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Our government is committed to positioning Canada to exit the current downturn quickly and emerge stronger and more competitive in the global economy. In doing so, Industry Canada and its Portfolio partners will continue to play their key roles in increasing the country's capacity to create jobs and economic growth — for next year and the next decade.
While the recession originated beyond our borders, it had real consequences for Canadians and Canadian business. And despite improving conditions, there is work to be done. In 2010, a major focus will be completing the stimulus measures of Canada's Economic Action Plan (www.actionplan.gc.ca). Introduced in Budget 2009, the Plan's full effect will be felt in 2010–11, and its measures will help solidify the recovery.
Over this period, Industry Canada and its Portfolio partners will work with industries and sectors hit hardest by the recession. Initiatives will include activities to boost community economic development and to extend broadband infrastructure to underserved or unserved areas across the country. To build on the momentum gained through our past investments in science and technology, significant effort will be directed to shaping the knowledge-based economy.
Industry Canada will also focus on supporting business and industry to capitalize on emerging opportunities at home and abroad. Getting our economic frameworks right, through forward-looking policies, is central to ensuring Canada's place in the global marketplace. We remain committed to two-way trade and investment, which raises our capacity to create jobs and economic growth and provides for sustainable prosperity.
In 2010–11, the Natural Sciences and Engineering Research Council of Canada will build a competitive advantage in priority science and technology areas by training an increasing number of graduates with the skills needed for today's economy, creating strategic partnerships with the private sector, and providing the best Canadian scientists and engineers with the resources that allow them to develop as leaders in the global research community.
I will work with my colleagues, the private sector and other governments to advance the recovery and build the foundation for a strong, competitive economy.
It is my pleasure to present this year's Report on Plans and Priorities for the Natural Sciences and Engineering Research Council of Canada.
The vision of the Natural Sciences and Engineering Research Council of Canada (NSERC) is 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 research and development (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 apply knowledge and technology.
President: Dr. Suzanne Fortier
Chair: The Honourable James Edwards
Budget: $1.05 billion
Head Office: Ottawa, Ont.
Regional Offices:
Employees: 372 Full-time Equivalents (FTEs)
Reach:
NSERC is a departmental corporation of the Government of Canada and was created in 1978. It is funded directly by Parliament and reports to it through the Minister of Industry. NSERC's Council is composed of the President and up to 21 other distinguished members selected from the private and public sectors. The elected Vice-President is the Chair of Council and of its Executive Committee. The Council is advised on policy matters by various standing committees. The President of NSERC is the Chief Executive Officer. Funding decisions are approved by the President on the basis of recommendations made by peer review committees.
In fiscal year 2010-11, NSERC will invest over $1 billion in post-secondary research and training in the NSE. NSERC's budget represents 10 percent of the federal government's expenditures for science and technology (S&T), and 20 percent of all university R&D funding in the NSE.
The functions of NSERC, based on the authority and responsibility assigned to it under the Natural Sciences and Engineering Research Council Act (1976-1977, c.24), are to:
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In order to achieve its mandate, NSERC works toward the following strategic outcomes:
NSERC's focus on people, discovery and innovation maps directly onto the Federal S&T Strategy which emphasizes building a People Advantage, a Knowledge Advantage and an Entrepreneurial Advantage for Canada. All of NSERC's funding relates to these advantages.
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 |
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Promote Science and Engineering | Fund Basic Research | Fund Research in Strategic Areas |
Sub-Activities | Sub-Activities | Sub-Activities |
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Support Students and Fellows | Support for Research Equipment and Major Resources | Fund University-Industry-Government Partnerships |
Sub-Activities | Sub-Activities | Sub-Activities |
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Attract and Retain Faculty | Support Commercialization | |
Sub-Activities | Sub-Activities | |
2010-11 | 2011-12 | 2012-13 |
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$1,050.69 | $1,036.35 | $1,010.93 |
2010-11 | 2011-12 | 2012-13 |
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372 | 372 | 372 |
Performance Indicator | Targets |
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Total researchers per thousand employed relative to other Organization for Economic Cooperation and Development (OECD) countries | Maintain top 10 world ranking (Canada was eighth in 20053) |
Program Activity4 ($millions) | Forecast Spending 2009-10 |
Planned Spending | Alignment to Government of Canada Outcomes5 | ||
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2010-11 | 2012-12 | 2012-13 | |||
1.1 Promote Science and Engineering | $6.59 | $5.66 | $5.54 | $5.54 | Innovative and Knowledge-based Economy |
1.2 Support Students and Fellows | $168.79 | $166.08 | $157.07 | $143.78 | |
1.3 Attract and Retain Faculty | $165.21 | $175.78 | $177.55 | $177.55 | |
Total Planned Spending | $347.52 | $340.16 | $326.87 |
Performance Indicator | Targets |
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Average number of times that Canadian papers in the NSE are cited by other researchers (Average Relative Citation factor of Canadian publications in the NSE ― comparison with other countries) | Maintain top eight world ranking (Canada was fifth among G8 countries in 20076) |
Program Activity ($millions) | Forecast Spending 2009-10 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
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2010-11 | 2012-12 | 2012-13 | |||
2.1 Fund Basic Research | $364.98 | $356.43 | $352.84 | $351.94 | Innovative and Knowledge-based Economy |
2.2 Support for Research Equipment and Major Resources | $40.11 | $38.49 | $36.53 | $26.08 | |
Total Planned Spending | $394.92 | $389.37 | $378.02 |
Performance Indicator | Targets |
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Percentage growth in the number of partner companies annually | Greater than five percent per year |
Program Activity ($millions) | Forecast Spending 2009-10 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
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2010-11 | 2012-12 | 2012-13 | |||
3.1 Fund Research in Strategic Areas | $124.22 | $134.00 | $135.60 | $135.52 | Innovative and Knowledge-based Economy |
3.2 Fund University-Industry-Government Partnerships | $110.44 | $107.57 | $104.87 | $104.65 | |
3.3 Support Commercialization | $44.47 | $40.60 | $40.79 | $41.45 | |
Total Planned Spending | $282.17 | $281.26 | $281.62 |
Program Activity ($millions) | Forecast Spending 2009-10 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
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2010-11 | 2012-12 | 2012-13 | |||
4.1 Internal Services7 | $28.61 | $26.08 | $25.56 | $24.42 |
Priority 1. People Advantage: Inspire new generations of students to pursue careers in science and engineering, and provide them with the means to develop their full potential. | |||
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Type | Ongoing | Links to Strategic Outcomes | 1.0 People |
Why this is a priority | |||
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Plans for meeting the priority | |||
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Priority 2. Knowledge Advantage: Fuel the advancement of knowledge in science and engineering and ensure that Canadian scientists and engineers can be leaders and key players in a global knowledge economy. | |||
Type | Ongoing | Links to Strategic Outcomes | 1.0 People 2.0 Discovery |
Why this is a priority | |||
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Plans for meeting the priority | |||
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Priority 3. Entrepreneurial Advantage: Connect and apply the strength of the academic research system to addressing the opportunities and challenges of building prosperity for Canada. | |||
Type | Ongoing | Links to Strategic Outcomes | 3.0 Innovation |
Why this is a priority | |||
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Plans for meeting the priority | |||
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Demonstrate NSERC's accountability and how the results of its investments in Canadian research and training benefit Canadians. | |||
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Type | Ongoing | Links to Strategic Outcomes | 1.0 People 2.0 Discovery 3.0 Innovation |
Why this is a priority | |||
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Plans for meeting the priority | |||
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Priority 5. Increase visibility of Canadian research | |||
Type | Ongoing | Links to Strategic Outcomes | 1.0 People 2.0 Discovery 3.0 Innovation |
Why this is a priority | |||
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Plans for meeting the priority | |||
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NSERC's strategic and operational priorities are managed and are monitored according to NSERC's integrated Management and Accountability Framework (MAF) and Risk-based Audit Framework (RBAF). In the development of the MAF-RBAF, a number of different types of risks were identified and four risks are considered significant. These four significant risks, which may impact NSERC's plans and priorities over the reporting period, are summarized below:
Risk | Mitigation |
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Ability to meet the needs for support, remain relevant and implement strategic decisions that align with the evolving context. | NSERC ensures the relevance of its activities and investments by aligning very closely with the priorities of the Federal S&T Strategy. NSERC actively consults stakeholders through various governance and advisory committees. NSERC conducts reviews, surveys and consultations to keep abreast of issues, opportunities and challenges and to ensure the continued effectiveness of its progress. For example, NSERC's Strategy for Partnerships and Innovation (SPI) was developed after extensive consultations with hundreds of representatives of industry, government and academia. An advisory committee of leaders from these sectors was mobilized to help develop the Strategy based on what we learned from the consultations. |
Ability of the peer review process to operate efficiently and effectively. | NSERC's funding decisions are informed by a rigorous peer review process to foster excellence and ensure that the research supported is gauged against the highest international standards. The blue-ribbon committee that conducted the International Review of the Discovery Grants Program concluded that the program “is an unusually effective and efficient method of research support, particularly in the Canadian context.” As recommended, NSERC implemented changes to its peer review of Discovery Grants to ensure emphasis on merit and impact of contribution to research and to training of highly qualified people. This has enabled a more dynamic system that raised the bar of excellence. |
Ability to ensure integrity in research. | NSERC grant recipients must abide by the Tri-Council Policy Statement: Ethical Conduct for Research Involving Humans (TCPS) which outlines guidelines for the ethics of research involving humans. In order to be eligible for NSERC support, institutions must develop an institutional human research ethics policy and institutional guidelines and procedures to review the ethics of research involving humans that, as a minimum, meets the requirements set out in the TCPS. Institutions may release research funds to researchers only after an Institutional Research Ethics Board (REB) has approved the research.11 Reflecting the agencies' commitment to make the TCPS a “living” document, in 2001 NSERC, together with SSHRC and CIHR, created the Interagency Advisory Panel on Research Ethics (PRE or the Panel), to provide independent, multidisciplinary advice on the evolution and use (interpretation, education, and implementation) of the TCPS. NSERC, together with SSHRC and CIHR, conducted a review of the TCPS policy framework and process, and identified improvements that can be made.12 The second edition of TCPS will be released in the fall of 2010. NSERC will be implementing these improvements over the coming year. |
The capability of NSERC to ensure that the administration of its programs operates efficiently. | NSERC is currently making progress in developing the Enterprise Awards Management System (EAMS) to better manage the applications and awards process, and eventually replace a paper-based system. In addition NSERC, together with SSHRC and CIHR, have a Memorandum of Understanding with the institutions that administer funds from the federal granting agencies on behalf of researchers, to ensure that the funds entrusted to NSERC are well managed and are used effectively, economically and in the best interest of the research supported by the award. |
NSERC continues to assess and update its risk profiles to ensure that they remain relevant. Periodic reviews are fundamental to ensure that the risk assessment process is adequately robust in highlighting key risk areas.
In addition, NSERC experiences risks related to the current economic situation that are integral to all of its programs and that could influence plans, priorities, performance and decision making over the three-year reporting period. For example, the reduced capacity of Canadian industry to engage in R&D in times of economic uncertainty may compromise NSERC's ability to deliver on partnership programs that require contributions from industrial partners. NSERC's Strategy for Partnerships and Innovation serves as a framework to reduce further risks for industry to keep them engaged. A risk in launching our new Strategy for Partnerships and Innovation is in the modest amount of resources available at this time. The mitigation strategy is an approach to SPI that is scalable; progress toward achieving the SPI goals will be achieved through pilots and the internal reallocation of resources.
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."
For the 2010-11 fiscal year, NSERC plans to spend $1,050.7 million to meet the expected results of its program activities and contribute to its strategic outcomes. The figure below illustrates NSERC's spending trend from 2007-08 to 2012-13.
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Spending increase:
From 2007-08 to 2009-10, NSERC's total budget increased as a result of the following new investments:
Spending decrease:
In 2008, NSERC conducted a comprehensive review of the funding, relevance and performance of all its programs. The conclusions of this Strategic Review were accepted by Treasury Board and reflected in Budget 2009. As a result of this exercise, NSERC's core funding will decline by $11.2 million in 2009-10, $23.3 million in 2010-11 and $34.7 million in subsequent years (relative to 2008-09 spending levels).
A second reason for the spending decrease observed since 2009-10 is that the BL-NCE program will cease to have funding in 2012-13. The BL-NCE program will have administered the $34.8 million over five years that was earmarked for this program in Budget 2007 and administered through NSERC.
Also, the last of the $38.5 million received by NSERC as part of Canada's Economic Action Plan for increased CGS and IRDI programs will be spent in 2010-11.
Vote # or Statutory Item (S) | Truncated Vote or Statutory Wording | 2009-10 Main Estimates |
2010-11 Main Estimates |
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70 | Operating expenditures13 | $41.39 | $42.51 |
75 | Grants | $922.90 | $973.26 |
(S) | Contributions to employee benefit plans | $4.10 | $4.42 |
Total | $968.39 | $1,020.19 |
NSERC's administration costs are just over four percent of its total budget and this percentage is decreasing. This is low compared to similar agencies in Canada and around the world. NSERC is able to maintain this low level of overhead expenses by extensively using volunteer committee members and peer reviewers, obtaining agreement from Canadian universities that receive NSERC funds to participate in their administration, and sharing the costs of common administrative services through a successful partnership with SSHRC.