Transcript Slide 1

University of Utah School of Medicine
Research Strategic Plan
CONFIDENTIAL
CONFIDENTIAL
niversity of Utah
School of Medicine
Research Strategic Plan
FY 2008 - 2010
Confidential
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University of Utah School of Medicine
Research Strategic Plan
Plan Contents
Page
i.
Overview
2
I.
Vision and Goals
5
II.
Strategies and Tactics
8
III.
Approach Towards Plan Implementation
23
IV.
Appendix
25
A.
Phase I – Planning Research Highlights
B.
Phase III – Strategy Working Groups
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University of Utah School of Medicine
Research Strategic Plan
i. Overview
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University of Utah School of Medicine
Research Strategic Plan
Research Strategic Planning Steering Committee
In July 2006, the University of Utah
School
of
Medicine
launched
a
process to create a strategic plan that
would
establish
the
vision
and
direction for its research enterprise.
The strategic planning process, led by
a
Steering
Committee,
involved
faculty and administration throughout
the initiative.
Member
John Hoidal, Chair
John Zone, Vice-Chair
Mary Beckerle
Lisa Cannon-Albright
Ed Clark
Norman Foster
Peter Jensen
Jerry Kaplan
Larry Kraiss
James Kushner
Mark Leppert
Dean Li
Mike Magill
Donald McClain
Joyce Mitchell
Anne Moon
Ingrid Nygaard
Tom Parks
Charlie Saltzman
Matt Samore
Mike Varner
David Virshup
Jay Graves
Maureen Keefe
John Mauger
Department
Internal Medicine
Dermatology & MBMAC Chair
Oncological Sciences/HCI
Biomedical Informatics
Pediatrics
Neurology
Pathology
SOM Associate Dean, Research
Surgery
Director, General Clinical Research Center
Human Genetics
Internal Medicine
DFPM
Internal Medicine
Biomedical Informatics
Pediatrics
SOM Assistant Dean, Clinical Research
Neurobiology & Anatomy
Orthopaedics
Internal Medicine
OB/GYN
Pediatrics
Dean, College of Health
Dean, College of Nursing
Dean, College of Pharmacy
Ex-officio:
David Bjorkman
Cathy Anderson
Jim Bardsley
Cynthia Best
Larry Dew
SOM Dean
SOM Associate Dean, Finance
Associate VP, Finance and Planning
MBM Director
Assistant VP, Finance
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University of Utah School of Medicine
Research Strategic Plan
Research Strategic Planning Process
The process utilized a four-phased approach with specific tasks assigned to each phase. The conclusions drawn
from each phase established the foundation of planning for each of the subsequent phases. The contents of this
Strategic Plan are presented throughout this report in the sequence of the planning phases.
PHASE I
PHASE II
PHASE III
PHASE IV
Planning
Research *
Define Global
Direction
Strategy
Development **
Finalize Plan
• Environmental
Assessment
• Vision
Statement
• Summary of
Planning
Interviews
• Measurable
Goals
• Identification of
Key Implications
• Supporting
Strategies and
Tactics
(Working Group
assignments)
• Finalize Strategic
Plan
• Preliminary
Resources
Required to
Implement the
Plan
• Link to Ongoing
Management
Planning Processes
for Implementation
* Refer to Appendix A – Highlights of the Planning Research
** Refer to Appendix B – Strategy Working Group Assignments and Rosters
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• Develop
Implementation Tools
University of Utah School of Medicine
Research Strategic Plan
I. Vision and Goals
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University of Utah School of Medicine
Research Strategic Plan
Research Vision Statement
The University of Utah School of Medicine will provide a
supportive research environment with a rich
infrastructure, where scientists and clinicians can work
collaboratively, building upon the existing strengths and
the unique resources of the University and the State of
Utah. In doing so, the School of Medicine will secure a
position among the nation’s most highly respected
biomedical research institutions.
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University of Utah School of Medicine
Research Strategic Plan
Research Goals
GOAL A:
Create a research infrastructure that supports collaborative research through the
bi-directional continuum of: bench
bedside and bedside
community.
GOAL B:
Develop research programs that build upon current strengths and that are derived
from the infrastructure created in Goal A.
GOAL C:
Generate robust funding to support and grow the research enterprise.
GOAL D:
Recruit, retain, nurture and develop scientists.
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University of Utah School of Medicine
Research Strategic Plan
II. Strategies & Tactics
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University of Utah School of Medicine
Research Strategic Plan
Summary of Goals & Supporting Strategies
SUPPORTING STRATEGIES
GOAL A:
GOAL B:
Create a research infrastructure that
supports collaborative research
through the continuum of: bench to
bedside, and bedside to community.
Develop research programs that
build upon current strengths and that
are derived from the infrastructure
created in Goal A.
1.
2.
1.
2.
Develop an enabling infrastructure
through the CCTS.
Create a Center for Molecular Medicine.
Develop a Program in Personalized
Medicine.
Develop a Program in Cell Therapy and
Regenerative Medicine.
GOAL B Programs
Personalized
Medicine
Molecular
Medicine
CCTS
GOAL A –
Infrastructure
Cell Therapy &
Regenerative
Medicine
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University of Utah School of Medicine
Research Strategic Plan
Summary of Goals & Supporting Strategies
SUPPORTING STRATEGIES
1.
2.
GOAL C:
Generate robust funding to
support and grow the research
enterprise.
3.
4.
5.
6.
1.
2.
GOAL D:
Recruit, retain, nurture and
develop scientists.
3.
4.
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Encourage departmental funding aligned with
research strategies.
Identify sustainable funding for critical
infrastructure identified in Goal A.
Diversify the research funding portfolio.
Reassess organizational program support and
consider reallocation.
For major investments, conduct business plans to
assess the financial feasibility of the investment.
Provide incentives for research programs.
Recruit new investigators.
Offer existing faculty opportunities to strengthen
or develop research skills.
Recruit top-quality graduate students and postdoctoral fellows to assist with research agenda
and to groom as junior faculty.
Strengthen financial support for physicianscientists.
University of Utah School of Medicine
Research Strategic Plan
GOAL A:
Create a research infrastructure that supports collaborative research through the
bi-directional continuum of: bench
bedside and bedside
community.
SUPPORTING STRATEGIES:
STRATEGY 1:
Develop an enabling infrastructure through the Center for Clinical & Translational Sciences
(CCTS).
Consider the Following Tactics:
a.
Receive the Clinical and Translational Sciences Award (CTSA*) from the NIH.
b.
Ensure that the CCTS provides the necessary cores as part of the School of Medicine
infrastructure.
Biomedical Informatics Core
•
Access/entry portal to UPDB
and other databases
•
Virtual and physical access to
informatics resources
•
Demonstration projects of
translational research from
bench to community
•
Support for grant activities
(Continued on next page)
* The School of Medicine’s CTSA is called the CCTS.
Education Core
Patient Interaction Core
•
K-30/Masters in Clinical
•
Similar to some current GCRC
Investigation
functions
•
K-12 awards
•
Resources more widely available
•
T-32 award
•
Focused educational
programs
•
Integration with existing
programs (e.g., biomedical
Informatics and public health)
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University of Utah School of Medicine
Research Strategic Plan
STRATEGY 1:
Develop an enabling infrastructure through the Center for Clinical and Translational Sciences
(CCTS). CONT’D
Consider the Following Tactics:
b.
Ensure that the CCTS provides the necessary cores as part of the School of Medicine infrastructure.
(cont’d)
Community Engagement Core
•
Participatory research (clinical
trials)
•
Care process measurement,
analysis and intervention
•
Community outreach education
and intervention
•
Distributed infrastructure support
•
Clinical and operational research
•
Practice-based research
networks and external
partnerships
Pilot Project Core
Biostatistics Core
•
General biostatistician
•
•
•
Roster of specialized
•
statisticians (5-7)
•
Integration of statistical
•
support into projects based on
•
need
Educational link to M.Stat. •
program
•
New Technologies Core
•
•
* The School of Medicine’s CTSA is called the CCTS.
Regulatory Core
•
Compliance assistance
Stem cell preparations
Metabolomics
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IRB
OSP
HIPPA
Other regulatory issues
Coordination with Biomedical
Informatics
Support will vary with needs of
project
Novel Clinical Translational
Methods
University of Utah School of Medicine
Research Strategic Plan
STRATEGY 1:
Develop an enabling infrastructure through the Center for Clinical and Translational Sciences
(CCTS). CONT’D
Consider the Following Tactics:
c.
d.
Strengthen research administrative support.
•
Distribute space on the basis of programmatic needs that allow similar interest groups to
be together rather than based on traditional departmental or divisional lines.
•
Continue to address administrative barriers to research (e.g., OSP, IRB, financial
management, compliance, accounting).
•
Coordinate and improve awareness of resources and grant opportunities.
•
Assess the provision of support staff to maximize the efficiency of investigators, as part of
programmatic development.
•
Streamline and facilitate research administrative support from the Hospitals and Clinics
(billing and compliance, records for clinical trials, hospital accounting).
•
Build centralized office for clinical trials.
Build collaboration with University Health Care.
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University of Utah School of Medicine
Research Strategic Plan
STRATEGY 2: Create a Center for Molecular Medicine.
Consider the Following Tactics:
a.
Use research disciplines to focus on mechanism-based research into human disease.
b.
Focus on recruitment/retention; identify physician-scientists who are able to collaborate with and
educate basic scientists who aspire to do translational research.
c.
Physically embed clinicians in a rich environment of high-achieving scientists.
d.
Provide collaborative opportunities for clinical investigators and their clinical research programs.
e.
Identify new sources of ongoing support for a critical mass of MDs and MD/PhDs pursuing
laboratory-based translational research.
f.
Pursue new drugs, targets, technology and small startups in biomedical research that naturally
spin off from translational research.
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University of Utah School of Medicine
Research Strategic Plan
GOAL B:
Develop research programs that build upon current strengths and that are derived
from the infrastructure created in Goal A.
SUPPORTING STRATEGIES:
STRATEGY 1: Develop a Program in Personalized Medicine.
Recommended Tactics:
a.
Capitalize on and fully develop the unique competitive advantages that the School of Medicine
has in Personalized Medicine:
•
Extensive state and institutional databases (electronic demographic records on over 7
million people)
•
Pre-eminent in genetics and genomics
•
Worldwide leadership in use of model systems to study development and disease
predisposition
•
World-class pharmacotherapy and outcomes program
•
Internationally recognized strengths in informatics
•
Constituency interested in wellness and participatory research
•
Outstanding proprietary genetic and drug discovery platform (BRCA 1 & 2, APC, Long QT)
•
Integrated clinical delivery system
•
Biomedical informatics
b.
Tap into USTAR funding which has already identified Personalized Healthcare as a target.
c.
Develop bio-repositories linked to data resources.
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University of Utah School of Medicine
Research Strategic Plan
STRATEGY 1: Develop a Program in Personalized Medicine.
Program in Personalized Medicine
Translational Research
Applied Genomics
Specialty Clinics
Clinical Trials
Biomarkers and Diagnostics
Drug Discovery
Imaging
Drug Delivery
Patient Outcomes
Environment
Integrated Healthcare
Susceptibility
Diagnosis
Prognosis
Treatment
Human Genetics
Gene Discovery
UGDB
Population Genomics
Pharmacogenomics
Biomedical Informatics
& Computation
Database Integration
UPDB
Modeling
Disease
Outcomes
Treatment
Model Systems
Mechanism and Pathways
of Disease
Genetic Manipulation
Mouse
Fish
Fly
Worm
Yeast
Infrastructure
Genomics, proteomics, metabolomics, informatics, tissue banking
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University of Utah School of Medicine
Research Strategic Plan
STRATEGY 2: Develop a Program in Cell Therapy and Regenerative Medicine.
Recommended Tactics:
a.
b.
c.
Build on current strengths in:
•
Human and animal stem cell biology
•
Tissue engineering
•
Imaging
•
Infrastructure for clinical trials
•
Cancer
•
Neuroscience
•
Biomedical Informatics
Build on USTAR priorities.
•
Personalized Medicine
•
Imaging Technology
•
Brain
Strengthen collaboration between clinicians and basic scientists.
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University of Utah School of Medicine
Research Strategic Plan
STRATEGY 2: Develop a Program in Cell Therapy and Regenerative Medicine.
d. Use the framework below to conceptualize the organizational structure.
Program in Cell Therapy and Regenerative Medicine
Basic Science
Developmental Biology &
Tissue Regeneration
Planaria
Newts
Zebra fish
Yeast
Rodents
Humans
Local, State & Federal Initiatives
Personalized Medicine
Centers of Excellence
National Cord Blood Inventory
USTAR
Cell Therapy Facility
Cell Production
Cell Therapy R&D
FDA Approval
GMP Manufacturing
Tissue Repository
Infrastructure
Imaging, Tissue Engineering, Vector Facility
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Traditional Research &
Clinical Trials
Oncology
Hematology
Cardiology
Surgery
Nephrology
Neurology
Ophthalmology
University of Utah School of Medicine
Research Strategic Plan
GOAL C:
Generate robust funding to support and grow the research enterprise.
SUPPORTING STRATEGIES:
STRATEGY 1: Encourage departmental funding aligned with research strategies.
STRATEGY 2: Identify sustainable funding for critical infrastructure identified in Goal A.
STRATEGY 3: Diversify the research funding portfolio.
STRATEGY 4: Reassess programmatic resource allocation.
STRATEGY 5: For major investments, conduct business plans to assess the financial feasibility of
the investment.
STRATEGY 6: Provide incentives for research programs.
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University of Utah School of Medicine
Research Strategic Plan
GOAL C:
Generate robust funding to support and grow the research enterprise.
Consider the Following Tactics to Support Goal C:
a.
Obtain funding through the CCTS.
b.
Consider the following in diversifying the research funding portfolio:
•
Philanthropy
•
Clinical Revenue
•
Industry Partnerships
•
State Funding
•
Other Community Funding Sources
c.
Leverage the incentive program to ensure it provides the greatest amount of support across
researchers.
d.
Develop an incentive formula involving indirects and total directs based on a rolling average.
e.
Develop incentives for interdisciplinary research.
•
f.
Factor in rewards for collaboration.
Define and communicate the governance structure for funding strategies and decisions.
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University of Utah School of Medicine
Research Strategic Plan
GOAL D:
Recruit, retain, nurture and develop scientists.
SUPPORTING STRATEGIES:
STRATEGY 1: Recruit new investigators.
Consider the Following Tactics:
•
Focus recruitment of investigators on meeting the needs identified in Goals A and B.
•
Leverage the unique features of thematic interdisciplinary research programs to help
clinical departments attract physician-scientists.
STRATEGY 2: Offer existing faculty opportunities to strengthen or develop research skills.
Consider the Following Tactics:
•
Create a culture that rewards investigation by all faculty.
•
Foster collaboration by common interests.
•
Provide mentoring both formally and by provision of role models and a community of
successful peers.
•
Include cross training and curriculum/courses to expose basic scientists to clinical
medicine and vice versa.
•
Focus on succession planning.
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University of Utah School of Medicine
Research Strategic Plan
STRATEGY 3: Recruit top-quality graduate students and post-doctoral fellows to assist with
research and groom as future faculty.
Consider the Following Tactics:
a.
Develop a mechanism for faculty in non-degree granting departments to have access to graduate
students.
b.
Aggressively recruit the best students.
c.
Use cores to supplement training of graduate students.
d.
Ensure that all graduate students and post-doctoral fellows have access to a good mentor.
STRATEGY 4: Strengthen financial support for physician-scientists.
Consider the Following Tactics:
a.
Develop strategies for eliminating or to reduce the financial disincentives to do research.
b.
Use the K12, T32, MD/PhD, CTSA as sources of support.
c.
Support protected time for young and mid-career faculty.
d.
Continue programs that provide institutional financial support. (Catalyst/Synergy grants)
e.
Provide base-level support for selected programs.
f.
Provide money for base salaries.
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University of Utah School of Medicine
Research Strategic Plan
III. Approach Towards
Plan Implementation
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University of Utah School of Medicine
Research Strategic Plan
Implementation Planning - Next Steps
The Research Strategic Plan is transitioning to Plan Implementation as indicated by the list of tasks. A key task will
be the appointment of implementation groups that will report to the MBMAC.
Finalize Strategic
Plan
Transition to
Spring 2007
Plan
Implementation
Summer/Fall 2007
• Establish oversight responsibility;
appoint implementation groups this
summer that will report to MBMAC
 Finalize the Research Strategic
Plan
• Publish Strategic Plan
• Develop communication plan,
including target audiences and
approaches towards
communication
• Create timetables for achieving
goals and strategies
• Establish performance monitoring,
measurement, and reporting
systems
• Allocate funds for priorities
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University of Utah School of Medicine
Research Strategic Plan
Appendix
A.
B.
Phase I – Planning Research Highlights
• Interview Summary
• Environmental Assessment – Executive Summary
Phase III - Strategy Working Groups
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University of Utah School of Medicine
Research Strategic Plan
Appendix A:
Phase I – Planning Research
•
Interview Summary
•
Environmental Assessment Executive Summary
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University of Utah School of Medicine
Research Strategic Plan
Interview Summary - Highlights
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University of Utah School of Medicine
Research Strategic Plan
Interviewees (n = 70)
A total of 70 individuals were interviewed as part of Phase I of the School of Medicine research strategic planning
process.
Dale Abel, M.B.B.S.
Cathy Anderson
Susan Beck, Ph.D., R.N.
Mary Beckerle, Ph.D.
Robert Beckstead, Ph.D.
A. Lorris Betz, M.D., Ph.D.
David Bjorkman, M.D.,M.S.P.H.,S.M.
Jeff Botkin, M.D.
Jack Brittain,
Art Broom, Ph.D.
Brent Brown
Michael Cahalan, M.D.
Lisa Cannon-Albright, Ph.D.
Mario Capecchi, Ph.D.
Dana Carroll, Ph.D.
Ed Clark, M.D.
Bill Crowley, Ph.D.
William Couldwell, M.D.,Ph.D.
J. Michael Dean, M.D.,M.B.A.
Ed Dudek, Ph.D.
Kevin Flanigan, M.D.
Norman Foster, M.D.
Julie Fritz, Ph.D.,P.T.
Ray Gesteland, Ph.D.
Jay Graves, Ph.D.
Otto Guedelhoefer
Tara Henderson
John Hoidal, M.D.
Peter Hollenhorst, Ph.D.
Chris Johnson, Ph.D.
Erik Jorgensen, Ph.D.
Jerry Kaplan, Ph.D.
Maureen Keefe, R.N., Ph.D.
Steve Kern, Ph.D.
Susan Krantz
James Kushner, M.D.
Larry Kraiss, M.D.
Mark Leppert, Ph.D.
Dean Li, M.D., Ph.D.
Louise Luebcke
Mark Macbeth, Ph.D.
Mike Magill, M.D.
Don McClain, M.D., Ph.D.
William McMahon, M.D.
Larry Meyer, M.D., Ph.D.
Joyce Mitchell, Ph.D.
Anne Moon, M.D., Ph.D.
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Sean Mulvihill, M.D.
Patricia Murphy, C.N.M., DrPH, FACNM
Ingrid Nygaard, M.D.,M.S.
Randall Olson, M.D.
Laura Palanker
Tom Parks, Ph.D.
Matt Peterson, M.D.
Brent Price
Rick Rabbitt, Ph.D.
Matt Samore, M.D.
Charles Saltzman, M.D.
Sue Slechta, Ph.D.
Bruce Smith, Ph.D.
Ken Spitzer, Ph.D.
John Stillman
Steve Sutch
Wes Sundquist, Ph.D.
Mark Supiano, M.D.
David Symons, Ph.D.
David Virshup, M.D.
John H. Weis, Ph.D.
Guy Zimmerman, M.D.
John Zone, M.D.
University of Utah School of Medicine
Research Strategic Plan
Planning Interviews – Top Strategic Priorities Recommended*
In summary, eight strategic priorities to be addressed in the strategic plan were recommended by those interviewed.
1.
2.
3.
Invest in necessary infrastructure to operate an efficient research enterprise.

Address space and facilities issues.

Invest in state-of-the-art information technology and data systems.

Identify and fund the needed core facilities and services.
Develop research in selected programmatic areas. Consider the following:

Genetics

Immunology

Molecular biology

Clinical research

UPDB

Translational research

Personalized medicine

Informatics

Health services research
Focus on recruitment and retention of high-quality faculty, students and post-doctoral fellows,
especially those who can develop multi-disciplinary programs.

Provide greater support for junior faculty and post-docs to keep them in academia.

Address issues related to salary equity in terms of gender and geography.

Develop an integrated work-life strategy to improve satisfaction and morale.

Begin succession planning given aging faculty.
* Priorities are listed in order of those most frequently mentioned by interviewees; refer to full Interview Summary Report for additional detail.
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University of Utah School of Medicine
Research Strategic Plan
Planning Interviews – Top Strategic Priorities Recommended (cont.) *
4.
Expand funding mechanisms (e.g., endowments, philanthropy, legislative, foundations,
royalties) to provide greater financial support of the research enterprise.
5.
Improve interdisciplinary collaboration across schools, departments, institutes and faculty as
well as between basic scientists and clinical researchers.
6.
Ensure strong commitment by the Institution to the research enterprise and to solid research in
all departments.
7.
Enhance collaboration with external entities.
8.

Work collaboratively with State Legislature.

Strengthen research collaboration with Intermountain Health Care.
Make interdisciplinary and research-oriented educational programs an institutional priority.
* Priorities are listed in order of those most frequently mentioned by interviewees; refer to full Interview Summary Report for additional detail.
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University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment
Executive Summary*
* Refer to separate Research Environmental Assessment Report for the complete analysis.
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University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment Executive Summary
I.
Resources
Faculty

Between 2002 and 2006, the total University of Utah School of Medicine (UUSOM) full-time faculty
head count grew from 874 to 1,069, or 5.2 percent annually.

During this period, the number of faculty in clinical departments increased at more than twice the rate
of faculty in basic science departments. There were higher growth rates among clinical and research
track faculty compared to tenure track faculty.

Between 2002 and 2006, the proportion of UUSOM faculty aged 50 and older increased from 38
percent to 43 percent. Faculty over the age of 59 was the fastest growing age group during this
period.

Compared to national averages, the UUSOM faculty is less diverse both in terms of gender and
race/ethnicity.

A comparison of faculty distribution by rank shows UUSOM having a greater percentage of full
Professors compared to the national average, and fewer Assistant Professors compared to the
national average.
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University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment Executive Summary (cont’d)
I.
Resources (cont’d)
Space

The School of Medicine accounts for 85 percent (602,206 NSF) of total UUHSC research space, with
the majority (80%) being housed on the health sciences campus.

Approximately half (46%) of UUSOM research space is allocated to clinical departments. Twentyseven percent of UUSOM research space is allocated to basic science departments and the
remaining space (27%) is allocated to “All Other Units” including the Huntsman Cancer Institute.

Relative to other top public schools of medicine, UUSOM investigators have a high average quantity
of research space per investigator. However, UUSOM’s total grant and contract dollars per square
foot is in the lower tier compare to public school peers.

UUSOM is considering three new research-related construction projects which could add 580,000
GSF if a funding source can be identified.
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University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment Executive Summary (cont’d)
II. Research Assessment
National Research Funding Trends
2

After several years of growth, universities and colleges reported a slowdown in science and
engineering R & D expenditures in 2004. The rate of growth dropped to 7.2 percent from rates of
close to ten percent in prior years.

All sources of science and engineering R & D Expenditures grew between 1999 and 2004. However,
the federal government contributed between three and a half and thirteen times more than any other
source throughout that period.

The Department of Health and Human Services (HHS) provided $15 billion, or 55 percent, of federal
science and engineering R & D funds to universities and colleges in 2004. HHS provides the bulk of
funding obligations for life sciences, social sciences, psychology and other sciences, while NSF is the
largest provider of funds for mathematics, computer sciences, earth sciences and engineering.

The outlook for R & D funding in federal agencies other than the NIH is varied. Department of
Defense R & D funding is slowing down after a period of rapid escalation. HHS (excluding NIH)
funding has been stagnant the last several years. NSF and NASA funding is projected to grow in
2007 after several years of stagnation. The Department of Energy R & D budget has been relatively
flat for several years.

After leveling off for several years, charitable giving in the U.S. is on the rise. Education, human
services and health organizations received one-third of the total charitable gift monies in 2005 for a
total of $86.9 billion. The largest philanthropic organization, The Gates Foundation, nearly doubled
its expenditures for global health in 2005 to $844 million.
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University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment Executive Summary (cont’d)
II. Research Assessment (cont’d)
National NIH Funding Trends

Between 1998 and 2003, the NIH budget appropriation grew between 14 and 16 percent, annually.
However, beginning in 2004, the rate of growth dropped dramatically and no growth is projected in the
2007 budget which is estimated at $28.6 billion.

Within the NIH, the NCI and NIAID have the largest budgets accounting for approximately 32 percent
of the total budget. The top five research topics in the 2007 NIH budget are biotechnology, clinical
research, disease prevention, cancer and neuroscience.

Grant application success rates have declined within every institute and every medical school
department. In addition to the leveling off of NIH budget appropriations, one of the primary drivers
behind declining success rates is a sharp up tick in the number of grant applications.
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University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment Executive Summary (cont’d)
II. Research Assessment (cont’d)
UUSOM Research Portfolio Analysis

UUSOM total extramural funding dropped from $165.7 million in FY02 to $153.4 million in FY06.

Clinical department faculty were the principal investigators on nearly 70 percent of all awards in FY06.
While nearly half of clinical departments experienced a downturn in awards between FY02 and FY06,
Pathology, Ophthalmology, Neurology, Orthopedics and Neurosurgery had double digit growth rates.

Awards to basic science faculty declined by 7.2 percent compounded annually between FY02 and
FY06. Among the basic science departments, only Biochemistry and Physiology had an increase in
extramural funding between FY02 and FY06. Human Genetics and Biomedical Informatics had
particularly steep drops despite growth in faculty in these departments during the same period.

Nearly every department saw a decline in the proportion of faculty with extramural funding.

UUSOM investigators receive approximately $2 million per year from the Veteran’s Administration
(VA). The majority of this funding was distributed to the Departments of Internal Medicine (78%) and
Orthopedics (15%) in FY06. Biomedical/clinical studies comprised 74 percent of VA funding at
UUSOM.
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University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment Executive Summary (cont’d)
II. Research Assessment (cont’d)
UUSOM NIH Funding

In 2005, the University of Utah as a whole was awarded $127 million in NIH funding. Sixty-eight
percent of the awards were in the School of Medicine.

Between 1996 and 2005, UUSOM’s NIH ranking ranged from a high of 38 to a low of 44. In the last
three years, award dollars declined from $95 million to $87 million. Between 2000 and 2005, the “top
20” NIH funded public medical schools had a combined compound annual growth rate of nine percent
in NIH awards while UUSOM (ranked 20th) increased by only three percent annually.

In 2005, three clinical departments, Family Medicine, Obstetrics and Gynecology and Ophthalmology
ranked among the top 10 NIH-funded departments amongst their peer departments. These
departments as well as Anesthesiology, Pediatrics, Pathology and Neurology moved up in the
rankings in 2005 compared to 2000.

All UUSOM basic science departments saw a drop in NIH rankings in 2005 compared to 2000.
- 37 -
University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment Executive Summary (cont’d)
II. Research Assessment (cont’d)
Publications and Technology Transfer

The University of Utah ranked 13th among the top 20 NIH-funded public institutions in terms of number
of publications. Utah’s average number of citations per paper fell in the lower tier.

In the last 10 years, the number of invention disclosures in U.S. universities, hospitals and research
institutes grew from 9,211 in 1995 to 16,871 in 2004 (7% annually). Research patent applications
more than doubled but the number of patents issued did not increase at the same rate suggesting a
tougher climate for patent approval.

In U.S. universities, hospitals and research institutes, the total number of licenses and options
executed has nearly doubled since FY95 (8% CAGR), though the average per academic institution
grew at a somewhat slower pace (5%). This decline may be due to the growing number of academic
players engaging in technology transfer in recent years.

Although the number of patent filings for UUSOM was fairly stable between FY03 and FY06, the
number of patents issued declined from 20 to 6. Foreign patent filings declined by two-thirds.

Licenses and options are the mechanisms by which technologies are transferred for public use and
benefit. In FY06, UUSOM had 13 utility licenses and one option. UUSOM income from royalties and
licensing more than tripled between FY02 ($3.8M) and FY05 ($13.9M).

UUSOM launched twelve start-up companies between FY02 and FY06.
- 38 -
University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment Executive Summary (cont’d)
II. Research Assessment (cont’d)
Industry Trends

Domestic research and development expenditures in the United States by worldwide pharmaceutical
companies are projected to reach $31.4 billion in 2005.

Over half of pharmaceutical R&D dollars are spent during the prehuman/preclinical (26%) and Phase
III (26%) stages.

In 1990, ninety percent of drug company-funded clinical trials were conducted by academic medical
centers (AMCs). By 2004, the figure dropped to 24 percent as trials were shifted to other clinical
settings.

The biotechnology industry has grown quickly over the past five years, with revenues increasing 16
percent since 1999. The number of biotechnology patents increased from 2,926 in 1995 to 7,763 in
2002, a compound annual growth rate of 32 percent.
- 39 -
University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment Executive Summary (cont’d)
III. Education Assessment
Educational Programs – Graduate Programs

At UUSOM, enrollment in combined interdisciplinary programs dropped from 51 to 32 between 01-02
and 05-06. Applications to both the combined interdisciplinary program and the neurosciences
interdisciplinary program declined in the same time frame.

Enrollment in departmental programs more than doubled between 01-02 and 05-06 with the addition
of a new program in Family & Preventative Medicine and large expansions in Biochemistry,
Biomedical Informatics, Oncological Sciences and Pathology.

Forty-two percent of UUSOM graduate program enrollees are female, one-third are Utah residents
and one fourth are foreign students.

The number of PhD postdoctoral fellows at UUSOM increased by 10.3 percent annually between 0304 and 05-06. Pathology accounted for two-thirds of the increase. Neurobiology and Anatomy and
Neurology lost several post-docs.
- 40 -
University of Utah School of Medicine
Research Strategic Plan
Environmental Assessment Executive Summary (cont’d)
III. Education Assessment (cont’d)
NIH Training & Career Development Awards

Between 1996 and 2005, NIH Training and Fellowship awards grew by 7.3 percent compounded
annually for the U.S. as a whole. This rate of increase was lower than that of total awards and
resulted in a decline in the proportion of funding devoted to training and fellowships.

UUSOM training grants rebounded in 2005 after a decline between 2001 and 2004. UUSOM ranked
18th of 20 in NIH training grants to public medical schools in 2005.

UUSOM fellowship awards dropped precipitously between 2002 and 2005. UUSOM ranked 16th of 20
in NIH fellowship awards to public medical schools in 2005.

Nationally, NIH funding for “K Awards,” or career development awards, experienced a significant
increase between 2001 and 2005 (13 percent compounded annually). The number of K awards
increased at a slower pace (8%) and the average award increased from $128,000 to $151,000.

Although the average size of UUSOM career awards increased from $134,000 to $196,000 between
2001 and 2005, the number of awards dropped from 30 to 23. UUSOM ranked 15th in NIH career (K)
awards to “top 20” public medical schools in 2005.
- 41 -
University of Utah School of Medicine
Research Strategic Plan
Appendix B:
Phase III – Strategy Working Groups
- 42 -
University of Utah School of Medicine
Research Strategic Plan
The Research Strategic Planning Steering Committee convened three “working groups” that were charged with
recommending strategies in support of the goals of the strategic plan.
WORKING GROUP A: CLINICAL AND TRANSLATIONAL RESEARCH
GOAL A:
Strengthen clinical and translational research throughout the School of Medicine.
GOAL B:
Promote collaboration between scientists and clinicians.
WORKING GROUP B: RESEARCH PROGRAMMATIC DESIGN
GOAL B:
Promote collaboration between scientists and clinicians.
GOAL C:
Develop programmatic strengths in genomic and molecular medicine and related
areas.
GOAL D:
Provide continued support for current strengths and institutional priorities including
cancer, neuroscience and the USTAR initiatives.
WORKING GROUP C: EXPANDING RESEARCH INFRASTRUCTURE & FUNDING PORTFOLIO
GOAL E:
Expand the research infrastructure and funding portfolio to support the research
enterprise.
GOAL F:
Recruit, nurture and retain talented young investigators.
GOAL G:
Develop education and training programs that support the research enterprise.
GOAL B:
Promote collaboration between scientists and clinicians.
- 43 -
University of Utah School of Medicine
Research Strategic Plan
Strategy Working Groups:
Working Group A
Clinical & Translational
Research
David Bjorkman (chair)
Norman Foster
Mike Magill
Ingrid Nygaard
Matt Samore
Mike Varner
Larry Kraiss
James Kushner
David Virshup
Joyce Mitchell
Working Group B
Research Programmatic
Design
John Hoidal (chair)
Mary Beckerle
Lisa Cannon-Albright
Jerry Kaplan
Mark Leppert
Tom Parks
Peter Jensen
Dean Li
Ray Gesteland
- 44 -
Working Group C
Expanding the Research
Infrastructure & Funding
Portfolio
John Zone (chair)
Ed Clark
Jay Graves
Ginny Pepper
John Mauger
Anne Moon
Charles Saltzman
Donald McClain
James Bardsley
Mike Dean