Planning and Evaluation

COHCCC主任拥有广泛的咨询意见，以协助规划中心的未来， 评估中心方案和政策执行的成果。其中最重要的是 日常决策机构，癌症中心领导委员会。该小组由 中心的传统高级领导人（副主任和副主任），以及项目共同领导人 以及中心其他几位重要的高级成员所有的计划都起源于或经过这个群体。 近年来，我们的外部咨询委员会在审查我们的计划方面发挥了越来越大的作用 此外，选管会的评估功能亦特别重要。在这 在计划周期内，局长已经建立了两个新的CC领导委员会，为全面改革提供建议 该中心的临床试验设备和开发新的疾病为基础的研究计划。这些 分别是临床研究管理委员会和癌症中心工作组， 疾病发展计划。为了协助机构战略规划，所有高级科学，临床， 和行政领导组成临床和科学执行团队。City of Hope公司 董事会（母公司以及贝克曼研究所[BRI]和 国家医学中心[NMC]）在许多问题上为主任提供了一个外行的视角，最终， 批准癌症中心的战略方向。最后，有关学术问题的咨询或 临床项目，主任定期与BRI主席理事会和NMC举行会议 主席理事会。癌症中心少数民族工作组建议联锁倡议， 社区参与CCARE。在即将到来的计划期间，有几个主要举措， 我们的规划过程和咨询机构充分参与其中。其中包括：（1）全面实施 （2）全面实施CCARE倡议;（3）一个或多个核心的演变; 将几个临床项目纳入癌症中心基于疾病的研究项目;（4）全面实施 这是我们发展癌症预防和人口科学研究的长期计划的一部分。

The COHCCC Director has a wide array of advisory inputs to assist in planning for the Center's future and evaluating the outcomes of Center program and policy implementation. The most important of these is the day-to-day decision-making body, the Cancer Center Leadership Committee. This group consists of the traditional senior leaders of the Center (Deputy and Associate Directors), as well as the Program Co-Leaders and several other key senior members of the Center. All plans either originate in or pass through this group. In recent years, our External Advisory Committee has played an ever larger role in reviewing our plans and advising on our course of action; the EAC is also particularly important in its evaluative function. In this program cycle, the Director has established two new committees of CC leaders to advise on the overhauling of the Center's clinical trials apparatus and in developing new disease-based research programs. These are, respectively, the Clinical Research Governance Board and the Cancer Center Task Force for Disease Program Development. To assist in Institutional strategic planning, all senior scientific, clinical, and administrative leaders form the Clinical and Scientific Executive Team. City of Hope Corporate Boards of Directors (for the Parent Corporation, as well as for the Beckman Research Institute [BRI] and National Medical Center [NMC]) provide a lay perspective to the Director on many issues and, ultimately, approve the Cancer Center's strategic directions. Finally, for consultation relating to academic issues or clinical programs, respectively, the Director meets regularly with the BRI Council of Chairs and the NMC Council of Chairs. The Cancer Center Minority Task Force advises on interlocking initiaves for community engagement in CCARE. In the upcoming program period, there are several major initiatives for which our planning processes and advisory bodies are fully engaged. These include: (1) full implementation of the three developing cores; (2) full implementation of the CCARE initiative; (3) the evolution of one or several clinical programs into Cancer Center disease-based research programs; and (4) full implementation of our long-range plan for the development of cancer prevention and population science research.