2021-2026 STRATEGIC PLAN - OUR VISION FOR THE FUTURE
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STRATEGIC PLAN
2021–2026
TRANSFORMING RESEARCH TO IMPACT LIVES
OUR VISION FOR THE FUTURE
Canadian Institutes Instituts de recherche
of Health Research en santé du Canada
Transforming Research
to Impact Lives
Our Vision for the Future
Canadian Institutes Instituts de recherche
of Health Research en santé du Canada
At the Canadian Institutes of Health Research The Institute of Infection and Immunity (III)
(CIHR), we know that research has the power invests in research on infectious diseases
to change lives. As Canada’s health research and the body’s immune system. Through this
investment agency, we collaborate with research, III addresses a wide range of health
partners and researchers to support the concerns related to infection and immunity,
discoveries and innovations that improve our including disease prevention and treatment,
health and strengthen our health care system as well as public health promotion
Canadian Institutes of Health Research CIHR Institute of Infection and Immunity
160 Elgin Street, 9th Floor McMaster University, Department of Medicine
Address Locator 4809A Michael DeGroote Centre for Learning
Ottawa, ON K1A 0W9 and Discovery
www.cihr-irsc.gc.ca 1280 Main Street West
Hamilton, ON L8S 4K1
https://cihr-irsc.gc.ca/e/13533.html
Also available on the Web in PDF and HTML formats © Her Majesty the Queen in Right of Canada (2021)
Cat. No. MR2-24/2021E-PDF
ISBN 978-0-660-39256-1
Contents
6 Message from the 13 Strength
Scientific Director in Numbers
8 Strategy at 14 Maximizing
a Glance the Impact of
Our Strategic
10 The Institute and Investments
the Power of
Science in the 16 Defining New
21st Century Directions for 21st
Century Infection
12 About the Immunity Science
Institute
16 Our
Strategy
18 Overview of 34 Performance
Strategic Goals Monitoring
& Learning
20 Global Threats 34 Impact
22 21st Century 35 Acknowledgments
Infection &
Immunity 37 Contact
Priorities
in Canada
26 Building
Careers
28 Infection &
Immunity
Knowledge
Mobilization
30 Cross-Cutting
Principles
Message from the
Scientific Director
Dear Colleagues,
A lot has changed since we started the Thanks to the resilience of our researchers
planning process in Fall of 2019 for the CIHR and the excellent stewardship of my
Institute of Infection and Immunity (III)’s predecessors, Drs. Bhagirath Singh and
Strategic Plan 2021-2026. In the short span Marc Ouellette, infection and immunity
of 18 months, we have experienced first- research in Canada has grown into a
hand how a new, untreatable infectious thriving, well-established community over
disease can have a vast impact on every the last 20 years.
aspect of our lives. The COVID-19 pandemic
magnified the substantial health inequities Now, we need to build on our
that exist around the world, including here in
Canada. The continued egregious instances
successes and foster a more
of discrimination against Indigenous connected, inclusive, and diverse
communities and communities marginalized scientific community, well-
by race, including Black communities and
other people of color, have further amplified
equipped to solve the complex
the urgency to eliminate racism in research global issues and the emerging
and the research environment and address health challenges of the 21st
the underlying social determinants of health
that perpetuate health disparities. Now more
century. Only through innovative
than ever, all eyes are focused on research and transdisciplinary approaches
to aid in the betterment of society, and we can we tackle future pandemics,
must leverage the power of science to help
address these global health issues.
climate change and growing
prevalence of chronic diseases
and antimicrobial resistance.
6 | Message from the Scientific Director CIHR-III 2021-2026 STRATEGIC PLAN
I am excited to announce our Strategic Plan has tirelessly guided us through our 2021-2026. This plan is bold and forward engagement with our communities, and looking—it demonstrates commitment to provided valuable feedback to improve our build and enable leadership capacity in plan at each milestone of the development Canada, focuses on strategic areas that need process. Finally, I would like to thank the attention now, and provides flexibility to pivot research community and CIHR management to emerging issues that may require surge for entrusting me with this important capacity. It achieves impact by enabling diverse role. I feel privileged and honored to lead and inter- and transdisciplinary team science this Institute into its next phase, and I am to lead the way. It also supports the intentions optimistic that by working together, we of the CIHR Strategic Plan 2021-2031, which will drive excellent infection and immunity provides an overarching strategy for CIHR to research for equitable health outcomes in demonstrably improve the health of people Canada and around the world. in Canada and throughout the world. I would like to express my sincere thanks to the close to 750 Canadian stakeholders and international partners who shared their ideas, knowledge, and time with us during our consultation process. I sincerely hope you will see yourself reflected in this plan. A special thanks to my Institute team for their singular dedication, and other CIHR Institutes, especially the Institute of Indigenous Peoples’ Health (IIPH), and our CIHR colleagues in Charu Kaushic, PhD Ottawa for their steady support throughout Scientific Director, this process. Our Institute Advisory Board Institute of Infection and Immunity Message from the Scientific Director CIHR-III 2021-2026 STRATEGIC PLAN | 7
Strategy at a Glance
The Institute of Infection and Immunity (III), We are dedicated to creating
one of the 13 virtual CIHR institutes, has
a research environment that
the mandate to support research and build
capacity in the areas of infectious disease propels Canada to the forefront
and the immune system. Our mandate as a global leader in infection
transcends disciplines and encompasses all
and immunity research while also
four CIHR health research pillars: biomedical,
clinical, health systems services and supporting the delivery of CIHR’s
population health. mandate and strategic priorities.
We envision an Institute that
The III Strategic Plan 2021-2026 focuses on
a shared responsibility between III and our is home to a diverse community
research community to work together on of highly- connected researchers
21st century problems. Through our position
that collaboratively drive
within CIHR and our connections with other
CIHR institutes, we amplify opportunities research impact through strong
for our research community. partnerships with people with
living and lived experience,
health practitioners, the public,
industry, decision makers, and
international allies. Together,
we will strive to leverage the
power of science to achieve
equitable health outcomes for
all in the 21st century.
8 | Strategy at a Glance CIHR-III 2021-2026 STRATEGIC PLAN
Our Strategic
Framework
Cross-Cutting Principles
Equity, Diversity Global Communications
& Inclusion (EDI) Threats & Engagement
21st
Infection Century
& Immunity Strategic Infection
Knowledge Goals & Immunity
Mobilization Priorities
in Canada
Building
Careers
Collaborations Monitoring
& Partnerships & Learning
Champion rights,
Our Values anti-racism and
gender equity
Act with integrity, Achieve
transparency, and organizational
accountability excellence
Be flexible Foster
and proactive evidence-based
decision making
The Institute & the Even before COVID-19 struck in 2020, 6
out of 13 of the WHO’s list 1 of most urgent
Power of Science threats to global health over the next
in the 21st Century decade were either driven by infectious
disease or were linked to infection and
immunity-related challenges. These included
epidemics, the spread of infectious disease,
Infection & Immunity antimicrobial resistance (AMR), the climate
Research Matters crisis, health inequity, and water sanitation
and hygiene in healthcare settings. Even as
If ever there was a time major progress has been made by prevention
efforts, timely diagnosis and safe, effective
when infection and immunity and affordable treatments in reducing the
research was at the forefront incidence, morbidity and mortality from
of everyone’s mind, the years HIV, TB, and viral hepatitis, the work is
far from over. We need to accelerate our
of the COVID-19 pandemic efforts if we are to meet the international
were it! The rapid spread of targets, including the 2030 UN Sustainable
SARS-CoV-2 resulted in a Development Goals, the UNAIDS 90–90–
90 - An ambitious treatment target to
major upheaval to lives, health help end the AIDS epidemic and the WHO
systems, and economies End TB Strategy, all endorsed by Canada.
around the world. Science Other global threats such as vector-borne
infections driven by climate change and
has been the lifeline that AMR continue to grow and cannot be solved
allowed us to develop and by any one nation. Only through global
apply the medical and social solidarity and creativity will we avert these
looming crises.
countermeasures needed to
exit from this global health While controlling infectious diseases
emergency. It is also the pillar remains an urgent priority, death rates
from chronic diseases are rising and before
on which we can lean on to COVID-19, contributed to over 50% of deaths
address emerging challenges worldwide2. Canada’s top two causes of
like variants, collateral death, cancer and heart disease3, are both
driven and exacerbated by inflammation and
impact of COVID-19, recovery dysregulated immunity. Immunity research
from the current pandemic has been a cornerstone in advancing
and preparation for future treatments for chronic diseases in the
global pandemics.
1 https://www.who.int/news-room/photo-story/photo-story-detail/
urgent-health-challenges-for-the-next-decade
2 https://www.who.int/news-room/fact-sheets/detail/the-top-10-
causes-of-death
3 https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=1310039401
10 | Power of Science CIHR-III 2021-2026 STRATEGIC PLAN6 out of 13 of the
WHO’s most urgent
threats to global health
are linked to infection
and immunity related
challenges
past decade, as we learned to manipulate Looking ahead, III and the Canadian infection
immune responses for novel and effective and immunity research community are
interventions. However, a persistent well positioned within a rapidly changing
sedentary lifestyle, environmental pollutants, research environment to continue leading –
unhealthy diet, and aging will continue to nationally and globally – the development
feed into the chronic disease epidemic. of innovative solutions for the infection and
Solving these challenging issues through immunity challenges of the 21st century. We
research will depend on our capacity to believe the current Strategic Plan will enable
understand and address the intersections us, together with our research community,
between social, environmental and to be proactive and strategic in tackling
biological factors. these infection and immunity challenges
with confidence.
Power of Science CIHR-III 2021-2026 STRATEGIC PLAN | 11The Institute
28
ongoing
6
Government
strategic of Canada
III is one of the 13 Institutes of the Canadian
initiatives Priorities
Institutes of Health Research, Canada’s health
research investment agency. Our mandate
is to support research, build capacity and
mobilize knowledge in the areas of infectious National Variants Leadership Group. Our
disease and the immune system. This mandate Institute also contributed to the development
transcends disciplines and encompasses of Canadian strategies to guide multi-
all four CIHR health research pillars. sectoral and concerted actions to address
major health concerns, including the Pan-
Since 2001, we have led and collaborated on Canadian AMR Framework, the forthcoming
strategic opportunities to address the needs Pan-Canadian AMR Action Plan, and the
and priorities within the Canadian infection Pan-Canadian STBBI Framework for Action
and immunity research environment and and its five-year Action Plan.
catalyze and synergize the excellent research
supported by CIHR’s investigator-initiated III has also contributed to Canada’s leadership
program. Currently, we support researchers on the global stage. To this end, Dr. Kaushic,
through 28 ongoing strategic initiatives, as CIHR’s representative, was elected as the
including major strategic initiatives like Chair of the Global Research Collaboration for
vaccines, human immunology, and microbiome. Infectious Disease Preparedness (GloPID-R),
We also provide scientific and strategic and a member of the Steering Committee
leadership for 6 Government of Canada of the Joint Programming Initiative on AMR
Priorities relevant to III’s mandate, including (JPIAMR). GloPID-R is a global consortium of
the Sexually Transmitted and Blood-Borne funders that aims to enable a coordinated,
Infection (STBBI) Research Initiative (formerly rapid and effective research response to
the HIV/AIDS Research Initiative), AMR Initiative, infectious disease threats and JPIAMR is
Canadian Immunization Research Network and a global collaborative aiming to curb AMR
the Hepatitis C Initiative. In 2020-21 III also with a One Health approach.
contributed significantly to CIHR’s COVID-19
research response. Through our programs and leadership roles,
we also elevate the profiles of Canadian
As part of CIHR, we work closely with other researchers by connecting them with
government departments and agencies so the global research community through
that emerging evidence for major public participation in funding programs and
health issues is brought to decision makers. international organizations, thereby creating
In her function as Scientific Director of III, opportunities for international leadership
Dr. Kaushic participates in multiple national and global knowledge exchange.
leadership tables and has advised decision-
makers during the COVID-19 pandemic. This Overall, we work to leverage funding, form
includes roles as Coordinator of the Immune partnerships, share resources, mobilize
Science Group and Executive Committee knowledge, communicate with our community
member of the COVID-19 Canadian Immunity and the public, and amplify the impact of
Task Force (CITF), as well as member of the research in Canada and abroad.
12 | The Institute CIHR-III 2021-2026 STRATEGIC PLANStrength Scientific Leadership on
Government of Canada Priorities
in Numbers
Scientific leadership
2,913 infection and immunity on initiatives from
stakeholders & partners 6 Government of
connected to III Canada Priorities
representing an
annual budget of
Catalyzing Research
& Fostering Partnerships
$30.1M
Annually, Infection &
Immunity research leverages
$38.6M
in partnership
191 84 Led or helped shaped
an investment of
research projects national and
$208M in COVID-19
supported through international
investment through
63 funding Funding Partners
10 initiatives between
opportunities since 2015
January 2020 to
since 2015
March 2021
Mobilizing Building Canada’s
Canada’s Science Research Capacity
57
media interviews
45
talks where III
17
Bhagirath Singh
144
individuals
since 2018* represented its Early Career supported directly
12 scientific community
since 2018*
Awards granted
for outstanding
through training &
career awards
news articles,
opinion pieces 32 research since its
creation in 2010
and workshops
since 2015
and scientific national &
publications international events
since 2018* where III enabled
the participation of
Canadian scientists
* Data available from the start of the current Scientific Director’s
since 2018* mandate (July 2018).
Strength in Numbers CIHR-III 2021-2026 STRATEGIC PLAN | 13Maximizing the The Catalyzing Power
Impact of Our of Strategic Investment
Strategic Investments
Accelerating the Emerging
Field of Microbiome Research
III has a strong track record of leveraging
its annual strategic budget of $8.6M to
in Canada 2007-2025
significantly increase the impact of our
investments across our strategic priorities
and across all four research pillars.
The Canadian Microbiome Initiative (CMI),
the Canadian Donation and Transplantation 2009
Research Program (CDTRP), and the Health
III & 1 CIHR
Challenges in Chronic Inflammation initiative
partner fund
(HCCI) demonstrate the value of III strategic
12 Catalyst grants
investment. These initiatives built on the
previous successes of the Institute and
in partnership with other CIHR Institutes, 12 Catalyst
Grants
established strong and connected research
communities across Canada, and fostered
2008
synergies through interdisciplinary teams. III & partners $1.2M
CMI positioned the Canadian research host the
community with the right infrastructure to Canadian
successfully leverage competitive funding Microbiome
through CIHR’s investigator-initiated program, Workshop
amplify the impact of investments and
place Canada among the world’s leaders in
microbiome research. The CDTRP initiative
(Canadian National Transplant Research
Program – CNTRP - at its inception) played
Impact on the research
a key role in bringing together transplant environment from $34.3M
researchers, donors, patients and other
stakeholders into a single network that has
in strategic investment
successfully leveraged $50M in partnerships
and open funding.
Catalyzed
$120M
total CIHR investment
in microbiome research
* Information retrieved from 10 (4 catalyst grants and
6 Emerging Team grants) reports available out of 19.
14 | Maximizing the Impact of Our Strategic Investments CIHR-III 2021-2026 STRATEGIC PLAN2019
III, 7 CIHR
2018 partners & 2
external partners
III & 7 CIHR fund 7 ongoing
partners fund Research Teams
2014 1 ongoing
III & partners
pan-Canadian
Research Core 7 Research
Teams
host the second
2010 Canadian $3.4M $14.2M
Microbiome
III & 3 CIHR Workshop
partners & 5
external partners
fund 7 Emerging
An additional
Team grants
$30.9M
7 Emerging
Team Grants leveraged from the
Emerging Team grants
through external funding
$15.5M
526
scientific publications and
and partnerships*
products originated from
the Catalyst and Emerging
136
researchers and highly
Team grants*
qualified personnel in “The microbiome emerging team
microbiome research* grant produced 40+ papers and
trained just as many students.
“The microbiome catalyst grant was Three of my postdoctoral fellows
truly the catalyst for my research obtained assistant professor or
in this field. It has now resulted in senior analyst positions, and one
close to $20M in additional funds, now co-leads a CIHR microbiome
more than 70 publications, over 10 research team grant.”
fruitful collaborations, a clinical Dr. Anita L. Kozyrskyj,
trial and spin-off biotech company.” University of Alberta
Dr. Alain Stintzi,
University of Ottawa
Maximizing the Impact of Our Strategic Investments CIHR-III 2021-2026 STRATEGIC PLAN | 15Defining New Directions
for 21st Century Infection
& Immunity Science Our Strategy
Vision
Intent on understanding emerging priorities
while building on the successes of the
Strategic Plans 2013-2020, III began a highly
consultative process in 2019 to prioritize III’s
strategic efforts for the next 5 years. The Excellence in infection and
new plan was shaped by a broad engagement
process that gathered feedback from close to
immunity research that leads
750 infection and immunity stakeholders from to equitable health outcomes
across Canada, in addition to international for people in Canada and
partners. Researchers, trainees, partners,
practitioners, policy makers, advisory board
around the world in the
members, patient groups and Indigenous 21st century.
health researchers and health organizations
Mission
shared their insights and recommendations
via a variety of qualitative and quantitative
consultation methods. The most frequently
identified priorities emerging from our
broadly disseminated survey informed the
discussion of 8 Canada-wide workshops. To establish, engage and
The priorities that emerged from these mobilize an inclusive,
workshops were further refined through
collaborative and diverse
9 focus group discussions. The final
framework was validated with our Institute research community focused
Advisory Board through a consensus- on excellent research
based approach.* The Strategic Plan 2021-
that addresses infection
2026 reflects what we heard during this
inclusive and diverse consultative process and immunity priorities in
and sets out priorities that align with the Canada and beyond.
CIHR Strategic Plan 2021-2031 and the
STBBI Research Initiative Strategic Plan
(under development).
* Additional details on our strategic planning process can be found
on the III website.
16 | Defining New Directions CIHR-III 2021-2026 STRATEGIC PLANValues RESEARCH EXCELLENCE
Our values guide us. They shape our culture, The CIHR Strategic Plan 2021-2031
and influence our decisions and actions champions a more inclusive concept of
on a daily basis as we work to achieve our research excellence. III will work with
strategic goals. As a CIHR Institute, III is CIHR as a whole to develop, implement,
committed to upholding the values and and champion a more inclusive
commitments of the organization which are concept of research excellence. We
excellence and leadership, commitment to recognize that research excellence is
collaboration, respect for people and integrity more than a journal impact factor. It
and accountability. This means that over the is multidimensional and includes the
next 5 years III will: quality of contributions in advancing the
field, publication record, reproducibility
▫ Act with integrity, transparency, of research, multiple ways of knowing,
and accountability in making decisions, open science, collaborations, community-
setting priorities and assessing the based research, influence on policy,
outcomes and impact of our strategic engagement activities, mentorship and
investments. science communication. As such, we
will reinforce CIHR’s policy directions
▫ Be flexible and proactive to consistent with the signing of the San
ensure our work remains relevant Francisco Declaration of Research
within a rapidly evolving research Assessment (DORA), CIHR’s Sex and
environment. Gender-based Analysis Action Plan,
Tri-Council Statements on Equity,
▫ Champion a rights-based research Diversity and Inclusion and Open
environment that is anti-racist, promotes Access Policy on Publications.
gender equity and recognizes the effects
of intersectionality. Excellent research has maximal impact.
This can be achieved when people with
▫ Achieve organizational excellence by living and lived experience, healthcare
staying true to our values and cross- providers, policy makers, industry, the
cutting principles and not compromising on public and other users of research
the quality of work and leadership needed outputs are active collaborators
for the Institute to support the infection throughout the entire research process.
and immunity research community.
▫ Foster a learning system that enables
evidence-based decisions and continuous
improvement of initiative design and
implementation, administration of funds
and communication of results.
Our Strategy CIHR-III 2021-2026 STRATEGIC PLAN | 1720 22
Global Threats 21st Century
Position Canada as a
Infection &
Leader in the Research Immunity Priorities
Response to Global in Canada
Infectious Disease Threats
Realize the Full Potential of
Infection & Immunity Research
to Improve the Future Health
of All Canadians26 28 Building Infection Careers & Immunity Enable the current and Knowledge next generation of Mobilization environment researchers to collaborate and lead Foster and enable in the evolving infection knowledge mobilization and immunity research and implementation environment of research results
Preparing for and responding to current and
emerging infectious disease threats is an
enduring priority of III – and its importance has
since been heightened by COVID-19. Climate
change, rising global interconnectivity and
population density, continuing environmental
degradation, persisting social inequities,
STR ATEGIC GOAL and increasing resistance to antimicrobial
treatments have created the perfect storm
Global Threats where infectious disease outbreaks and health
emergencies will become more frequent and
costly for our societies.
Position Canada as a Leader in
the Research Response to Global The opportunity to avoid future pandemics
Infectious Disease Threats and catastrophic health emergencies will
depend on our capacity to better prevent and
prepare for timely responses. While pandemic
prevention and preparedness will need billions
of dollars, the cost of a pandemic is measured
in trillions of dollars and millions of lives lost.
Strategic Priorities
Recognizing the importance of being proactive,
III is committed to contributing to the national
Prevent with a focus on
and international efforts to prevent and prepare
vaccines, prepare for, for future global infectious disease threats.
and respond to global This goal can only be achieved through global
infectious disease threats. coordination because as COVID-19 has shown,
no one is safe until everyone is safe. Through
Identify, understand, and its international leadership roles in GloPID-R
prevent zoonotic diseases and JPIAMR, III is enabling Canadian researchers
emerging and spreading due to lend their expertise globally, ensuring
to climate change. Canada is contributing to the international
research response to global health threats and
Advance the application benefiting from these efforts.
of a One Health approach
in research to reduce This Strategic Goal aligns with CIHR’s
antimicrobial resistance. strategies to drive progress on global health
research and enhance rapid response capacity
to pandemics and health emergencies, since
these infectious disease threats do not
recognize any boundaries. We will continue
to learn from our experience with COVID-19
and apply our successes and renewed
understanding of a proactive, collaborative
approach to other global health threats, like
AMR and zoonotic diseases emerging and
spreading due to climate change.
20 | Global Threats CIHR-III 2021-2026 STRATEGIC PLANA Path Forward
We will invest and build capacity in research future infectious disease outbreaks. The Pan-
focused on preventing climate change-driven Canadian AMR Action Plan recognizes the
zoonotic diseases and other global emerging interconnection between people, animals, and
infectious diseases. Through our scientific the environment. III will align with this plan
leadership and strategic investments, we to coordinate research within Canada and
aim to accelerate research on infectious globally to advance One Health approaches to
diseases with epidemic potential and actively prevent zoonotic transmission and reduce the
participate in the consolidation of the essential prevalence of AMR.
infrastructure, capacity, skills, and partnerships.
Canada needs these to be in place to identify
future threats and rapidly mobilize to generate
the evidence, vaccines, diagnostics, treatments,
and interventions needed in the event of
Examples of How We Will Evaluate Success
1-3 Years 5 Years
▫ Increase in the number of infection ▫ Increase in the number of connections
and immunity research initiatives established between III, its researchers
strengthening research on the and international global health
identification, prevention, preparedness stakeholders.
and response to global infectious ▫ Growth in the number of investigators
disease threats. applying a One Health approach to
advancing research on identification,
prevention, and response to global
infectious disease threats.
Anticipated Outcome
Canada is recognized as a world leader in research on prevention, preparedness and
response to global infectious disease threats, and its world-class Canadian infection
and immunity research community is a key international collaborator in developing the
solutions needed to maximize global security against infectious disease threats.
Global Threats CIHR-III 2021-2026 STRATEGIC PLAN | 21A range of social and environmental factors
STR ATEGIC GOAL
influence equitable health outcomes in
both chronic and infectious diseases. As
21st Century the Scientific Lead on the Government of
Infection & Immunity Canada STBBI Research Initiative, III has
launched strategic funding opportunities to
Priorities in Canada address the disproportionate impact of HIV/
AIDS on gay, Black, Indigenous, and other key
Realize the Full Potential of populations in Canada and around the world.
Infection & Immunity Research Beyond HIV, we know that the incidence
and health outcomes of cardiovascular
to Improve the Future Health disease, diabetes, or tuberculosis are
of All Canadians highly influenced by social and structural
factors. It is only by understanding these
determinants and their intersections with
other biological factors that research can
Strategic Priorities provide the best health for all.
Support research on To realize the full potential of research
prevention and treatment to tackle these complex and intersecting
of high-burden chronic infection and immunity challenges,
and inflammatory diseases. researchers from diverse fields must
come together to develop inter- and
Focus on First Nations, transdisciplinary approaches. Only through
Inuit and Métis peoples’ diversified teams will we spark the creative
and innovative power needed to advance the
self-determined health
development of and access to diagnostic,
priorities related to
prevention, intervention, and care solutions
infection and immunity.
that will improve the health of all Canadians
in the 21st century.
Address the underlying
biological, social Aligned with CIHR’s priority to pursue health
and environmental equity through research, this III Strategic Goal
determinants of health speaks directly to the future infection and
to enhance equitable outcomes immunity research priorities most pertinent
of infection and immunity to Canada. Preventing and treating the
diseases in disproportionately inflammatory aspects of chronic disease is
affected populations. a priority for the Institute. We will proactively
work with our community to address these
Support discovery health challenges in aging and other high-
research to understand burden populations. We are also committed
and address the to focusing on building relationships with
infection and immunity issues Indigenous communities and scholars to
that will shape Canada’s co-develop initiatives that address health
disparities in First Nations, Inuit and Métis.
future health priorities.
22 | 21st Century Infection & Immunity Priorities in Canada CIHR-III 2021-2026 STRATEGIC PLANA Path Forward
COLL ABOR ATION AMONG DISCIPLINES
TO SOLVE A COMMON PROBLEM
We will advance strategic
initiatives that span discovery In multidisciplinary research, investigators work in
through to applied research parallel or sequentially from a disciplinary-specific
and build capacity in areas base. In interdisciplinary research, investigators
that focus on alleviating high- work together throughout the research process,
burden chronic and inflammatory but still from a disciplinary-specific base. In
diseases; developing a better transdisciplinary research, investigators work
understanding of the underlying together using a shared conceptual framework
infection and immunity-related that integrates disciplinary-specific theories,
causes of chronic disease; and concepts, and methods. With a transdisciplinary
identifying tailored approaches to approach, diverse stakeholders, such as people
reduce the burden of current and with living and lived experience, academics, and
emerging infection and immunity policy makers, cooperate through mutual learning
diseases that most heavily impact to devise new solutions to complex research
Canadians or manifest significant questions that span disciplines.
health inequities.
Examples of How We Will Evaluate Success
1-3 Years 5 Years
▫ Increase in the number of infection ▫ Increase in research activity engaging
and immunity team-based research diverse teams, fostering integration
initiatives focused on preventing and across discovery, clinical, health
treating chronic and inflammatory services and population health research
diseases and improving health equity in and contributing to equitable health
disproportionately affected populations. outcomes for Canada’s infection and
immunity priorities in the 21st century.
Anticipated Outcome
A diverse Canadian infection and immunity research environment that conducts excellent,
inter- and transdisciplinary research on Canada’s future infection and immunity priorities,
fosters integration across discovery, clinical, health services and population health
research, and contributes to equitable health outcomes for all Canadians.
Infection & Immunity Priorities in Canada CIHR-III 2021-2026 STRATEGIC PLAN | 23Grounding Infection
and Immunity Research
in First Nations, Inuit
and Métis Health and Our Commitment
Wellbeing Perspectives to Reconciliation
In alignment with the CIHR (2021-2031)
and IIPH (2019-2024) Strategic Plans, III’s
A Word of Thanks
Strategic Goal: 21st Century Infection and
Immunity Priorities in Canada will include
We would like to thank the First Nations,
a focus on research driven by First Nations,
Inuit, and Métis researchers and Indigenous
Inuit and Métis communities, including
Health organizations who joined us in
Urban Indigenous people, and grounded in
a meaningful dialogue, where we listened,
Indigenous and decolonizing methodologies.
learned, and reflected together on the
A commitment to reconciliation will guide
development of our new Strategic Plan.
our approach and actions and ensure
We also thank IIPH Scientific Director,
our initiatives are truly collaborative and
Dr. Carrie Bourassa, and her staff for
participative across all phases of research,
their help in the engagement process
and respect Indigenous cultures, values,
and guidance in developing this section.
beliefs and knowledge systems. Following
the advice received during our Indigenous
engagements, the following key principles
will guide our activities.
Self-determination & Self-governance
Respecting the right of Indigenous Peoples
III commits to continuing to have sovereignty of their own research
to build relationships and data through a distinction-based
with First Nations, Inuit approach, including setting their own
research priorities, and ensuring Indigenous
and Métis communities communities are engaged in the research
with the understanding process, with access to disaggregated data
that building reciprocal, so it may be analyzed, interpreted and
shared in ways that are meaningful to the
trusting relationships communities
takes time.
Reciprocity & Equality
Promoting a reciprocal exchange and equal
partnership between Indigenous Ways of
Knowing and Western approaches to improve
the physical, mental, emotional, and spiritual
life of Indigenous and non-Indigenous
communities involved in research
24 | 21st Century Infection & Immunity Priorities in Canada CIHR-III 2021-2026 STRATEGIC PLANA Path Forward
Over the next 5 years, III will commit to Using these as a starting point for further
actions that are consistent with addressing dialogue, we will co-develop with Indigenous
health inequities rooted in the ongoing communities and organizations new ways
legacy of colonialism. During our strategic to generate the knowledge and build the
planning process, distinction-based research capacity for Indigenous communities to
priorities vital to the holistic health and improve the health and wellbeing of First
wellbeing of Indigenous communities were Nations, Inuit and Métis peoples in Canada.
identified, such as addressing tuberculosis Through this process, we will contribute
in Inuit communities, water security in to CIHR’s commitment to accelerating the
remote communities and the roles of social self-determination of Indigenous Peoples
inequity and climate change in infection and in health research.
chronic inflammatory conditions. The need
for building capacity and training programs
led by Indigenous scholars was articulated.
Examples of How We Will Evaluate Success
1-3 Years 5 Years
▫ Increase in the number of relationships ▫ Growth in the number of meaningful
built and sustained with First Nations, partnerships led by and co-developed
Inuit and Métis and/or Urban Indigenous with Indigenous researchers and
communities for III to listen and communities to address self-determined
understand the self-determined health priorities for the health and wellbeing
research priorities related to infection of First Nations, Inuit and Métis.
and immunity.
Anticipated Outcome
Reciprocal, trusting relationships between III, infection and immunity researchers,
and First Nations, Inuit, and Métis communities that thrive within a research
environment that recognizes distinctiveness and where Indigenous communities are
leading Indigenous research and capacity building, progressing towards equitable
health outcomes.
Grounding Infection and Immunity Research CIHR-III 2021-2026 STRATEGIC PLAN | 25The use of novel technologies with the power
to foster innovation, open science, and team
STR ATEGIC GOAL
science will be key to driving the discovery
and out-of-the-box thinking needed to tackle
Building Careers the infection and immunity-related health
priorities of the 21st century and position
Enable the Current and Next Canada as a leader in the research response to
Generation of Researchers to global infectious disease threats. Breakthrough
discovery and innovation are fueled by inter-
Collaborate and Lead in the and transdisciplinary research and diversity.
Evolving Infection and Immunity To achieve the full potential of the Canadian
Research Environment infection and immunity research community,
we therefore need a diverse community that
is bold with their ideas, inclusive in their
collaborations and scientific methods, and
enabled by their research environment. We
Strategic Priorities need to celebrate diversity and transform it
into a core strength of Canada’s research.
Support researchers
Developing the next generation of infection
across academic lifespan
and immunity leaders is a priority for III. We
with a focus on enabling
will focus on early career investigators and
smooth career transitions
continued support and leadership opportunities
and addressing barriers for mid-career investigators. Developing
experienced by early- and expertise and training in next-generation
mid-career researchers and technology will be key to their success.
underrepresented groups in
growing their research careers. This Strategic Goal aligns with CIHR’s
commitment to fostering sustainable research
Develop training initiatives careers and their priority to advance research
to equip researchers with excellence in all its diversity. III will champion a
the expertise and skillsets more inclusive concept of research excellence
needed to integrate new and focus on providing opportunities for
technologies and methods underrepresented groups, recognizing the
into their research. cumulative effects of the challenges faced by
underrepresented groups over a researcher’s
Build relationships career. We will strive for all researchers to
and platforms for pursue fulfilling careers across their lifespan,
collaboration to enable within an equitable, diverse and inclusive
research environment, and with the skills
team science, and
they need to lead the Infection and Immunity
inter- and transdisciplinary
research of the 21st century.
approaches.
Scientific leadership is defined by a broader
definition that extends beyond high impact
publications and conference presentations.
Refer to page 17 of this Plan to see what goes
26 | Building Careers
into making research excellent.A Path Forward
We will continue to invest in career growth potential by supporting researchers from
opportunities for infection and immunity underrepresented groups through targeted
researchers, ensuring that top talent— funding and networking opportunities.
especially early career investigators who Moreover, recognizing how women and parents
often bring innovative yet higher risk ideas to of young children in our research community
research4—is attracted to and retained within have experienced disproportionate disruptions
Canada. We will also focus on supporting due to the COVID-19 pandemic, we will aim to
mid-career investigators, a priority identified help reduce the impact of these disruptions on
in the 2018 Institute External Review. We will their research programs by building flexibility
strengthen Canada’s creative and innovative in our operational requirements.
Examples of How We Will Evaluate Success
1-3 Years 5 Years
▫ Increase in the number of III mentorship, ▫ Growth in the proportion of researchers
training and networking programs from underrepresented groups who have
that advance innovative expertise and successfully transitioned to establish
skillsets enabling the integration of stable careers and are well integrated
new technologies and methods in the in infection and immunity research
infection and immunity community. initiatives and events.
▫ Increase in the number of targeted ▫ Growth in the number of researchers
research initiatives that enable enhanced integrating innovative skillsets,
participation of underrepresented technologies and methods in their
groups to achieve equitable outcomes research to advance careers in infection
in career progression. and immunity research.
Anticipated outcome
An increasingly inclusive and diverse infection and immunity research community
building the skills needed to make valuable contributions to individual and
collaborative research programs, and pursuing fulfilling careers not impeded by
race, gender and other intersecting factors.
4 https://www.nber.org/papers/w19866
Building Careers CIHR-III 2021-2026 STRATEGIC PLAN | 27Seventeen years! This is the frequently
cited average time it takes for a scientific
discovery to change clinical practice. To
STR ATEGIC GOAL
shorten this lag, we need to pair research
with active knowledge mobilization so
Infection & Immunity that promising discoveries make their way
Knowledge Mobilization into Canada’s health systems as policies,
practices, programs and products for
improved decision making, diagnostics,
Foster and enable knowledge prevention, intervention, and care solutions.
mobilization and implementation
of research results Traditional knowledge translation frequently
focused on the dissemination of knowledge
at the end of the research project, with
little uptake and use. Today, knowledge
mobilization involves the co-creation,
translation, synthesis, implementation,
Strategic Priorities
and dissemination of new knowledge
between researchers and knowledge users.
Support training on
This contemporary concept of knowledge
knowledge mobilization
mobilization is the focus of this Strategic
including with decision
Goal. More effective problem definition and
makers to inform
rapid implementation of research findings
policies and practice.
can be facilitated by engaging knowledge
users, including people with living and
Advance people
lived experience, healthcare providers,
with living and lived
policymakers, industry and the public,
experience and
early in the research process to inform
community engagement
the research questions, approaches and
throughout the
dissemination strategies. While traditional
research process.
end-of-grant knowledge mobilization
remains a relevant dissemination strategy,
Foster interactions
III will promote integrated knowledge
between researchers
mobilization because it can strengthen
and industry through
connections between researchers and
public-private
evidence-based decision making, increase
partnerships to
public science literacy, and accelerate our
accelerate product
ability to turn knowledge into action.
development.
This Strategic Goal aligns with CIHR’s mandate
to excel in the mobilization of new knowledge
to improve the health of Canadians and was
also identified as a priority in the 2018 III
Institute External Review.
28 | Infection & Immunity Knowledge Mobilization CIHR-III 2021-2026 STRATEGIC PLANA Path Forward
We will invest in training opportunities in To accelerate the commercialization of
best practices to optimize the co-creation products originating from research, we will
of research questions and foster a dynamic create opportunities for our researchers to
and iterative knowledge mobilization process interact with non-academic partners and
which includes integrated and end-of-grant industry stakeholders.
knowledge mobilization. To quickly mobilize
knowledge, we will create opportunities
whereby the infection and immunity
research community can connect with all
types of knowledge users, and then deepen
these relationships through partnerships.
Examples of How We Will Evaluate Success
1-3 Years 5 Years
▫ Increase in the number of infection ▫ Growth in the connections and
and immunity research initiatives partnerships established between
providing training in and requiring academic and non-academic partners
knowledge mobilization. to identify and/or address infection
and immunity knowledge, product
▫ Growth in the number of infection and policy needs.
and immunity programs facilitating
partnerships between academic and ▫ Increase in knowledge mobilization
non-academic partners to identify and/ activities within the infection and
or address infection and immunity immunity research community.
knowledge, product and policy needs.
Anticipated Outcome
Researchers integrating decision makers, health practitioners, people with living
and lived experience, communities and industry in their research to co-create new
solutions and accelerate translation and uptake for improved detection, treatment,
prevention and care that improves the health of Canadians.
Infection & Immunity Knowledge Mobilization CIHR-III 2021-2026 STRATEGIC PLAN | 29Cross-Cutting Principles
The following cross-cutting principles
will be applied to drive the Strategic
Goals outlined in previous sections.
For III to be successful in achieving its
Strategic Goals, an ongoing dialogue with
our researchers and partners is essential.
Together, we will pursue
bold ideas and drive a
more inclusive concept of
research excellence. This
shared responsibility is
reflected in our approach to
the cross-cutting principles
of equity, diversity and
inclusion; collaboration
and partnership; Collaborations
& Partnerships
communications and
engagement; and monitoring
and learning, where for each
principle we outline the
roles for the Institute and
the research community.
These principles will shape not only how
we lead and support the infection and
immunity research community, but also
the new dynamic relationship we look to
foster moving forward.
30 | Cross-Cutting PrinciplesEquity, Diversity
& Inclusion
Communications
& Engagement
Monitoring
& Learning
CIHR-III 2021-2026 STRATEGIC PLAN | 31Cross-Cutting Principles
Equity, Diversity Collaborations
& Inclusion (EDI) & Partnerships
THE INSTITUTE THE INSTITUTE
We will embed the principles of fairness, We will create and strengthen connections
representation and valued participation— and partnerships and maintain consistent
from an intersectionality perspective—in our communication with strategically aligned
initiatives, peer-review panels and Advisory national and international players to address
Board. We will contribute to CIHR’s Action the Government of Canada’s priorities,
Plan to address systemic racism in the and leverage the funding, expertise and
health research funding system. Given that resources needed to deliver excellence in
the Tri-Agency self-identification Equity and infection and immunity research.
Diversity Questionnaire will be implemented
in all CIHR funding initiatives, III will ensure
to use this information to continuously learn
and improve its practice.
INFECTION & IMMUNIT Y INFECTION & IMMUNIT Y
RESEARCH COMMUNIT Y RESEARCH COMMUNIT Y
The Institute will continue to enable the The Institute will support infection
research community to develop the skills and immunity researchers to establish
needed and implement best practices to collaborations across institutions,
mitigate unconscious bias, integrate EDI communities, disciplines, sectors, research
into their research teams and sex- and pillars and borders to increase capacity
gender-based analysis plus (SGBA+) into and enhance the mobilization of new
their research and peer review activities. knowledge and the impact of research
results.
TOGETHER TOGETHER
We will foster a research We will leverage infection
culture that realizes the full and immunity funding and
benefit of Canada’s diverse strengthen Canada’s position as
talent pool. a global leader and key research
collaborator.
32 | Cross-Cutting Principles CIHR-III 2021-2026 STRATEGIC PLANCommunications Monitoring
& Engagement & Learning
THE INSTITUTE THE INSTITUTE
We will identify and monitor performance
We will continue to promote Canadian
metrics to assess the outputs, outcomes
research on national and international
and impact of III’s investments and
stages and position III and our research
partnerships and provide an evidence base
community as a reliable source of scientific
to optimize initiatives, strengthen the
information. We will continue to raise
integration of EDI principles and evaluate
awareness about III, our Strategic Goals,
our contribution to improving equitable
Priorities, and initiatives. To ensure our
health outcomes and the Sustainable
work remains relevant within a rapidly
Development Goals.
evolving research environment, we will
proactively connect with and engage the
research community.
INFECTION & IMMUNIT Y INFECTION & IMMUNIT Y
RESEARCH COMMUNIT Y RESEARCH COMMUNIT Y
As both III and its research community have The Institute will support an efficient
a growing role in communicating research approach for the infection and immunity
outputs and their significance to the public, research community’s reporting on the
we will help researchers build the skills outputs, outcomes and impact of their
needed to provide information and promote research and challenges encountered. This
the benefits of science and research with will enable III to monitor the outcomes of
the media, public and decision makers. We strategic investments and allow continuous
will encourage and provide opportunities improvement and application of lessons
for the research community to engage with learned that will benefit the research
and provide feedback to III and CIHR. community as a whole.
TOGETHER TOGETHER
We will continue to grow the We will assess Canada’s progress
infection and immunity research towards new knowledge, policies,
community’s reputation as a practices, programs, and products
reliable source of accurate and that will help inform decisions
timely information and promote on new initiatives and ultimately
the benefits of science and strengthen the infection and
research for our society. immunity research environment
in Canada.
Cross-Cutting Principles CIHR-III 2021-2026 STRATEGIC PLAN | 33Performance Impact
Monitoring As we work together to tackle the 21st
& Learning century research priorities outlined in this
Strategic Plan, we will continue building an
A monitoring plan will be developed infection and immunity research community
by the Institute to regularly assess in Canada that is a) more connected,
the progress, challenges and impact inclusive, and diverse; b) is trained and has
of strategically funded initiatives and expertise in next generation technologies;
proactively course correct as needed. and c) can lead and respond to current and
We are committed to this continued emerging infection and immunity health
application of lessons learned to ensure challenges globally and in Canada. This
targeted outcomes are met, and we can thriving community will drive research
quickly pivot as needed, to respond to impact through strong partnerships with
emerging research priorities. This new industry, decision makers, communities, and
Strategic Plan will enhance the Institute’s international partners. The priorities of this
impact on infection and immunity plan will also contribute to several United
research and our program operations by Nations Sustainable Development Goals
improving the quality, effectiveness, and (SDG), including SDG #3 “Ensure healthy
efficiency of activities. lives and promote well-being for all at all
ages,” #5 “Achieve gender equality and
Over the next year, III will develop both empower all women and girls”, #10 “Reduce
an Implementation Plan, which will inequality within and among countries”,
include specific activities designed to #9 “Build resilient infrastructure, promote
advance the priorities of each Strategic inclusive and sustainable industrialization
Goal, and a corresponding Performance and foster innovation”, and #13 “Take urgent
Measurement Framework (PMF). The action to combat climate change and its
PMF will be based on a data-driven, impact.”
multidimensional model that incorporates
a range of evaluative approaches and As we look ahead to the future, we are
tools to monitor the impact of the excited to continue working with our
Strategic Plan and III’s initiatives. This will world-class infection and immunity research
include both qualitative and quantitative community to build this forward-looking
key performance indicators aligned vision. Together, we will work towards our
to each Strategic Priority and their common vision of achieving equitable health
corresponding anticipated outcome for outcomes for people in Canada and around
reporting. The Implementation Plan and the world.
the PMF will be developed with support
from the III Institute Advisory Board,
input from relevant CIHR branches, and
in collaboration with the CIHR Integrated
Planning and Results Team.
34 | Performance Monitoring and Learning | Impact CIHR-III 2021-2026 STRATEGIC PLANAcknowledgments Aida Fernandes
Executive Director, IMAGINE Network
Many groups and individuals have contributed
to the development of this Strategic Plan. We John R. Gordon
would first like to acknowledge the members Professor, Department of Medicine
of the III IAB for their advice, direction and University of Saskatchewan
support throughout this process.
Trevor Hart
Ontario HIV Treatment Network (OHTN)
III Institute Advisory Board* Applied Research Chair in Gay and Bisexual
Men’s Health. Director, HIV Prevention Lab
Brian J. Ward (Chair) Professor, Department of Psychology,
Professor, Medicine & Microbiology Ryerson University
Research Institute of the McGill University
Health Centre Anthony M. Jevnikar
Professor of Medicine, Surgery, Microbiology
Jean S. Marshall (Vice-Chair) and Immunology, University of Western
Professor, Microbiology and Immunology Ontario. Co-Director, Multi Organ Transplant
Arthur B. McDonald Chair, Program. London Health Sciences Centre.
Dalhousie University University Hospital. London, Ontario
Marcel Behr Pauline Johnson
Professor of Medicine, McGill University Professor, Department of Microbiology &
Immunology, University of British Columbia
John Conly Vancouver
Professor of Medicine, Department of
Medicine (Infectious Diseases), Cumming Manisha Kulkarni
School of Medicine, University of Calgary and Associate Professor, School of Epidemiology
Alberta Health Services and Public Health, University of Ottawa
Director, Interdisciplinary Spatial
Sarah Crome Informatics for Global Health (INSIGHT) Lab,
Scientist, University Health Network, Toronto University of Ottawa
General Hospital Research Institute, Multi
Organ Transplant Program. Assistant Barbara Papadopoulou
Professor, University of Toronto, Faculty of Full Professor, Department of Microbiology-
Medicine, Department of Immunology Infectious Disease and Immunology
Université Laval, CHU de Quebec
Kimberly Elmslie Research Center
Assistant Deputy Minister, Health Promotion
and Chronic Disease Prevention Branch, Christopher Power
Public Health Agency of Canada Professor of Neurology, University of Alberta,
Canada Research Chair in Neurologic
Infection and Immunity
* Between May 2019 and November 2020
Acknowledgments CIHR-III 2021-2026 STRATEGIC PLAN | 35You can also read
