PLANNING AND EVALUATION

规划和评估 NYUCI在纽约大学朗格尼医学中心的整个癌症事业中进行了持续的战略规划。取得的成就包括新的流行病学和癌症控制研究计划，这是该研究所人口科学研究的中心，并通过与协作科学助理院长David Levy博士的合作，制定了该医学中心的计划，投资2600万美元对共享核心设施进行战略性扩展和监督。这一合作伙伴关系的成果包括一个新的生物医学信息学共享资源，一个已建立的RNAi共享资源，基因组技术中心的新技术，包括下一代测序，一个完全修订的蛋白质组学共享资源，一个增强的生物库中心共享资源，它是先前安装在实验病理学共享资源中的Tabs设施的产物，以及通过与CTSA的类似服务合并，完全重新设计核心临床实验室，成为一个充满活力的翻译研究实验室共享资源。 通过战略努力，癌症研究所在临床研究基础设施上投入了大量资金，以支持患者获得贝尔维尤癌症中心临床研究方案的机会和收益，自上次审查以来，临床试验的收益增加了近50%。在组织上，癌症研究所合并了血液科和肿瘤科，成立了设在研究所的血液科和肿瘤科，并招聘了科长。欧文·奥康纳，医学博士，2010年被招聘并被任命为新的科长，但今年回到了哥伦比亚大学。目前正在招聘一名新的科长。NYUCI领导层开发了这一组织结构，以创建完全一致的使命和愿景，以及迅速实施变革的能力，以充分利用独特的学术、财政和社区资源，以满足我们成员的需求，并实现研究所的总体目标。 高级领导层认识到规划举措的透明度的重要性，并支持若干场所让会员参与规划和评估进程。自上次审查以来，NYUCI举行了一次高层领导务虚会，并于2010年更新了最初的战略计划(1999年批准，并于2002年、2004年和2008年修订)；2011年7月主持了一次内部共享资源评估；重新评估了成员标准；扩大了外部咨询委员会(EAB)成员，将表观遗传学、放射肿瘤学、预防和控制以及癌症中心领导方面的专业知识包括在内；聘请了特别顾问，就我们的人口科学倡议提供建议；审查和评估研究计划；共同主持了计划和实施机构投资和发展的委员会，以管理共享核心设施；并在机构规划过程中发挥了重要作用，在布鲁克林的伍德赫尔医疗中心建立了一个新的社区癌症中心，该中心是贝尔维尤医院的姊妹纽约市公立医院。过去五年的资金支持了EAB，规划了发展人口科学方面的科学严谨性和合作的会议，并主办了一年一度的纽约大学癌症研究所转化研究务虚会。

PLANNING AND EVALUATION The NYUCI has engaged in continuous strategic planning across the entire cancer enterprise at the NYU Langone Medical Center. Accomplishments include the new Epidemiology and Cancer Control Research Program that is the center of the Institute's population sciences research, and through partnership with David Levy, PhD, Assistant Dean for Collaborative Sciences, developed the Medical Center's initiative to invest $26m in the strategic expansion of and oversight of shared core facilities. Results from this partnership included a new Biomedical Informatics Shared Resource, an established RNAi Shared Resource, new technologies for the Genome Technology Center including next generation sequencing, a completely revised Proteomics Shared Resource, an enhanced Biorepository Center Shared Resource that is an outgrowth of the TABs facility previously hou.sed in the Experimental Pathology Shared Resource, and the complete redesign of the Core Clinical Laboratory, through a merger with a similar service of the CTSA, into a vibrant Translational Research Laboratory Shared Resource. Through strategic efforts, the Cancer Institute invested heavily in clinical research infrastructure to support access to and accrual of patients to clinical research protocols at Bellevue Cancer Center that led to an almost 50% increase in accrual to clinical trials since the previous review. Organizationally, the Cancer Institute merged the Divisions of Hematology and Medical Oncology to create the Division of Hematology and Medical Oncology housed in the Institute and recruited the Division Chief. Owen O'Connor, MD, PhD was recruited and named the new Division Chief in 2010, yet returned to Columbia University this year. Recruitment for a new division chief is currently underway. NYUCI leadership developed this organizational structure to create full alignment of mission and vision, and the ability to effect change quickly to take full advantage of the unique academic, financial and community resources to meet the needs of our members and to achieve the overall goals of the Institute. Senior Leadership recognizes the importance of transparency in planning initiatives, and supports several venues to involve membership in both the planning and evaluative process. Since the last review, the NYUCI held a senior leadership retreat and updated the original Strategic Plan in 2010, (approved in 1999 and amended in 2002, 2004, and 2008); chaired an internal shared resource evaluation July, 2011; re-evaluated membership criteria; expanded the External Advisory Board (EAB) membership to include expertise in epigenetics, radiation oncology, prevention and control, and cancer center leadership; brought in ad hoc consultants to advise on our population sciences initiatives; reviewed and evaluated research programs; cochaired the committee that planned and implemented the institutional investment and development of an Office of Collaborative Sciences to manage shared core facilities; and was instrumental in the institutional planning process to build a new community cancer center at the Woodhull Medical Center, in Brooklyn, a sister New York City public hospital of Bellevue Hospital. Funds over the past five years supported the EAB, planning meetings to develop scientific rigor and collaborations in population sciences, and to host the annual NYU Cancer Institute Translational Research Retreat.