Institutional Investment in Cores

Transcription

1 Institutional Investment in ores Tracking Return on Investment heenah M. Mische, Ph.D. Thomas Winner, MBA

2 NYULM ffice of ollaborative cience () ETABLIHED IN 2010 T BETTER MEET THE NYULM IENTIFI MMUNITY REEARH NEED BAED N A LLABRATIVE MDEL F INTERDIIPLINARY IENE AND ADMINITRATIN T ENHANE TRATEGI PLANNING AND INVETMENT ores accessible to entire institution, with advisory and user committees Facilitate crosstalk between researchers and clinicians from different fields, AHs, organizations, companies entralize resources to fund instrumentation and staff Recruit/nurture/retain scientists with high level of scientific and analytical expertise and strong collaborative nature and desire for core science with career path opportunities, education / training Promote strong educational program to enhance technology access and visibility 2

3 ores Foster Democratization of cience ores have gone from useful to EENTIAL Younger, less funded investigators rely heavily on the cores for access to technology and aid grant submission Even the playing field for young investigators ores are integral part of faculty recruitment The ores tipped my balance to come to NYU. Jef Boeke

4 7 RITIAL MPNENT 1. TRNG AND NITENT INTITUTINAL UPPRT Leverage institutional support to subsidize access to expertise, establish institutional knowledge management 2. TRNG VERIGHT MMITTEE Ensure the alignment, productivity, and financial solvency of cores by forming committees to oversee the activities and performance of all shared resources. 3. MAKE DATA-DRIVEN DEIIN Use data and analytics to understand core user needs, track value added, and evaluate performance. 4. ENTRALIZED AND TRANPARENT BILLING reate a single administrative group to handle billing and financial reporting for cores. 5. IENTIFI EXPERTIE Hire scientists who are educators, innovators, and collaborators to advance research and connect the scientific community in new ways. 6. REATE ATIVE FAULTY UER GRUP Leverage teams of influential investigators to support individual cores, evaluate instrumentation and staffing needs and assist with extramural grant funding activities. 7. FTER TEAMWRK & LLABRATIN Enhance interdisciplinary approaches through core directors and investigator interactions.

5 ores are not ervice enters ores allow access to cutting edge technologies and subjectmatter expertise that cannot be replicated in labs ervice enters are non-technical services printing, or aggregated purchasing services like the Vendor Program ANNT BE 100% T REVERY V. Trained pecialists & Technology elf-erve Instrumentation

6 ores Require Investment As mandated by the NIH, the best ores can do is break-even A break-even state assumes core staff is 100% focused on billable activities ores produce significant value that is not captured on a traditional P&L statement perational losses from cores are investments that produce future returns for NYU s research community

7 hallenge: convert operational loss to INVETMENT $12.0 $10.0 $8.0 Grant FF $M $6.0 NYUM $4.0 $2.0 Institutional Investment $- FY2011 FY2012 FY2013 FY2014 FY2015

8 Institutional investment goes beyond subsidizing pricing Visibility and prestige external Impact recognition on grants PI grants L Innovation Publications IP / licensing fees Quality improvement ertification Best practices P Industry engagement ommunity engagement Alignment with institutional values ontributions to training / education Mentoring Active advising Faculty recruitment Faculty retention Drive efficiencies cost savings Bulk orders / service contracts

9 What is RI???? RI = Return n Investment An assessment of outcomes relative to expenses Academic RI is very different from the business definition Academic outcomes are not primarily financial utcomes of Research are not measured well Good Academic Research has a long-term return hard to measure How to make the intangibles tangible?

10 alculating RI Institutional investment in developing Remicaid $157 million in research-related income on $210 million in R&D expenditures (75% yield) ores $7.5M income on $3.4M R&D expenditures (200% yield) Actually higher rate of return, considering both direct and indirect funds retained internally

11 INTITUTINAL INVETMENT 11

12 Institutional Investment (resource development)

13 NT Priceless What is the value of a grant submission? What is the value of a protocol developed to support a grant submission? What is the value of a contribution to a publication? What is the value of data contributed to a publication? What is the value of a lecture? What is the value of new protocol development? Keeping grant dollars in house (cash flow)

14 ore Nonbillable Events Activity h Details % Effort 50h/wk Informal education efforts 8.0 onsulting, mentoring, experimental design (PI's, users, technicians etc), explaining data in person or via 16% Writing 1.0 Letter of support, contributions to ms, other 2% Grant writing % Presentations and PR activity* Formal education efforts 2.0 lide preparation for talks and presentation at institutional, external national and international conferences 1.0 2% Meetings (Admin) 1.0 ore Director meetings, 2% 4% Development of new techniques ** % Total 58%

15 45% of NYULM funded grants specify cores Flow ytometry Histopathology GT Microscopy IH Proteomics RGE L (3 services) AI BR RB RNAi BR Analytical hemistry shrna IM

16 ores ontribution Deep vs. Broad 5 Deep: Intellectual Impact Broad: PI Utilization: Number of Labs

17 ores: Unique Value reation In addition to common metrics, specific cores provide additional items to track: Deep vs. Wide Impact (user base) Time & Efficiency avings Valuable pecimen Assets avings vs. utsourcing, individual resourcing Risk Mitigation ores allow NYUM to do more with less

18 RI for ores: a work in progress Alberts, B., Kirschner, M.., Tilghman,. and Varmus, H. Rescuing U.. Biomedical Research from its systemic flaws. PNA, U..A. 111; hang M et al. U.. National Institutes of Health ore onsolidation Investing in Greater Efficiency. J Biomol Tech Apr; 26(1): 1 3 National Institutes of Health Association of Biomolecular Research Facilities Workshop on Enhancing Efficiency of Research ore Facilities: Workshop Report. March 28, 2015.ciency. J Biomol Tech Apr; 26(1): 1 3 FAEB. ustaining Discovery in Biological and Medical ciences: A Framework for Discussion Farber GK and Weiss L., ore Facilities: Maximizing the Return on Investment. cience Translational Medicine. 2011; 3(95):95cm21 National Institutes of Health - ollaboration and Team cience: A Field Guide (Bennett, L.M., Gadlin, H., Levine-Finley,.) 2010 ommittee on Advanced Research Instrumentation, National Academy of ciences, National Academy of Engineering, Institute of Medicine. Advanced Research Instrumentation and Facilities Angeletti RH(1), Bonewald LF, De Jongh K, Niece R, Rush J, tults Research technologies: fulfilling the promise. J FAEB J Apr;13(6): Resource haring in Biomedical Research (1996) Kenneth I. Berns, Enriqueta. Bond, and Frederick J. Manning Editors; ommittee on Resource haring in Biomedical Research, Institute of Medicine