Canadian Institutes of Health Research's 2023–24 Departmental Results Report

From the Ministers

We are pleased to present the 2023–24 Departmental Results Report of the Canadian Institutes of Health Research (CIHR).

In 2023–24, CIHR continued to play an important role in the Government of Canada’s response to COVID-19 through a multifaceted research approach. This included research on the ongoing mental health and substance use challenges that were exacerbated by the pandemic; the long-term effects of COVID-19; support for a Canadian Post COVID-19 Condition Research Network and a Canadian Pediatric COVID-19 Research Platform; and the launch of Women RISE, an initiative to support women’s health and economic empowerment for an equitable COVID-19 recovery. The lessons learned from these initiatives will help strengthen Canada’s response in the event of a future pandemic.

We are pleased to highlight the launch of the Integrated Youth Services Network of Networks Initiative (IYS-Net). This Canada-wide program, a collaboration between CIHR and other partners, including the Graham Boeckh Foundation, builds on 15 years of research investments to improve youth mental health in Canada. The IYS approach is transforming the delivery of these services for youth to have equitable access to the range of services they need, when they need them (including primary care, peer support, work and study supports, and other supports and services).

CIHR also continued its important work to embrace diversity and remove systemic barriers in the health research system. Through its Anti-Racism Action Plan and its Accessibility and Systemic Ableism Action Plan, CIHR has established itself as a leader in supporting equity, diversity and inclusion – both within the Agency and across Canada’s health research ecosystem. This included support for the 2023 Personnel Awards for Black Scholars – a program designed to increase the number of highly qualified Black trainees in heart and brain research across Canada. We applaud CIHR’s ongoing efforts to promote anti-racism, counter ableism, and build a health research community that is free of systemic bias.

CIHR made many other important investments this year to improve the health of Canadians. These included support for research on dementia (Brain Health and Cognitive Impairment in Aging Research Initiative), women’s health (National Women’s Health Research Initiative) and diabetes (Knowledge Mobilization in Diabetes Prevention and Treatment).

We invite you to read the 2023–24 Departmental Results Report to learn more about how CIHR’s investments are strengthening our health systems and improving health for Canadians and people throughout the world.

Results – what we achieved

Core responsibility and internal services

• Core responsibility: Funding Health Research and Training
• Internal services

Core responsibility: Funding Health Research and Training

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.

Progress on results

This section presents details on how the Agency performed to achieve results and meet targets for its core responsibility, Funding Health Research and Training. Details are presented by departmental results.

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

Canada’s Centre for Research on Pandemic Preparedness and Health Emergencies (CRPPHE), housed at CIHR, continued to collaborate with other federal departments and agencies, as well as domestic and international stakeholders. In 2023–24, CIHR continued to support the Government of Canada's COVID-19 response by engaging with and supporting the Long COVID Web research network. This network, comprising over 600 researchers, clinicians, COVID-19 survivors, decision makers, and partners, focuses on studying the long-term health impacts of COVID-19 and Post COVID-19 Conditions (PCC).

CRPPHE made targeted investments in research and capacity building to enhance emergency research response capabilities, drawing on COVID-19 lessons. These investments focused on research, research platforms, training in science communication, behavioural sciences, ethics in emergencies, resilience building, health system surge capacity, health impacts of climate change, and community-based approaches for rural and Indigenous communities. Furthermore, CIHR through the CRPPHE, funded three Applied Public Health Chairs on ethical preparedness: preventing zoonotic spillover; building trusted health information systems; and creating One Health research training platforms for antimicrobial resistance and emerging zoonoses.

In 2023–24, CIHR funded four projects under the Antimicrobial Resistance research initiative, centered on evaluating population-level interventions aimed at reducing inappropriate antimicrobial use and preventing the spread of resistant pathogens. The outcomes of these projects will contribute new knowledge to advance the objectives of the Government of Canada's Pan-Canadian Action Plan on Antimicrobial Resistance.

In 2023–24, CIHR finalized its International Action Plan to enhance its international collaborations through consultations, evidence gathering and best practices. The Agency has shared its international approaches with its Tri-Agency partners, namely the Natural Sciences and Engineering Research Council of Canada (NSERC) and the Social Sciences and Humanities Research Council of Canada (SSHRC), as well as the Innovation, Science and Economic Development (ISED) to better align Canadian research priorities on the international stage.

Domestically, CIHR continued its key relationships with provincial funders, health charities, and academic sector organizations through both proactive and responsive mechanisms to advance the health research agenda. Relations with the National Alliance of Provincial Health Research Organizations, the Health Charities Coalition of Canada, and the academic sector have been maintained and strengthened through a series of planned and ad hoc strategic partnership meetings and key leadership touchpoints. In addition, the Agency has maintained close institutional ties through the University Delegate’s table and other academic sector organizations via year-round bilateral engagements.

Research that involves patients and people with lived/living experience (PWLE) is known to improve the relevance of health research and patient outcomes. This is foundational for Canada’s Strategy for Patient-Oriented Research (SPOR).  Together with partners, CIHR completed a public engagement process to gather input from PWLE, communities, healthcare professionals, researchers, and health system decision makers. The collected input is a basis for recommendations by a SPOR Refresh Steering Committee and is expected to shape future directions of Canada’s SPOR, addressing key strengths and challenges.

The engagement process highlighted the importance of strengthening equity, diversity and inclusion, and enhancing collaborations with PWLE, policy makers and health decision makers to increase research impacts. This underscores the need for inclusive representation and effective translation of research into policy for better health outcomes. In addition, Indigenous community members offered insights on how SPOR can help advance the Truth and Reconciliation Commission of Canada Calls to Action [ PDF (299 KB) - external link ] and accelerate Indigenous self-determination in health research. The national dialogue reaffirmed the importance of SPOR and highlighted the need for increased accountability for effective and culturally safe practices. Through the development of tools and resources, CIHR started the process of expanding patient-oriented research beyond SPOR into other CIHR-funded research to improve patient outcomes.

In 2023–24, CIHR continued to support the Canadian clinical trials ecosystem through the Clinical Trials Fund (CTF). CTF plays a crucial role in advancing CIHR’s Strategic Plan 2021-2031 and priorities by promoting research excellence and integrating evidence into health decisions. Following engagement and consultations with the clinical trials community, CIHR published a summary of stakeholder views on the future of clinical trials in Canada. Based on this input, the Agency published a Proposed Clinical Trials Strategy for Canada.

Ongoing engagement with the clinical trials community continues to shape the next steps for implementing the strategy. This involves incorporating principles of research excellence to promote inclusive, ethical, and transparent clinical trials, and increase efficiency in the administration and implementation of clinical trials. As part of its ongoing support for Canada’s Biomanufacturing and Life Sciences Strategy, CIHR launched an additional funding opportunity to support clinical trials projects and provided funding to support community engagement in clinical trials.

CIHR completed its first annual monitoring of the Policy Requirements for the Registration and Disclosure of results from Clinical Trials as it continues to support researchers in meeting the requirements of this policy. The requirements are crucial for maintaining ongoing eligibility and demonstrating transparency in the utilization of public funds for research.

New SPOR investments are enhancing clinical trial accessibility for vulnerable patients, including optimizing youth mental health research in community settings, developing an adaptive platform trial to prevent Rheumatoid Arthritis with First Nations Peoples in remote Canadian communities, and improving hospital discharges for people experiencing homelessness. The new Nunavut SUPPORT Unit (NuSPOR) is dedicated to improving health outcomes for all people in Nunavut through POR. The investment in this new patient and community-oriented research hub bolstered research capacity in Nunavut. The first year will be dedicated to strengthening capacity and setting up the SUPPORT unit.

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

Through direct (recipient of CIHR training awards) and indirect (from a researcher’s CIHR grant) funding to trainees and postdoctoral fellows, CIHR investments continued to strengthen Canada’s health research capacity by supporting the development of scientific, professional, and organizational leaders within and beyond the health research enterprise.

In 2023–24, CIHR continued to launch innovative training and career support funding opportunities and captured associated learnings to enhance future activities. The Health Research Training Platform (HRTP) supports the development of interdisciplinary, inter-jurisdictional, and intersectoral research training platforms. It aims to build the capacity of a diverse cadre of trainees and early career researchers (ECRs), ultimately equipping them with foundational skills for a wide range of careers within and outside of academia. The two streams of the Health System Impact (HSI) Fellowship (the HSI Award for Doctoral Trainees and the HSI awards for Post-Doctoral Researchers) provide hands-on embedded research experiences and mentorship opportunities outside the traditional university setting.

The CIHR Project Grant Program encouraged reviewers to provide enhanced feedback to first-time ECR applicants. The Reviewer in Training (RiT) Program provided more than 200 ECRs the opportunity to participate as a mentee or ECR reviewer on Project Grant and Community-Based Research Program peer-review committees to gain a better understanding of the elements of a high-quality review and the peer review process. Since 2017, CIHR has ensured that the proportion of ECRs funded through each Project Grant competition is at least equal to the proportion of ECR applicants to the competition. For the spring and fall 2023 Project Grant competitions, the total number of fully funded projects for ECR applicants went from 154 (before equalization) to 195 (after equalization) across the two launches.

CIHR also began funding the recipients of Canada’s first Research Excellence, Diversity, and Independence (REDI) Early Career Transition Award. REDI uses an intersectional framework for race and gender and the first launch is to support racialized women and Black people transition to independent academic or research positions—increasing equity, diversity and inclusion in health research. CIHR and partners are providing support to 43 ECRs focusing on health research in numerous areas. In February 2024, CIHR hosted the first virtual REDI Meet and Greet for awardees and their mentors, providing the opportunity for awardees to share their work and build upon their networks.

Additionally, CIHR implemented a new Tri-Agency funding opportunity to support Black students and postdoctoral researchers. This annual funding will support a total of 36 additional Black scholars at the masters, doctoral, postdoctoral, and post-health professional degree stages, through scholarship and fellowship programs.

In 2023–24, CIHR continued to collaborate with its Tri-Agency partners to deliver funding that supports researchers along their career pathway. This included advancing the development of the Training and Career Support Framework and Action Plan, a commitment within the CIHR Strategic Plan. The development of the Tri-Agency Training Strategy aims to create an innovative, equitable, accessible, and effective suite of scholarship and fellowship funding opportunities for a diverse base of trainees. Additionally, the finalization of a Tri-Agency Talent Evaluation, along with the associated Management Response and Action Plan, will inform decisions to foster future Agency activities for research training and talent development.

CIHR remains committed to advancing Indigenous self-determination in health research and embedding Indigenous ways of knowing, learning, and healing in our research programs, notably by providing distinction-based training to staff to promote a culturally safe workplace and advance reconciliation. Strategic initiatives developed by and with Indigenous Peoples (First Nations, Inuit and Métis) remains a high priority. In 2023–24, CIHR exceeded its target of 4.6% of total research investments in grants and awards addressing Indigenous health in the last two fiscal years and is working on identifying strategies to continue to increase and diversify funding in Indigenous Health Research (IHR).

CIHR has continued to work with the Tri-Agency Reference Group for the Appropriate Review of Indigenous Research (Reference Group) to implement iterative peer review processes for applications relevant to Indigenous health, to ensure better success rates for Indigenous-focused investigator-initiated grant applications. In March 2023, the first in-person meeting of the Reference Group was held in Yellowknife, Northwest Territories, to discuss unique challenges for Indigenous research projects conducted in the North. The Reference Group is working with CIHR on recommendations for the revised process, as well as ways to improve the recruitment of Indigenous reviewers and support learning for non-Indigenous reviewers.

CIHR and its Tri-Agency partners continued to implement the interagency strategic plan Setting new directions to support Indigenous research and research training in Canada with advice from the Indigenous Leadership Circle in Research. The Leadership Circle helped the agencies in four specific areas:

• building relationships with First Nations, Inuit and Métis Peoples;
• supporting research priorities for Indigenous Peoples;
• creating greater funding accessibility to funding agency programs; and
• championing Indigenous leadership, self-determination, and capacity building in research.

CIHR continued to work with the Tri-Agency partners to develop strategies to strengthen Indigenous research capacity development through training and mentoring along the entire career continuum from undergraduate to postdoctoral levels. The Tri-Agency Working Group on Administrative Barriers to Indigenous Community-led Research has worked collaboratively to reduce administrative barriers that restrict access to research funding for First Nations, Inuit and Métis Peoples through three initiatives by:

• expanding the eligibility for Indigenous individuals at community-based organizations to apply for funding;
• simplifying the process for Indigenous organizations to become eligible to administer Agency research funds; and
• approving a recommendation to provide indirect cost support to Indigenous community-based organizations through grant funding.

A Tri-Agency Ad Hoc Working Group on Indigenous Citizenship and Membership (the “Working Group”) was formed with a mandate to engage a range of key partners, including the Indigenous Leadership Circle in Research, Indigenous organizations and communities, academic institutions, Indigenous scholars/experts, and federal departments. The Working Group's task was to gather perspectives and insights to develop and implement an engagement plan and inform and publish a Tri-Agency policy. This policy will outline culturally sensitive and respectful ways to establish a system of affirming citizenship and/or membership for funding or positions dedicated to Indigenous Peoples. In January 2024, the Working Group published a What We Heard report summarizing key elements of the engagements, and has drafted an Affirmation Policy based on findings.

The Network Environments for Indigenous Health Research (NEIHR) Program continued to contribute to the Indigenous health research ecosystem in ways that align with CIHR’s Strategic Plan. The existing nine NEIHR Centres and the NEIHR Coordinating Centre have demonstrated progress on building capacity in Indigenous health research by supporting various Indigenous-led programs, Indigenous researchers, and knowledge mobilization of Indigenous health research. To continue building on key achievements to date to address the existing gap in the regional reach, CIHR launched the 5-year renewal of the NEIHR Program and the Yukon NEIHR Centre Development Grant.

CIHR’s Brain Health and Cognitive Impairment in Aging Research Initiative was developed to promote brain health during aging, while addressing the complex care needs of people living with dementia and their caregivers. In 2023–24, four funding opportunities were launched under this initiative and funding for four other funding opportunities was successfully completed. Further, the Dementia Research and Innovation Funders Alliance was launched to foster collaboration between funders across Canada to maximize impact in dementia research.

The Canadian Research Initiative in Substance Misuse (CRISM) continues to deliver on its mandate through research and knowledge mobilization aimed at improving the care and quality of life for Canadians with lived experience of substance use. In 2023–24, CIHR supported the expansion of CRISM Phase II through the funding of the Network Coordinating Centre. Additionally, the funding enhances governance, communication, and partner engagement. Furthermore, it supports the Indigenous Engagement Platform to foster distinctions-based and Indigenous-led community-based substance use research and knowledge mobilization that is founded in Indigenous ways of knowing, priorities, and values.

CIHR continued to support research and knowledge mobilization on a variety of substances as well as polysubstance use, including alcohol through the Alcohol research to inform health policies and interventions funding opportunity, psilocybin through the Psilocybin-assisted Psychotherapy funding opportunity, and cannabis through the Canadian Drugs and Substances Strategy (CDSS). This research aims to inform public health strategies and reduce alcohol-related health risks.

CIHR provided funding for seven network grants in partnership with the Graham Boeckh Foundation and other philanthropic partners supporting a Canada-wide network of provincial and territorial learning health systems for Integrated Youth Services (IYS). This investment not only expanded the number of networks within the ‘Network of Networks’ but also provided funding to the IYS Indigenous Network to help transform youth mental health services in Indigenous contexts.

CIHR, in partnership with JDRF Canada^{Footnote 1}, funded the Canadian Population Screening for Risk of Type 1 Diabetes Research Consortium. Building on experiences from other countries, the Consortium will coordinate pan-Canadian research to assess the feasibility and acceptability of a Type 1 Diabetes screening program in a Canadian general population.

In 2023–24, CIHR provided funding for seven pediatric cancer research projects through its flagship Project Grant program. The funding stems from the Budget 2021 announcement. All funds from this dedicated budget have now been invested, resulting in the creation of a Pediatric Cancer Consortium (ACCESS), and providing support to a total of 26 projects which demonstrated the greatest potential for advancing knowledge and improving outcomes for pediatric cancer patients and their families.

In addition, the Agency implemented the Rare Disease Research Initiative, which is part of the National Strategy for Drugs for Rare Diseases, led by Health Canada. Under this initiative, four funding competitions were launched, two of which were successfully completed. Specifically, CIHR funded the Pediatric Rare Disease Clinical Trials and Treatment Network and three grants to improve the diagnostic journey of rare disease patients.

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

CIHR continued to support Knowledge Mobilization activities and targeted research initiatives related to Government of Canada commitments to improve health for Canadians, provide more effective health services and products, and strengthen the Canadian health care system.

In 2023–24, CIHR completed the final phase of internal and external engagements to inform the development of a new Knowledge Mobilization Framework and Action Plan. This framework will guide CIHR's efforts to ensure that research evidence is effectively integrated into Canadian health policy and practice. Feedback from over 200 participants with diverse backgrounds and expertise informed the refinement of the final version of the Framework and Action Plan.

Throughout the year, CIHR collaborated with federal and provincial policy partners to deliver six Best Brains Exchanges via CIHR’s flagship knowledge brokering program. This program is a key mechanism to support the integration of high-quality health research and implementation evidence into federal, provincial, and territorial policy making. The events held in 2023–24 focused on policy issues of high priority to partners, notably: medical assistance in dying, addressing racism and discrimination in Canadian health systems, community-led care, public health surveillance, federal action to eliminate Hepatitis C, and supporting individuals with complex needs.

The Transforming Health with Integrated Care (THINC) research initiative aims to improve our understanding of implementing, evaluating, adapting and/or spreading evidence-informed integrated care policies and interventions. In 2023–24, CIHR funded 13 Implementation Science Teams as part of THINC. The 13 teams span 8 provinces and involve more than 100 individuals, including patients, caregivers and community members with lived experience, decision makers, health care providers, and researchers. This collaboration has created an important opportunity to work together using implementation science, learning health system and patient-oriented research approaches to advance transformative integrated care across Canada.

In October 2023, CIHR’s Institute of Health Services and Policy Research and the HIV/AIDS and STBBI Research Initiative funded the THINC Knowledge Mobilization and Impact Hub. This Hub aims to build and support a pan-Canadian learning community involving all THINC grantees and knowledge user communities. It will also foster the mobilization and uptake of research evidence into practice, enhance the impact of research, and encourage networking and collaboration.

CIHR continued to fund the First Nations Biobanking and Genomic Research Grant to keep building knowledge and capacity for informed First Nations decision making and governance on biobanking and genomic research. This grant allows the First Nations Information Governance Center to continue developing appropriate protocols to guide the work and associated knowledge mobilization efforts.

The Tri-Agency partners continued to fund research that is conducted to the highest professional and disciplinary standards. The Tri-Agency partners continued to fund research that is conducted to the highest professional and disciplinary standards. CIHR continued to implement the Tri-Agency Research Data Management Policy, which promotes excellence in data management practices within the Canadian research community. This policy aligns with a distinctions-based approach to Indigenous self-determination by recognizing data sovereignty and data collection, ownership, protection, use and sharing.

Table 1: Targets and results for Funding Health Research and Training

Table 1 provides a summary of the target and actual results for each indicator associated with the results under Funding Health Research and Training

1. Canada’s health research is internationally competitive.

Table 2: Targets and results for Funding Health Research and Training

Table 2 provides a summary of the target and actual results for each indicator associated with the results under Funding Health Research and Training

2. Canada’s health research capacity is strengthened.

Table 3: Targets and results for Funding Health Research and Training

Table 3 provides a summary of the target and actual results for each indicator associated with the results under Funding Health Research and Training

3. Canada’s health research is used

Additional information on the detailed results and performance information for the CIHR’s program inventory is available on GC InfoBase.

Details on results

The following section describes the results for Funding Health Research and Training in 2023–24 compared with the planned results set out in CIHR’s departmental plan for the year.

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

Results achieved

• Supported the Government of Canada's response to the COVID-19 pandemic by investing in the Long COVID Web research network;
• Strengthened the clinical trials ecosystem by investing in key initiatives and developing a draft Clinical Trials Strategy informed by stakeholder input; and
• Fostered key relationships with domestic and international stakeholders through proactive and responsive mechanisms to advance the health research agenda.

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

Results achieved

• Launched multiple funding opportunities to support scientific, professional and organizational leaders at all career stages, strengthening Canada’s health research capacity;
• Supported the IYS-Net Initiative to expand the nationwide network of provincial and territorial learning health systems for Integrated Youth Services; and
• Funded strategic health research initiatives developed by and with Indigenous Peoples to strengthen interdisciplinary research and training that contributes to reconciliation.

Departmental Result # 3 Canada’s health research is used

Results achieved

• Invested in knowledge mobilization activities to integrate evidence into health decisions, improving pandemic and emergency readiness;
• Completed internal and external engagements to inform the development of a new Knowledge Mobilization Framework and Action Plan; and
• Collaborated with federal and provincial policy partners to deliver six Best Brains Exchanges focused on policy issues of high priority to partners.

Key risks

In 2023–24, CIHR implemented its new Corporate Risk Profile (CRP) that addresses the fundamental corporate risks associated with CIHR’s strategic objectives and key responsibilities. The CRP also outlines effective mitigation strategies for each risk that aligns with the Agency’s strategic vision and current organizational context. The following are CIHR’s current corporate risks:

Risk 1: Corporate Prioritization – There is a risk that CIHR’s current corporate prioritization process may not allow for sufficient oversight and controls to ensure new Agency priorities are sufficiently resourced (e.g., infrastructure, staff, funding), and that overall existing priorities are resourced properly.

Risk 2: CIHR/Institutes’ Authorities, Roles, and Responsibilities – There is a risk that the lack of a clear governance framework within CIHR and between CIHR and the Institutes including the authorities, roles, and responsibilities may cause an important misalignment in terms of who is accountable for what, and how decisions are made, leading to potential reputational damage to CIHR as well as inefficient decision making and use of limited resources.

Risk 3: Tri-Agency Grants Management Solution (TGMS) – There is a risk that CIHR may not be able to respond adequately to the expectations of its stakeholder community with regards to a modern, user-friendly, and flexible granting system, predicated on a harmonized granting business process approach. This risk is coupled with the risk that TGMS uptake on the part of the research community may be slow and protracted due to inadequate change management and legacy system transitioning practices. Should these risks materialize, health research stakeholders would significantly lose confidence in CIHR’s role as an innovative leader in the health research eco-system.

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 (core and/or critical).

Risk 5: Research Funding Integrity – CIHR and partners can have different and sometimes conflicting mandates and accountabilities which can create policy and process misalignment and tension within the partnership. A formally documented policy on consulting and collaborating, subject to periodic review and updates, is needed to allow CIHR and partners to work collaboratively and efficiently together. Without this framework there is a risk associated with partnered competitions and initiatives, specifically:

1. the inconsistent interpretation and application of Central Agency policies by CIHR, and
2. conflicting or misaligned policies and/or delivery requirements between CIHR and its partners. This could affect CIHR's reputation and potentially lead to an uneven application of the research funding delivery process.

Resources required to achieve results

Table 4: Snapshot of resources required for Funding Health Research and Training

Table 4 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

Complete financial CIHR’s GC Infobase page and human resources information CIHR’s GC Infobase page for CIHR’s program inventory is available on GC InfoBase.

Related government-wide priorities

• Gender-based analysis plus

  CIHR uses its GBA Plus Framework to coordinate related work and to operationalize the Government of Canada commitments within CIHR’s Strategic Plan 2021-2031. The Framework seeks to build GBA Plus organizational capacity and sustain the practice of GBA Plus. CIHR made important progress on its continued implementation through three streams:

  GBA Plus in CIHR-funded Research: CIHR required research funding proposals to consider, where applicable, diverse biological factors (e.g., sex, age), intersecting aspects of social identity (e.g., gender, race, disability) and Indigenous Rights. It included requirements for meaningful representation, equity, and inclusion of historically underrepresented or excluded researchers and team members. The Agency also advanced efforts to enhance resources for peer reviewers to mitigate bias in the peer review process. In collaboration with Women and Gender Equality Canada (WAGE), CIHR invested in the National Women’s Health Research Initiative (NWHRI) by establishing the Pan-Canadian Women’s Health Coalition. This coalition, composed of 10 virtual hubs and one coordinating centre, aims to maximize the visibility and impact of women’s health research in Canada. Additionally, CIHR and WAGE funded 23 Biomedical Discovery Grants through NWHRI to support high-risk, high-reward research in high-priority areas of women's health, focusing on basic science and preclinical studies.

  GBA Plus in CIHR’s Funding System: In 2023–24, CIHR advanced GBA Plus in its funding system by collecting applicant and peer reviewer data through the expanded Tri-Agency Self-Identification Questionnaire, announcing the results of Canada’s first REDI Early Career Transition Award, and engaging the research community to develop action plans addressing systemic ableism and systemic racism in its funding activities. In alignment with its commitments to equity, diversity and inclusion outlined in the CIHR Strategic Plan, CIHR published summary findings from its virtual discussion sessions hosted with persons with a disability from across Canada. Additionally, CIHR continued working with its External Advisory Committee on Accessibility and Systemic Ableism to identify and find solutions to barriers in the health research funding system.

  GBA Plus in CIHR’s Workplace: CIHR is preparing to launch a self-identification campaign as part of the Self-Identification Modernization Project led by the Treasury Board of Canada Secretariat. CIHR is also preparing for the second round of membership for its employee EDI committee and continues to develop an internal EDI Action Plan to address systemic workplace barriers. Additionally, CIHR published the Accessibility Progress Report 2023, outlining commitments and progress on its 2023-2026 Accessibility Plan and launched a new champions program to align with its priorities and enhance collaboration across the Agency.

• United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

  In 2023–24, CIHR continued to support the achievement of the following UN Sustainable Development Goals (SDG) 2030s:

  SDG 3: Ensure healthy lives and promote well-being for all at all ages. CIHR continued to implement its Framework for Action on Global Health Research through ongoing participation in the Global Research Collaboration for Infectious Disease Preparedness (GloPID-R) and initiatives such as the Healthy Life Trajectories Initiative (HeLTI). CIHR also provided grants to support partnership development between Canadian researchers and researchers from the global south, and explored promising partnership opportunities to support sexual and reproductive health rights research in sub-Saharan Africa. In partnership with the International Development Research Centre (IDRC), CIHR announced the results of a funding opportunity, launched under the Global Alliance for Chronic Diseases (GACD), to research non-communicable diseases in urban areas in the Caribbean and West Africa.

  The implementation of the CIHR-funded CLSA protocol/platform, which includes data collection for more than 51,000 participants for the period of 2021 to 2027 is ongoing. In addition, CIHR along with other sponsors, launched the Catalyst Grant: Analysis of Canadian Longitudinal Study on Aging (CLSA) Data (2023) funding opportunity. This initiative aims to support research efforts of Canadian researchers to use the extensive data available within the CLSA research platform. Eighteen research teams from across Canada received funding to analyze longitudinal data to find ways to improve the health of Canadians by better understanding how biological, medical, psychological, social, lifestyle and/or economic aspects of people's lives impact both the maintenance of health and the development of disease and disability as Canadians age.

  SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. In 2023–24, CIHR continued to implement the Tri-Agency EDI Action Plan (2018-2025), which aims to ensure equitable and inclusive access to federal research funding for all members of the research community. Specifically, CIHR continued to collect data from applicants and peer reviewers using the expanded version of the Tri-Agency Self-identification Questionnaire. The questionnaire collects information on eight identity dimensions, which will help CIHR understand where systemic barriers exist, and how to design equitable and inclusive programs that support the full and fair participation of all members of the health research community.

  CIHR continued to work with the other Tri-Agency partners to foster an equitable, diverse, and inclusive culture in Canadian post-secondary institutions. This included sponsoring an ongoing Council of Canadian Academies’ study on EDI Practices in the Post-Secondary Research System.

  SDG 5: Achieve gender equality and empower all women and girls. In partnership with IDRC and SSHRC, CIHR continued to invest in the Women RISE initiative, supporting action-oriented and gender-transformative research on how women's health and their work (paid or unpaid) intersect and interact in the context of preparedness, response and recovery from COVID-19. Women RISE is funding 23 research teams comprising a low- and middle-income country principal investigator with a Canada-based co-principal investigator and at least one decision maker co-principal investigator.

  In partnership with WAGE and the Institute of Gender and Health, CIHR has continued investing in women’s health research through NWHRI. This initiative promotes a coordinated pan-Canadian research program using community-based and intersectoral approaches, emphasizing equity, diversity, inclusivity, and Indigenous Rights. This funding aims to transform women's health research and practice by addressing persistent gaps for all women, including Indigenous, Black, and racialized women, women with disabilities, and members of 2SLGBTQI+ communities.

  SDG 8: Promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all. CIHR has been supporting several funding opportunities in collaboration with key partners to build capacity in key health research areas and among historically underrepresented populations. Notable initiatives include the second launch of the HRTP, the renewal of the NEIHRs, the Health System Impact Fellowships, and funding the REDI Early Career Transition Award. Additionally, CIHR collaborated with Tri-Agency partners to support Black scholars, implement the Tri-Agency Early Career Research Action Plan, finalize a Tri-Agency Talent Evaluation, and develop the Tri-Agency Training Strategy.

  SDG 10: Reduce inequality within and among countries. CIHR continued its work to integrate, across the Canadian global health research ecosystem, the use of principles (known collectively as 'Principles for Global Health Research') designed to support researchers in Canada to embrace ethical and equitable approaches to global health research into action.

  SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable. CIHR continued to invest in the Healthy Cities Research Initiative (HCRI) with the goal of making cities inclusive, safe, resilient, and sustainable. HCRI is focused on improving health in Canada by ensuring urban environments are maximizing their health-promoting potential and minimizing their harms. Funded by Tri-Agencies, the Implementing Smart Cities to Build Healthy Cities (SMART) Training Platform hosted the second HCRI annual meeting in November 2023. The event brought together partners, researchers, and knowledge users to discuss topics including implementation science, food and health, Indigenous health research and equity, aging, and chronic disease.

  SDG 12: Ensure sustainable consumption and production patterns.

  Consistent with the Government of Canada’s priority of responding to responsible consumption and production, and in accordance with SDG 12, CIHR committed to strengthen green procurement criteria. The Agency contributes to the achievement of SDG Target 12 by ensuring all procurement officers complete green procurement training and by including green procurement provisions in its tenders.

  SDG 13: Take urgent action to combat climate change and its impacts. In 2023–24, CIHR provided a one-year funding extension to the Canadian Lyme Disease Research Network to address critical knowledge gaps that exist in Canada regarding this common tick-borne illness. As part of the fall 2023 Project Grant competition, CIHR launched a Priority Announcement in partnership with Health Canada to fund grants that will investigate critical gaps in climate-health risks and climate-sensitive health outcomes in Canada. This Priority Announcement resulted in eight bridge grants.

  More information on CIHR’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

Innovation

CIHR has continued to automate workflow business functions using Joget DX software, fully automating executive correspondence functions to enhance efficiencies and retire a deprecated legacy system. In 2023–24, the Agency also completed the migration of its application portfolio to the Cloud, enhancing business continuity, disaster recovery, and cybersecurity. This migration balanced cost-effective licensing with optimal deployment, increased operational agility and scalability, and reduced the IT footprint by 61%, significantly cutting technical debt while maintaining performance standards.

Program inventory

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

• Investigator-Initiated Research (IIR)
• Training and Career Support (TCS)
• Research in Priority Areas (RPA)

Additional information related to the program inventory for Funding Health Research and Training is available on the Results page on GC InfoBase.

Internal services

Description

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

• Management and oversight services
• Communications services
• Legal services
• Human resources management services
• Financial management services
• Information management services
• Information technology services
• Real property management services
• Materiel management services
• Acquisition management services

Progress on results

This section presents details on how CIHR performed to achieve results and meet targets for internal services.

CIHR implemented the Strategic Plan Action Plan for Year 3 (2023–24) and achieved the following key accomplishments in the six priority areas of the Strategic Plan:

• Advanced work on a research excellence framework by joining as a core partner in the second phase of the Research on Research Institute (RORI) and establishing a CIHR Advisory Committee on Ethics (ACE).
• Made progress in promoting and implementing EDI principles and practices by advancing action plans that target accessibility and systemic ableism and anti-racism.
• Implemented more culturally safe and meaningful engagement strategies, tools, and partnerships with Indigenous Peoples by taking a distinctions-based approach to ascertain its Indigenous Health Research investments to better develop impactful strategic initiatives by and with Indigenous Peoples.
• Launched several initiatives and funding opportunities with a focus on addressing health inequities through research.
• Continued collaboration with federal, provincial, and territorial partners on the Pan-Canadian Health Data Strategy to integrate evidence into health decision making.
• Developed and implemented EDI-related activities to support the modernization of human resource policies and evidence-based recruitment strategies.
• Continued to strengthen its integrated planning approach to enable evidence-informed decision making and alignment of available resources to key Agency priorities.
• Continued its effort to enhance business systems and to implement the Official Languages Action Plan.

For more information on this year’s progress, see CIHR’s Year 3 (2023–24) Progress and Achievements.

CIHR finalized the evaluation of the Operating Support Program for the IIR Program. The evaluation concluded that funding IIR remains an effective means to support health research and build health research capacity. More specifically, the evaluation made three recommendations to improve the IIR Program: revise Project Grant Program objectives to support key aspects of the CIHR Act related to building health research capacity; ensure equity in funding distribution; and improve the monitoring and assessment of IIR. CIHR is implementing an action plan in support of the recommendations to continue to make improvements to the Project Grant Program.

Within the RPA Program, CIHR completed the evaluation of SPOR. The evaluation found that SPOR is generating new knowledge, infrastructure, support services, capacity development, and facilitating the application of research evidence in decision making. In addition, embedding the patient perspective and lived experience in the research process supports a changing culture of health research in Canada. CIHR concurs with the evaluation results and recommendations and is using them to refresh SPOR. Finally, CIHR supported the completion of the evaluation of the Health Canada and the Public Health Agency of Canada led CDSS.

As part of the TCS Program, CIHR led the evaluation of the Tri-Agency Banting Postdoctoral Fellowships Program, and the publication of the management action plan is expected in early 2024–25. In addition, CIHR supported the completion of the Tri-Agency evaluation of Research Training and Talent Development, led by NSERC.

Resources required to achieve results

Table 5 Resources required to achieve results for internal services this year

Table 5 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

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

Contracts awarded to Indigenous businesses

Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024–25.

CIHR’s result for 2023–24:

Table 6 shows the total value of contracts awarded to Indigenous businesses^{Footnote 1}.

As shown in Table 6, CIHR awarded 10% of the total value of all contracts to Indigenous businesses for the fiscal year.

The following measures were taken by CIHR to achieve the 5% minimum target:

• Directing information technology equipment contracts to Indigenous resellers, when possible.
• Participated in Indigenous reverse trade shows led by Indigenous Services Canada.
• Established and continue to maintain a roster of Indigenous companies and associations identified through attendance of reverse trade shows. Additionally, CIHR business owners are actively encouraged to include these businesses in their solicitations.
• Continued to educate CIHR business owners, develop tools and guidance to promote contracts being awarded to Indigenous businesses.
• Developed reporting mechanisms to monitor our progress towards achieving the minimum 5% target.
• All procurement officers at the CIHR have completed the mandatory course on Indigenous Considerations in procurement from the Canada School of Public Service.

In its 2023–24 Departmental Plan, CIHR forecasted that by the end of 2023–24, it would award 5% of the total value of its contracts to Indigenous businesses.

Spending and human resources

Spending

This section presents an overview of the Agency's actual and planned expenditures from 2021–22 to 2026–27.

Budgetary performance summary

Table 7 Actual three-year spending on core responsibility and internal services (dollars)

Table 7 presents how much money CIHR spent over the past three years to carry out its core responsibility and for internal services.

Analysis of the past three years of spending

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 several 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.

CIHR's 2023–24 actual spending of $1,348.5M was less than its planned spending of $1,376.6M by $28.1M, which is mainly due to the following decreases:

• $25.6M as a result of the reprofiling of the Clinical Trials Fund; and
• $1.0M following the implementation of the Refocusing Government Spending (Budget 2023) to Deliver for Canadians.

More financial information from previous years is available on the Finances section of GC Infobase.

Table 8 Planned three-year spending on core responsibility and internal services (dollars)

Table 8 presents how much money CIHR’s plans to spend over the next three years to carry out its core responsibility and for internal services.

Analysis of the next three years of spending

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

More detailed financial information from previous years is available on the Finances section of GC Infobase.

Funding

This section provides an overview of CIHR's voted and statutory funding for its core responsibility and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph 1 Approved funding (statutory and voted) over a six-year period

Graph 1 summarizes CIHR’s approved voted and statutory funding from 2021–22 to 2026–27.

Analysis of statutory and voted funding over a six-year period

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 2024–25 is expected to remain relatively stable compared to CIHR’s actual expenditures in 2022–23 and 2023–24. The decrease in 2025–26 and 2026–27 is largely attributable to the re-profiling of the Clinical Trials Fund (Budget 2021).

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.

For further information on CIHR’s departmental appropriations, consult the Public Accounts of Canada.

Financial statement highlights

CIHR’s complete financial statements (audited) for the year ended March 31, 2024, are available online.

Table 9 Condensed Statement of Operations (audited) for the year ended March 31, 2024 (dollars)

Table 9 summarizes the expenses and revenues for 2023–24 which net to the cost of operations before government funding and transfers.

The 2023–24 planned results information is provided in the CIHR’s Future-Oriented Statement of Operations and Notes 2023–24.

Table 10 Actual Expenses and Revenues before government funding and transfers (dollars)

Table 10 summarizes actual expenses and revenues which net to the cost of operations before government funding and transfers.

CIHR’s actual expenses consist of transfer payments for grants and awards (92.5%) and operating expenses (7.5%). Revenues are made up of donations from third parties to fund health research and refunds of previous years’ grants and awards.

Total actual revenues fluctuate annually as the components of CIHR revenues are dependent on the collaborations with external parties to support health research. Partner donations depend on the timing of receiving the funding and disbursing it to health researchers. CIHR received $3.2M from external partners and disbursed $1.8M to health researchers in 2023–24 ($649K was disbursed in the previous fiscal year). Refund of prior years’ grants and awards is mainly due to grant recipients underspending the full value of the funding received in prior years. The underspending is generated by the value of the grant being based on estimates provided by the researchers. In 2023–24, $5.0M was refunded, a decrease from the $6.5M refunded in the previous fiscal year. The refund is primarily due to end dates of grants (at which time the refund is calculated based on actual expenditures) and the collection of previous year’s unspent balances, which fluctuates from year to year.

The increase to actual expenses for 2023–24 when compared to the previous fiscal year is due mainly to an increase of $14.5M in salary expenses resulting from retroactive pay increases for employees, an increase in expenses related to the employee benefit plan and a small increase in the number of full-time equivalent staff when compared to the previous fiscal year.

Table 11 Condensed Statement of Financial Position (audited) as of March 31, 2024 (dollars)

Table 11 provides a brief snapshot of CIHR’s liabilities (what it owes) and assets (what the Agency owns), which helps to indicate its ability to carry out programs and services.

CIHR’s total net liabilities are made up of accounts payable and accrued liabilities, vacation pay and compensatory leave, deferred revenue as well as accrued employee future benefits. The overall increase of $3.0M in total liabilities when compared to fiscal year 2022–23 is primarily due an increase in accrued salaries and accrued payables to other government departments ($0.8M), an increase in the amount of vacation pay accrued ($0.8M) and an increase in deferred revenue resulting from an increase in partner funding received in 2023–24 ($1.4M) due to new partnerships.

Net financial assets include amounts due from the Consolidated Revenue Fund and accounts receivable and advances. The $2.7M increase when compared to 2022–23 is primarily due to an increase of $2.3M in amounts due from the Consolidated Revenue Fund and a smaller increase ($0.4M) related to accounts receivable with parties external to the government.

CIHR’s non-financial assets include prepaid expenses and tangible capital assets. The $0.3M decrease is primarily due to a decrease in the net book value of tangible capital assets ($0.1M). CIHR is scheduled to move to a new physical location in 2025. As such, a corporate decision was made to not acquire significant capital assets until the organization’s relocation is completed. The remaining decrease is due to a reduction in prepaid expenses ($0.2M) when compared to fiscal year 2022–23.

Human resources

This section presents an overview of CIHR’s actual and planned human resources from 2021–22 to 2026–27.

Table 12 Actual human resources for core responsibility and internal services

Table 12 shows a summary of human resources, in full-time equivalents (FTEs), for CIHR’s core responsibility and for its internal services for the previous three fiscal years.

Analysis of human resources over the last three years

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 13 Human resources planning summary for responsibility and internal services

Table 13 shows information on human resources, in full-time equivalents (FTEs), for each of CIHR’s responsibility and for its internal services planned for the next three years. Human resources for the current fiscal year are forecasted based on year to date.

Analysis of human resources for the next three years

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

Departmental profile

Appropriate ministers:

The Honourable Mark Holland, P.C., M.P.
Minister of Health

The Honourable Ya'ara Saks, P.C., M.P.
Minister of Mental Health and Addictions and Associate Minister of Health

Institutional head: Tammy J. Clifford, 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
Email: support-soutien@cihr-irsc.gc.ca
Website(s): www.cihr-irsc.gc.ca

Supplementary information tables

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

• Details on transfer payment programs
• Gender-based analysis plus
• Response to Parliamentary committees and external audits

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Appendix: definitions

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, departments 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 report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.

departmental priority (priorité)

A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.

departmental result (résultat ministériel)

A consequence or outcome that a department seeks to achieve. 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 quantitative measure of progress on a departmental result.

Departmental results framework (cadre ministériel des résultats)

A framework that connects the department’s core responsibility to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department's actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

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. For a particular position, the full‑time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person's collective agreement.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

An analytical tool used to assess support the development of responsive and inclusive how different groups of women, men and gender-diverse people experience policies, programs and 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 (including rurality), language, race, religion, and sexual orientation.

government-wide priorities (priorités pangouvernementales)

For the purpose of the 2023–24 Departmental Results Report, government-wide priorities are the high-level themes outlining the government’s agenda in the November 23, 2021, Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fight 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 where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.

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 a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or initiative respecting expected results.

performance reporting (production de rapports sur le rendement)

The process of communicating evidence based performance information. Performance reporting supports decision making, accountability and transparency.

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 to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in 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 the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibility and results.

result (résultat)

A consequence attributed, in part, to an department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.

Indigenous business (entreprise autochtones)

For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.

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.

Date modified:

2024-12-17