Mays Cancer Center at UT Health SA

项目摘要--领导、规划和评估 梅斯癌症中心(MCC)由医学博士鲁本·A·梅萨主任领导。梅萨博士由以下人员协助担任这一职务 MCC高级领导层，由一名副主任和五名副主任组成，他们每人 在他们的职责范围内拥有专业知识。他们是：蒂姆·H-M。黄博士，弗吉尼亚州副主任 Kaklamani，医学博士，医学博士，临床研究副主任；Robin Leach，博士，教育AD； Susan Padalecki，博士，研究管理AD；Amelie Ramirez，P.H.博士，社区AD 孙鲁哲，博士，基础研究副学士。高级领导层成员 代表管理协调委员会向主管提供法律意见和建议，并拥有最终的决策权 与署长同住。高级领导层每月开会，其中也包括高级领导人 来自MCC癌症服务线，允许两组之间的整合。高级领导层也 作为研究执行委员会(REC)，每两周与项目负责人会面。高级领导层 直接与计划负责人、共享资源总监和其他MCC委员会合作，以建立 就跨越任务范围(研究、癌症护理和教育)的MCC优先事项达成共识， 战略规划和实施，以及资源分配。高级领导人确保以下方面的一致性 MCC的使命、愿景和目标，并在基础、翻译、 该中心的教育和临床要素。他们就MCC的发展和需求提供反馈 在他们的职责范围内。它们还规划和实施积极主动的综合发展办法。 研究基地、资源和MCC战略计划。规划和持续评估一直是 对MCC及其研究基础设施的发展至关重要，并使临床基础设施与 支持我们的研究目标。该中心利用内部和外部来源进行审查和评价， 征求癌症中心专家的意见。MCC外部咨询委员会(EAB)是主要的外部 对MCC及其在临床和基础研究方面的进展的审查和建议机制。MCC有 还利用了较小的特别咨询小组，用于癌症中心管理、共享资源和计划。 以高级领导委员会(SLC)、区域经济共同体、 以及MCC内部咨询委员会(IAB)和MCC共享资源监督委员会 (SROC)。IAB包括来自UT Health San Antonio(UT Health SA)的高级领导人，他们每年举行会议，以 在UT Health SA就MCC在临床和研究领域的进展提供反馈。国资委协助 该中心通过对MCC共享资源的年度评估以及提出建议 与共享资源相关。管理合作委员会规划和评估进程的一个关键部分是 制定MCC战略计划。包括上述团体在内的一些团体发挥了作用 在战略规划过程中。MCC战略计划的一个关键要素是在历史的基础上进一步发展 该中心的重点是服务于其社区和地区(集水区)，并了解我们的癌症 主要是西班牙裔人口。其他重点领域包括在MCC扩大团队科学， 通过加强癌症研究事业，与该地区的其他高等教育机构进行接触，以及 有针对性地招聘教师，建设MCC的临床和研究企业。

Project Summary—Leadership, Planning and Evaluation The Mays Cancer Center (MCC) is led by Director, Ruben A. Mesa, M.D. Dr. Mesa is assisted in this role by the MCC Senior Leadership, comprised of a Deputy Director and five Associate Directors, each of who has expertise in their area of responsibility. They are: Tim H-M. Huang, Ph.D., Deputy Director; Virginia Kaklamani, M.D., D.Sc., Associate Director (AD) for Clinical Research; Robin Leach, Ph.D., AD for Education; Susan Padalecki, Ph.D., AD for Research Administration; Amelie Ramirez, Dr. P.H., AD for Community Outreach and Engagement; and LuZhe Sun, Ph.D., AD for Basic Research. Members of the Senior Leadership provide counsel and recommendations to the Director with final authority for decisions on behalf of the MCC residing with the Director. The Senior Leadership meets on a monthly basis that also includes the Senior Leaders from the MCC cancer service line, allowing for integration between the two groups. The Senior Leadership also meets with the Program Leaders as the Research Executive Committee (REC) bi-weekly. Senior Leadership works directly with the Program Leaders, Shared Resource Directors, and other MCC committees to build consensus on MCC priorities that span the breadth of the mission (research, cancer care and education), strategic planning and implementation, and allocation of resources. The Senior Leaders ensure consistency in the mission, vision, and goals of the MCC and develop synergistic interactions among the basic, translational, educational and clinical elements of the Center. They provide feedback on the growth and the needs of the MCC in their area of responsibility. They also plan and implement proactive, integrative approaches for development of the research base, resources, and the MCC Strategic Plan. Planning and continual evaluation have been critical for the development of the MCC and its research infrastructure, and alignment of clinical infrastructure to support our research goals. The Center uses both internal and external sources for review and evaluation, soliciting input from Cancer Center experts. The MCC External Advisory Board (EAB) is the primary external mechanism for review and advice on the MCC and its progress in both clinical and basic research. MCC has also utilized smaller ad hoc advisory groups for Cancer Center Administration, Shared Resources and Programs. Internal mechanisms for planning and evaluation center around the Senior Leadership Committee (SLC), REC, as well as the MCC Internal Advisory Board (IAB) and the MCC Shared Resources Oversight Committee (SROC). The IAB includes Senior Leaders from UT Health San Antonio (UT Health SA) who meet annually to provide feedback on the MCC's progress in clinical and research arenas at the UT Health SA. The SROC aids the Center through annual evaluation of the MCC Shared Resources as well as by making recommendations related to the Shared Resources. A key part of the MCC planning and evaluation process has been the development of a MCC Strategic Plan. A number of groups including those mentioned above have had a role in the strategic planning process. A critical element of the MCC Strategic Plan is building further on the historical focus of the Center on serving its community and region (catchment area) and understanding cancer in our predominantly Hispanic population. Other areas of focus include expansion of team science at the MCC, outreach to other institutions of higher education in the area through cancer research career enhancement, and targeted recruitment of faculty to build the clinical and research enterprise of the MCC.