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The original version was signed by
The Honourable Christian Paradis
Minister of Industry and Minister of State (Agriculture)
Section I - Overview of the Agency
Section II - Analysis of Program Activities by Strategic Outcome
Section III - Supplementary Information
As Canada's economy shows continued signs of growth following the global recession, the Harper government has a clear vision for Canada. We remain focused on creating jobs and economic growth in all regions of Canada. We remain committed to fighting protectionism, the number one impediment to global economic recovery. And we will continue to support science and technology as it drives innovation to improve quality of life for Canadians.
In the coming year, Industry Canada and its portfolio partners will seize the opportunities of the evolving global economy. We will set the conditions for industrial success by improving the policy we put in place, making strategic investments and supporting business-focused programs and services. We are working to remove impediments to competition and to create the best climate for international investment. Industry Canada will lead efforts in developing major policy initiatives to support Canada's digital economy and shape a whole-of-government strategy for federal tourism activities. The Department will also improve the cost-effectiveness and efficiency of its own operations and work with recovering industries and sectors to help assure a solid and prosperous future.
In 2011–12, the Natural Sciences and Engineering Research Council of Canada (NSERC) will maximize return on its research and innovation investments in areas of strategic importance, including information and communication technologies to power our digital economy, clean energy to power our future, and value-added products from natural resources. NSERC will provide the best Canadian scientists and engineers with funds to foster their development as global research leaders. Through its Strategy for Partnerships and Innovation, NSERC will build a competitive advantage for Canada by creating more strategic partnerships with the private sector and training more graduates with the skills needed for today's economy.
And, as always, I will work with the Industry portfolio partners, the private sector and other governments to create the fundamentals for a strong and 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.
Christian Paradis
Minister of Industry and Minister of State (Agriculture)
As Minister of State for Science and Technology, 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 economy remains our government's top priority. As Canada recovers from the global recession, we are focused on creating jobs and economic growth.
This is why we are supporting promising new research as part of Canada's Economic Action Plan: to create jobs, strengthen our economy and improve Canadians' quality of life.
Science is key to Canada's future economic growth. To remain at the forefront of the global economy, we must invest in the people and ideas that will produce tomorrow's breakthroughs.
Our investments through the Natural Sciences and Engineering Research Council of Canada are helping Canada develop, attract and retain the world's best and brightest researchers. As a result, our country is strengthening its position as a leading destination for the world's top research talent.
In the four years since Prime Minister Harper launched the Government of Canada's science and technology strategy, we have achieved a great deal, for which we as Canadians can be proud.
From Iqaluit in the Far North to rural Saskatchewan, from Victoria to St. John's and from Quebec's Eastern Townships to Northern Ontario, there are thousands of researchers pursuing some of the most important questions of our time – all with the support and encouragement of the Government of Canada. Indeed, it is through grants from the Natural Sciences and Engineering Research Council of Canada that these Canadian researchers remain on the leading edge of science and innovation.
I am most appreciative of the work that the Natural Sciences and Engineering Research Council of Canada has done, and I am looking forward to 2011–12. This year, the Council will continue to implement its Strategy for Partnerships and Innovation, which will help realize more value from the government's investment in post-secondary research and development capabilities. New program elements within the College and Community Innovation Program will boost research and development capacity at Canadian colleges, enabling them to play an even greater role in Canada's innovation system. In addition, the new Frontiers initiatives will capitalize on emerging opportunities through which Canada can benefit from its world-class capacity to take a leadership role in key areas of research and innovation.
This important work requires the ongoing engagement and support of our many stakeholders in order for us to realize its full potential. As we move into 2011–12, I will continue to work with our university partners, the private sector and all Canadians to achieve the priorities laid out in this report.
Gary Goodyear
Minister of State for Science and Technology
The Natural Sciences and Engineering Research Council of Canada (NSERC) is a leader in making Canada a country of discoverers and innovators for 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. In today’s highly competitive knowledge economies, NSERC’s plays a key role in Canada’s innovation system. NSERC offers programs that support postsecondary research in the natural sciences and engineering (NSE) on the basis of national, peer-reviewed competitions. NSERC supports partnerships and innovation to make it easier for industry to collaborate with academia and access the wealth of resources Canada’s first-rate academic system has to offer. NSERC develops the next generation of talented scientists and engineers through its scholarships and research stipends, and increases the visibility of Canadian research.
NSERC Quick Facts
President: Dr. Suzanne Fortier
Chair: The Honourable James Edwards
Budget: $1.07 billion (2011-12)
Head Office: Ottawa, Ont.
Regional Offices:
Employees: 376 Full-time Equivalents (FTEs)
Reach:
NSERC is a departmental corporation of the Government of Canada 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 18 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 2011-12, NSERC will invest over $1 billion in postsecondary 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.
Mandate
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:
NSERC’s Governance Structure
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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 science and technology (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. In addition, the majority of NSERC’s expenditures are in areas that fall under the S&T priorities (natural resources and energy, environment, information and communications technologies, manufacturing and health) established by the government. The following figure highlights NSERC’s priority area expenditures in 2009-10.
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Highly skilled science and engineering professionals in Canada
1.1 Promote Science and Engineering
Sub-Activities
1.2 Support Students and Fellows
Sub-Activities
1.3 Attract and Retain Faculty
Sub-Activities
High quality Canadian-based competitive research in the natural sciences and engineering
2.1 Fund Basic Research
Sub-Activities
2.2 Support for Research Equipment and Major Resources
Sub-Activities
Knowledge and skills in the natural sciences and engineering are transferred to and used productively by the user sector in Canada
3.1 Fund Research in Strategic Areas
Sub-Activities
3.2 Fund University-Industry-Government Partnerships
Sub-Activities
3.3 Support Commercialization
Sub-Activities
4.1 Internal Services |
---|
Sub-Activities
|
Modifications to NSERC’s Program Activity Architecture (PAA) were approved by the Treasury Board Secretariat in August 2010. Changes reflect recent program evolution and better classify programs according to their primary objective. The updated PAA is consistent with the way NSERC manages its programs and allocates resources to achieve expected results.
Summary of changes:
Old PA ($ millions) |
New Program Activity (PA) 2011-12 | ||
---|---|---|---|
Fund Research in Strategic Areas | Fund University-Industry-Government Partnerships | Total | |
Support Students and Fellows | 11.4 | 11.4 | |
Attract and Retain Faculty | 1.2 | 27.0 | 28.2 |
Amounts represent the forecast spending for 2010-11 and the planned investment for the three-year reporting period from 2011-12 to 2013-14.
2011–12 | 2012–13 | 2013–14 |
---|---|---|
1,066.6 | 1,024.3 | 1,010.3 |
2011–12 | 2012–13 | 2013–14 |
---|---|---|
376 | 376 | 376 |
Performance Indicator | Targets |
---|---|
Percentage of population with higher education in the NSE vs. G8 countries | Maintain or exceed current ranking (Canada was six in 20063) |
Program Activity4 ($millions) | Forecast Spending 2010-11 |
Planned Spending | Alignment to Government of Canada Outcomes5 | ||
---|---|---|---|---|---|
2011-12 | 2012-13 | 2014-15 | |||
1.1 Promote Science and Engineering | 5.7 | 5.5 | 5.5 | 5.5 | Innovative and Knowledge-based Economy |
1.2 Support Students and Fellows | 156.5 | 149.6 | 143.6 | 143.6 | |
1.3 Attract and Retain Faculty | 145.1 | 152.9 | 152.6 | 152.5 | |
Total Planned Spending for SO 1.0 | 308.0 | 301.7 | 301.6 |
Note: Please refer to the Expenditure Profile section for explanations on spending trends
Performance Indicator | Targets | ||||
---|---|---|---|---|---|
Average number of times that Canadian papers in the NSE are cited by other researchers (Average Relative Citation factor of Canadian publications in the NSE ― comparison with other countries) | Maintain top 20 world ranking (Canada was 16th in 20086) | ||||
Program Activity ($millions) | Forecast Spending 2010-11 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
2011-12 | 2012-13 | 2013-14 | |||
2.1 Fund Basic Research | 357.6 | 358.4 | 359.3 | 359.3 | Innovative and Knowledge-based Economy |
2.2 Support for Research Equipment and Major Resources7 | 44.9 | 37.9 | 36.5 | 22.6 | |
Total Planned Spending for SO 2.0 | 396.4 | 395.8 | 381.9 |
Note: Please refer to the Expenditure Profile section for explanations on spending trends
Performance Indicator | Targets |
---|---|
Percentage growth in the number of partner companies annually | Greater than five percent per year |
Program Activity ($millions) | Forecast Spending 2010-11 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2011-12 | 2012-13 | 2013-14 | |||
3.1 Fund Research in Strategic Areas | 134.8 | 116.5 | 107.3 | 97.1 | Innovative and Knowledge-based Economy |
3.2 Fund University-Industry-Government Partnerships | 153.4 | 167.1 | 160.0 | 170.2 | |
3.3 Support Commercialization | 53.9 | 54.8 | 36.9 | 36.9 | |
Total Planned Spending for SO 3.0 | 338.4 | 304.2 | 304.2 |
Note: Please refer to the Expenditure Profile section for explanations on spending trends
Program Activity ($millions) | Forecast Spending 2010-11 |
Planned Spending | ||
---|---|---|---|---|
2011-12 | 2012-13 | 2013-14 | ||
4.1 Internal Services8 | 26.4 | 23.9 | 22.6 | 22.6 |
Total Planned Spending | 1,066.6 | 1,024.3 | 1,010.3 |
Operational Priorities | Type | Links to Strategic Outcome(s) | Description |
---|---|---|---|
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. | Ongoing | 1.0 People |
Why this is a priority
Plans for meeting the priority
|
Priority 2. Knowledge Advantage: Lead the advancement of knowledge in science and engineering and ensure that Canadian scientists and engineers are leaders and key players in a global knowledge economy. | Ongoing | 1.0 People 2.0 Discovery |
Why this is a priority
Plans for meeting the priority
|
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. | Ongoing | 3.0 Innovation |
Why this is a priority
Plans for meeting the priority
|
Management Priorities | Type | Links to Strategic Outcome(s) | Description |
---|---|---|---|
Priority 4. Demonstrate NSERC’s accountability and how the results of its investments in Canadian research and training benefit Canadians. | Ongoing | 1.0 People 2.0 Discovery 3.0 Innovation |
Why this is a priority
Plans for meeting the priority
|
Priority 5. Increase visibility of Canadian research | Ongoing | 1.0 People 2.0 Discovery 3.0 Innovation |
Why this is a priority
Plans for meeting the priority
|
In alignment with Treasury Board Secretariat guidelines and management frameworks, NSERC has developed its 2010-11 Corporate Risk Profile (CRP) to formally identify, assess and mitigate corporate risks.
Operating Environment
While NSERC administers a significant budget, the agency’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 is supported in a 2007 Blue Ribbon Panel Report on Grants and Contributions11 which noted the rigorous system of oversight used by the federal granting agencies and deemed their record of performance to be high by international standards.
Operational Risks
Some risks were identified which relate to program strategies, planning and delivery and these were considered medium or low. These were linked, for example, to NSERC’s ability to align new opportunities to strategic priorities and to deliver on its objectives to increase non-academic partnerships. In the first case, the risk was considered low because NSERC’s strategic outcomes
of People, Discovery and Innovation, which frame all its activities, are completely aligned with the People, Knowledge and Entrepreneurial advantages and objectives of the Federal S&T Strategy. With respect to partnership objectives, NSERC has an established and well-communicated partnership strategy, and a process to set expectations with partners at the program delivery level. In
addition, NSERC has some flexibility to adjust program funding allocations to respond quickly to new partnership opportunities.
Issues related to peer review capacity (i.e., being able to recruit the required number of qualified peer reviewers on an ongoing basis) and process (i.e., ensuring that peer review is perceived as credible, transparent and equitable in the awarding of grants and scholarships) were assessed as medium risks. NSERC has practices to mitigate these risks such as publishing the membership of its independent peer review committees; transparent processes based on documented program descriptions, selection criteria and evaluation procedures; and an established appeal process. Peer review capacity is ensured through a historically successful and well-established peer reviewer recruitment and retention process, and initiatives to limit the number of requests made to reviewers and to avoid reviewer fatigue.
Management Risks
In the recently developed corporate risk profile, risks that were considered high were:
A number of mitigation measures are already in place. For example, there are established budgeting processes for mid-year and year-end reviews, budget and expenditure reports are accessible for each directorate, and a salary management system is in place. Over the next 12 months, NSERC will further develop risk mitigation and management strategies for these risks.
For the 2011-12 fiscal year, NSERC plans to spend $1,066.6 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 2008-09 to 2013-14.
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The spending trend figures do not account for any potential new future Budget investments in NSERC.
Spending increase:
From 2008-09 to 2010-11, the following new investments were made:
Spending decrease:
Over the period covered by this report, decreases resulted from the following:
NSERC’s Grants and Scholarships Transfer Payment Program encompasses a broad suite of mechanisms that deliver on NSERC’s People, Discovery and Innovation strategic outcomes. Over time, funds may be reallocated among the various grants and scholarships mechanisms to respond to changing circumstances. For example, NSERC plans to partially respond to the expected increased participation of industry in the Strategy for Partnerships and Innovation (SPI) by reallocating some of the funds from the Strategic Partnerships Programs (networks and projects) to program elements such as Engage grants, Collaborative Research and Development (CRD) grants and Industrial Research Chairs (IRC). In addition, starting in 2011, Strategic Partnerships will focus only on four target areas, compared to the current seven. These changes contribute to the decrease in planned spending for Program Activity 3.1 and the increased planned spending for Program Activity 3.2 over the planning period. For Program Activity 3.3, it is important to note that $18M in anticipated funding for the Centres of Excellence for Commercialization and Research (CECR) Program is not currently included in the planned spending for 2012-13 and subsequent years. The CECR Program, which became permanent in 2009, has an annual budget of $18M per year but formal inclusion of these funds in NSERC’s reference levels takes place after formal approval of spending authorities has been obtained from the Treasury Board following each competition for CECR awards.
For information on our organizational votes and/or statutory expenditures, please see the 2011–12 Main Estimates publication. An electronic version of the Main Estimates is available on-line.
NSERC’s administration costs are less than five percent of its total budget. This is low compared to similar agencies in Canada and around the world. NSERC is able to maintain this low level of overhead expenses by extensively using volunteer committee members and peer reviewers, obtaining agreement from Canadian universities that receive NSERC funds to participate in their administration, and sharing the costs of common administrative services through a successful partnership with SSHRC.
Successfully conducting research and putting new knowledge to work requires a pool of highly qualified people. Universities offer the best training ground for the next generation of researchers—our human capital—whether they ultimately work in industry, in postsecondary institutions or in the public sector. NSERC’s people-oriented programs promote science and engineering to a diverse audience, support undergraduate, graduate and postdoctoral research experience and training in academic and industrial settings, and attract highly qualified faculty to our universities.
Human Resources (FTE) and Planned Spending ($ millions) | |||||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
FTE | Planned Spending | FTE | Planned Spending | FTE | Planned Spending |
1 | 5.5 | 1 | 5.5 | 1 | 5.5 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Student interest in research in the sciences, math and engineering is encouraged | Percentage of science promotion projects that successfully complete the planned activity | Greater than 80 percent |
Program Activity Summary: To ensure that Canada has an ongoing supply of future discoverers and innovators, NSERC encourages interest in science and engineering in Canadian youth and in the broader population.
Subactivities include:
PromoScience
Canada is ranked 21st among OECD countries in the number of science and engineering degrees as a percentage of new degrees.12 The federal S&T strategy identifies the need to build a stronger culture of science and innovation in our country and to encourage young people to study science and engineering. Prizes raise the awareness of Canadians about the importance of achievements in science and engineering research. Activities funded under the PromoScience program provide an early exposure to S&T to young people to spur their interest. Particular emphasis is placed in the participation of under-represented groups (e.g., Aboriginals, women).
Human Resources (FTE) and Planned Spending ($ millions) | |||||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
FTE | Planned Spending | FTE | Planned Spending | FTE | Planned Spending |
29 | 149.6 | 29 | 143.6 | 29 | 143.6 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
A supply of highly-qualified Canadians with leading-edge scientific and research skills for Canadian industry, government and universities | Percentage of students supported that are actively employed in Canada after graduation | 75 percent |
Average completion rates among NSERC award recipients vs. general NSE student population | Completion rate 10 percent greater than NSE student population |
Program Activity Summary: This program activity supports the training of highly qualified people through programs of scholarships, fellowships and student stipends. Support is provided at all levels of university studies from undergraduate awards for four-month research terms to postdoctoral fellowships in academia or industry.
Subactivities include:
Banting Postdoctoral Fellowships
Collaborative Research and Training Experience Program
Student scholarship programs are a vital part of NSERC’s efforts to ensure that Canada produces a sufficient number of people with advanced degrees in science and engineering. This is essential to our future competitiveness, as is pointed out in the federal S&T strategy and Budget 2009. By accessing international scientific research and training, the Banting Fellows, Vanier Canada Graduate Scholars and Alexander Graham Bell Canada Graduate Scholars who receive Foreign Study Supplements will contribute to strengthening the potential for collaboration between Canadian universities and other affiliated research institutions outside of Canada.
Human Resources (FTE) and Planned Spending ($ millions) | |||||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
FTE | Planned Spending | FTE | Planned Spending | FTE | Planned Spending |
10 | 152.9 | 10 | 152.6 | 10 | 152.5 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Enhanced research capacity in science and engineering | Number of foreign-educated new applicants to NSERC’s Discovery Grants program | Greater than 100 per year |
Number of NSERC-funded professors leaving the country | Less than 100 per year | |
Canada Research Chairs Database |
Program Activity Summary: This program activity aims to attract and retain faculty in Canada. Faculty chairholders in the natural sciences and engineering fulfil three crucial functions: 1) they build capacity in areas of strategic relevance; 2) they conduct leading-edge research; and 3) they ensure that students receive the best possible training.
Subactivities include:
Canada Excellence Research Chairs
Canada Research Chairs
Top scientists and engineers serve as magnets that attract other high-calibre researchers and students to, or remain in, Canada so that they can work with the best researchers in the world. These top scientists and engineers enhance the research environment in Canada and the training of highly qualified people.
The knowledge generated through basic research provides a critical foundation for all scientific and technological advances. NSERC’s discovery-based programs support long-term, ongoing programs of research, shorter term research projects, the acquisition of research equipment and access to national research facilities. The high quality and impact of Canadian research is evident in its ranking among top countries in terms of the average number of times Canadian papers are cited by other researchers.
Human Resources (FTE) and Planned Spending ($ millions) | |||||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
FTE | Planned Spending | FTE | Planned Spending | FTE | Planned Spending |
53 | 358.4 | 53 | 359.3 | 53 | 359.3 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
The discovery, innovation and training capability of university researchers in natural sciences and engineering is enhanced by the provision of support for ongoing programs of basic research | World ranking in number of NSE publications | Maintain top 10 world ranking (Canada was 7th in 200813) |
Percentage of funds spent on training of students and postdoctoral fellows | 35 percent | |
Higher education expenditure on R&D (HERD) as a percentage of gross domestic product (GDP) compared to G8 countries | Maintain current world ranking (Canada was first in 2008 among G8 countries14) |
Program Activity Summary: This program activity promotes and enables global excellence in discovery research. Having a solid capacity for basic research across a broad range of traditional fields from astronomy, biology, chemistry, electrical engineering, mathematics, mechanical engineering, physics and psychology to newly established fields like genomics, nanotechnology and quantum computing ensures that Canada remains at the leading edge of knowledge creation. It also ensures that Canada can access and exploit S&T knowledge developments from other countries.
Subactivities include:
Discovery Grants Program
Discovery Accelerator Supplements (DAS)
Global excellence in discovery research allows Canada to participate as a full player in the international research community. Canadian researchers are developing new knowledge and are also accessing and exploiting knowledge developed outside Canada, thereby generating new opportunities for innovation. National governments around the world recognize the critical role a basic research foundation plays in maintaining a competitive economy. All OECD governments support basic research in their universities. Now fully implemented, NSERC’s new peer review process and structure for the Discovery Grants Program will continue to support excellence and better respond to the changing research environment which involves more multidisciplinary research.
Human Resources (FTE) and Planned Spending ($ millions) | |||||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
FTE | Planned Spending | FTE | Planned Spending | FTE | Planned Spending |
10 | 37.9 | 10 | 36.5 | 10 | 22.6 |
Program Activity Expected Results | Performance Indicators | Targets | |||
The discovery, innovation and training capability of university researchers in the NSE is supported by their access to research equipment and major regional or national research facilities |
Average number of researchers benefiting from equipment awards |
Over 1,000 | |||
Average number of researchers benefiting from a Major Resources Support award | Greater than 50 |
Program Activity Summary: NSERC programs in this area help support the maintenance and operation of research equipment and major research resources. Funds are also used to facilitate researchers’ access to major research facilities in Canada and around the world.
Subactivities include:
Research Tools and Instruments
Major Resources Support
Top researchers need state-of-the-art equipment and facilities to carry out research at world-class levels. Access to top facilities plays an important role in attracting the best minds to Canada and keeping them here.
Turning knowledge into innovative products and services forms the basis for a competitive economy. Federal investments play an important role in stimulating innovation through the promotion of university-industry and college-industry partnerships, technology transfer activities and the training of people with appropriate scientific and business skills. Equally important is focusing research resources on areas that will have the greatest economic, social or policy impact.
NSERC’s Research Partnerships Programs take advantage of Canada’s robust capacity in research and offer a means to connect and apply knowledge and technologies generated in universities and colleges to industry and government end users, and to connect industry challenges and training capacity to universities and colleges. NSERC’s integrated set of partnerships programs ensure that support is available for the various aspects of applying research talent, expertise and research results to the benefit of Canada. Targeted projects in strategic areas build capacity and accelerate research and training in topics of identified national interest and concern. Engage grants build new academic–industry partnerships and Collaborative Research and Development Grants sustain these relationships by encouraging academic researchers and graduate students to collaborate with industry in joint research projects to address identified industrial challenges. Commercialization programs facilitate the transfer of research results into the economy and ease business access to the expertise and specialized facilities within colleges and universities. NSERC’s Strategy for Partnerships and Innovation has increased the reach and impact of NSERC’s Research Partnerships Programs by building innovation in Canada and responding to the call to action presented in the Science, Technology and Innovation Council’s (STIC) State of the Nation 2008 report (May 2009) and the Council of Canadian Academies Innovation and Business Strategy: Why Canada Falls Short (April 2009).
Human Resources (FTE) and Planned Spending ($ millions) | |||||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
FTE | Planned Spending | FTE | Planned Spending | FTE | Planned Spending |
22 | 116.5 | 22 | 107.3 | 22 | 97.1 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Research and training in targeted and emerging areas of national importance is accelerated |
Percentage of researchers applying for a strategic grant for the first time (or who have never applied in a specific area) |
Five percent |
Program Activity Summary: This program activity funds research in areas of national importance and in emerging areas that are of potential significance to Canada. The programs require researchers to work with partners who can use and exploit the results of their projects.
Subactivities include:
Strategic Partnerships Programs
Collaborative Health Research Projects
To take advantage of Canada’s established excellence in research and innovation, and to build capacity in areas critical to the Canadian economy, NSERC invests in strategic priorities areas for the country. For maximum effect, these investments support a range of integrated activities with the common goal of connecting researchers with end users in order to transfer and exploit knowledge and to increase Canadian prosperity.
Human Resources (FTE) and Planned Spending ($ millions) | |||||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
FTE | Planned Spending | FTE | Planned Spending | FTE | Planned Spending |
60 | 167.1 | 60 | 160.0 | 60 | 170.2 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Mutually beneficial collaborations between the private sector and researchers in universities, resulting in industrial or economic benefits to Canada |
Increase in the number of industrial partners supporting and participating in university-industry collaborations |
Greater than 75 new partners |
Partner satisfaction with research results | 75 percent of partners indicating satisfaction through final reports and/or follow-up surveys | |
NSERC Chairholders Database |
Program Activity Summary: NSERC’s programs under this activity foster collaborations between university researchers and industry in order to develop new knowledge and expertise and to transfer this knowledge and expertise to Canadian-based companies.
Subactivities include:
Industrial Research and Development Fellowships
Collaborative Research and Development Grants
Business-Led Networks of Centres of Excellence
The CRD Grants, NCE and BL-NCE partnership programs provide different means for companies to address their innovation challenges and gain access to specialized expertise and highly qualified personnel. Industrial R&D Internships and Fellowships provide training in industry for students and fellows, while also supporting research that enhances the innovation capacity of the host firms. Industrial Research Chairs (IRCs) are significant longer term investments by companies that focus the expertise of internationally recognized researchers on building research and training capacity in areas of importance to the partner company(s). Approximately 80 percent of IRCs work in the priority areas identified in the federal S&T strategy and in Budget 2008.
Human Resources (FTE) and Planned Spending ($ millions) | |||||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
FTE | Planned Spending | FTE | Planned Spending | FTE | Planned Spending |
18 | 54.8 | 18 | 36.9 | 18 | 36.9 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
The transfer of knowledge and technology residing in Canadian universities and colleges to the user sector is facilitated |
A set of nine university commercialization indicators collected by Statistics Canada15 |
An increase in the majority of the nine indicators |
Program Activity Summary: NSERC’s programs under this activity enhance the capacity of Canadian universities and colleges to transfer knowledge and technology from academic research laboratories to Canadian companies. They accelerate the pre-commercial development of promising innovations and related marketing and patenting activities. They support applied research and collaborations that facilitate commercialization, as well as technology transfer, adaptation and adoption of new technologies. Canadian companies increase access to publicly supported research results and spin-off companies are created. As with NSERC’s partnerships programs, federal funding serves to leverage significant amounts of private funding.
Subactivities include:
College and Community Innovation
Idea to Innovation
Canada is among the world leaders in academic research excellence. Transferring and translating this excellence into societal and economic benefit is a high priority for NSERC. Success in these efforts requires not only expertise in knowledge and technology transfer, but also building expertise in entrepreneurship and creating an environment that allows potential business ventures to thrive. The CECR is changing the context for academic technology transfer and commercialization, bringing new strength to an already productive area. The greatly broadened CCI suite supports the continued evolution of applied research and innovation in colleges, enabling colleges to play an even greater role in Canada’s innovation system.
The following program activity supports all three of NSERC’s strategic outcomes.
Human Resources (FTE) and Planned Spending ($ millions) | |||||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
FTE | Planned Spending | FTE | Planned Spending | FTE | Planned Spending |
173 | 23.9 | 173 | 22.6 | 173 | 22.6 |
Program Activity Summary: NSERC and SSHRC share internal services for general administration, human resources, finance, awards administration, information management and technology, and audit services. This common administrative services model has proven highly efficient for the two federal granting agencies. In addition, NSERC has its own corporate services to address the agency’s distinct needs in terms of governance, policy, planning, statistics, program evaluation, performance measurement, communications and international relations.
NSERC is working cooperatively with SSHRC, CIHR and the Canada Foundation for Innovation (CFI) in order to improve the coordination of programs, activities and policies. Adopting a more integrated approach to programs and client services helps reduce the administrative burden on researchers and institutions. It also enables the support of crosscutting, multidisciplinary research initiatives designed to address important scientific opportunities and problems that matter to Canadians. The funding organizations are responsible for a number of co-operative funding programs which contribute to Canada’s strong international reputation for the support of research excellence and training. Senior executives of the funding organizations, including the Presidents and Executive Vice-Presidents, meet monthly to discuss issues and strengthen their joint efforts in order to address the knowledge, people and entrepreneurial advantages identified in the S&T StrategyFrom 2010-11 to 2011-12, NSERC will:
Integrated Strategic Planning
NSERC continues to advance the integration of human resource planning into its business planning activities, most notably during the annual budgeting activities and in the activities surrounding the provisioning of new programs. During these activities, Human Resources (HR) works with business units to identify human resource requirements and translate these into HR recruitment plans. These, in
turn, become an integral part of the budgeting exercise. Moreover, by focusing on building strategic capacity throughout common administrative service units, NSERC focuses on enabling better integrated planning and reporting in areas such as finance and human resources.
The future-oriented financial highlights presented within this Report on Plans and Priorities are intended to serve as a general overview of NSERC's financial operations. These financial highlights are prepared on an accrual basis to strengthen accountability and improve transparency and financial management.
The future-oriented statement of operations can be found on NSERC’s Website.
Future-oriented Condensed Statement of Operations For the Year (Ended March 31) ($ millions) |
Future-oriented 2011–12 |
---|---|
Total Expenses | 1,074.4 |
Total Revenues | - |
Net Cost of Operations | 1,074.4 |
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Total expenses are projected to be $1,074 million in fiscal year 2011–12. The majority of these expenses are for transfer payments ($1,018 million) in the form of grants and scholarships related to departmental programs. The balance of spending is made up of salaries and employee benefits ($38 million) and other operating expenses ($18 million). The latter two types of expenses are required to support departmental programs and other corporate obligations.
All electronic supplementary information tables found in the 2011-12 Report on Plans and Priorities can be found on the Treasury Board of Canada Secretariat's Web site:
Footnotes
1 Programs involving two or more of the federal granting agencies (NSERC, Canadian Institutes of Health Research [CIHR], Canada Foundation for Innovation [CFI], Social Sciences and Humanities Research Council [SSHRC]).
2 The $56.4 million decrease in planned financial resources between 2011-12 and 2013-14 results from the temporary funding from Budget 2009 (Canada’s Economic Action Plan) that will decrease in 2011-12 and cease in 2012-13, and from targeted funding scheduled to end in 2012-13. See the Expenditure Profile section of this report for further detail on NSERC’s budget increases and decreases over this timeframe.
3 NSF Science and Engineering Statistics 2010, table 2-35: first university degree selected by country
4 For program activity descriptions, please access the Main Estimates on-line.
5 While outcomes of the activities supported can affect several of the 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; “Innovative and Knowledge-based Economy” is most appropriate to link NSERC’s resources and results.
6 Observatoire des sciences et des technologies, 2008.
7 Planned but unspent grant funds, stemming typically from award changes or cancellations, will be expended through NSERC’s Research Tools and Instruments Grants Program.
8 Internal Services include activities and resources that apply across NSERC. These do not include activities and resources provided for specific programs.
9 Government of Canada Science and Technology Data − 2007 (March 2009)
10 Recent analyses and strategies the Federal S&T Strategy [2007], the Science and Technology Innovation Council [STIC] State of the Nation Report [2008], the Council of Canadian Academies [CCA] Innovation and Business Strategy: Why Canada Falls Short [2009] indicate that Canada needs to better leverage its R&D and accelerate innovation and that public-private R&D partners will help achieve this goal.
11 From Red Tape to Clear Results: The Report of the Independent Blue Ribbon Panel on Grants and Contribution Programs, December 2006
12 Science and Technology Innovation Council (STIC) State of the Nation Report (2008), Talent Indicators Assessment.
13 Observatoire des sciences et des technologies, 2008
14 OECD, Main Science and Technology Indicators database, May 2010
15 Inventions disclosed, inventions protected, new patent applications, patents issued, total patents held, new licenses, total active licenses, royalties from licensing, and total spin-off companies.