Leadership, Planning, and Evaluation

领导、规划和评估：摘要 佛罗里达大学健康癌症中心（UFHCC）建立了高效的领导团队， 规划和评估的结构。UFHCC主任Licht（MOO）于2016年组建了团队， 他于2015年底被任命为董事。UFHCC执行委员会（EC）由主任、沿着 副主任和协理主任。EC和Licht是UFHCC的决策机构，负责 建立该中心的愿景，并确保UFHCC实现其战略目标，以提高癌症 影响佛罗里达中北部集水区（CA）人口的研究。欧盟领导战略 规划，制定政策，并审查UFHCC战略计划目标的进展情况。下 在Licht的领导下，EC制定并不断评估UFHCC研究计划， 资源和会员。EC利用内部和外部的建议，有效地规划和评估新的 方案倡议，教师招聘，共享资源，并促进团队科学和机会， 推动UFHCC的发展。2016年，在内部和外部利益相关者的投入下， 其第一个战略计划，愿景2022，提供了一个路线图，发展癌症中心的框架内， NCI癌症中心计划。根据外部咨询委员会的建议，该计划指导领导层 发展和加强癌症研究在UF，创造一个协作文化，包括整个大学， 投入必要的资源支持3个研究项目和3个共享资源，重组和扩大 临床试验能力，根据社区咨询的建议制定社区外展战略 董事会，制定一个包容性的研究职业发展计划，并制定机制，使用友 发现到诊所。成就包括扩大临床、基础和基于人口的研究 通过招聘58名新的UFHCC成员（45名外部成员），其中包括45%的妇女和17%的URM。以来 2016年，NCI资金从960万美元增加到1320万美元/年的直接成本（增长37%），来自 直接成本为2100万至3260万美元/年（增长55%），直接成本的总资金为2500万至4000万美元/年（增长60%）。 出版产出从2016年的369篇增加到2021年的641篇（增长1.7倍），产生506篇高影响力（IF >10） 报告所述期间的出版物。所有干预性试验的应计费用从515项增加到1，748项（增加3.4- 倍），治疗试验累计从138例增加到299例（增加2.2倍），现在占可报告的约9% 例IIT应计占所有入组的91%和治疗入组的59%，包括 将多个UFHCC发现转化为临床。在实现2022年愿景的目标后， 2027年的动力计划围绕着指导UFHCC所有活动的4个基本支柱而创建。这些 包括：1）进行跨学科研究; 2）转化科学进步; 3）减轻CA癌症负担; 四是培养一支有准备的、多样化的劳动力队伍。该计划整合了研究项目的战略举措， 共享资源和各个组成部分，并将指导我们在未来五年的优先事项和行动。

LEADERSHIP, PLANNING & EVALUATION: ABSTRACT The University of Florida Health Cancer Center (UFHCC) has established a highly effective leadership team and structure for planning and evaluation. UFHCC Director, Licht (MOO), assembled the team in 2016, shortly after his appointment as director in late 2015. The UFHCC Executive Committee (EC) consists of the Director, along with the Deputy and Associate Directors. The EC and Licht are the UFHCC's policy-making body, responsible for establishing the vision for the center and ensuring that UFHCC meets its strategic goals to enhance cancer research that impacts the population of its catchment area (CA) of North Central Florida. The EC leads strategic planning, establishes policies, and reviews progress toward the goals of the UFHCC strategic plan. Under the leadership of Licht, the EC developed and continually assesses the UFHCC research programs, shared resources, and membership. The EC utilizes internal and external advice to effectively plan and evaluate new programmatic initiatives, faculty recruitment, shared resources, and foster team science and opportunities to advance the UFHCC's progress. In 2016, with input from internal and external stakeholders, the EC developed its first strategic plan, Vision 2022, to provide a roadmap to develop the cancer center in the framework of the NCI Cancer Centers Program. The plan, with advice from the External Advisory Board, guided the leadership to develop and enhance cancer research at UF, creating a collaborative culture inclusive of the entire university, investing requisite resources to support 3 research programs and 3 shared resources, reorganize and expand clinical trial capabilities, develop strategies for community outreach with the advice of the community advisory board, formulate an inclusive research career enhancement program, and develop mechanisms to bring UF discovery into the clinic. Accomplishments include expansion of clinical, basic, and population-based research through the recruitment of 58 new UFHCC members (45 external), including 45% women and 17% URM. Since 2016, NCI funding increased from $9.6M to $13.2M/yr of direct costs (up 37%), peer reviewed funding from $21M to $32.6M/yr of direct costs (up 55%), and total funding $25M to $40M/yr of direct costs (up 60%). Publication output increased from 369 in 2016 to 641 in 2021 (up 1.7-fold), yielding 506 high impact (IF >10) publications over the reporting period. Accruals to all interventional trials increased from 515 to 1,748 (up 3.4- fold), with treatment trial accruals increasing from 138 to 299 (up 2.2-fold) now representing ~9% of reportable cases. IIT accrual accounted for 91% of all enrollments and 59% of treatment enrollments and included translation of multiple UFHCC discoveries into the clinic. Having met the goals of Vision 2022, a new strategic plan, Momentum 2027, was created building around 4 foundational pillars guiding all UFHCC activities. These include: 1) conduct transdisciplinary research; 2) translate scientific advances; 3) lessen the CA cancer burden; and, 4) grow a prepared, diverse workforce. This plan integrates the strategic initiatives of the research programs, shared resources, and the various components, and will guide our priorities and actions during the next 5 years.