Planning and Evaluation

详细的项目规划和严格的、持续的评估对于霍林斯癌症中心(HCC)研究基础设施的发展至关重要。它们基于多种反馈机制和外部和内部审查。肝细胞癌外部科学咨询委员会是审查和建议肝细胞癌研究进展的主要外部机制。内部机制包括：正式组成肝细胞癌执行委员会的副董事的建议和咨询；肝细胞癌研究委员会，它结合副董事和项目领导人的领导；包括每年开会的内部机构咨询委员会，包括MUSC领导人和官员；以及临床研究资源委员会，包括对肝细胞癌的临床研究事业至关重要的多学科临床领导。其他规划和评估工作发生在方案和共享资源层面，对该中心的实力至关重要。规划过程的一个关键要素是书面战略计划。卡夫博士和中心领导层于2009年更新了这一战略计划，以指导中心在当前CCSG项目期内的发展。该计划确定了：1)需要在现有的共享研究资源内扩展服务，以及创建新的共享研究资源；2)组织战略，以改善协作、跨学科互动和教育努力；以及3)有针对性地招聘教师，以扩大肝细胞癌研究基地的深度和广度。它还确定了研究开发的九个战略重点领域。这份2009-2013年战略计划定期重新审查、审查进展情况，并根据协调委员会领导班子的意见进行更新。战略计划的绝大多数已经完成，更新后的2014-2018年计划还不够完善

Detailed program planning and rigorous, continuing evaluation has been critical for the development of the research infrastructure at the Hollings Cancer Center (HCC). They are based on multiple feedback mechanisms and both external and internal review. The HCC External Scientific Advisory Board is the primary external mechanism for review and advice on the HCC's progress in research. Internal mechanisms include the advice and counsel of HCC's associate directors who formally comprise the HCC Executive Council; the HCC Research Committee, which combines the leadership of the associate directors and program leaders; an Internal Institutional Advisory Committee that meets annually and includes MUSC leaders and officials; and a Clinical Research Resource Committee encompassing multidisciplinary clinical leadership who are critical to the HCC's clinical research enterprise. Other planning and evaluation efforts occur at the program and shared resource levels and are essential to the strength of the Center. A critical element of the planning process is the written strategic plan. Dr. Kraft and the Center's leadership updated this strategic plan in 2009 to guide the development of the HCC over the current CCSG project period. This plan identified: 1) The need to expand services within existing shared research resources as well as create new shared research resources; 2) Organizational strategies to improve collaboration, interdisciplinary interactions, and educational efforts; and 3) Targeted faculty recruitment to expand the depth and breadth of the HCC research base. It also identified nine strategic focus areas for research development. This 2009-2013 strategic plan has regularly been re-visited, reviewed for progress, and updated with the input of the HCC's leadership team. The vast majority of the strategic plan has been accomplished, and an updated 2014-2018 plan is underdevelopment