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Ian Graham, PhD Vice-President, Knowledge Translation

Ian Graham, PhD Vice-President, Knowledge Translation. built on a unique model of 13 virtual Institutes, each led by a Scientific Director; supporting the work of nearly 12,000 researchers and trainees in universities, teaching hospitals, and research institutes across Canada;

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Ian Graham, PhD Vice-President, Knowledge Translation

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  1. Ian Graham, PhD Vice-President, Knowledge Translation

  2. built on a unique model of 13 virtual Institutes, each led by a Scientific Director; supporting the work of nearly 12,000 researchers and trainees in universities, teaching hospitals, and research institutes across Canada; allocating 94 cents of every dollar directly to fund Canadian health researchers; governed through open & transparent stewardship of the Governing Council which is chaired by CIHR’s President and comprised of 20 volunteers representing different backgrounds & disciplines. CIHR’s Mandate and Model are Unique CIHR Legislated Mandate (2000) “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…” Population and Public Health Nutrition, Metabolism and Diabetes Musculoskeletal Health and Arthritis Gender and Health Circulatory and Respiratory Health Cancer Research Aboriginal Peoples’ Health Genetics Neurosciences, Mental Health and Addiction Health Services and Policy Research Human Development, Child and Youth Health Infection and Immunity Aging

  3. CIHR: The Organization • CIHR reports to Parliament through the Minister of Health • Governing Council • Voluntary body that oversees organization • Chaired by CIHR’s President • Comprises 20 Canadians representing a wide range of backgrounds and disciplines who have been appointed by Order in Council to renewable 3 yr terms • Deputy Minister of Health (ex-officio and non-voting member) • 3 Vice-Presidents & CFO report to President • Scientific Council • Determines strategic orientations and oversees scientific and funding decisions • Chaired by CIHR’s President • Comprises 13 Scientific directors (one per Institute) + 3 VPs and CFO

  4. CIHR Approach:13 Research Institutes • Scientific Directors’ Roles • Build Institute and research capacity • Establish and nurture partnerships • Foster networking, knowledge dissemination and communication • Work as part of CIHR management team • Conduct research • Institute Advisory Boards • 15-18 members (apply to be a member) • Broad community engagement:– universities, government, private sector, voluntary organizations, patient groups • Provide advice on strategic directions for the Institute • Key link between institute and stakeholder communities

  5. CIHR’s Approach: Problem-based, Multidisciplinary, Results-Oriented CIHR’s efforts are underpinned by excellence – funding decisions are all made through peer review and CIHR grants are among the most competitive in the world; CIHR takes a problem-based and multidisciplinary approach to the health challenges facing Canadians; Multi-faceted approach encompasses research in four areas: Biomedical Clinical Health systems and services Population and public health CIHR is committed to facilitating research results into action and to working collaboratively with partners .

  6. CIHR’s Objectives • To exercise leadership within the Canadian research community and fostercollaboration with the provinces and with individuals and organizations in or outside Canada that have an interest in health or health research; • (b) To forge an integrated health research agenda across disciplines, sectors and regions that reflects the emerging health needs of Canadiansand the evolution of the health system and supportshealth policy decision-making • (c) To encourage innovation, facilitating the commercialization of health research in Canada and promoting economic development through health research in Canada

  7. Portfolio of CIHR Expenditures($M Including NCE, CERC and CRC) 2007-08: $974 M Operating Expenditures $47 • CIHR invests a significant portion of its budget on research grants and personnel support awards in open competitions; • The remainder is invested in strategic research directed towards specific topics and priorities. • CIHR collaborates closely with sister agencies in the joint management of Government of Canada’s flagship programs such as the Canada Research Chairs, the Canada Graduate Scholarships and the Networks of Centres of Excellence. Open Competitions $510 Strategic Initiatives $229 CECR $74 NCE $28 CRC $86

  8. CIHR Expenditures 1999-2000 to 2007-2008 ($Millions) Including NCE, CERC and CRC *KSE includes CAHR’s. CIHR is financed by the Government of Canada through Parliamentary Appropriations. The operating expenditures presented reflect Parliamentary Appropriations.

  9. Evolution of funding since 2000($ Millions) 500 450 Biomedical 400 350 300 Expenditures in $ Million 250 200 150 Clinical 100 S/C/E & Population Health 50 Health Systems/Services 0 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Fiscal Year

  10. CIHR Grants and Awards Funding: Research Themes Figures exclude CRC’s, CECR’s and NCE’s. Percent Change is ((200708 Expenditures)-(199900 Expenditures))/(199900Expenditures)

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