Strategic Investment Fund

The Faculty of Medicine is investing in achieving our strategic priorities.

The UBC Faculty of Medicine’s refreshed strategic plan, Building the Future: 2021-2026, describes our vision and values, expresses the commitments in our contracts with society and with ourselves, and identifies one goal and four strategies for each of the four pillars: Education, Research, Organization, and Partnership.

The Faculty created a Strategic Investment Fund of $2M per year to invest in advancing our strategic plan. This Fund was made possible through the Program Budgeting and Marginal Analysis (PBMA) exercise.

The following sections describe the process and criteria used to allocate funds.

Process to Submit Proposals

  1. Select a stream (*UNIQUE TO FALL 2021 ROUND*)
  2. Download the appropriate proposal form:
  3. Email completed form to fom.strategicplan@ubc.ca

 

Submission Deadlines

Proposals are accepted until midnight following the day of the deadline. For example, if the deadline is October 17, a proposal received on October 17 at 11:59:59pm will be accepted, but a proposal received at 12:00:00am on October 18 will not. If you have questions, please contact fom.strategicplan@ubc.ca.

The proposal submission deadline for the next SIF round is October 17, 2021. It is anticipated that the deadline for the following round will be in spring 2022. Please check back here for updates.

Application Streams

The Fall 2021 SIF round is a special double round with three application streams. See a description of each stream below, and select the corresponding proposal form from the links above in the blue box.

  • Proposals for projects through the REDI stream should seek to advance strategic priorities related to respect, equity, diversity, and inclusion, including Education Strategy 1, Research Strategy 3, the Organization Goal and Organization Strategies 1 and 2, and Partnership Strategy 1. Proposals should be aligned with the Transforming Culture Initiative, and could be related to, for example, creating and sustaining respectful work and/or learning environments, increasing diversity and inclusion throughout the organization, implementing the actions of our Response to the Truth and Reconciliation Commission Calls to Action, improving accessibility of educational offerings, building capacity related to embedding EDI principles into research, eliminating systemic barriers, enhancing the sense of belonging that people feel in the organization, or other activities that improve respect, equity, diversity, and inclusion.
  • For more information about the REDI Office and the Transforming Culture Initiative, please visit: redi.med.ubc.ca.
  • Proposals should be developed in consultation with Roslyn Goldner, Executive Director, Office of REDI. Please contact REDI.Assistant@ubc.ca.
  • It is recommended that applicants also consult with the relevant Strategic Plan Pillar Leads (listed below) to confirm that the proposed project is aligned with overall strategic plan implementation efforts and that it is not duplicative of, or counter to, other projects.

  • Proposals for projects through the TM stream should seek to support or accelerate translational medicine (as per Research Strategy 1) across the continuum from basic or foundational science to clinical application, programs, and policy. Proposals should be aligned with the Academy of Translational Medicine, and could be related to, for example, education and training to build translational capacity, regulatory affairs, industry relations, infrastructure for cross-disciplinary collaboration, multi-disciplinary networks and communities, research infrastructure or capacity, scientist-clinician-patient communication and relationships, defining urgent data sharing needs, or other activities that enable or accelerate translation.
  • For more information about the Academy of Translational Medicine, please visit: med.ubc.ca/atm.
  • Proposals should be developed in consultation with the Academy of Translational Medicine. Please contact atm.admin.assist@ubc.ca.
  • It is recommended that applicants also consult with the relevant Strategic Plan Pillar Leads (listed below) to confirm that the proposed project is aligned with overall strategic plan implementation efforts and that it is not duplicative of, or counter to, other projects.

  • Proposals for projects through the general stream should seek to advance strategic priorities other than those related to the two streams above.
  • If your project is specifically related to improving respect, equity, diversity, and inclusion or to accelerating translational medicine, please use the appropriate stream described above.
  • It is recommended that applicants consult with the relevant Strategic Plan Pillar Leads (listed below) to confirm that the proposed project is aligned with overall strategic plan implementation efforts and that it is not duplicative of, or counter to, other projects.

Past Rounds

See summaries of projects funded through previous rounds here.

 

 

Strategic Investment Fund Allocation Process

  • Individuals identify a strategic project requiring investment that advances one or more strategic plan strategies.
  • It is recommended that applicants consult with the relevant Strategic Plan Pillar Leads to confirm that the proposed project is aligned with overall strategic plan implementation efforts and that it is not duplicative of or counter to other projects.
    • Education Pillar Leads: Roger Wong, Vice-Dean, Education & Jennifer Golinski, Senior Director, Education Programs and Services
    • Research Pillar Leads: Rob McMaster, Vice-Dean, Research & Michelle Wong, Senior Director, Research
    • Organization Pillar Leads: Chris Lovato, Vice-Dean, Academic & Shanda Jordan Gaetz, Managing Director
    • Partnership Pillar Leads: Mike Allard, Vice-Dean, Health Engagement & Shanda Jordan Gaetz, Managing Director
  • For the Fall 2021 round, if you are applying to the REDI Stream or the TM Stream, please see additional consultation recommendations above.

  • Applicant develops a budget allocation proposal, consults with the appropriate Pillar Leads (as above), and submits it to fom.strategicplan@ubc.ca.

  • The Strategic Investment Fund Advisory Group meets to review proposals based on selection criteria and funds available.
  • The Advisory Group recommends proposal selection and prioritization to the Dean for approval.

  • The Advisory Group contacts all applicants to notify them of the decision and rationale, and announces which initiatives are selected for funding.
  • Funded initiatives proceed and must report on progress using the status report template. Upon completion, funded initiatives must provide a final report using the template.

 

 

Strategic Investment Fund Allocation Criteria

The Strategic Investment Fund Advisory Group will use the following criteria to recommend proposal selection and prioritization to the Dean. The Dean will consider the Advisory Group’s assessment in light of these criteria to make the final decision.

For an application to be considered, the proposed investment must meet the following minimum requirements:

  • Investments must support strategic priorities;
  • Investments must be one-time or term-limited, not recurring;
  • Investments must not fund individual research projects or clinical care delivery projects; and
  • Investments must not fund development of new education programs that are projected to generate annual revenue greater than annual operating costs.

Applications that meet the minimum requirements will then be evaluated based on the following differentiating criteria:

  • Degree to which the proposed project advances the Faculty of Medicine’s strategic plan, including the vision, values, contracts, goals, and strategies;
  • Degree to which the proposed project and approach are logical, feasible, and well-conceived (e.g., Are the right people involved? Is the scope well-defined? Is the approach likely to succeed?);
  • Likelihood that the proposed project will result in a sustainable deliverable, produce a lasting benefit, or lead to an important next step; and
  • Degree to which the proposed project offers good value for money to the Faculty of Medicine (on its own merits and/or relative to the other proposed projects in the same round).

Proposals will then be reviewed through the lens of the following additional considerations: 

  • Whether the applicant followed the instructions;
  • Degree to which the proposal leverages additional funding sources; and
  • Whether another source of funding is available and would be more appropriate.

Based on the expected impact, success measures, timeline, and reporting frequency included in the proposal, if an initiative is not proceeding as planned the Strategic Investment Fund Advisory Group may recommend to the Dean that funding be withdrawn from an initiative.

 

 

Positions on SIF Project Changes and Expenses

The SIF amount allocated to a successful proposal is fixed and is based on the proposed budget. Applicants are encouraged to add a budget contingency percentage that is proportional to the degree of project uncertainty with the amounts in the proposed budget.

No additional SIF amount will be allocated to successful projects over and above the original amount allocated. If the intended outcomes of the project cannot be achieved with the amount allocated, the project lead is encouraged to seek additional funding elsewhere. If none can be secured, the project lead may submit a new proposal as part of the next round of SIF allocation. The proposal for additional funding will be evaluated on its merits relative to other proposals submitted in that round.

The SIF allocation must be spent on items proposed in the SIF application or, if different, on items that are reasonably required to complete the project and/or achieve the intended project outcome as proposed. Amounts spent, committed, and planned must be reported through the regular status report. The Dean on the recommendation of the chair of the Strategic Investment Fund Advisory Group may decide if an expenditure is not sufficiently required to complete the project and/or achieve the intended project outcome as proposed and may withdraw funding accordingly.

SIF recipients who use SIF awards to cover expenses are expected to follow the UBC Expenditure Guidelines. Exceptions are not permitted.

If a SIF project is delayed, the cause of the delay and the new milestone schedule must be reported in the regular status report. If a project timeline change is deemed too significant or unreasonable by the Dean on the recommendation of the chair of the Strategic Investment Fund Advisory Group, remaining funding may be withdrawn.

If SIF project scope changes, the cause of the change and the new scope completed, underway, and planned must be reported in the regular status report. If the change to scope is deemed to result in a different or substantively diminished project outcome by the Dean on the recommendation of the chair of the Strategic Investment Fund Advisory Group, remaining funding may be withdrawn.

In accepting a SIF allocation for a successful proposal, the lead applicant(s) (a.k.a. SIF recipient(s)) agree(s) to submit status and final reports according to the schedule outlined in the funding letter and using the templates provided. If the SIF project schedule changes, the status report and final report due dates may also change by mutual agreement.

If the SIF recipient(s) do(es) not submit the status report(s) and/or the final report on time, the Dean on the recommendation of the chair of the Strategic Investment Fund Advisory Group may decide to withdraw funding from the project and/or deem the SIF recipient(s) ineligible to apply for future SIF rounds or receive future SIF allocations.

 

 

Strategic Investment Fund Advisory Group Terms of Reference

The purpose of the Strategic Investment Fund Advisory Group is to:

  • Recommend to the Dean allocation of the Strategic Investment Fund to appropriate proposals according to the Strategic Investment Fund Allocation Criteria.
  • Review status of successful applications and recommend to the Dean whether to continue funding based on progress, as needed.

Voting

  • Ex officio
    • Vice Dean, Academic (chair) (1)
    • Strategic Plan Academic Pillar Leads, or delegate (4)
  • Elected
    • Four Department Head/School Director members (4)
    • One Regional Associate Dean member (1)
    • Two Faculty of Medicine Centre/Institute Director members (2)
    • One Senior Departmental Administrator member (1)

Non-voting

  • Ex officio
    • Senior Director, Finance (1)
    • Executive Director, Development and Alumni Engagement (1)
    • Deputy Chief Information Officer, Medicine (1)
    • Director, Strategic Initiatives (1)

The chair may invite others to participate in meetings, as needed.

From time to time, the Dean may create special topic-specific rounds or streams within a round. Membership for these special rounds can be adjusted by the chair in consultation with the Dean, as needed.

Ex officio members are members by virtue of their position. 

Elected members are elected by their peers through a voting process managed by the Dean's Office.

Ex officio members are members for as long as they hold their position. 

Elected members are members for a one-year term and are eligible for renewal.

Chaired by the Vice Dean, Academic.

The Strategic Investment Fund Advisory Group calls for proposals and meets to review proposals and decide which to select two times per year. The duration of each meeting or need for additional meetings will depend on the number of proposals received in that cycle.

The Director, Strategic Initiatives will support the chair by managing the proposal call, review, and selection process, and ensuring that decisions and action items are captured.

Quorum is 50% of voting members plus one.

Decisions are normally made by consensus. When consensus cannot be found, the group will decide what to recommend to the Dean through a vote, requiring a simple majority of voting members present to vote in favour to pass.

As an Advisory Group, members may request that differing opinions be included with the recommendation to the Dean.

The Advisory Group receives proposals requesting Strategic Investment Fund allocation from Strategic Plan Pillar and/or Objective Leads or with their endorsement. Others may also submit proposals, but are strongly encouraged to do so in consultation with Pillar Leads.

The Advisory Group reviews proposals and selects those that best meet the criteria. The Advisory Group then recommends the selected proposals to the Dean for final fund allocation decision.

At meetings, the Advisory Group may also review status reports submitted by successful applicants who are implementing their projects, if a project is deemed at risk by the chair. The Advisory Group may recommend to the Dean whether to continue funding the initiative based on progress, as needed.

The Strategic Investment Fund Advisory Group is responsible for:

  1. Reviewing proposals according to the criteria in a fair and unbiased manner.
  2. Deciding which proposals best meet the criteria.
  3. Recommending selected proposals to the Dean for final decision.
  4. Reviewing status reports from successful applicants and recommending to the Dean whether to continue funding the initiative based on progress, if requested by the chair.

These terms of reference were approved by the Dean on September 20, 2018.

*Updates to titles in membership list made May 10, 2021*

 

Building the Future: 2021–2026 is the refreshed strategic plan for UBC’s Faculty of Medicine.

Download the Plan (PDF 5.9MB)

Special thanks to all the faculty, staff, students and partners across the province who have contributed to the development of this plan.