Making Cancer History® Voices Oral History Collection: Institutional Impact

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Interview Table of Contents

Always a Builder
Chapter 01 / Educational Path

Early Job Experiences Create an Interest in Management
Chapter 02 / Professional Path

An Evolving Perspective on Management
Chapter 03 / Professional Path

A Theory of People Management and the Next Career Move
Chapter 04 / Overview

University of Rochester and a First Experience with Health Care Institutions
Chapter 05 / Professional Path

Lured to MD Anderson: A New Position and The Three-Building Plan
Chapter 06 / Joining MD Anderson/Coming to Texas

Background: The Three-Building Plan
Chapter 07 / Building the Institution

The Three-Building Plan: Building Relationships, Facing Challenges, Creating the Project Core Team
Chapter 08 / Building the Institution

Weather is Part of the Job: A Near Disaster and Developing Emergency Plans for Floods, Wind, and Hurricanes
Chapter 09 / Institutional Processes

The MD Anderson Way of Constructing Buildings
Chapter 10 / Building the Institution

John Mendelsohn’s Plan for MD Anderson and the First Building Projects— The Mays Clinic and the Faculty Center
Chapter 11 / Building the Institution

The New Master Plan: Expanding the Main Campus
Chapter 12 / Building the Institution

The Master Plan Brings Special Challenges: The Faculty Center, the Mays Clinic (Ambulatory Clinic Building)
Chapter 13 / Building the Institution

Developing the Wayfinding System
Chapter 14 / Building the Institution

The Mitchell Basic Sciences Building; Tropical Storm Alison and the Flood-Protection System
Chapter 15 / Building the Institution

Pickens Tower, The Research Medical Library, and Rotary House
Chapter 16 / Building the Institution

Overview:  A Plan for South Campus [Research Park]
Chapter 17 / Building the Institution

The Story of Research Park: Strategies to Acquire Land and Collaborators
Chapter 18 / Building the Institution

Moving Occupants Into Buildings: Commissioning Buildings and Factors that Drive the Move-In Schedule
Chapter 19 / Institutional Processes

Determining Building Efficiency; Pros and Cons of Leasing Space; Mid Campus; Unique Features of the Institute for Personalized Care
Chapter 20 / Building the Institution

The Houston Main Building (The Prudential Building): Its Drawbacks and Implosion
Chapter 21 / Building the Institution

Transforming Facilities Management
Chapter 22 / An Institutional Unit

Gratified to Serve the Institution’s Growth
Chapter 23 / View on Career and Accomplishments

Consulting; A Book-In-Progress; and Outdoor Activities
Chapter 24 / Post-Retirement Activities

The Alkek Hospital Addition: A Very Difficult Project
Chapter 25 / Building the Institution

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From an Early Interest in Biology to a Fascination with Developmental Processes
Chapter 01 / Educational Path

Deciding to Focus on the Molecular Basis of Disease
Chapter 02 / The Researcher

Work on Telomeres Leads to an Interest in Aging and Cancer
Chapter 03 / The Researcher

Martial Arts: A Mind/Body Practice that Feeds Success
Chapter 04 / Personal Background

Developing an Industry-Informed Approach to Research
Chapter 05 / Building/Transforming the Institution

An Optimal Moment to Lead an Institution in Driving Translational Research
Chapter 06 / Joining MD Anderson/Coming to Texas

A Complex Economic Environment Presents Challenges to an Academic Medical Center
Chapter 07 / Institutional Change

The Moon Shots Program: Concept, Operations, Some Results
Chapter 08 / An Institutional Unit

A Brief History of Translational Medicine
Chapter 09 / Overview

Lessons Learned from the First Years of the Moon Shots
Chapter 10 / The Administrator

Early Results from Two Moon Shot Programs: Women’s Cancer and Prevention
Chapter 11 / An Institutional Unit

Reflections on the Need to Support Both Team Science and Individual Investigators
Chapter 12 / MD Anderson Culture

Support for MD Anderson Faculty
Chapter 13 / Building the Institution

An Entrepreneurial versus Academic Mindset
Chapter 14 / Overview

The Institute for Applied Cancer Science: 
A Unique Organizational Construct the Unites Academia and Industry
Chapter 15 / Building the Institution

Financing New Research Initiatives
Chapter 16 / Building the Institution

MD Anderson Poised at the Threshold of Opportunity
Chapter 17 / Institutional Mission and Values

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A Dissertation Overview
Chapter 01 / Educational Path

Education and Work Experience
Chapter 02 / Professional Path

Moving to the Provider Side of Insurance
Chapter 03 / Professional Path

Bringing Fiscal Sophistication to MD Anderson
Chapter 04 / The Finances and Business of MD Anderson

Communicating about Finances in an Academic Setting
Chapter 05 / The Administrator

A Role in a Global Institution
Chapter 06 / View on Career and Accomplishments

Strategic Decisions and Increasing Patient Numbers
Chapter 07 / The Finances and Business of MD Anderson

The Economic Forecasting Model: A Tool for Growth
Chapter 09 / Institutional Change

Growth Initiatives: Capital Campaigns, Global Oncology
Chapter 10 / Building the Institution

Financing the Moon Shots Program and Changes to MD Anderson Structure
Chapter 11 / MDACC in the Future

Bringing Structure to MD Anderson’s Finances; Developing Spiritual Strength
Chapter 12 / View on Career and Accomplishments

A Prescription for Fiscal Health: Be Pro-Active
Chapter 13 / MDACC in the Future

MD Anderson Presidents, Values, and Teams
Chapter 14 / Key MD Anderson Figures

Strategic Financial Initiatives: MD Anderson España
Chapter 15 / Building the Institution

Strategic Financial Initiatives: The Story of the Proton Therapy Center, Part 1
Chapter 16 / Building the Institution

MD Anderson Banner and Satellite Care Centers
Chapter 17 / MD Anderson and Other Institutions

Tools for Economic Modeling and the Budget at MD Anderson
Chapter 18 / Overview

A New Economic Climate Will Shape MD Anderson’s Fiscal Future
Chapter 19 / The Finances and Business of MD Anderson

The Proton Therapy Center, Part 2
Chapter 20 / Building the Institution

Streamlining the System
Chapter 21 / Institutional Change

Communicating the Need to Change
Chapter 22 / The Administrator

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MD Anderson: “Easily the Greatest Cancer Center Ever Put Together”
Chapter 01 / Overview

A Pioneer in the Anti-Smoking Movement
Chapter 02 / The Researcher

Assuming Leadership of MD Anderson
Chapter 03 / Building the Institution

Establishing a Focus on Cancer Prevention
Chapter 04 / Building the Institution

Instituting Multi-Disciplinary Care: Outpatient Services and the Brain Center
Chapter 05 / Building the Institution

Navigating the Managed Care Crisis
Chapter 06 / Institutional Change

A Brief History of MD Anderson; The Board of Visitors Uses Its “Voice Power”
Chapter 07 / MD Anderson Past

MD Anderson Presidents and Other Institution Leaders
Chapter 08 / Key MD Anderson Figures

Dr. LeMaistre’s Administration: Controversial Issues
Chapter 09 / Institutional Change

Leadership Philosophy and Leadership Stories
Chapter 10 / The Administrator

A Philosophy of Teaching: Equalize Skills
Chapter 11 / The Educator

Growing Careers by Stressing Patient Care; The Retirement Program and Term Tenure
Chapter 12 / Building the Institution

A Reluctant Leader
Chapter 13 / The Administrator

Meeting Fiscal Challenges with Many Approaches
Chapter 14 / The Finances and Business of MD Anderson

Growth During Downsizing
Chapter 15 / Building the Institution

People Contributing to an Unusual Institution
Chapter 16 / Key MD Anderson Figures

The Board of Visitors and Donors
Chapter 17 / An Institutional Unit

Rectifying Failures of Communication and the Press
Chapter 18 / Overview

The Roots of MD Anderson
Chapter 19 / MD Anderson Past

Looking Back; A View on the Moon Shots; Remembering Patients; and a New Book
Chapter 20 / View on Career and Accomplishments

Helping Patients Get Access to MD Anderson; The Promise of Keratin
Chapter 21 / Post-Retirement Activities

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MD Anderson Presidents: Continuity and Sustained Institutional Growth
Chapter 01 / Overview
Role Models
Chapter 02 / Personal Background

Working with Dr. James Watson
Chapter 03 / Educational Path

Early Experiences with Administration
Chapter 04 / Educational Path

An Overview of a Research Career
Chapter 05 / The Researcher

Institution Building at UCSD and Memorial Sloan Kettering
Chapter 06 / The Administrator

Responding to Immediate Challenges
Chapter 07 / Building the Institution

A New President Takes MD Anderson into Growth Mode
Chapter 08 / The Business of MD Anderson

Defining the Mission that Shapes MD Anderson Growth
Chapter 09 / Building the Institution

Growth in Research and Clinical Care
Chapter 10 / Building the Institution

Growth in Education and Prevention
Chapter 11 / Building the Institution

Marketing and Fund-Raising
Chapter 12 / The Business of MD Anderson

MD Anderson’s Institutes: Transforming Cancer Care Through Research
Chapter 13 / Building the Institution

The George H.W. Bushes Support MD Anderson Fundraising
Chapter 14 / Building the Institution

The Global Programs and Research Park
Chapter 15 / Building the Institution

Patients: from the Wealthiest to the Indigent
Chapter 16 / Overview: Patient Populations

MD Anderson and the Texas Medical Center
Chapter 17 / Overview

MD Anderson, the Texas Medical Schools, and the Graduate School
Chapter 18 / MD Anderson Past

Prevention and Care Become Academic Fields
Chapter 19 / Building the Institution

Growing Research and Faculty Careers
Chapter 20 / The Administrator

Building Translational Research
Chapter 21/ The Administrator

Sister Institutions
Chapter 22 / Beyond the Institution

The New Personalized Care
Chapter 23 / Overview

The Institute for Personalized Care
Chapter 24 / An Institutional Unit

Creating Growth and Supporting Values
Chapter 25 / A View on Career and Accomplishments

Life Partnership with Anne Mendelsohn
​Chapter 26 / Personal Background