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Boston Cancer Policy Institute Inc.

 421 Somerville Avenue, #1-A
 Somerville, MA 02143
[P] (617) 764-4620
[F] (617) 764-4620
http://www.cancerpolicyinstitute.org
[email protected]
Ellie Okada, Ph.D.
INCORPORATED: 2012
 Printable Profile (Summary / Full)
EIN 45-5124662

LAST UPDATED: 07/10/2017
Organization DBA Boston Cancer Policy Institute
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Our missions are: (i) to conduct policy-oriented research on a mechanism that will advance paths towards individualizing cancer therapeutics and diagnostics, especially for metastasized/ rare cancers; and (ii) to contribute to improving cancer/ science policy outcomes for public interests.
 
Our focus is new social sciences. Our objective is not necessarily making policy recommendations. What we aim is to pursue logic and concepts that underlie features of events, which are relevant to policy questions.
New social sciences encompass studies on science organizations, universities, transnationals, cancer/ science policies, care delivery system, institutions, intellectual property, among others. 
 

Mission Statement

Our missions are: (i) to conduct policy-oriented research on a mechanism that will advance paths towards individualizing cancer therapeutics and diagnostics, especially for metastasized/ rare cancers; and (ii) to contribute to improving cancer/ science policy outcomes for public interests.
 
Our focus is new social sciences. Our objective is not necessarily making policy recommendations. What we aim is to pursue logic and concepts that underlie features of events, which are relevant to policy questions.
New social sciences encompass studies on science organizations, universities, transnationals, cancer/ science policies, care delivery system, institutions, intellectual property, among others. 
 

FinancialsMORE »

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $750.00
Projected Expense $750.00

ProgramsMORE »

  • 1. Social Science Research on Mechanisms that will Advance Translational Science/ Medicine.
  • 2. Frameworks regarding therapeutics/ diagnostics options
  • 3. Cancer / Science Policy Frameworks

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Our missions are: (i) to conduct policy-oriented research on a mechanism that will advance paths towards individualizing cancer therapeutics and diagnostics, especially for metastasized/ rare cancers; and (ii) to contribute to improving cancer/ science policy outcomes for public interests.
 
Our focus is new social sciences. Our objective is not necessarily making policy recommendations. What we aim is to pursue logic and concepts that underlie features of events, which are relevant to policy questions.
New social sciences encompass studies on science organizations, universities, transnationals, cancer/ science policies, care delivery system, institutions, intellectual property, among others. 
 

Background Statement

History: Founded on April 23, 2012. Created mission statement, three research programs, policies of conflicts of interests, and other federal government required policy statements. Started a social science research project on Institute of Medicine Guidelines and scientific reproducibility in May 2012. Moved the primary office address to 1035 Cambridge St. on Jan. 2013, then to 421 Somerville Ave. 1-A, Somerville MA on Dec. 2013. Reframe the research programs to the following:
 
(1) Social science research on mechanisms that will facilitate translational cancer science/ medicine
 
(2) Social science research on frameworks regarding therapeutics/diagnostics/ care options, and
 
(3) Social science research on cancer/ science policy. Launch a working paper series of Boston Cancer Policy Institute. Acquired IRS 503(c)3 on Jul. 31, 2013. Refocus the activity domain on conducting research, with social science rigor, for public interests. 
 
Feb 2015, Joined a working group of Multi-Regional Clinical Trial Center of Harvard and Brigham and Women’s Hospital, which enhances our capacity to understand clinical phase bioethics issues.
 
March 2015. Submitted a Statement of Commitment to Institute of Medicine (IOM) in response to Dying in America (2014) and (2011) Relieving Pain in America (2011). Launched the second project.
 
May 2015: Presented a part of research results on governance of translational cancer medicine at a peer-reviewed conference: Annual Meeting of Governance for Emerging Technologies: Law, Policy and Ethics, Arizona State University.
 
Sept 8, 2015: Presented a part of research results at a peer- reviewed conference: the International Multidisciplinary Conference on Art and Science held in Boston (Accepted in Aug. 2014, postponed to Sept  2015).
 
Feb. 2016: Separate the Social Science Research Division and the Governance Division.

Overall description of organization: A research institute of new social sciences, dedicated to conducting policy relevant research for public interests. Our activities are writing/ presenting research results at peer -reviewed/professional conferences and journals.

New social sciences contribute to resolving issues as well as adding values to advanced science that will be ultimately translated to clinical as well as population health. The ultimate benefits will be realized in patients and society. We are dedicated to pursue this direction.   


     

Impact Statement

Accomplishment

(1) Social science aspects of translational cancer science was recognized as follows:
 
Two working papers (2015-01; 2016-01).
 Parts of research results were presented at a peer-reviewed conference: (i) Annual Conference on Governance of Emerging Technologies: Law, Policy and Ethics, Arizona State University, May 26-28, 2015. (ii) The International Multidiscipline Conference, Boston (peer- reviewed. to be held in Sept. 2014 postponed to Sept. 8, 2015).
The focus: organization aspects of translational medicine, Codes of conduct.  
 
(2) Attended an invitation-only meeting of the National Academy of Medicine in 2016.
Submitted a Statement of Commitment in February 2015, and an updated Statement of Research Commitment in May 2016, to National Academy of Medicine in responding the recommendations of Institute of Medicine (IOM) 2014. 
The first statement is available at: https://www.nationalacademies.org/hmd/~/media/Files/Report%20Files/2014/EOL/Commitment-Statements/Boston%20Cancer%20Policy%20Institute.pdf?la=en
The updated statement is available in: Assessing Progress in End-of-Life and Serious Illness Care, National Academy of Medicine. 2016: 87-94. 
 
Conduct social science research committed to them.
The focus: social science aspects of translational science, improving quality and honoring individuals. 
 
(3)February 2013: Senior fellow Okada attended an international policy conference, Directorate for Science, Technology and Industry, OECD, held in Paris. It is the final conference of the 2-year project of the program " New sources of growth: knowledge-based capital," where Okada attended, as an expert, the kick-off meeting held in Washington, D.C. in May 2011. The final report: OECD Supporting Investment in Knowledge Capital, Investment, and Innovation, Oct. 2013.
The focus: knowledge, intellectual assets  

Needs Statement

1. The most pressing need is management staff who have an understanding of our vision.
 
 

CEO Statement

Boston Cancer Policy Institute initiated a new social science research on cancer science/ medicine. Social sciences play a significant role in advancing science organizations. For example, the National Academy of Medicine (former IOM) 2012 Guidelines sharply reduced university scientists' honest failures in reproducibility that surged in the 2000s. Analyzing mechanisms on such a soft law approach is our prioritized area. Our hope is that individuals/patients with molecular mutations, typically cancers,  can also have their autonomous lives. We will conduct research for public interests.

Board Chair Statement

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Geographic Area Served

National
International
GREATER BOSTON REGION, MA

The geographic research scope of Boston Cancer Policy Institute is global, since our focus is, in principle, research conducted in academic settings. At the same time, medicine is provided to patients under domestic judicial frames. It is crucial to balance global scope and geographic differences, while avoiding possible harms to patients.
 

Organization Categories

  1. Social Science - Research Institutes and/or Public Policy Analysis
  2. -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

1. Social Science Research on Mechanisms that will Advance Translational Science/ Medicine.

This program is to research mechanisms on advancing translational medicine from social science perspectives. 

Translational medicine and biomarkers are expected to play a critical role in predicting clinical outcomes and diagnostics. They have shown effectiveness in addressing metastasized/rare cancers, and are expanding the field to include infections caused, and other molecular mutation diseases.
 
Our program is to seek successful policy, organizational, and institutional mechanisms which can also be transferrable to other disease fields.
 
 

 

Budget  $140,000.00
Category  Social Science; General/Other
Population Served People/Families of People with Cancer US US& International
Program Short-Term Success 

Add tangible contributions per program to the fields. 

Tangible contributions will be realized through working papers that achieve milestones, peer- reviewed /professionally reviewed paper and presentation.
Program Long-Term Success 

Contribute, through unbiased social science research, that the systemic barriers and conflicts are resolved, as well as distributive justice of resources will be balanced.

Program Success Monitored By  Program success will be monitored by peer-reviewed research communities with policy mindsets.
Examples of Program Success 
A part of research results was accepted to present at a peer-reviewed conference, Governance on Emerging Technologies, Law School, Arizona State University (May 2015); International Multidisciplinary Conference on Science and Technology held in Boston ( Sept 2014, postponed to Sept 2015).
 
 

2. Frameworks regarding therapeutics/ diagnostics options

 There are still system issues to address that all the people with molecular mutations can live their autonomous lives. Complications with infectious diseases still affect vulnerable population. Some of cancer induced pains, such as neuropathic pain and cancer induced bone pain, are clinical challenges. 
 
In addition, so many people with serious terminal illness still cannot receive adequate pain medicine as well as quality cares nearing their end of life  (Institute of Medicine 2014). 
 
This program will to contribute to explore frameworks that will resolve or mitigate unmet needs with regulatory policy, organizational  and institutional  perspectives.
Budget  $160,000.00
Category  Social Science; General/Other Interdisciplinary Studies
Population Served US People/Families of People with Cancer US& International
Program Short-Term Success      

Contribute, through unbiased research, that systemic issues are resolved.

 

Program Long-Term Success   

Contribute, through unbiased social science research, that all the people with molecular mutations can live their autonomous lives. Patients nearing their end of life are honored and receive quality care.

 

Program Success Monitored By   Academic, professional research communities, stakeholders, as well as wider range of related individuals with policy mindsets will monitor the progress.
Examples of Program Success 
Submitted a Statement of Commitment to Institute of Medicine (IOM), in responding IOM (2014) Dying in America: Improving Quality and Honoring Individual Preferences near the End of Life. Started studies that are committed to the recommendations.
 
Enhanced awareness of ethics at a working group of Multi-Regional Clinical Trial Center at Harvard and the Brigham and Women's Hospital. The focus : Ethics principles/ Ethical frameworks.

3. Cancer / Science Policy Frameworks

   

Based on the above two programs, the third program will analyze cancer /science policy formulation processes, explore actual patterns and desired mechanisms based on appropriate theoretical frameworks, discuss issues with related parties and policy makers, and seek successful directions.

Budget  $150,000.00
Category  Social Science; General/Other
Population Served US People/Families of People with Cancer US& International
Program Short-Term Success       Mechanisms of specific science policies will be analyzed from observations, based on appropriate theoretical foundation. 
Program Long-Term Success       Successful mechanisms that will be transferrable to similar fields will be induced.
Program Success Monitored By     Science policy and ethics research communities will monitor the progress. 
Examples of Program Success      

CEO/Executive Director/Board Comments

The opportunities are (1)  awareness on precision and molecular marker increased. (2) Social science aspects including policy, organizational and institutional issues are began to be recognized.
 
The major challenge is staffing. Our activities such as writing an academic paper and discussing at workshops, mainly at universities, are invisible. It takes a time to have a tangible result. We will continue knowledge exchange with people with relevant mindsets.       
 

Management


CEO/Executive Director Dr. Ellie Okada Ph.D.
CEO Term Start Apr 2012
CEO Email [email protected]
CEO Experience
Dr. Ellie Okada, Senior Fellow, President. 
Ellie Okada is an academia, social scientist, strategist. As the senior fellow of the Research Institute, Dr. Okada is committed to putting her knowledge and experience to use in exploring frameworks that will soundly and ethically translate discoveries to clinical settings, and to population health.

Ellie Okada holds a Ph.D. in Business Management from Kobe University’s Graduate School of Business Administration program (Equivalent to the U.S. regionally accredited university Ph.D.). She is part of one of the last generations that received the traditional type of degree, which requires 10 years of teaching experience as academia, a 300-page book publication, a 12-month investigation, and an oral examination.  From 1988 until 2012, she taught and researched at the Yokohama National University. While a professor, she came to the U.S. to serve at both Columbia University and Harvard University. As a visiting scholar at Columbia, she researched workable configurations of internal and external intellectual property to leverage organizational capability change. During her work as an academic associate (Visiting Scholar) at Harvard, Okada began to incorporate elements of policy frameworks into the management theory.

Recognized by the Japanese Government as an expert in her field, Okada served on the Japanese Cabinet Office’s Council for Science and Technology between 2007 and 2009, during which time she aided in synchronizing intellectual property guidelines in the advanced medical science for the U.S. and Japan. Also served expert as academia at the kick- off meeting of the OECD knowledge based capital project held in Washington D.C.

In 2012, Ellie Okada resigned her position as a tenured full professor in order to pursue her research questions, an option only available in the United States. Now she is concentrating on continued research, initiating new research programs at the Boston Cancer Policy Institute.

 



Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience


Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Dr. Robert A. Adelson J.D. Director, Governance Division, Chair of Boards
Partner of Engel & Schultz, PC.
Experienced lawyer, has long contributed to the institutional change of Massachusetts. Has familiarity with academic institutions and academic medicine. 
Mr. Joseph A. Richmond CPA Director, Tresurer, Governance Division
Principal at Joseph A. Richmond CPA PC.
Has a long experience of auditing and advising nonprofit institutions.

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Currently, a research director at law school is joining our first program research as an individual. The senior fellow of Boston Cancer Policy Institute has 25 years of experience of university faculty.  Academia and researchers of universities and noncommercial research institute can collaborate as individual bases, depending on the required time efforts and responsibility.  We will deepen or enhance the scope of collaboration with university scholars, as well as those at other nonprofit research institutes.
 

CEO/Executive Director/Board Comments

 1. The major opportunity of Boston Cancer Policy Institute is that new social sciences approach for advanced medical science began to be recognized among academia and related professionals. New social sciences include policy/ institution/ soft law, organization studies, management studies, intellectual property, among others. We will keep pursuing the research direction.
2.  We recently separate the social science research division and the governance division. The research division perform social science research regarding cancer science, frameworks that cancer/ science policies and institutions affect science organizations, as well as cancer/science policy outcomes. The governance division conducts internal reviews on whether research programs/ projects are performed in line with public interests, results are disseminated properly, and funds are used adequately. In this manner, we will realize highly qualified advanced studies while keeping research integrity.
3.  The senior fellow has years of experience of researching the relations between organizations and institution/ policy. We should like to configure these experience in organizational efforts, which will ultimately serve for patient population.  
 

Foundation Comments

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Staff Information

Number of Full Time Staff 1
Number of Part Time Staff 2
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 2
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 1
Other (if specified): permanent resident
Gender Female: 1
Male: 2
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Yes
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy No
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

Risk Management Provisions

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency No N/A
Non Management Formal Evaluation and Frequency No Annually

Governance


Board Chair Dr. Robert A Adelson JD
Board Chair Company Affiliation Engel and Schultz, PC
Board Chair Term Aug 2014 - Dec 2016
Board Co-Chair Mr. Joseph A Richmond CPA
Board Co-Chair Company Affiliation Joseph A. Richmond CPA PC
Board Co-Chair Term Aug 2014 - Dec 2016

Board Members

Name Company Affiliations Status
Dr. Robert A Adelson Esq. Engel & Schultz, LLP Voting
Dr. Marcia V Fournier Ph.D. BIOARRAY Therapeutics NonVoting
Dr. Ellie Okada Ph.D. Boston Cancer Policy Institute, Inc Voting
Mr. Joseph A Richmond C.P.A. Joseph A. Richmond, CPA PC Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Dr Marcia V Fournier Ph.D. BIOARRAY Therapeutics NonVoting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 2
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 1
Other (if specified): Permanent Resident
Gender Female: 2
Male: 2
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 10
Board Meeting Attendance % 80%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 15%
Percentage of In-Kind Contributions 85%
Constituency Includes Client Representation Yes

Standing Committees

    --

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $750.00
Projected Expense $750.00
Form 990s

2015 Form 990 EZ

2014 Form 990 EZ

2013 Form 990 EZ

2012 Form 990 EZ

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $12,535 $10,332 $17,286
Total Expenses $12,530 $10,332 $17,286

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $12,535 $10,332 $17,286
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $10,270 $8,279 $15,343
Administration Expense $1,589 $1,476 $1,942
Fundraising Expense $671 $567 --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.00 1.00 1.00
Program Expense/Total Expenses 82% 80% 89%
Fundraising Expense/Contributed Revenue 5% 5% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $3,520 $3,530 $3,365
Current Assets $1,504 $1,514 $1,528
Long-Term Liabilities $0 $500 $1,165
Current Liabilities $0 $0 $0
Total Net Assets $3,520 $3,030 $2,199

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 14% 35%

CEO/Executive Director/Board Comments

--

Foundation Comments

This nonprofit is newer and began its work in 2012, subsequently receiving its nonprofit status in 2013, as per the IRS Letter of Determination posted above. As such, the FY12 990 document posted above cover April 23, 2012 - Dec. 31, 2012, a partial year. Financial summary data in the charts and graphs above is per the organization's IRS Form 990-EZ's.
 
Please note, certain start-up funding and revenues for fiscal year 2013 and fiscal year 2012 are per the generous contributions of a founder.
 

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

ULTIMATE GOAL: Our target population is patients with metastasized / rare cancers. Ultimate goal is that systemic issues are resolved so that patients with metastasized/ rare cancers can live their autonomous lives and receive appropriate therapeutic and diagnostics. Also, patients with terminal cancers, elderly, as well as end-of-life patients of all ages can receive improved quality care.

With such vision, we are performing social science research on mechanisms to advance sound translation of cancer/science research at academic settings, as well as to improve quality of cares.

BACKGROUND: There are still biologically heterogeneous cancer patients who do not respond to standards of care. For example, the two- year survival rate of Bellini duct carcinoma is only 20 %. In case of Adenoid Cystic Carcinoma, while having an 89 % survival rate over a five-year period, patients often have recurrent cancer. Patients with cancer metastatic are more susceptible to infectious diseases and other comorbidities. Many of advanced cancer patients develop chronic pains. However, certain kinds of pains do not respond to standards of cares. In addition, fragmentation of care delivery still cause burdens to end-of-life patients. 

The scientific/institutional advancement has been enabling us to target molecular level causes more precisely, as well as increasing predictive ability for clinical and diagnostics outcome. Such a system will benefit unmet needs as well as a society in a long run. At the same time, we mustn't forget the quality of cares.

Currently, there are several challenges to overcome. We will be committed to resolving issues in translating science, soundly.

At the same time,  several gaps emerge between medical viewpoints, patients' viewpoints, science viewpoints, as well as other stakeholders under certain conditions. Several can be done through policies and organizational mechanisms.
 
Our research scope is not in the medical discipline itself, but in policy/ organization factors that will ultimately affects patients and populations. For example, Institute of Medicine 2012 Guidelines significantly reduced reproducibility failures in molecular mutations research, typically cancer research. Pursuing logic such soft law approach works is our prioritized area.
We believe that our independent research outcomes will ultimately bring benefits to patients. 

DEFINITION OF OUR LONG TERM SUCCESS: There are several missing links in the paths that cancer sciences results are ultimately delivered to patients. Some of them are due to pure scientific issues. However, several pitfalls and fragmentation reside outside of natural science research scopes. This is the reason why we created Boston Cancer Policy Institute as a research institute of new social sciences.

We will seek mechanisms, as well as contribute to improving cancer/ science policies.

We define our success when we induce a meaningful conclusions and implications both in theoretical and practical senses.

HOW WE WILL KNOW IF WE HAVE BEEN SUCCESSFUL: When our hypothesis are validated based on social science methodologies, and when we can draw meaningful conclusions, we will know, we have been successful.

We will submit papers as well as present findings at peer-reviewed/ professionally reviewed journals and conferences. Thus, we will stimulate discussion that will lead to systemic changes to resolve unmet needs of metastasized/ rare cancers.


2. What are your strategies for making this happen?

1. Our strategy is to use full capacity of academic backgrounds of new social sciences.  It is usual that novel findings can be ascribed to a combination of multiple disciplines. In this manner, we will contribute to enhancing  existing theoretical framework, at the same time inducing actionable resolutions for related parties.
Currently, policy makers are actively adopting evidence- based approach. It is good timing for us to strengthen this direction.
 
2. While we focus on cancers as a disease field, cancers share common molecular level characteristics with other diseases. We will have comparative perspective to address issues.
 
3 . At the same time, we will be sensitive to understand what really benefits patients. We will enhance our capacity of normative views.
 
 


3. What are your organization’s capabilities for doing this?

Our core capabilities constitute of the following:
1. A unique combination of research disciplines.
E. Okada, Senior Fellow, President, was featured for excellence in social sciences as follows:http://www.24-7pressrelease.com/press-release-service/423951
 
2. The external strengths lie in scholarly research networks with policy mindsets. We will contribute to discussion, as well as configure them with our organizational capability.

4. How will your organization know if you are making progress?

The indicators of the organization success are:
(a) Achievement of milestones in the context of social science research.
(b)Diffusing research results at peer-reviewed or professionally reviewed conferences and/ or journals,
(c) Contribution to policy-oriented forums that relate to our mission.

5. What have and haven’t you accomplished so far?

1. Have a preliminary framework on how policies work for advanced cancer science process.
2. Started social science research that is committed to recommendations of Institute of Medicine (2014) Dying in America: Improving Quality and Honoring Individual Preferences near the End Of Life. 
3. Related to the above, we will deepen understanding on how policy works and what can be done through new social science disciplines.
4.  The main potential risk and obstacle is people's mis-perceptions. It is usual that professional institutions such as research institutes, universities and hospitals tend to invite people's mis-perceptions.  At the same time, being too much cautious will cause harms also to related outside individuals. Inviting diversified people's involvement respectfully, such as in boards and research participants, will benefit the both.