Delivering on the strategy

Achieving the strategy proposed in this report will take several years; there are few quick fixes when grappling with the complexities of maximising the outcomes of health and medical research. Therefore sustained leadership and political commitment will be necessary to ensure that this vision for Sydney to attain national pre-eminence and greater international recognition in important areas of health and medical research is realised within the next decade.

The Australian community invests $4 billion in health and medical research every year. The review’s recommendations have been framed to position the University to succeed in a research landscape that continuously changes. The recommendations, like research itself, will not produce immediate results; they will however provide a solid foundation to strengthen and energise health and medical research at Sydney.

Implementing change will require work and resources. To carry it out and ensure the changes endure, the University as a whole must be engaged. Implementation must be planned carefully, with wide consultation to refine concepts and approaches.

It is critical that the University now respond to the report and commit to its recommendations. Planning their implementation will then require senior leadership and support, and strong grass-roots backing.

Recommendation 13

Establish an Executive Steering Committee reporting to the Vice-Chancellor to plan and oversee implementation of the recommendations. Establish an independent chair for the committee, to be appointed by the Vice-Chancellor.

Key actions

  • Develop a clear implementation plan that reflects the priorities of the recommendations and includes resourcing and a timetable, to be endorsed by the Senior Executive Group (SEG) Research Committee for approval by SEG.
  • Appoint to the Executive Steering Committee
    • senior members of the University Executive who are able to ensure the University’s commitment to integrated education and research is reflected in implementation of the health and medical research strategy; and the business processes and systems support the strategy; and
    • a senior representative of the NSW health ministry able to ensure the University health and medical research strategy is appropriately integrated with and supports the NSW health delivery system.

How will we know if the strategy is a success?

The strategy will be successful when, in health and medical research, Sydney is:

  • the university of choice for research leaders and future research leaders
  • first in the nation more often, and higher in international league tables
  • recognised by the health system for its research strengths and for its capabilities in translating research into practice at all levels – medical diagnostics and therapeutics, nursing, primary health care, preventive health care, allied health, health services and health policy
  • showing increased funding and high-quality outputs for health and medical research.