Cancer Center Administration

癌症中心管理

• 批准号: 10712115
• 负责人: Jennifer F Rogers
• 金额: $ 22.5万
• 依托单位: UNIVERSITY OF KENTUCKY
• 依托单位国家: 美国
• 财政年份: 2013
• 资助国家: 美国
• 起止时间: 2013-07-08 至 2028-06-30
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/10712115
• 关键词: Administrative Efficiency; Area; Automobile Driving; Award; Businesses; Cancer Center; Cancer Center Support Grant; Characteristics; Clinical Cancer Center; Clinical Data; Clinical Protocols; Clinical Research; Clinical Treatment; Clinical Trials; Collaborations; Communication; Community Health Education; Community Outreach; Competence; Comprehensive Cancer Center; Contracts; Coupled; Data; Decision Making; Education; Electronics; Ensure; Evaluation; Faculty; Fostering; Funding; Future; Goals; Grant; Growth; Healthcare; Infrastructure; Intervention; Investments; Kentucky; Lead; Leadership; Malignant Neoplasms; Mentors; Mission; Monitor; Multi-Institutional Clinical Trial; NCI Center for Cancer Research; Organization and Administration; Output; Patients; Peer Review; Play; Policies; Process; Reporting; Research; Research Activity; Research Personnel; Resource Sharing; Resources; Role; Science; Site; Strategic Planning; Structure; System; Technology; Training and Education; Universities; Vision; Work; anticancer research; cancer research center director; data management; diversity and inclusion; equity, diversity, and inclusion; experience; falls; improved; innovation; meetings; member; outreach; programs; recruit; square foot; success; treatment trial; web site

PROJECT SUMMARY/ABSTRACT Markey Cancer Center (MCC) Administration provides efficient administrative support to MCC’s Director, Senior Leadership, Research Program leaders, Shared Resource Facility (SRF) directors and MCC members. Administration fosters exceptional science and impact through the following Specific Aims: 1) Lead MCC’s planning and evaluation efforts; 2) Foster collaboration through inter- and intra-programmatic activities and investing in and leveraging resources and infrastructure; 3) Support MCC’s comprehensive research, education, community outreach, and diversity, equity and inclusion activities; and 4) Support sustainability and business planning. During the current reporting period, Administration has facilitated member science through: 1) creating a new FY24-28 MCC Strategic Plan, which is coupled with a $64.4M financial commitment and investment from UK Leadership in the cancer center; 2) assisting in the restructuring of MCC’s Research Programs; 3) expanding MCC’s Research Communications Office in key areas to continue robust support of CCSG-related activity; 4) driving a 128% expansion of MCC’s Clinical Protocol and Data Management teams, which paved the way for a 56% increase in accruals to interventional treatment trials; 5) overseeing a 78% expansion of MCC’s physical space, which has grown from 128,587 sq. ft. to 228,237 sq. ft. since 2009; 6) facilitating all MCC’s pilot and seed award programs, which have awarded $2.2M to investigators since 2018; 7) streamlining the membership application and review process; and 8) improving MCC’s internal and external communication channels, ranging from upgrades to MCC’s public-facing website to establishing new channels for internal communication among staff leaders. To enhance cancer focus, Administration created and implemented a center-wide policy on determining cancer-relatedness of all grants and contracts listed on Data Table 2. Together, these efforts supported an increase in peer-reviewed funding of $11.1M since 2017 and the addition of 66 new cancer center members. Over the coming five years, Administration will work closely with the MCC Director and Senior Leaders to: 1) implement and evaluate the center’s FY24-28 Strategic Plan; 2) implement the planned expansion of MCC’s capabilities to lead multi-site clinical trials, which represents a $2.2M commitment from the center to build out this new competency; 3) expand diversity, equity and inclusion efforts through improvements to MCC’s faculty and staff recruitment and retention practices, and evaluating success; 4) expand reporting and analysis capabilities and achieve greater efficiency through the implementation of CCSG data and electronic regulatory systems; and 5) facilitate planning efforts for an advanced ambulatory building, site work for which is slated to begin in late fall 2022. Through robust planning and evaluation efforts, Administration will lead the alignment of MCC functions in support of the center’s goal of achieving Comprehensive Cancer Center status.

项目摘要/摘要 马基癌症中心(MCC)管理局为MCC主任提供高效的行政支持， 高级领导层、研究计划负责人、共享资源基金(SRF)主任和MCC成员。 行政部门通过以下具体目标培养卓越的科学性和影响力：1)领导MCC 规划和评价工作；2)通过方案间和方案内活动促进协作； 投资和利用资源和基础设施；3)支持MCC的综合研究， 教育、社区外联以及多样性、公平和包容活动；以及4)支持可持续性和 商业规划。在本报告所述期间，行政部门通过以下方式为成员科学提供了便利： 1)制定新的24-28财年MCC战略计划，再加上6440万美元的财务承诺和 来自英国领导层对癌症中心的投资；2)协助MCC研究部门的重组 计划；3)扩大MCC在关键领域的研究传播办公室，以继续大力支持 CCSG相关活动；4)推动MCC临床方案和数据管理团队扩大128%， 这为介入治疗试验的收益增加了56%铺平了道路；5)监督了78% 扩大MCC的物理空间，从128,587平方英尺扩大到英国《金融时报》到228,237平方英尺英国《金融时报》自2009年以来；6) 为MCC的所有试点和种子奖励项目提供便利，自2018年以来，这些项目已向调查人员奖励了220万美元； 7)简化会员申请和审查程序；8)改进MCC的内部和外部 沟通渠道，从升级MCC面向公众的网站到建立新的渠道 用于员工领导之间的内部沟通。为了加强对癌症的关注，政府创建了和 实施了一项中心范围的政策，以确定数据中列出的所有赠款和合同与癌症的相关性 表2.这些努力共同支持自2017年以来同行审查资金增加1110万美元， 新增癌症中心成员66人。在未来五年，政府当局会与 MCC主任和高级领导：1)执行和评估中心24-28财年战略计划；2) 实施计划中的MCC能力扩展，以领导多站点临床试验，这代表着 中心承诺提供220万美元，以培养这种新的能力；3)扩大多样性、公平性和包容性 通过改进MCC的教职员工招聘和留用做法以及评估 成功；4)通过以下方式扩展报告和分析功能并提高效率 实施CCSG数据和电子监管系统；以及5)促进规划工作 先进的可移动建筑，现场工作计划于2022年秋末开始。通过稳健的规划 和评估工作，行政部门将领导协调管理委员会的职能，以支持中心的目标 达到综合癌症中心的地位。