Planning and Evaluation Core

规划与评估核心

• 批准号: 9346016
• 负责人: Hala Madanat
• 金额: $ 12.87万
• 依托单位: SAN DIEGO STATE UNIVERSITY
• 依托单位国家: 美国
• 财政年份: 2008
• 资助国家: 美国
• 起止时间: 2008-09-29 至
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/9346016
• 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; Talents; Training and Education; Translational Research; Universities; base; cancer prevention; community intervention; data collection evaluation; experience; health disparity; improved; meetings; member; multidisciplinary; 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.

规划和评价核心摘要 规划和评估核心的总体目标是评估是否符合我们的逻辑模型， 完成SDSU/UCSD综合癌症中心合作伙伴关系所需的目标 总体目标：减少我们流域内西班牙裔/拉丁裔社区的癌症负担。 我们的伙伴关系继续改进规划和评价办法，并进一步加以完善 在这次更新中提出。这包括一个协作的多个主要研究者（PI）结构， 伙伴关系执行委员会（EC）。该合作伙伴关系还包括一个强大的，多学科的 内部咨询委员会（IAC）和一组经验丰富的调查人员组成了 项目指导委员会（PSC）。新的核心是发展一个全面的，持续的， 以结果为导向的评估系统，包括一个核心共同领导专家在计划评估。的 核心的目标是：1）执行持续的规划，评估和跟踪伙伴关系的 由一个积极参与的内部咨询委员会（IAC）指导的活动; 2）实施一个有效和严格的 征求和评估新研究项目以及评估现有项目进展的机制; 以及3）由经验丰富、公正、多学科的外部专家评估伙伴关系的总体进展情况。 专家组成我们的PSC。IAC由一名联合主席和来自每个机构的另外五名成员组成， 提供健康差异，生物科学，癌症预防转化科学方面的专业知识， 肿瘤内科IAC还包括合作伙伴PI、项目经理和一名当然成员， 来自MCC管理局。临时咨询委员会将继续提供指导和支持， 伙伴关系该委员会将在确定伙伴关系持续增长的优先事项方面发挥核心作用， 评估实现其目标和目的的进展情况，并负责所有其他方面， 内部规划和评估。独立咨询委员会将至少每季度举行一次会议，如有必要，还将更频繁地举行会议。的 PSC由一名主席、NCI项目主任（作为执行委员会成员）和四名成员组成， 医学肿瘤学、健康行为、社区干预以及培训和教育方面的专业知识。的 方案支助委员会将负责伙伴关系的外部监督、规划和评价，并提供 一份书面报告，其中包括对伙伴关系进展的评估以及向NCI和 伙伴关系PI。提出了一个逻辑模型来指导我们的评估数据收集的所有组件。这将 包括过程和结果评价指标，这些指标将被制定，以确保收集数据 继续帮助临时咨询委员会、和平与安全理事会和欧盟委员会评估实现伙伴关系目标的进展情况。的程序 征集、审查和评估研究项目的场所。已制定评价标准， 新的和正在进行的项目。我们的合作伙伴关系是由一个有才华的研究人员，顾问， 社区成员致力于实现其目标。一个有效的评估过程已经到位， 不断改进以实现伙伴关系的成果。