Strategy, Governance and Effectiveness of Shared Resources (Cores)
Strategy, Governance and Effectiveness of Shared Resources (Cores) Brad Cairns, PhD Chair, Dept. of Oncological Sciences Senior Director of Basic Science HHMI Core Centralization Questions 1. Is centraliza/on more efficient? Why? Why not? 2. How did you implement centraliza/on? 3. What were the challenges and solu/ons? 4. Are there effec/ve incen/ves to encourage sharing? 5. What can and should be centralized? 6. What are the costs to catalyze greater efficiency? 7. What can NIH and Ins/tu/ons do to encourage efficiency? Overall Governance Structure of Cores at Utah Cores in the School of Medicine Coordinated Centralized Governance Sr. VP of SOM Sr. Director (CC) or Assistant VP (SOM) Faculty Steering CommiSee and Chair Core Director and Staff Coordinated/Similar Policies Open to all Faculty/Labs Open Queue One-‐/er Pricing Transparent Budget Professional Directors Extensive Surveys and Benchmarking Unified Website Cores on the Main Campus Distributed Governance Sr. VP of Research Variable models of oversight Cores led by TT,RF or Staff Policies Variable pricing Variable Queue Closed Budgets No Central Website VP moving to centralized SOM Model Overall Governance Structure of Cores at Utah Cores in the School of Medicine Coordinated Centralized Governance Sr. VP of SOM Sr. Director (CC) or Assistant VP (SOM) Faculty Steering CommiSee and Chair Core Director and Staff Coordinated/Similar Policies Open to all Faculty/Labs Open Queue One-‐/er Pricing Transparent Budget Professional Directors Extensive Surveys and Benchmarking Unified Website Cores on the Main Campus Distributed Governance Sr. VP of Research Variable models of oversight Central Commi<ee Cores led by TT,RF or Staff Both Sr. VPs 3 Reps from SOM 3 Reps from Main Policies Strategic Plan Variable pricing Variable Queue Closed Budgets No Central Website VP moving to centralized SOM Model Core Centralization Questions 1) Is centraliza/on more efficient? Why? Why not? Typically ‘Yes’: Decisions must consider both Faculty and Inst. priori/es. Faculty Priori/es: Cueng edge equipment, quality, capacity/turnaroud, cheap. Ins/tu/onal priori/es: Discovery/$, coordina/on, repor/ng. Must vet ROI, compare veeng and ROI across cores, distribute $ in accordance with ROI Why Not? Quality via ‘Stewardship’, proximity, distributed inves/gators. 2) How did you implement centraliza/on? 1990s, SOM; Asst. VP of Research was charged (budget, repor/ng, accountability) Key factor: this was done early (early 90s), before prolifera/on/fragmenta/on/silos 3) What were the challenges and solu/ons? Challenges: modest, as we centralized early – but s/ll a very hard to maintain/expand. Trust: access, services, quality, pricing, queue, capacity and, money flow Solu/ons: good governance builds trust. FSC manages services, quality. Policies: one-‐/er pricing, open access, transparent budget/$flow, yearly surveys. Yearly central review. 4) Are there effec/ve incen/ves to encourage sharing? Central cost sharing on equipment, technicians, service contracts. Informa/cs and billing. Core Centralization Questions 5) What can and should be centralized? No simple answer. Each service needs careful assessment of current & future costs. All costs and tradeoffs calculated in distributed vs centralized modes. What are the commercial op/ons and upcoming technologies? 6) What are the costs to catalyze greater efficiency? Financial: Ini/al outlay of $, for long-‐term $ benefit. Other: Loss of autonomy, ‘Stewardship’, proximity, communica/on burden. 7) What can NIH do and what can Ins/tu/ons do to encourage efficiency? Ensure that the NIH and NCI ar/culate in their proposals that sharing is encouraged Go back to individual scoring of cores in the P30 format, rather than bundling Promote core consolida/on, when appropriate Provide funds that enable consolida/on (e.g. cancer center and CTSA?) Help ensure that new equipment is not adding to the ‘silo’ perspec/ve RFAs with eligibility criteria that align with centraliza/on. Ins/tu/ons: Strong and thoughpul leadership on governance, policies, communica/on Incen/ves must align with goals. Ins/tu/onal Core Strategic Plan is very effec/ve. Effective Precision Oncology Require Sophisticated Cores and Data Integration Surgeons and Med. Onc. Tumor & normal PaBent Records PaBent UPDB Medical Oncologists Clinical Trials Office Pathologists Biospecimen storage itBioPath (Sample Tracking) Research InformaBcs Integrated soKware tools GNomEx LIMS & Data GeneBc Counseling DiagnoBc Development PopulaBon ScienBsts Basic Researchers Data Users Biorepository Genomics Shared Resources Muta/ons Genotyping Gene Expr. Epigene/cs BioinformaBcs BiostaBsBcs Shared Res. Thanks Proposed Year 26 Budgets Shared Resources Huntsman Cancer InsBtute Cores: Values/Goals, Strategy, Governance, Outcomes Values/Goals: Maximize Impacpul Discoveries Basic-‐transla/onal-‐clinical spectrum Training environment, collabora/on, innova/on
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