Canadian Institutes of Health Research 2024–25 Departmental Plan

Table of Contents

From the Ministers

The Honourable
Mark Holland
Minister of Health

The Honourable
Ya'ara Saks
Minister of Mental Health and Addictions and Associate Minister of Health

We are pleased to present the 2024–25 Departmental Plan of the Canadian Institutes of Health Research (CIHR). The COVID-19 global pandemic brought to the forefront the importance of heath research excellence and preparing for health emergencies. Canada’s Centre for Research on Pandemic Preparedness and Health Emergencies (CRPPHE), housed at CIHR, provides Canada with an emergency-ready health research system to respond quickly to emerging health threats. CRPPHE is also supporting ongoing research on Post-COVID Conditions (commonly known as “Long COVID”).

All Canadians deserve access to quality mental health and substance use supports and services, when and where they need them. That is why CIHR, Health Canada, and the Public Health Agency of Canada (PHAC) have joined forces to launch the National Standards for Mental Health Services Initiative. In collaboration with the provinces and territories, CIHR is supporting this initiative with health research that will help establish equitable mental health and substance use service standards across the country, aimed at improving both service delivery and health outcomes.

CIHR is further strengthening Canada’s health research ecosystem by supporting a range of initiatives that matter most to Canadians. CIHR is investing in clinical trials, early-career researchers, and trainees, as well as programs supporting equity, diversity, and inclusion (EDI). Building on the initial investments of the Clinical Trials Fund (CTF), the Agency aims to engage in a national dialogue that will lead to a robust, pan-Canadian clinical trials strategy.

CIHR will continue to advance its EDI commitments through its Gender-Based Analysis (GBA) Plus Framework. To address barriers to accessibility and experiences of ableism, as well as race related bias in the health research funding ecosystem, the Agency will complete and launch its accessibility and systemic ableism action plan as well as its anti-racism action plan.

As part of its commitment to reconciliation and improving the health and well-being of Indigenous Peoples, CIHR also supports a wide range of health research projects that are co-developed with Indigenous researchers, partners, and communities. Together, we are working to accelerate the self-determination of Indigenous Peoples in health research to build a healthier future for all First Nations, Inuit, and Métis Peoples.

Health research is most valuable when the scientific evidence it produces is shared with other researchers, health care professionals, and health system decision makers. CIHR plays a leadership role in mobilizing knowledge so that Canada’s health research is used effectively to improve our health systems. For example, CIHR and its partners are supporting 13 implementation science teams and a knowledge mobilization and impact hub that will address high priority health care challenges in Canada. The research teams will harness digital solutions to improve care in rural and remote regions, implement solutions to improve sexual health services delivered through pharmacies, improve the coordination of care for people with Post-COVID Conditions and chronic pain, support better mental health and substance use services for equity deserving communities, and improve transitions from hospital to home for older adults.

We encourage everyone to read the 2024–25 CIHR Departmental Plan to learn more about the many CIHR-funded research efforts that are helping protect and improve the health of Canadians and people throughout the world.

Plans to deliver on the core responsibility and internal services

Core responsibility and internal services:

Funding Health Research and Training

In this section

Description

CIHR is Canada’s federal health research investment Agency. By funding research excellence, the Agency supports the creation of new knowledge and its mobilization into improved health for Canadians, more effective health services and products, and a strengthened Canadian health care system. This is achieved by providing grants that fund health research and/or career and training support to the current and next generation of researchers.

Quality of life impacts

CIHR’s core responsibility contributes to the Health domain of the Quality of Life Framework for Canada and, more specifically, “health-adjusted life expectancy” and “self-rated mental health” through all of the activities mentioned in the core responsibility description.

Results and targets

The following tables show, for each departmental result related to Funding Health Research and Training, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.

Table 1: Indicators, results and targets for departmental result - Canada’s health research is internationally competitive
Indicator 2020–21 result 2021–22 result 2022–23 result Target Date to achieve
Canada's rank among the Organization for Economic Co-operation and Development (OECD) nations on the citation score of related health research publications 15 11 20Footnote 1 Greater than or equal to 17 March 31, 2025
Percentage of funded research involving international collaborations 14% 13.4% 14.5% Greater than or equal to 13.5% March 31, 2025
Number of research projects funded jointly by CIHR and (an) international partner(s) 123 117 90Footnote 2 Greater than or equal to 151 March 31, 2025
Table 2: Indicators, results and targets for departmental result - Canada’s health research capacity is strengthened
Indicator 2020–21 result 2021–22 result 2022–23 result Target Date to achieve
Percentage of newly funded recipients who self-identify as women 47.3% 48.9% 45.2% Greater than or equal to 33.3% March 31, 2025
Percentage of newly funded recipients who self-identify as visible minorities 23.6% 26.4% 23.9% Greater than or equal to 13.5% March 31, 2025
Percentage of newly funded recipients who self-identify as Indigenous Peoples 2.6% 2.3% 1.3% Greater than or equal to 1.1% March 31, 2025
Percentage of newly funded recipients who self-identify as persons with disabilities 3.0% 3.6% 2.9% Greater than or equal to 1.6% March 31, 2025
Percentage of research that addresses sex or gender considerations 72% 78.2% 81.2% Greater than or equal to 67% March 31, 2025
Percentage of total research investments in grants and awards addressing Indigenous health 4.1% 4.8% 4.7%Footnote 1 Greater than or equal to 4.6% of CIHR’s total annual Grants and Awards expenditures March 31, 2025
Percentage of funded research trainees reporting using their research knowledge in their current position N/AFootnote 2 94% 94.3% Greater than or equal to 90% March 31, 2025
Table 3: Indicators, results and targets for departmental result - Canada’s health research is used
Indicator 2020–21 result 2021–22 result 2022–23 result Target Date to achieve
Partner funding for research projects $29.2M $26.8M $24.1MFootnote 1 Greater than or equal to $24.7M March 31, 2025
Percentage of CIHR funded research cited in patents 15% 14.5% 7.3%Footnote 2 Greater than or equal to 8% March 31, 2025
Percentage of grants reporting stakeholder involvement in the research process 81.6% 86.9% 87.3% Greater than or equal to 84% March 31, 2025
Percentage of research contributing to improving health for Canadians 35% 40.2% 38.8%Footnote 3 Greater than or equal to 39% March 31, 2025

The financial, human resources and performance information for CIHR’s program inventory is available on GC InfoBase.

Plans to achieve results

In support of its core responsibility to fund health research and training, CIHR delivers activities through three main Programs: Investigator-Initiated Research (IIR), Training and Career Support (TCS), and Research in Priority Areas (RPA). Exemplars of activities that CIHR is planning to undertake for each departmental result in 2024–25 are presented below.

Departmental Result # 1: Canada's health research is internationally competitive

CIHR's support for health research excellence through IIR and RPA investments continues to help make Canada's health research internationally competitive and globally recognized.

Internationally, CIHR is at the forefront in its efforts to engage people with lived experience (PWLE) in research, program advisory and oversight committees and research peer review panels, which is known to improve the relevance of health research and patient outcomes. In 2024–25, CIHR and its Institutes will implement a coordinated organizational approach to patient-oriented research and advance the engagement of PWLE to drive key organizational priorities of research and organizational excellence.

CIHR’s priority to enhance national and international collaboration will continue to be supported by the Domestic Engagement Strategy; the Agency-wide Partnership Framework which supports the Strategic Plan; and the International Action Plan which help increase coherence across bilateral relations and research on international priorities in pandemic preparedness, gender equity, research security, and global health research.

CIHR, through CRPPHE, will continue to support and invest in research to prepare for and respond to pandemics and health emergencies by:

The CRPPHE will also complete a health research ecosystem analysis to inform strategic priorities and plans for supporting an emergency-ready research system in Canada. This analysis will include the development of an inventory of research infrastructure that was launched, leveraged, or reprofiled to respond to COVID-19, as well as an environmental scan of reviews and lessons learned from Canada’s key jurisdictions research responses to the pandemic. The CRPPHE Steering Committee will provide guidance for this work and plays a key role in identifying and coordinating priorities, investments, and knowledge mobilization across member organizations.

CIHR will continue to engage with teams supported through the three Clinical Trials Fund (CTF) funding streams: a Pan-Canadian Clinical Trials Consortium; Clinical Trials Training Platforms; and Clinical Trials Projects. These engagements aim to advance the Canadian clinical trials ecosystem through a better understanding of the impacts of the Biomanufacturing and Life Sciences Strategy (BLSS) investments. In 2024–25, CIHR prioritizes supporting the implementation and advancement of high impact policy initiatives that support the inclusion of all Canadians in clinical research and foster meaningful patient engagement in the development of clinical trials.

The CIHR HIV/AIDS and Sexually Transmitted and Blood-Borne Infections (STBBI) Research Initiative will continue to lead the Government of Canada's research response to HIV/AIDS and STBBI. This involves a commitment of $25M to support a unified, nationally coordinated, interdisciplinary clinical trials research network for addressing STBBI, including but not limited to HIV/AIDS, hepatitis B and C, chlamydia, gonorrhea, syphilis, and human papilloma virus. The research initiative also has committed $22.5M to support Community-Based Research (CBR) teams, enhancing their capacity for research and knowledge mobilization activities. This investment aims to contribute to improved health outcomes for populations disproportionately affected by STBBI in Canada.

As part of the National Standards for Mental Health Services Initiative, CIHR will continue to support the development and implementation of the Integrated Youth Services Network of Networks Initiative (IYS-Net) through a multi-phased approach designed to facilitate the development of, and linkages between, all provincial, territorial, and Indigenous IYS networks. This approach will help create a pan-Canadian network of IYS learning health system networks (a ‘Network of Networks’) enabling evidence-informed decision making that integrates research into practice and policy relevant to youth mental health and substance use health. CIHR will build upon the work started in the preliminary phase and expand this pan-Canadian 'Network of Networks' to up to 14 IYS Networks.

In support of the Canadian Drugs and Substances Strategy, CIHR’s Canadian Research Initiative in Substance Matters (CRISM), will continue to lead work to advance research and knowledge mobilization related to prevention, harm reduction, and treatment services regarding substance use, including:

In 2024–25, CIHR will fund Phase III of the Canadian Consortium on Neurodegeneration in Aging (CCNA), the national research hub for research involving neurodegenerative diseases that affect cognition in aging, including Alzheimer's disease. Research within the CCNA is structured around three main research themes: primary prevention, secondary prevention/treatment, and quality of life. Numerous inter-institutional and multidisciplinary collaborative research teams from across Canada will undertake this research.

Over the next year and onwards, CIHR will also continue to focus on the Dementia Research and Innovation Funders Alliance. Launched in November 2023 by the Institute of Aging and its partners, the Alliance brings together key stakeholders and partners involved in the brain health and dementia research funding ecosystem in Canada. The Alliance promotes a unified voice among dementia research funders to align their dementia research investment strategy across the country.

CIHR will continue to monitor the implementation of the Canadian Pediatric Cancer Consortium. The outcomes of the Consortium's work will help support better outcomes and a better quality of life by strengthening research, health supports, and clinical expertise in pediatric cancers through the creation of a national network of clinicians, researchers, community of practice caregivers, patients and their families.

As part of the National Strategy for Drugs for Rare Diseases, CIHR received $28M for research funding over 5 years starting in 2023–24 to advance research in rare diseases. In 2024–25, CIHR will initiate funding for three investment opportunities aiming to: improve the diagnostic odyssey for rare disease patients; standardize administrative data and monitoring across healthcare facilities; and enhance Canada’s capacity to conduct gene therapy clinical trials. Further, CIHR will monitor the implementation of a national rare disease clinical trials and treatment network through reporting and oversight.

CIHR also supports other government priorities, including women's health, genomics, official languages, the modernization of the federal research funding system, research security, collaboration with partners in provinces and territories, engaging with international partners, and promoting evidence-informed decision making.

Departmental Result # 2: Canada's health research capacity is strengthened

In 2024–25, CIHR will continue to strengthen Canada's health research capacity through a range of award programs and other health research training initiatives. Additionally, CIHR will retain its role as the lead Agency in overseeing the management of the Vanier Banting Secretariat. This entails not only delivering programs but also overseeing governance related to program design, funding, and policy decisions.

Through the SPOR National Training Entity, Passerelle, the Patient-Oriented Research (POR) community has benefited from centralized resources, training, and career development guidance. In 2024–25, SPOR will continue to support ECRs in POR and their transition into faculty positions. SPOR will also support training in POR for non-governmental organizations to ensure POR guiding principles are implemented in organizations’ mandates and policies. SPOR’s investment in capacity development will explore ways to support underrepresented health researchers to advance CIHR’s action plan on EDI in the research funding system.

The Tri-Agency partners will carry on delivering the Black Scholars initiative through established scholarships and fellowships programs. In relation to peer review, CIHR remains focused on ensuring ECRs are increasingly included in the process through ongoing monitoring and refinement of the ECR Awards Review Program and the CIHR Reviewer in Training (RiT) Program. These programs offer ECRs a learning opportunity to gain a better understanding of the elements of high-quality reviews and the peer review process. The Postdoctoral Fellow (PDF) Review Program will continue to provide a similar opportunity for postdoctoral researchers. Additionally, CIHR will join select partner-led competitions to support training and capacity building in the dementia space.

In 2024–25, CIHR will deliver a range of strategic funding opportunities led by CIHR Institutes and/or as part of initiatives in line with key government priority areas. For example, the Agency will fund the first cohort of trainees through its Strategic Master’s Award, to help develop research skills and assist in training highly qualified personnel by supporting students who demonstrate potential in undergraduate and early graduate studies in priority research areas.

CIHR will also support the development of interdisciplinary, inter-jurisdictional, and intersectoral research training platforms through the second launch of the Health Research Training Platform funding opportunity. This funding aims to provide trainees and ECRs foundational skills and knowledge required for a wide range of careers within and outside of academia. These integrated research training and mentoring platforms are focused on building capacity in established or emerging research areas. These platforms are expected to provide training and mentoring opportunities that go above and beyond standard research training programs trainees typically experience.

Another important program that supports students is the Canada Graduate Scholarship (CGS) program. The program is administered by the Tri-Agencies and aims to promote continued excellence in Canadian research by rewarding and retaining high-caliber master's and doctoral students at Canadian institutions. By providing fellows with a high-quality research training experience, the CGS program strives to foster impacts within and beyond the research community.

CIHR will continue to deliver the Health System Impact Program and provide some of the brightest minds with the opportunity to work directly within Canadian health systems and related organizations. Once again in 2024–25, CIHR will include streams for doctoral students and postdoctoral researchers, as well as for early career embedded researchers.

CIHR has a longstanding commitment to Indigenous health research through its Institute of Indigenous Peoples' Health and the CIHR Action Plan: Building a Healthier Future for First Nations, Inuit, and Métis Peoples. The Agency remains committed to supporting Indigenous communities to lead health research founded in Indigenous ways of knowing focused on resilience and wellness. In its commitment to fostering the next generations of researchers, the Network Environments for Indigenous Health Research (NEIHR) program will continue to contribute to the Indigenous health research ecosystem, aligning with the objectives outlined in the Strategic Plan.

CIHR continues to work with its Tri-Agency partners to identify and reduce administrative barriers that restrict access to research funding for Indigenous Peoples, and in support of the Indigenous Health Research ecosystem with the Extension of Strengthening Indigenous Research Capacity Strategic Plan to 2026. The Indigenous Leadership Circle in Research guides the implementation of the strategic directions outlined in this plan.

Departmental Result # 3: Canada's health research is used

CIHR’s mandate includes supporting not only the creation of new knowledge but also its mobilization into improved health for Canadians, more effective health services and products, and a strengthened Canadian health care system. In line with CIHR’s mandate, the Strategic Plan includes a commitment in Priority E to better integrate evidence into health decisions by advancing the science and practice of knowledge mobilization.

CIHR has developed a new Knowledge Mobilization Framework and Action Plan, informed by extensive engagements with diverse stakeholders. In 2024–25, CIHR will announce the Framework and begin implementing early activities of the Action Plan. The activities will focus on the four streams of the Framework: building knowledge mobilization capacity and culture; addressing structural and systemic barriers to knowledge mobilization; funding and advancing the practice and science of knowledge mobilization; and advancing CIHR’s internal knowledge mobilization measurement, monitoring and evaluation. CIHR will also modernize and rebrand its flagship knowledge brokering program, Best Brains Exchange (BBE) program while taking steps to enhance its open science policies. In relation to funding knowledge mobilization, the Agency will continue to fund a range of strategic initiatives and funding opportunities focused on furthering both the practice and science of knowledge mobilization.

In 2024–25, CIHR will begin to fund implementation science projects focusing on the evaluation of dementia programs, services & models of care, and a Knowledge Mobilization Hub for brain health and cognitive impairment research in Canada. CIHR will also initiate knowledge mobilization activities, including planned reporting for grants funded in 2023–24. Through a targeted Budget 2022 investment, this work will allow CIHR to ramp up efforts to learn more about dementia and brain health; improve treatment and outcomes for persons living with dementia; and evaluate and address mental health consequences for caregivers as well as different models of care.

SPOR will advance Indigenous self-determination in health and research in accordance with the Truth and Reconciliation Commission's (TRC) Calls to Action and the United Nations Declaration of the Rights of Indigenous Peoples (UNDRIP). SPOR will also continue to invest in Indigenous communities’ abilities to advance their rights; and to undertake POR topics relevant to them by expanding its current funding in Canada’s territories. A new SPOR SUPPORT Unit which provides specialized services for People and Patient-Oriented Research and Trials in Nunavut will be funded along with existing ones in Yukon and Northwest Territories (Hotıì ts'eeda) to support POR capacity building and to accelerate First Nations, Inuit and Métis Peoples self-determination in health research.

In addition, CIHR will continue its collaboration with Tri-Agency partners to implement the Tri-Agency Research Data Management Policy and consult on updates to the Tri-Agency Open Access Policy.

Key risks

CIHR continues to manage risks relating to fulfilling its mandate. Over the last two years, the Agency has taken valuable and meaningful steps to manage its risks by developing a new corporate risk profile (CRP). The CRP addresses CIHR’s fundamental corporate risks in relation to the Agency’s strategic objectives and key responsibilities. It also establishes viable risk mitigation strategies in line with CIHR’s strategic vision and current organizational realities.

For 2024–25 CIHR’s CRP identifies five corporate risks:

Risk 1 - Corporate Prioritization: Expectations of CIHR’s role in the health research ecosystem have expanded in recent years which has created increased motivation for the Agency to take on new priority initiatives. There is a risk that CIHR’s current corporate prioritization process may cause it to establish new priorities with limited resources thus expending available resources beyond sustainable levels.

Risk 2 - CIHR/Institutes’ Authorities, Roles and Responsibilities: The interrelationship between CIHR and the 13 Institutes has evolved over the years and the role of Scientific Directors vis-à-vis CIHR is not clearly defined. There is a risk that the lack of a clear governance framework between CIHR and the Institutes may allow certain management decisions that operate outside the strict confines of Government of Canada policy framework.

Risk 3 - Tri-Agency Grants Management Solution (TGMS): There is a high level of expectation within the research community to support the TGMS and yet there is no consistent source of financial resources to support CIHR’s contributions. There is a risk that CIHR’s current issues in sustaining the ongoing support for the TGMS initiative could lead to reduced level of confidence in CIHR to fulfill its commitments to the project.

Risk 4 - Cybersecurity: There is a risk that CIHR’s current IM/IT infrastructure (e.g., systems, software) and support framework (e.g., strategies, policies, procedures, expertise) may allow for significant cybersecurity incidents affecting confidentiality, integrity, and availability of services.

Risk 5 - Research Funding Integrity: There is a risk related to partnered competitions and initiatives with regards to misaligned policies and/or competition delivery requirements between CIHR and its partners. This may impact CIHR’s overall reputation and financial management autonomy as well as the integrity of the research funding delivery process.

A detailed monitoring and reporting process has been developed to support risk owners, risk champions and risk collaborators to monitor and regulate response strategies and mitigation efforts, under the control and oversight of CIHR’s Chief Risk Officer.

Snapshot of planned resources in 2024–25

  • Planned spending: $1,323,421,351
  • Planned full-time resources: 301

Related government priorities

Program inventory

Funding Health Research and Training is supported by the following programs in the program inventory:

Supporting information on planned expenditures, human resources, and results related to CIHR’s program inventory is available on GC InfoBase.

Summary of changes to reporting framework since last year

CIHR has not made any changes to its reporting framework.

Internal services

In this section

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

Plans to achieve results

CIHR continues to deliver on its Strategic Plan. Priority Steering Committees oversee and advise on the delivery of each of the five main Strategic Plan priorities (Advance Research Excellence in All Its Diversity, Strengthen Canadian Health Research Capacity, Accelerate the Self-Determination of Indigenous Peoples in Health Research, Pursue Health Equity through Research, and Integrate Evidence in Health Decisions) along with a sixth priority focused on Organizational Excellence. The Strategic Plan is enacted through a series of annual strategic action plans, which outline the activities that will be undertaken to realize the ambitious vision and strategic direction of CIHR’s Governing Council. The Year 4 Action Plan, to be published in the spring of 2024, will include a report on progress and achievements to date.

As part of CIHR’s Strategic Plan commitment to foster excellence in the management and operations of the Agency, planning and prioritization processes will continue to be strengthened through its integrated planning process. This process supports the appropriate alignment of available resources to priorities to deliver desired results, considering reporting information and risk management practices.

In 2024–25, CIHR will finalize the evaluations of the STBBI, and the Banting Postdoctoral Fellowships Program. In addition, the Agency will implement evaluations of CTF, CRPPHE and an assessment of COVID-19 Research Investments. CIHR will also support the completion of the evaluations of the New Frontiers in Research Fund and the College and Community Innovation (CCI) Program.

CIHR will continue its implementation of workflow automation across the Agency using the Joget DX software to increase efficiency, improve accuracy, reduce processing times, and provide advanced data, monitoring and reporting. The software permits agile product development, ensuring the processes that are developed meet the business requirements from the outset, and can be easily modified when required. In addition, the Agency will commence the next phase of its Cloud Strategy through cloud optimization and the implementation of Financial Operations (FinOps) practices, adding transparency and aiding in cost control through monitoring, analysis and cost optimization, resource efficiency, performance optimization, scalability, continuous improvement and enhanced security and compliance.

Snapshot of planned resources in 2024–25

  • Planned spending: $46,139,369
  • Planned full-time resources: 288

Related government priorities

Planning for contracts awarded to Indigenous businesses

The Government of Canada is committed to reconciliation with Indigenous Peoples and to improving socio economic outcomes by increasing opportunities for First Nations, Inuit, and Métis businesses through the federal procurement process.

Under the Directive on the Management of Procurement, which came into effect on May 13, 2021, departments must ensure that a minimum of 5% of the total value of the contracts they award are held by Indigenous businesses.

CIHR must complete and submit procurement plans, through templates provided by Indigenous Services Canada, for the following:

CIHR does not have any procurement leases in the Nunavut Settlement Area, nor does it anticipate having any, given its mandate. The following outlines CIHR’s plans for 2024–25 regarding other measures undertaken internal to the organization and in support of mandatory procedures:

Action Plan

  1. Continue to attend Indigenous reverse trade shows organized by Public Services and Procurement Canada to meet the Indigenous community.
  2. Maintain a bank of names of Indigenous companies to be able to invite them to various calls for tender.
  3. Provide procurement information and awareness sessions for internal customers, carried out by the procurement department.
  4. Ensure that Indigenous businesses are included by default in procurement processes.
  5. Submit reports to CIHR management demonstrating the percentage of Indigenous contracts that have been awarded.
  6. Prepare tools to capture all requests made to Indigenous businesses, even if they have not submitted bids or been declared winners of a process.
  7. Continuously monitor the Agency’s progress throughout the fiscal year, leading to the evaluation of the achievements against its targets.

Challenges in achieving the minimum target of 5%, and mitigation strategies: As a small Agency with a narrow mandate, CIHR has a limited number of contracts. Most contracts by the nature of its services offered are specialized service contracts. Indigenous businesses that are in the right field or have the capability to fulfill similar contracts may be limited in relation to CIHR’s needs, which often require very specific expertise.

During the 2023–24 period, efforts were made by CIHR to secure the services of Knowledge Keepers and Elders, recognizing their immense importance to the Agency. Despite the Agency’s contacts with various entities, it was difficult to meet this requirement as businesses invited to bid were not responsive. Moving forward, CIHR’s efforts will continue as it strives to address this important aspect.

Table 4: Planning for the award of contracts to Indigenous businesses
5% reporting field 2022-23 actual result 2023-24 forecasted result 2024-25 planned result
Total percentage of contracts with Indigenous businesses N/A 5% 5%

Planned spending and human resources

This section provides an overview of CIHR’s planned spending and human resources for the next three fiscal years and compares planned spending for 2024–25 with actual spending from previous years.

In this section

Spending

Table 5: Actual spending for the core responsibility and internal services (dollars)

The following table shows information on spending for CIHR’s core responsibility and for its internal services for the previous three fiscal years. Amounts for the current fiscal year are forecasted based on spending to date.

Core responsibility and internal services 2021–22 actual expenditures 2022–23 actual expenditures 2023–24 forecast spending
Funding health research and training 1,348,771,749 1,296,803,889 1,301,048,200
Subtotal 1,348,771,749 1,296,803,889 1,301,048,200
Internal services 35,527,516 40,108,019 46,364,483
Total 1,384,299,265 1,336,911,908 1,347,412,683

The net decrease of $47.4M between 2021–22 and 2022–23 was mainly due to time-limited funding received to support COVID-19 research, ending in 2021–22, and the sunsetting of a number of Tri-Agency programs. This was largely offset by new funding received in 2022–23 for specific targeted research initiatives, including the Clinical Trials Fund (Budget 2021), Pediatric Cancer Research (Budget 2022), and responding to mpox (monkeypox) outbreaks in Canada.

Forecast spending in 2023–24 is expected to exceed actual 2022–23 spending by $10.5M mainly due to the allocation of funding for Tri-Agency programs (in collaboration with its Tri-Agency partners). Funding for these programs impacts CIHR’s planned spending on an annual basis as CIHR receives time-limited funding following each competition which depends on the successful applications’ alignment with CIHR’s health-related mandate.

Budgetary planning summary for the core responsibility and internal services (dollars)

Table 6: Budgetary planning summary for the core responsibility and internal services (dollars)

The following table shows information on spending for CIHR’s core responsibility and for its internal services for the upcoming three fiscal years.

Core responsibility and internal services 2024–25 budgetary spending (as indicated in Main Estimates) 2024–25 planned spending 2025–26 planned spending 2026–27 planned spending
Funding Health Research and Training 1,323,421,351 1,323,421,351 1,257,530,096 1,249,047,685
Subtotal 1,323,421,351 1,323,421,351 1,257,530,096 1,249,047,685
Internal services 46,139,369 46,139,369 44,025,584 43,386,600
Total 1,369,560,720 1,369,560,720 1,301,555,680 1,292,434,285

The net decrease of $68.0M between 2024–25 and 2025–26 is largely due to the re-profiling of the Clinical Trials Fund.

Funding

Figure 1: Departmental spending 2021–22 to 2026–27

The following graph presents planned spending (voted and statutory expenditures) over time.

Long Description
  2021–22 2022–23 2023–24 2024–25 2025–26 2026–27
Statutory 8 8 9 9 8 8
Voted 1,376 1,329 1,338 1,361 1,293 1,284
Total 1,384 1,337 1,347 1,370 1,301 1,292

Note: Figures may not reconcile due to rounding.

CIHR's spending reached almost $1.4B in 2021–22, mainly due to time-limited funding received to support COVID-19 research. Planned spending in 2023–24 and 2024–25, as compared to CIHR’s actual expenditures in 2022–23, is expected to remain relatively stable. The decreases in 2025–26 and 2026–27 are largely attributable to the re-profiling of the Clinical Trials Fund (Budget 2021).

There is a net variance of $22.1M between 2023–24 and 2024–25, mainly due to the following increases, for a total of $47.0M:

This increase has been offset mostly by the following decreases, for a total of $23.1M:

Since its inception in 2000, while delivering an increasing number of funding programs and initiatives, CIHR’s operating budget has remained extremely lean, representing less than 6% of its total budget.

Estimates by vote

Information on CIHR’s organizational appropriations is available in the 2024–25 Main Estimates.

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of CIHR’s operations for 2023–24 to 2024–25.

The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available on CIHR’s website.

Table 7: Future-oriented condensed statement of operations for the year ending March 31, 2025 (dollars)

Financial information 2023–24 forecast results 2024–25 planned results Difference (2024–25 planned results minus 2023–24 forecast results)
Total expenses 1,359,113,870 1,379,635,793 20,521,923
Total revenues 2,588,004 4,687,974 2,099,970
Net cost of operations before government funding and transfers 1,356,525,866 1,374,947,819 18,421,953

Total expenses include grant and award payments for health research training of approximately $1,259.9M in 2023–24 and $1,286.0M in 2024–25, an increase of approximately 2.1% year-over-year. The remaining amount of $99.2M in 2023–24 and $93.7M in 2024–25 relate to operating expenses such as salaries and goods and services.

Total revenues include funds received from external partners for health research and training, as well as any refunds of prior year grant and award payments. Revenues are expected to increase in 2024–25 because of an anticipated increase in external partner funds for health research and training.

Human resources

Actual human resources summary for core responsibility and internal services

Table 8: Actual human resources summary for core responsibility and internal services

The following table shows information on human resources, in full-time equivalents (FTEs), for CIHR’s core responsibility and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date.

Core responsibility and internal services 2021–22 actual full time equivalents 2022–23 actual full time equivalents 2023–24 forecast full time equivalents
Funding Health Research and Training 282 314 330
Subtotal 282 314 330
Internal services 256 276 288
Total 538 590 618

The increase from 2021–22 to 2023–24 results from the extension of temporary positions created to address immediate operational requirements and support initiatives announced in Budget 2021 and Budget 2022.

Table 9: Human resources planning summary for core responsibility and internal services

The following table shows information on human resources, in full-time equivalents (FTEs), for CIHR’s core responsibility and for its internal services planned for 2024–25 and future years.

Core responsibility and internal services 2024–25 planned full time equivalents 2025–26 planned full time equivalents 2026–27 planned full time equivalents
Funding Health Research and Training 301 278 275
Subtotal 301 278 275
Internal services 288 269 265
Total 589 547 540

The decrease in full-time equivalents from 2024–25 through 2026–27 is the result of the sunsetting of time-limited initiatives, where the requirement for the respective temporary positions will begin to wind-down.

Corporate information

Organizational profile

Appropriate ministers: The Honourable Mark Holland, P.C., M.P., and The Honourable Ya'ara Saks, P.C., M.P.

Institutional head: Catherine MacLeod, Acting President

Ministerial portfolio: Health

Enabling instrument: Canadian Institutes of Health Research Act (S.C. 2000, c. 6)

Year of incorporation / commencement: 2000

Organizational contact information

Mailing address

Canadian Institutes of Health Research
160 Elgin Street, 9th Floor
Address Locator 4809A
Ottawa, Ontario K1A 0W9

Telephone: 613-954-1968
TTY: 1-888-603-4178
Fax: 613-954-1800
Email: support-soutien@cihr-irsc.gc.ca
Website: www.cihr-irsc.gc.ca

Supplementary information tables

The following supplementary information tables are available on CIHR’s website:

Information on CIHR’s departmental sustainable development strategy can be found on CIHR’s website.

Federal tax expenditures

CIHR’s Departmental Plan does not include information on tax expenditures.

Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the Report on Federal Tax Expenditures. This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.

Definitions

List of terms
appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
A document that sets out a department's priorities, programs, expected results and associated resource requirements, covering a three year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.
departmental result (résultat ministériel)
A change that a department seeks to influence. A departmental result is often outside departments' immediate control, but it should be influenced by program-level outcomes.
departmental result indicator (indicateur de résultat ministériel)
A factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that consists of the department's core responsibilities, departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department's actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.
full time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person year charge against a departmental budget. Full time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography, language, race, religion, and sexual orientation.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2024–25 Departmental Plan, government-wide priorities are the high-level themes outlining the Government's agenda in the 2021 Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation and fighting for a secure, just, and equitable world.
horizontal initiative (initiative horizontale)
An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
Indigenous business
As defined on the Indigenous Services Canada website in accordance with the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses annually.
non budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within a department and that focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
An inventory of a department's programs that describes how resources are organized to carry out the department's core responsibilities and achieve its planned results.
result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead, they are within the area of the organization's influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The vote wording becomes the governing conditions under which these expenditures may be made.
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