Shared Resource Management

项目总结/摘要 共享资源设施（SRF）的管理促进了战略科学目标的执行 Markey癌症中心（MCC）。自成立以来，MCC战略成果框架受益于强大和经验丰富的 领导力，MCC和肯塔基州大学的重大投资和支持，利用独特的 促进有效提供和协调服务的进程，以及通过评价和 咨询委员会和MCC主任理事会的监督。战略成果框架管理的目标是： 促进最先进的技术，方法和内容的专业知识，以促进MCC的科学战略 在三个研究计划; 2）进行严格的监测和评估过程和支持 财务状况良好，有利于战略成果框架基础设施的稳定，3）促进对千年挑战中心的有力和稳定的访问， 通过创新举措。SRF在NCI 2018年的现场访问中获得了更高的评级， 在服务的广度、技能的深度和服务的提供方面， MCC项目的研究方向。此外，战略成果框架的管理以综合管理文化为指导， 与千年挑战中心的研究人员建立合作关系，正式确定战略成果框架之间的交接程序 促进加强支持和MCC研究从基础科学到临床的双向连续性 并融入社区。MCC得到七个既定战略成果框架的支持：生物标本采购和 转化病理学（BPTP），生物统计学和生物信息学（BB），癌症研究信息学（CRI）， 流式细胞术和免疫监测（FCIM）、氧化还原代谢（RM）、癌基因组学（OG）和 患者导向和人口科学（POP）作为本申请中的新的全面运行设施， 严格的战略成果框架管理评价程序和咨询委员会的建议， 批准SRF由共享资源副主任Heidi韦斯博士（TO）领导;她由 博士Thèrése Bocklage（MCO）战略成果框架管理办公室和管理协委会共享资源助理主任 局自2018年以来，MCC已投资830万美元用于SRF增强。SRF的使用是稳健的， 大量的用户; SRF也适当地优先考虑他们的服务，从用户的百分比可以看出， 2018-2022年MCC成员：BB（156名用户，79%），BPTP（150名用户，61%），CRI（161名用户，65%）， FCIM（87名用户，61%）、OG（61名用户，69%）、POP（34名用户，71%）和RM（72名用户，68%）。MCC研究 计划成员大量使用SRF如下：分子和细胞肿瘤学的84%， 转化肿瘤学和82%的癌症预防和控制。管理协委会成员总数 所有的SRF始终保持较高水平（MCC的前两个CCSG周期分别为151和171）。财政 管理协委会行政部门的管理和业务规划确保战略成果框架收入机制和财务 过程是稳健和适当的。这些管理战略和随之而来的增值指标 展示战略成果框架的关键作用及其对千年挑战中心使命的直接贡献。

PROJECT SUMMARY/ABSTRACT Management of Shared Resource Facilities (SRF) fosters the execution of strategic science goals of the Markey Cancer Center (MCC). Since their inception, MCC SRFs have benefitted from strong and experienced leadership, significant investment and support from MCC and the University of Kentucky, utilization of unique processes to facilitate effective delivery and coordination of services, and governance by evaluation and oversight from advisory committees and the MCC Director’s Council. The aims of SRF Management are to: 1) Promote state-of-the-art technology, methodologic and content expertise to foster MCC scientific strategies across three Research Programs; 2) Conduct rigorous monitoring and evaluation processes and support financial health for stability of SRF infrastructure, and 3) Facilitate robust and stable access to MCC shared resources through innovative initiatives. The SRFs received improved ratings from NCI’s 2018 site visit and have exhibited continued growth in breadth of services, depth of skills and service provision aligned with the research direction of MCC’s programs. In addition, SRF management was guided by a culture of integrated and collaborative relationships with MCC researchers with formalized processes for hand-offs among SRFs facilitating enhanced support and the bi-directional continuum of MCC research from basic science to clinic and into the community. MCC is supported by seven established SRFs: Biospecimen Procurement and Translational Pathology (BPTP), Biostatistics and Bioinformatics (BB), Cancer Research Informatics (CRI), Flow Cytometry and Immune Monitoring (FCIM), Redox Metabolism (RM), with Oncogenomics (OG) and Patient-Oriented and Population Sciences (POP) as new fully operational facilities in this application resulting from rigorous SRF management evaluation processes and advisory committee recommendations and approval. SRFs are led by Dr. Heidi Weiss (TO), Associate Director for Shared Resources; she is assisted by Dr. Thèrése Bocklage (MCO) Assistant Director for Shared Resources, the SRF Management Office and MCC Administration. MCC has invested $8.3M in SRF enhancements since 2018. SRF usage is robust, evident by high numbers of users; SRFs also appropriately prioritize their services, evident by the percent of users from 2018-2022 who are MCC members: BB (156 users, 79%), BPTP (150 users, 61%), CRI (161 users, 65%), FCIM (87 users, 61%), OG (61 users, 69%), POP (34 users, 71%), and RM (72 users, 68%). MCC Research Program members heavily utilize SRFs as follows: 84% of Molecular and Cellular Oncology, 85% of Translational Oncology and 82% of Cancer Prevention and Control. The total number of MCC members using all SRFs remains consistently high (151 and 171 over MCC’s first two CCSG cycles, respectively). Fiscal management and business planning from MCC Administration ensure SRF income mechanisms and financial processes are robust and appropriate. These management strategies and consequent value-added metrics demonstrate the critical role of SRFs and their direct contributions to MCC’s mission.