IMIBIC - Strategic Plan

The new Strategic Plan of the Institute for the five-year period from 2021 to 2025 was approved on March 3rd, 2021.

The methodology used to develop the 2021-2025 Strategic Plan included the following steps:

Closing of the activities of the 2016-2020 Strategic Plan, including an analysis of the overall compliance of the previous Strategic Plan and its sub-plans.
Internal and external analysis: an in-depth reflection resulting in a SWOT matrix on the conclusions drawn from the previous Strategic Plan.
Integration: sharing of the analysis and its results with different committees and working groups composed of researchers and management staff, to determine the strategic axes and fundamental objectives of the institution.
Development of the Strategic Plan: agreement over the mission, vision and values of the institute, and sharing them among the different working groups as well as the main advisory bodies of the Institute (Internal Scientific Committee and External Scientific Committee), to guide the development of the Plan.
Monitoring of the Plan: Creation of a Balanced Scorecard with indicators for monitoring the Strategic Plan, the sub-plans and the action plans that will enable them to be successfully achieved. In addition, contingency plans have been drawn up to deal with any possible deviations that may arise.

Strategic lines

IMIBIC Strategic Plan 2021-2025 has five strategic lines and seven main objectives and includes 12 sub-plans.

Excellent Science

IMIBIC promotes the development of high quality, patient-oriented translational scientific activity that will enable it to achieve a relevant position in the international arena.

For IMIBIC it is a priority to bring to patients the results of its research and innovations developed in the field of health. All the Institute's developments must be directly oriented to solve health problems and to provide the National Health System with tools that allow a better provision of health care services.

Internationalization

Collaboration is fundamental to fulfill the mission of IMIBIC and, in particular, in its international dimension, as a source of funding and professional and institutional development. It is a fundamental objective of IMIBIC to establish and consolidate alliances with international research centers that favor the exchange of resources, the permanent search for quality and the development of competencies that allow the growth of the research groups, professionals and institutions that form part of the Institute.

Talent and training

The development and recruitment of highly qualified professionals is an exercise of responsibility and commitment, both for the research groups and for the Institutions that support IMIBIC. Reinforcing the principles of equality, merit and ability, as well as promoting actions to consolidate the research career and its professional recognition, are a clear objective of this axis.

Responsibility

Aligned with the RRI Strategy (Responsible Science and Innovation), IMIBIC integrates this concept as a model of governance, through the promotion of gender equality, carrying out actions with an impact on the public (scientific education and dissemination and citizen participation) and involving the scientific community in our developments (open access), all under ethical principles and values shared by IMIBIC staff and its institutions.

All these five strategic lines pivot around the concept of quality and sustainability.

Strategic objectives

Favour patient-centred research and innovation.
Increase the impact and quality of our scientific production, by active and open communication about our research and its results to both scientific audience and citizens.
Increase the level of internationalization by attracting talent from abroad and improving success in obtaining international funding.
Integrate the concepts of equal rights, sustainability and quality in all research and management activities.
Boost the consolidation of research and innovation careers in both basic and clinical research as a way to attract and maintain talent, improve professional career development, and facilitate generational change.
Favour clinical research as a fundamental element in the promotion of health and as a motor of growth of research and innovation in the health care centers linked to IMIBIC (hospitals and primary care centers).
Establish collaborations with different stakeholders that promote innovation and technology transfer in precision medicine.

Strategic Plan