Last week I initiated a series of blog posts about the Transforming Research Initiative. The TRI is the faculty-developed strategic plan for research at IUSM that was completed in 2013, and it’s time to report back on how well we’re doing to implement it.
The report listed six key goals for the research mission. We covered two of them last time: research themes and team science. This week, two more (and again, you can download the executive summary here .)
Goal 3: Research Communication
We’ve worked to improve both the internal and external communications about research. You’re reading the first one — we created the Wilkes Blog as a new method to get news to the research community at the school, hopefully in a way that’s both casual and authoritative.
Second, we have brought the school of communications office and staff back to the school, after several years in which they were part of a separate university organization, IU Communications.
Third, we’ve set the groundwork for improved communication with industry with the creation of the Industry Collaboration Portal, whose web site went live earlier this year.
We put together a list of 31 internal sources of funding for research projects and made it available via the IUSM research page at http://medicine.iu.edu/research/. Click on “Faculty Resources” then select “IUSM Pilot Funding Opportunities.”
And finally, we’re finishing work on a revision of the “26 Answers” brochure that tells IUSM’s story in the words of faculty members who have recently joined the school.
Goal 4: Cores/Centers/Institutes
Recognizing both a need and world-class expertise within the school, we are in the process of creating the Indiana Center for Musculoskeletal Health as well as assembling the pieces for a new Center for Diabetes and Metabolic Diseases. Development continues for the new Center for Chemical Biology and Experimental Therapeutics — key to our initiatives in translational research and personalized medicine.
Creating a new center involves a significant amount of work, but even more complex is our planning to reorganize our cores. In many instances the “recharge” model for core fees and services is not working and so we are exploring a centralized core management system.
Meanwhile, the Indiana CTSI is considering the development of “supercores” in genomics and proteomics that would incorporate capabilities at Purdue, Notre Dame and IU Bloomington.
Next week I’ll discuss how we’re progressing toward the remaining two goals, recruitment and retention, and mentoring.