Leadership, Planning and Evaluation

University Of Wisconsin-Madison, Madison WI

Investigators

Linked publications, trials & patents

Abstract

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.