Planning and Evaluation Core

摘要 马萨诸塞大学波士顿分校的规划和评估(P&E)核心 Dana-Farber/哈佛癌症中心(DF/HCC)的合作伙伴关系使尖端癌症和癌症成为可能 通过征集、评估和选择新的研究项目进行差异研究。P&E核心 将资深教员、早期研究人员和受训人员聚集在一起，设计和开展重要的研究 项目。这一过程由一个强大的内部咨询委员会(IAC)进行审查，该委员会由资深教师组成， 机构领导人、核心领导人以及现任和前任项目调查人员。P&E核心利用了一种逻辑 模型框架和成果数据库，用于仔细监测、评估和报告研究进展 项目、方案和核心。核心使用的关键评估指标包括影响、传播、 培训机会和可持续性。P&E核心聘用了马萨诸塞州大学的关键机构领导人和教职员工 波士顿和DF/CC提供有效和良好整合的方案和科学管理，即 互惠互利。这些努力的重点是弥合科学研究和社会研究之间的差距。 实施癌症治疗，缩小癌症差距。 规划和评估核心的具体目标是：1)促进和促进前沿研究； 2)建立和维护一个强大的机构间咨询委员会，并利用这一专业知识和方案指导委员会(PSC)的专业知识 监测伙伴关系的进展并为决策提供信息；3)评估和跟踪研究项目和 核心；4)记录伙伴关系活动并监督向NCI的报告；5)确定赠款机会和 支持提案制定；以及6)通过以下方式将伙伴关系扩展到潜在影响较大的领域 与其他机构活动和倡议协作和发展协同增效作用。

SUMMARY The Planning and Evaluation (P&E) Core of the University of Massachusetts, Boston (UMass Boston) and Dana-Farber/Harvard Cancer Center (DF/HCC) Partnership enables cutting-edge cancer and cancer disparities research through the solicitation, evaluation and selection of new research projects. The P&E Core brings senior faculty, early stage investigators, and trainees together to design and pursue significant research projects. This process is vetted by a robust Internal Advisory Committee (IAC) comprising senior faculty, institutional leaders, core leaders, and current and former project investigators. The P&E Core utilizes a logic model framework and outcomes database to carefully monitor, assess, and report the progress of research projects, programs and cores. Key assessment metrics used by the core include impact, dissemination, training opportunities, and sustainability. The P&E Core engages key institutional leaders and faculty at UMass Boston and DF/HCC to provide effective and well-integrated programmatic and scientific management that is mutually beneficial. These efforts are focused on bridging the gaps between scientific inquiry and societal implementation to treat cancer and reduce cancer disparities. The specific aims of the Planning and Evaluation Core are to: 1) Facilitate and promote cutting-edge research; 2) Build and maintain a robust IAC and utilize this expertise and that of the Program Steering Committee (PSC) to monitor Partnership progress and inform decision making; 3) Evaluate and track research projects and cores; 4) Document Partnership activity and oversee reporting to the NCI; 5) Identify grant opportunities and support proposal development; and 6) Expand the Partnership into areas of high potential impact through collaboration and development of synergies with other institutional activities and initiatives.