Planning and Evaluation

项目总结/摘要-规划和评价 福克斯蔡斯癌症中心（FCCC）的使命是战胜癌症，在癌症治疗中引导心灵和思想。 大胆的科学发现，开创性的预防和富有同情心的护理。为了执行这个使命， 气候变化框架公约依赖于一个全面的规划和评估系统，包括所有研究 程序、共享资源、临床部门和管理。该结构监测 中心相对于战略计划的进展，FCCC-TU集水区的需求，以及 国家癌症计划。气候变化框架公约规划和评估活动的具体目标是确保 有效和协调一致地使用所有癌症中心支持赠款资源，机构投资， 和慈善基金，为中心的使命服务;并为中心的 研究计划开发。规划和评估采纳了气候变化框架公约外部 咨询委员会（EAC）及其内部咨询委员会（IAC），以及多层次的 领导和治理结构。费舍尔作为癌症中心主任， 负责执行战略计划，组织中心，确定优先事项， 开发新的研究项目和共享资源，招募和留住年轻科学家 和学术领袖，分配发展资金，以初级教师的支持和试点赠款， 优化空间和资源利用。他依靠副主任兼首席科学官 该办公室由Alfreff和其他副主任（El-Deiry和Beck）负责管理 中心和主持内部规划工作。费舍尔主持每周癌症中心领导委员会 （CCLC），包括副主任和副主任，研究管理副总裁 （VPRA）Gricoski，研究项目负责人和临床部门主席。招聘的想法， 科学倡议和共享资源产生于计划层面，提交CCLC， 讨论和确定优先事项，然后是副主任、VPRA和Fisher的双周会议。CCLC 还审查研究计划务虚会、EAC和IAC会议以及 设施家长监督委员会（共享资源）。内部和外部咨询报告 集团被纳入战略规划，产生福克斯的生活和前瞻性声明 大通的方向和活动，为随后的五年。

PROJECT SUMMARY/ABSTRACT – PLANNING AND EVALUATION The mission of Fox Chase Cancer Center (FCCC) is to prevail over cancer, marshaling heart and mind in bold scientific discovery, pioneering prevention, and compassionate care. In order to execute this mission, FCCC relies on a comprehensive Planning and Evaluation system that encompasses all Research Programs, Shared Resources, clinical departments, and administration. This structure monitors the Center’s progress relative to the Strategic Plan, the needs of the FCCC–TU catchment area, and the national cancer program. The Specific Aims of FCCC’s Planning and Evaluation activity are to ensure effective and well-coordinated use of all Cancer Center Support Grant resources, institutional investment, and philanthropic funds in service of the Center’s mission; and to establish a direction for the Center’s Research Program development. Planning and Evaluation incorporates advice from the FCCC External Advisory Committee (EAC) and its Internal Advisory Committee (IAC), as well as from a multi-tiered leadership and governance structure. Fisher, as Cancer Center Director, has the authority and ultimate responsibility for execution of the strategic plan, organizing the Center, setting priorities for the development of new Research Programs and Shared Resources, recruiting and retaining junior scientists and academic leaders, dispensing developmental funds to junior faculty support and pilot grants, and optimizing space and resource utilization. He relies on Deputy Director and Chief Scientific Officer Chernoff and the other Deputy Directors (El-Deiry and Beck) to manage the various components of the Center and chair internal planning efforts. Fisher chairs the weekly Cancer Center Leadership Committee (CCLC), comprising the Deputy and Associate Directors, Vice President for Research Administration (VPRA) Gricoski, Research Program leaders and clinical department chairs. Ideas for recruitment, scientific initiatives and Shared Resources arise at the Program level, are brought to the CCLC for discussion and prioritization, then to biweekly meetings of the Deputy Directors, VPRA and Fisher. CCLC also reviews evaluative reports arising from Research Program retreats, EAC and IAC meetings, and the Facilities Parent Oversight Committee (Shared Resources). Reports from internal and external consulting groups are incorporated into strategic planning, generating a living and forward looking statement of Fox Chase’s direction and activities for the ensuing five years.