014-15 Planned Spending |
2015-16 Planned Spending |
2016-17 Planned Spending |
| Strategic Outcome 1: Canada is a world leader in social sciences and humanities research and research training |
| 1.1 Talent: attraction, retention and development of students and researchers in the social sciences and humanities |
177,835,463 |
172,287,320 |
173,359,478 |
173,584,311 |
173,584,311 |
173,625,715 |
173,625,715 |
| 1.2 Insight: new knowledge in the social sciences and humanities |
130,421,944 |
139,741,893 |
141,252,441 |
142,782,747 |
142,782,747 |
142,772,858 |
142,683,223 |
| 1.3 Connection: mobilization of social sciences and humanities knowledge |
41,235,997 |
35,544,201 |
33,877,731 |
27,204,962 |
27,204,962 |
27,673,148 |
26,592,609 |
| Strategic Outcome 1 Subtotal |
349,493,404 |
347,573,414 |
348,489,650 |
343,572,020 |
343,572,020 |
344,071,721 |
342,901,547 |
| Strategic Outcome 2: Canada has the institutional capacity to enable research and research-related activities in social sciences and humanities, natural sciences and engineering and health |
| 2.1 Indirect Costs of Research |
332,020,788 |
332,129,423 |
332,046,910 |
332,572,946 |
332,572,946 |
332,572,946 |
332,572,946 |
| Strategic Outcome 2 Subtotal |
332,020,788 |
332,129,423 |
332,046,910 |
332,572,946 |
332,572,946 |
332,572,946 |
332,572,946 |
Internal Services
Subtotal |
16,432,856 |
16,722,871 |
16,451,771 |
15,605,199 |
15,605,199 |
15,625,903 |
15,625,903 |
| Total* |
697,947,047 |
696,425,709 |
696,988,331 |
691,750,165 |
691,750,165 |
692,270,570 |
691,100,396 |
Note: Planned spending does not reflect future budget decisions.
* Columns may not sum to total amounts due to hidden decimals.
For the 2014-15 fiscal year, SSHRC plans to spend roughly $359.2 million for SSHRC programs and $332.6 million for the Indirect Costs Program, for a total of $691.8 million, to meet the expected results of its programs and to contribute to its strategic outcomes. Changes in year-to-year spending reflect variations in funding for the Centres of Excellence for Commercialization and Research program, which is dependent on yearly competition where funds are determined as a result of a merit review process.
Alignment to Government of Canada Outcomes
2014-15 Planned Spending by Whole-of-Government-Framework Spending Area (dollars)
| Strategic Outcome |
Program |
Spending Area |
Government of Canada Outcome |
2014-15 Planned Spending |
| 1. Canada is a world leader in social sciences and humanities research and research training |
1.1 Talent: attraction, retention and development of students and researchers in the social sciences and humanities |
Economic Affairs |
An innovative and knowledge-based economy |
173,584,311 |
| 1.2 Insight: new knowledge in the social sciences and humanities |
Economic Affairs |
An innovative and knowledge-based economy |
142,782,747 |
| 1.3 Connection: mobilization of social sciences and humanities knowledge |
Economic Affairs |
An innovative and knowledge-based economy |
27,204,962 |
| 2. Canada has the institutional capacity to enable research and research-related activities in social sciences and humanities, natural sciences and engineering and health |
2.1 Indirect Costs of Research |
Economic Affairs |
An innovative and knowledge-based economy |
332,572,946 |
Total Planned Spending by Spending Area (dollars)
| Spending Area |
Total Planned Spending |
| Economic Affairs |
676,144,966 |
| Social Affairs |
N/A |
| International Affairs |
N/A |
| Government Affairs |
N/A |
Departmental Spending Trend
Departmental Spending Trend Graph
Description of figure
Description of SSHRC expenditures, actual, forecast and planned, 2011-12 to 2016-17: total spending—SSHRC (excluding the Indirect Costs Program)
This bar graph shows SSHRC’s spending trend, in dollars, for fiscal years 2011-12 to 2016-17. It does not include spending on the Indirect Costs Program.
The six bars each represent a fiscal year: 2011-12, 2012-13, 2013-14, 2014-15, 2015-16, and 2016-17. Fiscal years 2011-12 and 2012-13 are labeled as actual spending. Fiscal year 2013-14 is labeled as forecast spending. Fiscal years 2015-15 to 2016-17 are labeled as planned spending.
The y-axis shows dollar values. The scale begins at zero and goes to 400 million dollars, in increments of 100 million.
SSHRC’s actual spending (minus the Indirect Costs Program), by fiscal year, was as follows:
- 2011-12: 365.9 million dollars
- 2012-13: 364.3 million dollars
The forecast spending for fiscal year 2013-14 is 364.9 million dollars.
The planned spending, by fiscal year, is as follows:
- 2014-15: 359.2 million dollars
- 2015-16: 359.7 million dollars
- 2016-17: 358.5 million dollars
Note: Planned spending does not reflect Budget 2013.
Description of figure
Description of SSHRC expenditures related to the Indirect Costs Program, actual, forecast and planned, 2011-12 to 2016-17: total spending—Indirect Costs Program
This bar graph shows SSHRC’s spending trend, in dollars, for fiscal years 2011-12 to 2016-17 for the Indirect Costs Program.
The six bars each represent a fiscal year: 2011-12, 2012-13, 2013-14, 2014-15, 2015-16, and 2016-17. Fiscal years 2011-12 and 2012-13 are labeled as actual spending. Fiscal year 2013-14 is labeled as forecast spending. Fiscal years 2015-15 to 2016-17 are labeled as planned spending.
The y-axis shows dollar values. The scale begins at zero and goes to 400 million dollars, in increments of 100 million.
SSHRC’s actual spending for the Indirect Costs Program, by fiscal year, was as follows:
- 2011-12: 332.0 million dollars
- 2012-13: 332.1 million dollars
Forecast spending for fiscal year 2013-14 is 332.0 million dollars.
Planned spending, by fiscal year, is as follows:
- 2014-15: 332.6 million dollars
- 2015-16: 332.6 million dollars
- 2016-17: 332.6 million dollars
The graphs above illustrate SSHRC’s actual and planned expenditures from 2011-12 to 2016-17. In the graphs, spending for 2011-12 and 2012-13 represent the total authorities disbursed as reflected in the Public Accounts of Canada. For 2013-14, the forecast spending amounts indicated on the graphs include all parliamentary appropriations: main estimates, supplementary estimates and carry-forward. For 2014-15 to 2016-17, planned spending includes the figures from the 2014-15 Annual Reference Level Update plus anticipated funding being requested through the supplementary estimates.
Estimates by Vote
For information on SSHRC’s organizational appropriations, please see the 2014-15 Main Estimates publication.
Contribution to the Federal Sustainable Development Strategy (FSDS)
SSHRC also ensures that its decision-making process includes a consideration of the FSDS goals and targets through the strategic environmental assessment (SEA). An SEA for policy, plan or program proposals includes an analysis of the impacts of the proposal on the environment, including on the FSDS goals and targets. The results of SEAs are made public when an initiative is announced or approved, demonstrating that environmental factors were integrated into the decision-making process.
Section II: Analysis of Programs by Strategic Outcome
Strategic Outcome 1: Canada is a world leader in social sciences and humanities research and research training
Performance Measurement
| Performance Indicators |
Targets |
Date to be Achieved |
| Canada’s ARC (average relative citations) for social sciences and humanities ranks among the 10 leading countries |
10 |
March 2018 |
Program 1.1: Talent: attraction, retention and development of students and researchers in the social sciences and humanities
Description
This program provides support to graduate students and postdoctoral fellows in the form of fellowships, and to research chairs in postsecondary institutions that cover salary and research funding. This program is key in attracting, retaining and developing talent in the social sciences and humanities; to cultivating leaders within academia and across the public, private and not-for-profit sectors; and to building centres of world-class research excellence at Canadian postsecondary institutions. The program brands Canada as a top destination for research and research training.
Budgetary Financial Resources (dollars)
2014-15
Main Estimates |
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 173,584,311 |
173,584,311 |
173,625,715 |
173,625,715 |
Note: Planned spending does not reflect future budget decisions.
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 40 |
40 |
40 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| SSHRC-funded scholarship and fellowship recipients are employed in positions of leadership, research, management, etc., in Canada and internationally |
Employment rates (in percentage) of SSHRC-funded master’s students |
45 |
Currently met; to be maintained |
| Employment rates (in percentage) of SSHRC-funded doctoral students |
85 |
Currently met; to be maintained |
| Employment rates (in percentage) of SSHRC-funded postdoctoral students |
90 |
Currently met; to be maintained |
Planning Highlights
- Partnered research training initiatives: In 2014-15, SSHRC will award the first grants for partnered research training initiatives under Talent. These partnerships are designed to support the creation of innovative approaches that enrich research training experiences for students and postdoctoral researchers, while facilitating their transition to academic or non-academic workplace settings.
Sub-program 1.1.1: Canada Research Chairs
Description
This program provides support to research chairs in the form of salary and research funding, to attract and retain talent in the social sciences and humanities. National and international researchers can be chairholders. This program is necessary in order to strengthen research excellence, improve research training of highly qualified personnel, improve universities’ capacity to generate and apply new knowledge, and promote the best possible use of research resources through strategic institutional planning and collaboration among institutions and between sectors. Tier 1 Canada Research Chairs have a value of $200,000 per year, and Tier 2 Canada Research Chairs have a value of $100,000 per year. This program uses funding from the following transfer payment: Grants and Scholarships.
Budgetary Financial Resources (dollars)
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 55,942,503 |
55,942,664 |
55,942,664 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 13 |
13 |
13 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| World-class research is enhanced in Canadian universities, through the attraction and retention of excellent researchers |
Percentage of institutions that found the Canada Research Chairs Program important or very important in their ability to support the existing research teams / research clusters / research centres |
90 |
March 2016 |
Planning Highlights
- Consolidation of the Chairs Information Management System Database: This database had been hosted externally. Hosting the system within SSHRC will support continued security and integrity of the program’s data, addressing recommendations for improvements to internal controls made in the 2012 audit of the Canada Research Chairs Program.
- Response to the evaluation of the Canada Excellence Research Chairs Program (CERC): The Chairs Secretariat will review and, where appropriate, respond to any recommendations resulting from the CERC program evaluation to be completed in 2014-15.
Sub-program 1.1.2: Canada Graduate Scholarships
Description
This program provides scholarships to Canadian master’s and doctoral students in the social sciences and humanities who demonstrate a high standard of achievement in their undergraduate and graduate studies. The program is necessary in order for graduate students to develop the research skills needed to become highly qualified personnel and research leaders of the future. Scholarships are tenable only at eligible Canadian universities; master’s scholarships are worth $17,500 (one payment for 12 months) and doctoral scholarships $35,000 per year (for 36 months). This program uses funding from the following transfer payment: Canada Graduate Scholarships.
Budgetary Financial Resources (dollars)
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 70,580,052 |
70,580,254 |
70,580,254 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 16 |
16 |
16 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Increased supply of highly qualified personnel to the academic, public, not-for-profit, and private sectors |
Percentage of Canada Graduate Scholarships-supported students completing their degree |
90 |
March 2015 |
| Time to degree completion of doctoral recipients of a Canada Graduate Scholarship (less than X number of years) |
6 |
March 2015 |
Planning Highlights
- Tri-Agency Harmonization of the Canada Graduate Scholarships: The three federal research granting agencies will pursue the harmonization of the Canada Graduate Scholarships doctoral funding opportunity in order to simplify the application and adjudication processes for students and institutions.
- New graduate scholarships in honour of Nelson Mandela: As announced in December 2013, up to 20 scholarships will be awarded in honour of Nelson Mandela, as part of the annual Canada Graduate Scholarships competition. These scholarships will recognize a number of gifted Canadian graduate students, and help them study subjects that marked the South African leader’s life. Up to 10 master’s scholarships and up to 10 doctoral scholarships will be awarded for the first time in 2015, following the 2014 competition.
Sub-program 1.1.3: Vanier Canada Graduate Scholarships
Description
This program provides scholarships to doctoral students in the social sciences and humanities who demonstrate an exceptionally high standard of achievement and leadership potential. This program is necessary to attract outstanding doctoral students from abroad, and to retain top Canadian doctoral students, to help build world-class research capacity. The program brands Canada as a venue for excellent research, and encourages scholarship recipients to stay and lead the next generation of researchers in Canada. Canadian and international students are eligible to be nominated for a Vanier scholarship, which is valued at $50,000 per year for three years, offering a value and prestige comparable to other internationally recognized scholarship programs. This program uses funding from the following transfer payment: Vanier Canada Graduate Scholarships.
Budgetary Financial Resources (dollars)
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 8,487,789 |
8,487,813 |
8,487,813 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 2 |
2 |
2 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Compete worldwide for premier doctoral students, to build world-class research capacity in Canada |
Expert review of quality of the pool of applicants, as measured by percent of fundable applications for a given competition year |
40 |
March 2015 |
| Number of international students who were awarded a Vanier Canada Graduate Scholarship |
15 |
March 2015 |
Planning Highlights
- Renewal of the Vanier Canada Graduate Scholarships terms and conditions: In 2014-15, SSHRC will work with CIHR and NSERC to carry out the renewal of the terms and conditions of the Vanier Canada Graduate Scholarships program.
Sub-program 1.1.4: Banting Postdoctoral Fellowships
Description
This program provides fellowships to top-tier postdoctoral researchers in the social sciences and humanities from Canada and around the world, enabling them to pursue research opportunities at Canadian postsecondary institutions. A limited number of fellowships are also awarded to top-ranking individuals who have completed a PhD in Canada, to pursue research opportunities at foreign institutions. These prestigious two-year fellowships, valued at $70,000 per year, aim to reinforce Canada’s standing as a global player in research, and as a destination of choice for promising researchers at an early stage in their careers. This program uses funding from the following transfer payment: Grants and Scholarships.
Budgetary Financial Resources (dollars)
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 3,611,570 |
3,611,581 |
3,611,581 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 1 |
1 |
1 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Compete worldwide for premier postdoctoral researchers, to build world-class research capacity in Canada |
Expert review of quality of the pool of applicants, as measured by percent of fundable applications (for a given competition year) |
25 |
March 2015 |
| Number of international postdoctoral researchers or equivalent who were awarded a Banting Postdoctoral Fellowship |
10 |
March 2015 |
Planning Highlights
- Evaluation of the Banting Postdoctoral Fellowships Program: The first summative evaluation of the Banting Postdoctoral Fellowships Program will be carried out in 2014-15. Of the 70 new awards available each year, approximately 23 are awarded in the social sciences and humanities.
Sub-program 1.1.5: SSHRC Doctoral and Postdoctoral Fellowships
Description
This program provides fellowships to doctoral students and postdoctoral researchers with a demonstrated record of achievement in their studies and research skills. This program is necessary to support the training of highly qualified personnel, develop and retain the best and most promising research talent in the social sciences and humanities, and expand the research qualifications of emerging scholars of the highest potential at an important time in their research careers. Doctoral Fellowships are valued at $20,000 per year for between 12 and 48 months, and are tenable at any recognized university in Canada or abroad. Postdoctoral Fellowships are valued at $38,000 per year for 12 or 24 months, and are tenable at Canadian or foreign universities and research institutions, and provide stipendiary support to nontenured PhD graduates to undertake new research, publish research findings, develop and expand personal research networks, broaden teaching experiences, and become competitive in national research competitions. Doctoral students and postdoctoral researchers who choose to take their fellowships abroad benefit from the opportunity to expand their knowledge and build the international linkages necessary to ensure success in the globalized 21st century. This program uses funding from the following transfer payment: Grants and Scholarships.
Budgetary Financial Resources (dollars)
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 34,962,397 |
35,003,403 |
35,003,403 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 8 |
8 |
8 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Awardees expand their skills (e.g., research, teaching), including through opportunities to gain international experience |
Percentage indicating “above average” quality level of the overall research experience (≥4 on a 5-point scale) |
80 |
December 2015 |
| Percentage of SSHRC Doctoral awardees who study or conduct research abroad |
45 |
December 2015 |
| Percentage of SSHRC Postdoctoral awardees who study or conduct research abroad |
60 |
December 2015 |
| Awardees disseminate research findings in Canada and abroad |
Percentage of awardees who report disseminating research findings beyond dissertation |
80 |
December 2015 |
Planning Highlights
- Implementation of renewal of the SSHRC Postdoctoral Fellowships funding opportunity: In 2014-15, SSHRC will implement phase II of the renewal of its SSHRC Postdoctoral Fellowships funding opportunity, which involves a new model of co-delivery with universities. For example, prospective host institutions will now be required to submit research training plans as part of the application process to demonstrate their commitment to the development of researchers.
Program 1.2: Insight: new knowledge in the social sciences and humanities
Description
This program provides grants to support research in the social sciences and humanities conducted by scholars and researchers working as individuals, in teams, and in formal partnerships among the academic, public, private and/or not-for-profit sectors, and to support the building of institutional research capacity. This program is necessary to build knowledge and understanding about people, societies and the world, as well as to inform the search for solutions to societal challenges. The objectives of the program are to build knowledge and understanding from disciplinary, interdisciplinary and/or cross-sectoral perspectives; support new approaches to research on complex and important topics; provide a high-quality research training experience for students; mobilize research knowledge to and from academic and non-academic audiences; and build institutional research capacity. Research supported by the program has the potential to lead to intellectual, cultural, social and economic influence, benefit and impact, and increased institutional research capacity. International research initiatives that offer outstanding opportunities to advance Canadian research are encouraged. Partnerships can include both Canadian and international partners.
Budgetary Financial Resources (dollars)
2014-15
Main Estimates |
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 142,782,747 |
142,782,747 |
142,772,858 |
142,683,223 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 37 |
37 |
37 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| SSHRC funds excellent social sciences and humanities researchers |
Percentage of research projects cited for Canadian and/or international recognition or prizes in a year |
15 |
December 2018 |
| Creation of new/enhanced research knowledge |
Average number of research contributions per grant (e.g., peer-reviewed articles, presentations, speeches) |
14 |
December 2014 |
| Additional funding is leveraged to advance research, build capacity and increase intersectoral understanding among partners |
Ratio of financial contributions leveraged from formal Partnership Grants ($ leveraged per $ grant) |
0.5 |
December 2014 |
| Ratio of financial contributions leveraged from formal Partnership Development Grants ($ leveraged per $ grant) |
0.8 |
December 2014 |
Planning Highlights
- SSHRC’s merit review process: SSHRC will continue to increase the transparency of its merit review process, including by making more information publicly available.
- Internal audit of the Insight program: SSHRC will conduct an internal audit of the Insight program to provide assurance that management controls, risk management practices and overall governance arrangements are up to date and effective.
Sub-program 1.2.1: Individual, team and partnership research grants
Description
This program provides grants to support research in the social sciences and humanities conducted by scholars and researchers working as individuals, in teams, and in formal partnerships, including international initiatives. This program is necessary to build knowledge and understanding and develop new research questions from disciplinary, interdisciplinary and/or cross-sectoral perspectives. It supports initial-stage research, experimentation with new methods, theoretical approaches and/or ideas, research on complex and important topics, including those that transcend the capacity of any one scholar or institution, and ongoing collaboration and mutual learning. Funding ranges from $7,000 to $2.5 million over one to seven years. The program leverages external funding through collaborative partnerships. This program uses funding from the following transfer payment: Grants and Scholarships.
Budgetary Financial Resources (dollars)
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 136,769,873 |
136,759,859 |
136,670,117 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 35 |
35 |
35 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Training opportunities for students and postdoctoral fellows that lead to the development of research and professional skills and employment |
Percentage of budget spent on students and highly qualified personnel |
30 |
December 2014 |
| Research that builds capacity in government-identified priority areas to society in Canada and the world |
Percentage of applications received in government-identified priority areas |
30 |
March 2015 |
| Partners are involved in the intellectual leadership and governance of social sciences and humanities research in Canada |
Number of partners per Partnership Grant |
20 |
December 2016 |
| Number of partners per Partnership Development Grant |
5 |
December 2016 |
Planning Highlights
- Research partnerships between postsecondary institutions and industry: SSHRC will continue to strengthen research partnerships between postsecondary institutions and industry in 2014-15 by identifying promising practices related to outreach and engagement, applications processes, project management, results achievement and partnership impact.
- Evaluation of sub-program 1.2.1, Individual, team and partnership research grants: SSHRC will initiate the evaluation of individual, team and partnership research grants.
- Continue the migration of the Insight Development Grants onto the new Research Portal: SSHRC will continue to transition the delivery of the Insight Development Grants funding opportunity to the new grants management system.
Sub-program 1.2.2: Institutional research capacity grants
Description
This program provides grants to Canadian postsecondary institutions for the development of research capacity in the social sciences and humanities. This program is intended to increase research excellence and strengthen research capacity by covering expenses that include the start-up costs of research centres, support for visiting scholars (travel and stipend), help for emerging scholars to become competitive in national-level grants competitions, and support for national and international dissemination and collaboration. Funding ranges from $5,000 to $30,000 per year for a maximum of three years. This program uses funding from the following transfer payment: Grants and Scholarships.
Budgetary Financial Resources (dollars)
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 6,012,874 |
6,012,999 |
6,013,106 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 2 |
2 |
2 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Eligible Canadian universities develop, increase or strengthen research excellence and capacity in the social sciences and humanities |
Percentage of Aid to Small Universities program recipients reporting that the activities undertaken through grant funds assisted them in becoming competitive in other grant competitions |
75 |
December 2015 |
| Percentage of SSHRC Institutional Grants program recipients reporting that the activities undertaken through grant funds assisted them in becoming more competitive in other grant competitions |
70 |
December 2015 |
Planning Highlights
- SSHRC Institutional Grants: SSHRC will refine its merit review process for the SSHRC Institutional Grants funding opportunity.
Program 1.3: Connection: mobilization of social sciences and humanities knowledge
Description
This program provides funding (grants and operational) to support the multidirectional flow, exchange and co-creation of knowledge in the social sciences and humanities among researchers and diverse groups of policy-makers, business leaders, community groups, educators and the media, working as individuals, in teams, in formal partnerships and in networks. This program is necessary to help stimulate leading-edge, internationally competitive research in areas critical to Canada; build multisectoral partnerships; and accelerate the use of multidisciplinary research results by organizations that can harness them for Canadian economic and social development. The program increases the availability and use of social sciences and humanities research knowledge among academic and non-academic audiences; supports the building of reciprocal relationships, networks and tools designed to facilitate scholarly work; and makes such networks and tools more accessible to non-academic audiences. The funding opportunities offered in this program are intended to complement activities funded through the Talent and Insight programs.
Budgetary Financial Resources (dollars)
2014-15
Main Estimates |
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 27,204,962 |
27,204,962 |
27,673,148 |
26,592,609 |
Note: Planned spending does not reflect future budget decisions.
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 14 |
14 |
14 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Partners and researchers benefit from linkages and mobilizing knowledge within and across their respective sectors |
Percentage of researchers and partners indicating their partnership to be “quite successful” (≥4 on a 5‑point scale) |
60 |
December 2018 |
| Additional funding is leveraged to mobilize knowledge in social sciences and humanities |
Ratio of financial contributions leveraged from Connection grants ($ leveraged per $ grant) |
0.35 |
March 2015 |
Planning Highlights
- Knowledge mobilization: In response to one of the recommendations stemming from the 2013 evaluation of SSHRC’s knowledge mobilization, SSHRC will update the objectives and expected outcomes of its knowledge mobilization activities to further integrate and systematize knowledge mobilization practices across social sciences and humanities research and research training.
Sub-program 1.3.1: Individual, team and partnership knowledge mobilization grants
Description
This program provides grants to support the knowledge mobilization activities of scholars and researchers working as individuals, in teams, and in formal partnerships with the academic, public, private and/or not-for-profit sectors. This program is necessary to build links between the social sciences and humanities research community and potential users of research, to maximize the impact of research beyond academia and allow for fruitful exchanges and the multidirectional flow of knowledge, and to foster an entrepreneurial spirit. Funding opportunities support the dissemination of research results via publications of various types, such as scholarly journals and books; the organization of events for researchers to meet, discuss, compare and plan research activities; and the co-creation, synthesis and application of research knowledge. The program leverages external funding through collaborative knowledge partnerships. This program uses funding from the following transfer payment: Grants and Scholarships.
Budgetary Financial Resources (dollars)
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 13,697,211 |
13,952,155 |
13,954,548 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 13 |
13 |
13 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Social sciences and humanities research knowledge is accessible to the academic and non-academic communities in Canada and the world |
Percentage of surveyed target audiences who claim access to social sciences and humanities research to at least “some extent” (≥4 on a 5-point scale) |
50 |
December 2018 |
| Social sciences and humanities research knowledge is used by academic and non-academic communities in Canada and the world |
Percentage of surveyed target audiences who claim use of social sciences and humanities research at least to “some extent” (≥4 on a 5-point scale) |
50 |
December 2018 |
| Training opportunities for students and postdoctoral fellows that lead to the development of knowledge mobilization skills |
Percentage of Connection grant amounts spent on students and highly qualified personnel |
15 |
December 2014 |
Planning Highlights
- Aid to Scholarly Journals: SSHRC will encourage open access and the maintenance of digital formats where applicable, in keeping with global trends and the principles of open government. Journals will continue to be eligible for support regardless of business model or distribution format.
Sub-program 1.3.2: Research-based knowledge culture
Description
This program provides support to social sciences and humanities researchers, graduate students, postdoctoral fellows and the organization, in the form of prizes and operations and maintenance funds. This program is necessary to develop and sustain a research-based knowledge culture in the social sciences and humanities, by honouring and bringing recognition to researchers, graduate students and postdoctoral fellows whose originality and outstanding contribution to research have enriched Canadian society; by supporting brokering activities aimed at building capacity in other sectors to engage in social sciences and humanities research activities; and by promoting the use of research knowledge, to the benefit of Canadian society. This program uses funding from the following transfer payment: Grants and Scholarships.
Budgetary Financial Resources (dollars)
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 1,487,346 |
1,484,704 |
1,484,679 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 1 |
1 |
1 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Excellent SSHRC-funded research is promoted as beneficial to Canada, internationally, and to individual researchers’ careers |
Percentage of prize / special research fellowship recipients indicating that the award has contributed to career development / opportunities / recognition (≥4 on a 5-point scale) |
75 |
December 2018 |
| Awareness of excellent SSHRC-funded research |
Percentage of recipients and partner organizations indicating that the recognition and promotion-related activities have contributed to increased visibility and/or profile of recipients (≥4 on a 5-point scale) |
75 |
December 2015 |
Planning Highlights
- Imagining Canada’s Future: For the six future challenge areas identified through the Imagining Canada’s Future initiative, SSHRC will conduct outreach activities to increase awareness of opportunities and foster dialogue between the research community and the users of research results, and will explore collaboration opportunities within Canada and internationally.
Sub-program 1.3.3: Networks of Centres of Excellence
Description
This program provides support to partners in the form of grants through Canada’s three granting agencies. Centres supported through SSHRC focus on social sciences and humanities issues, and support large-scale, virtual research networks that bring together partners from academia, industry, government and not-for-profit organizations. This program comprises the Networks of Centres of Excellence, the Centres of Excellence for Commercialization and Research, and the Business-Led Centres of Excellence. This program is necessary to harness the creativity and inventiveness of the best minds in various disciplines and sectors to find solutions to critical issues of importance to Canada, using internationally competitive research, building multisectoral partnerships and accelerating the use of multidisciplinary research results by organizations that can use them for economic, social and environmental benefits to Canada. This includes creating centres to advance research and facilitate the commercialization of technologies, products and services within priority areas and helping to increase private sector investments in Canadian research and support training of skilled researchers. This program uses funding from the following transfer payments: Networks of Centres of Excellence and Business-Led Networks of Centres of Excellence.
Budgetary Financial Resources (dollars)
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 12,020,405 |
12,236,289 |
11,153,382 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| N/A* |
N/A* |
N/A* |
* The program is managed by NSERC.
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Strong linkages and partnerships between university, government and industry, and other users (non-governmental organizations) |
Percentage of established networks and centres demonstrating knowledge and technology transfer (e.g., number of patents, licences, copyrights; number of new products or processes, policies created, new capacities established, and processes or practices affected) |
100 |
March 2015 |
| The research knowledge and technology produced by the networks and centres is transferred and used, with economic and societal benefits to Canada |
Ratio of partner contributions (cash and in-kind) for commercialization activities (Centres of Excellence for Commercialization and Research program) and research activities (Business-Led Networks of Centres of Excellence program) |
1 |
March 2015 |
Planning Highlights
- Improved reporting on results: In 2014-15, the Networks of Centres of Excellence (NCE) programs will deliver additional support to networks and centres in order to support strong management and governance within these organizations and to improve the efficiency of their reporting on results.
- Knowledge Mobilization competition: The next competition of the Networks of Centres of Excellence Knowledge Mobilization suite will be launched in 2014-15.
- Follow-up to evaluation of the Business-Led Networks of Centres of Excellence: SSHRC will focus on providing specific assistance to existing and new networks for the development and implementation of network agreements as it acts on the recommendations of the 2012 program evaluation of the Business-Led Networks of Centres of Excellence.
Strategic Outcome 2: Canada has the institutional capacity to enable research and research-related activities in social sciences and humanities, natural sciences and engineering and health
Program 2.1: Indirect Costs of Research
Description
This program provides support to institutions in the form of grants in the social sciences and humanities, natural sciences and engineering, and health. This program is necessary to build institutional capacity for the conduct of research and research-related activities, to maximize the investment of publicly funded academic research. This program helps to offset the central and departmental administrative costs that institutions incur in supporting research, which are not attributable to specific research projects, such as lighting and heating, maintenance of libraries, laboratories and research networking spaces; or for the technical support required for an institution’s website or library computer system, ultimately helping researchers concentrate on cutting-edge discoveries and scholarship excellence, and ensuring that federally funded research projects are conducted in world-class facilities with the best equipment and administrative support available. The program is administered by the SSHRC-hosted Chairs Secretariat on behalf of the three research granting agencies. This program uses funding from the following transfer payment: Indirect Costs of Research.
Budgetary Financial Resources (dollars)
2014-15
Main Estimates |
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 332,572,946 |
332,572,946 |
332,572,946 |
332,572,946 |
Note: Planned spending does not reflect future budget decisions.
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 2 |
2 |
2 |
Performance Measurement
| Expected Results |
Performance Indicators |
Targets |
Date to be Achieved |
| Universities and colleges improve their overall ability to conduct research and recruit and retain world-class researchers |
Percentage of institutions reporting general positive impacts of their grants in the attraction of additional funding |
80 |
March 2015 |
| Percentage of institutions reporting general positive impacts of their grants in the attraction and retention of researchers |
90 |
March 2015 |
Planning Highlights
- Response and follow-up to the evaluation of the Indirect Costs Program: SSHRC will respond to recommendations of the evaluation of the Indirect Costs Program, if any, in the context of the Budget 2013 review.
Internal Services
Description
Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.
Budgetary Financial Resources (dollars)
2014-15
Main Estimates |
2014-15
Planned Spending |
2015-16
Planned Spending |
2016-17
Planned Spending |
| 15,605,199 |
15,605,199 |
15,625,903 |
15,625,903 |
Human Resources (FTEs)
| 2014-15 |
2015-16 |
2016-17 |
| 114 |
114 |
114 |
Planning Highlights
- Participation in the Government of Canada’s Shared Travel Services: Starting in April 2014, SSHRC will be joining the Government of Canada’s Shared Travel Services solution, an initiative led by Public Works and Government Services Canada. This initiative will simplify the way SSHRC books, approves, reimburses and reports on travel for employees and external stakeholders. The transition to this solution will occur through 2014-15.
- Policy on open access: In 2014-15, SSHRC will continue to work with CIHR and NSERC on a harmonized tri-agency policy on open access, designed to improve access to the published results of agency-funded research, and to increase the dissemination and exchange of research results.
Section III: Supplementary Information
Future-Oriented Statement of Operations
The future-oriented condensed statement of operations presented in this subsection is intended to serve as a general overview of SSHRC’s operations. The forecasted financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.
Because the future-oriented statement of operations is prepared on an accrual accounting basis and the forecast and planned spending amounts presented in other sections of this report are prepared on an expenditure basis, amounts will differ.
A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net costs of operations to the requested authorities, can be found on SSHRC’s website.
Future-Oriented Condensed Statement of Operations
For the Year Ended March 31 (dollars)
| Financial Information |
Estimated Results 2013-14 |
Planned Results 2014-15
|
Change |
| Total expenses |
700,525,294 |
695,388,395 |
(5,136,899) |
| Total revenues |
— |
— |
— |
| Net cost of operations |
700,525,294 |
695,388,395 |
(5,136,899) |
Note: Planned spending does not reflect future budget decisions.
Year-to-year variance reflects variations in funding for the Centres of Excellence for Commercialization and Research program, which is dependent on yearly competition where funds are determined as a result of a merit review process.
List of Supplementary Information Tables
The supplementary information tables listed in the 2014-15 Report on Plans and Priorities can be found on SSHRC’s website
Tax Expenditures and Evaluations
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance publishes cost estimates and projections for these measures annually in the Tax Expenditures and Evaluations publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.
Section IV: Organizational Contact Information
Christine Trauttmansdorff
Executive Director
Corporate Strategy and Performance Division
Social Sciences and Humanities Research Council of Canada
350 Albert Street
PO Box 1610, Station B
Ottawa, Ontario K1P 6G4
Canada
Telephone: 613-944-6230
Email: Christine.Trauttmansdorff@sshrc-crsh.gc.ca