Leadership, Planning and Evaluation

领导、规划和评估

• 批准号: 9917718
• 负责人: Dario C Altieri
• 金额: $ 14.67万
• 依托单位: WISTAR INSTITUTE
• 依托单位国家: 美国
• 资助国家: 美国
• 起止时间: 至
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/9917718
• 关键词: Achievement; Advanced Malignant Neoplasm; Antineoplastic Agents; Appointment; Area; Basic Cancer Research; Biomedical Research; Budgets; Cancer Center; Cancer Center Support Grant; Cancer Research Project; Cancer Vaccines; Collaborations; Comprehensive Cancer Center; Consultations; Decision Making; Development; Direct Costs; Disease; Education; Evaluation; Faculty; Faculty Recruitment; Funding; Genes; Goals; Graduate Education; Grant; Growth; Health Insurance Portability and Accountability Act; Immunology; Immunotherapy; Infrastructure; Institutes; Institution; Leadership; Malignant Neoplasms; Malignant neoplasm of ovary; Modeling; Monitor; National Cancer Institute; Patients; Peer Review; Pilot Projects; Process; Publications; Research; Research Personnel; Research Priority; Research Support; Resource Sharing; Science; Secure; Site; Strategic Planning; Time; TimeLine; Tissue Procurements; Work; Workforce Development; anticancer research; drug discovery; human subject; immunosuppressive checkpoint; innovation; inter-institutional; melanoma; member; programs; recruit; translational cancer research; translational model; undergraduate student; vaccine immunotherapy

PROJECT SUMMARY – LEADERSHIP, PLANNING AND EVALUATION The last budget cycle of Wistar’s Cancer Center Support Grant (CCSG) has brought about sweeping changes in every segment of the Cancer Center. These include the recruitment of 10 new Cancer Center members at all academic ranks, appointment of new scientific and operational leadership, realignment of scientific Programs for optimal collaboration and research impact, and successful inter-institutional partnerships with neighboring academic Institutions. The result was transformational for the Cancer Center, bringing peer- reviewed, cancer-related funding to $12.4 million, National Cancer Institute (NCI) funding to an all-time high of $8.9 million (direct costs only), an exceptionally strong cancer focus of 76%, and a uniquely collaborative model for basic and translational cancer research, where over 40% of discovery publications and 75% of funding in Cancer Center Programs are the product of multi-investigator collaborations. Inter-institutional partnerships that were presented as developmental during the 2013 CCSG renewal have now fully matured, tangibly advancing Cancer Center goals in the areas of graduate education, undergraduate workforce development, early-stage academic drug discovery, and patient-focused translational cancer research. These advances could not have been possible without the careful planning, meticulous implementation and timely evaluation of programmatic objectives by Cancer Center leadership and a host of non-overlapping, consultative committees. Upholding principles of transparency, inclusiveness, and opportunity-driven decision- making in the pursuit of scientific excellence, Cancer Center leadership and planning and evaluation committees worked well together, setting priorities for research and operational tasks, monitoring timelines of implementation and gauging their impact in support of the long-term scientific objectives of the Cancer Center. Together, this led to the conceptualization and launch of a new, 2015 Reimagining Wistar Strategic Plan. The result of an inclusive and highly consultative effort, the Plan provides an actionable roadmap for the growth of Wistar’s scientific enterprise, alignment of research and administrative goals on shared, synergistic objectives, and introduction of sweeping institutional changes in support of research goals. Cancer Center leadership and planning and evaluation committees will continue on this successful path of integration, strategic prioritization and timely monitoring of research and operational tasks during the next CCSG budget cycle. This process will guide the full synergistic integration of Institute and Cancer Center goals, development of an institute-wide hub for basic and translational immunology research and further establishment of an innovative, early-stage cancer drug discovery effort.

项目摘要 - 领导，计划和评估 Wistar的癌症中心支持补助金（CCSG）的最后一个预算周期带来了全面的变化 在癌症中心的每个部分中。其中包括招募10位新的癌症中心成员 所有学术级别，任命新科学和运营领导，调整科学 最佳协作和研究影响的计划，以及成功的机构间合作伙伴关系 邻近的学术机构。结果是癌症中心的转化，带来了同伴 国家癌症研究所（NCI）的资金审查了与癌症相关的资金，资金为历史最高的资金 890万美元（仅直接费用），一个异常强大的癌症重点为76％，并且是独特的合作 基本和翻译的癌症研究模型，其中40％以上的发现出版物和75％ 癌症中心计划中的资金是多投资者合作的产物。机构间 在2013年CCSG续签期间以发展为发展的伙伴关系现已完全成熟， 在研究生教育领域，本科劳动力方面切入癌症中心的目标 发育，早期学术药物发现以及以患者为中心的转化癌症研究。这些 没有仔细的计划，一致的实施和及时的计划，就不可能进步 评估癌症中心领导和许多不重叠的计划目标的评估， 咨询委员会。维护透明度，包容性和机会驱动决策的原则 - 追求科学卓越，癌症中心领导力以及计划和评估 委员会共同努力，为研究和运营任务设定了优先事项，监视时间表 实施并测量其影响，以支持癌症中心的长期科学对象。 这共同导致了2015年新的Wistar战略计划的概念化和启动。这 该计划是包容性和高度协商努力的结果，为增长提供了可行的路线图 Wistar的科学企业，共享，协同目标的研究和行政目标的一致性， 并引入了对研究目标的支持机构变化。癌症中心领导和 计划和评估委员会将继续采用这一成功的整合途径，战略优先级 并及时监视下一个CCSG预算周期中的研究和操作任务。这个过程将 指导研究所和癌症中心目标的完整协同整合，开发研究所枢纽 用于基础和翻译的免疫学研究，并进一步建立创新的早期癌症 药物发现工作。