Operational Plan And Budget Template Page 20
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342015–2016 Operational Plan and Budget
Risk
Description
Mitigation Strategies
CIHI’s main source of revenue is the
Funding
1. Develop strategy with the Board for
There is a risk that CIHI may
Health Canada funding agreement,
renewal of Health Canada funding.
not be able to increase current
which was extended to March 2016.
Work closely with Health Canada to
CIHI’s three-year bilateral
levels of funding with major
renew funding agreement and explore
funders (i.e.,
agreements with the
options to provide flexibility in funding.
federal/provincial/territorial
provincial/territorial governments
2. Develop strategy with the Board for
(F/P/T) governments) to meet
were also extended to March 2016.
renewal of bilateral agreements that
existing operations and new
Both the federal and provincial/
considers Core plan entitlements,
priority initiatives, as defined in
territorial governments are facing
optional initiatives outside of Core
the updated strategic plan.
continued fiscal pressures and may
plan, increase to cover inflation and
There is a financial risk that in
not sufficiently value health
additional costs, and term of
the wind-up of the CIHI
information to continue funding CIHI
agreement.
Pension Plan that there is a
at the same level.
3. Create a contingency for pension
significant Plan deficit to fund
wind-up related expenses.
Financial pressures may reduce
and the wind-up related
CIHI’s ability to develop new priority
expenses are greater than
4. Continue with employee
products and services to respond to
anticipated. As well, there is an
communications such as CEO updates
evolving stakeholder needs.
additional risk that CIHI may
to staff, Town Hall sessions, Straight
not be able to make full use of
In addition, the increase in
Up column, communications by senior
its funding from Health Canada
management to staff.
compensation costs, pension
in the final year of the
liabilities and inflation will affect the
agreement (2015–2016).
level of funding available for core
programs and services, assuming a
Risk Assessment
constant level of funding.
Likelihood: Moderate
Impact: Medium
Building Relationships
The emergence of new players in the
1. Develop a coordinated approach to
There is a risk that CIHI will
system, such as provincial
stakeholder engagement for strategic
lose stakeholder support.
quality/health councils with similar
priorities. Specific elements to include:
mandates to report on health system
a stakeholder map; and a stakeholder
Risk Assessment
engagement/communication plan.
performance, could lead to
Likelihood: Moderate
competition and overlapping roles.
2. Complete website redevelopment.
Impact: Medium
Fiscal pressures at the F/P/T level
3. Explore new relationships and
have the potential to affect CIHI in a
partnerships where possible and
variety of ways. Provinces and
appropriate. Initial focus is on ensuring
territories are increasing their focus
vendors are aware of our standards
on their own local solutions to meet
and the implication for their work.
their data/decision-support
4. Look for opportunities to use the
requirements.
convening function to bring partners
This may result in decreased support
together and learn from one another
for CIHI’s role and mandate, thereby
while informing a pan-Canadian
reducing CIHI’s revenue and future
direction (e.g., Patient-Reported
funding.
Outcome Measures (PROMs) forum).
Lack of understanding of CIHI’s role
could result in data not being
provided to CIHI.
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