Planning & Evaluation Core

规划

• 批准号: 9044379
• 负责人: MARIA ELENA MARTINEZ
• 金额: $ 14.88万
• 依托单位: UNIVERSITY OF CALIFORNIA, SAN DIEGO
• 依托单位国家: 美国
• 财政年份: 2008
• 资助国家: 美国
• 起止时间: 2008-09-26 至
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/9044379
• 关键词: Adherence; Advisory Committees; Basic Science; Biological Sciences; Cancer Burden; Cancer Center; Catchment Area; Committee Members; Communities; Comprehensive Cancer Center; Data; Development; Ensure; Evaluation; Evaluation Research; Feedback; Goals; Growth; Health behavior; Hispanics; Institution; Latino; Lead; Logic; Medical Oncology; Modeling; Outcome; Persons; Principal Investigator; Procedures; Process; Program Evaluation; Recommendation; Reporting; Research Personnel; Research Project Grants; Structure; System; Training and Education; Translational Research; Universities; Writing; abstracting; base; cancer prevention; community intervention; data collection evaluation; experience; health disparity; improved; meetings; member; programs

PLANNING AND EVALUATION CORE ABSTRACT The overall goal of the Planning and Evaluation Core is to assess adherence to our logic model and to meet the objectives needed to accomplish the SDSU/UCSD Comprehensive Cancer Center Partnership’s overarching goal: To reduce the burden of cancer among Hispanic/Latino communities in our catchment area. Our Partnership has continued to improve planning and evaluation approaches, with further refinement proposed in this renewal. This includes a collaborative multiple Principal Investigator (PI) structure that makes up the Partnership’s Executive Committee (EC). The partnership also includes a strong, multi-disciplinary Internal Advisory Committee (IAC) and a stellar group of highly-experienced investigators making up the Program Steering Committee (PSC). New to the Core is the development of a comprehensive, ongoing, outcome-oriented evaluation system that includes a Core Co-Lead expert in program evaluation. The objectives of the core are to: 1) Perform continuous planning, evaluation, and tracking of the Partnership’s activities guided by an engaged Internal Advisory Committee (IAC); 2) Implement an efficient and rigorous mechanism for soliciting and evaluating new research projects and evaluating the progress of existing projects; and 3) Assess the Partnership’s overall progress by highly experienced, unbiased, multi-disciplinary external experts forming our PSC. The IAC is made up of a Co-chair and five additional members from each institution, which provide expertise in health disparities, biological sciences, cancer prevention translational science, and medical oncology. The IAC also includes the Partnership PIs, the Program Managers, and an Ex officio member from the MCC Administration. The IAC will continue to provide ongoing guidance and support for the Partnership. This committee will be central to establishing priorities for the Partnership’s continued growth, assessing progress toward achieving its goals and objectives, and being responsible for all other aspects of internal planning and evaluation. The IAC will meet in person at least quarterly and more often if needed. The PSC is comprised of a Chair, the NCI Program Director as Ex Officio member, and four members ranging in expertise from medical oncology, health behavior, community interventions, and training and education. The PSC will be responsible for the external oversight, planning, and evaluation of the Partnership and provide a written report that includes an evaluation of Partnership progress and recommendations to NCI and the Partnership PIs. A logic model is proposed to guide our evaluation data collection for all components. This will include both process and outcome evaluation metrics which will be developed to ensure data are collected continuously to help the IAC, PSC and EC assess progress towards Partnership goals. Procedures are in place for solicitation, review, and evaluation of research projects. Evaluation criteria have been developed for new and ongoing projects. Our Partnership is guided by a talented group of investigators, advisors, and community members committed to accomplishing its goals. An efficient evaluation process is in place leading to continuous improvement in meeting the outcomes of the Partnership.

规划和评估核心摘要 规划和评估核心的总体目标是评估对我们逻辑模型的遵守情况并满足 实现 SDSU/UCSD 综合癌症中心合作伙伴关系所需的目标 总体目标：减轻我们流域内西班牙裔/拉丁裔社区的癌症负担。 我们的合作伙伴关系不断改进规划和评估方法，并进一步细化 本次更新中提出。这包括协作的多个首席研究员 (PI) 结构，使得 合伙企业执行委员会 (EC)。该合作伙伴关系还包括强大的、多学科的 内部咨询委员会 (IAC) 和由经验丰富的调查员组成的一流团队 计划指导委员会（PSC）。核心的新内容是开发一个全面的、持续的、 以结果为导向的评估系统，其中包括项目评估的核心联合领导专家。这 核心目标是： 1) 对合作伙伴的持续规划、评估和跟踪 由参与的内部咨询委员会 (IAC) 指导的活动； 2）实施高效、严谨的 征集和评估新研究项目以及评估现有项目进展的机制； 3) 由经验丰富、公正、多学科的外部专家评估合作伙伴的整体进展 组成我们 PSC 的专家。 IAC 由一名联合主席和来自每个机构的五名额外成员组成， 提供健康差异、生物科学、癌症预防转化科学等方面的专业知识 医学肿瘤学。 IAC 还包括合作伙伴 PI、项目经理和当然成员 中冶集团管理委员会成员。 IAC 将继续为 IAC 提供持续的指导和支持 合伙。该委员会将在确定伙伴关系持续发展的优先事项方面发挥核心作用， 评估实现其目的和目标的进展，并对所有其他方面负责 内部规划和评估。 IAC 将至少每季度举行一次面对面会议，如果需要，可以更频繁地举行会议。这 PSC 由一名主席、作为当然成员的 NCI 项目主任以及四名成员组成，成员范围包括： 来自肿瘤内科、健康行为、社区干预以及培训和教育的专业知识。这 PSC 将负责伙伴关系的外部监督、规划和评估，并提供 书面报告，包括对合作伙伴关系进展的评估以及向 NCI 和 合作伙伴 PI。提出了一个逻辑模型来指导我们对所有组件的评估数据收集。这将 包括过程和结果评估指标，这些指标将被开发以确保收集数据 持续帮助 IAC、PSC 和 EC 评估实现伙伴关系目标的进展情况。手续在 研究项目征集、审查和评估的场所。评估标准已制定 新的和正在进行的项目。我们的合作伙伴关系由一群才华横溢的研究人员、顾问和 社区成员致力于实现其目标。有效的评估流程到位，领先 持续改进以实现伙伴关系的成果。