Research and Innovation - DRAFT

  • Spanning across the 4 pillars; identify research strengths; identify research priorities
  • Institutes as the research hub
  • Includes shared infrastructure and core facilities / resources for discovery and clinical research
  • Establishing priorities based on strengths, impact and expertise
  • Support for grant success
  • Culture of innovation

5-year vision

March 31, 2025

  1. Research institutes are empowered to be the drivers of the research agenda that is strategic and aligned with the strengths of the FoMD/University, are leading new national/international networks or other large scale grants, and have demonstrated return on investment through job creation and commercialization.
  2. Increase the proportion of research intensive faculty to 25% though recruitment or retention and use of funding (e.g. endowed chairs) to buy out service time. Identifying tenure-track teaching intensive faculty may need to supported as well in order to achieve this goal.
  3. Through a focus on innovation we have sold X products or innovative processes that generate revenue. Spinoff companies are supported through initiatives in the Faculty have products that are entering the validation and clinical trial phase.
  4. Research training opportunities overall are increased through improved funding, new training programs, organization within the faculty, and alignment with external stakeholder (e.g. economic impact).
  5. Research and grant success within the FoMD is supported through sustainable state of the art research cores and clinical research platforms within institutes and across the Faculty.

3-year picture

March 31, 2023

  1. Continued investment in institutes are linked to impact, grant funding success (with portions of indirect costs of research reinvested in the institute as an incentive), and philanthropic commitments to ensure their ongoing success and sustainability.
  2. Institutes have developed specific infrastructure and support services to support their research programs (e.g. CFI, biostatistics).
  3. Centres and groups are aligned with institutes.
  4. Alignment between SCNs and institutes defined.
  5. Patients and community members are included on research institute leadership committees.
  6. Develop new institute(s) (e.g. clinical research) or disinvest in existing institutes based on work in year 1.
  7. Research intensive position portfolios are reviewed consistently across the FoMD every 3 years with the possibility of reassignment.
  8. Research intensive faculty are recruited by and align with institutes - departmental assignment is based on other factors (e.g., teaching, clinical).
  9. Regular scheduled meetings with economic development agencies (e.g. Health City), ministries, federal agencies (e.g. Western Economic Diversification), industry, and investors.
  10. Seed funding opportunities established from multiple sources including provincial or federal economic diversification funds or advancement to facilitate commercialization and innovation.
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  12. Funding opportunities for research trainees identified through philanthropy and government.
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  14. Increase in post-doctoral fellows including those aligned with commercialization (e.g. MITACS).
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  16. Bioinformatics and high performance research computation is established as new faculty-wide cores.
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  18. New institute-specific cores are developed.

1-year plan

March 31, 2021

  1. Each research institute defines their research priorities with an overarching strategic priority in Precision Health.
  2. Advancement opportunities defined with institutes.
  3. All faculty are asked to identify their alignment with existing primary and secondary institutes.
  4. Review completed of centres and groups in terms of institute alignment.
  5. Recruitment process for research-intensive faculty (i.e. leading an active research program with a commitment of > 40%) defined and involves the research recruitment priorities committee through the Dean's office.
  6. New approaches to recruitment, retention, and faculty evaluation for research-intensive faculty are defined between departmental chairs, institutes, and the faculty.
  7. Potential spin-off companies are identified.
  8. Work with the VPRI office on streamlined commercialization and IP sharing process.
  9. Commercialization is recognized as a desirable academic output.
  10. DORA guidelines and other open science initiatives are recognized and adopted.
  11. Existing commercialization efforts are identified.
  12. Training gaps are identified and working groups established to address them.
  13. Re-message investment in research training in terms of return on investment and transitioning from a carbon economy with government.
  14. Refine business models and sustainability of existing research cores and clinical research platforms. This will include coordination with other faculties.