Leadership, Planning, and Evaluation

领导力、规划和评估：摘要 霍林斯癌症中心(HCC)主任依靠外部和内部咨询机构提供专家 和多样化的投入，促进全面规划和评估，以帮助中心实现其 目标。首先也是最重要的是执行委员会(EC)，由中心的七名副主任和 肿瘤学服务线的医务主任。欧盟委员会协助主任制定政策和做法，以 管理中心并评估中心在实现ITS中阐明的愿景、使命和目标方面的进展情况 战略规划。2017年，欧共体在其成员和咨询实体的参与下，重新制定了一项为期六年的战略-- 泰吉奇计划引导中锋继续前进。十个目标和几十个战略被描绘为部分 这项新计划。它们都是围绕三个主要主题组织的，旨在减少癌症负担 在南卡罗来纳州：跨学科团队科学；在劳动力中多方向地转化科学- 实验室、临床和社区领域；以及降低癌症负担的变革性人口科学 在南卡罗来纳州。欧共体每月与肝细胞癌项目负责人和共享资源主管会面，这些主管制定了 成立研究委员会(RC)。研究局的任务是监督和审查研究发展 以及在项目成员中，并设计促进跨学科合作的方法。 共享资源主管向委员会传达有关使用情况、新设备和服务的最新信息 需求，以及成员调查结果。外部科学咨询委员会(ESAB)，由国家科学顾问委员会 肿瘤学研究的领导者，提供对肝癌进展的广泛的年度科学审查和评估 在促进科学发现，将科学转化为新的试验，并展示其对 SC内部的癌症负担。ESAB的反馈对董事的决策具有决定性影响 EC与招聘、开发新举措、确定新兴科学领域和优先使用有关 实现战略目标的资源。肝癌还受益于其他非科学的、社区的建议 冲浪板。公民咨询委员会和社区咨询委员会向主任提供支持，协助 他通过慈善事业为癌症中心寻找和开发新的资源，并倡导- 寻求新的和持续的国家支持。癌症差异咨询委员会是另一个著名的 与CC领导层合作规划和审查与捕获相关的新研究建议的利益相关者- 协助基层支持由人权委员会主导的政策制定和宣传工作；并认识到-- 为未来的肝细胞癌研究和推广活动确定社区优先事项。其他由中心组织的实体 提供意见，并与公司领导层进行深思熟虑的讨论，包括公司内部咨询 委员会，临床研究执行委员会，以及教育和领导力培训委员会。

LEADERSHIP, PLANNING, & EVALUATION: SUMMARY The Hollings Cancer Center (HCC) director relies on external and internal advisory bodies to provide expert and diverse input that promotes comprehensive planning and evaluation to assist the center in achieving its goals. First and foremost is the Executive Council (EC), comprising the center’s seven associate directors and the oncology service line medical director. The EC assists the director in establishing policies and practices to manage the HCC and evaluate the center’s progress in meeting the vision, mission, and goals articulated in its strategic plan. In 2017, the EC, with input from its members and advisory entities, redeveloped a six-year stra- tegic plan to guide the center going forward. Ten goals and dozens of strategies have been delineated as part of this new plan. They are all organized around three overarching themes aimed at reducing the cancer burden in South Carolina: transdisciplinary team science; multi-directional translation of science among the labor- atory, clinic, and community domains; and transformative population sciences to reduce the cancer burden in South Carolina. The EC meets monthly with HCC program leaders and shared resource directors who make up the Research Committee (RC). The RC is tasked with oversight and review of research development within and among the program membership, and devising approaches to foster transdisciplinary collaborations. Shared resource directors communicate updates to the committee on usage, new equipment, and service needs, as well as member survey results. The External Scientific Advisory Board (ESAB), made up of national leaders in oncology research, provides an extensive annual scientific review and evaluation of HCC’s progress in promoting scientific discoveries, translating science into novel trials, and demonstrating its impact on the cancer burden within SC. The ESAB’s feedback has a determinative influence on decisions by the director and EC related to recruiting, developing new initiatives, identifying areas of emerging science, and prioritizing use of resources to achieve strategic goals. HCC also benefits from other non-scientific, community advisory boards. The Citizens Advisory Council and Community Advisory Board offer support to the director by assisting with his efforts to identify and develop new resources for the cancer center through philanthropy and advocat- ing for new and ongoing state support. The Cancer Disparities Advisory Board is another prominent group of stakeholders that works with HCC leadership to plan and review new research proposals relevant to the catch- ment area; to assist with grassroots support of HCC-led policy development and advocacy efforts; and to iden- tify community priorities for future HCC research and outreach initiatives. Other center-organized entities that provide input and engage in thoughtful discussions with the HCC leadership include the HCC Internal Advisory Committee, Clinical Research Executive Committee, and the Education and Leadership Training Council.