News from the Granting Agencies / Nouvelles des agences subventionnaires Jean-François Fortin (SSHRC/CRSH) Danika Goosney (CIHR/IRSC) Serge Villemure (NSERC/CRSNG)

Présentation au sujet: "News from the Granting Agencies / Nouvelles des agences subventionnaires Jean-François Fortin (SSHRC/CRSH) Danika Goosney (CIHR/IRSC) Serge Villemure (NSERC/CRSNG)"— Transcription de la présentation:

1 News from the Granting Agencies / Nouvelles des agences subventionnaires Jean-François Fortin (SSHRC/CRSH) Danika Goosney (CIHR/IRSC) Serge Villemure (NSERC/CRSNG) CAGS/ACES Annual Meeting/Rencontre annuelle St. John’s, Newfoundland, Oct. 29, 2014

2 Outline Tri-agency update – Strategic Approaches to Training – Harmonization of the CGS program – Vanier/Banting Secretariat Update from CIHR – Training in the context of CIHR’s Strategic Plan Update from NSERC – Priorities of the Research Grants & Scholarships Directorate Update from SSHRC – Guidelines for Effective Research Training – CGS to Honour Nelson Mandela – Imagining Canada’s Future

3 Tri-Agency update: Strategic Approaches to Training Mise à jour tri-agence: Approches stratégiques en matière de formation 3

4 Strategic Approaches to Training In response, the agencies have each been elaborating and implementing strategic approaches to training 4 Evolving research landscape and changing career paths are redefining excellence in training  Increasingly complex research challenges are requiring collaborations and new ways of working across disciplines  Rising expectations for translating knowledge into real-world solutions is demanding both research and professional skills  The pool of potential trainees and size of university research enterprise are expanding  Prospects for tenure-track research positions have decreased  The Government’s emphasis on job creation and market readiness of trainees is increasing In response, the agencies have each been elaborating and implementing strategic approaches to training

5 Strategic Approaches to Training 5  Strategies at CIHR and NSERC are evolving; while SSHRC’s recent program architecture renewal integrates training Common themes Providing students and trainees with the right mix of experience and skills to succeed in the academic and/or professional careers of the future Professional skills development Globally competitive funding levels Student Mobility, incl. international mobility Attracting and supporting future leaders through competitive programs and innovative training environments Science promotion and mentorship NSERC  Gender Equity  Science/math promotion CIHR  Four health & health system priorities (e.g. Data-intensive research/ Patient-orient. research) SSHRC  Tools & guidelines for effective training  Six future challenge areas Tri-Agency programs and harmonization projects Shared and Targeted efforts

6 Tri-Agency update: Harmonization of CGS Mise à jour tri-agence: Harmonization des BESC 6

7 Tri-Council Harmonization Project  Project is evolving –Project leadership now shared among the agencies –Implementation and development of the harmonized CGS D postponed to 2016  Scope is expanding –Harmonization efforts are not limited solely to the CGS program –Harmonized policies to apply to all People / Training programs across agencies, including Vanier/Banting –Examples: Post-award, paid parental leave policies, part-time studies, other sources of support, etc. 7

8 Projet d’harmonization tri-agence  Projet en constante évolution –Leadership maintenant partagé entre les agences –Développement et mise en œuvre de l’harmonization des BESC-D sous un échéancier révisé  Étendue du projet prend de l’ampleur –Les efforts d’harmonization étendus au-delà des BESC –Harmonization des politiques appliquée à toutes les initiatives de formation des agences, incluant les programmes Vanier/Banting –Exemples: politiques après octrois, congés parentaux, études à temps partiel, autres sources de financement, etc. 8

9 CGS M – Efforts over the past year  Research portal upgrades for CGS M –Users can unlock their Research Portal accounts –Application reviews through the Portal –Improved SLO functionalities –Clarified instructions for transcripts –Referees to save a draft report –Reworded subject line of e-mail to avoid SPAM filters  Literature updating (rewriting in some cases)  Project planning –Action plan –Prioritizing  Post-mortem and review 9

10 BESC-M – 12 derniers mois  Améliorations au Portail de recherche BESC-M –Utilisateurs peuvent déverrouiller leur compte –Évaluations des demandes via le Portail de recherche –Fonctionnalités améliorées pour les ALB –Instructions clarifiées pour les relevés de notes –Répondants peuvent sauvegarder une ébauche –Nouveau texte sous “object” des courriels (pourriels)  Mises à jour importantes de la littérature  Planification de la mise en œuvre du projet –Élaboration d’un plan d’action –Priorisation des éléments du plan d’action  Post-mortem et évaluation de la dernière année 10

11 CGS M – Efforts for the coming year  Quality control, reporting and monitoring –A carefully planned and comprehensive Quality system –Agencies have a duty to ensure the integrity of the program  Quotas –Further development, with decisions –Implementation and roll-out plan  CGS D –Planning, consulting, complete design portion 11

12 CGS-M Competition Post Mortem  Very good participation in the post-mortem process - honest discussions  Multiple sources of input for the report –some groups with better representation than others  Issues include: –workload for universities –inconsistencies between universities –quotas –Research Portal enhancements –clarity of literature 12

13 Implementation of newest recommendations  Enhancements to the portal require developer time which is at a premium –Not all enhancements can be made at once –Enhancements will be prioritized  Improvements to literature –Added clarity to sections on Transcripts  More post-award forms to be made available –Activation, Interruption, Termination, etc. 13

14 CDS-D – Efforts for the Coming Years  Complete evaluation of CGS & doctoral initiatives  Harmonization of MSFSS ̶ Somewhat harmonized already ̶ MSFSS to be part of the CGS application process? ̶ Status-quo for 2014-15; No quota for CIHR  Same Core Principles as with CGS-M Harmonization  Timeline: 2016 onwards  National competition with central application interface ̶ Maintain portability and tenure outside Canada (PGS-D) ̶ Doctoral programs of agencies to be harmonized as well 14

15 Harmonization BESC-D – À venir  Compléter les évaluations, i.e. BESC et autres  Harmonizer les SEEMS (MSFSS) ̶ Harmonisé dans une grande mesure ̶ Possible composante de la demande BESC? ̶ Statu quo pour 2014-15; Aucun contingent pour les IRSC  Mêmes principes directeurs, i.e. BESC-M  Calendrier: à compter de 2016  Concours national avec portail de recherche commun ̶ Maintenir la mobilité et détention à l’étranger (ES-D) ̶ Bourses doctorales des agences à harmoniser 15

16 Your feedback / Votre rétroaction  Your comments about the CGS M process –Is it set up properly? –Is mobility of Masters level Scholarship holders appropriate? –‘Excellence’ should be a part of the quota formula: how and what should be incorporated? –What would make it better?  Vos commentaires au sujet des BESC-M –Est-ce que le projet est sur des bases solides? –Est-ce que la mobilité des étudiants est appropriée? –Comment intégrer l’excellence dans le calcul des quotas? –En somme, qu’est-ce qui rendrait le processus encore meilleur? 16

17 Tri-Agency update: Vanier/Banting Secretariat Mise à jour tri-agence: Secrétariat Vanier/Banting 17

18  The first evaluation of the program was approved in June 2014  The evaluation examined the program’s relevance, design and delivery, and performance, with a focus on the attraction, retention and training of world-class students  Findings from the evaluation were positive in terms of training and longer term outcomes (e.g., prestige), but identified a need to: ̶ Improve ability of the program to attract foreign students ̶ Modify certain program features (leadership criterion, timing of application deadlines) Vanier CGS Evaluation Overview 18

19  Issue: Challenge in attracting new foreign students* has been limited due to the fact that foreign applicants face barriers in terms of obtaining nomination support from institutions.  Barriers: the inability of institutions to guarantee receipt of the award the high competitiveness of the program in relation to the relatively small number of scholarships awarded the reluctance of doctoral supervisors to nominate students with whom they have not yet worked with and who are not already enrolled in the institution in which they are seeking Vanier support. Timing of application intake is too early  Possible Solution: Allow institutions to nominate new foreign students over and above the assigned quotas Vanier CGS - Improve ability of the program to attract new foreign students 19

20  Issue: Current timing of application intake (Nov.) is too early for applicants, in particular foreign students.  Causes: Deadline is too close to the start of the fall semester which leaves little time for the preparation and assessment of applications Deadline does not work in favour of international applicants given internal institutional deadlines for graduate program admissions  Possible Solution Move Vanier CGS deadline to late Jan/early Feb. Announce results in May/June Modify Vanier CGS Timelines 20

21 21 Update from CIHR

22 22 Roadmap II, CIHR’s next strategic plan under development Health Research Roadmap: Creating innovative research for better health and health care (2009) was a transformational strategic plan for CIHR. Implementing Roadmap over the last five years has been both challenging and rewarding. While work still remains, we are now in a strong position to build on our achievements. Over the last year, CIHR engaged in discussions with a number of stakeholders and staff to inform the nature and scope of Roadmap II (under development). Roadmap II strikes a balance between completing the transformation we set to achieve in Roadmap (2009), and aligning to the future. There will also be new initiatives and activities that CIHR must embrace to stay relevant and aligned to the future. Aligning to the Future A number of current Roadmap initiatives and activities will continue to be an important part of Roadmap II. Completing Roadmap

23 Training in the context of Roadmap I  Training commitments in the draft Roadmap II build on previous work of Roadmap I  A number of efforts to improve training have been completed, and some are well underway Completed Roadmap I activitiesRoadmap I activities well underway Invest in World-Class Research Excellence  Implemented the prestigious Banting Postdoctoral Fellowships program  Harmonized Vanier Scholarships Program and Banting Postdoctoral Fellowships program delivery with NSERC and SSHRC  Conducted a scan of CIHR support for trainees  Increased funding for postdoctoral fellowships  Designing and implementing Open program reforms to enhance support for trainees and early career researchers  Designing new programs to foster multidisciplinary training  Reviewing, evaluating and reforming funding programs to attract and retain international researchers  Identifying and launching strategic initiatives, with capacity focus in priority areas  Career Trajectory Survey In developing Roadmap II, CIHR refreshed its approach to training based on the evolving research landscape and changes in career paths 23 New

24 24 Roadmap II sets three strategic directions that will guide efforts and investments to advance knowledge and capture innovation for better health and health care. Roadmap II: Framework The strength, expertise and collaboration of CIHR’s research community, partners and stakeholders are critical to Roadmap II’s success and CIHR’s ability to deliver on its full mandate.

25 25 Training in the context of Roadmap II 25 CIHR’s working assumption Future leaders of the Canadian health research enterprise require an appropriate set of research and professional skills that allows them to adapt to changes in the health research landscape, and contribute to diverse roles across this enterprise. Encourage leading researchers to establish innovative training environments Strengthen mentorship and professional skills development Work on training excellence with diverse stakeholders in the Canadian Health research enterprise Strategic Dir. #1: Promoting Excellence, Creativity & Breadth in Health Research & KT Actively build, shape and mobilize research capacity to address critical health issues that are important to patients and Canadians Pool resources and take collective action on a number of complex challenges Establish an integrated approach to measure effectiveness and impact Continue to consolidate, harmonize and align programs Strategic Dir. #3: Achieving Organizational Excellence Strategic Dir. #2: Mobilizing Health Res. For Transformation & Impact  Roadmap II provides the framework for CIHR training priorities over the next 5 years (2014-15 to 2018-19) Commitments to training

26 26 Roadmap II* Strategic Direction #1: Training-related commitments and potential foci Encourage leading researchers to establish innovative training environments that prepare trainees for evolving research and research- related careers Strengthen mentorship and professional skills development through defined expectations within our program requirements and peer review criteria Work with diverse stakeholders to develop a national vision that will position trainees for success within the health research enterprise Promoting Excellence, Creativity & Breadth in Health Research & KT DirectionTraining CommitmentsPotential strategic foci Best practices in research training Intentional mentorship Professional skills development Coherence and synergy across the Canadian health research enterprise * Draft content to date

27 27 Actively build, shape and mobilize research capacity to address critical health issues that are important to patients and Canadians Pool resources and take collective action on a number of complex challenges to position the health research enterprise for accelerated and long-term success Mobilizing Health Research For Transformation & Impact Capacity in targeted areas Multidisciplinary training DirectionTraining CommitmentsPotential strategic foci Exposure to other sectors Roadmap II Strategic Direction #2: Training-related commitments and potential foci * Draft content to date

28 28 Establish an integrated approach to measure the effectiveness of our programs, and the impact of our investments. Continue to consolidate, harmonize and align programs across Federal funding agencies, where appropriate, to support cross- cutting, multidisciplinary research initiatives, and address important opportunities for research convergence Achieving Organizational Excellence Program monitoring and evaluation Understanding trainees Consistency across programs and mechanisms DirectionTraining Commitments Potential strategic foci Roadmap II Strategic Direction #3: Training-related commitments and potential foci * Draft content to date

29 Scan Landscape Scan Landscape Define draft Priorities & Outcomes Define draft Priorities & Outcomes Consult & Validate Consult & Validate Finalize Priorities & Outcomes Finalize Priorities & Outcomes Develop Actions & Mechanisms Develop Actions & Mechanisms Implement CIHR Training Strategy CIHR Action Plan We are here 2013/14 – 2014/15 2015/16 – 2018/19 Shared CHR Enterprise Priorities Shared CHR Enterprise Action Plan  Collective action is needed to maximize Canada’s approach to training to position trainees for success in the health-related academic and professional careers of the future  While CIHR can contribute in areas related to its mandate; it will spearhead a coherent and synergistic approach across the Canadian health research enterprise Phases from development to action A staged development approach

30 Priorities of NSERC’s Research Grants & Scholarships Division 2015-16 Priorités de la Direction des subventions de recherche et bourses du CRSNG

31 Priorities for 2015-16: Research Grants and Scholarships  New major projects/initiatives: ̶ Discovery: Develop a new approach to allocate funding for discovery research ̶ People: Develop a “People” Portfolio Strategy  Ongoing priorities and key commitments ̶ Strengthen engagement with stakeholders ̶ Implement Research Portal 31

32 People Portfolio Strategy - Themes  Professional skills development  Value-Added of scholarships and fellowships  Globally competitive funding levels  Student Mobility incl. international mobility  Science promotion and mentorship  Gender Equity 32

33 Stratégie: porte-folio « les gens »  Développement de compétences professionelles  Valeur ajoutée des bourses aux étudiants/postdoc  Niveaux de financement compétitifs globalement  Mobilité étudiante, incluant à l’international  Promotion des sciences et programmes de mentorat  Équité en matière de genre 33

34 Social Sciences and Humanities Research Council of Canada Conseil de recherches en sciences humaines du Canada Update from SSHRC 34

35 Guidelines for Effective Research Training  Introduced in June 2014  Present a common definition of effective research training across SSHRC’s funding opportunities  Designed to assist the research community in its efforts to promote effective research training and career development  All SSHRC funding applicants proposing training plans and budgets are encouraged to use the guidelines as a tool  Committees are encouraged to use the guidelines in gauging the quality of research training 35

36 CGS to Honour to Nelson Mandela  Up to 10 CGS M & 10 CGS D will receive the honour of having their scholarship named a “CGS to Honour Nelson Mandela”  This mention will be given CGS award recipients whose work is aligned with one of the 5 research areas championed by Nelson Mandela ̶ national unity; democracy; freedom and human rights; leadership; children’s participation in society and children’s health  Duration will be for the entirety of the award  There is no separate application 36

37 IMAGINING CANADA’S FUTURE Imagining Canada’s Future 37  SSHRC, in partnership with the research community, is committed to ensuring that: ̶ the benefits of research and talent development in the social sciences and humanities are fully realized to address societal challenges of today and tomorrow, and ̶ That they lead to new intellectual, economic, social and cultural value for all Canadians.

38 IMAGINING CANADA’S FUTURE Imagining Canada’s Future - Goal and Objectives 38  As part of SSHRC’s Imagining Canada’s Future initiative, and with a focus on six Future Challenge Areas, SSHRC is seeking to: ̶ Advance the contributions of the social sciences and humanities to meet Canada’s future, long-term societal challenges and opportunities  Six Future Challenge Areas are now integrated within SSHRC’s Talent, Insight and Connection programs, to: ̶ Encourage and promote research, talent development, and the mobilization of knowledge in focussed challenge areas, complementing SSHRC’s support of these activities across all research areas

39 IMAGINING CANADA’S FUTURE Sustainable, Resilient Communities Creativity, Innovation & Prosperity Values, Cultures, Inclusion & Diversity Governance & Institutions How can emerging technologies be leveraged to benefit Canadians? What knowledge will Canada need to thrive in an interconnected, evolving global landscape? What new ways of learning, particularly in higher education, will Canadians need to thrive in an evolving society and labour market? How are the experiences and aspirations of Aboriginal Peoples in Canada essential to building a successful shared future? How are the experiences and aspirations of Aboriginal Peoples in Canada essential to building a successful shared future? What effects will the quest for energy and natural resources have on our society and our position on the world stage? What might the implications of global peak population be for Canada? Canada in a Global Context

40 IMAGINING CANADA’S FUTURE Communautésdurables et résilientes Créativité, innovation et prospérité Valeurs, cultures, inclusion et diversité Gouvernance et institutions Comment mettre à contribution les nouvelles technologies au profit des Canadiens? Comment mettre à contribution les nouvelles technologies au profit des Canadiens? De quelles connaissances le Canada aura-t ‑ il besoin pour réussir dans un monde interconnecté en rapide évolution? De quelles connaissances le Canada aura-t ‑ il besoin pour réussir dans un monde interconnecté en rapide évolution? Quelles sont les nouvelles méthodes d’apprentissage dont les Canadiens auront besoin, en particulier dans l’enseignement supérieur, pour réussir dans la société et sur le marché du travail de demain? Quelles sont les nouvelles méthodes d’apprentissage dont les Canadiens auront besoin, en particulier dans l’enseignement supérieur, pour réussir dans la société et sur le marché du travail de demain? En quoi les expériences de vie et les aspirations des peuples autochtones du Canada sont-elles essentielles pour bâtir un avenir commun prospère? En quoi les expériences de vie et les aspirations des peuples autochtones du Canada sont-elles essentielles pour bâtir un avenir commun prospère? Quels effets la quête de ressources naturelles et d’énergie aura-t-elle sur la société canadienne et la place qu’occupe le Canada à l’échelle mondiale? Quels effets la quête de ressources naturelles et d’énergie aura-t-elle sur la société canadienne et la place qu’occupe le Canada à l’échelle mondiale? Quelles diverses incidences la population mondiale maximale aura-t-­elle sur le Canada? Quelles diverses incidences la population mondiale maximale aura-t-­elle sur le Canada? Le Canada dans un contexte mondial 40

41 IMAGINING CANADA’S FUTURE Implementation of Future Challenges Areas 41  Program Architecture Implementation ̶ SSHRC invites all applicants to its funding opportunities to review the future challenge areas, and subquestions, and to consider addressing one or more of these areas in their research proposalfunding opportunitiesfuture challenge areassubquestions ̶ No ‘tick boxes’, not an evaluation criterion for merit review, and no dedicated funding allocated to future challenge areas  Monitoring ̶ SSHRC will closely monitor research capacity in these areas  Engagement and Promotion ̶ Data and content analysis will help to guide outreach and knowledge mobilization activities

42 Thank you / Merci Questions / Discussion