Leadership, Planning and Evaluation

领导、规划和评价 项目总结/摘要 新泽西罗格斯癌症研究所（CINJ）的使命是通过推进 癌症研究，预防，筛查，教育和护理全国最多样化和密集的国家之一， 人口众多的国家，以及更广泛的国家。为了完成这一使命，CINJ主任，史蒂芬K。利布蒂， MD与CINJ高级领导团队的其他成员密切合作，其中包括副主任（Eileen 白色）和临床研究副主任（霍华德S。Hochster），基础研究（Eileen白色）， 癌症预防，控制和人口研究（沙龙L。翻译研究（Shridar） Ganesan），联盟研究（Yibin Kang），研究和教育事务（Edmund C. Lattime）， 行政和规划（琳达L。Tanzer）和社区外展和参与（新，Manne临时）。 Libutti于2017年抵达时，正在实施一项五年战略计划（2015-2020）; 该计划被重新评估和修改，以反映新主任的愿景。内部咨询委员会（包括 罗格斯大学和普林斯顿大学的校长、院长和其他领导人）和外部顾问委员会 审查了这些拟议的修改，并提供了重要的意见和指导。这种监督和领导 随着向新主任的过渡，这一结构证明了其有效性;战略计划的主要目标是 在实现这些目标方面取得了重大和持续的进展，新的举措也很重要 与局长的设想完美结合尽管董事职位发生了变化，但高级领导人没有 失去势头，取得重要战略成就，包括： 精准医疗倡议;招聘新的临床研究副主任;增加应计费用 干预性研究;建立社区外联和参与办公室，并启动搜索 副主任监督这些工作;扩大代谢组学共享资源（联合 与普林斯顿大学管理），并推出两个新的小分子开发共享资源 筛查（与普林斯顿大学合作）和免疫监测;扩大教育计划， 管理全州范围内的主要务虚会和会议;启动新的结肠癌和肺癌筛查 为CINJ集水区服务不足的地区采取的行动; 通过设立和任命一名副主任， 财团研究。

LEADERSHIP, PLANNING AND EVALUATION PROJECT SUMMARY/ABSTRACT The mission of the Rutgers Cancer Institute of New Jersey (CINJ) is to reduce the burden of cancer by advancing cancer research, prevention, screening, education and care for one of the nation’s most diverse and densely populated states, as well as the broader nation. To accomplish this mission, the CINJ Director, Steven K. Libutti, MD, works closely with the rest of the CINJ Senior Leadership team, which includes the Deputy Director (Eileen White), and Associate Directors for Clinical Research (Howard S. Hochster), Basic Research (Eileen White), Cancer Prevention, Control and Population Research (Sharon L. Manne), Translational Research (Shridar Ganesan), Consortium Research (Yibin Kang), Research and Education Affairs (Edmund C. Lattime), Administration and Planning (Linda L. Tanzer) and Community Outreach and Engagement (new, Manne interim). Implementation of a five-year Strategic Plan (2015-2020) was underway at the time of Libutti’s arrival in 2017; the plan was re-assessed modified to represent the new Director’s vision. The Internal Advisory Board (includes the Chancellor, Deans and other leaders at Rutgers and Princeton Universities) and the External Advisory Board reviewed these proposed modifications and provided critical input and guidance. This oversight and leadership structure proved its effectiveness with the transition to a new Director; the major goals of the strategic plan were affirmed, with significant and sustained progress made toward accomplishing them, and new initiatives important to the Director’s vision were seamlessly integrated. Despite the change in Directorship, senior leaders did not lose momentum and achieved important strategic accomplishments, including: restructured and enhanced precision medicine initiative; recruitment of a new Associate Director for Clinical Research; increased accruals to interventional studies; creation of an Office of Community Outreach and Engagement and launch of a search for an Associate Director to oversee these efforts; expansion of the Metabolomics shared resource (jointly managed with Princeton University) and launch of two new developing shared resources for Small Molecule Screening (with Princeton) and Immune Monitoring; expansion of educational programs and successful management of major statewide retreats and conferences; launch of a new colon and lung cancer screening initiative for underserved regions of CINJ’s catchment area; and enhancement and strengthening of the consortium with Princeton University through the creation and appointment of an Associate Director for Consortium Research.