Our Strategic Priorities

For the implementation of its vision, Charité’s strategic objectives can be classed under six separate priority areas. The core priority is ‘The Future of Medicine’. This is underpinned by three supporting strategic priorities which represent the core components of academic medicine. The essential prerequisites for strategic development will be created by two facilitating priority areas.

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The Future of Medicine

  • A reference point for unmet medical needs: Charité will aim to place increased focus on the identification and systematic evaluation of areas of unmet medical needs and facilitate the transparent and verifiable evaluation of diagnostics and treatment.
  • Focus on interdisciplinary solutions: Charité will aim to advance the development of interdisciplinary and systems-based solutions in both researchand patient care.
  • Health as an active process of adaptation and prevention: Charité will aim to offer the public personalized preventive and treatment options. Over the long term, it will aim to extend life expectancy and improve quality of life through the early detection, prevention, and targeted treatment of diseases.
  • Value-based treatment as a guiding principle: Charité will aim to help develop healthcare models over the next ten years which will focus on and remunerate treatment quality

Healthcare

  • Building a profile: By implementing an innovation-based sustainable medical portfolio, Charité will offer the people of Berlin comprehensive access to the world’s leading medical innovations of the future.
  • Pioneering the digitalization of academic medicine: Charité will aim to have completed the digitization of all processes needed to support its healthcare and administrative operations by 2030; it will make full use of its vast resources of easily accessible medical data in a data protection-compliant manner. In doing so, Charité commits to playing a crucial role in shaping the digitalization of medicine in Germany.
  • Establishing Charité as a driver of an innovative healthcare network: The process involved in transforming Charité from a large hospital with three clinical campuses into the central hub of a healthcare providers’ network holds enormous potential. The aim is to improve the reach of quality-controlled and innovative healthcare services as a lever for enhancing the international visibility of its research strength.

Innovation and Research

  • Translation as the key feature of Charité: Underpinned by its unique structure, with the Berlin Institute of Health (BIH) as a third pillar alongside the medical faculty and the clinic, translational research will become a key feature of Charité. This step will see Charité established as a central hub for the translational research ecosystem in Berlin as a ‘science and health metropolis’. Charité will also pursue the aim of working with its partners to become a driving force behind European efforts to transform research findings into innovative diagnostic and treatment solutions.
  • Systematically creating and promoting fields of research: Charité aims to have a clearly defined research profile by 2030. Strategic fields of research will be defined using a structured process.
  • Responsible research as the basis of sustainable innovation: Only robust and responsible research, conducted with a high degree of independence and integrity and committed to acquiring knowledge and translating it into clinical practice, will be sustainable over the long term. Charité has therefore set itself the goal of enhancing and maintaining public trust in science. In this endeavor, it will be guided by the following principles:  

    • Robust and reliable results
    • Transparent and relevant research
    • Review of ethical issues

People and Education

  • Diversity, equal opportunities, and professional development opportunities: Charité is a magnet for a wide range of talent from diverse backgrounds. Charité will aim to support people in their diversity and implement the principles of equal opportunities, diversity, and inclusion. In doing so, Charité pursues four objectives:

    • Empowering staff to conduct their work in research, teaching, administration, and medical care.
    • Diversity as a strength and an indicator of quality.
    • Equal opportunities and the compatibility of work and family life.
    • A systematic program supporting continued professional development.

  • Research orientation and staff development Charité The defining feature of Charité’s staff development strategy is the establishment of a strong research culture. Charité views research as a team-based effort which crosses disciplines and professional groups. The aim is that by establishing this research-oriented culture across all professional groups, every member of staff understands their work as contributing to the search for new knowledge and innovations, which in turn will help maintain and restore patient health. To guarantee this, every member of staff receives constant support and is empowered to do their job. To achieve this objective, Charité will focus on three sub-objectives:

    • Establishing a research culture which permeates all areas and is intended to promote engagement, curiosity, creativity, a positive error culture as well as intellectual and intercultural exchange across all levels.
    • Recruiting and retaining qualified staff through a varied training program, agile professional development structures, good working conditions and career options to suit different life phases.
    • Further developing career paths such as the Clinician Scientist Program and the nursing career paths concept and creating integrative concepts which promote inter-professional collaborations.

  • Training for the Future of Medicine Students’ and trainees’ job perceptions and competencies must be guided by what the future of medicine is likely to hold. Charité will aim to maintain its leading role in the development and implementation of innovative teaching methods and content. This goal gives rise to the following objectives:

    • Promoting an inter-professional approach through the academization of the healthcare professions.
    • Preparing for the digitalization of medicine and a focus on inter-disciplinary working.
    • Preparing to take on new responsibilities within the field of healthcare.

Campuses, Infrastructure and Economic Viability

Charité Campus Benjamin Franklin
Campus Benjamin Franklin
Campus Charité Mitte
Campus Charité Mitte
Campus Virchow-Klinikum
Campus Virchow-Klinikum

Charité will develop distinct, campus-specific profiles for each of its clinical sites in Berlin. Each of these profiles will fit into the overall plan guiding the implementation of Charité’s strategic objectives. Each campus will remain a tertiary care center. This status forms the basis for the targeted structural development of each campus. The development of outstanding thematic areas will go hand in hand with new structural developments. Coupled with the modernization of IT infrastructure and shared structures, this will lay the foundations for the organization’s long-term, economic viability.

  • Profitability and Investments Charité will aim to deliver a sustainable and balanced financial performance. The pursuit of this objective is primarily based on developing and promoting Charité’s strengths in a targeted manner rather than through short-term cost-cutting measures. Despite Charité having received noticeably increased levels of investment funding from the Berlin state government over the past few years, current funding levels fall seriously short of what will be needed. Charité will therefore be obliged to lobby for more public funding.
  • Environmentally sustainable infrastructure As part of its infrastructure developments, Charité will aim to maximize its environmental sustainability in the areas of energy efficiency, water use and waste management. Charité’s overall objective is to drastically reduce its CO2 emissions over the next 15 years.
  • Modernization of IT infrastructure A comprehensive, modern IT infrastructure will be crucial to the successful completion of many of Charité’s strategic objectives. Charité will pursue three sub-objectives:

    • Creating a digitalization strategy for 2030
    • Committing to sustained investment in IT
    • Developing competencies internally and together with industrial partners

Internal Transformation

Charité reaffirms its commitment to the integrated model of having both the medical faculty and the university hospital under one executive board and joint budget. It is our aim to  continue to deliver a sustainable and balanced financial performance. To achieve our strategic objectives for 2030, Charité will place a particular focus on internal transformation. This includes the reconfiguration of its organizational and management processes, and the development and strengthening of its role as partner and advisor to policy makers and wider society. Charité will also aim to improve its communications and develop its brand and image. Charité’s corporate culture will be characterized by respect, cooperation, and individual responsibility.

  • Principles underpinning organizational development The integrated organizational model enables the setting of common strategic objectives for the areas of research, teaching and health care. This will create long-term added value for both the research community and the health care system.
  • Organizational and control mechanisms Charité aims to ensure that the components of its administrative processes – its organizational structures, operational processes, and control mechanisms – as well as its management culture, will meet the demand of the coming decade.  
  • Partner and advisor to policy makers and wider society Charité aims to act as a partner and advisor to health and research policy makers within politics and the wider society.  
  • Point of intersection between horizontal and vertical networks Through its positioning within the fields of health care and research, Charité is able to foster close links with both clinical and research networks. Its unique position enables Charité to offer leading scientific institutions the opportunities associated with Berlin’s status as a health metropolis.
  • Branding and communication A consistent strategy will help Charité align its brand and image with its vision and goal of ‘Rethinking Health’.
  • Corporate culture Charité strives for a culture of collaboration marked by respect, cooperation and individual responsibility.