Leadership, Planning, and Evaluation

领导、规划和评估：摘要 佛罗里达大学健康癌症中心(UFHCC)建立了一个高效的领导团队，并 用于规划和评估的结构。UFCC董事利希特(Moo)在2016年组建了这个团队，不久之后 他于2015年底被任命为董事。UFCC执行委员会(EC)由董事和 与副主任和协理主任。欧委会和利希特是UFCC的决策机构，负责 为建立该中心的愿景并确保UFHCC实现其增强癌症的战略目标 影响其位于佛罗里达州中北部的集水区(CA)人口的研究。欧共体引领战略 规划、制定政策并审查实现UFCC战略计划目标的进展情况。在.之下 在LICHT的领导下，欧委会制定并持续评估UFCC研究计划，分享 资源和成员资格。欧共体利用内部和外部建议来有效地规划和评估新的 计划计划、教师招聘、共享资源以及促进团队科学和机会 推进UFCC的进展。2016年，在内部和外部利益攸关方的参与下，欧共体制定了 它的第一个战略计划，2022年远景，提供了一个路线图，在 NCI癌症中心计划。该计划在外部咨询委员会的建议下，指导领导层 在密歇根大学发展和加强癌症研究，创造一种涵盖整个大学的合作文化， 投入必要的资源支持3个研究项目和3个共享资源，重组和扩大 临床试验能力，根据社区咨询意见制定社区外展策略 董事会，制定包容性的研究职业提升计划，并开发机制，使UF 把这一发现带入临床。成就包括临床、基础和基于人群的研究的扩展 通过招募58名UFCC新成员(45名外部成员)，包括45%的妇女和17%的URM。自.以来 2016年，NCI资金从960万美元/年增加到1320万美元/年(增长37%)，同行评审资金来自 每年2100万至3260万美元的直接成本(增长55%)，以及每年2500万至4000万美元的直接成本(增长60%)。 出版物产量从2016年的369份增加到2021年的641份(增长1.7倍)，产生了506份高影响力(如果&>10) 报告所述期间的出版物。所有干预试验的应计项目从515项增加到1,748项(增加3.4- 倍)，治疗试验应计费用从138增加到299(增加2.2倍)，现在占应报告的约9% 案子。IIT应计费用占所有登记人数的91%和治疗登记人数的59%，并包括 将UFHCC的多项发现转化为临床。实现了2022年远景的目标，一个新的战略 计划《动量2027》是围绕指导UFCC所有活动的4个基础支柱而制定的。这些 包括：1)进行跨学科研究；2)转化科学进展；3)减轻CA癌症负担； 4)培养一支有准备的、多样化的劳动力队伍。该计划整合了研究计划的战略举措， 共享资源和各种组成部分，并将指导我们在未来5年的优先事项和行动。

LEADERSHIP, PLANNING & EVALUATION: ABSTRACT The University of Florida Health Cancer Center (UFHCC) has established a highly effective leadership team and structure for planning and evaluation. UFHCC Director, Licht (MOO), assembled the team in 2016, shortly after his appointment as director in late 2015. The UFHCC Executive Committee (EC) consists of the Director, along with the Deputy and Associate Directors. The EC and Licht are the UFHCC's policy-making body, responsible for establishing the vision for the center and ensuring that UFHCC meets its strategic goals to enhance cancer research that impacts the population of its catchment area (CA) of North Central Florida. The EC leads strategic planning, establishes policies, and reviews progress toward the goals of the UFHCC strategic plan. Under the leadership of Licht, the EC developed and continually assesses the UFHCC research programs, shared resources, and membership. The EC utilizes internal and external advice to effectively plan and evaluate new programmatic initiatives, faculty recruitment, shared resources, and foster team science and opportunities to advance the UFHCC's progress. In 2016, with input from internal and external stakeholders, the EC developed its first strategic plan, Vision 2022, to provide a roadmap to develop the cancer center in the framework of the NCI Cancer Centers Program. The plan, with advice from the External Advisory Board, guided the leadership to develop and enhance cancer research at UF, creating a collaborative culture inclusive of the entire university, investing requisite resources to support 3 research programs and 3 shared resources, reorganize and expand clinical trial capabilities, develop strategies for community outreach with the advice of the community advisory board, formulate an inclusive research career enhancement program, and develop mechanisms to bring UF discovery into the clinic. Accomplishments include expansion of clinical, basic, and population-based research through the recruitment of 58 new UFHCC members (45 external), including 45% women and 17% URM. Since 2016, NCI funding increased from $9.6M to $13.2M/yr of direct costs (up 37%), peer reviewed funding from $21M to $32.6M/yr of direct costs (up 55%), and total funding $25M to $40M/yr of direct costs (up 60%). Publication output increased from 369 in 2016 to 641 in 2021 (up 1.7-fold), yielding 506 high impact (IF >10) publications over the reporting period. Accruals to all interventional trials increased from 515 to 1,748 (up 3.4- fold), with treatment trial accruals increasing from 138 to 299 (up 2.2-fold) now representing ~9% of reportable cases. IIT accrual accounted for 91% of all enrollments and 59% of treatment enrollments and included translation of multiple UFHCC discoveries into the clinic. Having met the goals of Vision 2022, a new strategic plan, Momentum 2027, was created building around 4 foundational pillars guiding all UFHCC activities. These include: 1) conduct transdisciplinary research; 2) translate scientific advances; 3) lessen the CA cancer burden; and, 4) grow a prepared, diverse workforce. This plan integrates the strategic initiatives of the research programs, shared resources, and the various components, and will guide our priorities and actions during the next 5 years.