Planning and Evaluation

COHCCC主任拥有广泛的咨询意见，以帮助规划中心的未来和 评估中心计划和政策执行的结果。其中最重要的是 日常决策机构，癌症中心领导委员会。此组由 中心传统高级领导(副主任和副主任)以及项目联合领导 以及该中心的其他几名重要高级成员。所有计划要么源自这个团体，要么经过这个团体。 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 并就我们的行动方针提供建议；选管会在其评估职能方面也特别重要。在这 在计划周期内，主任设立了两个新的协调委员会领导委员会，就大修提供建议 该中心的临床试验设备和开发新的基于疾病的研究计划。这些 分别是临床研究治理委员会和癌症中心特别工作组 疾病规划发展。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。希望之城公司 董事会(母公司、贝克曼研究所[BRI]和 国家医学中心[NMC])在许多问题上向主任提供了非专业的视角，最终， 批准癌症中心的战略方向。最后，与学术问题有关的咨询或 临床项目，主任定期与一带一路主席委员会和国家管理委员会举行会议 主席会议。癌症中心少数族裔工作组建议为 CCARE中的社区参与。在即将到来的计划期间，有几个主要的倡议 我们的规划程序和咨询机构都充分参与了这项工作。这些措施包括：(一)全面实施 三个发展中核心中的一个；(2)全面实施CCARE倡议；(3)一个或多个 将几个临床计划纳入癌症中心疾病研究计划；以及(4)全面实施 我们为癌症预防和人口科学研究的发展制定了长期计划。

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.