Planning and Evaluation

规划与评估

• 批准号: 9248294
• 负责人: GUSTAVO WALTER LEONE
• 金额: $ 3.47万
• 依托单位: MEDICAL UNIVERSITY OF SOUTH CAROLINA
• 依托单位国家: 美国
• 财政年份: 2017
• 资助国家: 美国
• 起止时间: 2017-04-01 至 2019-03-31
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/9248294
• 关键词: Achievement; Advisory Committees; Area; Benchmarking; Cancer Center; Cancer Center Support Grant; Clinical; Clinical Cancer Center; Clinical Research; Collaborations; Counseling; Development; Elements; Evaluation; Faculty Recruitment; Feedback; Growth; Leadership; Medical; Mission; NCI Center for Cancer Research; Performance; Process; Research; Resource Sharing; Resources; Services; South Carolina; Strategic Planning; Universities; Update; Visit; base; improved; infrastructure development; multidisciplinary; programs; research and development; success

Detailed program planning and rigorous, continuing evaluation has been critical for the development of the research infrastructure at the Hollings Cancer Center (HCC). They are based on multiple feedback mechanisms and both external and internal review. The HCC External Scientific Advisory Board is the primary external mechanism for review and advice on the HCC's progress in research. Internal mechanisms include the advice and counsel of HCC's associate directors who formally comprise the HCC Executive Council; the HCC Research Committee, which combines the leadership of the associate directors and program leaders; an Internal Institutional Advisory Committee that meets annually and includes MUSC leaders and officials; and a Clinical Research Resource Committee encompassing multidisciplinary clinical leadership who are critical to the HCC's clinical research enterprise. Other planning and evaluation efforts occur at the program and shared resource levels and are essential to the strength of the Center. A critical element of the planning process is the written strategic plan. Dr. Kraft and the Center's leadership updated this strategic plan in 2009 to guide the development of the HCC over the current CCSG project period. This plan identified: 1) The need to expand services within existing shared research resources as well as create new shared research resources; 2) Organizational strategies to improve collaboration, interdisciplinary interactions, and educational efforts; and 3) Targeted faculty recruitment to expand the depth and breadth of the HCC research base. It also identified nine strategic focus areas for research development. This 2009-2013 strategic plan has regularly been re-visited, reviewed for progress, and updated with the input of the HCC's leadership team. The vast majority of the strategic plan has been accomplished, and an updated 2014-2018 plan is underdevelopment

详细的计划规划和严格的，持续的评估一直是在霍林斯癌症中心（HCC）的研究基础设施的发展至关重要。它们以多重反馈机制以及外部和内部审查为基础。HCC外部科学咨询委员会是对HCC研究进展进行审查和提供建议的主要外部机制。内部机制包括HCC的副主任的建议和咨询，他们正式组成HCC执行理事会; HCC研究委员会，它结合了副主任和项目领导人的领导;内部机构咨询委员会，每年举行一次会议，包括MUSC领导人和官员;临床研究资源委员会包括多学科临床领导，他们对HCC的临床研究事业至关重要。其他规划和评估工作发生在项目和共享资源层面，对于中心的实力至关重要。规划过程的一个关键要素是书面战略计划。Kraft博士和中心的领导层在2009年更新了这一战略计划，以指导当前CCSG项目期间HCC的发展。该计划确定：1）需要在现有的共享研究资源内扩大服务，并创建新的共享研究资源; 2）组织战略，以改善协作，跨学科互动和教育工作;和3）有针对性的教师招聘，以扩大HCC研究基地的深度和广度。它还确定了研究发展的九个战略重点领域。2009-2013年战略计划定期得到重新审视，审查进展情况，并根据合同委员会领导小组的意见进行更新。战略计划的绝大多数已经完成，更新的2014-2018年计划正在制定中