Partnerships for Better Health – CIHR-ICRH Strategic Plan 2022-2025
A Framework for Decision-Making

Given the large and important ICRH mandate, the totality of demands on the Institute exceeds available financial and human resources.

Due to the current and future pandemic realities, the next several years are likely to be unpredictable and are likely to require flexibility from the Institute. We will need to collectively continue to engage, partner and be responsive in the near future. As such, The Plan includes a decision-making framework to guide necessary choices to determine the best use of available Institute resources (both granting and non-granting) within the broader health research ecosystem.

The decision-making framework considers where and how to engage in the use of Institute financial and human resources. The framework draws on the Hedgehog Concept (19) which is composed of three inter-related questions:

It is the intersection of these three questions that will inform how ICRH is best positioned to produce beneficial short-, medium- and long-term results through strategic investments and activities.

The decision-making framework also considers the multiple avenues of influence available to ICRH. There are times when ICRH can and will lead on a matter – other times, we will work with others, champion for a community priority, or simply call upon partners to lead on a particular issue. An understanding of these lines of influence where ICRH is best positioned to act, allows for a more nuanced, tailored and coordinated approach to strategic decision-making.

A final input to the decision-making framework is informed by the Knowledge-to-Action Process (20). This input frames the concept of equitable impact for ICRH strategic activities. The decision-making framework also considers how to maximize strategic investments within the broader health research ecosystem by identifying key partners most ready to advance both the creation and mobilization of knowledge for maximum equitable impact on the health and wellness of Canadians.

Collectively, the decision-making framework will support informed and intentional strategic choices for the Institute based on the best available information. In addition, the framework provides a common language that can applied to evaluate competing demands on ICRH resources. Finally, the decision-making framework is not time-limited and therefore can be applied on an ongoing, dynamic basis during the lifespan of The Plan.

Long description

The strategic plan decision-making framework outlines the process for where and how ICRH engages in the use of financial and human resources. The decision-making framework considers a number of inputs as it relates to the Institute’s mandate areas, health gaps and needs along with opportunities for partnership contributions such as financial, sharing of experience or expertise, strategic alliances, available capacity and/or leveraging of resources. The Institute then assesses these inputs in terms of its use of resources, avenues of influence and potential for equitable impact to ultimately determine an identified strategic action.

When considering use of resources, the Institute will determine the following:

  • What is the alignment to the ICRH mandate?
  • What is the ICRH capacity to deliver?
  • What provides the best value for ICRH resources?

When considering the avenues of influence, the Institute will determine the following:

  • What can ICRH do alone?
  • What can ICRH accomplish within CIHR?
  • What can ICRH accomplish with external partners?
  • What can ICRH accomplish with external partners?

When considering the equitable impact, the Institute will determine the following:

  • Who are the key partners and knowledge users?
  • What are the key knowledge mobilization tools?
  • What are the anticipated effects on health and well-being?
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