strategic research plan mcgill

Dr. Shari Baum on the Faculty’s Strategic Research Plan

The Faculty’s Strategic Research Plan (SRP) was always intended to be a ‘living’ document.  We wanted to ensure that we could respond in a nimble fashion to emerging areas of strategic importance, as well as to continually evaluate progress with respect to our original objectives and foci of strategic investment.  After about two and a half years, we decided to re-examine our priorities and the timing fit well with Dean Eidelman’s Project Renaissance.

In order to consider new areas of strategic importance in research, we put together a committee with broad representation from the various research domains represented by members of the Faculty.  We also solicited input from research leaders concerning emerging areas of importance and areas in which we needed to invest.  After reviewing the submissions we received, we selected those that the committee and the research leadership of the Faculty believed would not only build on our strengths but also take us in innovative directions that are at the forefront of the field in biomedical sciences.

Our SRP targets some of the most pressing challenges.  McGill has historically had a strength in neuroscience, as evidenced by the CFREF award entitled “Healthy Brains, Healthy Lives.” Understanding the brain and both developmental disorders and degenerative diseases thereof is surely one of the biggest challenges for researchers.  We are not only trying to tackle some of the diseases that have major impact on people’s lives, but also trying to fundamentally understand how humans function.

Other major areas that represent the biggest challenges to the health of the population include cancer and infectious diseases.  By investing in stem cell research and regenerative medicine research, we aim to develop novel approaches to treatment for a range of such diseases.

With an increase in research in genomics and in imaging at various scales, the amount of data being generated is enormous.  To ensure that we are at the forefront of state-of-the-art methods of analysis of these large data sets, we chose to invest in computational medicine as well.  The approaches being developed will be applicable in a range of research fields and will help us to ensure that our work is translated from the lab bench to clinical applications.

By identifying the Faculty’s research priorities, we are able to focus our investments and support innovative ideas in these areas of strategic importance.  Research projects that are aligned with the SRP may be eligible for modest amounts of financial support and may be directed to external funding opportunities that require institutional support.  Having identifiable research priorities in areas of particular strength within the Faculty also opens up the possibility of philanthropic investments, as we communicate more with external partners and the community concerning our strategic priorities.

As mentioned earlier, we are confident that by bringing together a critical mass of investigators focused on strategic priorities, we will be able to develop innovative approaches to diagnosis and treatment of a range of diseases, as well as make significant advances in fundamental knowledge that are the crucial underpinnings of clinical innovation in healthcare.

Many (probably most) of the investigators in the Faculty already participate in international collaborations and partnerships, which are critical to advances in the globalized world of science.  Nonetheless, by articulating specific strategic priorities, we identify to our collaborators and the world at large the areas in which we excel, in which we plan to expand, and for which we are seeking international research and industry partnerships.  That’s not to say that areas that are not explicitly mentioned in the SRP are not also relevant on the international scene, but the areas we have identified demonstrate to the external world where we are currently investing; that may permit partnerships on a different scale from those of individual labs or research groups.

April 26, 2019

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Dr. Shari Baum on the Faculty of Medicine’s strategic research plan

The Faculty unveiled its new SRP in 2014. Why was there a need to revisit this plan a couple of years later and why does the plan need to continue to evolve?

The Faculty’s Strategic Research Plan (SRP) was always intended to be a ‘living’ document. We wanted to ensure that we could respond in a nimble fashion to emerging areas of strategic importance, as well as to continually evaluate progress with respect to our original objectives and foci of strategic investment. After about two and a half years, we decided to re-examine our priorities and the timing fit well with Dean Eidelman’s Project Renaissance.

What was the rationale behind selecting the new elements to the plan?

In order to consider new areas of strategic importance in research, we put together a committee with broad representation from the various research domains represented by members of the Faculty. We also solicited input from research leaders concerning emerging areas of importance and areas in which we needed to invest. After reviewing the submissions we received, we selected those that the committee and the research leadership of the Faculty believed would not only build on our strengths but also take us in innovative directions that are at the forefront of the field in biomedical sciences.

What are some of the major challenges in the research world today that our researchers face and how does the SRP help address these?

Our SRP targets some of the most pressing challenges. McGill has historically had a strength in neuroscience, as evidenced by the CFREF award entitled Healthy Brains, Healthy Lives. Understanding the brain and both developmental disorders and degenerative diseases thereof is surely one of the biggest challenges for researchers. We are not only trying to tackle some of the diseases that have major impact on people’s lives, but also trying to fundamentally understand how humans function.

Other major areas that represent the biggest challenges to the health of the population include cancer and infectious diseases. By investing in stem cell research and regenerative medicine research, we aim to develop novel approaches to treatment for a range of such diseases.

With an increase in research in genomics and in imaging at various scales, the amount of data being generated is enormous. To ensure that we are at the forefront of state-of-the-art methods of analysis of these large data sets, we chose to invest in computational medicine as well. The approaches being developed will be applicable in a range of research fields and will help us to ensure that our work is translated from the lab bench to clinical applications.

What are some of the opportunities the SRP create for the Faculty of Medicine’s researcher community?

By identifying the Faculty’s research priorities, we are able to focus our investments and support innovative ideas in these areas of strategic importance. Research projects that are aligned with the SRP may be eligible for modest amounts of financial support and may be directed to external funding opportunities that require institutional support. Having identifiable research priorities in areas of particular strength within the Faculty also opens up the possibility of philanthropic investments, as we communicate more with external partners and the community concerning our strategic priorities.

Are there examples of how patients and/or society at large will see benefits from this exercise and from our having an up to date SRP?

As mentioned earlier, we are confident that by bringing together a critical mass of investigators focused on strategic priorities, we will be able to develop innovative approaches to diagnosis and treatment of a range of diseases, as well as make significant advances in fundamental knowledge that are the crucial underpinnings of clinical innovation in healthcare.

How do we ensure that McGill remains relevant on the international scene, and what role does the SRP play in that?

Many (probably most) of the investigators in the Faculty already participate in international collaborations and partnerships, which are critical to advances in the globalized world of science. Nonetheless, by articulating specific strategic priorities, we identify to our collaborators and the world at large the areas in which we excel, in which we plan to expand, and for which we are seeking international research and industry partnerships. That’s not to say that areas that are not explicitly mentioned in the SRP are not also relevant on the international scene, but the areas we have identified demonstrate to the external world where we are currently investing; that may permit partnerships on a different scale from those of individual labs or research groups.

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Strategic research project.

Research movement in the Faculty away Doctor & Health Sciences the the Faculty of Dentistry represented more easier 35% of Mack University’s total investigation. The overarching goal of their joint Strategic Research Plan (SRP) is for McGill to maintain or achieve a high level starting excellence in selected areas, while training the next generation von condition researchers in a highly competitive and inter-disciplinary research environment. Strategic Research Areas Faculty of Engineering McGill University.

As the fruit of an extensive consultation usage, the SRP targets to built strength in fundamental sciences and send researching results into improved clinical praxis and fitness outcomes plus enhanced economic activity. I takes into attention the respective aims additionally strengths of every research real teaching units (Schools, intellectual press clinical Departments, Centers, Networks) and strategic initiatives, inclusive of research institutes based at our affiliated hospitals. The Strategic Research Plan SRP emerged from a broad, thoughtful press engaged argue across the units of McGill s Faculty of Agricultural and Environmental Sciences AES It kommuniziert our.

In 6837, the Faculty of Pharmacy became the Faculty of Medicine & Health Sciences to better ponder the diversity of expertise and that breadth in its kernel mandate. In parallel, the Faculty about Dentistry initiated a strategic planning phase of its academic and research activities. The current SRP latest build on solid establishments, consolidate proven diplomatic research sponsored, and re-emphasize this vital value of current, sustainable core infrastructure and platforms in the realization of the research mission. A new, specific focus is set the strongly emerging and cross-cutting role of digital technologies real data sciences in current and later growths are health and clinical care. Another emphasis is the promotion and development of a spirit of entrepreneurship about our Schools, promoting outreach and collaboration across the university and associates your, to encouraged also make that emergence of innovations antriebs by the scholarly approach in response to fulfilled my amongst medical and the healthcare system. The SRP emphasized the major importance of equity, diversity the inclusion throughout all aspects off research, from initial basic through implementation and finally translation to healthcare.

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News Release: Innovation, Research and Development Strategic Plan Prepares DHS for Future Homeland Security Challenges

For immediate release s&t public affairs , 202-286-9047.

Plan will prepare DHS to meet emerging technological needs and maximize strategic impact.

WASHINGTON - The Department of Homeland Security (DHS) released the first-ever department-wide Innovation, Research and Development (IRD) Strategic Plan , articulating key investment goals over the next seven fiscal years. Developed at the direction of Secretary Alejandro N. Mayorkas, the Strategic Plan serves as a blueprint for DHS to keep pace with technology by leveraging research and development to address homeland security challenges.

“This visionary roadmap, informed by scientific efforts, will empower DHS and its components to reduce risks to the homeland through optimized innovation, research and development investments,” said Dr. Dimitri Kusnezov, DHS Under Secretary for Science and Technology. “The technologies resulting from our IRD investments play a critical role in equipping the Department’s front-line operators with necessary tools to outpace our adversaries and enhance our preparedness and response capabilities.”

In 2022, Secretary Mayorkas tasked the DHS Science and Technology Directorate (S&T) with examining DHS’s execution of research and development (R&D), including through developing a coordinated strategy focused on areas for long-term Departmental research. The resulting IRD Strategic Plan will help the Department and its partners make coordinated, integrated investments. In addition to capturing current IRD efforts already underway – compiling data from every DHS component and office – it provides an overview of complementary efforts led by federal, state, local, tribal, territorial, nongovernmental and private sector entities.

From this analysis of common research fields, the plan highlights eight Strategic Priority Research Areas (SPRAs) and future capabilities that DHS needs across its missions. The SPRAs will enhance the coordination of R&D across DHS while giving a demand signal for industry, interagency, academic, and international communities about future partnership opportunities. The Strategic Priority Research Areas for Fiscal Years 2024-2030 are:

• Advanced Sensing – next-generation sensor capabilities to provide enhanced detection performance against a broad spectrum of threats.
• Artificial Intelligence (AI) and Autonomous Systems – automated technologies to provide predictions, recommendations, or decisions across a wide variety of operating environments, including means to deal with adversarial AI.
• Biotechnology – augmented capabilities to predict, detect, and defend against current and emerging bioagents and biotechnologies of concern.
• Climate Change – technologies to strengthen climate adaptation/resilience, improve equity, protect critical infrastructure, and reduce carbon emissions.
• Communications and Networking – enhanced communications and networking capabilities, while maintaining security and resiliency.
• Cybersecurity – enhanced resiliency, protection, and operational assurance across data, software, hardware, and communications networks.
• Data Integration, Analytics, Modeling and Simulation – enhanced, integrated data ecosystems, analytics, and modeling to enable better and more accurate data-driven insights, predictions, and decisions.
• Digital Identity and Trust – enhanced capabilities to establish and verify both individuals’ identities and the validity, integrity, and privacy of associated data.

In collaboration with stakeholders from across DHS, S&T is advancing implementation of the Strategic Plan by developing IRD investment roadmaps for each SPRA. These roadmaps will inform the Department’s budget process for FY 2027 and beyond. 

More information about the IRD Strategic Plan and its priorities can be found at DHS IRD Strategic Plan FY24-30 | Homeland Security .

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2023-2024 Teaching Award Winner: Martha de Francisco

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Congratulations to Martha de Francisco, full-time associate professor in the Music Research department and area coordinator in Sound Recording, winner of Schulich's 2023-2024 Teaching Award in the Full-Time Category!

Upon her arrival at McGill in 2003, Martha de Francisco has implemented numerous initiatives contributing to Schulich’s excellence and global outreach. She helped develop the audio-visual webcasting program for the streaming of music performances which notably enables the showcasing of our School’s productions to local and global audiences. She also created important pedagogic opportunities for Sound Recording students by introducing the recording of the large ensembles, including the McGill Symphony Orchestra, as class projects, while establishing “a standard of exceptional recording quality.” In doing so, Martha concurrently initiated innovative specialized teaching for these challenging large ensemble recordings, contributing, together with her colleagues, to establish our Sound Recording area’s leading position among the audio engineering schools worldwide. Ever since, Martha de Francisco has been a cornerstone of the Sound Recording master’s program, and her former students attest to the importance of her teaching and her guidance for their artistic and professional journeys.

Martha has cultivated an innovative approach to the development of transferable skills, and she aims to expose her students to real-life recording experiences in addition to classroom training. Martha values collaborations, and she consistently searches for music research bridges between our students and others through professional-level recording opportunities as well as through our interdisciplinary research partnerships CIRMMT and ACTOR. She is focused on providing opportunities for professional development and her students can benefit from the inspiration of her prominent professional career as a record producer and recording engineer for major recording artists, and from her reputation as “one of the world's leading record producers/engineers for classical music.” Her professionalizing student-centred teaching, as well as her legacy of excellence earned her the 2019 Fellowship Award from the Audio Engineering Society in New York “For conspicuous commitment to audio education and mentorship,” the “Arts and Culture” Award in 2016, among the Women of Distinction Awards from The Women’s Y Foundation, two features in the BBC London radio program entitled “Ten inspirational women using music to change lives,” and frequent invitations to judge competitions and teach masterclasses or workshops internationally.

Her students have gone on to be successful professionals, frequently winning prestigious international student recording competitions and scholarships, or being nominated for major recording awards including the Opus Prix, the Juno Awards, and the Grammys. Others, inspired by her exceptional teaching and that of her colleagues, have chosen to become professors themselves, training the upcoming generation of elite recording engineers and producers. One attests the following: “Martha’s approach to education, one which strikes a healthy balance between discovery and industry knowledge, is one that I have held on to this day and utilize with my own students.” Martha leaves a vivid impression to all the people she works with, and peers and students alike recognize her for her “unparalleled level of care,” for her “indisputably effective teaching style,” and for her ability to “create a warm and nurturing environment conductive to learning and growth.”

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DHS releases innovation, research, and development strategic plan

ODNI releases IC IT roadmap

NGIC seeks analytic outreach specialists

Palantir secures CDAO contract to support CJADC2 strategy

On May 28, the Department of Homeland Security (DHS) released the first-ever department-wide  Innovation, Research and Development (IRD) Strategic Plan , articulating key investment goals over the next seven fiscal years. Developed at the direction of Secretary Alejandro Mayorkas, the Strategic Plan serves as a blueprint for DHS to keep pace with technology by leveraging research and development to address homeland security challenges.

“This visionary roadmap, informed by scientific efforts, will empower DHS and its components to reduce risks to the homeland through optimized innovation, research and development investments,” said Dr. Dimitri Kusnezov, DHS Under Secretary for Science and Technology. “The technologies resulting from our IRD investments play a critical role in equipping the Department’s front-line operators with necessary tools to outpace our adversaries and enhance our preparedness and response capabilities.”

In 2022, Secretary Mayorkas tasked the DHS Science and Technology Directorate (S&T) with examining DHS’s execution of research and development (R&D), including through developing a coordinated strategy focused on areas for long-term Departmental research. The resulting IRD Strategic Plan will help the Department and its partners make coordinated, integrated investments. In addition to capturing current IRD efforts already underway – compiling data from every DHS component and office – it provides an overview of complementary efforts led by federal, state, local, tribal, territorial, nongovernmental and private sector entities.

From this analysis of common research fields, the plan highlights eight Strategic Priority Research Areas (SPRAs) and future capabilities that DHS needs across its missions. The SPRAs will enhance the coordination of R&D across DHS while giving a demand signal for industry, interagency, academic, and international communities about future partnership opportunities. The  Strategic Priority Research Areas  for Fiscal Years 2024-2030 are:

• Advanced Sensing  – next-generation sensor capabilities to provide enhanced detection performance against a broad spectrum of threats.
• Artificial Intelligence (AI) and Autonomous Systems  – automated technologies to provide predictions, recommendations, or decisions across a wide variety of operating environments, including means to deal with adversarial AI.
• Biotechnology  – augmented capabilities to predict, detect, and defend against current and emerging bioagents and biotechnologies of concern.
• Climate Change  – technologies to strengthen climate adaptation/resilience, improve equity, protect critical infrastructure, and reduce carbon emissions.
• Communications and Networking  – enhanced communications and networking capabilities, while maintaining security and resiliency.
• Cybersecurity  – enhanced resiliency, protection, and operational assurance across data, software, hardware, and communications networks.
• Data Integration, Analytics, Modeling and Simulation  – enhanced, integrated data ecosystems, analytics, and modeling to enable better and more accurate data-driven insights, predictions, and decisions.
• Digital Identity and Trust  – enhanced capabilities to establish and verify both individuals’ identities and the validity, integrity, and privacy of associated data.

In collaboration with stakeholders from across DHS, S&T is advancing implementation of the Strategic Plan by developing IRD investment roadmaps for each SPRA. These roadmaps will inform the Department’s budget process for FY 2027 and beyond.

More information about the IRD Strategic Plan and its priorities can be found at  DHS IRD Strategic Plan FY24-30 | Homeland Security .

Source: DHS

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2024-2034 Strategic Plan

Strategic Goals

Promoting Holistic Student Success

This plan re-envisions how we support all of our students — undergraduate and graduate — to achieve their goals. It centers the whole needs of students across all that we do, whether within our teaching and learning or across our academic supports and co-curricular and enrichment opportunities. Our intent is to ensure a fulfilling higher education experience toward the goal of graduation while also positioning students for academic, career, and life success once they leave us.

Expanding Research Impact

This plan asserts UConn’s research preeminence among U.S. public universities in advancing discovery, cutting-edge solutions, and innovation that transforms knowledge, lives, and communities. It outlines key investment areas that build the capacity of our research enterprise, including the recruitment and retention of world-class researchers and scholars at the vanguard of their fields.

Powering a Thriving Connecticut

As Connecticut’s public flagship university, this plan will deepen UConn’s partnerships in service of our state and its communities. It recognizes the breadth of our impact via education, research, and engagement and outreach. It identifies targeted areas of future focus that position Connecticut as a leader in our nation and world in health and wellness, economic development, and environmental sustainability.

Areas of Focus

Implementation

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National Institute on Alcohol Abuse and Alcoholism (NIAAA)

Niaaa releases strategic plan for fiscal years 2024-2028.

Wednesday, May 29, 2024

The National Institute on Alcohol Abuse and Alcoholism (NIAAA) has released Advancing Alcohol Research to Promote Health and Well-Being , the Institute’s Strategic Plan for fiscal years 2024-2028.  The plan charts a course for the next five years and outlines the goals and priorities that will guide NIAAA’s research through a dynamic balance of basic, translational, and clinical research relevant to NIAAA’s mission.

“For more than 50 years, NIAAA has been at the forefront of cutting-edge alcohol research,” said NIAAA Director George F. Koob, Ph.D.  “Guided by this new strategic plan, I am optimistic that NIAAA-supported research will pave the way for future breakthroughs that will help more Americans live healthier, more productive lives.”

The new strategic plan seeks to advance many long-held NIAAA research and research training priorities, such as preventing alcohol misuse at all ages, enhancing the diagnosis of alcohol use disorder (AUD), fetal alcohol spectrum disorders (FASD), and other alcohol-associated pathologies, improving treatment for these conditions, and addressing health disparities in alcohol misuse and related consequences. Highlights also include:

• Diversity, equity, inclusion, and accessibility in the alcohol research enterprise
• Women’s health research
• Whole person health and integrated health approaches
• Data science (e.g., artificial intelligence) and data management
• Translation and back translation of research findings
• Social determinants of health in the context of risk and resilience
• Social media impact on alcohol-related behaviors and outcomes, and social media as a tool for innovating interventions

Developed by NIAAA leadership and staff, with input from external researchers, advocacy groups, professional societies, and interested individuals, the strategic plan considers the long-term priorities of the field while remaining flexible to adapt to emerging public health needs and scientific opportunities. 

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An official website of the National Institutes of Health and the National Institute on Alcohol Abuse and Alcoholism