PLANNING AND EVALUATION (Core 001)

项目摘要 艾布拉姆森癌症中心(ACC)拥有完善的内部、机构和外部规划和 评估(P&E)流程，涉及多学科、多角度的领导、成员和顾问 和水平。这一进程的目标是指导未来的方向，设定优先事项，并确定投资的优先顺序 中心，同时提供监测、评估和调整研究的持续机制 进度、计划、共享资源、分配和战略。这种凝聚力的过程得到了 高度整合和有效的机构，如高级领导人、执行委员会、项目负责人、 共享资源咨询委员会和外部科学咨询委员会(ESAB)，该委员会提供 来自专家的批判性建议和反馈。规划和评价过程导致了以下变化 计划重点、新核心的开发、临床研究业务的变化以及优先顺序 发展基金。与这些努力相辅相成的是计划、分区和中心范围的研究 研讨会、会议和务虚会，促进与宾夕法尼亚大学同事和 外部专家。战略规划植根于ACC和宾夕法尼亚大学的文化中。行政协调会2008-2013年计划 提出了这一时期的目标，包括加快将基础科学发现转化为 研究人员发起的临床试验，建立全面的分子图谱和个性化药物 主动性，加强行为干预以降低癌症风险，并促进ACC研究的转化。 在他被任命后不久，中心主任Dang博士定义了他到2020年的愿景，并向 小组建议战略，以实现该中心在转化研究和精准医学方面的目标。 一项决定性的成就是来自该机构的2000万美元，用于建立创新的跨学科 转化型癌症研究的计划努力，这是由多年机构赠款和 高度优先领域的资源。对计划、共享资源、发展进行严格的内部审查 资金，以及由伊萨进行的战略计划审查，确保行政协调会继续努力争取卓越和 遵守NCI准则。行政协调会对伊萨的所有建议作出回应，然后报告其行动。 综上所述，集成的P&E流程成功地指导了 项目期间的行政和预算问题。

Project Summary The Abramson Cancer Center (ACC) has a well-established internal, Institutional, and external Planning and Evaluation (P&E) process that engages leaders, members, and advisors from multiple disciplines, perspectives and levels. The goal of this process is to guide future directions, set priorities and prioritize investments of the Center while, at the same time, providing ongoing mechanisms to monitor, assess and adjust research progress, Programs, Shared Resources, allocations, and strategies. This cohesive process is supported by highly integrated and effective bodies, such as the Senior Leaders, Executive Committee, Program Leaders, Shared Resource Advisory Committees, and the External Scientific Advisory Board (ESAB), which provides critical advice and feedback from experts. The Planning and Evaluation process has resulted in changes in Program focus, development of new Cores, changes in clinical research operations, and prioritization of Developmental Funds. Complementing these efforts are Programmatic, Divisional and Center-wide research seminars, meetings and retreats that foster new interactions and collaborations with Penn colleagues and external experts. Strategic planning is embedded in the ACC and Penn culture. The ACC plan of 2008-2013 set forth the goals for this period, including accelerating the translation of basic science discoveries into investigator-initiated clinical trials, establishing a comprehensive molecular profiling and personalized medicine initiative, enhancing behavioral interventions to reduce cancer risk, and promoting translation of ACC research. Soon after his appointment, the Center Director, Dr. Dang, defined his vision through 2020, and charged a group to recommend strategies to realize the Center's goals in translational research and precision medicine. A defining accomplishment has been $20M from the Institution to establish innovative transdisciplinary programmatic efforts in translational cancer research, which are fueled by multi-year Institutional grants and resources in high priority areas. Rigorous internal review of Programs, Shared Resources, Developmental Funds, and strategic plan reviews by the ESAB ensure that the ACC continues to strive for excellence and adheres to NCI guidelines. The ACC responds to all ESAB recommendations and then reports on its actions. Taken together, the integrated P&E processes have successfully guided the growth and development of the ACC during the project period.