This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
I am pleased to present the 2010-2011 Departmental Performance Report (DPR) for the Canadian Institutes of Health Research (CIHR).
The Government of Canada continues to implement its multi-year Science and Technology Strategy that seeks to promote a better quality of life for Canadians through science and technology, while creating jobs and economic growth. CIHR has been a significant contributor to this strategy through its support of health research excellence and innovation.
CIHR celebrated its tenth anniversary last year, a key milestone in the delivery of its mandate. In its tenth year, the organization moved swiftly to implement its second strategic plan, Health Research Roadmap: Creating innovative research for better health and health care. As part of Roadmap, CIHR launched a process to attain greater focus and impact from its strategic investments. The launch of CIHR's Signature Initiatives will help CIHR strategically allocate its resources to make the strongest possible impact on health and health care.
With the release of its first three-year Roadmap implementation plan and progress report in 2010-2011, CIHR continued to demonstrate its commitment to Roadmap's four strategic directions: Investing in world-class research excellence; Addressing health and health system research priorities; Accelerating the capture of health and economic benefits of health research; and, Achieving organizational excellence, fostering ethics and demonstrating impact. The annual publications of the Roadmap implementation plan and progress report reports on CIHR's progress made towards implementing its Strategic Plan, and effectively measure the success of current and future Roadmap initiatives.
During 2010-11, CIHR launched the Banting Postdoctoral Fellowships, a new prestigious postdoctoral fellowship program, in collaboration with the Natural Sciences and Engineering Research Council of Canada (NSERC) and the Social Sciences and Humanities Research Council (SSHRC) - to attract and retain outstanding health researchers. This new flagship program will help brand Canada as a destination of choice for outstanding postgraduate research trainees.
CIHR has taken a leadership role in working closely with its partners, including provincial and territorial governments, the Multiple Sclerosis Society of Canada, and numerous medical associations and societies, to advance safe, evidence-based research on multiple sclerosis (MS). CIHR has taken an active role in gathering experts who are reviewing the existing research evidence, and will reach conclusions regarding: (1) a common standard for reliably diagnosing the proposed Chronic Cerebrospinal Venous Insufficiency condition using imaging or other techniques; and (2) a potential association between impaired cerebral venous drainage and MS. CIHR has also provided valuable support to health professional associations to ensure that physicians and health care providers have the necessary information to support MS patients and their families.
In 2010-11, CIHR completed its second International Review. The review was conducted by an independent, international blue-ribbon panel of experts to draw conclusions on the performance of CIHR as a whole, as well as the performance of its Institutes. CIHR's commitment to openness and transparency in measuring and accounting on its performance publicly demonstrates CIHR's strong desire to achieve organizational excellence.
I want to congratulate CIHR on another year of significant accomplishments. Its current strategic directions and ongoing partnerships will continue to support excellence among Canada's best and brightest health researchers for the benefit of Canadians, now and in the future.
The Honourable Leona Aglukkaq, P.C., M.P.
Minister of Health
Government of Canada
President: Dr. Alain Beaudet, MD, PhD
Annual Spending: $1,026.9 million
Head Office: Ottawa
Employees: 432
Aboriginal Peoples' Health
Dr. Malcolm King
Aging
Dr. Anne Martin-Matthews
Cancer Research
Dr. Morag Park
Circulatory and Respiratory Health
Dr. Jean L. Rouleau
Gender and Health
Dr. Joy Johnson
Genetics
Dr. Paul Lasko
Health Services and Policy Research
Dr. Colleen M. Flood
Human Development, Child and Youth Health
Dr. Michael Kramer
Infection and Immunity
Dr. Marc Ouellette
Musculoskeletal Health and Arthritis
Dr. Jane Aubin
Neurosciences, Mental Health and Addiction
Dr. Anthony Phillips
Nutrition, Metabolism and Diabetes
Dr. Philip M. Sherman
Population and Public Health
Dr. Nancy Edwards
In 2010-11, CIHR supported the work of more than 14,000 health researchers and trainees
CIHR is the Government of Canada's health research funding agency. It was created in June 2000 by the CIHR Act (Bill C-13) with a mandate "to excel, according to internationally accepted standards of scientific excellence, in the creation of new knowledge and its translation into improved health for Canadians, more effective health services and products and a strengthened Canadian health care system".
CIHR's mandate seeks to transform health research in Canada by:
CIHR integrates research through a unique interdisciplinary structure made up of 13 "virtual" institutes. These institutes are not "bricks-and-mortar" buildings, but communities of experts. In its topic area, each of CIHR's 13 Institutes supports a broad spectrum of research: biomedical, clinical, health services and systems; and, social, cultural, environmental and population health. Institutes form national research networks linking researchers, funders and knowledge users across Canada to work on priority areas. This innovative structure has been hailed as a global best practice and supports a solution-focused, multidisciplinary and collaborative approach to health research.
CIHR is governed by a Governing Council of 16 members. The President of CIHR serves as its Chair, with the Deputy Minister of Health an ex-officio and non-voting member. CIHR reports to Parliament through the Minister of Health and plays a key role in the Health Portfolio, the focal point for the Government of Canada's health-related activities. As Canada's health research funding agency, CIHR makes an essential contribution to the Minister of Health's overall responsibilities by funding the research and knowledge translation needed to inform the evolution of Canadian health policy and regulation; and, by taking an advisory role on research and innovation issues. This is achieved through an extensive and growing set of linkages with Health Canada and the Public Health Agency of Canada, providing decision-makers with access to high quality and timely health research knowledge.
CIHR also works closely with the Natural Sciences and Engineering Research Council (NSERC) and the Social Sciences and Humanities Research Council (SSHRC). The three Councils collectively manage several flagship programs for the Government of Canada, including the Networks of Centres of Excellence Program, the Canada Graduate Scholarships Program, the Vanier Graduate Scholarship Program, the Canada Research Chairs Program, and the new Banting Postdoctoral Fellowships Program.
In 2010-11, CIHR continued to support the Government of Canada's Science & Technology Strategy. CIHR's focus on excellence and innovation helps ensure that its investments are aligned to the Strategy's key theme of mobilizing S&T to Canada's advantage.
The figure below illustrates CIHR's Program Activity Architecture (PAA) for the 2010-11 fiscal year, which was approved by Treasury Board in May 2009. The PAA consists of one Strategic Outcome and five Program Activities that support the Strategic Outcome. The performance information presented in Section II is organized according to this PAA structure.
View a textual description of the above figure
* Note: In June 2009, the Randomized Control Trials Program was integrated into the Open Research Grant Program.
To accomplish its mandate, CIHR provides a range of programs and activities that are designed to improve the health of Canadians and to deliver more effective health care services to Canadians. CIHR's Strategic Outcome positions Canada as a world leader in the creation and use of health knowledge for the betterment of both Canadians and the international community. This Strategic Outcome is achieved through the following Program Activities:
The new PAA better aligns CIHR's Management, Resources and Results Structure (MRRS) with the mandate and vision of CIHR; enables CIHR to collect financial and non-financial information, results and other key data on program activities to support informed decision making; and, ensures CIHR is able to provide improved public performance reporting.
PAA Crosswalk – Program Activity Level Integration of 2009-10 Program Activities into 2010-11 Program Activities |
|
---|---|
2010-2011 Program Activity | 2009-2010 Program Activity |
1. No Sub-Activities related to this Program Activity | |
PA 1.1 Health Knowledge | PA 1.1 Open Research |
PA 2.2 Research Resources and Collaborations | |
PA 2.4 Ethical, Legal and Social Issues 1 | |
PA 1.2 Health Researchers | PA 2.1 Researchers and Trainees |
PA 1.3 Health Research Commercialization | PA 3.2 Commercialization of Health Research |
PA 1.4 Health and Health Services Advances | PA 1.2 Strategic Priority Research |
PA 2.3 National and International Partnerships | |
PA 3.1 Knowledge Translation of Health Research |
PAA Crosswalk at the Sub-Activity Level Integration of 2009-10 Program Activities into 2010-11 Program Activities |
|
---|---|
2010-2011 Sub-Activity | 2009-2010 Program Activity/Sub-Activity |
2. No Sub-Activities related to this Program Activity | |
SA 1.1.1 Open Research Grant Program | SA 1.1.1 Open Operating Grant Program |
PA 2.2 Research Resources and Collaborations 2 | |
PA 2.4 Ethical, Legal and Social Issues 2 | |
SA 1.1.2 Randomized Control Trials (RCT) Program | SA 1.1.2 Randomized Control Trials (RCT) Program |
SA 1.2.1 Salary Support Programs | SA 2.1.1 Salary Support Programs |
SA 2.1.3 Canada Research Chairs | |
SA 1.2.2 Training Support Programs | SA 1.1.3 Team Grant Program |
SA 2.1.2 Training Support Programs | |
SA 2.1.4 Canada Graduate Scholarship Program | |
SA 1.3.1 Research Commercialization Programs | PA 3.2 Commercialization of Health Research 2 |
SA 1.3.2 Networks of Centres of Excellence NCE) Programs | SA 3.1.2 Networks of Centres of Excellence (NCE) Program |
SA 1.4.2 Knowledge Translation Programs | SA 2.3.2 Partnership Programs |
SA 3.1.1 Knowledge Translation Program |
In 2009, CIHR launched its new five-year strategic plan, Health Research Roadmap, which provided a sound foundation and framework for the effective management of key health-related strategic priorities and decisions. A three-year implementation plan and progress report has been developed for the strategic plan. It is published and refreshed annually.
Exceeded: More than 100 per cent of the expected level of performance for the priority identified in the corresponding RPP was achieved during the fiscal year.
Met All: 100 per cent of the expected level of performance for the priority identified in the corresponding RPP was achieved during the fiscal year
Mostly Met: 80 to 99 per cent of the expected level of performance for the priority identified in the corresponding RPP was achieved during the fiscal year
Somewhat Met: 60 to 79 per cent of the expected level of performance for the priority identified in the corresponding RPP was achieved during the fiscal year
Not Met: Less than 60 per cent of the expected level of performance for the priority identified in the corresponding RPP was achieved during the fiscal year
Priority | Type 3 | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
3. Type is defined as follows: Previously committed to—committed to in the first or second fiscal year before the subject year of the report; Ongoing—committed to at least three fiscal years before the subject year of the report; and New—newly committed to in the reporting year of the DPR. | ||
Invest in World-Class Research Excellence | Ongoing | 1.1 Health Knowledge 1.2 Health Researchers |
Status | ||
Met All
|
Priority | Type 4 | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
4. Type is defined as follows: Previously committed to—committed to in the first or second fiscal year before the subject year of the report; Ongoing—committed to at least three fiscal years before the subject year of the report; and New—newly committed to in the reporting year of the DPR. | ||
Address Health and Health System Research Priorities | Ongoing | 1.4 Health and Health Services Advances |
Status | ||
Met All
|
Priority | Type 5 | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
5. Type is defined as follows: Previously committed to—committed to in the first or second fiscal year before the subject year of the report; Ongoing—committed to at least three fiscal years before the subject year of the report; and New—newly committed to in the reporting year of the DPR. | ||
Accelerate the Capture of Health and Economic Benefits of Health Research | Ongoing | 1.3 Health Research Commercialization 1.4 Health and Health Services Advances |
Status | ||
Met All
|
Priority | Type 6 | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
6. Type is defined as follows: Previously committed to—committed to in the first or second fiscal year before the subject year of the report; Ongoing—committed to at least three fiscal years before the subject year of the report; and New—newly committed to in the reporting year of the DPR. | ||
Achieve Organizational Excellence, Foster Ethics and Demonstrate Impact | Ongoing | 1.5 Internal Services |
Status | ||
Met All
|
CIHR has adopted a proactive approach to identify, assess and mitigate risks under the terms of the Risk Management Framework approved by Governing Council in November 2009. The Risk Management governance structure contained in the Framework clearly defines the roles and responsibilities of Risk Owners, CIHR management, Chief Risk Officer, Governing Council, and Audit Committee. The Framework also includes CIHR's Risk Management Policy, and describes the process that has been established to develop and refresh the Corporate Risk Profile (CRP).
The implementation of CIHR's five-year strategic plan, Health Research Roadmap, continued to be the most significant risk that was actively managed by CIHR. Specifically, the risk is that CIHR will be unable to fully deliver on the strategic directions as outlined in Roadmap's defined timeframe. This includes the risk that both internal and external stakeholders do not understand, or support, the proposed changes to operational requirements and competing priorities, which may prevent resources from contributing Roadmap's implementation. To address this particular risk, CIHR:
While progress has been made on the approved mitigation strategies, the risk level associated with the successful implementation of Roadmap remains high. The objective of CIHR management is to reduce the level of risk in the future through the implementation of Roadmap's directed stakeholder communication and engagement plan; and, active monitoring of the plan's progress.
Planned Spending | Total Authorities | Actual Spending |
---|---|---|
980.8 | 1,029.9 | 1,026.9 |
CIHR's total Parliamentary authorities increased to $1,029.9M in 2010-11, an increase of $49.1M compared to its planned spending. The increase in Parliamentary authorities was the result of an increase to CIHR's base budget of $16M announced in Budget 2010, as well as the launch of new programs such as the Medical Isotopes Initiative ($4.9M), the Canada Excellence Research Chairs program ($4.6M) and the Banting Postdoctoral Fellowships program ($1.6M). CIHR also received additional Parliamentary authorities during the 2010-11 fiscal year (via the Supplementary estimates) to fund the third round of grants for the Centres of Excellence for Commercialization and Research (CECR) Program ($9.7M), a $3M transfer from the Public Health Agency of Canada to fund breast cancer research; and, additional transfers from other Federal government departments totalling $3.6M to fund strategic investments in areas including chronic disease, population health intervention and autism research. CIHR also received an additional $5.7M in operating authorities via the 2010-11 Supplementary Estimates, including a $2.2M carry forward 2009-10 unspent authorities, as well as $3.5M through technical adjustments to cover higher employee salaries and related benefits.
In 2010-11, CIHR's expenditures totalled $1,026.9M, which was $3.0M less than its total available Parliamentary authorities. CIHR lapsed $2.4M of its Grants Vote during 2010-11 fiscal year and $0.6M from its Operating expenditure Vote. CIHR is not able to carry forward any of its unspent authorities to the 2011-12 fiscal year.
Approximately $1.5M of CIHR's Grants Vote lapse occurred with respect to listed grant programs where CIHR did not receive enough eligible applications to fully disburse available authorities. CIHR is unable to reallocate unused authorities from listed grant programs to other initiatives. Parliament was dissolved in late March, 2011, which resulted in Supplementary Estimates C not being approved. As such, CIHR lapsed an additional $0.7M of its Grants Vote due to the inability to transfer authorities to another federal department as planned. Other immaterial lapses of grant funds totalled $0.2M.
Planned | Actual | Difference |
---|---|---|
430 | 432 | (2) |
No material variance was noted between planned and actual FTEs in 2010-11.
Note: CIHR uses a peer review process to identify exemplary projects and individuals that merit funding. In 2010-11, over 2,900 peer reviewers provided their time, without remuneration, and served on 249 peer review committees to review nearly 18,000 applications. Without the voluntary support from this community of experts, CIHR would not have the necessary financial and human resources to review and fund the same amount of quality health research.
Performance Indicators | Targets |
---|---|
1. Canadian ranking in health research intensity compared to international levels. | Maintain or increase international ranking. |
2. Canadian number and share of world health research papers. | Maintain or increase share. |
3. Number of citations of Canadian health research papers compared to international levels. | Maintain or increase international ranking. |
4. Researchers per thousand workforce compared to international levels. | Maintain or increase international ranking. |
5. Changes in health practices, programs or policies informed by CIHR-funded research. | Evidence that the work of CIHR funded researchers resulted in long-term impacts. |
6. Diversity of research supported (by theme and Institute) | Maintain diversity of funding and increase funding in priority areas. |
2010-11 Performance Summary | |
|
CIHR's successes at the Strategic Outcome-level are supported by expenditures at the Program Activity (PA) level.
Program Activity | 2009-10 Actual Spending |
2010-11 | Alignment to Government of Canada Outcomes | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
|||
1.1 Health Knowledge | 453.2 | 449.5 | 449.5 | 458.0 | 468.5 | Healthy Canadians |
1.2 Health Researchers | 194.7 | 201.6 | 201.6 | 208.3 | 195.7 | Healthy Canadians |
1.3 Health Research Commercialization | 47.4 | 46.2 | 46.2 | 55.9 | 53.1 | Healthy Canadians |
1.4 Health and Health Services Advances | 256.9 | 257.8 | 257.8 | 279.3 | 275.4 | Healthy Canadians |
1.5 Internal Services | 31.5 | 25.7 | 25.7 | 28.4 | 34.2 | |
Total | 983.7 | 980.8 | 980.8 | 1,029.9 | 1,026.9 |
The Government of Canada's 2009 Budget, Canada's Economic Action Plan, provided CIHR with $35 million over three fiscal years to temporarily expand the Canada Graduate Scholarships (CGS) program. The CGS program supports Canada's top graduate students to help ensure a reliable supply of highly skilled personnel to meet the needs of Canada's knowledge economy. The CEAP provided CIHR with $14 million in additional funding in 2010-11 to fund additional Doctoral scholarships (valued at $70,000 each) and Master's scholarships (valued at $17,500 each) under program activity 1.2, Health Researchers.
($ millions)
View a textual description of the above figure
For information on our organizational votes and/or statutory expenditures, please see the 2010-11 Public Accounts of Canada (Volume II) publication. An electronic version of the Public Accounts is available.