Campus Core Research Facilities at UCSF

1. Campus Core Research Facilities at UCSF • KeithYamamoto • yamamoto@medsch.ucsf.edu • CTSI TTR Leadership Retreat • November 6, 2007

2. Ad hoc core research facilities Provide advanced instrumentation and/or research services needed by a cluster of investigators • The current situation: • 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 • Cores lack resources to update instruments, or for staff to develop new technological capabilities • Lack of central coordination compromises quality and needs assessments, decision-making to expand or downsize

3. Campus Core Research Facilities (CCRFs) Provide instrumentation and services needed by broad segment of research community; accessible by all • Necessities for success: • 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 • Policies and resources for continuous acquisition of state of the art equipment • Stable academic appointments for CCRF Directors that lead in creating new instrumentation and/or capabilities, and in user education

4. Proof of Principle: UCSF Genomics CCRF • Consolidated administration, services across facilities at PH, MB, MtZ, Gladstone • Eliminated service, equipment and personnel redundancies, releasing space and $490k to establish new service capabilities • Brought together campus experts in genomic technologies, enhancing service and education • Coordinated financial management; expanded authority for rate adjustments that better reflect actual use • Mechanism to coordinate needs assessments and assure broad campus constituency

5. Proposed CCRF management and support structure • Executive Director: oversees business and operations administration, coordinates acquisition of resources • Steering Committee: works with Executive Director to oversee planning, prioritization, evaluation • Centralized, web-based business managementsystem for oversight of operations, tracking of services, recharge collection • Costs of services to be covered by rechargeincome within three years of CCRF establishment • Institutional support: to seed equipment acquisition and updating, support professional staff development of technical advances, educate users

6. Proposed CCRF scientific planning and oversight • CCRF Steering Committee: • – CCRF Executive Director • – EVD or Vice/Assoc Deans for Research (or designees) • – Directors of CCRFs (or designees) • – faculty representatives • – appointed by and reports to Vice Chancellor for Research • CCRF Steering Committee responsibilities: • – evaluation of existing CCRFs • – establishment or termination of CCRFs • – allocation of supplementary funds • – strategic planning

7. Current Activities to Anticipate and Facilitate CCRFs • Relevant campus-level activities • CCRF proposal to Executive Budget Committee 2006, 2007 • UCSF Strategic Plan: top priority to CCRFs • Search underway for Vice Chancellor for Research • Core Facilities Working Group (CFWG) • Ad hoc, from SOM, CTSI, TTR, CC, DC, CVRI, QB3, Gladstone • Governing Principles: • – coordinate only core functions with campus-wide scope and access • – individual core technologies divided amongst existing entities • – entities function autonomously, interact through CFWG • – CFWG facilitates inter-core communication, coordination, services • – CFWG communicates its activities to EVC, will work with VCR • Defining individual cores and core-specific planning groups • Defining scope and mechanisms of coordination functions • – vetting proposals for new/modified cores? • – centralized recharge?