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Transitioning from Individual Projects to Center Grants
Department of Health Department of Health Care ManagementCare Management
Center for Health Center for Health Incentives and Incentives and Behavioral Economics, Behavioral Economics, Leonard Davis Institute Leonard Davis Institute
CHERP, Philadelphia CHERP, Philadelphia VA Medical CenterVA Medical Center
University of Pennsylvania University of Pennsylvania School of MedicineSchool of Medicine
Perelman School of Medicine Symposium
Kevin Volpp, MD, PhDJune 22, 2012
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Imagine if. . .
You have been a well-funded and successful investigator
You are 6-7 years + into your academic career
You have gotten a bunch of R01s and built a solid record of accomplishment
You feel that you need an overarching platform for your work ‘to take it to the next level’
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Reasons to go for it
• Center grants confer additional external recognition
• Branding can help bring more opportunities your way and help with dissemination
• Provide administrative support that can provide ‘glue’ for work between investigators
• Helps you think more deeply about what you want to accomplish
• Help confer the sense to NIH and others that you lead one of the best groups in your field
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Reasons not to do it
• It is an enormous amount of work to put together a competitive Center grant application
• Have to think carefully about whether it helps you achieve your goals more efficiently than alternatives
• Some external branding can be done without a Center grant; key issue is how influential your science is
• Building a Center involves enormous investments of time; this may in many cases reduce your academic productivity
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Talk Outline
• P01 application (unsuccessful)
• P30 Application (successful)
•A few words on funding from corporations
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P01 Components
• Cores– Admin Core – “the glue that makes sum larger than the parts”
– Data/Methods Core – Choice
• Projects– Typically between 3-5– Lowest scoring can potentially be dropped– Need a minimum of 4
•Each part gets scored and then overall score is given
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P01 Application Planning and Orchestrating
• Form an investigative team and define roles
• Solicit external and institutional support
• Create a checklist
• Set internal deadlines and stick to them
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Many pieces establish team leads
Project 2 PI
Project 3 PI
Project 4 PI
Project 1 PI
Biostatistics Core PI
Administrative Core PI
Process Evaluation Core PI
Advisory Board
DSMB
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Many pieces – establish team leads
Administrative CoreKevin Volpp, M.D., Ph.D., Director
George Loewenstein, Ph.D., Associate Director
Figure 1. Program Project Grant Organizational Structure
Steering CommitteeP01 PI and Co-PI
Project PIsCore PIs
Associate DirectorsAdmin Manager
National Advisory Committee
Project 1PI: Kevin
Volpp, M.D., Ph.D.
Project 2PI: Jalpa
Doshi, Ph.D.
Project 3PI: Jennifer
Elston Lafata, Ph.D.
Project 4PI: George
Loewenstein, Ph.D.
LDI CHI P01 CoresBiostatistics and Data Management (BDM) (Troxel)
Process Evaluation and Cost Effectiveness (PE-CEA) (Shea and Glick)
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Describe fit within University and enlist support from relevant organizational leadership
Leonard Davis Institute (LDI) Executive Director Asch
School of Medicine
Nursing School
Figure 1: Relationship of LDI CHI to UPenn’s Administrative Structure
Central University Administration (Trustees, President, Provost)
Wharton School
Arts and Sciences (SAS)
Center for Health Incentives, LDI (LDI CHI) Director, Volpp
NIA P30 on Demography of
Aging Soldo, Director
Institute on Aging,
Trojanowski, Director
Figure 1. Related entities
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Leverage all available resources
• External letters of support – well-placed EAB and DSMB
• Internal letters of support
• Make friends with the super-helpful people in the PSOM Office of Research Program Development
– Liz Bien x8-2726, http://www.med.upenn.edu/rpd/index.html
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Putting the application together
• Oversight of a P01 submission is like oversight of an active program project grant
–Solicit input from and delegate tasks to team members–Stay on schedule–Mediate differences of opinion–Review progress regularly–Avoid overlap in scope among pieces–Build rapport and dialogue with NIH program staff about the proposal: you need them to buy in to what you are trying to do
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Create a submission checklist and set internal deadlines
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Drafting the pieces – lots of details. . .
TABLE III
PERCENT USE OF EACH CORE BY EACH PROJECT IN THE FIRST YEAR
PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4
Core A: Administrative 25% 30% 25% 20%
Core B: Biostatistics and Data Management 30% 30% 20% 20%
Core C: Process Evaluation and Cost-Effectiveness Analysis 27% 27% 27% 19%
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More than just details. . .
•Whole must be bigger than proverbial sum of parts
• Omit redundancies and discrepancies among cores and projects
•Get signed subcontract budgets in time to modify overall grant budget, if necessary
•Letters of support
•Understand the sheer volume of documents (CHIBE’s P01 was 796 pages long with a 6 page table of contents)
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Assembling the documents
• This will take an entire day or two, no matter how much support you have
• Allow time to review and re-review everything
• Rally help early –Administrative staff–Business office staff–Office of Research Program Development
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Key lessons
• Carefully match your interests and likely availability of funding (NIA ended up only funding P01s with scores in 1.0-1.2 range in 2009)
• If your project isn’t funded, don’t give up!
• Individual projects can be submitted as R01s
• Cores can be modified for use in other proposals
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What is a Roybal Center?
• NIH P30 center grant
• Authorized by Congress in 1993
• Named for former House Select Committee on Aging Chair Edward R. Roybal (U.S. House 1963-1993)
• Purpose: Build a research infrastructure to enhance basic research and accelerate development of new ideas; foster academic, public, private collaborations
• Goal: Translation of research into applications that can be moved quickly into practice to improve the health and well being of older adults
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P30 application
• Roybal P30 Centers – 5 year grants focused on administrative support and pilot program support
• • Existing Centers had to apply for renewal at 2009
• In 2008, NIA let it be known that they were looking to bring in at least 1-2 new Centers
• In 2009, we applied for and became one of 13 Roybal Centers nationally
Kevin Volpp, MD, PhD – not for reproduction without permission
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13 Roybal Centers nationwide1. Roybal Center for Translational Research on Aging, Harvard (Christakis) (social
networks)
2. Behavior Change in Health and Saving, NBER (Laibson)
3. Northwest Roybal Center, University of Washington (Teri) (cognitive impairment)
4. PENN CMU Roybal Center on Behavioral Economics and Health (Volpp and Loewenstein)
5. Roybal Center for Translational Research on Aging and Mobility, UAB (Ball) (mobility in older adults)
6. Center for Translational Research on Chronic Disease Self-Management, Indiana University-Purdue University at Indianapolis (Callahan)
7. Roybal Center on Advancing Decision Making in Aging, Stanford (Garber)
8. Roybal Center for Health Policy Simulation, USC-RAND Corporation. ( Goldman)
9. Midwest Roybal Center for Health Promotion and Translation, UIC (Hughes)
10. Princeton Center for Research on Experience and Well-being (Krueger and Deaton)
11. Roybal Center for Financial Decision Making, RAND Corporation (Kapetyn)
12. Oregon Roybal Center, OHSU (Kaye) (Mobility and cognitive function)
13. Cornell-Columbia Institute for Translational Research on Aging, Cornell and Columbia (Reid) (pain management)
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You have to convince NIH that Center plan makes sense
• Big picture here is very important–How does the new center fit into your research group’s organizational structure?
–How does the new center fit into Penn’s organizational structure?
•Can it leverage existing relationships and resources at Penn?–Show basic ingredients for successful Center exist (abundance of talented faculty)
–Demonstrate ways this complements existing activities–Reasons why UPENN is the best place in US for this
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Describe where it fits within UPENN and obtain support from leaders of related entitites
Leonard Davis Institute (LDI) Executive Director Asch
School of Medicine
Nursing School
Figure 1: Relationship of LDI CHI to UPenn’s Administrative Structure
Central University Administration (Trustees, President, Provost)
Wharton School
Arts and Sciences (SAS)
Center for Health Incentives, LDI (LDI CHI) Director, Volpp
NIA P30 on Demography of
Aging Soldo, Director
Institute on Aging,
Trojanowski, Director
Figure 1. Related entities
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Planning organizational structure of Penn-CMU Roybal Center on Behavioral Economics and Health
CHIBE
Administrative CoreAdministrative support
RetreatsDissemination
Training
Pilot CorePilot Projects
Co-InvestigatorsCMU FacultyPenn Faculty
Trainees
Principal InvestigatorKevin Volpp, M.D.,
Ph.D.
Co-Principal InvestigatorGeorge Loewenstein,
Ph.D.
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Planning – create a submission checklist and set internal deadlines
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P30 – once it is funded
• Start thinking about renewal!
• What constitutes success
• Focus on elements that will make your Center unambiguously successful
• Keep records of new grants, papers, press, evidence of translation of research that can be used at time of next renewal to make that process simpler
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Corporate Research Portfolio
• Diversification of funding useful
• Opportunity to raise more flexible funding
• Need to find a match between your interests and corporate interests
• Non-negotiable: full access to data and full rights to publish
• Most everything else is negotiable
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Corporate Research Portfolio
• Biggest advantage: allows you to do things you otherwise couldn’t do
– Humana simplicity plan
– Discovery trial of physical activity in 11,000 people
– Aramark food pricing studies
– Weight Watchers Cost sharing trial
– CVS Caremark medication adherence studies
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Corporate Research Portfolio
• Pros:–Leverage corporate infrastructure to recruit participants, collect data
– If your research is successful, good chance they will translate it into practice!
– Don’t need to limit price to costs; more flexibility in budgets– Can include administrative costs in your budget
• Cons:– Companies often have shorter time horizons – In our experience they are generally more interested in smaller studies and not definitive longer term studies
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Summary
• Center grants can help you ‘take your research to the next level’
• Think carefully about whether this is actually a logical evolution of your career; many people may be happier running a smaller research group
• If you are going to do this, need to put a lot into the applications; need to convince them that UPENN and your group is the group to fund
• Consider alternatives such as corporate sponsorship as a complementary way of supporting and building your program
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Questions?
Email: [email protected]
Research: chibe.upenn.edu