ALL ABOUT SKIMS: A Strategic Roadmap to Transform SKIMS into Futuristic Model and Modern Medical Institute (Part 3)
The Benchmark Ranking to Which SKIMS Aspires
Dr. Fiaz Maqbool Fazili
The Sher-i-Kashmir Institute of Medical Sciences (SKIMS) stands at a pivotal juncture in its evolution., SKIMS can redefine tertiary healthcare in the region while establishing itself as a national and or global referral center for complex medical conditions. A dream modern and model hospital is defined by a patient-centric healing environment supported by deeply integrated technology and data systems, enabling seamless, safe, and efficient care. It adopts a holistic academic milieu for therapeutic and preventive care model that moves beyond treating illness to promoting overall wellness, while maintaining excellence in advanced specialisation through highly skilled teams and cutting-edge capabilities. Anchored in global standards and measurable outcomes, such an institution combines compassion, innovation, research, and education to function as a comprehensive healing ecosystem focused on lifelong well-being rather than episodic care.
1 Current Position and Core Competencies: SKIMS has established itself as a premier medical institution in Jammu and Kashmir since its founding in 1982, functioning as both a critical referral hospital and a teaching center with undergraduate, postgraduate, and super-specialty programs. The institution’s current ranking nationally and globally reflects its regional significance but also highlights the substantial gap to be bridged to reach top 100 national or top 1000 global status. Academically after careful search of available sources using AI , SKIMS demonstrates considerable research output with more than 5000 publications and 50,000 citations, particularly strong in medicine where it ranks 32nd in India and 1178th globally. Here, I hope that the research is published aimed to be in world-class journals such as The Lancet or The New England Journal of Medicine, so that it becomes a global reference for the medical community.
The institution’s clinical strengths are evident in several specialty areas where it already achieves national recognition: Neuroservices, Neonatology, Endocrinology, Gastroenterology and Hepatology, Cardiology etc. These specialties, along with emerging capabilities in other disciplines, Oncology ,epidemiology, IVF center, genetics and critical care, provide a solid foundation upon which to build centers of excellence. However, the institution faces challenges in broader research impact, technological adoption, international collaboration, and patient experience metrics that separate regional leaders from global pioneers. Current infrastructure, while functional, requires significant upgrading to support next-generation diagnostics, minimally invasive interventions, and data-driven healthcare delivery. While significant progress in academic development, community outreach, and patient-centric initiatives has been noted, the ultimate goal of achieving national and global rankings for SKIMS requires systemic change. Therefore, SKIMS needs the continuous support of Honourable Lieutenant Governor Manoj Sinha, Chief Minister Omar Abdullah, and Health Minister Mrs. Sakina and other ,local /central ministries to empower current management in reforming institutional structures and processes.
2 Strategic Pillars for Transformation: The metamorphosis of SKIMS into a futuristic medical institution requires simultaneous advancement across five interconnected strategic pillars. Each pillar addresses specific gaps in the current system while building upon existing strengths to create a synergistic transformation.
2.1 Technology and Digital Integration:
A technology-first approach must permeate all clinical and operational functions. This begins with implementing an Enterprise Health Intelligence Platform that integrates electronic health records, genomic data, imaging archives, and real-time monitoring systems. Such a platform would enable predictive analytics for early disease detection and precision treatment protocols tailored to individual patient profiles. In diagnostics, SKIMS should establish a Molecular Diagnostics and Imaging Core featuring next-generation sequencing, AI-assisted radiology interpretation, and advanced pathological analytics. The institute must also pioneer telemedicine extensions that create virtual clinics for follow-up care, second opinions, and chronic disease management across the challenging terrain of Jammu and Kashmir. These technological investments will reduce diagnostic delays, minimize human error, and create a continuous learning healthcare system.
2.2 Manpower and Super-Specialisation:
Transforming SKIMS requires a dual approach to human resource development: elevating existing talent while attracting global expertise. The institute should establish Centers of Excellence (CoEs) in its areas of current strength with each “CoE “led by internationally recruited or trained super-specialists. A structured International Fellowship Program would facilitate year-long exchanges with top-100 /1000 National /International global institutions, while a Simulation-Based Mastery Curriculum would ensure all clinical staff achieve competency in advanced procedures before patient contact. Importantly, SKIMS must implement a Performance-Linked Career Advancement system that rewards clinical excellence, research productivity, and teaching innovation, creating clear pathways for professional growth that retain top talent within the institution.
2.3 Patient-Centric Care Models:
Future healthcare leadership is defined by patient experience as much as clinical outcomes. SKIMS should implement Integrated Care Pathways for its top disease burdens—cardiac conditions, neurological disorders, and gastrointestinal cancers—that streamline diagnosis through treatment to rehabilitation. A Digital Front Door initiative would provide patients with seamless appointment scheduling, teleconsultation access, and health record ownership. The institute must also pioneer Preventive Health Ecosystems that extend beyond hospital walls through community screening programs, mobile diagnostic units, and personalized wellness plans enabled by wearable technology. Emergency triage shall be implemented strictly using a standardized, validated framework such as CTAS or an AIIMS-approved triage and evaluation system, with clearly defined benchmarks for door-to-doctor time, doctor-to-decision time, and decision-to-destination time. These processes must follow pre-approved timelines and algorithm-based workflows, grounded in evidence-based medicine (EBM), and be prominently displayed and operationalised within the Emergency Department to ensure uniform, timely, and accountable care. A robust grievance redressal cell and mechanism, along with structured patient and family feedback collected at the time of discharge, shall be a topmost priority for SKIMS to continuously improve patient experience, trust, and overall satisfaction. These initiatives would position SKIMS not merely as a treatment center but as a lifelong health partner for the population it serves.
2.4 Research and Academic Innovation:
Transitioning from regional research output to global impact requires strategic focus and collaborative infrastructure. SKIMS should establish Thematic Research Clusters in precision oncology, neuro-regeneration, and metabolic disorders—areas where institutional strengths intersect with regional disease prevalence. Each cluster would be supported by Translational Research Bridges that connect laboratory discoveries directly to clinical trials within the same campus. To accelerate innovation, the institute must create an Entrepreneurship and IP Cell and Medical university that identifies commercializable research, facilitates startup incubation, and ensures equitable benefit sharing. A Digital Research Commons would provide researchers with cloud-based computational tools, biobank access, and collaborative platforms with global partner institutions.
2.5 Strategic Partnerships and Global Positioning:
No institution achieves global prominence in isolation. SKIMS must cultivate a multi-tiered partnership strategy beginning with Government and Policy Alignment to ensure its transformation supports national health priorities like Ayushman Bharat and the National Digital Health Mission. Academic Alliances with top-100 global medical schools would facilitate joint degrees, faculty exchanges, and collaborative research projects. Corporate Innovation Partnerships with leading medical technology and pharmaceutical companies could establish SKIMS as a preferred site for clinical trials and technology validation in South Asia. Finally, Philanthropic Engagement through dedicated foundations would create sustainable funding for ambitious initiatives beyond government allocations. Here is the table’s content presented in a clear, descriptive paragraph format for use in your op-ed.
The transformation of SKIMS should proceed through clearly defined phases that build institutional capacity while delivering measurable gains at each stage. This phased approach limits investment risk and ensured uninterrupted clinical services during the transition.
Phase-wise Transformation Roadmap, a proposal
Phase 1: Foundation Building (2026–2027):
The first two years will prioritise infrastructure modernisation and creation of a robust digital backbone. Key actions include establishing an Enterprise Health Intelligence Platform with leading health IT partners, developing few prototype Centers of Excellence in Neurosciences and Gastroenterology, Oncology and Cardiac services using Pareto principle (vital few priority) launching an International Fellowship Program with 3–5 partner institutions. Infrastructure upgrades will focus on hybrid operating rooms, advanced imaging, and a comprehensive simulation centre, supported by strong change-management systems and targeted staff retraining.
Phase 2: Capability Expansion (2028–2029):
With core systems operational, SKIMS will expand clinical and academic capacity by operationalising remaining Centers of Excellence, implementing Integrated Care Pathways, and activating funded Thematic Research Clusters. JCI /NABH/NABL accreditation, academic alliances with at least three top 200 global medical schools, expanded telemedicine coverage to 70% of J&K, and a 50% increase in high-impact research with 10–15 annual patents are key goals.
Phase 3: Excellence Consolidation (2030 onward); The final phase will consolidate global leadership, position SKIMS as a South Asian referral hub, attract National and 15–20% international tertiary patients, secure sustained global research funding, host international conferences, and achieve top 100 national and top 1000 global rankings.
Performance Metrics and Governance –; Successful transformation at SKIMS depends on robust measurement and accountable governance through KPIs. A balanced scorecard should track performance across clinical outcomes, academic excellence, operational efficiency, mortality /morbidity and financial sustainability, using KPIS indicators such as risk-adjusted mortality, research impact per faculty, technology adoption, and patient satisfaction. A Transformation Management Office, reporting directly to the Director, should oversee execution and conduct regular milestone-based reviews.
Governance structures must be strengthened to match the scale of change. This includes creating an Local, National, International Advisory Board of global healthcare leaders including former Directors, Faculty for strategic guidance and partnerships, and reorganising internal governance into service-line–based units with clear clinical, academic, and financial accountability, coordinated through the central transformation office.
Long-term sustainability will require diversified revenue sources—clinical services, research funding, corporate collaborations, and philanthropy—supported from all sides and quarters by progressive pricing to preserve access while enabling reinvestment. Establishing a strategic investment fund for high cost treatment (chemo for cancer, transplant medicine ), high-potential innovations can further reinforce a self-sustaining cycle of quality improvement and financial growth.
Call to Action; Pick Ups and Chose.
Transforming SKIMS from a respected regional institution into a globally recognised medical leader is both an aspirational aim and a practical necessity for advancing healthcare in Jammu & Kashmir. The roadmap is a proposal from a healthcare policy expert and analyst presents a phased, achievable strategy focused on digital transformation, strengthening human capital, redesigning patient-centred care, accelerating research, and building strategic collaborations. While the transition requires sustained investment and institutional commitment, the benefits extend beyond rankings to improved health outcomes, economic growth through medical tourism and innovation, and a resilient model of academic medical excellence in a challenging setting.
Immediate momentum hinges on three priorities: 1. Establishing a Transformation Management Office, 2. Securing early funding from government and philanthropic sources, and 3. Initiating partnerships for digital infrastructure modernisation. With decisive leadership and sustained effort, SKIMS can realistically be model and modern hospital and hopefully enter the national top 100, or internationally in top 1000 within five years and progress toward global recognition, emerging as a centre of excellence that serves local needs while contributing to global healthcare advancement.
(STRAIGHT TALK COMMUNICATIONS EXCLUSIVE. Author is clinical auditor, healthcare policy, planning strategist, acknowledges valuable inputs from the medical fraternity, including former directors and faculty members.” can be reached at drfiazfazili@gmail.com)
