Policy on the Roles and Responsibilities of CIHR Institutes

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1. Effective Date

1.1 This policy takes effect on July 28, 2026 as approved by the Governing Council.

2. Background

2.1 The Canadian Institutes of Health Research (CIHR) is Canada's federal funding agency for health research. CIHR collaborates with partners and researchers to 'excel according to internationally accepted standards of scientific excellence, in the creation of new knowledge and its translation into improved health for Canadians, more effective health services and products and a strengthened Canadian health care system' (s. 4).

2.2 CIHR's Health Research Institutes (Institutes) operate within a virtual model and across diverse mandate areas. Together with CIHR Central, they coordinate, focus, and integrate health research and engage in activities that span scientific leadership, partnership development, and community stewardship.

2.3 The Institutes collectively, together with CIHR Central, share responsibility for achieving the fundamental objectives of the CIHR as set out in the CIHR Act. While each Institute has a unique mandate, Institutes work together and with CIHR Central to forge a health research agenda across disciplines, sectors, and regions that embraces scientific opportunity and reflects the health needs of Canadians and Canada's health systems.

2.4 Under the CIHR Act, the Governing Council is responsible for establishing, maintaining, and terminating Institutes, determining their mandates (s. 20(1)(a)), and developing policies with respect to the role and functioning of Institutes (s. 20(3)).

2.5 The Institutes and their Institute Advisory Boards operate within the governance framework of the CIHR, which, as an organization, is overseen by the Governing Council and is accountable to Parliament through the Minister of Health.

2.6. As the chief executive officer, the President is responsible for the day-to-day management and direction of CIHR. This includes providing oversight of the Institutes and ensuring that institutional initiatives align with the Agency's mandate.

2.7 This Policy shall be read in conjunction with the Policy on the Roles and Responsibilities of Scientific Directors. Together, the two policies provide a coherent framework that distinguishes Institute level accountabilities from the role specific responsibilities of Scientific Directors, while affirming their shared contribution to CIHR's virtual and distributed model.

2.8 Clear and well‑defined roles and responsibilities enable CIHR to maximize the contributions of the Institutes and strengthen governance, align CIHR objectives, and ensure effective collaboration across the Institutes and with CIHR Central. Institutes and CIHR Central fulfill complementary roles. This policy affirms the principle of complementarity and shared scientific stewardship across the organization.

2.9 This policy recognizes the variability in host institutions and related administrative capacity, research ecosystem maturity, and community context and commits CIHR to differentiated expectations and support mechanisms as appropriate.

3. Definitions

CIHR Central
CIHR Central is the headquarters of CIHR. Located in Ottawa and led by the President and executive team, it is staffed by federal public servants who provide the leadership, policy, operational, program, and corporate support services that enable CIHR, including its Institutes, to fulfill its mandate.
Governing Council
Established under the CIHR Act, the Governing Council is responsible for the strategic direction of the CIHR. It is composed of up to eighteen members appointed by the Governor in Council; sixteen members, including the Chair, are voting members, and two are non-voting, ex officio members: the Deputy Minister of Health and the President of CIHR.
Host Institution
An institution that agrees to host a CIHR Institute under an Institute Support Grant. The Host Institution provides administrative support and acts as trustee for the funds received under the Institute Support Grant.
Institute Staff
Individuals employed at the Institutes, including Assistant and/or Associate Scientific Directors. These individuals are employees of the Host Institution and not of the Government of Canada.
Institute Advisory Board
A collective body of national and international advisors, appointed by Governing Council, who provide timely advice and perspective to the Institute with respect to priorities and initiatives.
Institute Support Grant
Funds provided annually to Host Institutions, to cover the Institutes' operating expenditures, in accordance with Institute Funding Agreements.
Institute Support Grant Funding Agreement
The agreement that outlines the terms and conditions under which CIHR provides grant funding to the Host Institution to establish and maintain the CIHR Institute as outlined in the Institute Support Grant application. It identifies the funding instruments for the Institutes and governs the roles and responsibilities of financial administration.
Policy on the Roles and Responsibilities of Scientific Directors
The Policy approved by Governing Council that establishes the roles and responsibilities of the Scientific Directors of CIHR Institutes.
Scientific Director
The individual appointed by the Governing Council of CIHR for the Institute.

4. Application

4.1 This policy applies to all CIHR Institutes, including their Scientific Directors and the Institute staff.

5. Policy Objective

5.1 The objective of this policy is to define the roles, responsibilities, authorities, governance expectations, and performance requirements that enable Institutes to advance CIHR's scientific mandate as outlined in the CIHR Act. It affirms the shared stewardship of a coherent, strategic science agenda between Institutes and CIHR Central, and supports effective engagement with research communities and partners.

5.2 The policy also clarifies the operational and organizational expectations that underpin the Institute model, including trust building, cultural safety, transparent communication between the Institutes, their communities and CIHR Central, and alignment with federal information management, IT security, and cybersecurity requirements. These expectations reduce operational and security risks and reinforce public trust in CIHR's collective stewardship of research and information assets.

6. Roles of Institutes

6.1 Institutes carry out their roles under the leadership of the Scientific Director, within available resources and aligned with CIHR's corporate strategy, policies, and governance expectations. Their work is conducted within this shared framework and is supported by timely, ongoing, and transparent communication to promote coherence and collective scientific stewardship across the organization.

As a collective, Institutes fulfill five core roles:

6.2 (1) Strengthening CIHR's Scientific Mandate

Institutes contribute to the advancement of CIHR's scientific mandate as outlined in the CIHR Act through leadership in their mandate areas, in collaboration with CIHR Central's strategic science functions.

6.2 (2) Co Development and Alignment with CIHR's Strategic Direction

Institutes develop Institute specific Research Priority Plans and strategies that align with CIHR's Strategic Plan, Government of Canada priorities, and other relevant Institutes' priority areas ensuring coherence across the organization and avoiding fragmentation and duplication of efforts.

6.2 (3) Co Operation in Engaging Research Communities, Partners, and the Public

Institutes build and sustain relationships with research communities, partners, the public, and stakeholders, working with CIHR Central to ensure coordinated engagement and consistent messaging. They serve to amplify the voice of their communities, especially those with lived and living experiences, to ensure that CIHR's strategies and investments reflect the priorities of communities, including those historically marginalized in research.

6.2 (4) Co Delivery of Programs, Initiatives, and Knowledge Mobilization

Institutes design and implement initiatives that advance health research, including rapid mobilization of scientific expertise during health-related crises. They do so in partnership with CIHR Central, ensuring alignment with corporate processes, policies, and governance expectations.

6.2 (5) Stewardship of Resources, Information, and Public Trust (Shared)

Institutes uphold high standards of stewardship for public funds, data, and information assets, in alignment with CIHR Central's corporate policies, federal IM/IT and cybersecurity requirements, and the Government of Canada's accountability framework. Institutes also model and reinforce the CIHR Code of Conduct and public sector behavioural expectations. As culture builders, Institutes foster collaborative, respectful, and inclusive research.

7. Delegated Functions and Responsibilities of Institutes

7.1 CIHR delegates a defined set of functions and responsibilities to the Institutes to support coordinated delivery of CIHR's mandate and ensure alignment with CIHR's governance and policy frameworks.

7.2 Delegated functions are exercised through the Scientific Director, whose individual responsibilities are defined in the Policy on the Roles and Responsibilities of Scientific Directors.

7.3 CIHR Central maintains clear decision‑rights by specifying which activities require CIHR approval, which require consultation, and which Institutes may carry out independently.

7.4 Institute responsibilities fall into five categories:

  1. Scientific Leadership
  2. Institute Operations
  3. Compliance, Governance, and Institutional Alignment
  4. Performance Management and Accountability
  5. Information Management, IT Security, and Cybersecurity

7.4 (A) Scientific Leadership

7.4.A.1 Institutes, under the leadership of their Scientific Directors, share the stewardship of a coherent strategic science agenda with CIHR Central, and are responsible for:

  1. Engaging with their research community through a listening tour to inform the development of their Research Priority Plan. This document is the Institute's guidepost that will inform their strategic research priorities and provide the foundation for proposing research funding initiatives delivered through funding opportunities. It must demonstrate alignment with CIHR's strategic priorities, Government of Canada priorities, and the principles outlined in the Funding Opportunity Design and Delivery framework, including solution orientation, impact focus, return on investment, fit for purpose design, and collaborative approaches.
  2. Conducting environmental and horizon scans to identify gaps, strengths, risks, and emerging opportunities.
  3. Contributing evidence informed advice to CIHR leadership and, where appropriate and in collaboration with CIHR Central, to federal partners on matters within and beyond individual Institute mandates, to ensure coherence, clarity of roles, and unified organizational positions.
  4. Implementing transition and continuity‑of‑operations plans that safeguard stable operations and ensure smooth handover of responsibilities, records, and financial management during changes in Scientific Directors or host institutions.
  5. Maintaining scientific and interest holder networks and participating in CIHR's emergency response protocols, including, but not limited to, Business Continuity Planning, while contributing scientific advice and mobilizing expertise during public health, research, or system level crises, in coordination with CIHR Central.

7.4.A.2 Institute Advisory Board

The Institute Advisory Board provides advice, guidance and perspective on the full range of Institute activities, enhancing the Institute's ability to plan, function and engage with their respective communities. The full range of Institute Advisory Boards' roles and responsibilities is outlined in the Institute Advisory Boards Terms of Reference.

Institutes ensure that the Institute Advisory Board functions as an effective source of strategic, expert, and community‑informed advice by:

  1. Supporting the Institute Advisory Board's operations, providing it with the information, context, and engagement opportunities required to offer meaningful guidance to the Scientific Director; and upholding CIHR's policies and ethical frameworks in all activities;
  2. Integrating Institute Advisory Board advice and perspectives into Institute planning and priority‑setting, funding approaches, and contributions to CIHR-wide initiatives; and maintaining transparent, respectful, and trust‑based communication between the Scientific Director, Institute staff, Institute Advisory Board members, and invited guests.

7.4 (B) Institute Operations

7.4.B.1 Relationships and Engagement

Institutes maintain strong relationships with researchers, trainees, clinicians, policymakers, communities, and partners by:

  1. Ensuring culturally safe, respectful, and trust‑based engagement with communities and stakeholders.
  2. Engaging communities with lived and living experience and embedding principles of equity, diversity and inclusion, accessibility, anti racism, and anti ableism, while upholding Indigenous rights, distinctions based approaches, and Official Languages obligations, as well as other applicable Government of Canada and CIHR rights based and equity based requirements.
  3. Convening national and international fora and supporting the community.
  4. Ensuring CIHR Central is engaged and consulted before interacting with political office holders or federal departments.

7.4.B.2 Financial Stewardship

  1. Institutes ensure effective management of operations using Institute Support Grant funds, including:
    1. Operational planning, staffing, engagement and administrative support required to deliver on their mandate.
    2. Ensuring strategic decisions are aligned with available resources, including confirming available supports through CIHR Central for any additional activities.
    3. Providing annual budget forecasts and year‑end performance and financial reports.
  2. Institutes design and co develop strategic funding opportunities aligned with mandate priorities, using Institute-Specific Initiative budgets and transparent, equitable, evidence based processes, in collaboration with CIHR Central to ensure coherence with CIHR's corporate strategy and funding architecture.
  3. Institutes are also responsible for strategic resource alignment and mobilization:
    1. Considering existing investments and research findings prior to defining new funding initiatives
    2. In alignment with CIHR Central, leveraging partnerships to expand funding impact.

7.4 (C) Compliance, Governance, and Institutional Alignment

7.4.C.1 Policy and Legislative Compliance

Institutes shall comply with all applicable CIHR policies, directives, and corporate requirements, including conflict of interest, information management, IT management, publications, security; and adhere to the spirit and principles of the CIHR Code of Conduct. Institute must also:

  1. Comply with all federal legislation applicable to Institute activities, including the Official Languages Act and the Access to Information and Privacy Acts.
  2. Ensure compliance with the Institute Support Grant Funding Agreement and with Host Institution policies and procedures, recognizing that Host Institution requirements may differ across universities. Where CIHR policies and Host Institution policies appear to conflict, Institutes shall seek clarification and direction from CIHR Central to ensure consistent and compliant application.

The Scientific Director is responsible for ensuring that these compliance and governance obligations are met, consistent with the Policy on the Roles and Responsibilities of Scientific Directors.

7.4.C.2 Participation in CIHR Governance

Institute staff participate actively in CIHR governance bodies (e.g., Science Council, specific Governing Council committees, cross‑Institute committees, working groups) as required, to:

  1. Ensure two‑way communication with CIHR Central and research communities.
  2. Collaborate with CIHR Central and Government of Canada partners to advance CIHR's mandate.
  3. Contribute to and collaborate on cross strategic initiatives (including cross-Institute), including corporately led major initiatives, to support coherence and coordinated delivery across CIHR.

7.4 (D) Performance Management and Accountability

Institutes support CIHR's performance measurement regime by:

  1. Ensuring performance expectations align with available resources and Institute Support Grant capacity.
  2. Providing information as required for internal audit, evaluation, financial controls, and performance measurement.
  3. Undertaking an annual qualitative, narrative-based reporting process that reflects the Institute's mandate and aligns with the overall impact framework, clearly articulating roles and responsibilities in contributing to and reporting on impact. This reporting would be supported by performance data and may include progress on the Institute's Research Priority Plan, engagement with research communities, partners, and relevant groups aligned with the Institute's mandate and CIHR's strategic priorities, financial reporting, updates on impact against the framework narrative, and/or other relevant information.

7.4 (E) Information Management, IT Security, and Cybersecurity

Institutes must protect CIHR information, systems, and digital assets in accordance with CIHR and Government of Canada policies as follows:

7.4.E.1 Information Management

Safeguard CIHR information under their control, on‑site or off‑site:

  1. Ensure proper classification and handling of information (e.g., Protected A/B/C, Confidential, Secret).
  2. Apply appropriate safeguards for storage, transmission, discussion, and destruction.
  3. Maintain effective information‑management practices to preserve corporate memory and support continuity of operations.
  4. Manage CIHR information as a strategic asset, ensuring confidentiality, integrity, availability, and appropriate retention.

7.4.E.2 IT Security and Cybersecurity

  1. Maintain secure digital infrastructure and adhere to CIHR IT security, cybersecurity, and data governance requirements.
  2. Ensure Institute staff understand and comply with CIHR requirements, including completing required training.
  3. Report real or suspected IT security incidents (loss, theft, unauthorized access, compromise) to CIHR's IT Security team.

The Scientific Director is responsible for ensuring these compliance and governance obligations are met, as further detailed in the Policy on the Roles and Responsibilities of Scientific Directors.

8. Review Cycle

This policy will be reviewed at least every five years, or earlier if required due to changes in legislation, Treasury Board policy instruments, CIHR's strategic direction, or the Institute Model.

9. Amendments

This policy may be amended at any time with the approval of the Governing Council.

10. Enquiries

Enquiries related to this policy should be directed to the office of the Vice‑President, Research Programs.

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