# Tri-Council Grant Management for Canadian Universities 2026: NSERC, CIHR & SSHRC

Source: https://grantops.ai/en/blog/tri-council-grant-management-canadian-universities-2026/
Last updated: 2026-10-14

Tri-council grant management — the end-to-end administration of NSERC, CIHR, and SSHRC awards at Canadian universities — is one of the most compliance-intensive operational responsibilities faced by Offices of Research Services. The three federal agencies collectively distributed more than $4.5 billion CAD to Canadian post-secondary institutions in fiscal 2024–25, and every dollar carries obligations defined by the Tri-Agency Financial Administration Guide (TAFAG), agency-specific reporting requirements, and institutional policies that must align with both. For Research Finance teams and Directors of Research Services managing portfolios of hundreds of active awards, the administrative burden is substantial — and growing, as agency oversight has tightened and audit frequency has increased since the 2023 revisions to TAFAG.

This guide covers the complete tri-council grant management lifecycle for Canadian university research offices: pre-award compliance and proposal submission, award set-up, active-award financial administration, program-specific reporting requirements for NSERC, CIHR, and SSHRC, the most common compliance failures, and the software tools that research offices use to manage it all. For program-specific context on individual funding streams, see the [research grants hub](/en/research-grants/) and the dedicated guides for [NSERC Discovery Grants](/en/research-grants/nserc-discovery/), [SSHRC Insight Grants](/en/research-grants/sshrc-insight/), and [CIHR Project Grants](/en/research-grants/cihr-project-grants/).

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## The Tri-Agency Financial Administration Guide: What Research Offices Must Know

The Tri-Agency Financial Administration Guide (TAFAG) is the single most important compliance document in tri-council grant management. It establishes the rules governing how universities must spend, account for, and report on NSERC, CIHR, and SSHRC funding. Updated most recently in 2023, the TAFAG applies uniformly across all three agencies and all programs unless a program-specific guide explicitly overrides a provision.

The TAFAG's core principle is that all expenses charged to a tri-council award must be directly related to the funded research, reasonable in amount, adequately documented, and incurred within the award period. This sounds straightforward, but in practice, "directly related" is the source of the majority of compliance disputes. The guide addresses direct versus indirect costs explicitly: overhead, institutional administration, space, and utilities are generally not eligible as direct charges to tri-council grants. The exceptions are narrow and program-specific — for example, some NSERC Alliance and CIHR Catalyst Grant calls permit indirect cost recovery in the grant budget, but only where explicitly allowed in the program's funding opportunity.

Key TAFAG obligations for Research Finance teams include:

**Documentation requirements.** Every expenditure requires original supporting documentation: supplier invoices, receipts, purchase orders, contracts, and for travel, detailed itineraries and purpose statements. The TAFAG requires institutions to retain all financial records for a minimum of seven years after the end of the award, or longer if an audit or dispute is in progress. Digital records are acceptable, but the institution must maintain a system that ensures document integrity and retrieval within a reasonable timeframe during an agency audit.

**Procurement compliance.** Equipment and service purchases must follow the institution's own procurement policies, which must meet federal requirements for competitive procurement above defined thresholds. Research Finance teams frequently flag situations where a PI has committed to a sole-source purchase without adequate justification — this is one of the most common TAFAG compliance risks during monitoring reviews.

**Personnel eligibility.** The TAFAG defines who can be paid from tri-council grants: researchers, trainees (graduate students, postdoctoral fellows), research personnel, and technical support staff. Administrative support salaries are generally ineligible unless directly required by the funded research. Benefits are eligible in proportion to the time charged to the grant, but the institution must have a consistent policy applied across all employees.

**Subgrant administration.** Where a tri-council award flows through a sub-recipient organisation — a partner university, a hospital, a non-profit research institute — the institution holding the award is responsible for ensuring the sub-recipient complies with TAFAG requirements. This requires a written subgrant agreement, monitoring of sub-recipient expenditures, and consolidated financial reporting. Many Research Finance teams underestimate the ongoing oversight burden of subgrants, which is why subgrant administration is among the top five compliance failure modes.

The TAFAG is published on the tri-agency website (science.gc.ca) and is updated periodically. Research offices should assign a staff member to monitor for updates and communicate changes to PIs and departmental administrators.

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## Pre-Award Tri-Council Grant Management: Proposal Submission and Compliance Review

Pre-award tri-council grant management begins well before an agency deadline. For most Canadian universities, the Research Office's pre-award role includes: reviewing draft proposals for compliance with program guidelines and institutional policies, preparing institutional signature pages and letters of support, managing ethics and animal care certifications where required (particularly for CIHR), and submitting the final application through the agency portal.

**NSERC's Research Portal** is the submission platform for most NSERC programs, including Discovery Grants, Discovery Accelerator Supplements, Alliance Grants, and Strategic Partnership Grants for Projects and Networks. Research Portal requires institutional registration, and the Research Office typically holds the institutional account credentials. PIs prepare their applications in the portal, but the Research Office Authorised Organizational Representative (AOR) must review and submit the final application. Pre-award compliance review for NSERC applications includes confirming budget justification aligns with TAFAG-eligible expense categories, that cost-sharing commitments are formally approved by institutional signing authority, and that any named partner organisations have provided correctly formatted letters of support.

**ResearchNet** is the shared platform for CIHR and SSHRC applications. The same AOR-based submission workflow applies. For CIHR applications, the Research Office's pre-award compliance review includes confirming sex and gender consideration statements in the application (a CIHR-specific requirement since 2019), verifying REB (Research Ethics Board) approval status or staged approval timelines, and reviewing budget justifications for program-specific eligible expense rules. For SSHRC applications, the pre-award review must confirm that activities are within SSHRC's mandate — distinguishing pure social sciences and humanities research from applied or technology work that might better fit an NSERC program — and that any knowledge mobilisation or partnership activities are correctly categorised.

**Budget preparation** at the pre-award stage is the moment where future compliance risk is either controlled or embedded. Research Finance teams that review budgets rigorously at proposal stage — flagging indirect costs buried in supply line items, catching ineligible personnel, confirming matching contribution commitments are financially realistic — prevent a significant share of post-award compliance problems. Institutions with mature Research Finance teams often have pre-submission budget review checklists aligned to TAFAG, NSERC Research Portal requirements, and ResearchNet program guides.

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## Active Award Administration: Budget Tracking and TAFAG Compliance

Once a tri-council award is active, the Research Finance team's role shifts to ongoing compliance monitoring across the award period. For a mid-sized Canadian university managing 300 to 700 active tri-council awards simultaneously, this is an operational challenge at scale.

**Award set-up in the financial system** is the first post-award step. The Research Finance team creates a project account in the institutional ERP (typically Workday, Ellucian Banner, or Oracle PeopleSoft), maps the budget by object code aligned to the grant's approved categories, and establishes spend limits. Budget mapping errors at set-up stage — for example, including indirect costs as a line item in the direct cost account, or misclassifying equipment as supplies — create downstream problems when financial reports are generated.

**Ongoing budget tracking** against TAFAG-eligible expense categories is continuous work. The most operationally burdensome aspect is expense monitoring for eligibility: as PIs and lab managers charge expenses to grant accounts, Research Finance staff must review transactions against the TAFAG's eligible expense rules and the specific program's guidelines. Common ineligible expenses that appear in tri-council accounts include: professional membership fees (generally ineligible unless required for field access), entertainment and hospitality (limited and requiring detailed justification), personal communication devices and plans (only a pro-rated research portion is eligible), and journal page charges for journals where the PI has no active or recently completed award that the work should be charged to.

**Effort certification**, where required, links personnel payroll charges to the funded research. Not all Canadian universities implement formal effort reporting for tri-council awards, but TAFAG requires that personnel expenses reflect actual time spent on funded research. Institutions that rely on PI attestation rather than formal effort reporting are vulnerable during agency monitoring reviews — the agency can ask for documentation showing the basis for any personnel charge, and attestation alone may not be sufficient for large or recurring charges.

**Holdback release** is a feature of some NSERC programs, particularly Alliance Grants with industry partners. A portion of the funding is held back by NSERC pending confirmation that matching cash contributions from industry partners have been received and verified. The Research Office is responsible for submitting holdback release requests with evidence of partner contributions. Missed or delayed holdback requests directly reduce the award's usable funding.

**No-cost extensions** are available for most tri-council programs when a PI needs additional time to complete the funded work without additional funds. NSERC, CIHR, and SSHRC each have their own procedures — typically a request submitted through the AOR to the agency, with a brief justification. Research offices that track award end dates proactively and initiate no-cost extension requests 90 to 120 days before expiry avoid the administrative crisis of grants expiring with unspent funds and incomplete activities.

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## NSERC-Specific Grant Management: Discovery, Alliance, and Canada Research Chairs

NSERC's portfolio includes multiple program types with distinct grant management requirements. The three most common in Canadian university research portfolios are Discovery Grants, Alliance Grants, and Canada Research Chair (CRC) grants.

**NSERC Discovery Grants** are the backbone of academic research funding in natural sciences and engineering. Awards are made on a five-year basis (typically $20,000–$150,000+ per year depending on research area and Evaluation Group), and PIs submit annual reports through NSERC's Research Portal. Discovery Grant annual reports are primarily narrative progress reports — they document scientific progress, publications, and trainee outputs — but they also include a financial attestation that expenditures comply with TAFAG. Research Finance's role in Discovery Grant management is relatively streamlined compared to larger collaborative programs: set up the account, monitor expenditure eligibility, generate annual financial statements, and confirm institutional sign-off on the PI's annual report.

Discovery Grants permit a modest set of eligible expenditures: personnel (graduate students, postdocs, research staff), equipment, supplies, dissemination costs (publications, conference travel), and computing. NSERC's Research Portal provides the current eligible expense guidelines. Note that Discovery Grants do not permit indirect cost recovery — the Indirect Costs Program (now administered through the Canada Research Coordinating Committee) is a separate formula-based transfer.

**NSERC Alliance Grants** are significantly more complex to administer. Alliance Grants fund collaborative research between academic researchers and partner organisations from the private, public, or not-for-profit sectors, with mandatory cash and/or in-kind contributions from partners. Grant management requirements include: documenting and valuing partner contributions according to NSERC's contribution guidelines (in-kind valuation is a common area of error), managing holdback release, reporting on both the research outcomes and the partnership activities, and in some cases managing subgrants to partner organisations.

Alliance Grants are submitted through NSERC's Research Portal, and financial reports are submitted annually using NSERC Form 300 (the standard year-end financial report). The Form 300 requires reporting against each budget category in the approved application, a reconciliation of expenditures versus budget, and sign-off by both the PI and an institutional financial signing authority. Research Finance teams at institutions with large Alliance Grant portfolios often develop internal templates that pre-populate Form 300 from ERP data to reduce manual re-entry and transcription errors.

**Canada Research Chairs (CRCs)** are awarded to individual researchers but administered by the institution, which receives the funding and is responsible for all financial reporting. Tier 1 CRCs (awarded by NSERC, CIHR, or SSHRC depending on research area) are held for seven years and renewable once; Tier 2 CRCs are held for five years and renewable once. The CRC Program Secretariat requires institutions to submit an annual Utilization Report confirming that CRC funding is being used in accordance with the program guidelines, that the Chair holder's research program is active, and that equity, diversity, and inclusion (EDI) obligations are being met. The latter is a significant compliance addition since the 2019 CRC Program reform — institutions must now demonstrate EDI practices in their CRC nomination and renewal processes and face consequences including funding suspension for EDI non-compliance.

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## CIHR-Specific Grant Management: Project Grants, Financial Reports, and Sex and Gender Compliance

CIHR Project Grants are the primary open-program funding mechanism for health research in Canada. Grants are awarded on a one-to-five-year basis through two annual competition cycles (Spring and Fall), with applications and financial reporting managed through ResearchNet.

**Annual financial reporting** for CIHR Project Grants follows a structured cycle. Within 60 days of the end of each funding year, the institution must submit an annual financial report through ResearchNet summarising expenditures by budget category (personnel, equipment, materials and supplies, travel, other direct costs) and certifying that expenditures comply with TAFAG. The final financial report, due within 150 days of award end, must also include a reconciliation of the full grant expenditure against the original approved budget, including any approved budget transfers between categories.

CIHR allows budget transfers between categories without prior approval, subject to limits: transfers are generally permissible when no single category changes by more than 10 percent and the transfer does not change the nature of the research. Transfers that involve adding new personnel categories, purchasing equipment not mentioned in the original application, or redirecting funds from research activities to dissemination (or vice versa) above 10 percent typically require written CIHR approval. Research Finance teams should have a documented procedure for approving and recording budget transfers to ensure they can be explained during an audit.

**Sex and gender reporting** is a CIHR-specific compliance requirement. Since CIHR's integration of sex- and gender-based analysis plus (SGBA+) into its grant requirements, applications must include a statement of how sex and gender considerations have been incorporated into the research design. For ongoing awards, CIHR may ask for evidence during monitoring that the stated SGBA+ approach is being followed. Research offices are not responsible for the scientific content of SGBA+ statements, but they should be aware of the requirement when conducting pre-submission compliance reviews, particularly for renewal applications and final reports.

**CIHR's ResearchNet portal** is also used for progress reporting, final reporting, and communicating with program officers. The portal can be unintuitive for PIs who are not frequent CIHR applicants, and Research Office staff often act as portal intermediaries — particularly for final report submissions, which involve uploading the final financial report, the final technical report (a narrative of research outcomes), and in some programs, a plain-language summary.

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## SSHRC-Specific Grant Management: Insight, Connection, and Partnership Grants

SSHRC administers a range of programs relevant to Canadian humanities and social sciences researchers, with Insight Grants, Connection Grants, and Partnership Grants being the three most commonly administered by university research offices.

**SSHRC Insight Grants** fund individual or team research projects over two to five years (Stream A $10,000 to $125,000; Stream B $125,001 to $500,000; at most $125,000 a year). Financial reporting follows the same ResearchNet-based annual cycle as CIHR: annual financial reports due within 60 days of funding year end, final financial report within 150 days. Insight Grants have SSHRC-specific eligible expense constraints worth noting. Knowledge mobilisation activities — public engagement events, community workshops, policy briefs — are explicitly eligible for Insight Grant funding (unlike pure lab-science programs where dissemination costs are narrower). Research Finance staff should familiarise themselves with the SSHRC-specific program guide to avoid mis-flagging legitimate knowledge mobilisation expenses as ineligible.

**SSHRC Connection Grants** are short-term (one to two years, up to $50,000) grants funding events, workshops, and knowledge-exchange activities. Connection Grants have a distinct eligible expense profile: venue costs, speaker fees, travel for participants, and event materials are all eligible. Connection Grant administration is relatively straightforward compared to multi-year research grants, but the short timelines and event-driven nature mean that Research Finance teams must process budgets quickly — sometimes within a few weeks of award notification.

**SSHRC Partnership Grants** are the most complex program in SSHRC's portfolio. Partnership Grants fund formal collaborative partnerships between academic researchers and partner organisations (government, non-profit, private sector) over four to seven years, with mandatory matching cash or in-kind contributions. The grant management requirements are analogous to NSERC Alliance but within a humanities and social sciences context: documenting partner contributions, managing subgrants to partner organisations, and reporting on both research and partnership outcomes. Financial reports for Partnership Grants include a section on partner contribution status — the institution must document the contributions received and the method used to value any in-kind contributions.

SSHRC also runs Insight Development Grants (shorter-term, smaller awards for developing new research areas), Partnership Development Grants, and a range of targeted programs including the Canada-Israel Research and Development Fund and various international collaboration programs. Each has its own program guide layered on top of the TAFAG baseline.

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## Common Tri-Council Compliance Failures and How to Prevent Them

The five most common tri-council compliance failures in Canadian university research offices reflect systematic weaknesses in how compliance is managed at scale rather than individual errors.

**Ineligible expense charging** is the most frequent compliance issue identified in agency monitoring reviews. PIs and lab managers who are not trained in TAFAG eligible expense rules charge items to grant accounts that do not meet the "directly related to funded research" standard. Common examples include: portion of a PI's own salary not proportional to research time, student tuition fees charged as personnel costs (ineligible per TAFAG — stipends are eligible, tuition is not), software licences for administrative or teaching purposes, and entertainment expenses that do not meet the TAFAG's "reasonable" threshold. Prevention requires ongoing PI training, ERP-level spending controls, and transaction-level review by Research Finance staff before charges are finalised.

**Documentation gaps** are the second most common issue. Expenditures may be entirely legitimate but lack the documentation required by TAFAG for audit purposes. This is particularly common for travel expenses (missing itineraries, purpose statements, or conference registration confirmations) and for personnel charges where the basis for allocating an employee's time between the grant and other activities is not recorded. Research Finance teams should conduct periodic documentation audits of active awards rather than waiting for year-end report preparation.

**Cost-sharing tracking failures** are the primary risk in Alliance and Partnership Grant management. In-kind contributions must be valued according to NSERC or SSHRC guidelines, documented contemporaneously, and reviewed against the grant's approved matching requirement. Many institutions lack a formal system for collecting partner contribution documentation from industry or non-profit partners, resulting in shortfalls at reporting time. Some shortfalls are minor and can be explained; persistent material shortfalls put the award at risk and can trigger holdback disputes.

**Subgrant administration weaknesses** are common in any program where the award holder flow funds through to sub-recipients. TAFAG requires written agreements with sub-recipients that impose the same financial management requirements on the sub-recipient that apply to the institutional award holder. Many institutions use standardised subgrant agreement templates, but monitoring sub-recipient expenditures and ensuring timely collection of sub-recipient financial reports is an ongoing operational burden that is easy to neglect in high-volume portfolios.

**Late financial reporting** — submitting Form 300 or ResearchNet annual financial reports past the agency deadline — is both a compliance failure and a relationship issue with the agency. Chronic late reporting is tracked at the institutional level and can affect agency treatment of future applications. Research Finance teams should build deadline calendars that include 30-day advance reminders for every active award, account for staff vacation periods, and have escalation procedures for reports that are at risk of missing deadlines.

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## Tri-Council Grant Management Software: Platform Comparison

Research offices managing large multi-agency portfolios require purpose-built software to track compliance obligations, generate financial reports, and maintain audit-ready documentation. The six platforms most commonly evaluated by Canadian universities in 2026 are:

| Platform | Pre-award | Post-award / TAFAG compliance | NSERC / CIHR / SSHRC support | Multi-agency dashboard | AI / automation | Canadian data residency | Typical implementation |
|---|---|---|---|---|---|---|---|
| InfoEd Global (Ginkgo) | Strong | Strong | Yes (all three) | Yes | Limited | Available (verify per contract) | 12–24 months |
| Cayuse | Strong | Partial | Yes (all three) | Partial | Limited | Available (verify per contract) | 12–24 months |
| Streamlyne Research | Strong | Strong | Yes (configurable) | Partial | None native | Self-hosted possible | 9–18 months |
| Romeo (Process Pathways) | Strong | Strong | Yes (built for Canada) | Configurable | Limited | Yes (Canadian vendor) | 6–12 months |
| SmartSimple | Partial | Partial | Configurable | Configurable | Workflow automation | Yes (Canadian vendor) | 6–12 months |
| GrantOps | Partial (overlay) | AI-native, full TAFAG | Yes (all three, simultaneous) | Yes | AI-native pipeline | Yes | Weeks to months |

**InfoEd Global** is the incumbent enterprise platform at many U15 institutions. Its depth of pre-award and post-award workflow coverage, combined with mature ERP integrations for Workday and Banner, makes it the default choice for research-intensive universities that have already invested in the platform. Its primary limitations for tri-council compliance are the lack of native AI for evidence packaging and the long implementation timelines — if your institution is not already on InfoEd, a new implementation is a multi-year IT project.

**Cayuse** is widely used in the United States and has a growing Canadian user base. Its pre-award modules are strong; post-award TAFAG compliance is adequate but often requires local configuration. Cayuse does not have purpose-built Canadian tri-council workflows out of the box — they exist, but they require setup work.

**Streamlyne Research** is open-source (Educational Community License) and therefore licence-fee-free, but total cost of ownership is not low. Hosting, implementation services, and ongoing maintenance are all institution-funded. Streamlyne is a serious option for medium-to-large universities with strong IT capacity that want long-term control over their system.

**Romeo** (Process Pathways) is a Canadian vendor with a strong track record at smaller and mid-size universities. It was built specifically for the Canadian research administration context, which means tri-council workflows and TAFAG-aligned reporting are first-class features rather than add-ons. Romeo is frequently the platform of choice for institutions that want a Canadian-built, Canadian-hosted system without the full enterprise complexity of InfoEd.

**SmartSimple** is another Canadian vendor widely used for grant management in foundations and government agencies as well as universities. Its configurability is both its strength and its limitation — it can be shaped to match virtually any workflow, but that configurability means it requires significant configuration investment to match the specific demands of tri-council grant management.

**GrantOps** is an AI-native platform designed specifically for automated evidence packaging, TAFAG compliance monitoring, and multi-agency reporting across NSERC, CIHR, and SSHRC simultaneously. Rather than replacing an institution's system-of-record for pre-award (such as InfoEd or Cayuse), GrantOps is typically deployed as an AI overlay that handles the post-award compliance burden: automated transaction-level eligibility screening against TAFAG rules, Form 300 generation from ERP data, progress report drafting, and multi-award portfolio dashboards. For Research Finance teams spending 30–50 percent of staff time on compliance reporting, GrantOps's automation layer reduces that burden materially. Canadian data residency is built in. Deployment is measured in weeks to months rather than years.

For a detailed feature-by-feature comparison across all seven major platforms, see [Best Research Grant Management Software for Canadian Universities 2026](/en/blog/best-research-grant-management-software-canadian-universities-2026/).

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## The Full Tri-Council Grant Lifecycle: A Reference Checklist

Tri-council grant management spans every phase from pre-award to close-out. The following checklist reflects the standard workflow that Canadian research offices apply across NSERC, CIHR, and SSHRC awards, with notes on the steps that most often generate compliance risk.

**Pre-award phase**
- PI submits internal notice of intent 30–45 days before agency deadline
- Research Finance reviews draft budget for TAFAG eligibility and cost-sharing commitments
- Ethics clearances confirmed (critical for CIHR; may apply to SSHRC for human participants research)
- AOR reviews and submits application via NSERC Research Portal or ResearchNet
- Cost-sharing letters and partner commitment documents archived in institutional system

**Award set-up phase**
- Award notification received; Research Office reviews terms and conditions
- Project account created in ERP with budget mapped to approved categories
- PI and departmental administrator notified of account details and TAFAG obligations
- Any special conditions (holdback triggers, reporting milestones) flagged in award record
- Subgrant agreements with sub-recipients initiated if applicable

**Active award phase (annual cycle)**
- Ongoing transaction monitoring against TAFAG eligible expense rules
- Quarterly budget reconciliation between ERP actuals and award budget
- Annual financial report (Form 300 / ResearchNet) prepared and submitted within 60 days of year-end
- PI annual progress report submitted through agency portal
- Partner contribution documentation collected and reconciled (Alliance / Partnership Grants)
- Sub-recipient monitoring and sub-recipient financial report collection
- No-cost extension requests initiated if required (typically 90–120 days before award end)

**Close-out phase**
- Final expenditures reviewed for TAFAG eligibility
- Final financial report prepared and submitted within 150 days of award end
- Final progress report (where required) submitted to agency
- All financial records archived for minimum seven-year retention period
- Unspent balances returned to agency if not transferred to a subsequent award
- Grant account closed in ERP

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## Getting Started: How GrantOps Supports Canadian University Research Offices

For Offices of Research Services and Research Finance teams managing complex tri-council portfolios, the combination of TAFAG compliance obligations, agency-specific reporting requirements, multi-award portfolio management, and constrained staffing creates a compounding operational burden. The institutions seeing the best compliance outcomes in 2026 are those that have systematised their workflows: standardised budget templates aligned to TAFAG, automated deadline tracking, AI-assisted transaction eligibility screening, and pre-populated financial report generation from ERP data.

GrantOps supports Canadian university research offices across the full tri-council grant management lifecycle — from pre-submission budget compliance review through annual Form 300 reporting to close-out documentation — with AI-native workflows designed specifically for NSERC, CIHR, and SSHRC requirements. Unlike general-purpose grant management platforms, GrantOps is built around the TAFAG framework and Canadian research administration practice from the ground up.

If you manage NSERC, CIHR, or SSHRC grants at a Canadian university and want to understand whether GrantOps fits your institution's specific compliance and reporting workflow, the eligibility quiz is the fastest starting point. It takes under five minutes and results in a concrete assessment of where automation can reduce your team's reporting burden.

[Take the eligibility quiz at GrantOps →](/en/application/)

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