Consolidated Basic Cancer Research Program

Wistar研究所癌症中心在上一个预算期间经历了变革， 重新配置了本组织的每一个行政、科学和教育部门。恰逢 招募Altieri博士作为癌症中心的第一位专职主任，这是一个包容，透明的 在上一个预算期间，完成了高度协商的战略规划进程。刚刚摆脱 2012年癌症中心战略计划是一个统一的愿景， 研究，教育和伙伴关系，以及一个基本的使命，以合并基础，转化和病人为导向 癌症研究在一个单一的科学连续体。逐步但果断地执行 上一个预算期间的新战略指示建立了新的行政和决策机制， 癌症中心的基础设施，全面重新调整科学计划，以实现最佳研究 影响和协同合作，并重组共享资源作为财务上可持续的引擎 Wistar的发现实现癌症中心在转化和以患者为导向的癌症方面的愿景 在黑色素瘤领域发起了研究、多学科、跨方案倡议， 卵巢癌，并与区域卫生系统建立了独特的机构间协议， 访问临床注释的原始患者标本。培养下一代癌症科学家 成为一个战略优先事项，实现了一个新的，在癌症研究生课程的启动， 生物学以及为初级教师部署广泛的指导和职业发展工具。对 在这种背景下，癌症中心成功地招募了九名新的教职员工， 在上一个预算周期，其中许多研究领导者增加了国家癌症研究所（NCI）的资金 从2008年的810万美元增加到2013年的1020万美元，增长了21%，并扩大了其合作出版物 从2008年的平均9.7%上升到2013年的29.3%。的非凡 过去预算期的增长，癌症关注的增加，科学主题的细化和高度的 协作环境现在使癌症中心处于陡峭的上升轨道，非常适合 利用一个新的，1.02亿美元，七层楼高的开放，Wistar研究塔定于 2014年夏天。提供了最大的教师和设施扩建的Wistar在四十年来，新的 TBiver将使重点和多学科旗舰研究主题的进一步发展，在每个 计划沿着基础，转化和以患者为导向的癌症研究的连续体。

The Wistar Institute Cancer Center has undergone transformative changes during the last budget period that reconfigured every administrative, scientific and educational segment of the organization. Coinciding with the recruitment of Dr. Altieri as the first, dedicated Director of the Cancer Center, an inclusive, transparent and highly consultative strategic planning process was completed in the last budget period. Emerging from the 2012 Cancer Center Strategic Plan was a unifying vision to conquer cancer through outstanding research, education and partnership and an underlying mission to merge basic, translational and patient-oriented cancer research in a single scientific continuum. The stepwise but decisive implementation of the new strategic directives during the last budget period established a new administrative and decision-making infrastructure of the Cancer Center, comprehensively realigned scientific Programs for optimal research impact and synergistic collaboration, and reorganized Shared Resources as financially-sustainable engines of Wistar discoveries. To enable the vision of the Cancer Center in translational and patient-oriented cancer research, multidisciplinary, inter-programmatic initiatives were launched in the areas of melanoma and ovarian cancer, and unique inter-institutional agreements were established with regional health systems for access to clinically-annotated, primary patient specimens. Training the next generation of cancer scientists became a strategic priority, fulfilled with the launch of a new, Wistar-based graduate program in cancer biology and the deployment of expansive mentoring and career development tools for junior faculty. Against this backdrop, the Cancer Center successfully recruited nine new faculty members at all academic ranks, many of them research leaders, during the last budget cycle, grew its National Cancer Institute (NCI) funding base by 21% from $8.1 million in 2008 to $10.2 million in 2013, and expanded its collaborative publications from an average of 9.7% in 2008 to 29.3% in 2013 across all three scientific Programs. The extraordinary growth of the past budget period, increased cancer focus, refinement of scientific themes and highly collaborative environment have now placed the Cancer Center on a steep upward trajectory, ideally suited to leverage the opening of a new, $102 million, seven story tall, Wistar Research Tower scheduled for the summer of 2014. Providing for the largest faculty and facility expansion of Wistar in forty years, the new Tbiver will enable the further development of focused and multidisciplinary flagship research themes in each Program along the continuum of basic, translational and patient-oriented cancer research.