执行计划,提高美国癌症中心的多样性:机遇与挑战

Christopher I Li, Sherise Chantell Rogers, Carol J Bult, Carmen E Guerra, Angela Talton, Lovoria B Williams, Wendy Law
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摘要

背景 癌症研究人员缺乏多样性的问题依然存在,而美国国家癌症研究所(NCI)指定的所有癌症中心都必须制定一项 "提高多样性计划"(PED),以解决这一问题。然而,人们对不同癌症中心如何制定和执行这些计划并不十分了解。我们的目标是评估癌症中心如何制定和实施其 PED。方法 我们对癌症中心 DEI 网络的成员进行了横向调查,该网络包括所有 NCI 指定的癌症中心和一些新兴中心。62 个癌症中心(占受邀中心的 75%)参与了调查,其中包括 58 个 NCI 指定癌症中心(占该指定中心的 81%),并填写了一份调查问卷,对 PED 的领导能力、主要挑战、实施策略以及评估 PED 进展的方法进行了评估。调查结果显示,PED 最常见的挑战是招聘多元化的教师(68% 的中心),目前最常用的应对策略是审查和修改教师招聘方法(67%)。各中心最常用的衡量 PED 进展的方法是人口统计数据的变化(68%),79%、81% 和 75% 的中心分别提供了有关教职员工、领导层和受训人员的人口统计数据。结论 虽然几乎所有中心都建立了 PED 领导机构,但在实现 PED 目标的方法和支持 PED 工作的资源方面却存在相当大的差异。实现共享和实施共同的最佳实践和示范计划的机会有可能提升 PED 工作在全国的影响力。
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Executing plans to enhance diversity across cancer centers in the United States: Opportunities and challenges
Background Lack of diversity in the cancer research workforce persists which the new requirement for all NCI-designated cancer centers to have a Plan to Enhance Diversity (PED) seeks to address. However, it is not well understood how different cancer centers are approaching the development and execution of these plans. Our objective was to assess how cancer centers are establishing and pursuing their PED. Methods We conducted a cross-sectional survey of members of the Cancer Center DEI Network which includes all NCI-designated cancer centers and several emerging centers. 62 cancer centers (75% of those invited), including 58 NCI-designated cancer centers (81% of those with this designation), participated and completed a questionnaire that assessed PED leadership, major challenges, implementation strategies, and approach to evaluate PED progress. Results The most common PED challenge identified is recruiting diverse faculty (68% of centers) and the most common strategy currently used to address this is reviewing and revising faculty recruitment practices (67%). The most common approach centers are using to measure PED progress are shifts in demographics (68%), and data on the demographics of faculty, leadership, and trainees are available at 79%, 81%, and 75% of centers, respectively. Conclusion(s) While almost all centers have established a PED leadership structure, there is considerable variation in the approaches used to realize PED goals, and in the resources provided to support PED work. Realizing opportunities to share and implement common best practices and exemplar programs has the potential to elevate the impact of PED efforts nationally.
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