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为计划和评估提供了宝贵的指导 自上次NCI CCSG审查以来的所有主要举措中，特别是在最近三年 自任命新董事以来。将医学肿瘤学放置在运营控制下 YCC需要仔细的战略规划，以招募和整合大量的临床干部 调查人员。整个咨询小组为新的基础研究领域的设计做出了巨大贡献， 以及邻近的新临床设施，包括4.6亿美元的14层临床癌症中心塔。这 外部科学咨询委员会（ESAB）和多层内部咨询小组在 沿主题线的研究计划的重组。临床的重大改善 试验基础设施，以支持扩大的研究者发动的临床试验工作，需要仔细 计划和评估。董事修改并改善了决策网络和 咨询小组。由董事，副董事和4组组成的高级领导团队（SLT） 副董事每周开会以评估倡议的进度。执行委员会每月开会 考虑和评估所有重要计划的进度，并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，由基本副主任主持 科学，监督资源分配给研究计划，包括指定针对的8个 卓越研究领域。由同事主持的新临床研究指导委员会 临床科学总监为临床翻译计划设定优先级。 ESAB一直在 扩大了数位经验丰富的癌症中心主管的扩展，现在包括12名成员 具有基础，转化和人口科学方面的互补专业知识。这个外部咨询小组 在计划和评估所有关键YCG活动中发挥了不可或缺的作用。由 副主任，协调30多个新型飞行员项目的年度选择，并在三个中支持 在个人研究计划领导者的建议之后，非CCSG来源。这些协调 顾问团队提供关键的建议和指导，以确保YCC可以最有效地设置 优先级和追求目标，有助于塑造预防癌症，诊断和治疗领域。