CENTRAL COORDINATION OF CORE FACILITY MANAGEMENT CHALLENGES, SOLUTIONS AND BEST PRACTICES

Transcription

1 CENTRAL COORDINATION OF CORE FACILITY MANAGEMENT CHALLENGES, SOLUTIONS AND BEST PRACTICES NIH-ABRF WORKSHOP ON ENHANCING EFFICIENCY OF RESEARCH CORE FACILITIES MARCH 28, 2015 JULIE A. AUGER ASSOCIATE DIRECTOR, CAMPUS CORE FACILITIES PROGRAM

2 A Perspective Informed by 3 Institutions University of Chicago OSRF in 2000 BSD 25 Cores University of California San Francisco RRP in Cores University of California Davis CFP in /- 170 Cores

3 CENTRALIZATION: WHAT IT IS NOT

4 Centralized Core Management: What it is not Sun- setting & Layoffs Empire Building Co- localization of all facilities to one building. Scientific & technology decisions being made by a single administrator

5 CENTRALIZATION: WHAT IT IS

6 Centralized Core Management: What it is Systematic tools to support/enhance operations of shared research facilities Processes for effective review & transparency of available resources Effective information gathering & sharing for informed decisions making research dollars go farther

7 BENEFITS

8 Centralization: What are the benefits? For Cores: Increased awareness of operations Financial stability & ability to plan; efficient billing & recovery Support for needs assessments Ability to focus on science and technology, not administrative tasks

9 Additional Benefits to Cores: Focus on education (staff & clients) Increased investment by funding agencies Increased attention to deferred maintenance Efficiencies of scale for specialized support

10 Centralization: What are the benefits? For Institutions: Increased strategic investment opportunities Increased faculty satisfaction regarding service & access = recruitment & retention benefits Ability to leverage group buying power Increased revenue recovery from external sources Reduced audit risk (i.e. elimination of inequitable charge practices) Reduction of deficit spending by shared research facilities

11 APPROACH

12 Central/coordinated funding could support the following possibilities: Central specialized business functions Educational experiences beyond service mission (undergrad, grad & professional schools) and technical training Ability to conduct R&D that enables the development of next- gen applications and/or technologies Recruitment, retention and continuing education of core scientists to ensure they have skill sets relevant to the research community needs

13 Keys to Success

14 Keys to Success Core Directors retained autonomy over the things they are really good at: scientific and technology decisions Personnel management R&D Central Administrators served as partners to ensure Core Directors were getting the most information to make those decisions and supported cores in areas they were not so good at, like business skills.

15 Keys to Success Leadership that believed in the promise of coordination and a bit of social good in a meritocratic environment Leadership in institutional NIH- funded centers who saw the logic & were willing to discuss a coordinated approach with cross- Institute NIH Program Officers and University Center Directors

16 Keys to Success Recognition that one- size does NOT fit all

17 Keys to Success Realization that while committee work is slow, broad discussion is important for institutional guidelines, policies and investments

18 Keys to Success A recognition by the NIH that NIH- funded core facilities are key to the scientific mission NCRR Workshop in July, 2009 Request for Comment and subsequent publication of FAQs

19 WHERE DO WE START?

20 Core Director Challenges: desperate for solutions Communication & Visibility Tools (yes, please) Search engines Websites Sponsored technology seminars and Core Expos Grant writing support (yes, please) Instrumentation grants Center grants Equipment management (yes, please) Service contracts/maintenance Inventory Mechanisms for researcher training & education to create an nimble user base (we can t charge we re an ACADEMIC institution)

21 Institutional Challenges: desperate for solutions Need for change while keeping institutional integrity (history of R0-1 based culture) Need reduction in deficit spending by cores and researchers Limited process for evaluation of ad hoc subsidy requests Improvement to risk management (financial audit, biosafety, IP protection) Faster discoveries resulting in increased external support of research activities A content, successful, engaged research community

22 BEST PRACTICES

23 Solutions/Best Practices Invest in Core Scientists technology is just hardware develop requirements for continuing education of core scientists to adapt to changing technologies and applications available (really you will pay for me to go to a conference? Or no, I don t want to learn anything new.) Specialized expertise in financial management (What do you mean?) Rate setting methodology Monthly financial reports of revenue & expenses of full portfolio Spending decisions Tools (use better not be harder than what I currently do.) Electronic Usage tracking Online scheduling & service requests including estimates Automated monthly billing

24 Solutions/Best Practices (continued) Balance rechargeable activities with subsidization of R&D and Training/Education Definitions What is a core? What is a Faculty Director vs a Technical Director vs a Core Manager? Consistent Guidance (I was ok flying under the radar) Regulatory issues: biosafety, audit compliance, Unrelated Business Income Tax Biosafety Work with external clients Business Contracts, IP consideration Develop appropriate incentives at EACH stage (Do not expect anyone to change if it is not easier, better, cheaper or worth the additional cost)

25 COMMUNITY OPPORTUNITIES

26 Needed Program Development - Opportunities Core Directors (non- faculty) as PI on S10 grants a key change to moving toward more shared environment but many Institutions remain opposed Program support to train Core Scientists in business skills necessary to be more efficient business managers (this is not your routine research lab) Improved programmatic support for acquisition of cutting- edge technologies in core facilities. Personnel and service contract support is critical during early years of building a sustaining user- base.

27 Cultural Change is the Biggest Obstacle of All It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. ~Charles Darwin