From 2001 to 2005, the Moores Cancer Center at the University of California, San Diego sought to translate an approved design for a multi-use research and clinic building into a functioning reality. This case study explores the contribution of financial planning and organizational management theory to the major transition into a new building. It describes cultural challenges, decisions, and key policy development techniques along the way. This paper specifically addresses metrics for establishing debt structuring, creative electronic communication systems, and policy formation for space eligibility, staff performance, and building maintenance. We seek to highlight the value of research administration in a major building program and to address the paucity of literature on this subject. [ABSTRACT FROM AUTHOR]