FOREWORD
Research, innovation, and commercialization are fundamental pillars of modern medical universities and key drivers of knowledge-based economies. As Pakistan strives to strengthen its healthcare system and achieve sustainable development, universities must play a transformative role in generating evidence-based solutions, advancing scientific discovery, and translating research outcomes into societal impact.
The Office of Research, Innovation & Commercialization (ORIC) at SZABMU has been established to promote research excellence, innovation, entrepreneurship, and strategic partnerships. This Five-Year Strategic Plan presents a comprehensive roadmap for:
- Enhancing research productivity
- Strengthening innovation ecosystems
- Increasing external funding
- Fostering commercialization
- Contributing to national healthcare advancement
The Plan aligns with:
- Higher Education Commission's ORIC framework
- Vision URRAN Pakistan 2035
- National Health Vision
- Sustainable Development Goals (SDGs)
- International best practices in research governance and innovation management
EXECUTIVE SUMMARY
The Five-Year Strategic Plan (2026–2031) of ORIC-SZABMU aims to transform the University into a nationally recognized center of excellence in:
- Medical research
- Healthcare innovation
- Knowledge commercialization
Strategic Pillars
- Research Excellence
- Innovation & Entrepreneurship
- Commercialization & Industry Linkages
- Healthcare Advancement & Translational Research
- Institutional Sustainability & Global Engagement
Strategic Objectives
- Increase high-impact research output by 100%
- Triple external research funding
- Establish Centers of Excellence in emerging healthcare technologies
- Develop a robust intellectual property and commercialization ecosystem
- Strengthen national and international partnerships
- Promote translational and clinical research
- Create sustainable revenue streams through innovation and industry engagement
- Position SZABMU among Pakistan's leading research-intensive medical universities
INSTITUTIONAL PROFILE
University Overview
SZABMU is one of Pakistan's leading public-sector medical universities, dedicated to excellence in education, research, healthcare delivery, and community service. Its strategic location in Islamabad facilitates engagement with policymakers, healthcare organizations, development partners, and international agencies.
ORIC PROFILE
The Office of Research, Innovation & Commercialization (ORIC) is responsible for:
- Research governance
- Research funding facilitation
- Innovation management
- Intellectual property protection
- Industry engagement
- Commercialization support
- Technology transfer
- Capacity building
- Strategic partnerships
- Research monitoring and evaluation
STRATEGIC CONTEXT
Emerging Global Trends
Healthcare research is transforming through:
- Artificial Intelligence (AI)
- Precision Medicine
- Genomics
- Bioinformatics
- Digital Health
- Big Data Analytics
- Regenerative Medicine
- Molecular Diagnostics
- Personalized Healthcare
These developments present significant opportunities for medical universities to become innovation-driven institutions.
VISION
To be a nationally and internationally recognized catalyst for transformative health research, innovation, and commercialization that advances healthcare, generates economic value, and improves human well-being.
MISSION
To foster a culture of excellence in research, innovation, entrepreneurship, and commercialization by providing strategic leadership, institutional support, collaborative opportunities, and sustainable pathways for translating scientific discoveries into healthcare solutions and societal impact.
CORE VALUES
- Excellence: Commitment to quality and continuous improvement.
- Integrity: Ethical conduct in research and innovation.
- Innovation: Encouraging creativity and transformative thinking.
- Collaboration: Building productive partnerships.
- Accountability: Transparent and responsible management.
- Inclusiveness: Promoting diversity and interdisciplinary engagement.
- Impact: Generating measurable benefits for society.
STRATEGIC PILLARS
PILLAR I: RESEARCH EXCELLENCE
Strategic Objective: Strengthen research quality, productivity, visibility, and impact across all disciplines.
Strategic Goals:
- Strengthen Research Governance
- Revision of research policies
- Digital research management systems
- Research compliance monitoring
- Institutional research repository
- Key Targets: 100% policy compliance; fully digital research management system by 2027
- Enhance Research Capacity
- Faculty development programs
- Research methodology training
- Biostatistics training
- Scientific writing workshops
- Grant proposal development
- Key Targets: Train 500 faculty members and researchers; conduct 50 capacity-building workshops
- Improve Research Productivity
- Publication support services
- Internal research grants
- Research mentorship programs
- Key Targets: Double annual research publications; increase publications in Q1/Q2 journals by 75%
PILLAR II: INNOVATION & ENTREPRENEURSHIP
Strategic Objective: Develop a vibrant innovation ecosystem supporting healthcare innovation and entrepreneurship.
Strategic Goals:
- Establish Innovation Infrastructure
- Innovation Support Center
- Health Innovation Hub
- Startup Development Unit
- Key Targets: Establish innovation center by 2027; support 20 innovation projects annually
- Promote Student and Faculty Innovation
- Innovation competitions
- Hackathons
- Entrepreneurship boot camps
- Key Targets: Engage 1,000 students; support 50 innovative healthcare solutions
- Develop Startup Ecosystem
- Startup incubation programs
- Seed funding mechanisms
- Industry mentorship networks
- Key Targets: Incubate 15 healthcare startups; facilitate commercialization of 10 innovations
PILLAR III: COMMERCIALIZATION & INDUSTRY LINKAGES
Strategic Objective: Convert research outcomes into economic and societal value.
Strategic Goals:
- Strengthen Intellectual Property Management
- IP awareness campaigns
- Patent filing support
- IP policy implementation
- Key Targets: File 5 patents; secure 2 patent grants
- Expand Industry Partnerships
- Industry engagement forums
- Collaborative research agreements
- Technology licensing programs
- Key Targets: 10 active industry partnerships; PKR 10 million industry-sponsored projects
- Technology Transfer
- Technology Transfer Office
- Commercialization support framework
- Market assessment services
- Key Targets: Commercialize 2 technologies; execute 5 licensing agreements
PILLAR IV: HEALTHCARE ADVANCEMENT & TRANSLATIONAL RESEARCH
Strategic Objective: Translate research findings into healthcare improvements and policy impact.
Strategic Goals:
- Promote Translational Research
- Priority Areas: Precision Medicine, Molecular Diagnostics, Cancer Research, Infectious Diseases, Public Health, Mental Health, Maternal & Child Health
- Key Targets: Establish six translational research programs
- Strengthen Clinical Research
- Clinical Trial Support Unit
- Research data management systems
- Good Clinical Practice certification
- Key Targets: Increase clinical trials by 100%; establish clinical research network
- Support Evidence-Based Policy
- Health policy research unit
- Policy dialogue forums
- Policy briefs
- Key Targets: Produce 30 policy briefs; conduct annual policy conferences
PILLAR V: INSTITUTIONAL SUSTAINABILITY & GLOBAL ENGAGEMENT
Strategic Objective: Achieve sustainable growth through strategic partnerships, external funding, and international collaboration.
Strategic Goals:
- Increase Research Funding
- Funding Sources: HEC, International donors, Industry, Government agencies, Philanthropic organizations
- Key Targets: Triple external research funding; secure PKR 500 million cumulative grants
- Internationalization
- International collaborations
- Joint degree programs
- Research mobility programs
- Key Targets: 30 international partnerships; 20 collaborative international projects
- Financial Sustainability
- Revenue Streams: Consultancy, Clinical trials, Technology licensing, Training programs, Industry contracts
- Key Targets: Generate PKR 100 million annual non-government revenue
SWOT ANALYSIS
Strengths
- Strong clinical affiliations
- Qualified faculty
- Growing research culture
- Strategic location
- Existing ORIC infrastructure
Weaknesses
- Limited commercialization experience
- Dependence on public funding
- Insufficient technology transfer capacity
Opportunities
- HEC support mechanisms
- International research funding
- Digital health expansion
- Public-private partnerships
- Emerging genomics and AI technologies
Threats
- Funding competition
- Brain drain
- Economic instability
- Rapid technological change
IMPLEMENTATION FRAMEWORK
Governance Structure
- Patron: Vice Chancellor
- Strategic Steering Committee
- Director ORIC
- Registrar
- Treasurer
- Legal Advisor
- Industry Representatives
- External Experts
MONITORING & EVALUATION FRAMEWORK
- Quarterly Reviews: KPI assessment, Financial monitoring, Risk assessment
- Annual Reviews: Strategic progress report, Performance evaluation, Resource utilization review
- Mid-Term Review (2028): Independent external evaluation, Strategic adjustments
- Final Evaluation (2031): Impact assessment, HEC compliance review, Future planning recommendations
FIVE-YEAR KEY PERFORMANCE INDICATORS
| Indicator |
Baseline 2025 |
Target 2031 |
| Research Publications |
Current |
+100% |
| Q1/Q2 Publications |
Current |
+75% |
| Research Grants |
Current |
+300% |
| Research Funding |
Current |
PKR 500 Million |
| Patents Filed |
Current |
25 |
| Patents Granted |
Current |
10 |
| Technologies Commercialized |
Current |
10 |
| Startups Supported |
Current |
15 |
| Industry Partnerships |
Current |
50 |
| International Partnerships |
Current |
30 |
| Clinical Trials |
Current |
+100% |
| Faculty Trained |
Current |
500 |
| Policy Briefs |
Current |
30 |
| Non-Government Revenue |
Current |
PKR 100 Million/Year |
RISK MANAGEMENT PLAN
| Risk |
Impact |
Mitigation |
| Funding Shortages |
High |
Diversify funding sources |
| Brain Drain |
High |
Incentive programs |
| Regulatory Delays |
Medium |
Early engagement with regulators |
| Low Commercialization |
High |
Strengthen technology transfer office |
| Industry Reluctance |
Medium |
Strategic engagement initiatives |
| Technological Obsolescence |
High |
Continuous infrastructure upgrades |
CONCLUSION
The ORIC-SZABMU Five-Year Strategic Plan (2026–2031) provides a comprehensive framework for strengthening research excellence, fostering innovation, accelerating commercialization, and advancing healthcare outcomes. Through strategic investments in research capacity, innovation ecosystems, industry collaboration, translational science, and institutional sustainability, ORIC will serve as the driving force behind SZABMU's transformation into a leading research-intensive medical university. The successful implementation of this plan will contribute significantly to national health priorities, scientific advancement, economic development, and the achievement of Pakistan's higher education and healthcare goals while fully aligning with the Higher Education Commission's ORIC mandate and performance framework.