Merging Department and Central Office Functions: A New Model of Operation

1. Merging Department and Central Office Functions: A New Model of Operation presented by John Radkowski, Industry Relations Manager Mae C. Moredo, Research Services Manager University of California, San Francisco Diabetes Center / Immune Tolerance Network Business Research Unit NCURA Regional Meeting 06 April 2009

2. The University of California San Francisco Strategic Goals: Innovating and Collaborating Translating Discoveries Educating Leaders Providing High Quality Care Nurturing Diversity Supporting Work Environment Serving Community

3. Introduction Immune Tolerance Network

4. …a history of innovation …a vision of a cure To bring lasting improvements in the quality of life to diabetes patients in the Western United States, both type 1 and type 2. www.diabetes.ucsf.edu RESEARCH EDUCATION  QUALITY CARE

5. Immune Tolerance Network To advance the clinical application of immune tolerance by performing high quality clinical trials of emerging therapeutics integrated with mechanism-based research. To achieve immune tolerance to prevent and cure human disease www.immunetolerance.org Innovation  Integrity  Conviction  Collaboration

6. THE PROBLEM Large volume of new contracts, grants, MTA’s, Subcontracts and Industry Agreements from DC/ITN Agreements required specialized knowledge and dedicated personnel. Competing priorities in C&G and Industry Offices Proposal deadlines were challenging. Differerent priorities.

7. THE PROBLEM Expectations of the faculty were not being met ITN Subcontracts were taking 6 -18 months to negotiate Material Transfer Agreements taking 6 months to complete. Turn around time for review, negotiation and execution was causing anxiety and lags in achieving research goals. The BRU was formed in 2005.

8. THE PROBLEM FACULTY SATISFACTION DECLINED

9. THE OPPORTUNITY QUALITY IMPROVEMENT PROGRAM RESPONSIVE SUPERIOR QUALITY SERVICE HYBRID ORGANIZATION

10. THE OPPORTUNITY • Improve efficiency and streamline processes • Improve service to PI’s and add value • Reduce turn-around time • Produce administrators fully trained • Increase faculty satisfaction

11. THE CONCEPT Department + Central Office = BUSINESS RESEARCH UNIT Authority to submit, negotiate and approve “laser” like focus on a single Department, Research Program and / or Organized Research Unit.

12. DC/ITN Before the BRU OSR Agency DEPARTMENT Award

13. The BRU DC/ITN BRU Agency

14. Getting Started ISSUES Encountered • People • Training • Support • IT Issues • Audit and Compliance • Cost

15. The Team: 5 Key Roles • Sr. BRU Administrator (Central) • Research Services Manager (Department) • Industry Relations Manager (Central) • ITN Subcontract Manager (Department) • Research Services Analyst (Department)

16. Organizational Structure

17. Diabetes Center/ ITN Associate Director/CFO BRU Sr. Manager Diabetes Center Finance Manager ITN Finance Manager BRU and Post Award

18. What’s in the Menu? Proposals Federal, State, and Local Grant and Contract Proposals Non-Profit Proposals Private Grant Proposals Fellowship Applications Industry Proposals Collaborative Research Proposals

19. What’s in the Menu? Awards/Agreements Federal Grants Federal Contracts State and Local Contracts and Grants Clinical Trial Agreements Confidentiality Agreements Collaboration Agreements Sponsored Research Agreements Material Transfer Agreements Outgoing Subcontracts Incoming Subcontracts

20. Side Dish Also lend support to the following areas: Procurement Post-Award activities Technology licensing

21. A Typical BRU Day PI and BRU Interaction BRU and Funding Agencies

22. Proposal Operation • Review announcements/opportunities with PIs • Prepare all Institutional and Agency compliance forms, attachments • Collate/Organize final proposal • Apply Institutional Authority and Submit

23. Follow Through • Comply with JIT or other agency requirements • Negotiate/Accept Awards • Set up award in system • Submit annual reports, work with finance to complete financial reports • Respond to all agencies • Establish outgoing subcontracts that may be required

24. BRU Tracking • Weekly BRU submissions report • Monthly Submission monitor • Pending Applications monitor • eSNAP monitor • Subcontracts monitor • Running Success Rate monitor • Work Summary

25. Feedback and Success Turn-around time on ITN Subcontracts reduced from 18 months to 38 days and 80 days for complex contracts Turn-around time on Material Transfer Agreements reduced from 6 months to an average of 15 days Proposal deadline issues minimized

26. Faculty satisfaction increased BRU serves as resource to other Departments (RSAs and PIs) Diabetes Center survey ranked administration as one of the top strengths. Similar survey to campus ranked administration as one of the top weaknesses. Feedback and Success

27. Where our PIs send proposals Federal Others Data Source: BRU Submissions List Jan ’07 – Dec 15 ‘08

28. How are we doing so far? • Success rates NIH – 53% DOD – 16.6% (1/6) Private Sponsors – 55% Overall – 52.6% (50/95) Data Source: BRU Submissions List since Jan ’07 – Dec ‘08

29. BRU moving forward… • Challenges • Innovations • Replication of the model • Expansion of work scope

30. Thank you! Questions? John.Radkowski@ucsf.edu mmoredo@diabetes.ucsf.edu