Leadership, Planning and Evaluation

University Of Nebraska Medical Center, Omaha NE

Investigators

Linked publications, trials & patents

Abstract

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.