CIHR Strategic Plan 2021–2031
Action Plan for Year 2 (2022–23)

Table of Contents

1. President's Message
2. About CIHR
3. About the Action Plan
   • Priority A: Advance Research Excellence in All Its Diversity
   • Priority B: Strengthen Canadian Health Research Capacity
   • Priority C: Accelerate the Self-Determination of Indigenous Peoples in Health Research
   • Priority D: Pursue Health Equity through Research
   • Priority E: Integrate Evidence in Health Decisions
4. Serving Canadians: Our Commitment to Organizational Excellence
5. Year 1 (2021-22) Progress and Achievements

President's Message

Last year, the Canadian Institutes of Health Research (CIHR) published our 10-year Strategic Plan and in so doing, publicly committed to an ambitious vision of a healthier future for all. This is a lofty goal, but I believe it is one befitting the largest funder of health research in a country that is home to some of the brightest and most dedicated scientists in the world.

At the end of this Action Plan is a progress report on how CIHR has done implementing our Year 1 Action Plan. I invite you to read it to get a sense of just how much we have been able to achieve together as a health research community. I would like to highlight just a few accomplishments:

• Together with our funding partners, we invested almost $390 million in COVID-19 research through rapid funding competitions that are generating real-time evidence for health policy- and decision-makers
• We opened the new Centre for Research on Pandemic Preparedness and Health Emergencies, which will ensure Canada has an emergency-ready health research system
• We continued to forge strong ties with the provinces and territories by renewing our support for Canada’s Strategy for Patient-Oriented Research with a combined investment of more than $320 million
• Together with our Tri-Agency partners, we continued our work on modernizing our grants management systems to better support applicants, administrators, reviewers, and agency staff
• We published Global Health 3.0: CIHR’s Framework for Action on Global Health Research, 2021-2026, a blueprint for driving progress on global health research
• We continued to embed equity, diversity, and inclusion in our ways of working—from convening advisory committees on anti-racism and accessibility, to conducting culturally safe peer review for Indigenous health research, to bringing in the lived and living experience of patient partners through our Older Adults and Youth advisory councils and patient engagement research ambassadors program.

Behind the scenes, too, we have been advancing our commitment to organizational excellence, by, among things, strengthening our planning, evaluating, monitoring, and reporting functions; enacting human resources strategies to recruit and retain Indigenous and racialized employees; and building out a Learning Health Systems Portfolio within the Agency.

Of course, we have much work still to do. The Action Plan for Year 2 that follows lists the activities we will undertake in 2022-23 and in the coming years to make our Strategic Plan a reality.

I want to thank CIHR’s dedicated staff, including our colleagues at the Institutes; the members of our community who serve as peer reviewers and on advisory bodies; our funding partners; and Canada’s wider community of health researchers: I have no doubt that, working together, we can truly achieve the best health for all, powered by outstanding research.

Michael J. Strong, MD, FRCPC, FAAN, FCAHS
President
Canadian Institute of Health Research

About CIHR

Our Vision

The best health for all, powered by outstanding research.

Our Mandate

As embedded in the CIHR Act, our mandate is to excel, according to internationally accepted standards of scientific excellence, in the creation of new knowledge and its mobilization into improved health for Canadians, more effective health services and products, and strengthened Canadian health care systems.

Achieving the vision and mandate

As Canada’s health research investment agency, CIHR collaborates with partners and researchers to support the discoveries and innovations that improve our health and strengthen our health systems. CIHR was created in 2000, under the authority of the CIHR Act, as an independent agency that is accountable to Parliament through the Minister of Health. Our mission is to create new scientific knowledge and to enable its dissemination and implementation into improved health, more effective health services and products, and strengthened Canadian health systems. This is the value proposition of CIHR.

As part of the Government of Canada Health Portfolio, CIHR is vested with the responsibility to foster excellence in research that will improve the health of Canadians. As evidenced by its proven ability to deliver rapid research funding and leverage expertise throughout the COVID-19 pandemic, CIHR also plays a significant role in the whole-of-government response to addressing emerging health emergencies.

CIHR is comprised of a headquarters located in Ottawa, as well as Institutes located throughout the country that support individuals, groups, and communities of researchers and trainees across Canada.

Governing Council

CIHR is governed by a Governing Council of 18 members with a broad range of expertise and experience, and who are appointed by the Governor in Council. Governing Council plays a key role in evaluating CIHR's overall performance, ensuring that the agency remains true to the CIHR Act, and has been a critical partner in the development of the Strategic Plan. As delineated in the Act, Governing Council plays a crucial role in ensuring that CIHR has a peer review process and funding programs that serve to fulfil the agency’s mandate.

Institutes

CIHR’s 13 Institutes are integral to the success of CIHR in delivering both our vision and mandate. The scientific directors, by working closely with their individual Institute Advisory Boards (IABs), provide a critical interface with our research community. They help to ensure that the decisions of CIHR leadership and the Governing Council are reflective of the emerging health needs of Canadians, while also strategically supporting the information needs of health policy decision makers.

About the Action Plan

This Action Plan outlines the commitments CIHR will undertake on a yearly basis to support the realization of the priorities and strategies in the Strategic Plan. While CIHR will adhere as closely as possible to the timelines below, we recognize that some commitments—especially those for future years—may evolve as the implementation of the plan progresses and the environment around us changes.

CIHR’s Action Plan for Year 2 builds on the strong foundation we laid in Year 1 to set us up for success on our journey to achieving the best health for all, powered by outstanding research. As was the case last year, in the year ahead CIHR will continue to focus on responding to the COVID-19 pandemic and ensuring Canada has an emergency-ready health system. We will also set our sights on delivering on the promise of the Strategic Plan, from championing equity, diversity, and inclusion in the health research ecosystem, to modernizing our grants management systems, to investing in clinical trials so that Canada becomes a leader in developing and testing new drugs, treatments, and ways of delivering health care.

For each of the actions that follow, CIHR will continue to foster collaboration with the health research community as part of our shared goal of implementing the Strategic Plan. In addition, CIHR remains committed to decision-making guided by evidence and to enhancing analytical capacity within the organization.

CIHR is also committed to reviewing our progress against stated commitments. At the end of this document, you will find a report on the progress we made delivering our Action Plan for Year 1.

Priority A: Advance Research Excellence in All Its Diversity

Priority B: Strengthen Canadian Health Research Capacity

Priority C: Accelerate the Self-Determination of Indigenous Peoples in Health Research

Priority D: Pursue Health Equity Through Research

Priority E: Integrate Evidence in Health Decisions

Serving Canadians: Our Commitment to Organizational Excellence

Year 1 (2021-22) Progress and Achievements

The Canadian Institutes of Health Research (CIHR) is pleased to present this report on the progress it has made implementing the Strategic Plan Action Plan for Year 1 (2021-2022). With the Action Plan for Year 1, we set ourselves an ambitious but manageable blueprint for laying the groundwork for our 10-year Strategic Plan. At a time when the continuing COVID-19 pandemic had the potential to shift us off course, it is a credit to staff across CIHR and the Institutes that we remain on track to achieve our vision for a healthier future. We invite you to continue reading to learn more about our progress to date on implementing specific priorities from our Strategic Plan.

Priority A: Advance Research Excellence in All Its Diversity

CIHR is on track to deliver on our priority to advance research excellence in all its diversity. Over the past year, CIHR has drafted an expanded definition of research excellence focused on going beyond the number and perceived excellence of published papers to consider concepts such as equity, diversity, and inclusion; open science; open access; patient engagement; sex and gender; and knowledge mobilization, and is now starting a dialogue on how best to implement this definition in its policies and programs. CIHR also continued to actively participate in the Research on Research Institute (RORI), an international consortium of funders working together to develop a more open, inclusive, and effective research ecosystem. CIHR co-hosted national and international engagement sessions on a range of topics related to research excellence, including responsible research assessment, and clinical trial oversight and implementation in the context of COVID-19.

To advance CIHR’s role in the ethics of health research, the agency contributed to the development of a global guidance framework to harness the responsible use of life sciences. CIHR also demonstrated ethics leadership through a pan-Canadian genomic consent project, led by the CIHR Institute of Genetics, with the goal of increasing the accessibility and interoperability of data for research and clinical uses. As another element of research excellence, CIHR has improved its management of conflict of interest by introducing new tools to enhance the coordination of information, the delivery of timely advice, and training.

To promote open science, CIHR supported numerous external engagements in support of the Tri-Agency Research Data Management Policy and associated requirements. CIHR also published a policy guide to help researchers adhere to the WHO’s Joint Statement on Public Disclosure of Results from Clinical Trials, which CIHR signed on to in October 2020. In addition, CIHR engaged in and contributed to national and international dialogues to advance practices related to research data, open access, and other elements of open science.

CIHR continued to deliver on international partnerships, including RoRI, the GENDER Science, Technology, and Innovation (STI) project, the renewal of the Joint Canada-Israel Health Research Program, the renewal of the Healthy Life Trajectories Initiative, and the launch of transnational calls through the European Framework Programme. CIHR has helped to advance Tri-Agency, Canadian Research Coordinating Committee (CRCC) and Government of Canada priorities and initiatives such as strengthening Indigenous research capacity and participating in meetings with global leaders in science, technology, and innovation to foster stronger international linkages. Finally, CIHR collaborated with the National Alliance of Provincial Health Research Organizations (NAPHRO) to develop an understanding of the initial impacts of the COVID-19 pandemic on the health research ecosystem. These findings are informing the work of both CIHR and NAPHRO.

CIHR did not commit to any actions for this strategy in Year 1. Updates will appear in the Year 2 (2022-23) Progress Report.

Priority B: Strengthen Canadian Health Research Capacity

Overall, CIHR has made significant advances in strengthening investigator-initiated research, promoting equity, diversity, and inclusion (EDI), and enhancing CIHR’s rapid response capacity this year.

CIHR has identified several priority areas to strengthen investigator-initiated research in the years to come, including: a proposed model for a high-risk/high-reward program, investigating the factors that contribute to bias in peer review, ensuring access to quality data, and fostering greater interconnectedness between investigator-initiated and strategic funding. CIHR is also examining the quality of peer review produced by various models (face-to-face, virtual, hybrid). In November 2021, CIHR, NSERC, and SSHRC launched the process to determine which new platform the Tri-Agencies will purchase to modernize their grants management systems to better support applicants, administrators, reviewers, and agency staff during the grants management lifecycle.

To promote EDI, CIHR, in partnership with NSERC and SSHRC, publicly released an updated Tri-Agency EDI Action Plan, which identifies measures to embed EDI within the agencies’ policies, programs, and practices as well as measures that can move Canada toward an inclusive post-secondary research system and culture. CIHR also collaborated on updating the Health Portfolio Sex- and Gender-Based Analysis Plus (SGBA+) Policy to encompass all relevant identity factors (including but not limited to sex, gender, age, race, and sexual orientation), and to require the application of intersectional analyses to Health Portfolio activities. In addition, CIHR took meaningful steps to co-develop its approach to addressing systemic racism in the health research funding system. These steps included hosting an online dialogue with communities marginalized by racism, convening an External Anti-Racism Advisory Committee, and beginning to co-develop a CIHR anti-racism action plan, to be further validated and finalized in 2022-23. CIHR also established an External Advisory Committee on Accessibility and Systemic Ableism that will guide community engagements and inform CIHR’s actions toward improving accessibility and addressing systemic ableism in the health research funding system.

Significant progress has been made to enhance CIHR’s rapid response capacity this year. CIHR continues to support excellent research to respond to the COVID-19 pandemic, including investing $389M to support critical priorities. Another key achievement is the creation of the Centre for Research on Pandemic Preparedness and Health Emergencies, to be housed at CIHR, which will help ensure Canada has an emergency-ready health research system.

CIHR did not commit to any actions for this strategy in Year 1. Updates will appear in the Year 2 (2022-23) Progress Report.

Priority C: Accelerate the Self-Determination of Indigenous Peoples in Health Research

CIHR has made progress in Year 1 on advancing the health and well-being of First Nations, Inuit, and Métis Peoples and removing barriers to Indigenous-led research. Crucially, this work has been done while continuing to meaningfully listen and engage with rights-holding communities, including First Nations, Inuit, and Métis Peoples.

CIHR continues to further implement the 2019-2024 Institute of Indigenous Peoples’ Health (IIPH) Strategic Plan and Action Plan: Building a healthier future for First Nations, Inuit, and Métis Peoples. Notably, the Reference Group for the Appropriate Review of Indigenous Research, comprised of 16 Indigenous scholars, continues to guide the Tri-Agencies on ethically and culturally safe peer review approaches and practices for Indigenous Peoples and advancing the development of Indigenous research principles. CIHR continues to run funding competitions tailored to Indigenous organizations to address Indigenous health issues, including those on the impacts of COVID-19 on Indigenous communities. CIHR is building research evidence to improve the health status of First Nations, Inuit, and Métis Peoples, and is working to increase the number and diversity of Institute-led strategic initiatives and activities focusing on Indigenous health, in alignment with the Agency’s commitment to strengthen Indigenous health research in Canada. CIHR advanced Indigenous knowledge mobilization in a number of ways, including through the work of the CIHR Network Environments for Indigenous Health Research Centres and events such as an IIPH-hosted Indigenous Peoples and COVID-19 virtual knowledge mobilization forum, which included a special session on Indigenous Peoples and COVID-19 in Australia, Canada, and New Zealand.

CIHR did not commit to any actions for this strategy in Year 1. Updates will appear in the Year 2 (2022-23) Progress Report.

Priority D: Pursue Health Equity Through Research

CIHR completed its Year 1 commitment of driving progress on global health research by publishing Global Health 3.0: CIHR’s Framework for Action on Global Health Research, 2021-2026 and promoting it broadly to internal and external stakeholders. To launch the Framework, celebrate achievements, and discuss the challenges ahead in global health, CIHR hosted a virtual event entitled “Harnessing Canadian Research for Global Health Equity” that included high-profile attendees from across the Government of Canada, researchers, trainees, community leaders, and policymakers, from Canada and several other countries. CIHR began to implement the Framework and deliver on its goals and objectives, leveraging Canadian research excellence to achieve big impact, foster alignment, and strengthen capacity in global health research.

CIHR made progress on several fronts to reduce health inequities through research. For example, CIHR put in place policies and practices to include patients as members of the College of Reviewers and to support their integration into a reviewer role. CIHR developed a new learning module that guides patient and knowledge-user reviewers in conducting effective and fair peer review at CIHR. CIHR completed a scan of its patient engagement (PE) activities, resources, and funding opportunities Some examples of PE achievements from the past year include:

• patient focus groups to inform the development of the Institute of Health Services and Policy Research Transforming Health with Integrated Care (THINC) initiative
• a membership recruitment process for CIHR’s Institute Advisory Boards to broaden representation to include people with lived and living experience
• the Institute of Human Development, Child and Youth Health’s Youth Advisory Council
• the Institute of Aging’s Older Adult Advisory Council
• the Institute of Musculoskeletal Health and Arthritis Patient Engagement Research Ambassadors program
• the Institute of Gender and Health’s Guide to Best Practices for Including a Sex and Gender Champion
• a plain language glossary of frequently used research terms (CIHR Jargon Buster)
• the engagement of Indigenous People and Indigenous communities in the Diabetes Prevention and Treatment in Indigenous Communities: Resilience and Wellness funding opportunity

CIHR also ran several funding competitions with a focus on addressing health inequities, including the Non-Communicable Disease Risk Prevention team grant; the Community led research on LGBTQIA/2S Wellness catalyst grant; the Quadruple Aim and Equity catalyst grant; and the HIV/AIDS and STBBI Community-Based Research operating grant. CIHR intends to launch further funding opportunities focused on health inequities in the coming years.

CIHR did not commit to any actions for this strategy in Year 1. Updates will appear in the Year 2 (2022-23) Progress Report.

Priority E: Integrate Evidence in Health Decisions

All commitments set out in Year 1 for the priority of integrating evidence in health decisions have been initiated and have either been completed or are on track to be completed as planned. CIHR developed a draft CIHR Knowledge Mobilization Framework and Action Plan, outlining a vision for the future of knowledge mobilization at CIHR. The draft framework and action plan were informed by scanning Canadian and international knowledge mobilization initiatives and best practices and will be further refined in 2022-23 via engagement with a diverse range of stakeholders. CIHR collaborated with federal and provincial policy partners throughout the year to deliver “Best Brains Exchanges” on a number of topics, including visioning the future of public health, building a strategy for Artificial Intelligence in public health, and examining the post-COVID-19 condition in Canada.

CIHR renewed support for nine SPOR SUPPORT Units, bolstering patient-oriented research through a combined investment of more than $320M from the Government of Canada and provincial and territorial partners.

In consultation with NAPHRO partners, CIHR solicited input on SPOR-related priorities through key informant interviews with provincial and territorial governments and a broader stakeholder survey. Common themes identified included Indigenous health, patient engagement, health equity, primary care, mental health and addiction, and palliative and end-of-life care. Virtual discussions with key stakeholder groups to further refine and prioritize the priorities will take place in 2022-23.

CIHR ran several funding competitions with a focus on knowledge mobilization, including implementation science, knowledge synthesis, and knowledge user engagement. Examples include the SPOR Networks – Knowledge Mobilization and Implementation Science grants, Healthy Cities Implementation Science team grants, Community-Led Research on LGBTQIA/2S Wellness catalyst grants, and the Quadruple Aim and Equity catalyst grants.

CIHR has also moved to create a new Learning Health Systems Research portfolio within the agency. This portfolio will bring together initiatives related to clinical trials, patient-oriented research, knowledge mobilization, ethics, research excellence, EDI, and capacity building, as well as CIHR’s Centre for Research in Pandemic Preparedness and Health Emergencies.

Serving Canadians: Our Commitment to Organizational Excellence

CIHR has initiated all commitments tied to building organizational excellence, providing a strong base from which to build in the coming years.

CIHR is incorporating an evidence-informed human resources strategy to recruit and retain First Nations, Inuit, and Métis employees and to increase equity, inclusion, and diversity. CIHR is now using tools such as the Aboriginal Job Board, Aboriginal Centre of Expertise, and GC Connex Indigenous Networks in its recruitment strategy. Furthermore, CIHR appointed representatives of EDI communities to several key executive positions. CIHR has prioritized supporting employee wellness including updating several policies and guidelines, and holding information sessions to increase staff resilience in the face of changes related to COVID-19 directives and protocols. CIHR has updated programs, policies, guidelines, and directives related to health and safety, disability management, leave management, accommodations, and vaccination further to public health and central agency guidance.

CIHR made significant progress establishing the foundational elements to support the implementation and resourcing of the Strategic Plan 2021-2031. CIHR established a fully integrated planning, evaluation, monitoring, and reporting function to support evidence-informed decision-making and to strengthen the design and delivery of our programs.

To improve the delivery of CIHR’s mandate in compliance with the Official Languages Act, CIHR relaunched the Research Initiative on Health and Official Language in Minority Communities (OLMCs) and ran the Official Language Minority Communities in Health Research catalyst grant competition this year. CIHR is refocusing on enhancing Official Languages through communications with employees and executives to encourage the use of both English and French in verbal and written communications. CIHR has increased its participation in Government of Canada committees that support research and OLMCs, such as the Network of Champions of Official Languages, Health Portfolio Consultative Committee for OLMC, and the Working Group on Data and Health – OLMC. CIHR is holding ongoing discussions with OLMCs to continue to promote growth of this research community and to promote CIHR funding opportunities.

Date modified:

2022-06-30