Campus Core Research Facilities Teri Melese Director of Research Technologies and Corporate Alliances UCSF School of Medicine

My Experience Running Cores 4 years at Cancer Center with responsibility for business oversight of 12 cores Wrote standard operating procedures with Directors, Managers and Finance Staff Commissioned development and implementation of online system for scheduling, ordering and tracking work performed in cores Received expanded authority from Budget Office to operate cores

Core Research Facilities Provide advanced, innovative instrumentation and/or specialized services beyond the reach of individual investigators The current situation: Cores have been developed ad hoc by departments, ORUs, programs, clusters of investigators to address specific needs Cores have been developed ad hoc by departments, ORUs, programs, clusters of investigators to address specific needs Lack of central information produces overlapping services and competition, insufficient user base, differential access and recharges, poor administrative practices Lack of central information produces overlapping services and competition, insufficient user base, differential access and recharges, poor administrative practices Cores lack resources to update instruments, or for staff to develop new technological capabilities Cores lack resources to update instruments, or for staff to develop new technological capabilities Lack of central oversight compromises quality and needs assessments, decision-making to expand or downsize Lack of central oversight compromises quality and needs assessments, decision-making to expand or downsize

Campus Core Research Facilities (CCRFs) Provide instrumentation and services needed by broad segment of research community; available to all Campus-wide organizational needs: Coordinated oversight and decision-making for designating and evaluating CCRFs, strategic planning, prioritization Coordinated oversight and decision-making for designating and evaluating CCRFs, strategic planning, prioritization Sound business practices that ensure economic success and responsible delivery of services Sound business practices that ensure economic success and responsible delivery of services Continuous acquisition and creation of new instrumentation and development of new capabilities Continuous acquisition and creation of new instrumentation and development of new capabilities

Genomics: benefits accruing from first CCRF Consolidated administration, services across facilities at PH, MB, MtZ, Gladstone: 9 positions eliminated Consolidated administration, services across facilities at PH, MB, MtZ, Gladstone: 9 positions eliminated Eliminated service redundancies, releasing space and funds to establish new service capabilities Eliminated service redundancies, releasing space and funds to establish new service capabilities Reduced equipment redundancies, allowing increased services, reduced costs Reduced equipment redundancies, allowing increased services, reduced costs Brought together campus experts in genomic technologies, enhancing service and education Brought together campus experts in genomic technologies, enhancing service and education Coordination of financial management, expanded authority for rate adjustments that better reflect actual use Coordination of financial management, expanded authority for rate adjustments that better reflect actual use Mechanism to coordinate needs assessments and assure broad campus constituency Mechanism to coordinate needs assessments and assure broad campus constituency

Coordinating Services Allowed New Technologies & Focused User-base Precoordination Gladstone –Affymetrix expression arrays BRC –Sequencing (old technology) Cancer Center –Sequencing (old technology) –Quantitative PCR –Small scale genotyping Human Genetics –Sequencing (new technology) –Large scale genotyping –Quantitative PCR Cancer Center –CGH Postcoordination Gladstone –Affymetrix expression arrays (few) –Affymetrix Genotyping (transition from Kwok lab) BRC –Sequencing (old technology) Cancer Center –Sequencing (old technology) –Sequenome/methylation –Quantitative PCR –Small scale genotyping Human Genetics –Sequencing (new technology) –Large scale genotyping (Illumina) –Quantitative PCR Cancer Center –CGH

Proposed CCRF management and support structure Director: oversees business and operations administration, coordinates acquisition of resources Director: oversees business and operations administration, coordinates acquisition of resources Faculty Steering Committee: works with Director, strategic planning, evaluate existing CCRFs, establish or terminate CCRFs Faculty Steering Committee: works with Director, strategic planning, evaluate existing CCRFs, establish or terminate CCRFs Centralized, web-based business management system for oversight of operations, tracking of services, recharge collection Centralized, web-based business management system for oversight of operations, tracking of services, recharge collection Costs of services to be covered by recharge income within three years of CCRF establishment Costs of services to be covered by recharge income within three years of CCRF establishment Institutional support required for capital equipment acquisition and updating, professional staff development of new capabilities, education of users Institutional support required for capital equipment acquisition and updating, professional staff development of new capabilities, education of users

CCRF proposal to Executive Budget Committee Funds to set up CCRF administrative structure, and to establish three CCRFs (genomics, mass spectrometry, biostatistical analysis): $4.2 million over three years Funds to set up CCRF administrative structure, and to establish three CCRFs (genomics, mass spectrometry, biostatistical analysis): $4.2 million over three years Anticipate needs for perhaps three more CCRFs (e.g., imaging, flow cytometry, transgenic/targeted mutagenesis): ~~$1-1.5 million/ yr Anticipate needs for perhaps three more CCRFs (e.g., imaging, flow cytometry, transgenic/targeted mutagenesis): ~~$1-1.5 million/ yr Other institutions? Some doing nothing, some doing more Other institutions? Some doing nothing, some doing more Expect substantial return in increased indirect cost Expect substantial return in increased indirect cost A crucial institutional “value added” for the research potential of UCSF faculty, students, staff A crucial institutional “value added” for the research potential of UCSF faculty, students, staff