Leadership, Planning and Evaluation

领导、规划和评价--摘要 战略规划和评估活动指导了斯蒂芬森癌症中心的发展 (SCC)自成立以来。2006年被任命为SCC主任后，Robert Mannel博士与大学 俄克拉荷马州(OU)高级领导层制定了一个五年计划(2007-2011年)，以便建立 组织框架，确保机构承诺，吸引和发展科学和 建立一个值得NCI命名的学术癌症中心的管理人才。后续 制定了2012-2016年和2017-2021年期间的战略计划，以推进这些努力。进展 实现SCC的战略目标由SCC的高级领导团队(由主任、 临床事务副主任和六名副主任)和完善的监督和咨询 结构，包括对外部和内部实体的进展情况进行正式审查。 外部意见来自SCC的外部咨询委员会(EAB)，该委员会由备受尊敬的 科学家和癌症中心领导，并为SCC主任提供关键的评估和评估 SCC程序化、资源共享等基础设施开发。此外，SCC定期 邀请全国受人尊敬的癌症中心领导访问SCC，并提供有针对性的SCC战略投入 发展。年度战略规划流程，涉及SCC领导层和完善的内部 委员会结构也有助于在SCC进行有效的组织监督、规划和评估。 这一委员会结构包括一个治理理事会(机构肿瘤学服务线利益攸关方)， 领导委员会(SCC主任和高级领导团队)、研究指导委员会(SCC 研究领导力)、共享资源内部咨询委员会、临床管理委员会(SCC 临床利益攸关方)和多学科疾病现场委员会。此外，SCC赞助商或 以其他方式支持一系列其他活动-包括年度癌症研究研讨会、研究 计划会议和临时规划会议--有助于推动广泛的进程 利益相关者包容、组织沟通和目标导向决策。 曼内尔博士和俄克拉何马州医学总裁斯蒂芬·普雷斯科特博士之间的定期季度会议 研究基金会(SCC建议的财团合作伙伴)，确保适当的规划和评估 致力于协调和整合SCC和OMRF的癌症研究活动。

LEADERSHIP, PLANNING AND EVALUATION – ABSTRACT Strategic planning and evaluation activities have guided the development of the Stephenson Cancer Center (SCC) since inception. Upon being appointed SCC Director in 2006, Dr. Robert Mannel worked with University of Oklahoma (OU) senior leadership to develop a five-year Strategic Plan (2007-2011) in order to establish the organizational framework, secure the institutional commitments and attract and develop the scientific and administrative talent on which to build an academic cancer center worthy of NCI designation. Subsequent Strategic Plans were developed for the 2012-2016 and 2017-2021 periods to advance these efforts. Progress towards the SCC's strategic goals is overseen by the SCC's senior leadership team (composed of the Director, Deputy Director for Clinical Affairs and six Associate Directors) and a well-developed oversight and advisory structure, which includes formal review of progress from both external and internal entities. External input comes from the SCC's External Advisory Board (EAB), which is comprised of highly respected scientists and cancer center leaders and provides the SCC Director with critical evaluation and assessment of SCC programmatic, shared resource and other infrastructure development. In addition, the SCC regularly invites nationally respected cancer center leaders to visit the SCC and provide focused strategic input on SCC development. An annual strategic planning process involving SCC leadership and a well-developed internal committee structure also contributes to effective organizational oversight, planning and evaluation at the SCC. This committee structure includes a Governance Council (institutional oncology service line stakeholders), Leadership Committee (SCC Director and senior leadership team), Research Steering Committee (SCC research leadership), Shared Resource Internal Advisory Boards, Clinical Management Committee (SCC clinical stakeholders) and Multidisciplinary Disease-Site Committees. In addition, the SCC sponsors or otherwise supports a host of other activities – including an annual Cancer Research Symposium, Research Program meetings, and ad hoc planning meetings – that contribute to a broad-based process promoting stakeholder inclusion, organizational communication and goal-oriented decision making. Standing quarterly meetings between Dr. Mannel and Dr. Stephen Prescott, President, Oklahoma Medical Research Foundation (the SCC's proposed consortium partner), ensure that proper planning and evaluation is given to the alignment and integration of cancer research activities at SCC and OMRF.