Strategy |

After the completion of the 2014-2018 Strategic Plan, during that last year the i+12 Institute prepared its new Plan for the 2019-2023 period with the following objectives:

Give continuity to the Strategic Plan of the i + 12 Institute for the period 2014-2018.
Consolidate its structure and guarantee its sustainability in the coming years.
Increase the quality of its activities, certifying and accrediting all those processes that it considers strategic.
Adapt to the new regulations available to maintain its accreditation as a Health Research Institute.
Obtaining the HR Excellence in Research HRS4R accreditation.

In parallel, the Hospital Universitario 12 de Octubre has also defined its Strategic Plan for the period 2020-2024. This plan defines various areas and fields of action, among which healthcare innovation is positioned as one of its main priorities for the coming years. In this way, the strategic objectives of the Hospital are aligned with those of the Research Institute.

A monitoring tool for the Strategic Plan has been developed to guarantee the correct follow-up of the outlined objectives and the execution of the activities of the i+12 Institute and the Hospital Universitario 12 de Octubre. This tool, called “Sistema SePIR+12”, allows knowing the fulfillment of the Action Plans and quantifies the achievement of the proposed work in the year and the accumulated achievement during the entire duration of the Strategic Plan.

Strategic objectives

Strategic Axes and Lines

AXIS 1: ALLIANCES AND PROMOTION OF INTERNAL COLLABORATION

Objetive: Maintain an active policy of collaboration and partnership with other agents of the environment, favouring a high level of integration with all the members of the Institute.

Strategic Line 1.1: Consolidate relationships with Universities. Take advantage of and optimise any opportunities for collaboration offered by the university sector in the field of the i+12 Institute.
Strategic Line 1.2: Formalisation of collaboration with other Research Institutes. Encourage the development of a network of Health Research Institutes that join forces in the development of large collaborative projects.
Strategic Line 1.3: Strengthen the participation of the i+12 Institute in regional, state and international networks and consortia. Advance with the visibility of the Institute on the scientific level and with the creation of stable alliances with other agents and related institutions.
Strategic Line 1.4: Enhancement of internal collaboration. Promote the consolidation of any internal synergies existing in the Institute to join efforts in the achievement of the proposed objectives.

AXIS 2: COMMUNICATION

Objetive: Provide the Institute with all the necessary tools and channels to implement a correct communication system, both internal and external.

Strategic Line 2.1: Strengthen the i+12 brand and the visibility of the institute. Make known the activity developed by the i+12 Institute in its environment, positioning it as a reference centre on the national and international levels.
Strategic Line 2.2: Improve the internal communication of the institute. Implant channels in the Institute that allow for optimal communication between all the professionals of the Institute, both vertically and horizontally.

AXIS 3: INNOVATION

Objetive: Promote the development of innovation activities by the professionals of the i+12 Institute, as well as the consolidation of the Unit in charge of their management.

Strategic Line 3.1: Promotion of the activities of the Commission and Innovation Unit. Consolidate the structure and activity developed by the innovation coordination and management groups at the i+12 Institute.
Strategic Line 3.2: Promotion of the implementation of Public Procurement of Innovative solutions (PPI). Generate alternative financing channels in the field of innovation, as well as the development of new activities in this field.

AXIS 4: QUALITY

Objetive: Consolidate quality initiatives in the i+12 Institute, mainly aimed at achieving re-accreditation as a Health Research Institute.

Strategic Line 4.1: Ensure the re-accreditation as an HRI by the ISCIII. Implement all the initiatives that guarantee the maintenance of the i+12 Institute accreditation as an HRI.
Strategic Line 4.2: Implementation of quality systems in R+D+I. Formalise the quality processes developed in the i+12 Institute, especially in the field of clinical research.

AXIS 5: MANAGEMENT

Objetive: Adjust and adapt the structure and management processes implemented in the i+12 Institute to respond to their needs and current status.

Strategic Line 5.1: Functional reorganisation of the management unit. Redefine the competences and functions of the Institute’s management body to optimise the available resources.
Strategic Line 5.2: Improvement of information systems for management activities. Provide the managing body of the Institute with new tools for the optimal management of all its scientific activities.
Strategic Line 5.3: Start-up of new support services for R+D+I. Develop and consolidate the new research support services detected within the scope of the i+12 Institute.
Strategic Line 5.4: Increase in funding sources. Study and promote new funding channels to favour the development of R+D+I activities by professionals.
Strategic Line 5.5: Attraction and retention of talent. Start-up initiatives that favour professional development and recruitment and retention of talent in the i+12 Institute.

Strategy

Strategic objectives

Strategic Axes and Lines

AXIS 1: ALLIANCES AND PROMOTION OF INTERNAL COLLABORATION

AXIS 2: COMMUNICATION

AXIS 3: INNOVATION

AXIS 4: QUALITY

AXIS 5: MANAGEMENT

Mission, vision, values