Cancer Center Administration

University Of Wisconsin-Madison, Madison WI

Investigators

Linked publications, trials & patents

Abstract

PROJECT SUMMARY – ADMINISTRATIVE CORE Successful cancer centers, whether freestanding or matrix, master complexity, navigate dynamic external environments, and deliver cancer discovery to their community and patients. Effective administration provides infrastructure of quality services and partners with leadership and stakeholders to prospectively design a strategic future orientation in the form of a plan. UWCCC Administration oversees 37 FTEs with key activities including: lead, draft, and execute UWCCC’s strategic plan; develop and manage multiple and complex sponsored research awards (pre and post); provide fiscal oversight; govern information systems and informatics; direct marketing efforts; direct multidisciplinary translational research administration; coordinate training and public/professional education initiatives; administer community outreach and engagement efforts; coordinate development efforts; manage facilities; provide human resources; embrace differences and promote fairness and equity while fostering a sense of belonging; and continuously improve the organizational structure necessary to accomplish the center’s educational and research missions. UWCCC encompasses 218 core members, >290 staff FTEs, a $31M annual overall budget, and a $5.3M annual administrative budget. UWCCC’s administrative infrastructure successfully achieved many high impact accomplishments during the award period, including: 1) the creation of a center-wide strategic plan and (85%) completion of a prior plan; 2) successful centralization of COE operations; 3) the formation of inaugural educational coordination infrastructure; 4) the creation of key inaugural steering committees to govern CTMS informatics, campus-wide shared resource management and Oncology education; 5) the creation of the inaugural clinical research internship; 2019 formation of diversity and equity staff committee; 6) successful intermural funding application and state funding request for precision medicine omics database ($450K/annual); 7) expansion of complex grant submissions including two SPOREs, successful NCTN and CISNET awards, and an increase of >10 P/U mechanism submissions from prior grant period; 8) expansion of clinical trials navigation office; 9) restructure of clinical trials office to include a multi-site office and new key disease team roles in education and protocol activation, meeting both mission needs and retaining key staff with career paths (turnover never exceeding 25%); 10) launch an inaugural campus-wide shared resource marketing fair; 11) expand the trial budget negotiation capacity by supporting a 42% increase in new contracts, while decreasing the average budget negotiation by 63 days; 12) propose a successful award in informatics (CCSG 46S3) to develop solutions to the time-consuming, and repetitive EHR builds of clinical trial treatment plans; 13) and closeout (>5–20 years of age) trial accounts to reinvest $1.5M into clinical research expansion.