Responsibility for Planning and Evaluation is vested in the Georgetown Lombardi Comprehensive Cancer Center (LCCC) Director and Executive Committee (EC). Since the last review, LCCC has undertaken an extensive review and overhaul of its planning and evaluation processes and refined its overall Strategic Plan. Director Weiner, Deputy Director Atkins, 6 Associate Directors (ADs), and a MedStar Georgetown Cancer Network Representative form the EC, which oversees Center-wide strategic and operational initiatives, discusses overarching goals of LCCC related to mission and comprehensive cancer center status, reviews metrics for each area overseen by the ADs, approves membership, oversees Developmental Funds, and fosters collaborations across Research Programs and disciplines. An Internal Advisory Committee (lAC) meets semi-annually to provide advice on integration with other components of the University and MedStar Health. The annual External Advisory Committee (EAC) meeting is supplemented with individual EAC members'guidance via conference calls and on-site visits. In-depth external reviews have evaluated progress of specific aspects of LCCC (clinical research, Shared Resources, Administration, biostatistics and investigator-initiated protocols). Research Program Leaders meet monthly to review Program themes, vet new and continued Program membership, and discuss needs for Shared Resources and promising opportunities for collaborative interprogrammatic research. Program meetings allow in-depth research discussion, refinement of program themes and goals and progress toward meeting them, discussion of correlative science for clinical trials and encourage incorporation of health disparities into ongoing research. Identification of opportunities for collaboration (multi-investigator studies, translational and transdisciplinary projects) is high priority for all planning and evaluation activities. Within the Shared Resources, individual Advisory Committees meet annually to review metrics and update and prioritize goals. User satisfaction is monitored by surveys. Frequent clinical leadership meetings ensure metric review and update. Administration is monitored through external review, a faculty liaison group and user surveys. Retreats have focused on health disparities;the population science merger;development of therapeutic trials;transdisciplinary, translational projects;and Administration. These actions have led to LCCC's strategic objectives to 1) advance transformative cancer research, 2) reduce the impact of cancer and diminish disparities in our catchment area, 3) lead high-impact clinical research, and 4) ensure long-term growth, vibrancy and stability ofthe research enterprise.
LCCC activities emphasize planning and evaluation activities to ensure the Center maximizes the impact of its scientific initiatives. As a result of integrating planning and evaluation into LCCC's Strategic Plan, we are better positioned to advance transformative cancer research, reduce the impact of cancer and diminish disparities in our catchment area and improve the quality of cancer care.
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