Administrative Core

田纳西州（纳什维尔）的三个社区卫生中心。查塔努加和孟菲斯）， 梅哈里医学院，将形成CNP中心。Meharry将成为协调中心，并将领导CNP作为目标社区参与网络和能力建设，方案开发和方案实施。在项目运作的所有阶段都将采用以社区为基础的参与性办法。一个指导委员会和区域社区咨询小组将为这四个地点提供服务。 会议频率如下：㈠指导委员会-每年一次; ㈡区域委员会-每年一次。 委员会-每月一次; ㈢工作队-每周一次，或根据需要; ㈣社区行动计划委员会-根据需要。一个项目开发和管理模型将用于提供规划指导方针，并记录进展和挫折。这将促进过程评估，并帮助我们了解社区组织围绕这些问题的动态。 在国家方案一的需求评估（调查、重点小组）中收集的当地数据将为该项目（国家方案二）的社区办法提供信息。Meharry是中心资源，专注于和协调每个项目（推广，研究和培训），以产生CBPR和健康差异研究的卓越中心。每个计划的细节在提案的每个相应部分- N2，N3，N4和N5中详细说明。

Three CHCs in Tennessee (Nashville. Chattanooga, and Memphis) and Meharry Medical College, will fonn the CNP Center. Meharry will be the Coordinating Center and will lead the CNP as the target communities engage in network and capacity building, program development, and program actualization. A community-based participatory approach will be used in all phases of project operations. A Steering Committee, and Regional community advisory groups will serve the four sites. Meetings will occur with the following frequency: (i) steering committee - annually; (ii) Regional Committees - monthly; (iii) Task Forces - weekly, or as needed; and (iv) the CAP (Community Action Plan) Committee - as needed. A program development and management model will be used to provide planning guidelines, and to record progress and setbacks. This will facilitate process evaluation, and help us learn about the dynamics of community organization around the issues. Local data gathered In needs assessments (survey, focus groups) in CNP I will inform the communitybased approach for this project (CNP II). Meharry is the central resource, focusing and coordinating each program (outreach, research, and training) to produce a Center of Excellence in CBPR and health disparities research. The specifics of each program are elaborated upon in each respective section of the proposal- N2, N3, N4, and N5.