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The University of Texas M. D. Anderson Cancer Center Strategic Vision for Making Cancer History

Concurrent Activities. Update of Strategic Vision, 2000-2005Compact DevelopmentInstitutional BudgetOngoing review of clinical programsOngoing review of clinical and basic science research productivitySACS Site Visit. . Steps in the Process . We are here. SACS visit July 2005. . Dec 2002 May 2004.

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The University of Texas M. D. Anderson Cancer Center Strategic Vision for Making Cancer History

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    2. Concurrent Activities Update of Strategic Vision, 2000-2005 Compact Development Institutional Budget Ongoing review of clinical programs Ongoing review of clinical and basic science research productivity SACS Site Visit

    4. SACS: Institutional Effectiveness “The institution engages in ongoing, integrated and institution-wide research based planning and evaluation process that incorporates a systematic review of programs and services that (a) results in continuing improvement, and (b) demonstrates that the institution is effectively accomplishing its mission.”

    5. Initial Process: Leadership Retreat Topics December 2002 – May 2004 Research – Future Directions The Clinical Enterprise Infrastructure and the Economic Climate Organization Summation Town Halls, Leadership Forum Publication of Strategic Vision

    8. 7 Goals Enhance the excellence, value, safety and efficiency of our patient care. Enhance the quality of existing research programs and develop priority programs for the future. Enhance the quality and outcomes of our undergraduate and graduate degree-granting programs, and our post-doctoral training programs.

    9. 7 Goals Expand research addressing risk assessment, prevention and early detection of cancer and develop strategies to disseminate these findings. Advance MDACC as an employer of choice Increase our mission-driven collaborations and outreach. Safeguard and enhance our resources.

    10. Strategic Vision for Making Cancer History Institutional Goal Alignment

    11. Questions to Consider What initiatives are you pursuing or contemplating that will contribute to the Goals? What will you need to change, grow, or contract to achieve them? What are the strategies and tactics you will use? How can the institution help you, especially in areas where you will interact with other operating units?

    12. Current Activity Assign responsibility for collecting, reviewing and reporting the development of unit goals and progress toward achievement Develop methods to measure and evaluate progress toward meeting action plans Provide feedback and review Link strategy process to performance management

    13. Current Activity Each unit to select 3 actions or changes on which you will concentrate for the first year; include measures of success. Address more than one goal with these 3 actions, e.g., Goal 1 – clinical care, Goal 3 - education, Goal 5 - employer of choice.

    15. Oversight and Assistance Goal 1 - Patient Care Burke, Summers, Colman, Sawaya, Markman Goal 2 – Research Kripke, Markman, Liu, Klein Goal 3 – Education Tomasovic, Stuyck, Gibbs Goal 4 – Prevention Levin, Tomasovic, Stuyck Goal 5 – People Leach, Dorn, Gibbs, Mansfield Goal 6 – Collaborations Mendelsohn, Kripke, Klein, Fontaine Goal 7 – Resources Leach, Morris, Vogel, Sawaya, Colman

    16. Example: Prevention and Biostatistics are collaborating on a web-based colon cancer self-assessment screening tool. They have linked this to the relevant goal: Goal 4: Expand research addressing risk assessment, prevention and early detection of cancer and develop strategies to disseminate these findings. Strategy 4.1 We will pursue research aimed at individualization of risk assessment and prevention of cancer through gaining greater understanding of the role of genetic, environmental, cultural and lifestyle factors.

    17. SACS: Institutional Effectiveness “The institution engages in ongoing, integrated and institution-wide research based planning and evaluation process that incorporates a systematic review of programs and services that (a) results in continuing improvement, and (b) demonstrates that the institution is effectively accomplishing its mission.”

    18. SACS Initial Report: In Compliance Ongoing evaluation process beginning with development of Strategic Vision, 2005-2010 Process began with broad based meetings Vision supported by 7 goals Oversight by planning leaders Results used for continuous improvement Linked to budget cycle to implement change

    19. Login page to add activity

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