SPOR Evaluation - Management Response Action Plan (MRAP)

1. CIHR should increase efforts to strengthen SPOR’s role in a common agenda for change to patient-oriented research.

• CIHR needs to continue to focus on increasing buy-in of POR and changing the culture. The identification and communication of exemplars of utility to both research and non-research communities is required to provide evidence of the value surrounding POR.
• CIHR should undertake to identify and communicate best practices for patient engagement and capacity development for POR.
• CIHR should take the lead in enhancing communication to clarify definitions of many POR terms, including POR itself.
• CIHR should encourage the SUs to increase communications and outreach to their broad stakeholder community in relation to SU services available and initiatives undertaken

Agreed

CIHR will identify and communicate evidence of success within SPOR.

CIHR will produce the SPOR Update! newsletter at least three times per year.

CIHR will identify and communicate best practices for patient engagement and capacity development for patient-oriented research.

CIHR will continue to work with partners toward the development and implementation of a SPOR Patient Engagement Methods Hub. The Hub will provide access to a spectrum of best practices in patient engagement.

CIHR will enhance communication to clarify definitions of SPOR terms. The CIHR Jargon Buster will be refreshed every 18 months.

CIHR will encourage SUPPORT Units to ensure that their websites clearly indicate the type support they are able to offer and how these supports are accessed by the patient-oriented research community.

Director General, Priority-Driven Research (PDR), Research, Knowledge Translation and Ethics (RKTE), CIHR

Director General, Communications and Public Outreach, External Affairs and Business Development, CIHR

2018-19

2. CIHR provide strategic guidance regarding how SPOR elements are to work together toward achieving the Strategy’s intermediate and long-term outcomes.

• CIHR, in collaboration with its established SPOR governance structures, should enhance guidance on operationalizing SPOR elements, in particular, clarifying how elements are expected to work and coordinate together.

Agreed

The working relationship between SUPPORT Units and SPOR Networks has already been discussed and a principle document prepared and shared.

The question of how different SPOR elements are expected to work together will be discussed at the SPOR National Steering Committee meeting in October 2016.

A workshop on this topic will also be held during the SPOR Summit in October 2016.

A principle document will be developed and posted on the SPOR website.

Director General, PDR, RKTE, CIHR

2016-17

3. CIHR should communicate plans for moving beyond the initial five-year funding period to manage sustainability expectations for CIHR investments in SPOR.

• CIHR needs to provide clear communications regarding SPOR funding and options beyond the current five-year funding commitment to some elements.

Agreed

SUPPORT Unit renewal will be discussed by the SPOR Working Group in June 2016. Clear message will then be developed and communicated.

Director General, PDR, RKTE, CIHR

2016-17

4. CIHR should strengthen approaches to enable cross-learning, sharing of best practices, and collaboration; this should occur within and across SPOR elements and between CIHR and Canadian and International organizations.

• CIHR needs to re-examine the structure, operations and effectiveness of working groups, and other mechanisms, at the national level to assist in limiting possible duplication of effort and assist with leveraging experience and shared learning.
• Encourage cross-provincial initiatives, particularly among SUs to investigate opportunities for increased research cost-effectiveness and cost-efficiency, for example, through harmonization of patient engagement and capacity development initiatives, or direct leveraging of deep pockets of provincial expertise across the country.
• CIHR and all SPOR elements should encourage increased and/or ongoing interaction/connection and relationship building with other POR initiatives, e.g., CFHI, CIHI, health charities, foundations, and patient organizations such as Patient Voices Network and Patients Canada as well as international initiatives such as PCORI.
• The benefits generated through a coordinated, collective approach to the implementation and delivery of SPOR is critical for responding to health system needs, generating and translating research to inform health care policy and practice and effecting a culture shift towards POR where the involvement of and interaction between all stakeholders is valued

Agreed

CIHR will re-examine the structure, operations and effectiveness of working groups, and other mechanisms, at the national level to assist in limiting possible duplication of effort and assist with leveraging experience and shared learning.

CIHR will work with the SPOR SUPPORT Unit Council Patient Engagement Working Group to develop a policy or set of guidelines on patient compensation for involvement in research activities.

With the expertise that exists within the SUPPORT Units, CIHR will finalize and implement the Foundation Curriculum for Patient-Oriented Research.

The SPOR Network on Primary and Integrated Health Care Innovations is designed to conduct cross-jurisdictional research.

CIHR will continue and/or increase relationship building with other organizations engaged in patient-oriented research, using multiple mechanisms, including the SPOR Summit, which will be held every 18 months.

Membership of the SPOR National Steering Committee will continue to be refreshed with national and international members that represent the key SPOR stakeholder groups.

Director General, PDR, RKTE, CIHR

2017-18

5. CIHR should continue to support effective management and administrative functions within funded SPOR SUPPORT Units and Networks and across these elements.

• CIHR should require SPOR SUPPORT Units and Networks to be supported by CEO-type management positions, if not already present, to reduce operational burden for top scientists and clinicians.
• CIHR should review the funding model in place for SUPPORT Units and Networks, including the timing of funding flow, and adjust timing based on the stage of development/need by the elements due to the significant ramp-up periods experienced across all elements. The effect of this is often increased requirements to manage forecasts, spend and adjustments to budgets.

Agreed

CIHR has already required SPOR SUPPORT Units and SPOR Networks to be co-lead by CEO-type management positions and scientific positions.

CIHR will review the funding model in place for SUPPORT Units and SPOR Networks, including the timing of funding flow.

Director General, PDR, RKTE, CIHR

Director General, Finance, Resource Planning and Management (RPM), CIHR

2017-18

6. CIHR should revise the existing SPOR performance measurement strategy to balance administrative/operational outputs and outcomes/impacts.

• The existing SPOR performance measurement strategy needs to be revised with a stronger focus on measuring outcomes and impacts with logical links back to SPOR’s key objectives of improving patient health and an improved Canadian health care system.
• Indicators and corresponding reporting should re-oriented from tracking primarily activity-based or output indicators toward a clear set of measures that will demonstrate the outcomes and impacts of the Strategy overall, as well as the impact of each of its elements.
• There is a need for improvements in financial monitoring and coding for SPOR grants and awards expenditures (including partner contributions) and for operating and maintenance expenditures, particularly in terms of improving consistency and availability of financial data over time.
• Revision of the SPOR performance measurement strategy with a view to applying a “collective impact” lens.

Agreed

CIHR will revise the existing SPOR performance measurement strategy so that the indicators and corresponding reporting will demonstrate the outcomes and impacts of the Strategy overall, as well as the impact of each of its elements.

CIHR will improve financial monitoring and coding for SPOR grants and awards expenditures (including partner contributions) and for operating and maintenance expenditures, particularly in terms of improving consistency and availability of financial data over time.

Director General, PDR, RKTE, CIHR

Director General, Performance and Accountability, RPM, CIHR

Director General, Finance, RPM, CIHR

2017-18