Review of the Institute of Circulatory and Respiratory Health - Management Response Action Plan (MRAP)
Evaluation: Institute of Circulatory and Respiratory Health
Evaluation completed: 2019-2020
Evaluation lead: CIHR
| Recommendation | Response (Agree/Disagree) | Management Action Plan | Responsibility | Timeline |
|---|---|---|---|---|
| Recommendation 1: The Panel recommends no changes to ICRH’s current mandate. | Agree | As identified in CIHR's new strategic plan, CIHR will undertake a review of the Institute model as part of its commitment to organizational excellence (associated action plan strategy 2). Any results from that review will inform the overall Institute model. | The Executive Vice President in collaboration with Governing Council | 2024/25 |
| Recommendation 2: The Panel recommends that ICRH continue to develop initiatives and activities to achieve the research priorities of its current strategic plan related to enhancing equity, diversity and inclusion in research, and building capacity for early- and mid-career researchers. | Agree | Building on previous strategies implemented, ICRH will continue to consider EDI in development of future initiatives and activities and ensure alignment with CIHR/Tri-Council actions to enhance EDI in research funding. | The Vice-President of Research Programs in collaboration with the Scientific Director, ICRH | 2022/23 |
| Recommendation 3: The Panel recommends that ICRH engage its broad scientific and stakeholder community to update the current strategic plan to enhance its scientific vision and aligning them to its core priorities, and identify the key emerging areas of research under its mandate. | Agree | ICRH will use the new CIHR Strategic Plan (2021-31), developed based on extensive consultation process with a wide variety of stakeholders to support future planning activities within its mandate. | The Vice-President of Research Programs in collaboration with the Scientific Director, ICRH. | 2021/22 |
| Recommendation 4: The Panel recommends that ICRH continue to invest in multi-disciplinary research initiatives, such as the Emerging Networks and the Community Development Program, which create and translate new knowledge and show promise to improve the health of Canadians. Given the past financial investment made in these initiatives, the panel recommends that ICRH propose a plan of action to ensure a “legacy product” to capture and sustain the value (e.g., database, training program) of the currently funded initiatives. Going forward, each new network or program should at the outset, be charged with leaving a ‘legacy product’ that could sustain the value of the initiative into the future. | Agree | To the extent possible given the impact of the COVID-19 pandemic on the health research funding ecosystem, ICRH will engage partners and continue to consider opportunities to facilitate networking within, and among the research community within its mandate. This will include other stakeholders in the research enterprise nationally and internationally. Where possible, financial investments for future initiatives will continue to emphasize sustainability planning for large funding opportunities to address how to sustain value of the initiative beyond the time frame of financial support. | The Vice-President of Research Programs in collaboration with the Scientific Director, ICRH | 2022/23 |
| Recommendation 5: The Panel strongly recommends that the current Scientific Director be renewed. | Agree | GC has approved the second term appointment of the Scientific Director for a four-year term ending December 2023. | The President in collaboration with Governing Council | 2019/20 (Complete) |
| Recommendation 6: Given ICRH’s commitment to Indigenous Health Research, health equity and mentorship, the Panel recommends that training activities provided by ICRH should continue to include substantive decolonized and decolonizing training on Indigenous people and their health. | Agree | The Institute will build on its existing commitments (e.g. co-leadership of the Network Environments for Indigenous Health Research) and continue to explore avenues to support CIHR’s broader commitments to First Nations, Inuit and Métis Peoples; ICRH will also continue to engage actively in trainee workshops at major mandate area society conferences with a focus on EDI issues. | The Vice-President of Research Programs in collaboration with the Scientific Director, ICRH. | 2022/23 |
| Recommendation 7: The Panel recommends that ICRH leverage its convening power to raise awareness of the disease burden and importance of research in ICRH’s mandate with key health system stakeholders and to initiate and catalyze an alliance of its broad researcher and stakeholder community. | Agree | The Institute will continue to actively pursue avenues to raise awareness of the disease burden and importance of research within its mandate. | The Vice-President of Research Programs in collaboration with the Scientific Director, ICRH | 2022/23 |
| Recommendation 8: Given ICRH’s available budget and the burden of disease within its mandate, the Panel recommends that CIHR, as part of the ongoing Institute Support Optimization Project, dedicate an Ottawa-based CIHR staff resource to enhance support for and coordination of ICRH research initiatives within CIHR. | Agree | As identified in CIHR's new strategic plan (21-31), CIHR will undertake a review of the Institute model as part of its commitment to organizational excellence. Any results from that review will inform the overall Institute model. | CIHR’s Senior Leadership Committee to monitor; Governing Council to approve | 2024/25 |
- Date modified: