Strategic Objective #1 - To create high-quality new research that is useful for health service managersand policy makers

An Incubator of New Knowledge

The Foundation is committed to providing useful research information to those who make decisions that affect Canada’s health system. We strive to find innovative ways to support researchers to create new knowledge and to apply it through effective collaboration with decision makers.

Linking Evidence to Action on Decisions (LEAD)

In 2008, the Foundation launched a new granting competition - Linking Evidence to Action on Decisions (LEAD). Designed to support evidence-informed change within healthcare organizations, LEAD fosters the generation of new knowledge about factors affecting the successful implementation of evidence-informed management and policy decisions.

The Foundation will fund up to three LEAD initiatives in 2009-10, with a maximum contribution to each project of $250,000 over two years. Matched funding is required from the host organization and other co-sponsors.

LEAD initiatives aim to contribute to a better alignment between the best available evidence, decisions to act on that evidence, and actual change within the healthcare system.

Other milestones...

Five four-year grants were awarded in 2008 under the Research, Exchange, and Impact for System Support (REISS) program. One grant was awarded in each priority theme: nursing; health human resources; primary healthcare; and managing for quality and safety, where two grants were made possible via a partnership with the Canadian Patient Safety Institute. The total value of the REISS funding program in 2008 was $4.8 million, with the Foundation contributing $1.9 million.
In the commissioned research program, the Foundation launched a number of new projects: a review of health human resources productivity; a Canadian chartbook on the quality of healthcare, which aims to provide a summary of the state of healthcare quality in Canada; and three background papers to support the work of the Canadian Working Group on Primary Healthcare Improvement.
The Foundation continues to function as the secretariat for the abovementioned Canadian primary healthcare initiative, with the aim to secure funding for a co-ordinating body.
The Foundation, in collaboration with the Health Council of Canada, commissioned a synthesis through its Decision Support Synthesis program on “Interprofessional Collaboration and Quality Primary Healthcare,” published in May 2008. The report presents the potential of interprofessional collaboration for patients and healthcare providers in primary healthcare.
In 2008 the Foundation contributed to the major research assessment “Making an Impact: a Preferred Framework and Indicators to Measure Returns on Investment in Health Research,” led by the Canadian Academy of Health Sciences.
New decision support syntheses were commissioned in 2008 on teamwork in rural and remote settings, and on advanced practice nursing. It is anticipated that these reports will be available in the fall of 2009.
The Foundation continued its support for the Network of Applied Health Services Policy Research Directors, an initiative developed in partnership with the Canadian Institutes of Health Research (CIHR). Designed to strengthen alliances within the research community, the network held several informative face-to-face meetings and teleconferences throughout 2008.
The Nursing Research Fund (NRF) began its official wind-down in 2008; the 10-year agreement with Health Canada will end in 2009. The Nursing Care Partnership, which is built on a collaborative model, funded by the NRF and administered by the Canadian Nurses Foundation, was renewed with terms consistent with the program’s wind-down. The Foundation consulted with nursing stakeholders and opinion leaders throughout the year to communicate the wind-down of the program, and has been actively engaged with the nursing community to discuss next steps.

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Governance 2008-2009 Board of Trustees and Committee Members Letter from the Chair, Board of Trustees Letter from the President and Chief Executive Officer The Cornerstones of Innovation Incubation Strategic Objective #1 Strategic Objective #2 Strategic Objective #3 Strategic Objective #4 EXTRA Researcher on Call A Model of Organizational Excellence Accountability Endowment and Financial Management Statement of Financial Position Statement of Operations	Strategic Objective #1 - To create high-quality new research that is useful for health service managersand policy makers An Incubator of New Knowledge The Foundation is committed to providing useful research information to those who make decisions that affect Canada’s health system. We strive to find innovative ways to support researchers to create new knowledge and to apply it through effective collaboration with decision makers. Linking Evidence to Action on Decisions (LEAD) In 2008, the Foundation launched a new granting competition - Linking Evidence to Action on Decisions (LEAD). Designed to support evidence-informed change within healthcare organizations, LEAD fosters the generation of new knowledge about factors affecting the successful implementation of evidence-informed management and policy decisions. The Foundation will fund up to three LEAD initiatives in 2009-10, with a maximum contribution to each project of $250,000 over two years. Matched funding is required from the host organization and other co-sponsors. LEAD initiatives aim to contribute to a better alignment between the best available evidence, decisions to act on that evidence, and actual change within the healthcare system. Other milestones... Five four-year grants were awarded in 2008 under the Research, Exchange, and Impact for System Support (REISS) program. One grant was awarded in each priority theme: nursing; health human resources; primary healthcare; and managing for quality and safety, where two grants were made possible via a partnership with the Canadian Patient Safety Institute. The total value of the REISS funding program in 2008 was $4.8 million, with the Foundation contributing $1.9 million. In the commissioned research program, the Foundation launched a number of new projects: a review of health human resources productivity; a Canadian chartbook on the quality of healthcare, which aims to provide a summary of the state of healthcare quality in Canada; and three background papers to support the work of the Canadian Working Group on Primary Healthcare Improvement. The Foundation continues to function as the secretariat for the abovementioned Canadian primary healthcare initiative, with the aim to secure funding for a co-ordinating body. The Foundation, in collaboration with the Health Council of Canada, commissioned a synthesis through its Decision Support Synthesis program on “Interprofessional Collaboration and Quality Primary Healthcare,” published in May 2008. The report presents the potential of interprofessional collaboration for patients and healthcare providers in primary healthcare. In 2008 the Foundation contributed to the major research assessment “Making an Impact: a Preferred Framework and Indicators to Measure Returns on Investment in Health Research,” led by the Canadian Academy of Health Sciences. New decision support syntheses were commissioned in 2008 on teamwork in rural and remote settings, and on advanced practice nursing. It is anticipated that these reports will be available in the fall of 2009. The Foundation continued its support for the Network of Applied Health Services Policy Research Directors, an initiative developed in partnership with the Canadian Institutes of Health Research (CIHR). Designed to strengthen alliances within the research community, the network held several informative face-to-face meetings and teleconferences throughout 2008. The Nursing Research Fund (NRF) began its official wind-down in 2008; the 10-year agreement with Health Canada will end in 2009. The Nursing Care Partnership, which is built on a collaborative model, funded by the NRF and administered by the Canadian Nurses Foundation, was renewed with terms consistent with the program’s wind-down. The Foundation consulted with nursing stakeholders and opinion leaders throughout the year to communicate the wind-down of the program, and has been actively engaged with the nursing community to discuss next steps.