Future proofing core facilities with a seven-pillar model.

Centralised core facilities have evolved into vital components of life science research, transitioning from a primary focus on centralising equipment to ensuring access to technology experts across all facets of an experimental workflow. Herein, we put forward a seven-pillar model to define what a core facility needs to meet its overarching goal of facilitating research. The seven equally weighted pillars are Technology, Core Facility Team, Training, Career Tracks, Technical Support, Community and Transparency. These seven pillars stand on a solid foundation of cultural, operational and framework policies including the elements of transparent and stable funding strategies, modern human resources support, progressive facility leadership and management as well as clear institute strategies and policies. This foundation, among other things, ensures a tight alignment of the core facilities to the vision and mission of the institute. To future-proof core facilities, it is crucial to foster all seven of these pillars, particularly focusing on newly identified pillars such as career tracks, thus enabling core facilities to continue supporting research and catalysing scientific advancement. Lay abstract: In research, there is a growing trend to bring advanced, high-performance equipment together into a centralised location. This is done to streamline how the equipment purchase is financed, how the equipment is maintained, and to enable an easier approach for research scientists to access these tools in a location that is supported by a team of technology experts who can help scientists use the equipment. These centralised equipment centres are called Core Facilities. The core facility model is relatively new in science and it requires an adapted approach to how core facilities are built and managed. In this paper, we put forward a seven-pillar model of the important supporting elements of core facilities. These supporting elements are: Technology (the instruments themselves), Core Facility Team (the technology experts who operate the instruments), Training (of the staff and research community), Career Tracks (for the core facility staff), Technical Support (the process of providing help to apply the technology to a scientific question), Community (of research scientist, technology experts and developers) and Transparency (of how the core facility works and the costs associated with using the service). These pillars stand on the bigger foundation of clear policies, guidelines, and leadership approaches at the institutional level. With a focus on these elements, the authors feel core facilities will be well positioned to support scientific discovery in the future.

Strategies for selecting and managing equipment in a light microscopy facility.

Light microscopy facilities vary in the number of imaging systems and the scope of technologies they support. Each facility must craft an identity through the selection of equipment and development of staff in order to serve the needs of its local research environment. The process of crafting a light microscopy facility can be compared to curation of an art exhibition: great care should be given to the selection and placement of each object in order to make a coherent statement. Lay Description: Light microscopy facilities vary in the number of imaging systems and the scope of technologies they support. Each facility must develop an identity through the selection of equipment and development of staff in order to serve the needs of its local research environment. The process of crafting a light microscopy facility can be compared to curation of an art exhibition: great care should be given to the selection and placement of each object in order to make a coherent statement.

Staying on track - Keeping things running in a high-end scientific imaging core facility.

Modern life science research is a collaborative effort. Few research groups can single-handedly support the necessary equipment, expertise and personnel needed for the ever-expanding portfolio of technologies that are required across multiple disciplines in today's life science endeavours. Thus, research institutes are increasingly setting up scientific core facilities to provide access and specialised support for cutting-edge technologies. Maintaining the momentum needed to carry out leading research while ensuring high-quality daily operations is an ongoing challenge, regardless of the resources allocated to establish such facilities. Here, we outline and discuss the range of activities required to keep things running once a scientific imaging core facility has been established. These include managing a wide range of equipment and users, handling repairs and service contracts, planning for equipment upgrades, renewals, or decommissioning, and continuously upskilling while balancing innovation and consolidation.

Innovating in a bioimaging core through instrument development.

Developing devices and instrumentation in a bioimaging core facility is an important part of the innovation mandate inherent in the core facility model but is a complex area due to the required skills and investments, and the impossibility of a universally applicable model. Here, we seek to define technological innovation in microscopy and situate it within the wider core facility innovation portfolio, highlighting how strategic development can accelerate access to innovative imaging modalities and increase service range, and thus maintain the cutting edge needed for sustainability. We consider technology development from the perspective of core facility staff and their stakeholders as well as their research environment and aim to present a practical guide to the 'Why, When, and How' of developing and integrating innovative technology in the core facility portfolio. Core facilities need to innovate to stay up to date. However, how to carry out the innovation is not very obvious. One area of innovation in imaging core facilities is the building of optical setups. However, the creation of optical setups requires specific skill sets, time, and investments. Consequently, the topic of whether a core facility should develop optical devices is discussed as controversial. Here, we provide resources that should help get into this topic, and we discuss different options when and how it makes sense to build optical devices in core facilities. We discuss various aspects, including consequences for staff and the relation of the core to the institute, and also broaden the scope toward other areas of innovation.

Immune Assessment Today: Optimizing and Standardizing Efforts to Monitor Immune Responses in Cancer and Beyond.

As part of a symposium, current and former directors of Immune Monitoring cores and investigative oncologists presented insights into the past, present and future of immune assessment. Dr. Gnjatic presented a classification of immune monitoring technologies ranging from universally applicable to experimental protocols, while emphasizing the need for assay harmonization. Dr. Obeng discussed physiologic differences among CD8 T cells that align with anti-tumor responses. Dr. Lyerly presented the Soldano Ferrone lecture, commemorating the passionate tumor immunologist who inspired many, and covered a timeline of monitoring technology development and its importance to immuno-oncology. Dr. Sonabend presented recent achievements in glioblastoma treatment, accentuating the range of monitoring techniques that allowed him to refine patient selection for clinical trials. Dr. Guevara-Patiño focused on hypoxia within the tumor environment and stressed that T cell viability is not to be confused with functionality. Dr. Butterfield accentuated monitoring of dendritic cell metabolic (dys)function as a determinant for tumor vaccine success. Lectures were interspersed with select abstract presentations. To summarize the concepts, Dr. Maecker from Stanford led an informative forum discussion, pointing towards the future of immune monitoring. Immune monitoring continues to be a guiding light towards effective immunotherapeutic strategies.

A novel room concept for shared resource laboratories.

Shared resource laboratories/core facilities (SRLs) are centralized platforms that house and provide access to complex and expensive research equipment. Due to the highly complex nature of the instrumentation they support, SRLs have special environmental requirements for their laboratory space. Here, we describe the planning and establishment of a large light microscopy SRL, with a special focus on room layout, custom-designed air conditioning and vibration, which can also be adapted to proteomics, genomics, and flow or mass cytometry SRLs.

Best practice: setting up and operating a mid-sized cryo-EM facility.

Ever since the resolution revolution in 2013, cryo-electron microscopy (cryo-EM) has become a powerful methodology in structural biology that is especially suited to study the structure of large flexible molecular complexes. Since then, the need of setting up state-of-the-art cryo-EM facilities around the world has increased tremendously. Access to high-end cryo-EM instrumentation is however expensive and requires expertise. The establishment of large cryo-EM centers worldwide, many of which provide academic users free access for both data collection and user training, has been possible with the support of government agencies across the globe. In addition, many universities, and private institutions like the Van Andel Institute (VAI) have made significant investments to establish their own cryo-EM core facilities, ensuring on-site access to their researchers. This paper aims to serve as a blueprint for establishing a new mid-sized cryo-EM facility, as it provides key information based on our experience at VAI and discusses strategies used to optimize routine operation towards high performance and efficiency for single-particle cryo-EM. Information regarding initial planning, selection of equipment as well as the development of IT solutions that were required to improve data collection and analysis are included. In addition, we present an account of the most common issues affecting operation as well as the needs for maintenance over a 6-year period, which can help interested parties to estimate the long-term costs of running this type of facility. Lastly, a brief discussion on the pros and cons of establishing the facility is also included.

Challenges and opportunities for bioimage analysis core-facilities.

Recent advances in microscopy imaging and image analysis motivate more and more institutes worldwide to establish dedicated core-facilities for bioimage analysis. To maximise the benefits research groups at these institutes gain from their core-facilities, they should be established to fit well into their respective environment. In this article, we introduce common collaborator requests and corresponding potential services core-facilities can offer. We also discuss potential competing interests between the targeted missions and implementations of services to guide decision makers and core-facility founders to circumvent common pitfalls.

The Shared Core Resource as a Partner in Innovative Scientific Research: Illustration from an Academic Microscopy Imaging Center.

Core facilities have a ubiquitous and increasingly valuable presence at research institutions. Although many shared cores were originally created to provide routine services and access to complex and expensive instrumentation for the research community, they are frequently called upon by investigators to design protocols and procedures to help answer complex research questions. For instance, shared microscopy resources are evolving from providing access to and training on complex imaging instruments to developing detailed innovative protocols and experimental strategies, including sample preparation techniques, staining, complex imaging parameters, and high-level image analyses. These approaches require close intellectual collaboration between core staff and research investigators to formulate and coordinate plans for protocol development suited to the research question. Herein, we provide an example of such coordinated collaboration between a shared microscopy facility and a team of scientists and clinician-investigators to approach a complex multiprobe immunostaining, imaging, and image analysis project investigating the tumor microenvironment from human breast cancer samples. Our hope is that this example may be used to convey to institute administrators the critical importance of the intellectual contributions of the scientific staff in core facilities to research endeavors.

When Mosquito HV bites Biomark HD: An automated workflow for high-throughput qPCR.

Automation solutions can significantly improve sample processing efficiency and can be of particular help in core facility settings. Centralized core facilities are being established world-wide aimed at strengthening institutions' clinical and research enterprises and at addressing the need to process large volumes of samples on expensive cutting-edge technologies in a limited time. High-throughput qPCR profiling is a service offered by most genomics facilities. Several platforms have been developed to process large numbers of samples in a short time, including the Fluidigm Biomark HD, which has also been proved useful to increase the SARS-CoV-2 testing capacities. Several automation systems are currently available to miniaturize volumes and improve bioanalytical workflows, including the SPT Labtech Mosquito HV system. Here we have applied the Mosquito HV platform for the automation of the sample preparation of the Fluidigm gene expression workflow. We have successfully automated the pre-amplification and exonuclease cleanup steps with the aim of reducing manual error and sample processing time. We show consistency in the expression of reference genes when assessing pooled RNA control samples for the manual and automated workflows of Fluidigm gene expression profiling.

Implementing Research Shared (Core) Facility Billing Systems.

Research Shared (core) Facilities (RSF) operate as centers of expertise and help to accelerate basic and translational science. A centralized platform for unified ordering, equipment reservation, and the billing of services using an integrated software system is a valuable resource that many academic institutions should consider. This paper discusses considerations for best practices and identifies lessons learned from the implementation of two different software systems for RSF. After implementing two different centralized billing systems for RSF, this paper identifies considerations for best practices and discusses lessons learned.

Creating a Career Path for Shared Research Resources Personnel.

Shared research resources are essential to academic research. A rapidly evolving workforce within a highly competitive market is making recruitment and retention of knowledgeable and technically skilled core staff more difficult. The inability to recruit and retain staff diminishes the resource's overall ability to provide services, which in turn affects academic research quality. Research institutions need to recognize that the roles and skills of shared research resource staff are distinguishable from those of research staff in funded investigator laboratories, and in doing so, develop a career path for shared research resource staff that will help these facilities recruit, train, and retain them. This brief focuses on the creation of a standardized career track for shared research resource staff: a career path of at least 3 to 5 tiered positions with task outlines that can be tailored to positions needed in any shared research resource. Salaries will vary for individuals within each position classification based on experience, mastered competencies, and time within the shared research resource. Besides characterizing basic task differences between shared research resource staff and other research personnel, the most compelling reason for having a well-delineated career path for shared research resource staff is to establish fairness, equity, and true opportunity in a supportive working environment, where shared research resource staff are motivated by developing a marketable skill set, gaining professional self-confidence, and earning a meaningful salary. Presented here is a case study from Oregon Health & Science University of the creation of a career path for shared research resource staff.

Data Management Tools to Measure the Impact of Core Facilities.

The Biomolecular Research Center at Boise State University is a research core facility that supports the study of biomolecules with an emphasis on protein structure and function, molecular interactions, and imaging. The mission of the core is to facilitate access to instrumentation that might otherwise be unavailable because of the cost, training for new users, and scientific staff with specialized skills to support early-stage investigators, as well as more established senior investigators. Data collection and management of users and their research output is essential to understand the impact of the center on the research environment and research productivity. However, challenges are often encountered when trying to fully quantify the impact of a core facility on the institution, as well as on the career success of individual investigators. This challenge can be exacerbated under the conditions of unprecedented growth in biomedical research and shared core facility use that has been experienced at Boise State University, an institution of emerging research excellence. Responding to these challenges required new approaches to information management, reporting, assessment, and evaluation. Our specific data management, evaluation, and assessment challenges included 1) collection and management of annual reporting information from investigators, staff, and students in a streamlined manner that did not lead to reporting fatigue; 2) application of software for analyzing synergy among programs' management strategy and investigator success; and 3) consolidation of core facility management, billing, and reporting capabilities into 1 cohesive system. The data management tools adopted had a beneficial effect by saving time, reducing administrative burden, and streamlining reporting. Practices implemented for data management have facilitated effective evaluation and future program planning. The substantial burden of assessment requirements necessitates early consideration of a strategy for data management to allow assessment of impact.

NUcore at 10: A Decade of Experience Developing a Core Facilities Management Application.

Implementing an effective software solution is an important step in managing a portfolio of core facilities. Though commercial options are available, developing or adopting a custom platform is a viable path for many institutions. At Northwestern University (NU), the cores program was reorganized beginning in 2008, and we pursued the latter path in order to retain control of the development priorities and to ensure integration with other enterprise systems. This manuscript describes our experience and results after a decade of effort. The platform, named NUcore, began enrollment in 2011, and full enrollment was achieved in 2019. Key features of NUcore include a stable and secure environment, a responsive and intuitive interface for users and core staff, seamless integration with the university financial system, rules and restrictions to ensure compliance, and both core-specific and enterprise reporting. NUcore now supports nearly half of all sponsored award dollars at NU at a cost of only 1 cent per dollar of business transacted. On average, there are over 4000 active users each year. NUcore is managed as an open-source project, available at no cost to any organization. Five academic organizations currently use the NUcore code base. For NU, NUcore has been a substantial success, and continuous development will ensure that it meets the future needs of our university and its cores.

Reopening During the Unprecedented: The Association of Biomolecular Resource Facilities Community Coronavirus Disease 2019 Pandemic Response. Part 2: Efforts to Effectively Ramp Up Core Facility Activities.

Shared research resources, also known as core facilities, serve a crucial role in supporting research, training, and other needs for their respective institutions. In response to the coronavirus disease (COVID-19) pandemic, all but the most critical laboratory research was halted in many institutions around the world. The Association of Biomolecular Resource Facilities conducted 2 surveys to understand and document institutional responses to the COVID-19 pandemic from core facility perspectives. The first survey was focused on initial pandemic response and efforts to sustainably ramp down core facility operations. The second survey, which is the subject of this study, focused on understanding the approaches taken to ramp up core facility operations after these ramp-down procedures. The survey results revealed that many cores remained active during the ramp-down, performing essential COVID-19 research, and had a more coordinated institutional response for ramping up research as a whole. The lessons gained from this survey will be indexed to serve as a resource for the core facility community to understand, plan, and mitigate risk and disruptions in the event of future disasters.

Shared Resource Laboratory Operations: Changes Made During Initial Global COVID-19 Lockdown of 2020.

Undoubtedly, the global pandemic caused by the SARS-CoV-2 virus has had a significant impact on Shared Resource Laboratories (SRL) operations worldwide. Unlike other crises (e.g., natural disasters, acts of war, or terrorism) which often result in a sudden and sustained cessation of scientific research usually affecting one or two cities at a time, this impact is being seen simultaneously in every SRL worldwide albeit to a varying degree. The alterations to SRL operations caused by the COVID-19 pandemic can generally be divided into three categories: (1) complete shutdown, (2) partial shutdown, and (3) uninterrupted operations. In many cases, SRLs that remained partially or fully operational during the initial wave of global infections saw a concurrent increase in COVID-19-related research coming through their facilities. This forced SRLs to make rapid adjustments to core operations at the same time as infectious disease experts were still developing recommendations for the safety of frontline medical workers. Although many SRLs already had contingency plans in place, this pandemic has highlighted the importance of having such plans for continuity of service, if possible, during a crisis. Immediate changes have occurred in the way SRLs operate due to potential virus transmission and in line with this new "Best Practices" have been established, that is,social distancing, remote working, and technology-based meetings and training. Many of these changes are likely to be in place for some time with the threat of further waves of infections toward the end of 2020 and into 2021. Some of these best practices, such as having many training resources recorded and available online, are likely to remain long-term. Although many changes have been made in haste, these will alter the future operations of SRLs. In addition, we have learnt how to deal with future crises that may be encountered in the workplace. © 2020 The Authors. Cytometry Part A published by Wiley Periodicals LLC. on behalf of International Society for Advancement of Cytometry.

Preparing for the Unprecedented: The Association of Biomolecular Resource Facilities (ABRF) Community Coronavirus Disease 2019 (COVID-19) Pandemic Response Part 1: Efforts to Sustainably Ramp Down Core Facility Activities.

The coronavirus disease 2019 (COVID-19) pandemic has curtailed all but the most critical laboratory research in many institutions around the world. These unplanned and unprecedented operational changes have put considerable stress on every aspect of the research enterprise, from funding agencies to research institutes, individual and core laboratories, researchers, and research administrators, with drastic changes in demands and deliverables. The Association of Biomolecular Resource Facilities Core Administrators Network Coordinating Committee initiated a forum-wide discussion followed by a global survey to gain information on how institutions and, specifically, shared resource core facilities were responding to the COVID-19 pandemic. The survey aimed to identify shared resource core facility challenges and opportunities related to operational ramp downs, shutdowns, or research "pauses" during the COVID-19 pandemic, as well as new practices and resources needed to ensure business continuity. Although a number of positive outcomes from remote work hold promise for improved core operations, the survey results revealed a surprising level of unfamiliarity with business continuity planning for cores and limited coordination within institutions. Recommendations for business continuity planning include key stakeholders working together to assess risk, prioritize work, and promote transparency across campus.

A Novel Paradigm for Expert Core Facility Staff Training.

Scientific research relies on a range of technologies, many of which are developing at a fast pace. Technical experts able to advise researchers on experimental design and validate the performance1 of shared instruments are increasingly recognized as critical members of the research community. Here I describe a novel postdoctoral fellowship program designed to train expert imaging scientists, which could easily be adapted for other technologies.

The History of Transgenesis.

A transgenic mouse carries within its genome an artificial DNA construct (transgene) that is deliberately introduced by an experimentalist. These animals are widely used to understand gene function and protein function. When addressing the history of transgenic mouse technology, it is apparent that a number of basic science research areas laid the groundwork for success. These include reproductive science, genetics and molecular biology, and micromanipulation and microscopy equipment. From reproductive physiology came applications on how to optimize mouse breeding, how to superovulate mice to produce zygotes for DNA microinjection or preimplantation embryos for combination with embryonic stem (ES) cells, and how to return zygotes and embryos to a pseudopregnant surrogate dam for gestation and birth. From developmental biology, it was learned how to micromanipulate embryos for morula aggregation and blastocyst microinjection and how to establish germline competent ES cells. From genetics came the foundational principles governing the inheritance of genes, the interactions of gene products, and an understanding of the phenotypic consequences of genetic mutations. From molecular biology came a panoply of tools and reagents that are used to clone DNA transgenes, to detect the presence of transgenes, to assess gene expression by measuring transcription, and to detect proteins in cells and tissues. Technical advances in light microscopes, micromanipulators, micropipette pullers, and ancillary equipment made it possible for experimentalists to insert thin glass needles into zygotes or embryos under controlled conditions to inject DNA solutions or ES cells. To fully discuss the breadth of contributions of these numerous scientific disciplines to a comprehensive history of transgenic science is beyond the scope of this work. Examples will be used to illustrate scientific developments central to the foundation of transgenic technology and that are in use today.

Describing the dynamic translational science landscape through Core Voucher utilization.

INTRODUCTION: Core facilities play crucial roles in carrying out the academic research mission by making available to researchers advanced technologies, facilities, or expertise that are unfeasible for most investigators to obtain on their own. To facilitate translational science through support of core services, the University of California, Los Angeles Clinical and Translational Science Institute (UCLA CTSI) created a Core Voucher program. The underlying premise is that by actively promoting interplay between researchers and core facilities, a dynamic feedback loop could be established that could enhance both groups, the productivity of the former and the relevance of the latter. Our primary goal was to give translational investigators what they need to pursue their immediate projects at hand. METHODS: To implement this system across four noncontiguous campuses, open-source web-accessible software applications were created that were scalable and could efficiently administer investigator submissions and subsequent reviews in a multicampus fashion. RESULTS: In the past five years, we have processed over 1400 applications submitted by over 750 individual faculty members across both clinical and nonclinical departments. In total, 1926 core requests were made in conjunction with 1467 submitted proposals. The top 10 most popular cores accounted for 50% of all requests, and the top half of the most popular cores accounted for 90% of all requests. CONCLUSION: Tracking investigator demand provides a unique window into what are the high- and low-priority core services that best support translational research.