Leadership, Planning, and Evaluation

领导、规划和评估

• 批准号: 10589917
• 负责人: GUSTAVO Walter LEONE
• 金额: $ 26.42万
• 依托单位: MEDICAL UNIVERSITY OF SOUTH CAROLINA
• 依托单位国家: 美国
• 财政年份: 2009
• 资助国家: 美国
• 起止时间: 2009-04-01 至 2024-03-31
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/10589917
• 关键词: Accountability; Advisory Committees; Advocacy; Advocate; Area; Articulation; Authorization documentation; Cancer Burden; Cancer Center; Cancer Center Support Grant; Catchment Area; Charge; Clinic; Clinical; Clinical Oncology; Clinical Research; Collaborations; Communication; Communities; Doctor of Philosophy; Education; Ensure; Equipment; Evaluation; Faculty Recruitment; Feedback; Fostering; Future; Goals; Growth; Laboratories; Lead; Leadership; Malignant Neoplasms; Medical; Medical center; Mission; NCI Center for Cancer Research; Oncology; Physician Executives; Poaceae; Policies; Policy Developments; Population Sciences; Research; Research Proposals; Resource Allocation; Resource Sharing; Resources; Science; Scientist; Services; South Carolina; Strategic Planning; Surveys; Training; Translating; Translational Research; Universities; Update; Vision; Work; authority; cancer health disparity; cancer research center director; clinical care; expectation; experience; implementation strategy; insight; interdisciplinary collaboration; interest; meetings; member; neoplasm resource; novel; oncology service; outreach; programs; recruit; research and development; success; tool

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.

领导力、规划和评估：总结 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 多元化的投入，促进全面规划和评估，协助中心实现其目标 目标。首先也是最重要的是执行委员会（EC），由该中心的七名副主任和 肿瘤科服务线医疗总监。 EC 协助主任制定政策和实践，以 管理 HCC 并评估该中心在实现其愿景、使命和目标方面的进展 战略计划。 2017 年，欧盟委员会根据其成员和咨询实体的意见，重新制定了一项为期六年的战略 tegic计划指导中心前进。制定了十个目标和数十项策略 这个新计划。它们都围绕三个总体主题组织，旨在减轻癌症负担 南卡罗来纳州：跨学科团队科学；科学在劳动力中的多向转化 医院、诊所和社区领域；和变革性人口科学以减少癌症负担 在南卡罗来纳州。 EC 每月与 HCC 项目领导者和共享资源总监举行会议，他们使 研究委员会（RC）。 RC 的任务是监督和审查研究开发 以及计划成员之间的交流，并制定促进跨学科合作的方法。 共享资源主管向委员会通报有关使用情况、新设备和服务的最新情况 需求以及会员调查结果。外部科学顾问委员会 (ESAB)，由国家 肿瘤学研究领域的领导者，对 HCC 的进展提供广泛的年度科学回顾和评估 促进科学发现，将科学转化为新颖的试验，并展示其对世界的影响 SC 内的癌症负担。 ESAB 的反馈对董事和董事的决策具有决定性影响 EC 涉及招募、制定新举措、确定新兴科学领域以及优先使用 资源来实现战略目标。 HCC 还受益于其他非科学的社区咨询 板。公民咨询委员会和社区咨询委员会通过协助主任向主任提供支持 他努力通过慈善事业和倡导为癌症中心寻找和开发新资源 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团体 与 HCC 领导层合作规划和审查与捕获相关的新研究提案的利益相关者 维修区；协助基层支持 HCC 主导的政策制定和宣传工作；并确定- 确定社区未来 HCC 研究和推广活动的优先事项。其他中央组织的实体 提供意见并与 HCC 领导层进行深思熟虑的讨论，包括 HCC 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。