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The original version was signed by
The Honourable Leona Aglukkaq
Minister of Health
Section I: Organizational Overview
Section II: Analysis of Program Activities by Strategic Outcome
Section III: Supplementary Information
Section IV: Other Items of Interest
I am honoured to present the Canadian Institutes of Health Research (CIHR) Report on Plans and Priorities for the fiscal year 2012-2013.
As a country, we are facing a wide range of health challenges, from the growing number of people suffering from Alzheimer's disease to health disparities among Aboriginal Peoples. By investing in health research, we can uncover the evidence we need to address these challenges. That is why the Government of Canada remains committed to supporting Canada's health researchers and research institutions. With CIHR's collaboration and expertise, we are helping ensure a healthy future for all Canadians.
This year marks the fourth year of the implementation of Health Research Roadmap, CIHR's strategic plan. The vision outlined in Roadmap is helping CIHR invest in world-class research, focus on health and health-systems priorities, translate research findings into health and economic benefits, and strive for excellence. In line with these priorities, I recently announced Canada's Strategy for Patient-Oriented Research (SPOR) – a first for the country. This new strategy will put patients first by ensuring that research evidence directly improves patient care. As part of this strategy, the Government of Canada and CIHR will work together to support research focused on strengthening health care. SPOR is just one of the ways the Government of Canada is seeking to accelerate the uptake of health-care innovation.
In 2011-2012, CIHR underwent an International Review, conducted by a blue-ribbon panel of health research experts and leaders from around the globe. The review panel commended CIHR for the progress it has achieved on many fronts and identified a few areas for future improvement. Most of these have been identified in Roadmap and the organization has already made progress in addressing them. In August 2011, CIHR's Governing Council publicly released a response and action plan to address the review panel's recommendations.
In 2012-2013, CIHR will continue to refine its vision for the future of health research. I applaud CIHR for the work it is doing on behalf of Canadians.
The Honourable Leona Aglukkaq, P.C., M.P.
Minister of Health
The original version was signed by
The Honourable Leona Aglukkaq
Minister of Health
CIHR is the Government of Canada's health research funding agency. It was created in June 2000 by the CIHR Act (Bill C-13) with a mandate “to excel, according to internationally accepted standards of scientific excellence, in the creation of new knowledge and its translation into improved health for Canadians, more effective health services and products and a strengthened Canadian health care system”.
CIHR Institutes: 2012-2013
CIHR was designed to respond to the evolving needs for health research, and this is reflected in the difference of its mandate from that of its predecessor, the Medical Research Council of Canada. CIHR's mandate seeks to transform health research in Canada by:
CIHR integrates research through a unique interdisciplinary structure made up of 13 "virtual" institutes. These institutes are not "bricks-and-mortar" buildings but communities of experts. Each Institute supports a broad spectrum of research in its topic area: biomedical; clinical; health systems and services; and the social, cultural and environmental factors that affect the health of populations. Institutes form national research networks linking researchers, funders and knowledge users across Canada to work on priority areas.
CIHR reports through the Minister of Health and plays a key role in the Health Portfolio, the focal point for the Government of Canada's health-related activities. As Canada's health research funding agency, CIHR makes an essential contribution to the Minister of Health's overall responsibilities by funding the research and knowledge translation needed to inform the evolution of Canadian health policy and regulation; and, by taking an advisory role on research and innovation issues. This is achieved through an extensive and growing set of linkages with Health Canada and the Public Health Agency of Canada, providing decision-makers with access to high quality and timely health research knowledge.
CIHR works closely with the Natural Sciences and Engineering Research Council (NSERC) and the Social Sciences and Humanities Research Council (SSHRC), the two Granting Councils of the Industry portfolio, to share information and co-ordinate efforts, harmonize practices, avoid duplication and foster multi-disciplinary research. The three organizations (referred to as "Tri-Council") also try to make it easier for researchers and others to interact with them, by providing single-window through the implementation of common policies, practices and approaches whenever possible.
CIHR's Governing Council (GC) sets the strategic directions and evaluates performance, supported by six sub-committees. Leadership on research, knowledge translation and funding for research is provided by the Science Council (SC) and leadership on corporate policy and management is provided by the Executive Management Committee (EMC).
CIHR's Program Activity Architecture (PAA), approved by Treasury Board in May 2009, is shown in Figure 1 below. The PAA consists of one Strategic Outcome and five Program Activities that support the Strategic Outcome. The performance information presented in Section II is organized according to this PAA structure.
In 2009, CIHR's Governing Council approved CIHR's second Strategic Plan (2009-2014), The Health Research Roadmap: Creating innovative research for better health and health care. This Strategic Plan is the product of widespread consultations with members of the health research community, careful assessment of Canada's strengths and weaknesses, and on-going deliberation about what CIHR would like to achieve by 2014. Roadmap sets out a vision comprised of four strategic directions aligned with CIHR's corporate, business and operational priorities.
In 2010, CIHR developed a rolling, CIHR Three-Year Implementation Plan and Progress Report for Roadmap. This plan highlights the activities CIHR will undertake over the next three years in order to achieve the strategic directions outlined in Roadmap. A refresh of this implementation plan was published in 2011 and is scheduled to occur on an annual basis to assess how well CIHR is moving towards its strategic goals and priorities. CIHR will also be conducting regular updates to review the progress made on short-term activities and deliverables.
Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Strategic Direction #1 Invest in world-class research excellence |
On-going | 1.1 Health Knowledge 1.2 Health Researchers |
Description | ||
Why is this a priority? Plans for meeting the priority Provide capacity to attract and retain the best researchers, break professional and sectoral barriers in health research and prepare young researchers for various labour markets. Enable more students to gain research experience in science while undertaking advanced studies in Canada. CIHR will continue the development and implementation of two significant reforms to improve our ability to achieve this priority efficiently and effectively:
Excellence in health research is also defined by the ability to be creative and develop innovative approaches and solutions to health challenges. CIHR will continue to foster international and interdisciplinary collaboration to support innovations in health research. |
Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Strategic Direction #2 Address health and health system research priorities |
On-going | 1.4 Health and Health Services Advances |
Description | ||
Why is this a priority? Plans for meeting the priority CIHR will design and launch initiatives and strategies to address health and health system challenges in Canada and worldwide such as Canada's Strategy for Patient-Oriented Research (SPOR). |
Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Strategic Direction #3 Accelerate the capture of health and economic benefits of health research |
On-going | 1.3 Health Research Commercialization 1.4 Health and Health Services Advances |
Description | ||
Why is this a priority? Plans for meeting the priority CIHR will continue to promote the dissemination and application of new knowledge to ensure research can be used to improve health and health services; and, facilitate the commercialization of research for economic benefits to Canada. |
Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Strategic Direction #4 Achieve organizational excellence, foster ethics and demonstrate impact |
On-going | 1.5 Internal Services |
Description | ||
Why is this a priority? Plans for meeting the priority Through innovative program reforms and technology-based solutions, CIHR will continue to improve the quality, efficiency and effectiveness of its program delivery systems and reduce complexity for stakeholders. CIHR will work with NSERC and SSHRC to develop harmonized policies that facilitate access to the results of publicly funded research. |
CIHR understands the importance of risk management and has integrated risk management considerations into its strategic and operational planning, business processes and decision-making. The approved Risk Management Framework establishes how CIHR identifies, assesses and mitigates risk. The framework also provides a governance model that promotes the accountability for risk management as well as defining the on-going review and updating process for existing and potential risks to the organization.
On a continuous basis, CIHR monitors and assesses both identified and potential risks. Throughout the year all risk owners are required to provide CIHR's Chief Risk Officer (CRO) with updates to their risk mitigation strategies in order to ensure their overall strategy and implementation target dates are reasonable and meet the needs of the organization.
Finally, in order to satisfy the governance and accountability requirements of the Risk Management Framework, both Governing Council and the Audit Committee receive regular reports on the issues relating to risk management as well as information on any material changes to the Corporate Risk Profile from the CRO.
The current Corporate Risk Profile contains sixteen risks of which 5 are classified as high. The five high risks are described below:
Health Research Roadmap Implementation
There is a risk that CIHR is unable to fully deliver on the strategic directions outlined in the Health Research Roadmap in the defined timeframe. This includes risks that: internal and external stakeholders do not understand or support the proposed changes, and/or operational requirements and competing priorities prevent resources from focusing on the implementation.
To mitigate this risk, CIHR developed a three-year rolling plan for Health Research Roadmap Implementation. The plan will ensure alignment with Roadmap of operational activities including internal and external stakeholder engagement.
Knowledge Translation
Given CIHR's lack of direct control of all the factors that influence the uptake and use of research, there is a risk that CIHR may not be able to fully achieve the knowledge translation (KT) component of its mandate and improve the health of Canadians through health research.
To mitigate this risk, CIHR has developed KT strategies for all CIHR institutes and initiatives. CIHR has also established a core suite of KT programs and will monitor progress on KT activities and outcomes.
Results Management and Monitoring
Performance reporting and evaluation are time-consuming, costly, and at times burdensome to target audiences. There is a risk that CIHR will be unable to adequately and efficiently evaluate and report on its performance as well as the results of funded research, which could compromise our ability to be accountable to Canadians.
To mitigate this risk, CIHR will refresh its performance measurement frameworks and activities at all levels (programs, initiatives, and operations). This will improve CIHR's ability to track and monitor performance outcomes related to research and operational activities. Currently underway are IT systems revisions to ensure appropriate data architecture is in place to support information and reporting plans, and the development and implementation of data quality and monitoring standards.
Institute Organizational Model
Due to the Institute virtual organizational model, there is a risk of disruptions and corporate memory loss during transitions that may compromise the Institutes' ability to achieve planned outcomes or their mandate in support of CIHR's strategic objectives.
To mitigate this risk, management has implemented an Institute Transition Plan and renewal schedule. In addition, an on-going process has been established to assess the performance of Institute Scientific Directors.
Budgeting
There is a risk that CIHR funds are not appropriately allocated to support the achievement of its strategic outcome; that CIHR's planned staffing, project and programming activities exceed available funding resulting in key planned activities and initiatives not being realized; and that funding via an annual appropriation may make it difficult for CIHR to plan and resource longer term activities
and strategies, which in turn may limit CIHR's ability to initiate new programs that are required to achieve impact.
To mitigate this risk, CIHR has established an integrated operational planning process and a vacancy management process. CIHR will also continue to track and monitor performance outcomes related to research and operational support activities.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
$977.9 | $976.8 | $976.5 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
418 | 418 | 418 |
Performance Indicators | Targets |
---|---|
Canadian ranking in health research intensity compared to international levels. | Maintain or increase international ranking. |
Canadian number and share of world health research papers. | Maintain or increase share. |
Number of citations of Canadian health research papers compared to international levels. | Maintain or increase international ranking. |
Researchers per thousand workforce compared to international levels. | Maintain or increase international ranking. |
Changes in health practices, programs or policies informed by CIHR-funded research. | Evidence that the work of CIHR funded researchers resulted in long-term impacts. |
Diversity of research supported (by theme and Institute). | Maintain diversity of funding and increase funding in priority areas. |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
1.1 Health Knowledge | $454.8 | $451.0 | $458.5 | $462.4 | Healthy Canadians |
1.2 Health Researchers | $204.1 | $195.0 | $189.8 | $187.7 | |
1.3 Health Research Commercialization | $55.2 | $42.0 | $45.0 | $46.5 | |
1.4 Health and Health Services Advances | $264.5 | $260.9 | $254.5 | $250.9 | |
Total Planned Spending | $978.6 | $948.9 | $947.8 | $947.5 |
CIHR's decrease in planned spending from 2011-12 to 2012-13 is primarily due to the sunsetting of several programs in 2011-12. The planned reductions pertain to programs such as the Centres of Excellence for Commercialization and Research ($10.2 million), the Canada Graduate Scholarships, as funding announced in Budget 2009 to temporarily expand the program ended in 2011-12 ($7.0 million), the Isotope Supply Initiative ($4.9 million), the Influenza Research Network Initiative ($3.6 million), the Networks of Centres of Excellence ($2.5 million) as well as for the Business-Led Networks of Centres of Excellence ($1.7 million).
Program Activity | Forecast Spending 2011-12 |
Planned Spending | ||
---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | ||
Internal Services | $31.2 | $29.0 | $29.0 | $29.0 |
Including the Internal Services, CIHR's planned spending totals $1,009.8 million in 2011-12. Spending then decreases to $977.9 million in 2012-13 but remains consistent thereafter at $976.8 million.
CIHR's actual spending increased from $969.4 million in 2008-09 to reach $1,026.9 million in 2010-11. Forecast spending decreased to $1,009.8 million in 2011-12 and remains consistent at approximately $976.8 million thereafter.
The variations in departmental spending described above are mainly due to several on-going increases to CIHR's Base Budget announced in Federal Budgets over this period coupled with targeted increases for such programs as the National Anti-Drug Strategy (NADS), the Drug Safety and Effectiveness Network (DSEN), and the Banting Postdoctoral Fellowships.
More recently, these increases have been offset by the full implementation, in 2011-12, of the results of the 2008 Strategic Review and the resulting wind-down of two of its programs: the Open Team Grant and the Intellectual Property Management programs as well as the sunsetting of several programs or initiatives as noted in the previous section.
For information on our organizational votes and/or statutory expenditures, please see the 2012-2013 Main Estimates publication.
CIHR supports health research in order to improve the health of Canadians and to deliver more effective health care services to Canadians. Supporting health research that leads to this outcome may be through: creating health knowledge which leads to the development of new and better ways to prevent, diagnose and treat disease; ensuring Canada has top quality health researchers who can conduct innovative, as well as responsive, health research; commercializing health research discoveries; or advancing the introduction of effective health policies, practices, procedures, products and services.
CIHR uses a peer review process to identify exemplary projects and individuals that merit funding. In 2012-13, it is estimated that approximately 3,000 peer reviewers will provide their time, without remuneration, and will serve on approximately 220 peer review committees to review approximately 17,000 applications. Without the voluntary support from this community of experts, CIHR would not have the necessary financial and human resources to review and fund the same amount of quality health research.
This program activity supports the creation of new knowledge across all areas of health research to improve health and the health care system. This is achieved by managing CIHR's open competition and related peer review processes based on internationally accepted standards of scientific excellence.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
$451.0 | $458.5 | $462.4 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
81 | 81 | 81 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
*This target, originally reported as maintain or increase CIHR total number and average dollar value of grants funded, was changed to ensure consistency and ease in interpreting results. | ||
Health research advances knowledge. |
|
|
The Open Research Grants Program provides operating funds to support research proposals in all areas of health research. This program also encompasses the funding of randomized controlled trials which supports experiments to evaluate the efficiency and effectiveness of interventions in health, health services, or population health. In 2012-13, CIHR intends to launch competitions with application deadlines in September and March which will result in approximately 800 new multi-year grants for the best research ideas. Approximately 4,000 on-going multi-year grants are supported during the year.
CIHR has made considerable progress in its process to design a new Open Suite of Programs and Peer Review system. In 2012-13, feedback from the research community at large will be integrated into CIHR's implementation of the reforms. The redesigns will ensure the long-term sustainability of CIHR's contribution to the Canadian health research enterprise, remove barriers, and enable researchers from all themes to improve CIHR's ability to deliver on its mandate.
This program activity aims to build health research capacity to improve health and the health care system by supporting the training and careers of the best health researchers selected through a competitive peer review process based on internationally accepted standards of scientific excellence.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
$195.0 | $189.8 | $187.7 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
33 | 33 | 33 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
*This performance indicator, originally reported as Number, share and types of graduate trainees in Canada compared to international levels, was changed due to the unavailability of data on the share and types of graduate trainees. | ||
A strong and talented health research community with the capacity to undertake health research. | A. Number of graduate trainees in Canada compared to international levels*. | i. Maintain or increase international ranking. |
B. Number and fields of investigators and trainees funded. | ii. Maintain number and diversity (by theme and Institute domain) of trainees funded. |
CIHR offers Salary Support and Training Support Programs. The Salary Support Program provides support to help new health researchers develop their careers and devote more time to initiating and conducting health research. The Training Support Programs provide support and special recognition to master, doctorate, post-doctorate or post-health professional degree students who are training in health research areas in Canada or abroad. There is intense competition globally for talent and CIHR's programs are designed to attract and keep the brightest minds in Canada throughout their research careers.
CIHR also supports health researchers by offering the following five Tri-Council programs:
This program activity supports and facilitates the commercialization of health research to improve health and the health care system. This is achieved by managing funding competitions to provide grants, in partnership with the private sector (where relevant); and by building and strengthening the capacity of Canadian health researchers to engage in the research and development (R&D) and commercialization process.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
$42.0 | $45.0 | $46.5 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
7 | 7 | 7 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
* This target, originally reported as maintain or increase CIHR total number and average dollar value of grants funded, was changed to ensure consistency and ease in interpreting results. ** This target, originally reported as maintain or increase number of patents, licenses, copyrights, centres; new products or processes; policies influenced or created; influence on health delivery, was changed due to the unavailability of consistent reporting data.The original target will be reconsidered upon the full implementation of CIHR's end-of-grant reporting system. |
||
Commercial activity – products (patents and intellectual property), companies and employment generated. | A. Health research is commercialized more effectively. |
i. Maintain or increase CIHR expenditures in funding programs* ii. Evidence of commercialization outcomes, such as: patents, licenses, copyrights, centres; new products or processes; policies influenced or created; and/or influence on health delivery** |
B. Strong linkages and partnerships created between universities, governments, industry, and other users. |
iii. Maintain or increase dollar amount of CIHR partner investments iv. Evidence of successful linkages and partnerships created as a result of the NCE Program |
The Health Research Commercialization programs are a suite of funding initiatives that aim to support the creation of new knowledge, practices, products and services and to facilitate the commercialization of this knowledge. This is done by funding R&D and commercialization projects (such as proof of principle and industry partnered projects) which encourage collaboration between academia and the private, public and/or not-for-profit sectors in the promotion and support of the commercial transfer of knowledge and technology resulting from health research.
In alignment with the Federal Science and Technology (S&T) Strategy, CIHR is working with NSERC on the development of a new joint commercialization funding program to replace the current CIHR Proof of Principle (POP) and the NSERC Idea to Innovation (I2I) programs. This new program will be administered at NSERC.
The Collaborative Health Research Projects (CHRP) program, part of the commercialization suite of programs, is a joint program with NSERC currently administered at NSERC. In 2012, the administration of the CHRP program will move to CIHR.
The Networks of Centres of Excellence Programs (NCE) is delivered in collaboration with the other two granting councils, through the NCE Secretariat. They support partnering 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. The NCE programs are national in scope, multi-disciplinary and involve multi-sectoral partnerships between academia, industry, government and the not-for-profit sector (non-governmental organizations). The NCE supports the best NCE applications in the area of health research.
Through this program activity, CIHR targets its investment in health research to address gaps in key research areas and communities or to capitalize on areas of Canadian strength. CIHR identifies priorities and provides directed support to respond to the health and health care system challenges that matter to Canadians.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
$260.9 | $254.5 | $250.9 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
106 | 106 | 106 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
* This target, originally reported as maintain or increase CIHR total number and average dollar value of grants funded, was changed to ensure consistency and ease in interpreting results. Note: The target Maintain or increase number of publications from CIHR-funded research for Performance Indicator A was removed due to the unavailability of consistent reporting data for this Program Activity. The target will be reconsidered upon the full implementation of CIHR's end-of-grant reporting system. |
||
Translation and use of health research takes place as a result of effective funding programs. | A. Outputs and impacts of CIHR funded research. |
i. Maintain or increase CIHR expenditures in funding programs* ii. Maintain or increase KT activities of CIHR-funded researchers |
B. Institute leadership within the research community. | iii. Evidence of Institutes identifying and responding to national and international health threats and opportunities |
As part of the implementation of its Strategic Plan, in 2010-11, CIHR launched a process to attain greater focus and impact from its strategic investments, CIHR's Signature Initiatives. This process involved environmental scanning and evaluation to identify needs and opportunities where additional research could make a difference and produce measurable results. In 2012-13, CIHR will continue implementation of the following Signature Initiatives:
In addition to its Signature Initiatives, CIHR makes important investments in health research, with careful consideration to where Canada can capitalize on areas of strength and excellence, and build research capacity in new fields of health research. Priorities are identifiedin consultation with stakeholders from government, health care, patient and community groups, researchers, and industry. Current priorities include:
CIHR's Knowledge Translation program consists of a suite of funding opportunities that aim to support the synthesis, dissemination, exchange and ethically sound application of knowledge in any area of health research. This program supports the science of KT, capacity development in KT science, end-of-grant KT activities and integrated KT-collaborative research, which involves researchers and knowledge users working together to address relevant research questions and to exchange and apply knowledge to solve health and health care system problems.
Internal Services are groups of activities and resources that apply across the organization to support the needs of programs and to meet other corporate obligations of CIHR. These services include such functional areas as Finance, Human Resources, Information Technology and Administration Management Services, Strategic Policy, Internal Audit, Evaluation and Risk Management, Communications and Public Outreach, and Corporate Governance.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
$29.0 | $29.0 | $29.0 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
191 | 191 | 191 |
CIHR plans to continue to restrain operating expenditures. For example, CIHR will continue to increase its use of virtual peer review committees which decrease hospitality and travel expenditures. In addition, CIHR plans to reduce the numbers of Vice Presidents from four to three.
In 2011-12, CIHR underwent its second international review by a prestigious eleven member blue ribbon panel. The panel presented its report to CIHR's Governing Council in June 2011. CIHR's Executive management has reviewed the panel's report which included 16 recommendations in five overarching areas and has developed an action plan. CIHR will actively monitor progress against this action plan over the next three years.
CIHR will continue to work proactively with all relevant partners to integrate and coordinate current and future funding processes. Increased interagency collaboration is a priority. In addition, CIHR will work with federal, provincial, territorial and international partners to develop strategies to harmonize data sets and databases, data sharing and linkages.
CIHR will also continue to focus on building a culture of ethical research by promoting and assisting in the discussion and application of ethical principles to health research by implementing the Tri-Council Policy Statement: Ethical Conduct for Research Involving Humans 2nd edition (TCPS2) and the Tri-Agency Framework: Responsible Conduct Of Research.
$ Change | Future-Oriented 2012-13 |
Future-Oriented 2011-12 |
|
---|---|---|---|
Total Expenses | (29,367) | 990,932 | 1,020,299 |
Total Revenues | - | 12,600 | 12,600 |
Net Cost of Operations | (29,367) | 978,332 | 1,007,699 |
$ Change | Future-Oriented 2012-13 |
Future-Oriented 2011-12 |
|
---|---|---|---|
Total assets | (558) | 16,683 | 17,241 |
Total liabilities | (2,379) | 15,122 | 17,501 |
Equity | 1,821 | 1,561 | (260) |
Total | - | - | - |
(All electronic supplementary information tables found in the 2012-13 Report on Plans and Priorities can be found on the Treasury Board of Canada Secretariat's web site.)
Site | URL |
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Canadian Institutes of Health Research (CIHR) Home Page | http://www.cihr-irsc.gc.ca/e/193.html |
Aboriginal Peoples' Health | http://www.cihr-irsc.gc.ca/e/8668.html |
Aging | http://www.cihr-irsc.gc.ca/e/8671.html |
Cancer Research | http://www.cihr-irsc.gc.ca/e/12506.html |
Circulatory and Respiratory Health | http://www.cihr-irsc.gc.ca/e/8663.html |
Gender and Health | http://www.cihr-irsc.gc.ca/e/8673.html |
Genetics | http://www.cihr-irsc.gc.ca/e/13147.html |
Health Services and Policy Research | http://www.cihr-irsc.gc.ca/e/13733.html |
Human Development, Child and Youth Health | http://www.cihr-irsc.gc.ca/e/8688.html |
Infection & Immunity | http://www.cihr-irsc.gc.ca/e/13533.html |
Musculoskeletal Health and Arthritis | http://www.cihr-irsc.gc.ca/e/13217.html |
Neurosciences, Mental Health and Addiction | http://www.cihr-irsc.gc.ca/e/8602.html |
Nutrition, Metabolism and Diabetes | http://www.cihr-irsc.gc.ca/e/13521.html |
Population and Public Health | http://www.cihr-irsc.gc.ca/e/13777.html |
Corporate Planning
Laura Hillier
Manager, Corporate Measurement and Data Production Unit
613-948-2283
lhillier@cihr-irsc.gc.ca
Financial Planning
Dalia Morcos-Fraser
Manager, Financial Planning
613-941-8579
Dalia.morcos-fraser@cihr-irsc.gc.ca