Chapter 17: Global Academic Programs: the Advantages of Collaboration Part II
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Description
In response to a question, Dr. Dmitrovsky underscores that Global Academic Programs does not establish relationships with a commercial motive in mind. They are part of the ten-year plan of furthering MD Anderson's mission of assuming social responsibility for the health of populations. Dr. Dmitrovsky explains MD Anderson's link with the biotech company, Ziopharm Oncology as an example a relationship established with a commercial venture in mind. He then underscores the differences between relationships established to further MD Anderson's social responsibility and mission versus explore opportunities to commercialize discoveries. He gives examples of consulting relationships set up through GAP and talks about what makes a desirable partner. He talks about Hunan Cancer Hospital, a potential partner, noting that it is centrally located in China and would enable dissemination of cancer knowledge and care to a vast number of people. [The interview is terminated.]
Identifier
DmitrovskyE_03_20150706_C17
Publication Date
7-6-2015
City
Houston, Texas
Interview Session
Topics Covered
The University of Texas MD Anderson Cancer Center - Beyond the Institution; Industry Partnerships; Beyond the Institution; Multi-disciplinary Approaches; MD Anderson Culture; Institutional Mission and Values; MD Anderson Impact; This is MD Anderson; MD Anderson Product Development and IP; Global Issues "“Cancer, Health, Medicine; Healing, Hope, and the Promise of Research
Transcript
Tacey A. Rosolowski, PhD:
This is more of a financial kind of question. Research is very expensive to run. Speaking with Amy Hay, Dr. DePinho, I mean, there's really an intention as the institution is being transformed, and becoming very, very much more research heavy than ever before, probably. And with the changing economic environment of healthcare and cost, there's a need for additional revenue streams. And I'm curious, as you're thinking about these academic collaborations, you know, to what degree is that also in your mind, how some of these connections that are based on intellectual and clinical collaborations, how they might transform into relationships that can eventually be commercial or MD Anderson?
Ethan Dmitrovsky, MD:
So those are great questions. I would say that the emphasis right now is social responsibility, rather than commercial benefit. We have other opportunities that cross my desk that are of more of a commercial nature.
Tacey A. Rosolowski, PhD:
Can you talk about those?
Ethan Dmitrovsky, MD:
Yeah. And those relationships, you know, for instance, there, we have developed just as one example, a collaboration with Ziopharma, Z-I-O-P-H-A-R-M-A, which is co-development of new technology and T-cell modifying T-cells for cancer therapy. This is a technology that was pioneered by Dr. Lawrence Cooper, who was now a faculty member here until recently, who has now become the CEO of Ziopharma. And what we have put in place is a robust institutional conflict of interest plan so that any revenue that might come about will be will reseed new translational research. And so I wouldn't view the GAP program as the driving force of healthcare economics, because most of these nearly nearly all, not all, but nearly all of these relationships are only driven by social responsibility. Not only to be diminutive about the call, but to say that's the emphasis. We have not in the majority, have not developed these relationships to commercial audience. Rather, some of our intellectual property has been commercialized in the hopes of decreasing the time for a discovery cycle. But at the same time, could potentially develop in a way that would be consistent with an all UT system and MD Anderson and federal guidelines to be compliant with all rules and regulations that are relevant, to find a way to have that become an engine if you want, to discovery. So most of those relationships cross my desk. And I look at those as opportunities for us to develop an independent source of support for the scholarship of our faculty, because NIH funding has been sadly flat. And even if it does increase, it very few people are thinking, right now, that it will increase to the level that will fill the gap of the funding deficit that has been developed by the flat budget for many years. And the purchasing power of NIH grants are also limited, because oftentimes, you don't receive the full amount of support that was approved by a study section, by a portion of it. So we do need to find new ways to support the scholarship of our faculty, and we are blessed by having many supporters, many stakeholders who support us in a philanthropic point of view. We need to diversify that support to include taking full advantage of our intellectual property as an engine to support new discoveries. So I wanted to make sure you understood that those are sort of two different topics, and I try very hard not to mix them, because if you look at these relationships globally as potentially, first and foremost, commercial partners, then that can erode a sense of social responsibility, as a drug developer.
Tacey A. Rosolowski, PhD:
No, I'm glad you clarified that. Very glad. What do you think
Ethan Dmitrovsky, MD:
Now, I just wanted to make sure that you understood that there are some relationships that are more closely aligned than a typical sister institution, where we actually provide an ongoing consultation, so that an institution can raise their clinical practice to standards that would be likened to those that were present here. And that requires an intensive effort by many faculty. And so on some occasions, that has a financial component, but that's a very small subset.
Tacey A. Rosolowski, PhD:
Are there any particular qualities that, when you're looking at institutions overseas, are there particular qualities that they have in common that make them a good opportunity to partner with MD Anderson?
Ethan Dmitrovsky, MD:
Well, I think that that's just such a fine question. I think it's such a germane question, because we are not seeking to have relationships just to have relationships. So by your very question, I think it raised one of the key elements that's required in that is a sensitive partnership, that in a sister institution, and with the memorandum of understanding, then they become more closely entwined with the fabric of MD Anderson. And so we don't want to see people trying to take advantage of the name without taking advantage of the content that it's produced. So as we have a sense of social responsibility, we look for partners who are committed to our mission, which is to consign cancer to history in Houston, Texas the nation, the world. And they are open-minded to a partnership, that they don't intend to commercialize the relationship, just as we generally don't tend to commercialize the relationship. And so that sense of partnership is a mutual respect, but driven by the mission. So that's one. The other is that we see an opportunity where our relationship with their sister institution can benefit the citizens of the community, that would be reaching out to. So as an example, I just cited a few minutes ago, the Hunan Cancer Center is not our first relationship in China, but it's the first one in the center of China. So the reach of the Hunan Cancer Center touches a number of lives that approximate the entire population of the United States. And so we have longstanding collaboration with the center because "“ come on in please. (interruption; inaudible) From our president. I have to take this [call].
Tacey A. Rosolowski, PhD:
I'll pause just for a moment. Yes. I just want to say, for the record, we're terminating the interview about six minutes after 11:00, as Dr. Dmitrovsky has something to tell me.
Ethan Dmitrovsky, MD:
So I'll see you when.
Tacey A. Rosolowski, PhD:
Absolutely.
Ethan Dmitrovsky, MD:
I'll tell END OF AUDIO FILE
Recommended Citation
Dmitrovsky, Ethan MD and Rosolowski, Tacey A. PhD, "Chapter 17: Global Academic Programs: the Advantages of Collaboration Part II" (2015). Interview Chapters. 652.
https://openworks.mdanderson.org/mchv_interviewchapters/652
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