Budget 2009: Strategic Review 2009/102010/112011/12On-Going Open Team Grants Program$1.5M$5.5M$27.6M Indirect Cost of Research$0.4M$1.3M$6.6M Intellectual Property Mobilization Program --$2.0M Total$1.9M$8.8M$36.2M CIHR was one of the 21 Government departments and agencies that had to undergo a Strategic Review of programs and services. The resulting reallocations were as follows:
Federal Investments in Research Direct Research Costs in Federal Funding for the Higher Education Sector 30.0% 40.0% 50.0% 60.0% 70.0% 1997- 98 1998- 99 1999- 00 2000- 01 2001- 02 2002- 03 2003- 04 2004- 05 2005- 06 2006- 07
A Health Research Roadmap for creating innovative research and applied knowledge CIHR’s Five Year Strategic Plan 2009-2014
CIHR’s Proposed Strategic Directions and alignment with S&T Strategy Four strategic directions to address health challenges: 1. Invest in World-Class Excellence 2. Set Health and Health System Research Priorities 3. Accelerate the Capture of Health and Economic Benefits of Health Research 4. Achieve Organizational Excellence, Foster a Culture of Ethics and Demonstrate Impact Promoting world-class excellence Focusing on priorities Encouraging partnerships S&T Strategy Principles Enhancing accountability
Strategic Direction 1: Invest in World-Class Excellence Training, retaining and sustaining a healthy research foundation Providing capacity to attract and retain best researchers Breaking professional sectorial barriers in health research Preparing young researchers for various labour markets. Selecting and sustaining research excellence Strengthening peer review quality in each of the four health research pillars Improving the breath and quality of its peer review panels Promoting interdisciplinary and international innovation Promoting international collaboration and Canadian leadership of international health research consortia Facilitating health research capacity-building in low- and middle-income countries
Strategic Direction 2: Set health and health system research priorities Promote patient-oriented research & target science and technology innovations to improve health outcomes and health systems Support a high quality, accessible & sustainable health care system Decrease health inequities in Aboriginal Peoples & other vulnerable populations Prepare & respond to existing & emerging global threats to health Promote health & reduce the burden of chronic disease & mental illness
Barriers to Clinical & Translational Research (Valleys of Death) Valley 1Valley 2 Basic Biomedical Research Clinical Science & Knowledge Clinical Practice & Health Decision Making Translational Continuum
Translating Science into Practice and Policy Source: from Mental Health Workshop, Montreal, April 21-22, 2009 Mechanisms: underlying processes of diseases and treatments Testing: methods, safety, dosing Validity: rigorous methods and measures Generalizability: diversity of patients, providers, settings Practicality: barriers and strategies at multiple levels, clinical systems Relevance: Are institutions/policies changing? Is there uptake? Can it be sustained? Are we making a difference?
Strategy on Patient-oriented Research: Key objectives Introduce a culture of knowledge-based care at all levels of the health system Improve patient care through rigorous evaluation of new and existing health interventions Ensure our international competitiveness in patient-oriented research by building upon existing strengths Take better advantage of our universal health system and our administrative databases to monitor outcomes and test ideas Develop clinical research programs in areas of greatest need including primary care and mental health Fill gaps in Canada’s research infrastructure and human resources (research capacity)
PORS: A 10-year implementation plan Coordinate national programs Structural model designed for optimal results Build capacity and develop clinical research career paths Training grants Salary awards programs Develop state of the art research infrastructure The cornerstone: Patient-oriented research support units Build thematic clinical research networks Coordinate thematic research units Ensure development and implementation of Standard Operating Procedures Ensure accountability to stakeholders Local hospitals / health authorities Provincial Health Research Organizations and MOH
Strategic Direction 3: Accelerate the capture of health & economic benefits of health research CIHR will achieve impacts through effective collaborations & by: building innovative partnerships (eg. between researchers and knowledge users) supporting evidence-based health and health system policy at all levels of government; implementing citizen engagement initiatives; and, facilitating commercialization. CIHR will Intensifying knowledge translation research by: advancing the application of research and its evaluation; building capacity of both researchers and knowledge users to engage in KT; and, increasing the number of researchers to advance the science of KT.
CIHR will ensure transparency and accountability by: developing state-of-the-art human resource management practices; applying technology-based solutions across the organization; evaluating the overall success of CIHR; and, developing an annual implementation delivery plan. CIHR will foster a culture of ethics by: fostering the discussion and application of ethical principles for health research. CIHR will assess progress and impact through: its Impact Assessment Framework and its 5 identified criteria: (1) advance knowledge (2) build capacity (3) inform decision-making (4) improve health and health system, and (5) contribute to the economy. Strategic Direction 4: Achieve Organizational Excellence, Foster a Culture of Ethics and Demonstrate Impact
CIHR Strategic Plan Consultations Web-based survey launched on April 30, 2009 (closes June 12) Consultations broadcasted via CIHR’s e-blast & e-mail notification to CIHR researchers Invited written submissions from over 60 organizations (e.g. charities, research funders, other partners) Scientific Council / IAB meetings President’s Roundtables: Toronto Vancouver St-John’s Montreal London Saskatoon Quebec City Edmonton Calgary Winnipeg Halifax Additional consultations with stakeholders (e.g. ACAHO, AFMC, RCPSC)
Preliminary Results from National Survey Over 330 completed surveys (2 weeks) Majority of participants were from: Ontario (37%), Quebec (27%) and Alberta (12%) The majority of participants came from the academic sector (71%). Of the participants that come from a university setting, 38% identified as full professors, 23% associate professors and 14% graduate students.
Overall Support for the Strategic Plan Please indicate your level of overall support for CIHR’s five year strategic plan.
Preliminary Results Web Survey Results Strategic Plan received endorsement of 80% of participants (strongly support and support) Four strategic directions received support ranging from: 94%-77% for Strategic Direction 1 – World class excellence 77% for Strategic Direction 2 – Health system priorities 77%-73% for Strategic Direction 3 – Knowledge Translation 81% for Strategic Direction 4 – Organisational Excellence Open ended questions have yet to be fully analysed
Preliminary Results from Web Survey Most contentious issues were: Section on intensifying KT (Strategic Direction 3) (23% opposed): Comments received noted that too much emphasis was given to commercialization and knowledge transfer and some stressed that CIHR should focus solely on encouraging research and let those interested in commercialization find other resources. International Collaborations (Strategic Direction 1) (18% opposed): Comments received noted that the focus on international is ultimately positive but our domestic research agenda needs to be solidified before taking-on international efforts. Research Priorities (Strategic Direction 2) (18% opposed): Comments received noted that we cannot make top-down decisions about what will be important areas of research.
Common areas of interest: noted through visits and web-survey Basic Science: Misperceptions noted in consultations that CIHR is moving away from supporting basic science while providing too much emphasis on the other three pillars. Post-Doctoral/Fellowship support: Comments received noted inconsistencies in Canada with the financial support and taxation regulations between post-doctoral and fellowships. Large-scale projects: Comments received noted concerns with the impacts of some of the large-scale projects (e.g. SPOR and Alzheimer’s project) on A-base funding. Teaching hospitals: Research hospitals play a central role in health research but not present in plan. CIHR leadership being sought at this level as teaching/research hospitals struggle to make their research role recognized at the provincial level. Peer-review: Comments received in consultations noted a number of problems with peer-review that include a need for change of culture, peer-review fatigue and inconsistencies across Canada in peer-review activities. CIHR Branding: Strong interest by researchers, students and stakeholders to communicate with decision-makers regarding the importance of health research for Canada.
Next Steps Web consultations ends June 12, 2009; Summary feedback report will be posted on CIHR’s website; Recommendations for changes to final Research Roadmap will be presented to CIHR’s Governing Council; Scientific Directors will provide assistance with the development of Implementation Plan; and, Roadmap will be launched in fall 2009.