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 Hollings癌症中心（HCC）主任依靠外部和内部咨询机构提供专家意见， 和多样化的投入，促进全面的规划和评估，以协助中心实现其 目标.首先也是最重要的是执行理事会（EC），由该中心的七名副主任和 肿瘤服务线的医疗主任委员会协助主任制定政策和做法， 管理总部合同委员会，评估中心在实现其远景、使命和目标方面的进展情况， 战略计划。2017年，欧盟委员会在其成员和咨询实体的投入下，重新制定了一项为期六年的战略， tegic计划，以指导该中心前进。十个目标和几十个战略已被划定为部分 这个新计划。它们都围绕着三个首要主题组织，旨在减少癌症负担 在南卡罗来纳州：跨学科团队科学;科学在劳动中的多方向翻译- 研究、临床和社区领域;以及变革性的人口科学，以减少癌症负担 在南卡罗来纳州。EC每月与HCC项目负责人和共享资源主管会面， 研究委员会（RC）。研究委员会的任务是监督和审查内部的研究发展， 和计划成员之间，并制定方法，以促进跨学科的合作。 共享资源主管向委员会传达有关使用、新设备和服务的最新信息 需求，以及会员调查结果。外部科学咨询委员会（ESAB），由各国科学家组成。 在肿瘤学研究的领导者，提供了一个广泛的年度科学审查和HCC的进展评估 在促进科学发现，将科学转化为新的试验，并展示其对 ESAB的反馈对主任的决策具有决定性影响， EC涉及招聘、制定新举措、确定新兴科学领域和优先使用 资源，实现战略目标。HCC还受益于其他非科学的社区咨询， 板.公民咨询理事会和社区咨询委员会通过协助 他努力通过慈善事业为癌症中心确定和开发新的资源， 争取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组织， 利益相关者与HCC领导层合作，计划和审查与渔获物相关的新研究提案， 协助基层支持人道主义协调委员会领导的政策制定和宣传工作; 确定未来HCC研究和推广活动的社区优先事项。其他中心组织的实体， 提供信息并与总部合同委员会领导层（包括总部合同委员会内部顾问）进行深入讨论 委员会、临床研究执行委员会和教育和领导力培训理事会。