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Minister’s Message

Last year, Canada was the last country to fall into the global recession. Today, our economy is beginning to emerge in the strongest position of any advanced country in the world.  Investment and key stimulus measures as part of Year 1 of 8 Canada’s Economic Action Plan provided continued results and helped set Canada apart from its G-8 counterparts in terms of economic strength.

In 2009-10, Industry Canada worked quickly with its Portfolio Partners to deliver timely and targeted stimulus initiatives. Composed of Industry Canada and 10 other agencies, Crown corporations and quasi-judicial bodies, the Portfolio helps the department to build a more productive and competitive economy.

Industry Canada actively supported the Social Sciences and Humanities Research Council in promoting research and training programs that underpin Canada’s knowledge economy. The Council invested $335 million in grants, fellowships and scholarships to support the development and sharing of the world-leading ideas and talent in the social sciences and humanities. Moreover, the Government of Canada invested an additional $17.5 million over three years to temporarily expand the Canada Graduate Scholarships program.

Moving forward, Industry Canada will continue to ensure that the jobs and industries of the future are created right here in Canada. We will follow through on delivering existing stimulus plans and continue to support government priorities. This means ensuring that we have the right conditions and regulatory frameworks in place to encourage investment in Canada, increasing support for R&D to improve Canada’s long-term competitiveness and developing a digital economy.

I will work with the Industry Portfolio Partners, the private sector and other governments to enhance Canada’s productivity and create the foundation for strong, sustainable and balanced growth.

It is my pleasure to present this year’s Departmental Performance Report for the Social Sciences and Humanities Research Council.

Tony Clement

Minister of Industry

President’s Message

Media headlines remind us daily how ideas and behaviours shape Canadian and global challenges and opportunities in the 21st century. While our era is often described as technology-driven, the creation, content and use of new technologies all reflect human decisions about priorities and aspirations.

The importance of basing such decisions on better understanding of people is becoming increasingly clear around the world. From topics such as water resource management, oil disasters, Afghanistan, the G8-G20 leaders’ meetings, and financial systems, to issues surrounding pensions, national security, international law, food security, or the challenges facing aboriginal communities—the headlines remind us each day about the value of research fields across the social sciences and humanities. Indeed, almost every news story relates to research on people. Our ideas and behaviours, in the past and present, are our foundation for building a better world.

As the federal agency that promotes and supports advanced research and training about individuals, groups and societies, the Social Sciences and Humanities Research Council (SSHRC) enables the highest levels of research excellence and facilitates knowledge-sharing and collaboration across research disciplines and all sectors of society. Our scholars, students and research partners play a central role on campuses across Canada. Over the past 10 years, SSHRC has funded research and knowledge mobilization grants totalling more than $1 billion, and has provided over $500 million in fellowships and scholarships to the best and brightest students. In addition to enhancing our understanding of top issues for Canadians, our research develops the talent that is increasingly considered priceless; a recent career survey revealed that our graduates are employed across the economy, and, in fact, characteristically emerge as leaders in the private, public and not-for-profit sectors. It is estimated that Canadian industries that rely primarily on the social sciences and humanities represent approximately $700 billion of Canada’s annual gross domestic product. In other words, the return on investment in the social sciences and humanities is increasingly significant.

The richness and relevance of the research we fund is illustrated by the flow of new research findings that continually deepen our understanding of economic, social, cultural and technological change. Just this week, as I write this message, we received reports on research projects that have developed new interventions for preschoolers with learning disorders; enhanced environmental protection in multicultural cities; identified new digital opportunities in rabbinic scholarship; assessed the entrepreneurial preparedness of Nunavut; examined adolescent financial literacy; analyzed surveillance practices and social problems; and provided insight about the working homeless and social inclusion. Such examples suggest only some of the many ways that the social sciences and humanities are making a positive difference in the lives of Canadians and, indeed, of people around the world.

I am very proud to present SSHRC’s Departmental Performance Report for the fiscal year 2009-10. It is a record of achievement, evidence that speaks to the desires of Canadians to be well-informed, to advance knowledge about the past and present, and to apply our intellectual assets to making successful societies in the 21st century.

Chad Gaffield
President
Social Sciences and Humanities Research Council

Section I: Departmental Overview

Raison d’être

Research in the social sciences and humanities advances knowledge and builds understanding about individuals, groups and societies—what we think, how we live and how we interact with each other and the world around us. Social science and humanities-based knowledge and understanding inform discussion on critical social, cultural, economic, technological, environmental and wellness issues. They provide communities, businesses and governments with the foundation for a vibrant and healthy democracy. Through research and training programs, the Social Sciences and Humanities Research Council (SSHRC) fosters the development of talented and creative people who become leaders across the public, private and not-for-profit sectors, and who are critical to Canada’s success in the globalized 21st century.

Through its programs and policies, SSHRC enables the highest levels of research excellence in Canada and facilitates knowledge-sharing and collaboration across research disciplines, postsecondary institutions, and all sectors of society. SSHRC is also involved in partnership programs and initiatives with other federal departments and agencies to support research addressing particular issues of importance to Canadians.

In 2007, SSHRC published Framing Our Direction, which identified SSHRC’s three strategic ambitions of quality, connections and impact. Over the past two years, SSHRC has strengthened its governance structure, enhanced its peer review processes, improved connections across campuses and with Canadians, and developed better ways to assess and mobilize research and research training for the benefit of the private, public and not-for-profit sectors.

SSHRC-funded disciplines are at centre stage in public dialogue about how to build successful societies, including a successful Canada, in the 21st century. Framing Our Direction 2010-12 has identified the next steps, centering on program renewal aimed at three broad outcomes: developing talent; building knowledge and understanding; and mobilizing knowledge. These are included within three umbrella programs—Talent, Insight and Connection.

The work of SSHRC-funded researchers contributes to important developments in economic prosperity and well-being; addresses critical social, cultural and political issues facing Canadians; and leads to innovations in products, services and technology. In particular, the social sciences and humanities play an important role within Canada's science, technology and innovation system, and SSHRC's strategic ambitions and outcomes are helping implement the federal science and technology (S&T) strategy, Mobilizing Science and Technology to Canada's Advantage. SSHRC supports:

• people—creating a first-class research capacity in the social sciences and humanities to build a People Advantage;
• research excellence—creating new knowledge to heighten Canada's Knowledge Advantage;
• knowledge mobilization—facilitating the use of research to contribute to Canada's Entrepreneurial Advantage; and
• the institutional environment—providing Canada with a strong setting for science and research, and helping it achieve world-class excellence.

[D]

 

Responsibilities

SSHRC is the federal agency that promotes and supports university-based research and training in the humanities and social sciences. SSHRC was created by an act of Parliament in 1977, with a legislative mandate to:

1. “promote and assist research and scholarship in the social sciences and humanities.” and
2. “advise the Minister in respect of such matters relating to such research as the Minister may refer to the Council for its consideration.”

SSHRC has pursued this mandate by:

• investing, through fellowships and research training, in Canada’s best and brightest minds to develop the talent needed across society (People);
• fostering research excellence that advances knowledge and builds understanding about where we have been, where we are and where we might go as individuals, communities and societies (Research); and
• supporting the partnerships, interactions and knowledge-sharing that bring the benefits of research to the larger society (Knowledge Mobilization).

SSHRC is governed by a council that reports to Parliament through the minister of Industry. For more information about SSHRC, including its governance and other organizational information, see www.sshrc-crsh.gc.ca/site/about-crsh/about-crsh-eng.aspx. In fulfillment of its mandate and observing the terms of the federal Policy on Transfer Payments, SSHRC administers programs that provide Canadian postsecondary institutions and individuals with grants, scholarships and fellowships.

Canada’s research community represents nearly 22,000 full-time professors who teach social sciences and humanities at Canadian universities and colleges, and 62,000 full-time social sciences and humanities graduate students. In 2009-10, SSHRC received 13,131 applications to its national competitions and allocated new grants, fellowships and scholarships, totalling $334.9 million in value, to 4,452 recipients. Through a system of rigorous, independent merit review, selection committees recommend which applications to fund based on academic excellence and the importance of the research to the advancement of knowledge, and its potential application within and beyond academia. This year, over 500 Canadian and international scholars and experts volunteered to serve on SSHRC selection committees, and nearly 15,000 other Canadian and international experts provided written assessments of proposals to help the selection committees in their decision-making.

In addition, SSHRC is responsible for administering the following tri-agency programs on behalf of 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.

Lastly, SSHRC also works with Industry Canada, NSERC and CIHR to support Networks of Centres of Excellence initiatives, the Canada Graduate Scholarships, the Vanier Canada Graduate Scholarships and the Canada Excellence Research Chairs.

Strategic Outcomes and Program Activity Architecture

[D]

Performance Summary

In 2009-10, SSHRC launched the renewal of its program architecture to create a more flexible and effective system of application and assessment. As stated in Framing Our Direction, this responds to our commitment to continuously improve programs, resulting in greater overall program coherence with an improved and simplified interface for applicants. Renewal is guided by five core principles: excellence, simplicity, flexibility, integration and quality of service. It consolidates some 30 separately branded competitions per years under three umbrella programs—Talent, Insight and Connection. Building on extensive past consultations, the changes simplify programs with overlapping objectives; better support new and emerging kinds of research, partnerships, talent development and knowledge mobilization; streamline applicant procedures; enhance application review; and more effectively mobilize SSHRC-funded research for the benefit of Canadians and society.

To maintain consistency with the 2009-10 Report on Plans and Priorities, performance indicators and targets do not appear in this Departmental Performance Report. These are under development as part of the current program architecture improvement exercise. Nevertheless, the realization of operational and management priorities does contribute to the achievement of strategic outcomes. The new program architecture and its performance measurement strategy are to be incorporated into a revised management, resources and results structure, complete with a revised program activity architecture and improved performance measurement framework to be tabled in the spring 2011.

Performance Summary

2009-10 Financial Resources ($ millions)			2009-10 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
685.1	693.7	686.4	200	226	+26

 

Strategic Outcome 1.0
People—A first-class research capacity in the social sciences and humanities

2009-10 Performance

Trend

Two-thirds of Canada’s postsecondary student population (including 62,075 full-time graduate students) study in the humanities and social sciences. The provision of scholarships and fellowships to graduate-level students is a direct way to support the development of the best and brightest research talent. People with graduate degrees in the social sciences and humanities have research skills that provide Canada with a highly qualified workforce in academia and in the knowledge and service sectors fundamental to success in the 21st century. In 2009-10, SSHRC awarded scholarships and fellowships to 1,483 full-time master’s students and 1,141 doctoral candidates, enabling them to receive research training in a variety of fields, and gain skills and experiences that will help them build successful careers in all sectors of society. SSHRC also administered the Canada Research Chairs Program on behalf of SSHRC, NSERC and CIHR. Through salary and research funding for university research professorships, the program attracted and retained the best and most productive researchers within Canadian postsecondary institutions. These researchers, in turn, attracted and supported the best and most promising new scholars and graduate students. By cultivating research excellence in Canadian universities and colleges, the program has branded Canada as a top destination for research. Following Budget 2008, SSHRC initiated planning and implementation of the Canada Excellence Research Chairs program, the Vanier Canada Graduate Scholarships (Vanier CGS) program, and a new foreign study supplements component of the Canada Graduate Scholarships (CGS) program that supports scholarship holders in undertaking short-term research and study opportunities abroad.

In 2009-10, the development of talent through direct support to students and postdoctoral fellows had increased 36 per cent since 2005-06, to $117 million. SSHRC awarded 2,972 master’s, doctoral and postdoctoral fellowships and awards, epresenting a 15 per cent increase over 2008-09. Since 2005-06, there has been a 25 per cent increase in the number of postdoctoral fellowships and awards, reflecting proportionate increases in applications for that same period. A career survey of past scholarship and fellowship awardees revealed that over 80 per cent are employed full time, with four out of five doctoral graduates and postdoctorates earning more than $75,000 annually. The perceived importance of SSHRC support increases with the level of graduate studies (40 per cent for CGS master’s graduates, 65 per cent for doctoral graduates and 95 per cent for postdoctorates). Performance has been maintained for the Canada Research Chairs Program. By March 31, 2010, there were 1,834 Canada Research Chairs at 72 postsecondary institutions across Canada, of which 30 per cent were filled by researchers recruited from abroad, including 258 Canadian expatriates. Over 22 per cent of Canada Research Chairs are in the social sciences and humanities. In 2009-10, a total of 368 new or renewed Canada Research Chairs were announced at Canadian postsecondary institutions.

 

Strategic Outcome 2.0
Research—New knowledge based on excellent research in the social sciences and humanities

2009-10 Performance

Trend

There are approximately 21,665 full-time professors teaching and doing research in the social sciences and humanities at Canadian postsecondary institutions. SSHRC has invested in some of the most innovative areas of research and contributed to ensuring that Canada has the new knowledge and research capacity needed to succeed in the 21st century. In 2009-10, SSHRC awarded, via rigorous peer review processes, 1,201 research grants to scholars to perform world-class research at universities across Canada. The research covered a vast array of topics, including digital media, the economy, Arctic sovereignty, climate change and cultural diversity. Through strategic focus on specific themes, SSHRC funding contributed to guiding Canada’s research capacity to address social and economic challenges and to maximize the country’s competitive advantage. SSHRC also indirectly invests in People through research grants where students and postdoctoral fellows are supported as part of research projects.

As SSHRC’s largest investment, funding levels for the direct costs of research remained unchanged from the previous year, amounting to $135 million. Since 2005-06, the number of applications for investigator-framed research, SSHRC’s largest program ($85.7 million), increased by 21 per cent. Awards granted since 2007-08 have increased by 13 per cent. Investigator-framed research programs supported the research of 2,700 researchers, producing an average of 1.5 publications per grant. At the end of their awards, researchers reported disbursing, on average, 32 per cent of their grant funding to students and postdoctoral fellows. Since 2005-06, funding levels for Strategic Research Development and Targeted and Training Initiatives have remained largely unchanged at $49.4 million (37 per cent of total SSHRC research funding). The number of applications for Strategic Research Development have doubled since 2005-06, and awards increased by 52 per cent due to increases for research in specific areas provided for in past federal budgets. The situation in Targeted Research and Training has been more volatile due to  certain programs coming to an end (Initiative on the New Economy), and up-front allocation in other areas (management, business and finance).

 

Strategic Outcome 3.0
Knowledge Mobilization—Facilitating the use of social sciences and humanities knowledge within and beyond academia

2009-10 Performance

Trend

The results of research were shared within and beyond academia through knowledge mobilization. Intellectual, social and economic impacts were broadened and enhanced by public investments in research and research training. The performance trends presented under this strategic outcome are in part a reflection of the restructuring of program activities in 2009-10. What was previously combined under one program activity is now split between Research Dissemination and Knowledge Translation, and Research Networking.

Since 2005-06, funding support for knowledge mobilization has increased by 66 per cent, to just under $36 million. While spending for Research Dissemination and Knowledge Translation has increased 90 per cent since 2005-06, to under $10 million, the number of awards granted decreased 23 per cent, reflecting a 56 per cent decrease in applications, different competition cycles, and changes in the program activity architecture. Since 2005-06, the number of awards granted under the Research Networking program activity increased 19 per cent, mirroring a 54 per cent increase in spending, and a 27 per cent increase in applications over the same period.

 

Strategic Outcome 4.0
Institutional Environment—A strong Canadian science and research environment

2009-10 Performance

Trend

In addition to the federal government’s funding to postsecondary institutions for the direct costs of research through the three federal research granting agencies—CIHR, NSERC and SSHRC—funding was also provided to cover central and administrative costs incurred by postsecondary institutions in support of those research activities. As documented in the recent summative evaluation, the overall relevance, need and funding support for the indirect costs of research remained consistent for 2009-10.

Since 2005-06, there has been a more than 25 per cent increase in financial support to postsecondary institutions for indirect costs of research supported by the federal government’s three research granting agencies (SSHRC, NSERC and CIHR). During a recent evaluation, vice-presidents of research and presidents of recipient institutions reported that, since 2003-04, support for research has improved from below average to above average.

 

Program Activity 5.1
Internal Services

2009-10 Performance

Trend

Service delivery to the research community was streamlined through more efficient, integrated business processes for administering and adjudicating competitions. As well, SSHRC’s suite of programs are being updated to better respond to the current research context in supporting research and training of the highest quality. Programs, procedures and policies were increasingly harmonized with other federal granting agencies to facilitate a more cohesive Canadian environment for research across all disciplines.

Changes to our service delivery model were implemented in 2009-10 and resulted in efficiencies estimated to be more than $750,000 (about three per cent of operating costs). In the past, material was printed, photocopied, and then mailed to external assessors and committee members in preparation for adjudication meetings. Through the implementation of extranets, and by mailing CDs or USB memory sticks containing this material, efficiencies were gained in printing and shipping. In addition, all desktops have been programmed so the default print settings are set to print double-sided, black and white copies. These two practices have led to a reduction in the number of convenience copier machines and also a reduction in the quantity of paper and printer ink used. With respect to accommodations, SSHRC has reduced the use of external meeting rooms by using internal space to host the peer review committee meetings. Travel and hospitality requirements were reviewed and prioritized, and efficiencies were also gained by extending the equipment lifecycle schedule.

 

($ millions)

Program Activity	2008-09	2009-101				Alignment to Government of Canada Outcomes
	Actual Spending	Main Estimates	Planned Spending	Total Authorities	Actual Spending
Strategic Outcome 1.0 People—A first-class research capacity in the social sciences and humanities
1.1 Fellowships, Scholarships and Prizes	108.1	109.7	109.8	116.8	117.4	An innovative and knowledge-based economy
1.2 Canada Research Chairs	59.2	61.5	61.5	61.5	55.7
Total	167.3	171.2	171.3	178.3	173.1
Strategic Outcome 2.0 Research—New knowledge based on excellent research in the social sciences and humanities
2.1 Investigator-Framed Research	89.7	85.2	85.3	85.5	85.7	An innovative and knowledge-based economy
2.2 Targeted Research and Training Initiatives	28.1	17.4	23.1	23.8	23.8
2.3 Strategic Research Development	29.4	22.8	26.9	26.9	25.6
Total	147.2	125.4	135.3	136.2	135.1
Strategic Outcome 3.0 Knowledge Mobilization—Facilitating the use of social sciences and humanities knowledge within and beyond academia
3.1 Research Dissemination and Knowledge Translation	36.2	5.7	7.9	7.9	9.9	An innovative and knowledge-based economy
3.2 Research Networking		20.2	25.1	25.1	26.0
Total	36.2	25.9	33.0	33.0	35.9
Strategic Outcome 4.0 Institutional Environment—A strong Canadian science and research environment
4.1 Indirect Costs of Research	328.8	314.2	329.2	328.5	324.9	An innovative and knowledge-based economy
Total	328.8	314.2	329.2	328.5	324.9
Strategic Outcome 5.1: Internal Services
5.1 Internal Services	—	15.9	16.3	17.7	17.4	An innovative and knowledge-based economy
Total	679.5	652.6	685.1	693.7	686.4

 

Contribution of Priorities to Strategic Outcomes

Operational Priority	Links to Strategic Outcomes
1. Develop a first-class research capacity through scholarships and chairs	This priority directly supports SSHRC’s Strategic Outcome 1.0: People—A first-class research capacity in the social sciences and humanities.
Type: New	Status: 1.1 Implemented the first competition and marketing strategy for the Canada Excellence Research Chairs Program Phases 1 and 2 of the inaugural Canada Excellence Research Chairs competition were completed. The program’s steering committee approved the Chair recommendations during 2009-10, and the 19 resulting chairholders were announced in May 2010. The marketing strategy was completed, the action plan implemented, and the performance measurement strategy finalized. 1.2 Implemented, in collaboration with CIHR and NSERC, the new Vanier CGS program and its international marketing strategy The first round of Vanier CGS recipients was announced in April 2009. The integrated and harmonized tri-agency Vanier web portal was launched on August 27, 2009. Planning and delivery of the 2010-11 Vanier competition were completed in March 2010. The marketing strategy was also completed, and the action plan continues to be implemented. A review was also conducted of the tri-agency Vanier performance measurement strategy to harmonize and fully align program delivery, and the strategy has been implemented. 1.3 Implemented the Canada Graduate Scholarships Michael Smith Foreign Study Supplements program The integrated and harmonized tri-agency foreign study supplements program was implemented in spring 2009. Planning and delivery of the second cycle of competitions has been completed. 1.4 Implemented additional priority (linked to Budget 2009) since 2009-10 Report on Plans and Priorities Special calls were issued in 2009 with respect to the new CGS Master’s Scholarships and CGS Doctoral Scholarships, to support research training in business-related areas.

Operational Priority	Links to Strategic Outcomes
2. Ensure the world-class excellence of SSHRC-funded research, and promote new knowledge in priority areas through research and training	This priority directly supports SSHRC’s Strategic Outcome 2.0: Research— New knowledge based on excellent research in the social sciences and humanities.
Type: New	Status: 2.1  Developed and implementing an action plan in response to the international Blue Ribbon Panel on Peer Review An independent blue ribbon panel, commissioned by SSHRC in 2008, confirmed the very high quality of the peer review processes and standards upheld by SSHRC, describing them as world-class. The action plan to the Blue Ribbon Panel recommendations was reviewed by SSHRC’s governing council. A range of enhancements were made to SSHRC’s peer review processes, based on the panel’s report, and adjudication policy discussions across programs. Some of the improvements included: greater standardization; better feedback to applicants; reassessment of the rules governing the adjudication of multidisciplinary projects; and review of the methods for evaluating applicants’ curricula vitae and, in particular, those of new researchers. Work continued on the development of tri-agency guidelines on conflict of interest and on incentives for committee service, in accordance with best practices in peer review. 2.2 Implemented SSHRC’s partnerships strategy, including identifying emerging thematic research priorities and advancing research on: competitiveness, prosperity and economic development; Canadian environmental issues; and northern communities. Contributing in part to program architecture renewal, the implementation of the partnership strategy approved by SSHRC’s governing council in fall 2008 continued in 2009-10, as did approval of a longer-term strategy for investments in innovation, leadership and prosperity funded through a Budget 2007 allocation to SSHRC for funding in management, business and finance. Specific achievements included releasing and responding to a report, commissioned by SSHRC through the Minister of Industry, by the Council of Canadian Academies on management and business research in Canada. SSHRC also funded an interdisciplinary, cross-sector national forum called Advancing Canada’s Competitive Advantage. Hosted by the École des hautes études commerciales (HEC) Montreal, the event brought together leaders from business, the media and government to explore how Canadian businesses can participate in and use research to spur economic growth and innovation. In addition, SSHRC launched special calls based on funding provided in the 2008 federal budget, which allocated $12 million for research into Canadian environmental issues and the economic and social prosperity of northern communities. These calls for proposals were aligned with the specific objectives of the federal S&T strategy, as well as Canada’s Northern Strategy. Thirty-one grants were awarded in the Environmental Issues special call and the Northern Communities special call, for large-scale collaborative work between the campus and community, research grants and outreach activities.

Operational Priority	Links to Strategic Outcomes
3. Strengthen programming and practices to facilitate the use of social sciences and humanities knowledge within and beyond academia	This priority directly supports SSHRC’s Strategic Outcome 2.0: Research—New knowledge based on excellent research in the social sciences and humanities; and Strategic Outcome 3.0: Knowledge Mobilization—Facilitating the use of social sciences and humanities knowledge within and beyond academia.
Type: New	Status: 3.1 Finalized and initiated implementation of SSHRC’s Knowledge Mobilization Strategy The strategy was tabled at the November 2009 meeting of SSHRC’s governing council. An implementation plan has been completed focusing on three immediate deliverables: 1) improved guidelines, adjudication criteria and program design; 2) increased social sciences and humanities use of infrastructure and tools; and 3) establishment of a community of practice, at SSHRC and externally. SSHRC has collaborated extensively with the Canada Foundation for Innovation to promote stronger awareness in the social sciences and humanities community of how the mobilization of research knowledge can benefit from infrastructure resources. The Knowledge Impact in Society and Strategic Knowledge Clusters workshop in October 2009 included reflections on good practice and facilitated the development of a community of practice. SSHRC allocated $35.3 million in 2009-10 directly through its Knowledge Mobilization strategic outcome and indirectly through activities funded in grants that have primary objectives related to People and Research. 3.2 Improved reporting on the results and impacts of SSHRC’s investments SSHRC completed and presented to its governing council a framework for increasing and capturing the results and impacts of SSHRC investments. As well, as part of its program architecture renewal, SSHRC completed a project risk assessment, corporate logic models and performance measurement strategy. Other pilot initiatives completed include a research impact assessment model, as part of an information and technology case study; and a review of SSHRC’s final research report system. SSHRC also launched the first comprehensive evaluation of the Standard Research Grants and Research Development Initiatives programs, and initiated the 10th-year evaluation of the Canada Research Chairs Program. In 2009-10, evaluations were completed for: the CGS program; the SSHRC Doctoral Fellowships program; the Networks of Centres of Excellence—New Initiatives; the Initiative on the New Economy; the Interagency Advisory Panels and Secretariat on Research Ethics; the Indirect Costs Program; and the Metropolis Project. This was complemented by the completion of a Graduates Career Survey of 2,500 SSHRC postdoctoral (1997-2001), doctoral (1997-99) and CGS master’s (2003) scholarship and fellowship award recipients. A summary report of the Capturing the Impacts of Social Sciences and Humanities Research initiative provides reflections on what has been learned to date, results realized and research challenges faced. Finally, a lecture series was launched on December 10, 2009, with the Public Policy Forum, featuring senior leaders in the public, private and non-governmental organization sectors. An engagement plan targeting the academic, government, private and non-governmental organization sectors has been completed. As part of SSHRC’s communications strategy, a new website was created, outreach to Canadians was increased through SSHRC’s e-magazine Dialogue, and the next two-year communications strategy was approved by SSHRC’s governing council, with a focus on promoting the outcomes of social sciences and humanities research for the benefit of Canadians and the world. Since 2007-08, media coverage of SSHRC-funded researchers has increased 200 per cent.

Operational Priority	Links to Strategic Outcomes
4. Optimize program delivery	This priority supports all of SSHRC’s strategic outcomes.
Type: New	Status: 4.1 Continued implementation of SSHRC’s Business Transformation Initiative (including assessment and renewal of business tools such as the Enterprise Award Management System) To improve efficiency, Standard Research Grants applications are now received electronically, and it is anticipated that external assessors and adjudication committees will use an extranet site. Efforts continue in moving forward on identifying further opportunities for efficiencies. Implementation of the Electronic Document and Records Management System is underway. Planning for the Enterprise Award Management System is currently being revised. 4.2 Continued examination of SSHRC’s programs, criteria, policies and procedures, to ensure strategic investments and the coherence and effectiveness of SSHRC’s activities in support of excellence Based on extensive consultations, the design phase of SSHRC’s program architecture renewal initiative was completed, and changes are being implemented to provide greater overall program coherence, with an improved and simplified interface for applicants. Within the design, some 30 separately branded competitions per year are being consolidated under three umbrella programs—Talent, Insight and Connection. The changes simplify programs with overlapping objectives; better support new and emerging kinds of research, partnerships, talent development and knowledge mobilization; streamline applicant procedures; enhance application review; and more effectively mobilize SSHRC-funded research. As well, a fit/gap analysis of SSHRC’s compliance with the requirements of the Policy on Transfer Payments was completed in January 2010. An action plan will be implemented over the next two years, in advance of the renewal of SSHRC’s Terms and Conditions in October 2011. 4.3 Enhanced tri-agency collaboration, harmonization and alignment of programs, procedures and policies Tri-agency financial administration guidelines have been harmonized at 96 per cent, with the harmonization exercise continuing in 2010-11. The deadline for the Council of Canadian Academies panel assessment on research integrity has been extended to September 2010. “Research integrity” emphasizes key elements of responsible research practice, such as academic honesty and fair recognition. Its converse, “research misconduct,” refers to unacceptable behaviours, such as data fabrication, data falsification, and plagiarism. The panel’s advice will include a definition of research integrity, and processes and mechanisms for dealing with alleged breaches. Any major modifications to the existing research integrity policy are pending completion of that work. The harmonized tri-agency ethics guidelines—Tri-Council Policy Statement: Ethical Conduct for Research Involving Humans—are in the final stages of completion. A working group is also exploring ways to facilitate further interagency collaboration, including harmonized posting of existing interagency funding information.

Operational Priority	Links to Strategic Outcomes
5. Strengthen corporate management	This priority supports all of SSHRC’s strategic outcomes.
Type: Ongoing	Status: 5.1 Continued development of integrated planning processes (multiyear strategic plan, annual corporate plan, annual divisional plans, annual budget and human resources planning cycle) An updated SSHRC strategic priorities, Framing Our Direction 2010-12, was approved by SSHRC’s governing council. The emphasis in this update is on program renewal aligned under three umbrella programs: Talent, Insight and Connection. SSHRC has also completed its first corporate plan, as well as an action plan in response to Round IV of Treasury Board’s Management Accountability Framework. A review of the Grants and Fellowships budget process was completed in early August 2009, and a more integrated planning strategy is being implemented. 5.2 Developed and implementing a human resources strategy SSHRC has completed development of its first People Strategy. Implementation will be ongoing. 5.3 Continued progress on systematically integrating performance, evaluation and audit activities into program delivery and decision-making A tool has been developed for tracking the implementation of management responses to evaluation recommendations. The Corporate Performance and Evaluation division will provide regular reporting on the status of management follow-up. Similarly, a system for tracking the implementation of management responses to audit reports was developed, and is currently being used by SSHRC’s audit team. 5.4 Continued implementation of SSHRC’s internal communications strategy, and finalized and implementing a staff engagement strategy SSHRC’s staff engagement strategy is being implemented and linked to the roll out of SSHRC’s new People Strategy. SSHRC’s internal communications strategy action plan has been implemented.

Risk Analysis

In the public sector context, the management of corporate risks plays a significant role in strengthening SSHRC's capacity to recognize, understand and capitalize on new challenges and opportunities. While SSHRC administers a significant budget—96 per cent of which is allocated via transfer payments (grants and scholarships) in support of research and graduate training—the overall level of risk to the organization and to the safety and security of the Canadian public is low.

Appropriate tools have been established to manage the risks associated with providing grants to research-performing institutions and having institutions administer the grants awarded to researchers. Institutions eligible for funding and capable of administering awards must sign a tri-agency memorandum of understanding that outlines the basic requirements for obtaining and maintaining such eligibility, and lays out the institution's responsibilities (including the ethical conduct of research) for managing grants and reporting on the use of public funds. Signing the memorandum also commits institutions to facilitating the on-site financial monitoring visits conducted by SSHRC and the other federal research granting agencies.

SSHRC closely monitors the changing patterns of demand for support from Canadian academic institutions, the social sciences and humanities research community, and the associated student population. Recognizing that resources are limited, SSHRC continually scrutinizes the quality, transparency and credibility of decision-making processes that support funding allocations. Decisions about awards for most programs are based on recommendations from committees of experts and peers actively engaged in research of their own. This peer review process places emphasis on the quality of the proposed research and the track record of the researcher. Peer reviewers are not used for the Indirect Costs Program, which uses a formula to calculate the funding allocations for eligible institutions.

SSHRC also continues to build upon the review results of a blue ribbon panel of experts on SSHRC’s adjudication processes. While the panel acknowledged the very high peer review standards upheld by SSHRC, describing them as world-class, the panel did recommend some improvements. SSHRC is implementing an action plan for improvements in response to the panel’s recommendations.

This commitment to continuous improvement coincides with SSHRC’s program architecture renewal project, an initiative to bundle programs and restructure service delivery within SSHRC. During 2009-10, SSHRC undertook a risk assessment of the program architecture renewal project. The assessment involved the identification and analysis of project management risks that could impede successful planning and implementation of the new architecture. In response, SSHRC management identified risk owners and developed action plans to mitigate key risks. This initiative not only identified opportunities and impediments, but also helped raise awareness of risk management throughout SSHRC.

The internal risks faced by SSHRC are similar to the day-to-day risks for other organizations. These are associated with such things as financial and human resource management and information management. To address these risks, SSHRC has developed a People Strategy and continues to develop an Information Management and Information Technology Strategy. These strategies are designed to proactively identify and address risks that could impact the delivery of SSHRC's operations.

Finally, to ensure that SSHRC is in alignment with Treasury Board’s new Framework for the Management of Risk, SSHRC launched the planning of a comprehensive review process to update its corporate risk profile. The profile inventories possible impediments to and opportunities for SSHRC’s business and operations. It prioritizes risks and gauges SSHRC’s corporate risk tolerance. The development of a comprehensive corporate risk mitigation strategy affords a better understanding of risks, within a more integrated risk management process, and enables SSHRC to more effectively manage risk.

Expenditure Profile

During the 2009-10 fiscal year, SSHRC spent $686.4 million to meet the expected results of its program activities and contribute to its strategic outcomes. The figure below illustrates SSHRC’s spending trend since 2005-06.

 

[D]

As a result of SSHRC’s 2008-09 participation in a strategic review exercise, SSHRC’s operating budget decreased in 2009-10 relative to 2008-09. These decreases were, however, offset by increases resulting from the signing of a new compensation agreement as well as delayed adjustments stemming from Budget 2008. The net result was an overall increase.

SSHRC’s total actual spending for 2009-10 was $334.9 million for core programs (excluding operating expenditures and funding for the Indirect Costs Program). This represents a 3.5 per cent increase from 2008-09 actual grant spending.

[D]

Demand for grants, fellowships and scholarships within the social sciences and humanities community is high. In 2009-10, SSHRC received approximately 13,000 applications—a six per cent increase since 2007-08—and awarded 4,575 new grants, fellowships and scholarships. As shown in the Financial Highlights chart in Section III, $96.9 million, or about 29 per cent, of SSHRC’s 2009-10 budget (excluding the Indirect Costs Program) was committed to research in areas linked to S&T strategy priorities.

Canada’s Economic Action Plan

Budget 2009 provided a temporary increase of $17.5 million over three years to the CGS program in order for SSHRC to fund 500 additional doctoral and master’s scholarships over three years beginning in 2009-10. These new scholarships are targeted to high-performing graduate students undertaking research training in business-related areas.

[D]

Voted and Statutory Items

This table illustrates the way in which Parliament approved SSHRC’s resources, and how funds were spent in the last three years.

($ millions)

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2007-08 Actual Spending	2008-09 Actual Spending	2009–10 Main Estimates	2009–10 Actual Spending
80	Operating expenditures	21.5	25.2	23.0	24.0
85	Grants and contributions	657.3	651.7	627.2	669.5
(S)	Contributions to employee benefit plans	2.2	2.6	2.4	2.9
Total		681.0	679.5	652.6	686.4

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