Leadership, Planning and Evaluation

领导、规划和评估

• 批准号: 10626509
• 负责人: HOWARD H. BAILEY
• 金额: $ 54.69万
• 依托单位: UNIVERSITY OF WISCONSIN-MADISON
• 依托单位国家: 美国
• 财政年份: 1997
• 资助国家: 美国
• 起止时间: 1997-04-25 至 2028-03-31
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/10626509
• 关键词: Acceleration; Accountability; Achievement; Address; Advocacy; Area; Articulation; Basic Science; Biological Markers; Cancer Center; Cancer Center Support Grant; Caring; Catchment Area; Characteristics; Clinical Oncology; Clinical Research; Clinical Trials; Collaborations; Communication; Communities; Comprehensive Cancer Center; Consensus; County; Decision Making; Education; Elements; Employee; Ensure; Environment; Ethnic Origin; Evaluation; Faculty; Family; Focus Groups; Fostering; Funding; Future; Genomic medicine; Goals; Grant; Growth; Health system; Image; Individual; Industry; Informatics; Instruction; Leadership; Malignant Neoplasms; Mission; NCI-Designated Cancer Center; Not Hispanic or Latino; Outcome; Patients; Peer Review; Persons; Physician Executives; Population; Population Sciences; Prevention; Process; Productivity; Public Health; Race; Research; Research Personnel; Resource Sharing; Resources; Role; Science; Scientist; Services; Strategic Planning; Students; Surveys; Teacher Professional Development; Technology; Therapeutic Intervention; Training and Education; Translational Research; Translations; Underrepresented Populations; Universities; Vision; Wisconsin; Work; cancer research center director; clinical care; community engagement; community organizations; equity, diversity, and inclusion; improved; innovation; medical schools; meetings; member; novel; oncology service; outreach; peer; precision medicine; programs; prospective; recruit; success

PROJECT SUMMARY – LEADERSHIP, PLANNING AND EVALUATION Under University of Wisconsin Carbone Cancer Center (UWCCC) Director Howard Bailey, MD, a number of critical steps were taken in the planning and evaluation process during the current grant period, which includes the following: appointed additional External Advisory Board (EAB) members in informatics, COE, education, and Diversity, Equity, and Inclusion (DEI); completed 85% of prior strategic plan goals, which accelerated several initiatives in biomarkers, imaging, program grants, and a dramatic increase in philanthropy (2017: $6M; 2021: $17M); reimagined a bold future via a new strategic plan in partnership with health system leadership; conducted ad hoc reviews of COE, and emerging cores, validating three new CCSG cores (CRIC, CBC, CAMP); and facilitated bi-directional community input with a catchment expansion from 36 counties to Wisconsin’s entire 72 counties. Success in an organization provides an opportunity for leveraging achievements and forecasting a new vision. UWCCC leadership embraced assessments of emerging scientific strengths, surveillance of the oncology clinical care and research environment, and the eventual application of analysis-driven reorientation. This occurred through regular and strategic planning meetings of individual focus groups/committees of the cancer service Line; Executive Leadership Council; Senior Leadership Committee; Directors Committee; Ad Hoc Advisors; EAB; and annual scientific retreats. Our strategic planning process reorients UWCCC to leverage strengths and address challenges by expanding key new Associate Director’s roles in genomics and precision medicine, community engagement, diversity, equity, and inclusion, and a new senior medical director who will centralize the cancer service line. Dr. Bailey promoted or externally recruited new Associate Directors in faculty development and education, clinical research, and informatics. Leadership is accountable for creating an inclusive, respectful, and welcoming environment in which all members, students, and staff will thrive. All UWCCC leadership roles further the center’s mission by serving faculty members, employees, trainees, our patients, and our catchment area. Membership has grown from 198 to 218. Over 11 new initiatives directly address professional growth of trainees and staff. Two new community advocacy boards provided actionable advice, which led to a dramatic accrual rate increase for patients with race/ethnicity other than non-Hispanic White patients from 3.4% to 6.3% by 2021. We work collectively to guide planning and evaluations, create a vision, set goals, assess progress, and set the agenda for future directions. Leadership determines strategies to leverage the breadth and depth of science on the University of Wisconsin-Madison campus. Meeting monthly, they identify and foster research capabilities that will strengthen the UWCCC’s scientific programs and extend cancer focus into new areas.

项目摘要——领导、规划和评估 在威斯康星大学卡本癌症​​中心 (UWCCC) 主任 Howard Bailey 医学博士的领导下，许多 在当前赠款期间的规划和评估过程中采取了关键步骤，其中包括 以下内容：在信息学、COE、教育和 多元化、公平和包容性 (DEI) 完成了先前战略计划目标的 85%，这加速了多项目标的实现 生物标志物、成像、项目拨款方面的举措以及慈善事业的大幅增加（2017 年：600 万美元；2021 年： 1700 万美元）；通过与卫生系统领导层合作制定新的战略计划，重新构想大胆的未来； 对 COE 和新兴核心进行特别审查，验证三个新的 CCSG 核心（CRIC、CBC、CAMP）； 通过将服务范围从 36 个县扩大到威斯康星州的整个 72 个县，促进双向社区投入 组织的成功提供了利用成就和预测新成果的机会。 UWCCC 领导层接受了对新兴科学优势的评估、对肿瘤学的监测。 临床护理和研究环境，以及分析驱动的重新定位的最终应用。 通过癌症各个焦点小组/委员会的定期战略规划会议进行 服务线； 高级领导委员会； 顾问；EAB；以及年度科学务虚会。 我们的规划战略流程重新定位 UWCCC，通过扩大规模来利用优势并应对挑战 新副主任在基因组学和精准医学、社区参与、多样性、 公平和包容性，以及一位新的高级医疗主任将集中贝利博士的癌症服务线。 晋升或外部招聘新的副主任，负责教师发展和教育、临床研究、 领导层有责任创造一个包容、尊重和热情的环境。 所有会员、学生和工作人员都将通过 UWCCC 的领导角色进一步推动中心的使命。 为教职员工、员工、实习生、患者提供服务，并且我们的会员范围不断扩大。 从 198 项增加到 218 项。超过 11 项新举措直接解决学员和员工的专业成长问题，其中两项新举措。 社区倡导委员会提供了可行的建议，导致应计率大幅增加 到 2021 年，非西班牙裔白人以外的种族/族裔患者的比例从 3.4% 增加到 6.3%。我们努力 共同指导规划和评估、制定愿景、设定目标、评估进展并设定议程 领导层确定利用科学的广度和深度的策略。 威斯康星大学麦迪逊分校校园每月举行一次会议，确定并培养研究能力 将加强 UWCCC 的科学项目，并将癌症重点扩展到新领域。