Planning and Evaluation Core

规划与评估核心

• 批准号: 9768352
• 负责人: Hala Madanat
• 金额: $ 12.69万
• 依托单位: SAN DIEGO STATE UNIVERSITY
• 依托单位国家: 美国
• 资助国家: 美国
• 起止时间: 至 2023-08-31
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/9768352
• 关键词: Adherence; Advisory Committees; Basic Science; Biological Sciences; Cancer Burden; Cancer Center; Catchment Area; Committee Members; Communities; Comprehensive Cancer Center; Data; Development; Ensure; Evaluation; Evaluation Research; Feedback; Goals; Growth; Health behavior; Hispanics; Institution; Latino; Lead; Logic; Medical Oncology; Modeling; Outcome; Persons; Principal Investigator; Procedures; Process; Program Evaluation; Recommendation; Reporting; Research Personnel; Research Project Grants; Structure; System; Talents; Training and Education; Translational Research; Universities; base; cancer prevention; community intervention; data collection evaluation; experience; health disparity; improved; meetings; member; multidisciplinary; programs

PLANNING AND EVALUATION CORE ABSTRACT The overall goal of the Planning and Evaluation Core is to assess adherence to our logic model and to meet the objectives needed to accomplish the SDSU/UCSD Comprehensive Cancer Center Partnership's overarching goal: To reduce the burden of cancer among Hispanic/Latino communities in our catchment area. Our Partnership has continued to improve planning and evaluation approaches, with further refinement proposed in this renewal. This includes a collaborative multiple Principal Investigator (PI) structure that makes up the Partnership's Executive Committee (EC). The partnership also includes a strong, multi-disciplinary Internal Advisory Committee (IAC) and a stellar group of highly-experienced investigators making up the Program Steering Committee (PSC). New to the Core is the development of a comprehensive, ongoing, outcome-oriented evaluation system that includes a Core Co-Lead expert in program evaluation. The objectives of the core are to: 1) Perform continuous planning, evaluation, and tracking of the Partnership's activities guided by an engaged Internal Advisory Committee (IAC); 2) Implement an efficient and rigorous mechanism for soliciting and evaluating new research projects and evaluating the progress of existing projects; and 3) Assess the Partnership's overall progress by highly experienced, unbiased, multi-disciplinary external experts forming our PSC. The IAC is made up of a Co-chair and five additional members from each institution, which provide expertise in health disparities, biological sciences, cancer prevention translational science, and medical oncology. The IAC also includes the Partnership PIs, the Program Managers, and an Ex officio member from the MCC Administration. The IAC will continue to provide ongoing guidance and support for the Partnership. This committee will be central to establishing priorities for the Partnership's continued growth, assessing progress toward achieving its goals and objectives, and being responsible for all other aspects of internal planning and evaluation. The IAC will meet in person at least quarterly and more often if needed. The PSC is comprised of a Chair, the NCI Program Director as Ex Officio member, and four members ranging in expertise from medical oncology, health behavior, community interventions, and training and education. The PSC will be responsible for the external oversight, planning, and evaluation of the Partnership and provide a written report that includes an evaluation of Partnership progress and recommendations to NCI and the Partnership PIs. A logic model is proposed to guide our evaluation data collection for all components. This will include both process and outcome evaluation metrics which will be developed to ensure data are collected continuously to help the IAC, PSC and EC assess progress towards Partnership goals. Procedures are in place for solicitation, review, and evaluation of research projects. Evaluation criteria have been developed for new and ongoing projects. Our Partnership is guided by a talented group of investigators, advisors, and community members committed to accomplishing its goals. An efficient evaluation process is in place leading to continuous improvement in meeting the outcomes of the Partnership.

计划和评估核心摘要 计划和评估核心的总体目标是评估遵守我们的逻辑模型并满足 完成SDSU/UCSD综合癌症中心合作伙伴关系所需的目标 总体目标：减轻我们集水区西班牙裔/拉丁裔社区中癌症的负担。 我们的合作伙伴关系继续改善计划和评估方法，并进一步改进 在此续约中提议。这包括合作的多个主要研究员（PI）结构，使 提升合伙企业的执行委员会（EC）。该伙伴关系还包括一个强大的多学科 内部咨询委员会（IAC）和一群高度经验的研究人员组成 计划指导委员会（PSC）。核心的新手是开发全面，持续的， 以结果为导向的评估系统，其中包括计划评估的核心共同领导专家。这 核心的目标是：1）对合伙企业的持续计划，评估和跟踪 由参与的内部咨询委员会（IAC）指导的活动； 2）实施有效而严格的 征求和评估新研究项目并评估现有项目进步的机制； 3）通过经验丰富，公正，多学科的外部评估合作伙伴关系的整体进步 组成我们的PSC的专家。 IAC由共同主席组成，每个机构的五个成员， 在健康差异，生物科学，预防癌症转化科学和 医学肿瘤学。 IAC还包括合伙PIS，计划经理和Ex Officio MCC政府的成员。 IAC将继续为 合伙。该委员会将是确定合伙企业持续增长的优先事项的核心， 评估实现其目标和目标的进步，并负责 内部计划和评估。 IAC至少每季度至少会在需要的情况下见面。这 PSC由主席组成 医学肿瘤学，健康行为，社区干预以及培训和教育的专业知识。这 PSC将负责对合作伙伴关系的外部监督，计划和评估，并提供 书面报告包括对NCI和建议的合伙进度和建议的评估 PIS伙伴关系。提出了一个逻辑模型来指导我们所有组件的评估数据收集。这会 包括流程和结果评估指标，以确保收集数据 不断帮助IAC，PSC和EC评估朝着伙伴关系目标的进步。程序进来 招标，审查和评估研究项目的地点。已经开发了评估标准 新的和正在进行的项目。我们的合作伙伴关系由一群有才华的调查员，顾问和 社区成员致力于实现其目标。有效的评估过程正领导 持续改进达到合作伙伴关系的成果。