From the Director
I am delighted to present the University of Florida Health Cancer Institute’s Strategic Plan, ACCELERATE 2030. The UF Health Cancer Institute is the only National Cancer Institute-designated cancer center at a public university in the state of Florida.
The UF Health Cancer Institute is committed to advancing cancer care, research and prevention across Florida. As a land grant university, we embrace our obligations to support our communities and meet the needs of our residents. Through pursuit and attainment of NCI designation, the members of the UF Health Cancer Institute have made tremendous strides in cancer research, innovative treatment options and patient-centered care. Our strategy has been to leverage the entirety of our great university: faculty, staff, students and community partners. The mission of the Cancer Institute remains clear: to prevent, detect, treat and ultimately cure cancer while addressing the unique challenges of the cancer burden faced by the population we serve.
The strategic initiatives of the UF Health Cancer Institute are intended to lessen the cancer burden and reduce disparities in our catchment area and beyond. These include conducting transdisciplinary research that leverages institutional expertise and infrastructure, translating scientific advances through clinical research, and growing a capable and prepared cancer workforce through educational access and opportunities.
Updating the strategic plan was a comprehensive and meticulous process. To all involved with ACCELERATE 2030, your contributions have made a significant impact, and I thank you for your efforts, insights and feedback. Together, we are creating solutions and a healthier future for cancer patients and their families.
Thank you for your continued support and partnership. It truly is great to be a Florida Gator.
Sincerely,
Jonathan D. Licht, M.D.
Director
UF Health Cancer Institute
Overview
Through all four of our strategic pillars (engage, discover, translate, and educate), the UF Health Cancer Institute will focus resources on priorities that leverage the entirety of the University of Florida. Three cross-cutting themes unique to UF run throughout the pillars to help us accomplish our goals: leverage AI/cancer informatics, reduce cancer health disparities and invest in research infrastructure.
The University of Florida is the flagship institution in the state university system and is consistently ranked in the top 10 public universities in the country. The UF Health Cancer Institute, located on the main campus of the University of Florida in Gainesville, is the only NCI-designated cancer center based at a public university in the state of Florida. The geographic area from where the institute attracts patients has high rates of poverty, rurality, and food, housing, and medical care insecurity. There are high rates of tobacco use and obesity coupled with low cancer screening rates and health literacy.
Together, these factors contribute to a high cancer burden, more advanced disease, and disparities in health outcomes. To address the cancer burden of the region, the institute blends comprehensive patient care and innovative research in a collaborative, multidisciplinary environment, leveraging expertise from across the entire campus.
The mission of the UF Health Cancer Institute is to prevent, detect, treat, and ultimately cure cancer while addressing the unique challenges of the cancer burden faced by the population we serve.
The vision of the UF Health Cancer Institute is to lead nationally in elucidating novel insights into cancer biology, and developing creative prevention and treatment strategies, while providing outstanding care that serves our rural and multifaceted population.
Our Cancer Institute is guided by a commitment to values that shape every aspect of our work.
- Community: Build partnerships to promote cancer awareness, prevention, and access to care while sharing scientific advancements that enable our communities.
- Compassion: Prioritize patient needs, turning research into real improvements in cancer care and survivorship.
- Excellence: Strive to provide the highest quality in clinical care, research, education, and service to advance the field of oncology.
- Innovation: Drive cancer research and care forward through groundbreaking discoveries and clinical advancements.
- Integrity: Uphold the highest ethical standards, ensuring trust and accountability.
- Life-Long Learning and Leadership: Empower patients, faculty, students and staff through education and training, ensuring lasting impact.
Timeline
UF Health Cancer Institute 2014-2033
2014
The Florida National Cancer Institute Cancer Centers Act is signed into law, which propels the UF Health Cancer Institute onto the international stage of cancer research and care.
2015
Jonathan D. Licht, M.D. joins the institute as director.
2016
First External Advisory Board (EAB) held.
Research programs restructured.
Initial Strategic Plan developed, Vision 2022.
2017
Executive Committee finalized.
Reorganization of the Clinical Research Office.
2018
NCI designation application submission process begins.
2019
Community Outreach and Recruitment (COE) efforts accelerate.
Institute submits the NCI designation application with a site visit later that year.
The NCI opts not to fund the institute to allow time for its research programs to mature and its outreach and engagement activities to produce more impactful results.
2020
The institute receives unanimous institutional endorsement and support for NCI designation application resubmission.
Dejana Braithwaite, Ph.D., an accomplished cancer epidemiologist, is named associate director for cancer population sciences.
Lizi Wu, Ph.D., a noted molecular oncology scientist, is named co-leader of the Mechanisms of Oncogenesis research program.
2021
Duane Mitchell, M.D., Ph.D., director of the UF Clinical and Translational Science Institute, is named associate director for translation and innovation.
Elias Sayour, M.D., Ph.D., a translational pediatric oncologist and RNA nanoparticle anti-cancer vaccine developer, is named co-leader of the Cancer Therapeutics & Host Response research program.
2022
Institute updates strategic plan, Momentum 2027.
An inaugural associate director for Access & Opportunity was named.
Jonathan D. Licht, M.D., is named associate vice president for cancer services at UF Health and a member of the UF Health Board of Directors.
The Florida Consortium of National Cancer Institute Centers Program is renamed the Casey DeSantis Cancer Research Program, with increased state funding for cancer research.
The institute submits the NCI designation application with a site visit later that year.
2023
UF Health Cancer Institute achieves NCI designation.
2024
First institute-wide membership retreat since NCI designation held.
Sulma Mohammed, D.V.M., Ph.D., named co-leader of Cancer Control and Population Sciences research program and co-director of CaRE2.
Mobile Cancer Screening Connector launched.
Strategic Plan revised, ACCELERATE 2030.
2028
NCI designation application renewal.
2033
Achieve goal of comprehensive designation from the NCI.
Uniquely UF
Investing in our strengths to turn innovation into impact
In fall 2025, the University of Florida conferred the prestigious title of institute to the UF Health Cancer Center, a reflection of its prominence in cancer research at UF and as one of the country’s top institutions for cancer care and research. Institute designation is reserved for units that provide a broad array of university services across multiple colleges and requires approval from its top leadership and the state Board of Governors. The UF elevation recognizes that the UF Health Cancer Institute has engaged not only researchers in the health science colleges, but researchers across all 16 colleges at the state’s flagship university, from Agricultural and Life Sciences to Engineering to Medicine to Veterinary Medicine.
Becoming an institute provides us an opportunity to harness Uniquely UF strengths. Uniquely UF is made possible because of the institute’s members, staff and partners. It offers an opportunity to emphasize cancer research not being done elsewhere, as we foster a premier cancer research and clinical system and accelerate our mission. These Uniquely UF resources, facilities, infrastructure and opportunities include:
- A robust membership from all 16 UF colleges that enables innovative team science collaborations and infuses more expertise and new dimensions into our cancer research
- Data science and information technologies that are best in class
- Faculty, facilities and expertise at The Herbert Wertheim UF Scripps Institute for Biomedical Innovation & Technology
- Novel immunotherapeutics, our ability to manufacture therapeutics on campus and microbiome manipulations that augment immune function
- Pharmacogenomic, transcriptomic and precision medicine expertise that can combine with biobehavioral and lifestyle modifications to foster precision prevention strategies
- Longstanding partnerships as a land grant university with the UF/IFAS Extension supporting statewide engagement, rural outreach and expansion of mobile services
- State investments and partnerships through the Florida Academic Cancer Center Alliance, with the opportunity to create a statewide research network inclusive of fundamental, population, data and clinical research
- Access to other world-class UF institutes leveraging their own expertise to cross-collaborate with our cancer research mission
Further investment in these Uniquely UF strengths will not only enhance our success with NCI renewal, but position us well to achieve our long-term goal of comprehensive NCI designation. Such strategic investments in specific cancer programming and research-enabling infrastructure will foster more alignment so we can accelerate discoveries. Our pace of scientific discovery must exceed the needs of our patients.
Strategic Planning
The comprehensive strategic planning process is central to the mission of the UF Health Cancer Institute, guiding key decisions related to recruitment, resource allocation, and the prioritization of scientific activities. After earning NCI designation, Dr. Licht and the Executive Committee used the opportunity to reimagine the institute’s strategic direction, aligning it with the evolving strategy of the health system. The process began with a thorough executive review of the previous strategic plan, followed by a reassessment of priority cancers based on data provided by the Office of Community Outreach and Engagement. This analysis pinpointed areas where patient case data, cancer incidence in the catchment area, and research excellence intersected, forming the foundation of our refined focus.
To ensure broad input, we engaged members and staff through surveys and focus groups, gathering broad perspectives to enrich the planning process. This integrated approach reflects our commitment to continuous improvement, with the updated strategic plan emerging as the product of an iterative process. The plan integrates forward-thinking goals embedded in our daily operations that are critical to advancing cancer research and patient outcomes.
Throughout 2024, leadership and key stakeholders participated in a variety of activities to reaffirm the institute’s mission, define strategic priorities, and establish actionable initiatives. A pivotal moment was the involvement of our research programs and operational teams in a SWOT analysis that occurred during the institute-wide membership retreat in the fall of 2024. This was complemented by valuable input from community leaders, advocates, and members of our catchment area. Collectively, these insights shaped the strategic plan initially drafted by Thomas George, M.D., FACP, FASCO, the institute’s deputy director.
The final plan, ACCELERATE 2030, aligns with our strategic goals and budget, serving as a framework that integrates our research, community outreach, and patient care efforts. We developed clear pathways to translate these priorities into measurable outcomes. The UF Health Cancer Institute Executive Committee annually reviews progress to ensure that the plan continues to drive transformative research, therapies, and community engagement to reduce the cancer burden across our catchment area.
SWOT Analysis
Strengths
- Being the only NCI-designated cancer center at a public university in Florida establishes a unique position of prominence and leadership in the state.
- Strong leadership, administrative and clinical research infrastructure support high-impact initiatives and drive excellence in cancer research and care.
- Exceptional training and education programs provide cutting-edge opportunities for the next generation of cancer researchers and clinicians.
- The broad expertise across the University of Florida campus and the UF Health system fosters interdisciplinary collaboration and innovation in cancer prevention, diagnosis, and treatment.
- Strategic leveraging of state funding amplifies the institute’s ability to pursue groundbreaking research and deliver top-tier cancer care.
- The institute benefits from novel research assets at the Herbert Wertheim UF Scripps Institute for Biomedical Innovation & Technology and the UF Interdisciplinary Center for Biotechnology Research (UF ICBR), enabling advanced scientific discoveries and accelerating translational cancer research.
- The integration of data science and artificial intelligence into cancer research enhances the institute’s ability to develop precision medicine approaches, improving patient outcomes and advancing personalized cancer care.
Weaknesses
- The Cancer Institute is still in the process of establishing its reputation as a national and global leader, which may affect its visibility and competitiveness in high-profile research and funding opportunities.
- Movement of scientific discoveries into clinical application has been uneven across research programs, resulting in inconsistent translation of research into practice.
- The need exists to more accurately demonstrate the impact of the institute’s efforts on its catchment area, which is crucial for establishing its effectiveness and alignment with community needs.
- Relatively thin ranks of critical physician clinical investigators limit translational and clinical research capacity.
- Fluctuations in the number, size, and types of interventional clinical studies offered have impacted annual numbers of patients accrued to studies, leading to challenges in sustaining steady progress in clinical trials and patient enrollment.
- Networking and collaborations with other cancer centers, both within the state and nationwide, have not been fully optimized, limiting opportunities for larger-scale partnerships and shared resources.
- Leadership and professional development pathways for Cancer Institute members are not consistently well-defined across all areas, potentially affecting faculty retention and career growth.
Opportunities
- Leverage the full breadth of expertise across all UF colleges to increase interdisciplinary faculty and staff involvement, fostering a collaborative environment that enhances cancer research, education, and care.
- Develop a culture that recognizes and values the critical role of the institute in leading cancer care and clinical alignment in the UF Health system and the broader community, strengthening its influence and impact.
- Establish the institute as a premier treatment referral center, attracting more patients and unlocking new licensing opportunities through novel therapies and other clinical innovations.
- Deepen engagement with the Florida Academic Cancer Center Alliance (FACCA) to strengthen collaborative research, clinical trials, and cancer care initiatives with other NCI-designated cancer centers in the state.
- Improve support for graduate students and postdoctoral researchers by securing additional training grants.
- Implement formal Cancer Institute support structures for career and leadership development, professional growth, and succession planning, ensuring leadership continuity and advancing the careers of the next generation.
Threats
- Achieving NCI comprehensive designation by 2032 will require substantial growth in research, clinical trials, and community engagement, while facing intensifying competition from other local and regional cancer centers.
- Reliance on a narrow range of operational funding sources, including limited philanthropic support, poses a risk to long-term sustainability and growth.
- Ensuring the institute remains integral to UF Health’s strategic initiatives is crucial, especially as the Cancer Institute expands its clinical enterprise and redefines its catchment area.
- Aging and constrained physical space limits the institute’s ability to accommodate expanding research programs, clinical operations, and new technologies, potentially hampering growth and innovation.
- Variability in departmental backing for faculty recruitment, retention, collaborative, multidisciplinary research efforts may hinder the development of large-scale, impactful projects, weakening the institute’s ability to compete on a national level.
Catchment Area
Understanding the Population We Serve
The UF Health Cancer Institute serves more than 3.4 million residents across 26 counties of North, Central and East Florida, spanning the size of Southern New England. Most of the counties (17) are rural and all are classified as medically underserved or as having medically underserved areas. The population has the highest fraction (24%) of residents age 65 and older in Florida.
Strategic Cancer Priorities
Over the next five years, the UF Health Cancer Institute will prioritize high-quality science that leads to meaningful improvements for those we serve through focused efforts in research, education and community outreach. Our key objectives include advancing innovative strategies for the prevention, early detection and treatment of lung, breast, colorectal and brain cancers.
While working to demonstrate the impact of our efforts on these priority cancers, we will also focus on continued growth and progress of the Cancer Institute’s mission by placing a strong emphasis on leveraging cancer informatics and artificial intelligence to accelerate discoveries; supporting investments in research infrastructure to facilitate the next generation of scientific advancements; and tackling major risk factors that contribute to cancer health disparities across our region. These initiatives will drive our commitment to improving cancer outcomes and fostering healthier communities.
- Lung
- Breast
- Colorectal
- Brain
- Other screenable cancers
Strategic Pillars
Through all four of our strategic pillars (engage, discover, translate, and educate), the UF Health Cancer Institute will focus resources on priorities that leverage the entirety of the University of Florida. Three cross-cutting themes unique to UF run throughout the pillars to help us accomplish our goals: leverage AI/cancer informatics, reduce cancer health disparities and invest in research infrastructure.
Engage: Work with community stakeholders to lessen the cancer burden in our catchment area and beyond.
Objectives and Actions
- Engage Community Scientists and other community partners to understandthe needs and enhance the impact of UF Health Cancer Institute research throughout the catchment area and beyond
- Prevent cancer by addressing modifiable risk factors (e.g., tobacco use, obesity, cancer-causing viral infections)
- Support early detection by increasing access to evidence-based, innovative screening strategies
- Improve survivorship strategies to reduce the burden of cancer and associated therapies
- Promote the participation of women, children, older, rural, and underrepresented minority individuals in clinical trials
ENGAGE Community Scientists and community partners to understand the needs and enhance the impact of UF Health Cancer Institute research throughout the catchment area and beyond.
- Action 1: Maintain robust collaboration with the UF Health Cancer Institute Community Advisory Board and ensure representation includes broad viewpoints of community members and cancer advocates from across the catchment area to provide feedback on research priorities, initiatives and engagement.
- Action 2: Involve research program representatives, including early-stage investigators, in community-based participatory research initiatives, including regular meetings to foster collaboration with community representatives. Ensure research aligns with local health disparities and community needs by designing studies with community members and collaboratively implementing relevant research studies.
PREVENT cancer by addressing modifiable risk factors (e.g., tobacco use, obesity, and cancer-causing viral infections)
- Action 1: Develop and promote interventions addressing smoking cessation, healthy nutrition, physical activity, and reduction of cancer-causing infections through vaccination programs.
- Action 2: Partner with community-based public and private organizations to provide education and intervention programs to reduce cancer risks through mobile health clinics and other outreach activities.
SUPPORT early detection by increasing access to evidence-based, innovative screening strategies
- Action 1: Leverage data science, tailored communication strategies, multi-layered interventions, and other innovations to enhance cancer screening and early detection in the catchment area.
- Action 2: Partner with community-based public and private organizations to provide education and intervention programs to improve cancer screening and early detection efforts through mobile health clinics and other outreach activities.
IMPROVE survivorship strategies to reduce the burden of cancer and associated therapies
- Action 2: Use technologies and other research infrastructure to monitor patient outcomes across the survivorship continuum, including during transitions of care between providers.
PROMOTE the participation of women, children, older, rural, and underrepresented minority individuals in clinical trials
- Action 1: Establish data collection systems and reporting processes to ensure inclusivity in clinical trial participation. Increase opportunities for patient enrollment through internal and external partnerships to support participation by reducing barriers, enhancing education, and supporting other needs.
- Action 2: Through policy and implementation, support flexible trial recruitment strategies, such as mobile trial units or virtual participation options, to make clinical trials more accessible for all participants.
Discover: Conduct Transdisciplinary Research that Leverages Institutional Expertise and Initiatives
Objectives and Actions
- Explain the fundamental roles of biological, genetic, behavioral, epidemiologic, and environmental-social factors involved in cancer processes, development, and disparities
- Identify, develop, and validate novel biomarkers and new anti-cancer therapies, including small molecule and immune strategies
- Examine the role of the microbiome in cancer development, immune system engagement, and therapeutics
- Form collaborative research partnerships to advance scientific discoveries across the state and nation
EXPLAIN the fundamental roles of biological, genetic, behavioral, epidemiologic, and environmental-social factors involved in cancer processes, development, and disparities
- Action 1: Foster collaboration between life scientists, computational and data science experts, and other investigators to drive innovative cancer research aimed at understanding the fundamental underpinnings of cancer-associated biological processes, with an emphasis on potential clinically relevant targets.
- Action 2: Conduct interdisciplinary research to investigate how human behavioral and social determinants influence cancer disparities at individual and population levels.
IDENTIFY, DEVELOP, AND VALIDATE novel biomarkers and new anti-cancer therapies, including small molecule and immune strategies
- Action 1: Accelerate research that integrates clinical, genomic, and proteomic data to identify new diagnostic, prognostic, and predictive biomarkers for cancer by establishing a Cancer Data Commons. The Cancer Data Commons integrates large cancer datasets from various sources, enabling seamless collaboration between cancer researchers and data scientists to apply AI and machine learning for predictive modeling, precision medicine, and advanced cancer research.
- Action 2: Support the development or use of novel technologies, platforms, and research infrastructure to accelerate cancer discoveries through projects that leverage the entirety of UF, including biomedical, chemical, and mechanical engineering expertise; drug screening platforms at The Herbert Wertheim UF Scripps
Institute for Biomedical Innovation & Technology; medicinal chemistry to optimize novel compounds; tumor immunology research; and informatics and computational AI-based initiatives to enhance the translation of research into cancer prevention tools and treatments.
EXAMINE the role of the microbiome in cancer development, immune system engagement, and therapeutics
- Action 1: Use the institutional microbiome biorepository to support leading-edge research and ensure samples collected are a representative crosssection of cancer patient populations.
- Action 2: Enhance collaborations between cancer researchers, immunologists, and microbiome experts to conduct studies that explain how molecular and microbiome changes affect anti-tumor immunity and how these can affect patient outcomes.
FORM collaborative research partnerships to advance scientific discoveries across the state and nation
Action 1: Support interinstitutional collaborations that leverage the strengths of UF Health Cancer Institute members and institutional expertise to conduct research at a regional or national scale.
Action 2: Support regional collaborations, such as the Florida Academic Cancer Center Alliance (FACCA) and OneFlorida+, that address the unique needs of Floridians and build world-class research capacity in the state.
Translate: Advance Scientific Discoveries Through Clinical Research
Objectives and Actions
- Identify and prioritize the development of new discoveries that can be translated into the clinic and community
- Support evidence-based strategies to improve prevention, tailor treatments, monitor response, and reduce toxicity
- Recruit new clinical investigators and support opportunities for early-career investigators to lead clinical trials and grow clinical research capacity
- Leverage data science and AI to drive new translational cancer research and expand our research capabilities and resources
- Expand translational and clinical research infrastructure to support research collaborations
IDENTIFY and prioritize the development of new discoveries that can be translated into the clinic and community
- Action 1: Establish the Translational Research Council to identify and prioritize discoveries with a high potential for clinical impact that can capitalize on institutional capabilities and expertise.
- Action 2: Leveraging the Translational Research Council, provide resources to advance translation of innovative discoveries toward clinical and community use.
SUPPORT evidence-based strategies to improve prevention, tailor treatments, monitor response, and reduce toxicity
- Action 1: Support the development of innovative strategies to provide tailored and effective prevention, treatment, and toxicity mitigation to reduce health disparities and optimize outcomes.
- Action 2: Provide leadership in policy implementation and guideline development that establishes or disseminates standards of care for cancer.
RECRUIT new clinical investigators and support opportunities for earlycareer investigators to lead clinical trials and grow clinical research capacity
- Action 1: Establish targeted recruitment efforts to attract clinical investigators with expertise in translational and clinical cancer research, focusing on those who can drive investigator-initiated trials (IITs) and leveraging supportive health system policies to facilitate their ability to effectively lead these studies.
- Action 2: Create mentorship and training programs for early-career investigators, ensuring they have the resources and support to lead clinical research that impacts UF Health Cancer Institute priority cancers.
LEVERAGE data science and AI to drive new translational cancer research and expand our research capabilities and resources
- Action 1: Build AI-driven platforms that incorporate data from a broad range of populations to identify novel therapeutic targets and optimize treatment approaches, ensuring cancer disparities are addressed in research findings.
- Action 2: Invest in data science infrastructure and data-sharing resources to developcomprehensive metadata sets of biospecimens that can support collaborative cancer research, ensuring access to high-quality datasets and tools to address disparities and improve outcomes across cancer patient populations.
EXPAND translational and clinical research infrastructure to support research collaborations
- Action 1: Work across the health care system to embed clinical research infrastructure and cultivate innovation and ongoing learning in the care team culture.
- Action 2: Strengthen partnerships with members of the UF Health Cancer Institute Academic Research Consortium network, community organizations, and other health care providers to expand the reach of translational research, including shared research infrastructure and collaborative public-private initiatives.
Educate: By Enhancing Access and Learning Opportunities, Grow a Capable and Prepared Cancer Workforce
Objectives and actions
- Identify, develop, and sustain cancer researchers in basic, translational, clinical, and population sciences, with an emphasis on team science
- Prepare the next generation of cancer scientists, clinicians, care providers, and advocates through education and support
- Promote a culture of opportunity through mentorship, networking, sponsorship, and leadership development to support current and future needs of a robust cancer community
- Support educational programming and develop resources to encourage lifelong learning across the continuum
IDENTIFY, DEVELOP AND SUSTAIN cancer researchers in basic, translational, clinical, and population sciences, with an emphasis on team science
- Action 1: Establish accessible outreach and recruitment initiatives to engage cancer researchers across all scientific areas (basic, translational, clinical, and population sciences), including programs that support those who are historically underrepresented in the scientific community.
- Action 2: Develop and sustain cross-disciplinary research teams that incorporate a variety of perspectives, ensuring early-career researchers are wellrepresented and supported by programs that foster inclusion, promoting scientific collaboration.
PREPARE the next generation of cancer scientists, clinicians, care providers, and advocates through education and support
- Action 1: Create professional development pathways for early-career professionals in cancer research, providing mentorship opportunities that focus on capacity building and leadership skills.
- Action 2: Support comprehensive educational pathways that engage lifelong learners at all career stages, providing resources to prepare individuals for impactful roles in academia, industry, clinical practice, and beyond.
PROMOTE a culture of opportunity through mentorship, networking, sponsorship, and leadership development to support current and future needs of a robust cancer community
- Action 1: Enhance mentorship of early-career researchers with more established faculty, prioritizing sponsorship and leadership development opportunities for those across the workforce.
- Action 2: Organize networking events to deepen engagement of UF Health Cancer Institute members and recruitment of new members to promote career advancement and new research collaborations.
SUPPORT educational programming and develop resources to encourage lifelong learning across the continuum
- Action 1: Assess educational needs and broaden educational programming across the institute for all stakeholders to meet those needs as a valued and trusted resource.
- Action 2: Support educational resources spanning pre-collegiate to late-career faculty and across different career and stakeholder groups contributing to the institute’s mission.
Reflections
What matters most to our Cancer Institute team:
- Compassion
- Transparency
- Opportunity
- Discovery
- Service
- Ambition
- Integrity
- Respect
- Adaptability
- Access
- Honesty
- Innovation
- Patient-centeredness
- Community
- Excellence
- Empathy
- Accountability
- Teamwork
- Collaboration
