A NEW RESEARCH STRATEGIC PLAN FOR SUNY UPSTATE MEDICAL UNIVERSITY
APPENDIX B:
CROSS-CUTTING HIGH IMPACT INITIATIVES These initiatives were identified by the research strategic planning working groups as Upstate weaknesses and capabilities, that if developed or enhanced, would have strong positive impacts across the research enterprise. Therefore, these should be the highest priorities for investment and development in the next five years with the highest returns on investment. #1. Establish a dedicated information technology support core that can meet the growing data, computational and data analytics needs of the research enterprise. This core should jointly report to the CIO and VPR. This includes support for capabilities to perform state-of-the-art Biomedical and Health Informatics research. This was identified as a priority initiative by the Bioinformatics, Cancer, Clinical, Immunity, Mechanisms of Disease, Education and Neuroscience working groups. • Supporting initiatives: o Solve the data sharing and access issues that result from not being firewalled from the hospital, create campus security levels that are less inhibiting. o Support cloud and local data storage including an academic data warehouse that supports education research. o Core should include data scientists and as well as biostats experts to expand the capabilities of the Center of Research and Evaluation (CRE). o Expertise in machine learning and AI support. o Expertise in data sourcing, hygiene and analysis for to support Education research. o Ability to support data integration for the Biobank e.g., de-identified EHR data. o Support for Image analysis. o Expand collaboration with the Biomedical informatics labs at Oswego’s Downtown campus. • Next Steps: A task force to map out and prioritize how we build this over time. #2. Develop a positive incentive strategy to provide protected time for clinical researchers, identified by all groups as a priority. This would impact all clinical departments but also the basic science departments by creating opportunities for collaborative translational research between basic and clinical researchers. • Develop a model for supporting compensation for research time. • Address the cultural issue of negative incentives for engaging in clinical research. • Recruit more clinical faculty with strong research experience and interest to serve as mentors, positive examples and facilitators of collaborative translational research.
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