Program Planning and Evaluation

项目规划与评估

• 批准号: 7513168
• 负责人: Allen Everett Bale
• 金额: $ 3.38万
• 依托单位: YALE UNIVERSITY
• 依托单位国家: 美国
• 财政年份: 2007
• 资助国家: 美国
• 起止时间: 2007-08-09 至 2012-07-31
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/7513168
• 关键词: Appointment; Area; Basic Science; Cancer Center Support Grant; Cancer Immunology Science; Cancer Intervention; Caring; Cell physiology; Cellular biology; Clinical; Clinical Cancer Center; Clinical Investigator; Clinical Research; Clinical Sciences; Clinical Trials; Clinical assessments; Collaborations; Connecticut; Decision Making; Developmental Therapeutics Program; Diagnosis; Diagnostic; Division of Clinical Sciences; Ensure; Evaluation; Faculty; Gene Expression Regulation; Goals; Grant; Growth and Development function; Image; Immune; Individual; Inpatients; Leadership; Measures; Medical Oncology; NCI Center for Cancer Research; Outcomes Research; Outpatients; Phase; Pilot Projects; Placement; Play; Population Sciences; Prevention; Recommendation; Recruitment Activity; Research; Research Infrastructure; Research Personnel; Resource Allocation; Resource Sharing; Role; Shapes; Signal Transduction; Source; Stem cell transplant; Strategic Planning; Supportive care; Translational Research; cancer genetics; cancer immunology function; cancer pharmacology; cancer prevention; cancer research center director; cancer stem cell; design; drug development; experience; functional genomics; health disparity; improved; innovation; leukemia; member; novel; programs; stem

The YCC internal and external advisory groups have provided invaluable guidance in planning and evaluation of all of the major initiatives since the last NCI CCSG review, particularly during the most recent three years since the appointment of the new Director. Placement of Medical Oncology under the operational control of the YCC required careful strategic planning for the recruitment and integration of a large new cadre of clinical investigators. The entire set of advisory groups contributed heavily to the design of new basic research space, as well as adjacent new clinical facilities, including a $460 million, 14-story Clinical Cancer Center Tower. The External Scientific Advisory Board (ESAB) and multiple layers of internal advisory groups were instrumental in the reorganization of the Research Programs along thematic lines. Substantial improvements in the clinical trials infrastructure, to support the expanding investigator-initiated clinical trials efforts, required careful planning and evaluation. The Director has modified and improved the network of decision-making and advisory groups. The Senior Leadership Team (SLT) composed of the Director, Deputy Director, and the 4 Associate Directors, meets weekly to evaluate progress in initiatives. The Executive Committee meets monthly to consider and evaluate progress of all important initiatives and includes institutional and Research Program Leaders, plus the SLT. A new Scientific Steering Committee, chaired by the Associate Director of Basic Science, oversees the allocation of resources to research initiatives, including the 8 designated Targeted Areas of Research Excellence. A new Clinical Research Steering Committee, chaired by the Associate Director of Clinical Science, sets priorities for the clinical translational programs. The ESAB has been expanded with the addition of several experienced Cancer Center Directors and now includes 12 members, with complementary expertise in basic, translational, and population sciences. This external advisory group has played an integral role in planning and evaluation of all pivotal YCG activities. A committee, chaired by the Deputy Director, coordinates the annual selection of more than 30 novel Pilot Projects, supported from three non-CCSG sources, after recommendation by individual Research Program Leaders. These coordinated teams of advisors provide critical advice and guidance, ensuring that the YCC can most effectively set priorities and pursue objectives that help shape the fields of cancer prevention, diagnosis, and treatment.

YCC内部和外部咨询小组在规划和评估方面提供了宝贵的指导 自上次 NCI CCSG 审查以来的所有主要举措，特别是最近三年 自新任董事任命以来。将肿瘤内科置于运营控制之下 YCC 需要为招募和整合一大批新的临床骨干人员进行仔细的战略规划 调查人员。整个顾问小组为新基础研究空间的设计做出了巨大贡献， 以及邻近的新临床设施，包括耗资 4.6 亿美元的 14 层临床癌症中心大楼。这 外部科学顾问委员会 (ESAB) 和多层内部顾问小组在 按照主题重组研究计划。临床疗效显着改善 试验基础设施，以支持不断扩大的研究者发起的临床试验工作，需要谨慎 规划和评估。主任修改和完善了决策网络 咨询小组。高级领导团队（SLT）由主任、副主任和 4 名成员组成。 副董事每周召开一次会议，评估各项举措的进展情况。执行委员会每月举行一次会议 考虑和评估所有重要举措的进展，包括机构和研究计划 领导者，加上 SLT。一个新的科学指导委员会，由基础部副主任担任主席 科学，监督研究计划的资源分配，包括 8 个指定的目标 卓越研究领域。新的临床研究指导委员会，由副教授担任主席 临床科学总监，确定临床转化项目的优先顺序。伊萨已 随着几位经验丰富的癌症中心主任的加入而扩大，现在包括 12 名成员， 具有基础科学、转化科学和人口科学方面的互补专业知识。这个外部顾问小组 在 YCG 所有关键活动的规划和评估中发挥了不可或缺的作用。一个委员会，由 副主任，协调每年评选 30 多个新颖的试点项目，并得到三个机构的支持 非 CCSG 来源，经个别研究项目负责人推荐后。这些协调的 顾问团队提供重要建议和指导，确保 YCC 能够最有效地制定 优先事项并追求有助于塑造癌症预防、诊断和治疗领域的目标。