Planning and Evaluation

项目摘要/摘要--规划和评价 福克斯·蔡斯癌症中心的使命是战胜癌症，用心灵和精神来组织 大胆的科学发现、开拓性的预防和同情心的关怀。为了执行这项任务， Fcc依赖于一个全面的规划和评估系统，该系统涵盖了所有研究。 计划、共享资源、临床科室和管理。此结构监视 中心相对于《战略计划》的进展情况、fccc-TU集水区的需要以及 国家癌症计划。《气候变化框架公约》规划和评价活动的具体目标是确保 有效和协调地使用所有癌症中心支助赠款资源、机构投资、 和慈善基金为中心的使命服务；并为中心的 研究项目开发。规划和评估纳入了联合国气候变化框架公约外部机构的建议 咨询委员会(EAC)及其内部咨询委员会(IAC)以及来自多层 领导和治理结构。费舍尔作为癌症中心主任，拥有权威和终极 负责执行战略计划，组织中心，确定优先事项 开发新的研究计划和共享资源，招聘和留住初级科学家 和学术领袖，向初级教员支持和试点资助分配发展资金，以及 优化空间和资源利用。他依靠副主任和首席科学官 切尔诺夫和其他副主任(El-Deary和Beck)管理 内部规划工作的中心和主席。费舍尔担任每周癌症中心领导委员会主席 (CCLC)，由副主任和副主任，负责研究行政的副总裁 (VPRA)Gricoski，研究项目负责人和临床科主任。关于招聘的想法， 在计划一级产生的科学倡议和共享资源，被带到CCLC进行 讨论和确定优先顺序，然后是副主任、VPRA和Fisher每两周举行一次的会议。CCLC 还审查研究计划务虚会、EAC和IAC会议产生的评估报告，以及 设施家长监督委员会(共享资源)。来自内部和外部咨询的报告 集团被纳入战略规划，生成了一份活生生的福克斯前瞻性声明 大通银行在接下来的五年里的方向和活动。

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.