TRI Strategic Plan 2016 and beyond
TRI has four shareholder organisations: Queensland Health Princess Alexandra Hospital (PAH), Mater Medical Research Institute (MMRI), The University of Queensland (UQ) and the Queensland University of Technology (QUT). The TRI concept was funded and mandated by the Australian Government and Queensland Government with support from Atlantic Philanthropies, QUT and UQ.
- Improve healthcare outcomes resulting from early innovative translational research
- Increase interaction between TRI and the health sector to build joint programs that leverage the clinicians’ expertise and the researchers’ innovation; and translate into real outcomes covering the five steps in the translational pathway
- Address questions of clinical importance, with government and industry involvement, to improve health outcomes and commercial income for Australia
- Train future leaders in translational research, in particular how to interface with industry and think globally; and in doing so expand Australia’s medical technology and healthcare export industry
- Be recognised globally as a leader in translational research
- Provide a gateway for technology and medical advances into Australia and South East Asia, through TRI’s relationship and co-location with industry partners.
- Help develop translational research programs in response to emerging needs and opportunities
- Maintain an academic environment that can interface with industry and government
- Undertake health economic outcomes evaluation to generate commercial and government interest and support
- Empower the members of TRI to contribute according to their interest and strengths
- Improve communication with the hospital-based clinicians
- Take a problem-based approach to medical research
- Build experienced, multidisciplinary teams to address new problems as they arise
- Use the strategies listed in Goal 1 to drive outcomes
- Work to make the clinicians feel integral to the program and outcomes.
- Choose the question(s) to be addressed carefully
- Evaluate the human infrastructure needed
- Decide on the team leaders and document the plan and milestones
- Get early buy in from industry partner(s) and governments
- Obtain or access the infrastructure needed to address the question
- Put in place legal agreements relating to IP issues, milestones and deliverables
- Undertake health economic evaluations.
- Develop a translational research and business capability training program
- Develop modules of programs and demonstrate feasibility
- Involve industry leaders and venture capital leaders
- Engage with industry partners to create internships
- Motivate and educate based on a global perspective.
- Establish basic and clinical researchers at TRI as thought leaders in translational research through academic channels, timely media and public outreach
- Develop a significant international and national public profile for TRI
- Promote research, development and translation at TRI with funding agencies, philanthropy and businesses as a worthy beneficiary of funding
- Maintain and enhance the SPARQ-Ed program for training of primary and secondary school children in biomedical research
- Investigate opportunities to provide programs for the Year 4 to 6 primary school children.
- Put in place the capability to consider the commercial, scientific, legal and financial implications of industry partners
- Evaluate approaches made by industry to TRI, determine if a synergy exists, and if so, enter into a MOU.
- Collaborate with industry and international partners to provide appropriate expertise across key translational disciplines
- Where there are important synergies between the innovation, commercialisation and roll out of new technologies, consider approaches by industry to co-locate with TRI to benefit both parties.
- Work with industry to translate outcomes of TRI research to impact on health outcomes.