Leadership, Planning and Evaluation

项目摘要：领导力规划和评估 弗雷德和帕梅拉巴菲特癌症中心（BCC）将继续利用强有力的领导和有效的 规划流程、内部和外部顾问、大学和医院领导以及社区合作伙伴， 加强和推进创新的科学和临床研究，促进跨学科合作 与癌症护理相结合，加强和扩大针对受训者的癌症培训和教育计划， 教师，并扩大社区外展和与全州不同的社区合作伙伴的参与。 自上次审查以来的重要成就包括新的BCC（3.5亿美元615，000平方英尺）的开幕 综合癌症研究和癌症护理设施，扩大和巩固了 研究空间。BCC主任现在有权超过40万平方英尺的研究空间，这代表了 自上次检讨以来增加了67%，自1999年以来增加了3.3倍。在此期间，BCC 该组织得到加强，主任现在直接向联合国监委校长和 内布拉斯加州医学首席执行官，并担任BCC的首席医生，确保对癌症研究的监督 以及整个大学和医疗保健网络的临床项目。自上次审查以来，BCC已 招聘Ray Bergan担任BCC副主任，并增加了一个新的职位，即社区副主任 外展和参与。此外，自2015年以来任命了三名新领导人，包括助理 基础研究总监、转化研究副总监和培训副总监， 教育为了继续实现领导层设想的进展，BCC将：1）扩大对以下方面的支持： 招募和发展科学重点的关键优先领域; 2）增加解决 癌症负担和差距在我们的集水区（内布拉斯加州）; 3）发展一个组织，致力于 跨学科、合作的翻译研究; 4）扩大培训和教育， 资助项目，强调多样性。评价是一个优先事项，用于确保资源 与优先事项保持一致。全年都在审查进展情况，每年进行一次全面审查， 后者尤其是作为评估进展和修订战略的基础。这包括评价 所有共享资源的成员，以及关键活动，例如通过临床试验管理的活动 办公室与COE社区咨询一起审查社区外展和参与方面的进展 董事会和内部顾问委员会季度。BCC将继续从其外部咨询机构获得投入 董事会每年和全年根据需要。BCC将利用机构领导力， 资源，并将使主要利益攸关方参与支持其目标：1）建立强有力的高级领导， 建立BCC愿景和目标; 2）推进有效的战略，以实现BCC目标;以及3） 实施评估进度和完善战略的流程，以实现BCC目标。

PROJECT SUMMARY: LEADERSHIP PLANNING AND EVALUATION The Fred & Pamela Buffett Cancer Center (BCC) will continue to leverage strong leadership and effective planning processes, internal and external advisors, university and hospital leaders, and community partners, to strengthen and advance innovative scientific and clinical research, promote transdisciplinary collaborations integrated with cancer care, strengthen and expand cancer training and educational programs for trainees and faculty, and expand community outreach and engagement with diverse community partners across the state. Important accomplishments since the last review include the opening of the new BCC ($350 M 615,000 sq ft) Integrated Cancer Research and Cancer Care Facility, which resulted in expansion and consolidation of research space. The BCC Director now has authority over 400,000 sq ft space for research, which represents a 67% increase since the last review and 3.3-fold increase since 1999. During this funding period, the BCC organization was strengthened with the Director now reporting directly to both the UNMC Chancellor and the Nebraska Medicine CEO, and serving as the BCC Physician-in-Chief, ensuring oversight over cancer research and clinical programs across the university and the healthcare network. Since the last review, the BCC has recruited Ray Bergan as BCC Deputy Director and added a new position as Associate Director for Community Outreach and Engagement. In addition, three new leaders were appointed since 2015 including the Associate Director Basic Research, Associate Director Translational Research, and Associate Director Training and Education. To continue to achieve advances envisioned by the leadership, the BCC will: 1) expand support for recruitment and development of key priority areas of scientific focus; 2) increase research that addresses the cancer burden and disparities in our catchment area (Nebraska); 3) develop an organization committed to interdisciplinary, collaborative translational research; and 4) expand training and education and externally funded programs with an emphasis on diversity. Evaluation is a priority and is used to ensure that resources are aligned with priorities. Progress is reviewed throughout the year, with a comprehensive review annually, the latter in particular serving as a foundation to assess progress and revise strategies. This includes evaluations by Members of all Shared Resources, and key activities, such as those managed through the Clinical Trial Office. Progress in Community Outreach and Engagement is reviewed with the COE Community Advisory Board and Internal Advisory Board quarterly. The BCC will continue to receive input from its External Advisory Board annually and throughout the year as needed. The BCC will leverage institutional leadership and resources, and will engage key stakeholders in support of its aims to: 1) develop a strong senior leadership for establishing the BCC vision and goals; 2) advance effective strategies to achieve BCC objectives; and 3) implement processes to evaluate progress and refine strategies to achieve BCC objectives.