1. Defining the Expectations of the Director of Administration at the University of Maryland Marlene and Stewart Greenebaum Cancer Center

2. Expectations of AD for Administration

3. UMGCC Associate Director for Administration Has complete responsibility for figuring out how to make all of the ideas happen!

4. Role of the AD for Administration: The glue 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

5. 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

6. 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

7. 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.

8. Cost Savings by Strategic Reorganizations

9. UMGCC Reorganizations That Have Created Cost Savings  Finance Office reorganized  Shared Services (Flow, Translational Lab, Structural Biology, and Clinical Research Office)  Hired Administrative Staff  Improving IT infrastructure  Impact: increase collections, more efficient administration, cost reductions

10. Implementation of Strategic Plans – 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.

11. Management 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

12. What Roadblocks Decrease Efficiencies and Effectiveness

13. 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

14. Defining Expectations Final Thoughts  Expectations should be realistic  Confined by limitations of  Space  Funding  Organizational issues  Strategic Plan should be roadmap  Expectations are realized through  Cancer Leadership working together  Informal organizational working relationships  Creativity