An Updated Strategy
2009-2012
NSHRF exists to improve the health of Nova Scotians through health
research.
An Updated Strategy
2009-2012
INTRODUCTION
The Nova Scotia Health Research Foundation (NSHRF) was established in 2000 with a budget of $5 M.
Since then, the Foundation has developed and implemented a comprehensive range of funding programs for researchers along the continuum from students to established investigators. It has also reached out to the broader health
research community to identify – and address – their needs. This has involved hosting a series of topic-specific workshops targeting researchers’ skill development; workshops for improved understanding and collaboration between
researchers and research users; supporting conferences designed to increase access to and use of reports which distill
health research evidence into information that can be readily used by the health care system; implementing a leadingedge capacity development program; and building and implementing a knowledge transfer and exchange program to
increase the use of research findings and the identification of health research needs in communities. NSHRF is also
involved in communicating the role of health research in creating jobs, increasing provincial revenue, improving the
health care system - all contributing to an improved provincial economy and healthier Nova Scotians.
The Foundation developed its first strategic plan in 2002 and reported its results in 2006. A second strategic plan was
developed for the years 2006-11. Since then, there has been a significant change in the environment, most notably the
downturn in the economy and a change in political leadership. These changes have required a revision of the NSHRF
strategy. The NSHRF will continue to focus on the first two goals outlined in the 2006-11 strategy - program and
organizational improvements. The third and fourth goals were dependent on an increased budget and we now know
that that is an unrealistic target. Therefore, we have replaced these goals with the new strategic goal of demonstrating
and communicate the impact of health research.
The purpose of this report is to provide an updated strategy, given the changed environment and new fiscal realities, to
chart NSHRF’s direction and activities for upcoming three years.
Nova Scotia Health Research Foundation
A Strategy 2009-2012
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SITUATIONAL ANALYSIS
External Factors
Strengths
1. Changes in the economic
environment.
2. Health care costs outpace
inflation – and is now almost 50% of
the provincial budget.
3. New provincial leadership.
4. NS has lower per capita private and
lower public R&D funding compared
to other provinces.
5. NS has a high number of smaller
universities with higher proportion of
undergraduate students compared to
other provinces.
6. National funding for health
research has declined
7. Success rates for NSHRF and
national organizations decreasing –
with researchers spending more time
seeking funding.
8. National health research funding
programs have increased reliance on
the provinces for partner/ matching
funding.
9. National funding focus is moving
from support for individual researchers to collaborative teams of researchers working within a national/international context.
1. Expertise and infrastructure to ensure
high quality health research is supported
in this province.
2. Programs already developed to
support health researchers.
3. Reputation, credibility and
recognition for high standards and supporting excellent health research.
4. Peer and other review. mechanisms
well established
5. Operational mechanisms in place to
support management of health
research projects.
6. Independent arms-length provincial
organization well positioned to support
health research.
7. Excellent staff with strong relations in
the research community.
8. Recognition by researchers that
NSHRF funding helps them get national
funding.
9. Good understanding of the provincial
and national health research environment and opportunities for researchers.
10. Linkages with national organizations.
11. Positioned to support increased collaboration among system partners (i.e.
government, universities, district health
authorities, community health boards
etc.).
12. Board has provided a renewed policy
direction including a new Ends Policy
(outlining the mandate and major focus
for the organization).
Constraints
1. NSHRF budget (it has remained
relatively flat over the years, established in 2000 with a $5M annual
grant and in 2008-09 it was $4.92M –
limited resources for programs).
2. Meeting the need for increased
research activity for health transformation with current resources.
Challenges
1. Increasing Government and District Health Authorities (DHAs) value and use of high quality health research
2. Improving Government and DHAs understanding that high quality health research is key to a sustainable health care
system and ultimately for improving the health of Nova Scotians
3. Continuing to attract and retain health researchers and clinicians in an environment that has limited resources for
health research
4. Increasing collaboration to create a systems approach to health research and increasing researchers share of the national/international resources
5. Focusing the existing resources on priority areas
6. Securing additional financial resources to support health research in NS
Nova Scotia Health Research Foundation
A Strategy 2009-2012
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STRATEGIC DIRECTIONS
The strategic directions outlined in the plan fall into three key areas. They are:
1.
2.
3.
Focus program support
Enhance organizational infrastructure
Demonstrate and communicate the impact of health research
1. Focus Program Support
Feedback from key stakeholders continues to indicate strong support for NSHRF’s programs. While the previous Strategic Plan had envisioned two new programs (Career Scientist Award and the Health Research Infrastructure Program),
given the current fiscal restraints it is unrealistic to target these at this time. Rather, the organization will focus its energy
and resources on improvements within the current programming areas.
There are opportunities for focusing and targeting our programs to better serve the health system needs and to leverage
our existing health research strengths to maximum advantage. Health research funding success at the national/international levels is increasingly competitive and reliant on world-class expertise. Addressing complex health issues at the
provincial and national level requires infrastructure (including data bases, ethics boards, aligned protocols and platforms
etc), partnerships between researchers and research users, and inter-institutional approaches. Leveraging of national infrastructure funding relies on a systems approach that is collaborative and aligned with provincial and national strategic
goals and objectives. These were considerations for focusing our programs.
Objectives:
1.
2.
To increase the impact of the existing health research funding.
To increase researchers’ potential to leverage national and international funding.
Major Initiatives:
1.
Establish new health research priorities.
2.
Align health research program funding with the new health research priority areas.
3.
Work with government, District Health Authorities and other partners to increase the use of peer reviewed
research.
4.
Increase support for collaboration among researchers and research institutions for increased leveraging of
national and international funding..
5.
Secure provincial funding for national/international partnership programs.
Nova Scotia Health Research Foundation
A Strategy 2009-2012
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2. Enhance Organizational Infrastructure
The NSHRF is proud of its efforts for continuous quality improvement of its business processes. Input is regularly
sought from all program participants and this feedback is used to make program and operational improvements. In
addition, information is gathered from other organizations to assess industry standards. The organization is audited by
an external firm on an annual basis. In addition, the Auditor General of Nova Scotia audited the organization in 2002
and followed up on NSHRF’s progress on its recommendations in 2005. We have now taken steps toward an electronic platform for our business processes. The first step was to require a Common CV validated for Nova Scotia for
applicants to our competitive programs. The next step was to create a directory of researchers providing easy access to
research expertise in the province. In the next three years we will complete the evolution from a paper-based application process to electronic grant submissions which will require a further investment in information technology.
Objectives:
1.
To improve organizational efficiencies.
Major Initiatives:
1.
Invest in and implement an electronic grants management system for the competitive programs.
2.
Invest in business intelligence tools for improved financial and reporting capabilities.
3.
Develop a Memorandum of Understanding, outlining roles and responsibilities, with all of the universities and
institutions who administer NSHRF funding for researchers.
4.
Conduct program audits for the competitive programs.
5.
Request that the Auditor General conduct an external review of the organization in 2012.
Nova Scotia Health Research Foundation
A Strategy 2009-2012
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3. Demonstrate the Impact of Health Research
Nova Scotia’s health budget is now about 50% of the provincial budget and the province is facing tough decisions
related to health. Now more than ever there is a need for high quality health research - for decision making and for a
sustainable health care system. Health research provides the answers to what works, what is effective and efficient. The
NSHRF will focus its limited resources for greatest impact. It will help health system partners get access to, and use,
high quality, peer reviewed research to improve prevention strategies and programs, health services, technologies, treatments, interventions, health human resources and approaches for care, and governance issues. The NSHRF will also
gather more information to document the impact of health research in the province.
Objectives:
1.
To increase understanding of the need for, and use of, excellent health research for a sustainable health system.
2.
To promote the value of research and demonstrate its impact.
Major Initiatives:
1.
Meet with the health system partners (specifically the Departments of Health and Health Promotion and
Protection and the District Health Authorities) to increase the understanding of the relationship between
health research funding and improved clinical care and attraction and retention of health researchers
(including clinicians).
2.
Conduct further analysis of the impact of health research, including the impact on the economy, and
communicate the findings to our health system partners and key stakeholders in the province.
3.
Further communicate the need (targeting District Health Authorities and Government Departments) for health
research on priority issues as the basis of informed decision making and a sustainable health care system.
4.
Encourage the further use of peer reviewed research within the Departments of Health, Health Promotion and
Protection, Community Services and other provincial and national agencies.
5.
Promote the need to include the commissioning of peer reviewed research in the provincial procurement
process.
6.
Encourage system partners to increase the province’s infrastructure for health research (e.g. provincial research
ethics board, administrative databases, platforms for clinical research etc).
7.
Align the NSHRF’s health research impact framework and indicators with other provincial and national
organizations.
Nova Scotia Health Research Foundation
A Strategy 2009-2012
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Courier:
1660 Hollis Street, 9th Floor, Suite 905, Halifax NS B3J 1V7
Mailing:
PO Box 2684, Halifax NS B3J 3P7
tel: 902.424.4043 | fax: 902.424.7753 | www.nshrf.ca | [email protected]
Nova Scotia Health Research Foundation
A Strategy 2006-2011 • March 10, 2006
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