Planning and Evaluation

规划与评估

• 批准号: 8690274
• 负责人: Dario C Altieri
• 金额: $ 3.53万
• 依托单位: WISTAR INSTITUTE
• 依托单位国家: 美国
• 财政年份: 2014
• 资助国家: 美国
• 起止时间: 2014-03-01 至 2019-02-28
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/8690274
• 关键词: Address; Advanced Malignant Neoplasm; Affect; Aging; Back; Basic Cancer Research; Budgets; Cancer Center; Cancer Center Support Grant; Cancer Research Project; Collaborations; Complex; Comprehensive Cancer Center; Decision Making; Development; Ensure; Evaluation; Extramural Activities; Faculty; Feedback; Foxes; Funding; Goals; Grant; Growth; Institutes; Interdisciplinary Study; Laboratories; Leadership; Light; Malignant Neoplasms; Medicine; Mentors; NCI Center for Cancer Research; Penetration; Play; Positioning Attribute; Process; Recruitment Activity; Refit; Research; Research Infrastructure; Research Priority; Resource Sharing; Resources; Retirement; Role; Science; Scientist; Strategic Planning; Time; Training Programs; Training and Education; Vision; anticancer research; cancer research center director; meetings; member; multidisciplinary; next generation; operation; patient oriented; patient oriented research; programs; square foot; tool

During the last budget period, the Cancer Center has introduced sweeping changes that affected its administrative infrastructure, decision-making process, scientific realignment of Programs and Shared Resources and expansion of educational and mentoring activities. These changes were directed by a comprehensive, inclusive and transparent strategic planning process that involved all scientific, administrative and educational stakeholders in the Cancer Center. A combination of internal Center-wide consultative sessions, including annual scientific and planning retreats, and in-depth feedback by a newly configured Cancer Center External Advisory Board, contributed to make the strategic planning process a successful endeavor, creating a set of strategic directives {Strategic comparatives) that guided the comprehensive reorganization of the Cancer Center during the last budget period. The resulting 2012 Cancer Center Strategic Plan refined the Center's long-term vision in the continuum of basic, translational and patient-oriented research, streamlined operation and decision-making, and identified concrete opportunities for scientific expansion, thematic faculty recruitment and development of new, multidisciplinary research themes. Overall, the consultative tools that enabled the strategic planning process will continue to provide a fundamental asset for the Cancer Center in the next budget period, ensuring a nimble and research-oriented administrative infrastructure, opportunity-driven decision-making, comprehensive feedback from external advisors and dynamic refinement of research priorities and scientific themes. Building on the successful growth ofthe Cancer Center in the last project period in terms of collaborative contributions and cancer-focused research funding, these planning and consultative processes as supported by the CCSG budget will continue to play an indispensable role in further advancing the cancer research agenda during the upcoming faculty and facility expansion.

在上一个预算期间，癌症中心进行了全面改革，影响了其行政基础设施、决策过程、方案和共享资源的科学调整以及教育和辅导活动的扩大。这些变化是由一个全面，包容和透明的战略规划过程，涉及癌症中心的所有科学，行政和教育利益相关者的指导。内部中心范围内的协商会议，包括年度科学和规划务虚会，以及新配置的癌症中心外部咨询委员会的深入反馈，有助于使战略规划过程取得成功，创建一套战略指令（战略比较），指导癌症中心在上一个预算期间的全面重组。由此产生的2012年癌症中心战略计划完善了该中心在基础，转化和以患者为导向的研究，简化操作和决策的连续性的长期愿景，并确定了科学扩展，主题教师招聘和新的多学科研究主题的发展的具体机会。总体而言，使战略规划过程能够进行的咨询工具将在下一个预算期继续为癌症中心提供基本资产，确保灵活和以研究为导向的行政基础设施，机会驱动的决策，外部顾问的全面反馈以及研究优先事项和科学主题的动态优化。基于癌症中心在上一个项目期间在合作贡献和以癌症为重点的研究资金方面的成功增长，这些由CCSG预算支持的规划和咨询过程将继续在即将到来的教师和设施扩建期间进一步推进癌症研究议程方面发挥不可或缺的作用。