Leadership, Planning and Evaluation

领导、规划和评估-摘要 战略规划和评估活动指导了斯蒂芬森癌症中心的发展 (SCC)自成立以来。在2006年被任命为SCC主任后，Robert Mannel博士与大学合作， 俄克拉荷马州（俄克拉荷马州）高级领导层制定了一项五年战略计划（2007-2011年），以建立 组织框架，确保机构承诺，吸引和发展科学和 行政人才，建立一个值得NCI指定的学术癌症中心。后续 为推进这些努力，制定了2012-2016年和2017-2021年战略计划。进展 由SCC的高级领导团队（由主任， 临床事务副主任和六名副主任）以及完善的监督和咨询 这包括对外部和内部实体的进展情况进行正式审查。 外部输入来自SCC的外部咨询委员会（EAB），该委员会由备受尊敬的 科学家和癌症中心的领导人，并提供SCC主任与关键的评价和评估， SCC方案、共享资源和其他基础设施开发。此外，SCC定期 邀请全国受人尊敬的癌症中心领导人访问SCC，并提供有关SCC的重点战略投入 发展年度战略规划流程，涉及SCC领导层和完善的内部 委员会的结构还有助于SCC的有效组织监督、规划和评估。 该委员会结构包括一个治理理事会（机构肿瘤学服务线利益相关者）， 领导委员会（SCC主任和高级领导团队）、研究指导委员会（SCC 研究领导）、共享资源内部咨询委员会、临床管理委员会（SCC 临床利益相关者）和多学科疾病现场委员会。此外，SCC赞助或 此外，它还支持许多其他活动，包括一年一度的癌症研究研讨会，研究 计划会议和特别规划会议-有助于基础广泛的进程， 利益相关者参与、组织沟通和以目标为导向的决策。 Mannel博士和俄克拉荷马州医疗总裁Stephen Prescott博士之间的常设季度会议 研究基金会（SCC提议的联盟合作伙伴），确保适当的规划和评估， 在SCC和OMRF的癌症研究活动的调整和整合。

LEADERSHIP, PLANNING AND EVALUATION – ABSTRACT Strategic planning and evaluation activities have guided the development of the Stephenson Cancer Center (SCC) since inception. Upon being appointed SCC Director in 2006, Dr. Robert Mannel worked with University of Oklahoma (OU) senior leadership to develop a five-year Strategic Plan (2007-2011) in order to establish the organizational framework, secure the institutional commitments and attract and develop the scientific and administrative talent on which to build an academic cancer center worthy of NCI designation. Subsequent Strategic Plans were developed for the 2012-2016 and 2017-2021 periods to advance these efforts. Progress towards the SCC's strategic goals is overseen by the SCC's senior leadership team (composed of the Director, Deputy Director for Clinical Affairs and six Associate Directors) and a well-developed oversight and advisory structure, which includes formal review of progress from both external and internal entities. External input comes from the SCC's External Advisory Board (EAB), which is comprised of highly respected scientists and cancer center leaders and provides the SCC Director with critical evaluation and assessment of SCC programmatic, shared resource and other infrastructure development. In addition, the SCC regularly invites nationally respected cancer center leaders to visit the SCC and provide focused strategic input on SCC development. An annual strategic planning process involving SCC leadership and a well-developed internal committee structure also contributes to effective organizational oversight, planning and evaluation at the SCC. This committee structure includes a Governance Council (institutional oncology service line stakeholders), Leadership Committee (SCC Director and senior leadership team), Research Steering Committee (SCC research leadership), Shared Resource Internal Advisory Boards, Clinical Management Committee (SCC clinical stakeholders) and Multidisciplinary Disease-Site Committees. In addition, the SCC sponsors or otherwise supports a host of other activities – including an annual Cancer Research Symposium, Research Program meetings, and ad hoc planning meetings – that contribute to a broad-based process promoting stakeholder inclusion, organizational communication and goal-oriented decision making. Standing quarterly meetings between Dr. Mannel and Dr. Stephen Prescott, President, Oklahoma Medical Research Foundation (the SCC's proposed consortium partner), ensure that proper planning and evaluation is given to the alignment and integration of cancer research activities at SCC and OMRF.