Defining the Expectations of the Director of Defining the Expectations of the Director of Administration at the University of Maryland Administration at the University of Maryland

Marlene and Stewart Greenebaum Marlene and Stewart Greenebaum Cancer CenterCancer Center

Expectations of AD for AdministrationExpectations of AD for Administration

UMGCC Associate Director for UMGCC Associate Director for AdministrationAdministration

Has complete responsibility for figuring out how to make all of the

ideas happen!

Role of the AD for Administration: The glue Role of the AD for Administration: The glue that holds the Cancer Center together!that holds the Cancer Center together!

Manage the entire UMGCC Administrative Team Shared Services Finance Grants/Contracts Clinical Research Office

Interface with UMGCC leadership Cancer Center Director/Deputy Director Program Leaders Shared Service Directors

UMGCC’s Forums UMGCC’s Forums

Weekly Clinical Research Meetings

Weekly Finance Meetings Monthly Research Council Annual Cancer Center &

Program Retreats Annual External Scientific

Advisory Committee External Peer Reviews

Administrator’s Interactions

Evaluate potential changes Develop new Shared Services/Programs Terminate existing Shared Services/Programs Consider value in replacing a SS/Program Director Funding support and tracking results for Pilot grants Merge existing Shared Services/Programs

Ideas initiated in any of the annual/monthly meeting forums listed in previous slide

Examples of A New Idea

Need for a Clinical Genomics Laboratory Presented and discussed in the Experimental

Therapeutics Program Presented, discussed and approved in the

Research Council meeting Presented and approved at the External

Scientific Advisory Committee meeting Presently being developed and organized by

UMGCC’s SS Director (Dr. Ambulos), the new SS Director (Dr. Zhao), and AD for Adm.

Cost Savings by Strategic ReorganizationsCost Savings by Strategic Reorganizations

UMGCC Reorganizations That Have Created Cost Savings

Finance Office reorganizedShared Services (Flow, Translational Lab,

Structural Biology, and Clinical Research Office)

Hired Administrative Staff Improving IT infrastructure Impact: increase collections, more

efficient administration, cost reductions

Implementation of Strategic Plans – Implementation of Strategic Plans – How do we pay for new initiatives?How do we pay for new initiatives?

New initiatives are either people, equipment, or/and space. How do we implement new initiatives with less money? Like recruits.

Management of Space IssuesManagement of Space Issues

Where are new recruits supposed to go? Dr. Ambulos has discussed new lab and SS

space being renovated to increase interaction among SS and increase usage

In addition, I review space annually with PIs and Cancer Center Director

Compare each lab’s total grant and contract dollars per square foot to a benchmark of $450 per square foot

Space is reallocated for inactive and unfunded research programs

This ensures equitable allocation of space and allows for future planning

What Roadblocks Decrease Efficiencies What Roadblocks Decrease Efficiencies and Effectivenessand Effectiveness

Organizational Roadblocks

Matrix Cancer Centers have to deal with multiple departments and organizations SOM vs. Hospital vs. UMB vs. UPI Multiple Departments vs. a Department of Oncology Sponsored Projects Administration (Grants and

Contracts Office) Sponsored Projects Accounting Compliance (SPAC)

Many of the organizations/processes are not within the Administrator’s control

Ends up being the Administrator’s responsibility to identify problems they create and fix them

Defining ExpectationsFinal Thoughts

Expectations should be realistic Confined by limitations of

SpaceFundingOrganizational issues

Strategic Plan should be roadmap

Expectations are realized through Cancer Leadership working together Informal organizational working relationships Creativity