I am knee-deep in CCSG preparations; the grant is due in two months. I was reviewing my Director’s Overview this weekend. In the heat of the moment, it is challenging to maintain perspective, but I truly marvel at what we have accomplished over the past five years. I thought I would share some of those accomplishments in this blog. Please recall that the CCSG, while it is vitally important, does not encompass all we do. I think it’s a pretty impressive list nevertheless.
We have:
- Increased our cancer-focused peer-reviewed funding by 51%, and it is still rising. Some of this derives from our consortium partner at John Theurer Cancer Center/Hackensack Meridian Health. This is a remarkable increase in only five years.
- Added about 30 Georgetown Lombardi members in accord with our Strategic Plan priorities. These members hold $46.2M total direct cancer-focused peer reviewed funding; 10 are based in New Jersey.
- Added about 30 Georgetown Lombardi members who focus on clinical research (many of them external recruits) in accord with Strategic Plan priorities.
- Refreshed and diversified leadership; six of the current 17 Senior and Program Leaders were externally recruited; eight are women. Diversification has also occurred in our internal and external committees.
- Completed 75% of our prior 2017-2023 Strategic Plan; given changes in our Consortium and cancer landscape, we implemented a new 2021-2026 Strategic Plan with enhanced vision, mission and strategic goals.
- Through the strategic planning process, realigned Georgetown Lombardi research around three CCSG research programs: Cancer Cell Biology, Cancer Host Interactions, and Cancer Prevention and Control. The result has been increased scientific impact, evidenced by 974 unique peer reviewed publications (not including reviews, chapters, etc.), with 29% having Impact Factors greater than 10.
- Formally integrated Community Outreach and Engagement and integrated initiatives across the Consortium.
- Strengthened interactions across the Consortium, exemplified by our retreat this coming weekend.
- Increased Clinical Research Management Office staffing and improved processes that include accelerating time to activation and focus on investigator-initiated trials. Interventional therapeutic clinical trial accruals (523 in 2022) have rebounded to pre-pandemic levels across the Consortium.
- Established a new Diversity, Equity and Inclusion office.
- Expanded administrative staff to support growing Georgetown Lombardi operations, consortium activities, new services to members and leaders, and new strategic planning initiatives.
- Increased the number of cancer-focused training grants (three T32s, four K awards, four F awards) and cancer-research education activities across the education continuum.
- Invested $11.6M in Shared Resources instrumentation across the Georgetown Lombardi Consortium.
- Received substantial institutional commitments to support Georgetown Lombardi’s trajectory per the Strategic Plan.
- Enhanced the clinical enterprise by unifying the efforts of the Hematology/Oncology divisions at MGUH and MWHC.
- Expanded Georgetown Lombardi’s efforts in the hematologic malignancies and cellular therapy (both stem cell transplants and cellular therapies such as CAR-T cells).
I don’t have room to crow about all of our high-impact papers. But we have good reason to be proud of our collective accomplishments, undeterred by the pandemic and its smoldering aftermath. Thanks to you, our future is bright indeed.
Stay safe and be well.
Lou
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