2011-12 Departmental Performance Report

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Section II: Analysis of Program Activities by Strategic Outcome

Strategic Outcome #1:

A world-class health research enterprise that creates, disseminates and applies new knowledge across all areas of health research

CIHR supports health research in order to improve the health of Canadians and to deliver more effective health care services to Canadians by:

• Creating health knowledge which leads to the development of new and better ways to improve health; and, prevent, diagnose and treat disease;
• Ensuring Canada has top quality health researchers who can conduct health research;
• Fostering commercializing research discoveries; or,
• Creating new knowledge in strategic priority areas and its translation into improved health and a strengthened health system.

Program Activity 1.1: Health Knowledge

Program Activity Description

As of June 2009, CIHR's Randomized Controlled Trials Program has been integrated into the Open Research Grant Program. The Open Research Grant Program provides operating funds to support research proposals in all areas of health research, including randomized controlled trials research. The program aims to support the creation of new knowledge across all areas of health research, and to improve health and the health system. This is achieved by managing CIHR's open competition and related peer review processes based on internationally accepted standards of scientific excellence.

2011-12 Financial Resources ($ millions)

Total Authorities:

Total authorities for this program activity increased by $6.3M during the fiscal year; $5.1M of which was allocated from the ongoing $15.0M budget increase afforded to CIHR in the Budget 2011 to sustain research excellence by increasing funding for the Open Operating Grant Program (OOGP). The remaining increase was the result of technical adjustments to cover employee salaries and related benefits and severance payouts.

Actual Spending:

Actual spending associated with this program activity was higher than total authorities by $20.2M largely as a result of the re-allocation of unspent funds from the Canada Research Chairs Program (under Program Activity 1.2: Health Researchers) to the Open Operating Grant Program due to challenges encountered by universities in filling the Chair positions.

2011-12 Human Resources (FTEs)

Program Activity Performance Summary

Performance Summary and Analysis of Program Activity

CIHR recently received data from Research Reporting System (RRS), which is an end-of-grant reporting module collecting information from CIHR-funded researchers on the results of their grant(s). The initial launch of the RRS has focused solely on the CIHR's Open Operating Grant Program (OOGP); other funding programs are now being added to the RRS process.

Performance Indicator A:

1. For target A (i), data from RRS for grants with expiry dates between April 1st, 2009 and March 31, 2012 produced 2,858 journal publications. The average number of publications per grant for this period was 9.9 [Annex I].
2. In terms of target A (ii), data from RRS for grants with expiry dates between April 1, 2009 and March 31, 2012 indicated 6,444 KT activities were completed by researchers including 5,005 presentations and 1,439 interviews. [Annex I] The average number of KT activities per grant was 17.3 for presentations and 5.0 for interviews for this period.
3. CIHR spent $459.7 million in the Open Research Grant Program in 2011-12 as compared to $458.0 million in 2010-11, an increase of 0.4%. In 2011-12, CIHR supported 3,946 grants through the Open Research Grant Program as compared to the 4,047 reported in 2010-11. The average annual value of grants supported increased from $113,169 in 2010-11 to $116,507 in 2011-12 [Annex J].

Lessons Learned

Researchers have cited a need to reduce applicant and peer reviewer burden. CIHR has initiated a process to design a new Open Suite of Programs and peer review system and the proposed reforms will address these concerns.

Program Activity 1.2: Health Researchers

Program Activity Description

Programs under Program Activity 1.2 include CIHR's Salary Support Programs, which provide salary support to help new health researchers develop their careers and devote more time to initiating and conducting health research; and, its Training Support Programs, which provide support and special recognition to Master's, Doctorate, Post-doctorate or post-health professional degree students in Canada. In addition, CIHR jointly administers Tri-Council programs, including the Canada Research Chairs Program, the Canada Excellence Research Chairs Program, the Canada Gradstrongate Scholarship Program (CGS), the Vanier CGS Program; and, the Banting Postdoctoral Fellowship Program. Together, these programs aim to build health research capacity to improve health and the health system by supporting the training and careers of excellent health researchers through a competitive peer review process based on internationally accepted standards of scientific excellence.

2011-12 Financial Resources ($ millions)

Total Authorities:

Overall, total authorities for Program Activity 1.2 remained at the same level compared to Main Estimates.

Actual Spending:

Actual spending was $22.2M less than total authorities due primarily to the in-year re-allocation of unspent authorities from the Canada Research Chairs program to the Open Operating Grants program (under Program Activity 1.1: Health Knowledge).

2011-12 Human Resources (FTEs)

Program Activity Performance Summary

Performance Summary and Analysis of Program Activity

Performance Indicator A:

1. PhD graduates in Canada per 100,000 population aged 25-29 increased from 191 in 2005 to 232 in 2009 (based on latest available information from OECD study). Canada has increased its ranking relative to international levels [Annex K].

Performance Indicator B:

1. In 2011-12 CIHR continued to support diversity by funding excellence in all areas of health research by theme and Institute-specific research area. The total number of investigators supported by CIHR decreased from 3,381 in 2010-11 to 2,797 in 2011-12 [Annex L]. The relative drop of researchers and trainees supported by CIHR in 2011-12 was attributable to the temporary funding from Government of Canada's Economic Action Plan (EAP) coming to an end, which had provided for an additional 400 Canada Graduate Scholarship (CGS) masters scholarships in 2009 and 2010 competitions. EAP also provided for an additional 200 doctoral scholarships in 2009 which will be funded over the following three years.

Lessons Learned

The International Review panel (IRP) recommended CIHR work with the nation's universities to enhance the career paths of its young investigators with particular attention paid to clinical investigators who must balance clinical service obligations with research. CIHR's new training strategy will consider how best to prepare trainees for the various career paths open to them. CIHR will continue to explore how best to work with universities and health research institutes to build a sustainable pipeline of talent at all career stages.

Program Activity 1.3: Health Research Commercialization

Program Activity Description

Programs under Program Activity 1.3 include the suite of Research Commercialization Programs, which aim to support the creation of new knowledge, practices, products and services and to facilitate the application of this knowledge and the Tri-Council Networks of Centres of Excellence (NCE) Program which partners centres of research excellence with industry capacity and resources and strategic investment to turn Canadian research and entrepreneurial talent into economic and social benefits for Canada. Overall, these programs aim to support and facilitate the commercialization of health research to improve health and the health system. This is achieved by managing funding competitions to provide grants, in partnership with the private sector where relevant, and using peer review processes based on internationally accepted standards of scientific excellence, and by building and strengthening the capacity of Canadian health researchers to engage in the commercialization process.

2011–12 Financial Resources ($ millions)

Total Authorities:

Overall, CIHR supported the commercialization of health research in Canada, and contributed towards increased access to innovative and effective health products, programs and technologies. Total authorities for this program activity increased by $9.4M compared to the 2011-12 Main Estimates. This increase is due to $9.3M received to fund the third round of grants for the Centres of Excellence for Commercialization and Research (CECR) program as well as $0.1M received for the College and Community Innovation (CCI) program.

Actual Spending:

No material differences were noted in actual spending versus total authorities for this program activity.

2011–12 Human Resources (FTEs)

Program Activity Performance Summary

Performance Summary and Analysis of Program Activity

Performance Indicator A:

1. In 2011-12, CIHR spent $16.8M in CIHR's suite of Research Commercialization Programs as compared to $14.0M in 2010-11, an increase of 20%. For the NCE Program, CIHR administered $38.6M in 2011-12 which is equivalent to the 2010-11 level. CIHR funded 181 grants through the Research Commercialization Programs, equivalent to 2010-11. CIHR's investments in research commercialization programs increased significantly in 2011-12, driven by the average dollar value of grants funded which increased by 21% from $76,695 to $92,549. For the NCE Program, CIHR funded 18 grants and awards in 2011-12 compared to 16 in 2010-11 [Annex M].
2. CIHR's Proof-of-Principle Program aims to facilitate and improve the commercial transfer of knowledge and technology resulting from academic health research for the benefit of Canadians. Final reports from the Proof-of-Principle Program are submitted 18 months after the term of the grant. An analysis of 220 reports found that 162 funded grants resulted in new patents; 60 resulted in the licensing of intellectual property; and 30 resulted in the creation of new companies.¹

   Other reports from the program managers and other sources show that CIHR-funded research has had a positive impact on the commercialization of new health products, For example:

   • The Centre for Commercialization of Regenerative Medicine (CCRM) which is funded in part by CIHR, recently partnered with EMD Millipore, the Life Science division of Merck KGaA, to develop optimized conditions for the cultivation of stem cells at the University of Toronto's Banting Institute.
   • The Centre for Probe Development and Commercialization (CPDC) which is funded in part by CIHR will be manufacturing a new targeted radiopharmaceutical, designed to deliver a therapeutic dose of radiation directly to metastatic prostate cancer. This targeted treatment method, that could selectively deliver high doses of radiation to tumours that have spread throughout the body, has the potential to open new options for treating metastatic prostate disease.

Performance Indicator B:

1. Overall, CIHR maintained strong linkages and partnerships with external partners from the voluntary, private and provincial health research funding sectors. Total external partner contributions increased from $118.7 million to $123.8 million in 2011-12 [Annex N].
2. Reports from program managers and other sources show that partnerships fostered by NCE Program continued to deliver results that led to commercialization activities. For example:
   • The University of British Columbia (UBC) has entered a collaborative research agreement with Cangene Corporation to develop the work of the Scientific Director of PrioNet Canada, Canada Research Chair in Neurodegeneration and Protein Misfolding and a scientist at the Vancouver Coastal Health Research Institute. That work, supported by PrioNet (a Network of Centres of Excellence for research on prion disease and related neurodegenerative disorders), focuses on identifying and validating targets for treating various neurological diseases. Recently, the Scientific Director along with other PrioNet researchers, was able to specifically target a unique shape of amyloid beta "oligomers"—small aggregates that play a key role in the progression of Alzheimer's—while sparing normal amyloid beta molecules. The collaboration with Cangene is aimed at developing immune-based therapies for Alzheimer's disease.

Lessons Learned

CIHR recognizes the importance of building a strong collaborative linkage between health research and industry and will further discuss the key role it will play in making sure the impact of funded programs can address significant research challenges. A key finding of a 2012 evaluation of the Centres of Excellence for Commercialization and Research Program (CECR) funded in 2008/09 highlighted that a longer timeframe is required for research benefits to be realized. A new commercialization strategy that will address relations with industry is in the early stages of discussion at CIHR. This strategy will look at means to foster investigator-initiated innovation and to accelerate commercialization of health research.

Program Activity 1.4: Health and Health Services Advances

Program Activity Description

Programs under Program Activity 1.4 include CIHR's suite of Knowledge Translation Programs, which aim to support the synthesis, dissemination, exchange and ethically sound application of knowledge in areas of health research; as well as its Institute Strategic Initiatives Program, which supports researchers and trainees in strategic priority areas to address health opportunities, threats and challenges for Canadians. Through the competitive peer review process based on internationally accepted standards of scientific excellence; these programs aim to support the creation of new knowledge in strategic priority areas and its translation into improved health and a strengthened health system.

2011–12 Financial Resources ($ millions)

Total Authorities:

Overall, programs under Activity 1.4, Health and Health Services Advances, successfully contributed towards the creation of new knowledge in strategic priority areas and its translation into improved health. Total authorities increased by $13.1M over planned spending for the 2011-12 fiscal year.

CIHR invested a significant portion of the ongoing budget increase ($9M of the $15M increase) that was announced in Budget 2011 towards one of its key strategic initiatives, CIHR's Strategy for Patient-Oriented Research initiative to improve patient outcomes.

Furthermore, total authorities included an additional $4.1M resulting from transfers from other federal government departments to expand key strategic research initiatives including autism, population health disparities, HIV/AIDS research, and food and nutrition research and advancing theoretical and methodological innovation.

Actual Spending:

Actual spending associated with this program activity was lower than total authorities by $6.7M due to operating restraint measures and lower than anticipated grant expenditures incurred in targeted research initiatives, notably the Canadian Longitudinal Study on Aging.

2011–12 Human Resources (FTEs)

Program Activity Performance Summary

Performance Summary and Analysis of Program Activity

Performance Indicator A:

1. In 2011-12, CIHR spent $228.2 million on its Institute Strategic Initiatives as compared to $238.9 million in 2010-2011, a decrease of 4%. CIHR spent $27.8 million in 2011-12 on its Knowledge Translation Programs as compared to $24.8 million in 2010-2011, an increase in expenditures of 12%. [Annex O].

   CIHR funded 2,260 Institute Strategic Initiative grants and awards with an average value of $100,968 in 2011-12 compared to 2010-2011 where 2,585 grants and awards were funded with an average value of $92,410. The total number of grants decreased by 13% for the Institute Strategic Initiatives program compared to the previous year.

2. A total of 671 grants and awards were funded in 2011-12 for the Knowledge Translation Programs which represented an increase of about 1% with an average value of $41,365 compared to $37,524 in 2010-2011 [Annex O]. Overall, Knowledge Translation programs supported excellence in all areas of health research by theme and the largest increases in dollars and number of grants occurred in the Health systems/services and Social/Cultural/Environmental/Population Health areas [Annex P].

Performance Indicator B:

1. Reports from program managers and other sources show that CIHR's Institutes increased their efforts to engage the public and take the lead in responding to existing and emerging health issues. For example:

   In February, 2012, a team led by TRIUMF and partly funded by CIHR announced the successful production of the key medical isotope technetium-99m on cyclotrons already available in Ontario and British Columbia. This development will allow hospitals and clinics with existing cyclotrons to make the isotope which is traditionally only available from nuclear reactors. This development addresses the issue of the availability of this medical isotope.

   CIHR participated in the launch of the European Union Joint Programme - Neurodegenerative Disease Research (JPND) in February 2012. Canada was the only country outside of Europe to attend. This meeting addressed the CIHR International Collaborative Research Strategy for Alzheimer's Disease (ICRSAD) Signature Initiative.

Lessons Learned

In response to concerns and feedback from our stakeholder communities and direction from Governing Council, CIHR has embarked on changes to prioritize research that can improve health and health care. By having fewer more targeted and focused initiatives, CIHR anticipates a greater likelihood of achieving impact on the health of Canadians by leveraging areas of health enterprise strength and/or addressing gaps in specific research areas.

Program Activity 1.5: Internal Services

Program Activity Description

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Material Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those dedicated to specific requirements of a program.

2011–12 Financial Resources ($ millions)

Total Authorities:

In 2011-12, CIHR continued to strengthen its operational and programming capability while fostering a dedicated, well-informed workforce. Total authorities for this program activity increased by $2.7M during the fiscal year due to employee salaries and related benefits as well as unforeseen severance and other entitlements.

Actual Spending:

Actual spending was slightly higher than total authorities by $1.9M primarily due to the fact that the authorities for unforeseen severance and other entitlements were distributed across all program activities while actual spending was fully allocated to internal services.

2011–12 Human Resources (FTEs)

Performance Summary and Analysis of Program Activity

In 2011, CIHR rolled out the Electronic Records and Document Management System (InfoNet) pilot to six CIHR units as well as introduced InfoNet which will allow CIHR to better manage its electronic information. Other enhancements to our capabilities in 2011 included the implementation of ServiceDesk software on External Help Desk, Internal Help Desk and Administration. This improves the efficiency and effectiveness of processes that provide support to the research community.

In 2011-12, CIHR launched a new publication and online presence called Show Me the Evidence, a regular roundup of stories describing research that is directly contributing to improved health and health care and which was supported by CIHR-funds.

In 2011-12, CIHR was named one of the National Capital Region's Top 25 Employers. This recognition demonstrates the CIHR's commitment to its employees and helps in its ongoing efforts to attract talent and strengthen its position as an employer of choice.

Lessons Learned

CIHR recognizes improvements to Internal Services that support efficient and effective administration of programs and services are paramount to its continued success. Other areas being worked on include enhancing reporting capability and data architecture. International Review Panel recommendations will provide valuable insights as we set our sights on strengthening our Internal Services operations to meet the needs of researchers and the research community.

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Date modified:

2012-11-08