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，计划和评估：摘要 Hollings癌症中心（HCC）主任依靠外部和内部咨询机构提供专家 以及促进全面的计划和评估的多种投入，以协助中心实现其 目标。首先是执行委员会（EC），完成了该中心的七位副董事和 肿瘤服务线医疗总监。 EC协助董事制定政策和实践 管理HCC并评估中心在实现其愿景，任务和目标方面的进度 战略计划。 2017年，欧共体的成员和咨询实体的意见，重新开发了六年 TEGIC计划指导中心前进。已经划定了十个目标和数十个策略 这个新计划。它们都是在三个旨在减少癌症伯恩的总体主题周围组织的 在南卡罗来纳州：跨学科团队科学；劳动中科学的多方向翻译 - 艺术，诊所和社区领域；和变革性的人口科学以减少癌症伯恩 在南卡罗来纳州。 EC每月与HCC计划的负责人和共享资源总监开会 提高研究委员会（RC）。 RC的任务是监督和审查研究中的研究开发 以及计划成员资格，并设计了培养跨学科合作的方法。 共享资源总监向使用，新设备和服务的委员会传达更新 需求以及会员调查结果。由国家组成的外部科学顾问委员会（ESAB） 肿瘤学研究领导者提供了广泛的年度科学审查和评估HCC的进步 在促进科学发现，将科学转化为新颖的试验，并证明其对 SC内的癌症燃烧。 ESAB的反馈对董事的决策有坚定的影响 EC与招聘，制定新计划，确定新兴科学领域以及优先使用使用相关的EC 实现战略目标的资源。 HCC还受益于其他非科学的社区咨询 董事会。公民咨询委员会和社区咨询委员会通过协助为董事提供支持 他努力通过慈善事业和倡导来确定和开发癌症中心的新资源 获得新的和正在进行的州支持。癌症差异咨询委员会是另一个杰出的团体 与HCC领导层合作的利益相关者计划和审查与该问题相关的新研究建议 - 男子地区；协助基层支持HCC领导的政策制定和倡导工作；并识别 为未来的HCC研究和外展计划提供社区优先事项。其他中心组织的实体 提供意见并与HCC领导的深思熟虑讨论包括HCC内部咨询 委员会，临床研究执行委员会以及教育与领导培训委员会。