New Strategic Directions for HESI
Transcript of New Strategic Directions for HESI
ILSI Health and Environmental Sciences Institute
New Strategic Directions for HESI
From Plan to Progress Syril Pettit HESI Executive Director June 12, 2012 Prague, Czech Republic
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ASPIRATION
FOCUS ACTION
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Since 2001, HESI has developed Strategic Plans to help guide organizational direction and impact;
June 2011: Updated the plan Today: Overview of the plan and a vision for its implementation.
HESI: Guided by a Strategic Plan
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Updating HESI’s Strategic Plan
March – May 2011 • Collect input on old plan, goals for new. • Assembly, Board, Committee leadership June 6-7, 2011 • Strategic Planning Session. OR and Board create
new draft plan and mission statement. Fall 2011 • Draft plan finalized and supporting docs created. 24 January 2012 • HESI Board approves new Strategic Plan and
Mission Statement (in your booklets)
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Previous Mission:
To stimulate and support scientific research and educational programs that contribute to the identification and resolution of health and environmental issues of concern to the public, scientific community, government agencies and industry.
Re-working HESI’s Mission Statement….
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Re-working HESI’s Mission Statement….
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Revised Mission and Tagline
REVISED Mission:
Engage scientists from academia, government, and industry to identify and resolve global health and environmental issues. Tagline
Science-based solutions for a sustainable, healthier world.
Positively Impact the Most Relevant Health and
Environmental Issues
Assure Transparency of Scientific and Communications Processes
A
B
C
D
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Create Definitive Scientific Solutions
Ensure Recognition of HESI’s Value and
Contributions
Optimize HESI’s Organizational Effectiveness
Focus on Program Areas in Translational Biology, Risk
Assessment, Environmental Toxicology, and New Technology
and Approaches
Identify and Prioritize New Scientific Issues to Increase Alignment with the Scientific Map
Deliver Quality Scientific Results
Evaluate and Continuously Improve
Recognition of HESI’s Value and Contribution
Develop and Implement a Proactive Engagement and
Communications Plan for HESI
Increase HESI’s Outreach to and Recognition With
Key Stakeholders
Align Organizational Structure with
Strategic Requirements
Attract and Engage Quality Scientists and Optimize
Tripartite Composition
Ensure Effective Project Management to Deliver
Outcomes in a Timely Fashion
Ensure Appropriate Staffing and Financial Resources to Support
Programs
1 2 3
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Towards Positive Impact
Impact
Relevance
Synergy
Scientific Innovation
and Solutions
Defining and Reaching Targets
Benefit to Science & Health
Recognition and Value
Internal Ops and Measures
Right Partners and Participants
Actions to Fulfill Strategic Goals
Making it Work
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Where to begin?
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Let’s start with where we want to end
New, safe drugs to patients more quickly for better patient outcomes; Improved environmental health (both human and eco); Identifying safe, sustainable chemicals; Identify sustainable safe agricultural practices that meet world nutrition needs; Use of fewer resources (animal and financial) to conduct assessments and develop new chemicals/drugs without compromising safety or efficacy;
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So how do we get there?
• All organizations face challenges in addressing these important issues – they are difficult.
• Aspiration: Identify opportunities to establish HESI as a leader in the collaborative scientific community in addressing these challenges.
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So how do we get there?
HESI is well positioned to build on its current strengths
and augment with new ones
to fill a critical but underserved niche.
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So how do we get there?
Listen Look
Leverage Act
Listening…
“Although the rate of progress in basic biomedical research is high, it remains difficult to translate preclinical discovery into meaningful medical progress.” Sorger, NIH Whitepaper, October 2011
“Unfortunately, the risk
assessment process is bogged down by challenges to its
timeliness and credibility, a lack of adequate resources, and
disconnects between available scientific data and the
information needs of decision-makers.”
NAS Science and Decisions 2008.
“Thus, the time is right to take a comprehensive, systematic, and creative approach to revolutionizing the science of translation. “ F. Collins, Science, July 2011.
“Advances in science and engineering increasingly require the collaboration of scholars from various fields…interdisciplinary research can be impeded by policies on hiring, promotion, tenure, proposal review, and resource allocation that favor traditional disciplines.” www.keckfutures.org
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Looking: The era of big data…
• ‘Omics, in vitro modeling, human on a chip, informatics, etc.
• As data volume & complexity increases, the need for diverse but integrated expertise increases as well;
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The era of big data…
We need better approaches to link
Complex & diverse data
Relevant Endpoints
Context of Use
Think the ‘successes’ described earlier in this slide set
From Wang et al, Dis Markers. 2010 ; 28(4): 199–207
Towards Innovation & Implementation
Who will/is filling this role?
Tow
ards
sci
entif
ic
inno
vatio
n an
d im
plem
enta
tion
Interdisciplinary! Successful Integration of
Science, Sectors, and Expertise
Platform to Combine
Expertise & Sectors
Siloed Technical Resources
& Expertise
Complex Data on System
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Collaborative Interdisciplinary Translational Structured
Resource Effective
Leverage: Defining the Niche, 5 Pillars
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How well does HESI
synch with this Niche? Established Strengths for HESI Collaborative – reaching across academia, government, industry,
research institutes, nonprofits, international, etc.; Structured – providing staffing and management structure to progress
novel collaborative programs and activities; Resource Effective – pooling in-kind, intellectual, and financial inputs to
drive research.
Less Established Strengths for HESI Translational – supporting the movement of science from early
formulation to implementation to help meet public health needs; Interdisciplinary – bridging across different scientific disciplines;
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Translational – moving science from innovation to implementation to help meet public health needs;
Discovery/ Innovation
Validation and Optimization
Implementation
Driving Translational Science
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Interdisciplinary “Interdisciplinary Research (IDR) is a mode of research by teams or individuals that integrates information, data, techniques, tools, perspectives, concepts, and/or theories from two or more disciplines or bodies of specialized knowledge to
advance fundamental understanding or to solve problems whose solutions are beyond the scope of a single discipline or field of research practice.”
NAS, Facilitating Interdisciplinary Research.
Truth in Cartoons…
Cartoon excerpted from 2005 , NAS, Facilitating Interdisciplinary Research.
I’M ON THE VERGE OF A MAJOR BREAKTHROUGH , BUT I’M ALSO AT THE POINT WHERE CHEMISTRY LEAVES OFF AND PHYSICS BEGINS, SO I’LL HAVE TO
DROP THE WHOLE THING.
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Program Tri/multi partite?
Interdisciplinary Focus?
Structured Framework for Ongoing Work?
Pools Resources Translational?
Collaborative NGOs (PSTC, EBTC, IMI, ECETOC, etc)
Yes Limited – not an organizing focus.
Some yes, some no Yes Yes, sometimes
Academic Research Centers
No Yes/No (some by design)
Yes, but only w/in the academic setting
No Often no.
Keck Futures Initiative (NAS)
No - primarily academic and gov’t
Yes More of an idea incubator and seed funding organization
No No
Professional Societies (SOT, SPS, SETAC, EMS, SRA)
Yes Many single discipline by design, some exceptions
No Sometimes Sometimes
Industrial-based Research
No – or only on limited basis
Sometimes No Not usually Yes
Research Institutes (e.g., Hamner)
Sometimes Limited – not an organizing focus.
No Sometimes Sometimes
Government Research Initiatives (‘Big Data’, NCATS, Tox21, etc)
Sometimes, but not a driver
Yes Some examples, but not consistently
No Yes
Insert HESI here?
Yes Yes Yes Yes Yes
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ACT: Taking a Leadership Role
Add a new dimension to HESI’s successes in Tripartite Collaboration: Become a Leader in Interdisciplinary Approaches To Translate Science into Improved Global Health and Environment
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Why HESI, Why Now
• We have the right foundation; • Opportunity to be on leading edge - become
“thought” leader and resource • Lots of collaborative science out there – need for
HESI to set apart a strengthen organizational standing and impact
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Moving Forward
Build recognition through current programs • Promote importance of including and highlighting interdisciplinary
approaches in existing HESI projects » PSSC/EIC proposals at this meeting » Reaching out to new committee participants » Discussion area at HESI staff retreat (July)
• Establish partnerships to foster translation » HESI MOU with Chinese National Center for Safety Evaluation
of Drugs, April 2012 • Communicate novel interdisciplinary approaches underway at HESI
» HESI Insights, upcoming workshops, etc.
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Moving Forward
Create New Communities and Networks • HESI presence in new places
– ACS Green Chemistry Conference – New opportunities for next year
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Moving Forward
Create New Communities and Networks • HESI presence in new places
– ACS Green Chemistry Conference – New opportunities for next year
• Building alliances with related scientific professional societies (e.g., looking beyond SOT)
– Share information via websites, webinars, distribution lists, etc – New insights, new perspectives, new contacts – Board to help lead this outreach in coming year.
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Moving Forward
Create opportunities to establish HESI as a leader in ‘interdisciplinary’ and ‘translational’ collaborations
• Step 1: Reaching out to communities of practice that are already embracing this ethic. Do they perceive gaps?
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Academic Centers with Interdisciplinary Mission & Structure
Outreach • Visits to Bio5 and CLP • Virtual visits to NUS, MIT • New connections for HESI; • Shared HESI structure and
new strategic goals; • Challenges and
Opportunities in field • Where can HESI play a
role?
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Combining New Outreach Input with Feedback from Current
HESI Members Outreach • Perspectives from senior industry leaders
in different sectors; • Academicians on Board; • Government scientists on HESI Board; • Government leaders internationally
– Research arms, regulatory arms, funding agencies, etc.
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Positive Feedback: The Need is Real
• On Point
– Recognized need to Combine Interdisciplinary and Translational Expertise.
– Challenges in implementation cited; • Action Needed
– Forum to discuss experiences, opportunities, needs, and challenges, and map path forward;
– Support for HESI activity in this niche; Action Taken – CITE Symposium concept in development
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Strategic Actions: Already Positive Impacts
– Establishing new awareness of HESI programs and scope in the academic and government community;
– New contacts, new partners – making HESI part of the conversation
– New opportunities for input on existing projects and guidance on future directions
– Re-thinking roles of PSSC/EIC to optimize structural roles and benefit HESI portfolio.
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Looking Ahead
New Challenges New Opportunities The Opportunities are Real and Exciting Need your help to fully realize HESI’s potential
This is YOUR organization Get Involved, Be Part of the Strategy Offer Feedback
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Thank You Děkuji
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Facilitating Interdisciplinary Research: National Academy of Sciences, National Academy of Engineering, IOM. 2005.
Examining Core Elements of International Research Collaboration. NAS, NAE, IOM. 2011.
2012 Global R&D Funding Forecast. Battelle and R&D Mag. December 2011. Designing Nanostructures at the Interface Between Biomedical and Physical
Systems. National Academy Press, 2005. Goldman, M. Public-private partnerships need honest brokering. Nature
Medicine Volume: 18, Page: 341 (2012) Keck Foundation/NAS Futures Initiative. http://www.keckfutures.org/ Coalition for Bridging the Sciences.
http://www.biophysics.org/Policy/PolicyIssues/BridgingtheSciences/tabid/444/Default.aspx
Selected Resources