Treasury Board of Canada Secretariat
www.tbs-sct.gc.ca
Common menu bar links
Breadcrumb Trail
ARCHIVED - Natural Sciences and Engineering Research Council of Canada
This page has been archived.
Archived Content
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
Minister's Message
The past year has been a challenging one for the Canadian economy, as it has been for the economies of all industrialized countries. The global economic crisis put the fiscal and economic frameworks of all countries to the test. But Canada entered the recession with solid fundamentals — balanced budgets, decreasing debt and taxes, a strong financial sector and robust economic policies. Consequently, Canada is in a comparatively good position to effectively respond to this time of economic challenge.
The Industry Portfolio played a significant role in developing Canada’s resiliency and ability to weather the current crisis. Composed of 11 departments, agencies, Crown corporations and quasi-judicial bodies, the Portfolio includes major instruments in the Government of Canada’s tool kit for building a competitive economy.
In 2008–09, such measures included continued commitment to the Natural Sciences and Engineering Research Council of Canada (NSERC), which invested just over $1 billion on its programs during fiscal 2008–09.
In January 2009, the government introduced Canada's Economic Action Plan, which contained stimulative measures to respond to the global recession. Industry Portfolio members played, and will continue to play, a central role in developing and implementing a significant number of these critical initiatives. These measures range from programs to upgrade research infrastructure at Canada's universities and colleges, to helping small businesses bring innovative products to market, to supporting major tourism events, to enhancing community and recreational facilities and other municipal infrastructure in Ontario. For more information, visit the Canada’s Economic Action Plan Web site.
As a country, we are emerging from the recession by creating a climate that encourages innovation, productivity and competitiveness — helping Canadian industry move to the forefront of the global knowledge economy. The Industry Portfolio members, and other federal departments and agencies are working in partnership so that Canada continues to enjoy a high standard of living and a prosperous future.
It is my pleasure to present NSERC’s Departmental Performance Report for 2008–09.
Tony Clement
Minister of Industry
Overview of the Agency
1.1 Summary Information
Raison d’être
The Natural Sciences and Engineering Research Council of Canada (NSERC) works to make Canada a country of discoverers and innovators for the benefit of all Canadians. NSERC aims to maximize the value of public investments in R&D and to advance prosperity and quality of life in Canada by supporting the creation and transfer of knowledge in the natural sciences and engineering (NSE) and by ensuring that people are trained to discover, develop and use that knowledge.
Responsibilities
NSERC is the primary federal agency investing in research and research training in the natural sciences and engineering disciplines. It is funded directly by Parliament and reports to it through the Minister of Industry.
Our mission is to invest in people, discovery and innovation to build a strong Canadian economy and to improve the quality of life for all Canadians. NSERC advances the government’s S&T priorities of building a stronger Canada, creating opportunities for young Canadians and investing in knowledge and creativity.
NSERC was created in 1978. Its legal mandate and functions are defined as follows: “The functions of the Council are to promote and assist research in the natural sciences and engineering, other than the health sciences; and advise the Minister in respect of such matters relating to such research as the Minister may refer to the Council for its consideration.” (Natural Sciences and Engineering Research Council Act, 1976-77, c.24.)
NSERC’s business model includes: a competitive, peer reviewed evaluation system to ensure world class levels of excellence and value for money; a blend of targeted and broad-based programs to ensure that priority research topics are addressed as well as a broad spectrum of science areas; the training of the next generation of scientists and engineers; a suite of collaborative research programs that foster partnerships between industry and post-secondary institutions and that encourage knowledge transfer and commercialization; and appropriate and effective controls that are proven and recognized to ensure accountability.
The agency’s headquarters is located in the National Capital Region, where a majority of the staff are located. NSERC also has regional offices in Vancouver, Winnipeg, Mississauga, Montreal, and Moncton.
S&T Strategy
Through the Federal Science and Technology (S&T) Strategy, Mobilizing Science and Technology to Canada’s Advantage, the federal government has committed to maintaining Canada’s G-7 leadership in public sector R&D performance. The Strategy builds on existing strengths, focusing efforts in areas where Canada can achieve global excellence, to make a real impact on the lives of Canadians and in the marketplace.
The S&T Strategy emphasizes three Canadian advantages: an entrepreneurial advantage that translates knowledge into practical applications; a knowledge advantage that generates new ideas and builds research excellence; and a people advantage that increases and retains the highly skilled individuals that Canada needs to thrive in the global economy. Together these advantages resonate with the mandate of NSERC and its strategic positioning.
NSERC’s focus on people, discovery and innovation maps directly onto the strategy’s emphasis of building a People Advantage, a Knowledge Advantage and an Entrepreneurial Advantage. In broad terms, virtually all of NSERC’s funding relates to these advantages.
Clients and Partners
NSERC is the most important funder of the direct costs of research in the natural sciences and engineering in Canadian universities. NSERC provides nearly one-fifth of the more than $4 billion invested in R&D in the natural sciences and engineering in Canadian universities and colleges.
Nearly 12,000 university professors and more than 28,500 university students and postdoctoral fellows are supported by NSERC. (For a searchable database of all NSERC grant and scholarship recipients see http://www.nserc-crsng.gc.ca/NSERC-CRSNG/FundingDecisions-DecisionsFinancement/index_eng.asp.) NSERC funds are also used to support more than 3,500 university technicians and research associates. Most Canadian universities benefit from NSERC programs, as do a growing number of colleges. Fifteen hundred Canadian companies and some 50 federal and provincial government departments are partnering with NSERC. Detailed statistics on NSERC applications and awards can be found at: http://www.nserc-crsng.gc.ca/NSERC-CRSNG/FactsFigures-TableauxDetailles_eng.asp.
Strategic Outcomes
In order to effectively pursue its mandate, NSERC aims to achieve the following three strategic outcomes.
- People: Highly skilled science and engineering professionals in Canada
- Discovery: High quality Canadian-based competitive research in the NSE
- Innovation: Productive use of new knowledge in the NSE in Canada
Program Activity Architecture
The chart below presents NSERC’s Program Activity Architecture (PAA) in effect in 2008-09.
NSERC’s Program Activity Architecture
| Strategic Outcomes | ||
|---|---|---|
| People Highly skilled science and engineering professionals in Canada |
Discovery High quality Canadian-based competitive research in the natural sciences and engineering |
Innovation Productive use of new knowledge in the natural sciences and engineering |
| Program Activities | ||
| Promote Science and Engineering | Fund Basic Research | Fund Research in Strategic Areas |
| Sub-Activities | Sub-Activities | Sub-Activities |
|
|
|
| Support Students and Fellows | Support for Research Equipment & Major Resources | Fund University-Industry-Government Partnerships |
| Sub-Activities | Sub-Activities | Sub-Activities |
|
|
|
| Attract and Retain Faculty | Support Commercialization | |
| Sub-Activities | Sub-Activities | |
|
|
* Includes Centres of Excellence for Commercialization and Research (CECR), Business-Led Networks of Centres of Excellence (BL-NCE), and the Industrial R&D Internships (IRDI) program.
1.2 Summary of Performance
Financial Resources and Human Resources
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| 999.1 | 1,031.8 | 1,029.8 |
| Planned | Actual | Difference |
|---|---|---|
| 349 | 352 | 3 |
Performance Summary
Given the nature of R&D support programs, the impact of NSERC’s investment in research and training in the NSE can only be fully assessed over the long term. Therefore, the expected results reported in NSERC’s Report on Plans and Priorities 2008-09 should be considered as planned results for the future. The performance information presented in this year’s DPR is a retrospective look at outcomes resulting from NSERC funding over the past decade, and in some cases even longer.
- Source: NSERC PromoScience final reports.
- Sources: NSERC student surveys and Statistics Canada.
- Source: NSERC award management information system.
- Source: NSERC and Observatoire des Sciences et des Technologies.
- Source: Observatoire des Sciences et des Technologies.
- Source: OECD : Main Science and Technology Indicators 2008/2.
- Source: NSERC database of spin-off companies.
- Source: Statistics Canada.
NSERC Links to Government of Canada Outcomes
NSERC investments contribute significantly to many of the Government of Canada’s strategic outcomes. NSERC has chosen to link all of its program activities to the Government of Canada outcome: an innovative and knowledge-based economy which is most directly related to our mandate and activities. Because NSERC funds research and training leading to a wide-range of economic and societal impacts in virtually every sector, many of NSERC’s long-term outcomes are also directly linked to other important Government of Canada outcomes, such as strong economic growth, income security and employment for Canadians, a clean and healthy environment, healthy Canadians with access to quality health care, and safe and secure communities. For simplicity, the “innovative and knowledge based economy” outcome is by far the most appropriate for NSERC to use in linking resources and results.
| Priority | Type | Status | Linkages to Strategic Outcome |
|---|---|---|---|
Foster a People Advantage
|
On-going | Successfully Met NSERC announced $32 million over six years for 20 projects to help science graduates expand their professional and personal skills so they can make a successful transition from the classroom to the workplace. The funding is being provided under the new Collaborative Research and Training Experience(CREATE) Program which gives science graduates the enhanced skills set they need for careers in industry, government or academia. The first awards for the Industrial R&D Internship (IRDI) were made in 2008-09. The program introduces graduate students and postdoctoral fellows to practical business problems and provides them with the opportunity to apply their expertise to address the needs of participating businesses. NSERC launched two new programs to enhance international student experience. The Canada Graduate Scholarships – Michael Smith Foreign Study Supplements (CGS-MSFSS) Program supported high-calibre Canadian graduate students in building global linkages and international networks at research institutions outside of Canada. In addition, the Vanier Canada Graduate Scholarships (Vanier CGS) program was launched to attract and retain world-class doctoral students by offering them a significant financial award to assist them during their studies at Canadian universities. |
Highly skilled science and engineering professionals in Canada Through research and research training, NSERC fosters the development of skilled workers who will become leaders across the private and public sectors. |
Foster a Knowledge Advantage
|
On-going | Successfully Met NSERC introduced this year major enhancements to the Discovery Grants peer review process. These enhancements have created a much more dynamic funding system, with more opportunity for researchers with superior accomplishments and contributions to receive substantial increases. Discovery Grants Accelerator Supplements, valued at 120K over three years, foster research excellence and are awarded to outstanding researchers who have a well-established research program. Out of the 100 supplements awarded this year, more than two-thirds fall in areas identified as a priority in the science and technology (S&T) strategy. As part of efforts to optimize the effectiveness of federal funding for post-secondary research, the three granting agencies studied recent trends in the balance of funding between elements such as funding for researchers, funding for the direct and indirect costs of the research they perform and for research infrastructure. The balance of federal funding between the different categories has changed considerably during the last decade. In relative terms, support for the direct costs of research has decreased while support for people and infrastructure has increased. Discussions with stakeholders pointed to the need to analyze pressure points and whether there are gaps to sustaining a healthy system, as well as looking at international comparisons. This work continues in the context of the on-going planning of strategic directions and the allocation of NSERC’s budget to its various programs. |
High quality Canadian-based competitive research in the natural sciences and engineering NSERC is committed to creating a strong foundation for research and research training in Canada. This is embodied in NSERC’s Discovery Grants Program, which provides a base from which researchers can establish and build their research programs, and gives them the opportunity to unleash their creative power. |
Foster an Entrepreneurial Advantage
|
On-going | Successfully Met A draft Strategic Plan for Partnership Programs was completed and consultations on an action plan are currently underway. NSERC has also introduced a new A new policy on intellectual property (IP) was adopted that allows for more flexible access to IP developed as a result of NSERC funding, while at the same time ensuring that the rights of all participants are protected. NSERC announced the expansion of its College and Community Innovation (CCI) program and the results of the first CCI competition. Eight projects were funded, each receiving $2.3 million over five years. Many new initiatives were established during the year or early in the new year in government priority areas including:
NSERC also announced $145 million in funding over five years for the establishment of Automotive Partnership Canada, an automotive research fund designed to keep the Canadian auto industry competitive and sustainable. Automotive Partnership Canada involves funding from NSERC, NRC, CFI, SSHRC, and the CECR program. |
Productive use of new knowledge in the natural sciences and engineering in Canada NSERC aims to maximize the value of public investments in research for the benefit of all Canadians by promoting research-based innovation, university-industry partnerships, technology transfer activities. |
| Priority | Type | Status | Linkages to Strategic Outcome(s) |
|---|---|---|---|
Enhance Performance Measurement, Accountability and Value for Money
|
On-going | Successfully Met The tri-Council working group along with CFI have established a common set of indicators, completed data collection and expect to issue a performance report before the end of the year. The merger of audit functions for NSERC and SSHRC has been completed and a new Director of Audit has been hired. The three granting agencies plus the CFI have created several interagency working groups to look into a variety of issues related to alignment and harmonization of agency programs, policies and processes. Some achievements are as follows:
|
All Strategic Outcomes
|
Increase the Visibility of Canadian NSE Research
|
On-going | Successfully Met
Regional offices now have a Communications and Promotion specialist. Each regional office also operates a Regional Opportunity Fund to facilitate the initiatives of others in science and research celebration and promotion. NSERC, NRC-IRAP and the BDC continue to work together on several initiatives. For example, NSEERC-Prairies completed a pilot "Innovation Supports Workshops" aimed at promoting NSERC, NRC, BDC and other federal commercialization support to business, government and academic communities. Workshops were held in Winnipeg, Calgary, Edmonton and Saskatoon and in Atlantic Canada (1 per Atlantic province). |
All Strategic Outcomes A variety of recent studies have concluded that NSERC is extremely well-known in the academic community, but its profile in other sectors and in the general public is modest. The ongoing work to improve our communications products will help to demonstrate the value of NSERC funding. |
Risk Analysis
While NSERC administers a significant budget, the Council’s overall risk level compared to other government entities is considered low, in terms of continuity of government operations and the maintenance of services to, and protection of interests of, the Canadian public. This assessment of risk level is further supported by the Blue Ribbon Panel report on Grants and Contributions which stated, "The record of performance by the federal research granting agencies, including CFI, has been deemed high by international standards. The two councils and CIHR have successfully managed their own research portfolios, using a rigorous system of oversight, including detailed memorandum of understanding signed by all recipient institutions and regular financial monitoring visits of recipient universities."
NSERC last undertook a risk assessment exercise in 2006 as part of the development of the RMAF/RBAF. This exercise identified 20 risks, which primarily relate to internal management processes. In 2008-09, NSERC undertook a process to renew the Corporate Risk Profile to ensure that the risks identified in 2006 are still relevant. Internal Audit Division and the Chief Audit Executive facilitated a process with senior management to provide advice and assistance in the development and implementation of the risk management process. The approved process included:
- Identifying and documenting the “risk universe” that represents the logical categorization and documentation of risks to enable effective risk management;
- Identifying all high impact risk areas and assess these for vulnerability (likelihood of occurrence);
- Preparing mitigation plans/activities designed to reduce the resultant level of risk exposure;
- Establishing ongoing monitoring and reporting requirements; and,
- Formalizing the risk management process to document the methodology that will be adopted for the ongoing identification, assessment, evaluation and management of risk.
This work has begun and will be completed by December of 2009.
Expenditure Profile
During the 2008-2009 fiscal year, NSERC spent $1,029.8 (including the Employee Benefit Plan) million in order to meet the expected results of its program activities and contribute to its strategic outcomes.
The figure below illustrates NSERC’s spending trend from 2006-2007 to 2008-2009. For the 2006-2007 and 2007-2008 periods, all figures appear as reported in previous Departmental Performance Reports.
Spending on NSERC’s core programs increased in the last two years due to $43 million received in Budget 2007(including funding for the Alexander Graham Bell Canada Graduate Scholarships program) and an additional $34 million received in Budget 2008.
In addition to the core funding increases, NSERC received and spent $57 million in 2007-2008 and $19 million in 2008-2009 for the Centres of Excellence for Commercialization and Research (CECR) program, $12 million for the International Polar Year Program in 2007-2008, $2.1 million for the College and Community Innovation Program, $4.3 million for the Industrial Research Internship Program and $7 million for the Business-Led Networks of Centres of Excellence in 2008-2009.
Voted and Statutory Items
The table illustrates the way in which Parliament approved NSERC’s resources.
($ millions)
| Vote # or Statutory Item (S) | Truncated Vote or Statutory Wording | 2006-07 Actual Spending |
2007-08 Actual Spending |
2008-09 Main Estimates |
2008-09 Actual Spending |
|---|---|---|---|---|---|
| 70 | Operating expenditures | 36.5 | 39 | 40.7 | 43.7 |
| 75 | Grants and contributions | 855.2 | 969.6 | 913.4 | 981.8 |
| (S) | Contributions to employee benefit plans | 3.7 | 3.9 | 4.1 | 4.3 |
| Total | 895.4 | 1,012.5 | 958.2 | 1,029.8 | |
