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）由主任Ruben A.梅萨，医学博士梅萨博士在这一角色中得到以下人员的协助： 管理协委会高级领导层，由一名副主任和五名协理主任组成， 在其职责范围内的专业知识。他们是：蒂姆·H·M。黄博士，副主任;弗吉尼亚州 Kaklamani，医学博士，D.Sc.，临床研究副总监（AD）; Robin Leach，Ph.D.，教育广告; Susan Padalecki博士研究管理AD; Amelie Ramirez，博士P.H.，社区AD 外展和参与; LuZhe Sun，博士，基础研究AD。高级领导成员 代表管理协调委员会向拥有最终决定权的主任提供咨询意见和建议 与主任同住。高级领导每月举行一次会议，高级领导也参加 从MCC癌症服务线，允许两组之间的整合。高级领导人还 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 直接与项目负责人、共享资源总监和其他MCC委员会合作， 就千年挑战委员会跨越使命的范围（研究、癌症护理和教育）的优先事项达成共识， 战略规划和执行以及资源分配。高级领导人确保一致性， MCC的使命、愿景和目标，并在基本的、转化的、 该中心的教育和临床元素。他们就千年挑战中心的增长和需要提供反馈意见 在他们的责任领域。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。规划和持续评估已 对于MCC及其研究基础设施的发展至关重要，临床基础设施与 支持我们的研究目标。中心利用内部和外部资源进行审查和评价， 征求癌症中心专家的意见。管理协委会外部咨询委员会是管理协委会的主要外部咨询机构， 就中医药管理局的临床及基础研究进展，设立检讨及提供意见的机制。MCC目前 还利用较小的特设咨询小组为癌症中心管理，共享资源和计划。 规划和评价的内部机制以高级领导委员会、区域经济委员会、 以及管理协委会内部咨询委员会和管理协委会共享资源监督委员会 （特别报告员）。IAB包括来自UT Health圣安东尼奥（UT Health SA）的高级领导人，他们每年开会， 提供关于MCC在UT Health SA的临床和研究领域的进展的反馈。SROC艾滋病 通过对MCC共享资源的年度评估以及提出建议， 与共享资源有关。MCC规划和评估流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。管理协委会战略计划的一个关键要素是进一步加强 中心的重点是服务于社区和地区（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扩展团队科学， 通过癌症研究职业发展，与该地区其他高等教育机构进行外联， 有针对性地招聘教师，建立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.