ACHIEVING IMPACT THROUGH RESEARCH DEPARTMENT OF ONCOLOGY RESEARCH STRATEGIC PLAN 2017-2025

PREPARED BY AXLER & ASSOCIATES University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

Message from Head, Department of Oncology 4 Executive Summary 6 Introduction 8 Building on our Achievements 10 TABLE OF Our Changing Environment 11 Our Vision, Mission and Values 12 CONTENTS Strategy Framework 13 Strategic Pillar 1: Advancing our Research Foci 15 Strategic Pillar 2: Embracing Our Research Leadership Culture 18 Strategic Pillar 3: Building Capacity, Mentoring and Supporting Researchers 20 Strategic Pillar 4: Fostering Team Work and Collaboration 22

Enabling Strategies in Support of Our Strategic Pillars 24 Implementation and Measurement 25 Implementation Priorities: First 12 to 24 months 26 Closing Remarks 27

APPENDICES 28 APPENDIX 1: Summary of Current State and Directions of Research within the Department 29 APPENDIX 2: Summary of Recruitment and Infrastructure Requirements 32

2 3 Department of Oncology Research Strategic Plan 2017-2025

I am pleased to present the Department of Oncology’s 2017-2025 Research Strategic Plan, Achieving Impact through Research, which establishes a unifying vision for cancer research within the Department. I was appointed Academic Head to the Department of Oncology in January 2016 and continue to be impressed with the remarkable strengths and achievements of MESSAGE our clinical and research programs. We have a strong collaborative culture with a high-calibre team that is very engaged both on the clinical and research front. FROM HEAD, The next decade holds tremendous opportunities for the Department of Oncology. The new Cancer Centre will house many of the research programs. We have the opportunity now to create an innovative and robust roadmap for research that will ensure we grow into a cohesive research program and one that DEPARTMENT informs the new cancer centre. We are committed to building a sustainable research infrastructure that will allow us to increase our productivity and impact on cancer research. OF The research strategic planning process began in early 2016, which included holding the Department of Oncology’s inaugural Research Strategic Planning Retreat. This plan builds on the foundation of our Department’s excellent research successes. We have articulated a new vision, mission and values that will ONCOLOGY guide us and identified four strategic pillars that form the framework to achieve our plans. These include: • Advancing our research foci • Embracing our research leadership culture • Building capacity, mentoring and supporting researchers • Fostering team work and collaboration

This research strategic plan has bold aspirations and we are excited to embark on it. I appreciate the time, insights, and dedication of the Division heads, Dr. Greg Cairncross and members of the Charbonneau Research Institute, researchers and key partners who contributed to developing this plan, and will champion its implementation. I am also grateful to our strategy consultants at Axler & Associates, Helena Axler and Dr. Nancy Kraetschmer for their expertise in guiding us through this process. I look forward to continuing to work with the cancer community as we pursue our shared vision over the next decade.

Department Head, Clinical Department of Oncology, Calgary Zone Medical Director, Tom Baker Cancer Centre CancerControl Alberta, Alberta Health Services Professor and Head, Department of Oncology Cumming School of Medicine, University of Calgary 4 5 Department of Oncology Research Strategic Plan 2017-2025

The Department of Oncology, University of Calgary Cumming School of Medicine 2017-2025 Research STRATEGIC PILLARS GOALS Strategic Plan — Achieving Impact through Research — reaffirms the Department of Oncology’s longstanding commitment to leadership and excellence in cancer research. It establishes a unifying vision for cancer Advancing our 1-1 Define and communicate research foci research within the Department. 1 Research Foci 1-2 Accelerate research and ensure it is clinically focused and fully integrated with cancer care at the Cancer Centre The Department’s researchers and key stakeholders came together for a one-day strategic planning retreat 1-3 Develop approach to identify promising research opportunities, talented researchers, and funding to support the research in April 2016 to create this research strategic plan. We have a strong collaborative culture with a high-calibre 1-4 Encourage and support investigator-initiated clinical trials team that is very engaged both on the clinical and research front. We are committed to moving forward 1-5 Expand clinical trials focus and capability EXECUTIVE as a world-class research Department to drive cancer research that will result in improved outcomes for all cancer patients. Our goal for research is to achieve responsive system behaviours by generating, evaluating, Embracing our 2-1 Designate a research leader to drive the research agenda disseminating, and implementing compelling evidence and knowledge that best serves the whole cancer Research Leadership 2-2 Increase research participation among patients and staff patient. The plan outlines our vision, mission and values. 2 Culture 2-3 Identify and undertake research initiatives that can engage faculty and staff across Divisions and the Cancer Centre SUMMARY 2-4 Accelerate efforts towards an integrated research database to share patient data and health services data VISION Building Capacity, 3-1 Build capacity to support key research foci Creating a future without cancer 3 Mentoring and 3-2 Establish a mentoring program to support trainees, clinical and junior researchers Supporting 3-3 Recognize and reward success MISSION Researchers 3-4 Educate and cultivate the next generation of researchers To improve cancer patient care and health outcomes through integrated programs in cancer 3-5 Establish principles and a plan for how research is supported provincially prevention, patient care, research, and education Fostering Team Work 4-1 Develop shared infrastructure for clinical investigator-driven research VALUES 4 and Collaboration 4-2 Build a comprehensive team Excellence, Innovation, Collaboration, Engagement, Respect, Integrity and Courage 4-3 Promote partnership and collaboration in research both within and outside the Department

Enabling Strategies We will achieve our vision and mission through our research foci, strategic 5 Infrastructure 5-1 Improve access to data and data utilization pillars and enabling strategies. 5-2 Enhance research staff infrastructure to support the research mandate 5-3 Maximize use of technologies for communication of research activities RESEARCH FOCI: Funding 5-4 Develop and implement a targeted funding strategy

Communication and 5-5 Increase the profile of the research program by developing an effective and efficient communication strategy Alberta Branding 5-6 Explore philanthropic opportunities Precision Psychosocial Cancer Innovative Clinical Oncology and Prevention and Outcomes Radiation Research Experimental and Risk Overall, the Department of Oncology’s 2017-2025 Research Strategic Plan sets forth an ambitious, yet attainable, strategic plan Survivorship Research and Surgical Unit Therapeutics Reduction supported by specific goals and actions across four strategic pillars and enabling strategies. To ensure that we are successful in Research Network Techniques (CRU) (POET) achieving our goals, we have established the appropriate oversight of implementation, and commitment to measuring and reporting (ACORN) on our progress. We are proud of this plan and are committed to communicating and sharing it broadly so that the cancer community understands our direction for the next decade.

6 7 Department of Oncology Research Strategic Plan 2017-2025

The Department of Oncology, University of Calgary Cumming School of Medicine 2017-2025 Research The research program and its priorities are positively influenced by its relationships with key collaborators and Strategic Plan — Achieving Impact through Research — reaffirms the Department of Oncology’s partners. These include: longstanding commitment to leadership and excellence in cancer research. The plan articulates our bold KEY FACTS: • CancerControl Alberta vision and mission and outlines the core values that will guide us to fulfil our mandate and achieve our • University of Calgary Cumming School of Medicine 59% (43 of 73) members of the preferred future. • The Tom Baker Cancer Centre Charbonneau Cancer Institute are • Arnie Charbonneau Cancer Institute members of the Department of The Department of Oncology and its twelve divisions represent all major cancer disciplines. Our key Oncology research streams align with the research foci of the Cumming School of Medicine, The Tom Baker Cancer • Alberta Cancer Foundation INTRODUCTION Centre, the Arnie Charbonneau Cancer Institute, and with cancer research priorities of CancerControl • Cross Cancer Institute Alberta. Our clinical and population health research continues mainly within The Tom Baker Cancer Centre This is a very exciting time for cancer research. Our strategic plan conveys how we can strengthen activities to and the Holy Cross Center. achieve our goals: to advance cancer research and to improve patient care. The plan outlines the goals and We are committed to moving forward as a world-class research Department to drive cancer research that actions for advancing the Department’s distinctive leadership in cancer research. Four strategic pillars and will result in improved outcomes for all cancer patients. Our goal for research is to achieve responsive three enabling strategies are the guideposts for this plan. system behaviours by generating, evaluating, disseminating, and implementing compelling evidence DEPARTMENT OF and knowledge that best serves the whole cancer patient. Our research activities span basic science, ONCOLOGY DIVISIONS translational (bench to bedside), quality of life, and clinical trials. Our focus traverses all phases of the cancer journey: prevention, diagnosis, treatment, survivorship, and palliative care. STRATEGIC PILLARS ENABLING STRATEGIES CHARBONNEAU - BREADTH, 1. Strengthening our research leadership culture 1. Infrastructure • Clinical Research Unit The Department’s researchers and key stakeholders provided input over the past few months and came FOCUS, CONNECTION! together for a one-day strategic planning retreat in April 2016 to create this research strategic plan. To 2. Enhancing research foci 2. Funding • Gynecologic Oncology inform the planning process we gathered input from all Division Heads and key stakeholders regarding 3. Building capacity, mentoring and supporting 3. Communications and Profile research trends, preferred research future, and strengths, challenges and opportunities. Over 25 research researchers Robson • Malignant Hematology and BMT DNA Science leaders and key stakeholders attended and tackled the following objectives, to: Centre Clark H. 4. Fostering team work and collaboration Future Smith • Medical Oncology Programs • Better understand the key issues and opportunities in the external and internal environment Centre • Medical Physics influencing the research program, Childhood • Paediatric Oncology Future • Develop a shared vision and strategic directions to allow the Department to grow its national and Cancer Centres • Palliative Medicine international leadership and impact, To kick-start implementation, the strategic plan identifies implementation priorities for the next 12 to 24 months. Centre • Build on the research strengths of the Department and its divisions, and We hold ourselves accountable and are committed to monitoring and reporting to our stakeholders regarding CHARBONNEAU • Preventive Oncology progress in achieving our goals. • Identify goals and actions to achieve the Department’s vision, including establishing implementation Psychosocial Ohlson • Psychosocial Oncology Research Research priorities for the next 12 to 18 months. Program Initiative • Radiation Oncology Cancer Translational Epidemiology • Surgical Oncology Research The Department of Oncology is the engine of the & Prevention Laboratories Research • Translational Lab Clinical Charbonneau Cancer Institute Trials Unit - Dr. Greg Cairncross, Charbonneau Cancer Institute Director

8 9 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

BUILDING ON OUR ACHIEVEMENTS OUR CHANGING ENVIRONMENT

The Department of Oncology’s 2017-2025 Research Strategic Plan is built on a solid foundation that includes For the Department to continue to ensure leadership and excellence in cancer research, we must be The concept of personalized responsive to our current and future environment. For instance, we must make sure that we: the following highlights of research achievements. medicine needs to, and will be, RESEARCH GRANTS Keep up with Cancer Trends: Due to Alberta’s an emphasis on Genomics and Bioinformatics. This extended to include making Our Department has been very successful in obtaining research funding from broad-based funding sources, aging and growing population, predictions include emphasis will continue into the next decade as 2 both federally and provincially. In the past three years, the Department has secured over $10 million in a substantial increase in cancer cases by 2030 researchers are challenged to better understand sure that “the right patients get research funding. See 2014-2015 Department of Oncology Annual Report. . According to Canadian Cancer Statistics 2015 how to apply research evidence to improve report, Alberta will see about a 60% increase in patient care. There is an opportunity to make great the right treatment from the right PUBLICATIONS new cancer cases within the next 15 years. This rate advances in Precision Medicine in cancer treatment provider at the right time. From of increase will have an impact on the health care and research, and in cancer prevention and for us to Over the past three years, researchers within the Department have published a significant number of articles system as patient loads and volumes increase. As be an essential part of the CSM vision. a patient perspective, that's reporting on the results of their research, and their scholarly contributions to cancer research will continue to well, there is a cultural shift to “whole patient care” be strong and impactful. and multidisciplinary care. Greater attention is being personalized medicine.” given to innovative models of cancer care delivery. Operate under funding constraints and BOOK ORAL YEAR PUBLICATIONS ABSTRACTS BOOKS Furthermore, there is a need for more effective rising costs: The environment of limited funding CHAPTERS PRESENTATIONS - Survey Respondent, 2016 DR. DANIEL HENG treatments, at lower costs, that are more efficacious and increased costs will continue as the norm. To 2013 281 109 2 25 385 and that do not have a negative impact on quality optimize our research funding sources, we will need of life. to strategically align with provincial cancer research 307 91 11 7 225 *replace w/ Gyne Onc Team Picture* 2014 priorities, as well as leverage research dollars by creating a structure and operations that are efficient 2015/16* 889 290 0 36 222 Build of the new Cancer Centre: In 2015, the and effective. Furthermore, the fiscal constraints are *Note: 2 years of data Alberta government committed to building the new limiting access to increasingly expensive drugs. SELECTED RESEARCH AWARDS Cancer Center to be operational by 2024. The vision is for a world-leading cancer center that provides 2016 research-driven and patient-focused care to help Address heightened expectations for • Dr. Daniel Heng, Clinical Investigator Award, University of Calgary improve patient outcomes in the Alberta region and accountability: Funders are increasingly • Dr. Daniel Heng, Clinical Investigator Award, University of Calgary worldwide. demanding enhanced accountability for their • Dr. Desiree Hao, The Clinical Trials Group award recipient funding investments and require funding recipients • Dr. Patricia Tang, Junior Phase 1 Investigator Award to demonstrate the value for their investment and • Dr. Jan Storek, Award for Research Excellence, Department of Oncology Embrace increase in Personalized and impact of their research. The Department must • Dr. Darren Brenner’s CCSRI Cancer Career Development Award in Cancer Prevention Precision Medicine: Cancer centres nationally and establish performance metrics and benchmarks, • Dr. Barry Bultz recipient of the International Psycho-Oncology Society (IPOS) Arthur M. Sutherland internationally continue to focus on and receive as well as monitoring and reporting processes to Award and the Alberta Order of Excellence funding for Personalized and Precision Medicine. In demonstrate its results. • Dr. Christine Friedenreich elected as a Fellow into the Canadian Academy of Health Sciences 2014, the University of Calgary launched a strong research vision with a focus on Precision Medicine. 2 Canadian Cancer Society. http://www.cancer.ca/en/about- CLINICAL TRIALS As well, a major research focus of the Cumming us/for-media/media-releases/alberta/2015/stats-2015-media- School of Medicine is on Precision Medicine with release/?region=ab • 530 patients were accrued to clinical trials at the Tom Baker Cancer Centre for fiscal year 2015-2016 10 11 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

OUR VISION, MISSION AND VALUES STRATEGY FRAMEWORK

We will achieve our vision and mission through our research foci, strategic pillars and enabling strategies. Our Preferred Future – What we heard from our researchers...

An integral component of developing our 2016 - 2020 research strategic plan was articulating a new vision, VISION mission, and values for the Department, which was based on the input from our researchers. These statements will act as our compass as we embark on the research strategic directions outlined in this plan. Creating a future without cancer

VISION VALUES MISSION Creating a future without cancer • Excellence To improve cancer patient care and health outcomes through integrated programs in cancer prevention, patient care, research, and education. • Innovation • Collaboration MISSION • Engagement RESEARCH FOCI • Respect To improve cancer patient care and health outcomes through • Integrity integrated programs in cancer prevention, patient care, research, Precision • Courage Psychosocial Alberta Cancer and education. Oncology and Prevention Innovative Clinical Research and Outcomes Experimental and Risk Radiation and Unit Survivorship Research Network Therapeutics Reduction Surgical Techniques (CRU) Research (ACORN) (POET)

STRATEGIC PILLARS

Building Capacity, Advancing our Embracing our Research Fostering Team Work Mentoring and Supporting Research Foci Leadership Culture and Collaboration Researchers

ENABLING STRATEGIES

Funding Infrastructure Communications and Profile

TRANSLAB TEAM 12 13 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

< DR. GWYN BEBB STRATEGIC PILLAR 1: ADVANCING OUR RESEARCH FOCI

Our Department is well positioned to drive and support the provincial and national research agenda to identify, prioritize and address gaps in knowledge related to cancer research. We have confirmed six research foci that build on our strengths, take advantage of future opportunities and are well aligned with the research priorities of the Tom Baker Cancer Centre, the Cumming School of Medicine, and the Charbonneau Cancer Institute. We believe that achieving research excellence will be accelerated by focusing and strengthening our capacity in critical key areas, which may in time, be further leveraged to pursue expanded themes. Each Division within our Department will be expected to support at least one or more of the research foci. Brief descriptions are provided below. An early task will be for research theme leaders and their teams to elaborate on these foci, identify the key resources required and others who should be engaged in this area.

Precision Oncology and To focus on implementing novel technology to assess the molecular profile of a patient’s cancer, Experimental Therapeutics including genomics, metabolomics, proteomics, and assessment of host microbiome and immune (POET) response to enable the treating oncologist to personalize their treatment.

Psychosocial and Survivorship To improve the lives of people affected by cancer through the science and practice of psychosocial Research oncology. Our areas of focus are: integrative oncology, cancer survivorship, and sexual health.

To focus research in cancer prevention and risk reduction with an emphasis on modifiable lifestyle risk Prevention and Risk Reduction factors and integrating molecular epidemiology.

Alberta Cancer Outcomes To create, develop, and establish a leading and transformative oncology health services research program that identifies effective strategies through the analysis of real world data that can improve and Research Network (ACORN) optimize access, delivery, quality, cost-effectiveness, and outcomes across the cancer care trajectory.

Innovative Radiation and To focus on radiation and surgical techniques studied in prospective trials and collaborative cohort Surgical Techniques studies.

To conduct cancer clinical trials providing patients with opportunities for new treatments, and which Clinical Research Unit (CRU) brings new discoveries to the clinic through Phase I expertise.

14 15 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

Within each of these research foci, we aim to increase the capacity, depth and breadth of our knowledge generation as well as the impact, productivity, and value of our research. What does this mean for Divisions?

EXPECTED OUTCOMES The research foci have been supported by the Division Heads and the researchers within each Division will be • Confirmed leadership for GOALS ACTION STEPS expected to align and affiliate with one or more of the research foci. each foci • Confirm leadership for each of the research foci Define and RESEARCH FOCI • Five precision medicine • Establish task force to fully define and elaborate on the foci 1-1 communicate researchers recruited by • Develop communication plan PRECISION research foci PSYCHOSOCIAL INNOVATIVE ALBERTA CANCER • Promote alignment of researchers to one or more of the research foci ONCOLOGY AND PREVENTION OUTCOMES CLINICAL 2020 DEPARTMENT OF ONCOLOGY AND RADIATION EXPERIMENTAL AND RISK RESEARCH RESEARCH UNIT SURVIVORSHIP AND SURGICAL DIVISIONS THERAPUTICS REDUCTION NETWORK (CRU) • Increase in number of RESEARCH TECHNIQUES • Recruit five researchers to support Precision Medicine foci (POET) (ACORN) investigator-initiated trials to Accelerate research • Develop and implement research plans to align with the research foci, 20 per year by 2020 & 40 and ensure it is clinically including people, infrastructure and data requirements focused and fully • Identify opportunities for research collaboration and to leverage Preventive Oncology per year by 2025 1-2 integrated with cancer funding care at the Cancer • Develop knowledge transfer and exchange strategy including Psychosocial Oncology Centre presentations and academic papers • Identify, measure and report on key patient outcomes Palliative Medicine

Develop approach Paediatric Oncology to identify promising • Engage stakeholders and convene forum to bring together research opportunities, researchers and trainees across institutions and departments within 1-3 the Cumming School of Medicine to identify promising research Hematology talented researchers, opportunities within these foci and between these foci, including and funding to support identifying short and longer term grant and funding opportunities. the research Medical Oncology

• Develop forum to foster ideas for collaborative investigator-initiated Surgical Oncology Encourage and support clinical trials 1-4 investigator-initiated • Develop internal expertise to educate and support investigator- clinical trials initiated trials (e.g., Health Canada submission, project management, Gynecologic Oncology monitoring and auditing) Medical Physics • Gradually increase research activity in a broad range of areas: clinical trials, Phase 1 supportive care; psychosocial, etc. Radiation Oncology • Establish clinical trials along with genomic studies of patients, genome Expand clinical trials sequencing of patients or tumour circulating DNAs; ability to design 1-5 focus and capability trials that can offer treatments based on results Translational Lab • Conduct multi-disciplinary clinical trials including focus on ‘loco- regional’ therapy trials Clinical Research Unit (CRU) • Develop plan to increase Phase 1/Phase 2 trials and multicenter trials 16 17 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

EXPECTED OUTCOMES GOALS ACTION STEPS • 20% of patients accrued to research studies by 2020 • Appoint an Associate Director of Research within the Department • who is responsible for achieving the research objectives of the • 100% of staff discussing Department, including increasing research activities, increasing research with patients quality, quantity and impact of research Designate a research • Collaborate with research foci leads to promote awareness and • Launch/Call for Applications/ 2-1 leader to drive the support for research and engagement across the Department and Recruitment in mid-2017 research agenda with key stakeholders especially Charbonneau Cancer Institute • Guide research mentoring initiative • Increase the number of new • Conduct an assessment of time spent on research and clinical team grants by 50% by 2020 activities and develop plan to ensure that faculty have appropriate & 100% by 2025 “protected” research time

DR. BARRY BULTZ • Design initiatives to increase the number of patients involved in STRATEGIC PILLAR 2: studies (i.e., universal consent form) Increase research • Educate staff about research initiatives and encourage them to 2-2 participation among discuss research participation with patients EMBRACING OUR RESEARCH LEADERSHIP patients and staff • Explore the feasibility of launching a Universal Consent for Tissues/ Studies. Considerations including securing sustainable funding and CULTURE infrastructure to allow for this type of collection

To enhance our position as a national and international leader in oncology research, we are committed to strengthening and sustaining our research leadership culture, which is instrumental in our ability to implement Identify and undertake our research strategic plan. We characterize our research leadership culture as one that fosters innovation, research initiatives that can engage faculty and • Launch two Multi-disciplinary Collaborative Studies Competitions collaboration and partnerships, the cross pollination of ideas, and strives for excellence in all our research 2-3 activities. We envision research will be fully integrated into the new cancer centre – every patient will have the staff across Divisions focused on improving quality of care opportunity to participate in research and every clinican will support research to a varying degree. and the new Cancer Centre A strong research culture is critical to achieving all of our research foci. To accomplish this research culture, we need to commit to a number of key goals and work toward them by undertaking a range of activities. All of the research foci leaders will need to play a strong role in advancing the culture of research across Accelerate efforts the Department and the new cancer centre. Establishing a culture of research may take years to achieve. • Review and enhance standard protocols for data collection, storing, towards an integrated profiling, and sharing patient data and health services data across Accordingly, we have built into the plan a range of sustainability mechansims. 2-4 research database to Department, the new cancer centre and the province share patient data and • Leverage best practices in enhancing the integrated research health services data database

18 19 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025 *replace this picture w/ Medical Physics Team Picture*

GOALS ACTION STEPS EXPECTED OUTCOMES • High-performing organization • Create a health services research unit and hire a medical lead for Health Services Research Program • High satisfaction among • Establish an Oncology Research Office (ORO) to increase research researchers Build capacity to capacity • Develop a plan to promote academic research productivity across the 3-1 support key research • Mentoring program underway Department including an annual research day, database with funding foci opportunities and opportunities for collaboration, and an inventory of by 2018 current and potential research • Develop and implement plan to provide support for clinical teams in • Pipeline of well-prepared the field of quality management researchers and leaders

• Conduct an internal survey to identify mentoring needs DR. DON MORRIS & DR. CHANDINI THIRUKKUMARAN Establish a mentoring • Develop and implement a mentoring program program to support 3-2 • Create supportive culture to foster career development trainees, clinical and DR. NIZAR BAHLIS STRATEGIC PILLAR 3: BUILDING CAPACITY, • Collaborate with the University and ACCI to leverage their mentoring junior researchers MENTORING AND SUPPORTING RESEARCHERS expertise

To fulfill the Department’s research goals, it is essential that we create a hub of top-quality research talent • Assess the current recognition system and develop a plan to that is supported by comprehensive mentoring and support. To achieve this goal, we need to unite existing Recognize and reward enhance it (e.g., consider career awards) 3-3 research expertise and recruit talent necessary where there are gaps. Strategic research recruitment was success • Establish a Department of Oncology research award that is relevant identified by each Division and confirmed at the strategic planning retreat. Priority hires that will support the throughout all career stages research vision and the new research foci include: health services research, biostatistics, and bioinformatics, as well as support for grants administration/operations. The Department is fortunate to have been awarded up to 5 research positions by the University which will enable it to advance its leadership in Precision Medicine. See Appendix 2 for a summary of recruitment needs identified by each Division. Educate and cultivate • Develop a human resources succession plan for the next 10 years 3-4 the next generation of • Develop and promote cross-program and cross-institutional research A key success factor for successful research careers has been identified as sufficient “protected” research researchers education programs time. According to the Cumming School of Medicine, researchers with less than 40% protected time for research are not only less successful in grant applications, they are also less likely to apply for grants, so very few grants are awarded3. It is important to evaluate the research activity profile of our faculty to ensure that there is the right balance between protected research time and clinical/other activities. Establish principles and • Establish an affiliation agreement between the University of Calgary Further, we need to cultivate a pipeline of junior, talented researcher scientists and clinician researchers, who 3-5 a plan for how research and Alberta Health Services with support from CancerControl Alberta for research are supported by consistent funding and transparency in the research staffing model. is supported provincially

3 Dr. Gerald Zamponi, Senior Associate Dean Research, University of Calgary Cumming School of Medicine 20 21 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

GOALS ACTION STEPS

EXPECTED OUTCOMES • Establish a research support centre as part of the Oncology Research Develop shared Office (ORO) to support activities in clinical investigator-driven • Increase Satisfaction Survey infrastructure for clinical research like grant proposal writing, REB, statistical consultation and 4-1 Scores re team work and investigator-driven project management (e.g., provide education toolkit) collaboration research • Leverage resources from the Cumming School of Medicine and the Arnie Charbonneau Cancer Institute • Increase number of collaborations • Identify opportunities for collaboration and team building among researchers across the Department’s divisions • Promote collaboration by providing forums and mechanisms for Build a comprehensive researchers to share research interests and opportunities 4-2 team • Build teamwork and collaboration into performance management model within the Department DR. IVO OLIVOTTO • Provide seed funding to provide an incentive for collaboration STRATEGIC PILLAR 4: • Celebrate research accomplishments and recognize top researchers

FOSTERING TEAM WORK AND COLLABORATION Promote partnership • Establish an annual Department ‘Think Tank’ meeting bringing together clinician-researchers and researchers and collaboration in • Enhance linkages and collaborations between the Department, research both within Our Department is well situated in the University, within the Tom Baker Cancer Centre and the Holy Cross 4-3 university, institutes, the Tom Baker Cancer Centre and outside the Center and the Arnie Charbonneau Cancer Institute. We have strong divisions with top-notch researchers; • Identify opportunities to improve collaboration between North and we can achieve more by combining our talents and focusing on team success rather than focusing solely Department South Alberta on individual successes. Accordingly, to advance the Department’s vision and mission, we must continue to foster an environment that values teamwork and collaboration. Not only does collaboration result in enhanced outcomes, the research funding environment and complexity of research is also driving the need for researchers to collaborate4. Our approach to focusing our research on targeted foci is grounded in the principle of teamwork and collaboration – identifying themes and platforms which will attract researchers to work together on addressing complex clinical and oncology care delivery challenges. We are committed to fostering a creative atmosphere, where we encourage every member of the Department to share ideas, provide input, and participate in our research strategic directions. Ideally, we will regularly recognize both individual and team accomplishments.

Coming together to develop this inaugural research strategic plan demonstrates our commitment to enhancing 4 Duthie, K., Riddel, K., Weller, C., Colton, L.I., Benzies, K., & Olson, D.M. (2010). Alberta’s new health research paradigms: teamwork and collaboration. The activities outlined in the plan and follow-through via measurement and Are graduate students being prepared for interdisciplinary team research? Clinical & Investigative Medicine, 33(3): reporting will ensure we make progress. E213-E218.

22 23 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

ENABLING STRATEGIES IN SUPPORT OF IMPLEMENTATION OUR STRATEGIC PILLARS AND MEASUREMENT

We hold ourselves accountable and are committed To fulfill the goals and priorities outlined in the plan requires the following enabling strategies: to monitor, report, and disseminate our success metrics and progress to our stakeholders and the GOALS ACTION STEPS public. To ensure that we achieve our goals in a timely manner, the Department will establish a Improve data entry and • Assess current data infrastructure and develop plan to address infrastructure issues and Research Implementation Committee to assume 5-1 access to data needs oversight, implementation, and measurement of the plan by, for example:

• Create an inventory of current research support and infrastructure skills and identify • Appointing an individual to lead each requirements for optimal staffing strategic pillar Enhance research staff • Design an organizational research support model that allows for consolidation and • Identifying and selecting key performance 5-2 infrastructure to support effective and efficient use of research staff Infrastructure* metrics the research mandate • Develop dedicated space, core facilities, and infrastructure • Identifying implementation risks and • Secure new resources to support recruitment, infrastructure, collaboration, and innovation developing mitigation strategies • Developing a monitoring and reporting Maximize use of • Assess needs and engage with website developers to create a web-based portal process technologies for 5-3 • Maintain an effective, efficient website that communicates the Department’s research • Providing the Department with regular communication of strategies, priorities, and activities, and provides an opportunity for dialogue progress reports research activities

Develop and implement Funding 5-4 a targeted funding • Develop and implement a research funding plan that focuses on funding priorities strategy

Increase the profile of the research program • Develop and implement a communications and profiling plan to position the Department by developing an 5-5 and its research program as a leader, both nationally and internationally effective and efficient Communication and communication strategy Profile Explore philanthropic • Develop and implement a philanthropic plan that includes potential donor opportunities 5-6 opportunities • Explore opportunities to collaborate with the Cancer Institute to raise research dollars

*See Appendix 2 for a summary of infrastructure needs by Division.

24 25 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

IMPLEMENTATION PRIORITIES: FIRST 12 TO 24 MONTHS CLOSING REMARKS

STRATEGIC PILLARS PRIORITIES The Department of Oncology in Calgary has distinguished itself for its vision and leadership in oncology research. The Research Strategic Plan sets forth an ambitious agenda of aspirations supported by specific • Establish task force to fully define and elaborate on the research foci goals and actions across four strategic pillars and enabling strategies. We are proud of this plan and are Advancing our • Promote alignment of researchers to one or more of the research foci committed to communicating and sharing it broadly so that the cancer community understands our direction 1 research foci • Develop and implement research plans to align with the research foci, including people, for the next decade. To ensure that we are successful in achieving our goals, we have established the infrastructure and data requirements appropriate oversight of implementation, and are committed to monitoring progress and reporting to our stakeholders as we work toward meeting our goals. • Appoint an Associate Director of Research within the Department who is responsible for achieving the research objectives of the Department Embracing our • Collaborate with research foci leads to promote awareness and support for research and 2 research leadership engagement across the Department culture • Design a way to increase the number of patients involved in studies • Launch two Multi-disciplinary Collaborative Studies Competitions focused on improving quality of care

• Create a health services research unit and appoint a Medical Lead for the Health Building capacity, Services Unit 3 mentoring and • Develop and implement a mentoring program supporting researchers • Collaborate with the University and ACCI to leverage their mentoring and research expertise

• Establish a research support centre as part of the Oncology Research Office (ORO) to Fostering team work support activities in clinical investigator-driven research 4 and collaboration • Promote collaboration by providing forums and mechanisms for researchers to share research interests and opportunities

ENABLING STRATEGIES PRIORITIES

• Assess current data infrastructure and develop plan to address infrastructure issues and needs Infrastructure • Design an organizational research support model that allows for consolidation and PAEDIATRIC ONCOLOGY TEAM effective and efficient use of research staff

Funding • Develop and implement a research funding plan that focuses on funding priorities

Communication and • Develop and implement a communications and profiling plan to position the Department Branding and its research program as a leader, both nationally and internationally

26 27 Department of Oncology Research Strategic Plan 2017-2025

APPENDIX 1: Summary of Current State and Directions of Research within the Department

GREATEST OPPORTUNITY CURRENT STATE RESEARCH DIRECTIONS DIVISION FOR DIVISION TO ADVANCE THE IN RESEARCH FOR THE NEXT 5 YEARS RESEARCH VISION FOR DEPARTMENT APPENDICES • Modifiable lifestyle risk factors in cancer • Seeking to become the main center for • With the new Alberta Centre for control cancer prevention research in Canada by Cancer Prevention Research if it is increasing the capacity, depth and breadth funded by AIHS Preventive • Molecular and genetic epidemiology • Biostatistics methods development of our research as well as the impact, Oncology productivity and value of the research • Collaborate with clinicians, translational researchers, basic scientists APPENDIX 1: Summary of Current State and • Screening for Distress • Improving whole patient care • Research clinically focused and fully integrated in cancer care at TBCC Directions of Research • Integrative Oncology • Improving health outcomes • Survivorship • Building core staffing in all respects clinical within the Department Psychosocial • Sexual Health care, education and research Oncology • Health outcomes • Screening for Distress, Integrative • Diverse Populations Oncology, Survivorship, Sexual Health, Health outcomes, Diverse Populations, • Psychosocial Tumor specific clinical Psychosocial Tumor specific clinical APPENDIX 2: interventions interventions Summary of Recruitment and • Largely a clinical education entity, but now Health services research: • Collaborate with other Oncology divisions Infrastructure are growing our research capacity. 1. Impact of various palliative care delivery to achieve common goals e.g. hem onc Requirements models. Provincial Advance care planning with an integrated palliative care approach; Health services research: policy implementation on costs and patient Med onc: which models of pall care (stand 1. Impact of various palliative care delivery outcomes. alone or integrated clinic, home care achieve best outcomes?); models. Provincial Advance care planning 2. Compassion/suffering policy implementation on costs and patient • Psycho-social: outcomes of embedding 3. Emerging clinical researchers (investigator- Palliative outcomes. Collaborate across Alberta, BC, psychologist in TBCC consult team and ON mainly. driven trials). Interests include: intranasal IPCU. Medicine fentanyl, dexametomidine, PEG vs Senna 2. Compassion/suffering for opioid induced constipation trial 3. Emerging clinical researchers (investigator driven trials). interests include: intranasal fentanyl, dexametomidine, PEG vs Senna for opioid induced constipation trial

28 29 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

APPENDIX 1: APPENDIX 1: Summary of Current State and Directions of Research within the Department Summary of Current State and Directions of Research within the Department

GREATEST OPPORTUNITY GREATEST OPPORTUNITY CURRENT STATE RESEARCH DIRECTIONS CURRENT STATE RESEARCH DIRECTIONS DIVISION FOR DIVISION TO ADVANCE THE DIVISION FOR DIVISION TO ADVANCE THE IN RESEARCH FOR THE NEXT 5 YEARS IN RESEARCH FOR THE NEXT 5 YEARS RESEARCH VISION FOR DEPARTMENT RESEARCH VISION FOR DEPARTMENT

• Growing division with strengths in Neuro- • Further development of the BMT platform • Development of the BMT and Hospital and • Developing and implementing treatment • Focus on core strengths that set us apart • Developing strong research groups - it’s Oncology, Transplantation and Psycho- to accomplish basic, clinical and psycho- Home platform that would allow additional techniques, motion/uncertainty from other medical physics groups - important to pair high performers from social oncology. social research. platform to be conceived and developed. management, brachytherapy, and clinically driven research, with an aim to different divisions. • Very strong in the basic science of • Development of the research side of dosimetry. improve outcomes. • Have staff with strong research programs Paediatric Precision medicine and supporting Hospital at Home program. • Group is developing around monte carlo • Take advantage of our supporting who can lead innovative research, if Oncology international work through our laboratory. • Development of the Psycho-social techniques. resources, notably machine shop (where we had adequate staffing to give them • Collaborations nationally and research chair and infrastructure for • Application to stereotactic radiosurgery we have recruited an excellent machinist enough time. We have excellent academic internationally are strong enhanced local and collaborative research. Medical and nanoparticles. and engineer, with a focus on creative programs which are attracting top class Physics • Enhance collaborations nationally and • Collaborations are primarily with radiation design), students. students - nationally recognized students internationally. oncology, with potential collaborations in - and we have all the tools in place to engineering. support the development and trialing • Clinical trials • Personalized medicine trials • Targeted therapy of myeloma (with RO) of innovative clinical treatment Hematology techniques. • Bench research in BMT and myeloma (personalized medicine)

• Health service research based on • Increased activity in health service research • Database health outcomes research Medical Oncology database analysis with intraprovincial • Early phase clinical trials, predictive/ • Precision molecular medicine initiatives collaborations. prognostic biomarkers investigation • Canada wide educational • Technical innovation. Leading in AB but • Emphasis on outcomes evaluation • Integration of administrative databases following in many areas nationally. following standardization of RT nomenclature and planning between • Clinical trials • Maintain lead in HIPEC • Transformation of databases to research • Outcomes evaluation: early stages of developing prospective collection SouthAriaRO and NorthAriaRO. • Health service delivery research • Expand personalized medicine initiatives tools Radiation • Translational research: modest grant- Surgical Oncology • Metabolomics • Expand use of Synoptec for outcomes • Comprehensive provincial breast program Oncology funded activity in Cervix and Anus ca • Precision oncology research genetic markers • Patient reported outcomes / Health • Expand breast research program • Palliative care: Lot of emphasis and FTE outcomes • Health economics devoted; moderate productivity; nationally recognized. • Clinical gynecologic oncology • Further development of the BMT platform • Further development of the BMT platform • Medical education to accomplish basic, clinical and psycho- to accomplish basic, clinical and psycho- • Preinvasive disease of the female genital social research social research • Next generation sequencing research • See current state tract • Development of the research side of based personalized medicine/Biomarker Gynecologic Hospital at Home program discovery and outcome analysis Oncology • Development of the psycho-social Translational Lab (theranostics)/Pharmacokinetics and research chair and infrastructure for pharmacogenomics/ preclinical animal enhanced local and collaborative research modelling • Enhance collaborations nationally and internationally 30 31 University of Calgary | Cumming School of Medicine Department of Oncology Research Strategic Plan 2017-2025

APPENDIX 2: Summary of Recruitment and Infrastructure Requirements Note: Information gathered from Retreat survey (March 2016)

DIVISION RECRUITMENT INFRASTRUCTURE

Psychosocial • Clinical researchers with a programmatic vision • Funding for a Research administrator Oncology • Funding for additional research staff/post docs

• Additional basic scientist • Space and equipment for grant funded research Paediatric • Increased recruitment in psycho-social medicine • Database development and maintenance for our section (Quality Oncology • Additional staff in translational medicine control and research) • Nursing support to treat patients on standard of care and research protocols so that additional research is possible • Need 15 physicists at TBCC, only have 11 • Data infrastructure to track patients and outcomes Medical Physics • Need to get those numbers up to continue to support our clinical, academic and research programs

Hematology • Strong recruit in Phase I and or personalized medicine trials • Bioinformatics

• Wish to expand and increase the number of trainees, junior • Need more office space eventually but currently our needs are Preventive Oncology faculty and mid-career faculty members being met with our space at the HCC

Palliative Medicine • More resources - only have two 0.5 FTE academics • Shared resources in terms of RA time

• Individual with experience in expanding outcomes evaluation • Easier access to outcomes related data: Radiation Oncology • Health economist with focus in cancer • Integration of ARIARO and ARIAM0 as first step

• Senior health services/outcome research oncologist • Increased molecular translational infrastructure, Phase I research • Clinician scientist (molecular biology) area with supporting laboratory correlative infrastructure, Medical increased clinical and office space to allow recruitment and Oncology facilitate efficiency to provide patient care and thereby increase protected time for researchers.

Surgical Oncology • Surgical oncologist/endocrine surgeon • AARP

• Gynecologic • Support for data base health outcomes research, recruit clinical Increased infrastructure for support of research unit, numbers of researcher with this expertise/focus, clinical recruitment to free up clinical trials, increased support for evaluation of outcomes Oncology those with research ambitions to have less clinical commitments • Biostats, health economics, epidemiology support • Ongoing clinician scientist (scientific director) • Space for expansion and new NGS infrastructure Translational Lab • Operations manager

32 33 University of Calgary | Cumming School of Medicine

DEPARTMENT OF ONCOLOGY CANCERCONTROL ALBERTA, ALBERTA HEALTH SERVICES CUMMING SCHOOL OF MEDICINE, UNIVERSITY OF CALGARY

TOM BAKER CANCER CENTRE 1331 – 29th Street NW Calgary, AB T2N 4N2

Phone: 403-521-3701 I Fax: 403-944-2331

WWW.DEPARTMENTOFONCOLOGY.COM

JULY 2017 34