Planning & Evaluation

规划

• 批准号: 7944871
• 负责人: ROBERT B. DIASIO
• 金额: $ 3.53万
• 依托单位: MAYO CLINIC ROCHESTER
• 依托单位国家: 美国
• 财政年份: 2009
• 资助国家: 美国
• 起止时间: 2009-04-17 至 2014-02-28
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/7944871
• 关键词: Administrator; Advisory Committees; Area; Cancer Center; Cancer Center Support Grant; Clinic; Comprehensive Cancer Center; Decision Making; Development; Effectiveness; Evaluation; Feedback; Funding; Future; Goals; Grant; Growth; Individual; Investments; Leadership; Mission; Process; Program Reviews; Recommendation; Research Infrastructure; Resource Sharing; Resources; Scientist; Site; Strategic Planning; Vision; anticancer research; falls; health disparity; insight; member; programs; reconstitution

The MCCC employs both internal and external review mechanisms to inform the strategic decisions made by the Center and to provide feedback necessary for ongoing evaluation of the effectiveness of those decisions. The MCCC's efforts in this regard are broad and encompassing, employing a variety of strategies. Processes are in place for overall strategic planning, review of the established and developing programs, and review of the established and developing shared facilities. They are guided by a clear vision for the Center developed by the Center Director and Senior Leadership and facilitated by Cancer Center Administration. The vision is consistent with the goals of the NCI Centers Program and the mission of the Mayo Clinic, and built upon a careful assessment of the current and future scientific opportunities in cancer research and how the unique capabilities of Mayo Clinic can be leveraged to define areas of particular strength. This overall vision is used to help evaluate recommendations brought forward by leaders of programs and shared facilities - and even individual Center members. These efforts thus inform site and center-wide priorities for portfolio and programmatic stabilization and growth, integration, investment in infrastructure - notably shared resources, recruitment, health disparities and facilities, and use of discretionary resources including CCSG Developmental Funds. The MCCC utilizes expert outside scientists and administrators to provide insight and evaluative expertise in the ongoing review of the Cancer Center. The mainstay of the MCCC's planning and evaluation is the input provided by the External Advisory Committee (EAC). This group, reconstituted and expanded following Dr. Diasio's recruitment in the fall of 2006, has been indispensable in guiding the MCCC.

MCCC 采用内部和外部审查机制，为战略决策提供信息 并为持续评估这些决定的有效性提供必要的反馈。 MCCC 在这方面的努力是广泛而全面的，采用了多种策略。 制定了总体战略规划、审查已制定和正在制定的计划的流程， 审查已建立和正在开发的共享设施。他们以清晰的愿景为指导 中心由中心主任和高级领导层开发，并由癌症中心协助 行政。该愿景与 NCI 中心计划的目标以及该中心的使命是一致的 梅奥诊所，建立在对当前和未来癌症科学机会的仔细评估的基础上 研究以及如何利用梅奥诊所的独特能力来定义特定领域 力量。这一总体愿景用于帮助评估领导者提出的建议 计划和共享设施 - 甚至个别中心成员。因此，这些努力为现场和 中心范围内的投资组合和计划稳定与增长、整合、投资优先事项 基础设施——特别是共享资源、招募、健康差异和设施以及使用 可自由支配的资源，包括 CCSG 发展基金。 MCCC 利用外部科学家和管理人员专家来提供以下方面的见解和评估专业知识： 癌症中心正在进行的审查。 MCCC规划和评估的支柱是投入 由外部咨询委员会 (EAC) 提供。该小组在 Dr. 后重组并扩大。 迪亚西奥在 2006 年秋季的招聘对于指导 MCCC 来说是不可或缺的。