Transcript CIHR PRESENTATION TITLE

CIHR’s University Delegates Meeting
June 4th, 2009
Dr. Alain Beaudet, President
Discussion Points
 Canada’s Health Research landscape
 A Health Research Roadmap for 2009-2014
 What Canada’s Research Community is
saying
Portfolio of CIHR Expenditures
($Millions Including NCE, CERC and CRC)
2008-2009
$979M
Operating
1999-2000
$310M
Operating
Expenditures
$14
Expenditures
$47
Open
Competitions
$251
Strategic
Initiatives
$229
Strategic
Initiatives
$24
NCE
$21
CECR
$74
NCE
$28
CRC
$86
Open
Competitions
$510
Total research expenditures
Gross domestic expenditures on R&D in the health field, by funder, 2007
Foreign
13%
Federal
21%
Non-profit
8%
Provincial
6%
Higher Ed
28%
Total: $6.3 billion
Source: Statistics Canada
Business
24%
Number of Researchers & Trainees
Supported by CIHR
Number of Health Researchers and Trainees
12,000
10,000
8,000
6,000
11,036
8,882
4,000
9,593
9,902
2003-04
2004-05
11,478
11,716
2006-07
2007-08
7,718
5,370
6,004
2,000
0
1999-00
2000-01
2001-02
2002-03
Fiscal Year
2005-06
Average Size of Grants & Awards
Average Value of an Open Operating Grant
(Thousands of $)
120
100
80
60
40
$92
$95
2000-01
2001-02
$103
$106
$109
2002-03
2003-04
2004-05
$111
$112
2005-06
2006-07
$119
$81
20
0
1999-00
Fiscal Year
2007-08
CIHR Expenditure Forecast
Budget 2009:
Strategic Review
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:
2009/10
2010/11
2011/12
On-Going
Open Team Grants Program
$1.5M
$5.5M
$27.6M
$27.6M
Indirect Cost of Research
$0.4M
$1.3M
$6.6M
$6.6M
--
$2.0M
$2.0M
$2.0M
$1.9M
$8.8M
$36.2M
$36.2M
Intellectual Property Mobilization
Program
Total
Federal Investments in Research
Direct Research Costs in Federal Funding for the Higher Education Sector
70.0%
60.0%
50.0%
40.0%
30.0%
199798
199899
199900
200001
200102
200203
200304
200405
200506
200607
Other Programs in Federal Funding for the Higher Education Sector
30.0%
20.0%
People
Infrastructure
Networks
10.0%
Admin
0.0%
199798
199899
199900
200001
200102
200203
200304
200405
200506
200607
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
S&T Strategy Principles
Promoting 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
Focusing on priorities
Encouraging partnerships
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 1
Basic Biomedical
Research
Valley 2
Clinical Science
& Knowledge
Translational Continuum
Clinical
Practice &
Health Decision
Making
Translating Science into Practice and Policy
Basic / Translational
Treatment Development
Mechanisms: underlying processes of
diseases and treatments
Testing: methods, safety, dosing
Validity: rigorous methods and measures
Efficacy
Generalizability: diversity of patients,
providers, settings
Effectiveness
Implementation /
Demonstration
Policy / Dissemination
Source: from Mental Health Workshop, Montreal, April 21-22, 2009
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.
Strategic Direction 4:
Achieve Organizational Excellence, Foster a
Culture of Ethics and Demonstrate Impact
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.
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.
Survey Respondents/Pillar representation
60
56%
50
percentage
40
30
27%
25%
22%
20
10
3%
2%
None of the
above
prefer not to
say
0
Pillar 1
Pillar 2
Pillar 3
Pillar 4
Survey Respondents / Career Stage
Prefer not to say 1%
Early
26%
Senior
54%
Mid
19%
Overall Support for the Strategic Plan
Please indicate your level of overall support for CIHR’s five year strategic plan.
Strongly support
Total
Female
Male
27%
53%
36%
Support
13% 4%3%
57%
24%
52%
6%1%
15%
Oppose
Strongly oppose
Total
27%
BC
25%
Praries (AB/SK/MN)
5%4%
21%
ON
Health
systems/services
Clinical
Biomedical
Soc. cultural
/enviro/pop. health
30%
63%
34%
22%
5%
53%
50%
30%
9%
19%
60%
1%
3%
5%4%
QC
Other
0%
26%
30%
20%
40%
53%
20%
Outside Can.
20%
9% 3%
57%
14%
48%
19%
26%
East
13% 4%3%
52%
9%
4% 4%
6% 2%
8% 2% 1%
70%
5%2%2%
80%
6%1% 3%
56%
11%4%2%
48%
16%
60%
53%
35%
Early career
University/college
No opinion
80%
3% 4%
100%
29%
Mid career
19%
Senior
66%
55%
30%
0%
20%
16%
47%
40%
5%
60%
16%
80%
6% 5%
5% 3%
100%
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
•
Teaching hospitals: Research hospitals play a central role in health research but
some of the large-scale projects (e.g. SPOR and Alzheimer’s project) on A-base
funding.
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.