Planning and Evaluation Core

规划与评估核心

• 批准号: 10761657
• 负责人: Harold I Saavedra
• 金额: $ 14.46万
• 依托单位: PONCE SCHOOL OF MEDICINE
• 依托单位国家: 美国
• 财政年份: 2012
• 资助国家: 美国
• 起止时间: 2012-09-25 至 2028-08-31
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/10761657
• 关键词: Accountability; Advanced Malignant Neoplasm; Advisory Committees; Area; Cancer Center; Cancer health equity; Collaborations; Collection; Communication; Community Outreach; Data; Development; Education and Outreach; Elements; Ensure; Evaluation; Evolution; Feedback; Florida; Funding; Goals; Grant; Growth; Health Sciences; Hispanic; Information Systems; Institution; Journals; Knowledge; Latino Population; Logic; Modeling; Monitor; National Cancer Institute; Online Systems; Outcome; Output; Process; Progress Reports; Publications; Puerto Rico; Recommendation; Research; Research Personnel; Research Project Grants; Resources; Science; Strategic Planning; Structure; Surveys; Time; Universities; Update; Work; cancer health disparity; effectiveness evaluation; flexibility; improved; innovation; meetings; member; novel; programs; special interest group; success

ABSTRACT | PLANNING AND EVALUATION CORE (PEC) The Planning and Evaluation Core (PEC) of the Ponce Health Sciences University-Moffitt Cancer Center (PHSU-MCC) Partnership monitors and evaluates progress toward the implementation of the goals and objectives of the Partnership across all areas including research, education, and community outreach. The PEC serves as a central node for accountability and ensures that the Partnership is completing proposed aims and objectives through its evaluative framework. The PEC evaluation processes allow for the Administrative Core (AC) to maximize resources, identify novel directions for the Partnership, and report the progress of Partnership cores and investigators to institutional leaders and the National Cancer Institute (NCI). The PEC maintains internal and external advisory groups to support strategic planning, monitoring, and evaluation of Partnership activities by assessing the relationships between aims, activities, outputs, and expected outcomes. The two essential PEC advisory groups are the Internal Advisory Committee (IAC), and the Program Steering Committee (PSC). The IAC and PSC work closely together within the PEC to provide guidance and recommendations to the AC. The PEC establishes Logic Models for each Partnership component and provides continual updating to reflect the new aims, activities, and evolution of the Partnership. The PEC, in collaboration with the Quantitative Sciences Core (QSC), implemented the use of REDCap to track grants and publications (including journal impact factors) submitted and obtained by the Partnership researchers to streamline tracking. The PEC is a member of the Partnerships to Advance Cancer Health Equity Evaluators Special Interest Group (PACHE SIG), which works to identify common elements for the evaluation of PACHE programs at the national level. The PEC will build on prior successes with the necessary flexibility to adapt and respond to emerging challenges, innovations, and developments. The specific aims of the PEC are: 1) Coordinate collection, tracking, and analysis of evaluation data for Partnership components processes and activities. This provides the AC with critical data needed to initiate, terminate, or modify new and ongoing initiatives to achieve the Partnership goals and objectives. The PEC incorporates Logic Models, web-based relational data systems for tracking outcomes, and annual Partnership member surveys to monitor and evaluate the effectiveness of communications, interactions, and integration between/across Partnership components at both institutions. 2) Conduct internal evaluations of Partnership components through the activities of the IAC. The IAC will review quarterly progress reports for the Cores and research projects and provide summative feedback. The IAC will also collaborate with the AC to solicit and evaluate new research projects. 3) Implement external evaluations of Partnership components through the activities of the PSC and an external evaluation consultant. The PSC provides unbiased, rigorous, and expert evaluation of the progress of the Partnership annually and recommends improvements throughout the grant period via quarterly meetings with the AC.

摘要 |规划和评估核心 (PEC) 庞塞健康科学大学莫菲特癌症中心的规划和评估核心 (PEC) (PHSU-MCC) 伙伴关系监督和评估目标的实施进展， 该伙伴关系在所有领域的目标，包括研究、教育和社区外展。太平洋经济合作委员会 作为问责制的中心节点，确保伙伴关系完成拟议的目标和 通过其评估框架实现目标。 PEC 评估流程允许行政核心 (AC) 最大限度地利用资源，确定合作伙伴关系的新方向，并报告合作伙伴关系的进展 机构领导者和国家癌症研究所 (NCI) 的核心人员和研究人员。 PEC 维持 内部和外部咨询小组支持伙伴关系的战略规划、监测和评估 通过评估目标、活动、产出和预期结果之间的关系来评估活动。两人 重要的 PEC 咨询小组包括内部咨询委员会 (IAC) 和项目指导委员会 （PSC）。 IAC 和 PSC 在 PEC 内密切合作，为以下人员提供指导和建议： 空调。 PEC 为每个合作伙伴组件建立逻辑模型，并不断更新 反映伙伴关系的新目标、活动和演变。 PEC 与定量部门合作 Science Core (QSC) 使用 REDCap 来跟踪资助和出版物（包括期刊影响 因素）由合作伙伴研究人员提交和获取，以简化跟踪。 PEC 是以下组织的成员 促进癌症健康公平评估者特别兴趣小组 (PACHE SIG) 的合作伙伴关系 确定国家层面 PACHE 计划评估的共同要素。 PEC 将建立在 先前的成功，并具有必要的灵活性，以适应和应对新出现的挑战、创新和 事态发展。 PEC 的具体目标是： 1) 协调评估的收集、跟踪和分析 伙伴关系组成部分流程和活动的数据。这为 AC 提供了所需的关键数据 启动、终止或修改新的和正在进行的计划，以实现合作伙伴关系的目的和目标。这 PEC 结合了逻辑模型、用于跟踪结果的基于网络的关系数据系统以及年度报告 合作伙伴成员调查，以监测和评估沟通、互动和合作的有效性 两个机构的伙伴关系组成部分之间/之间的整合。 2) 进行内部评估 通过 IAC 的活动组成合作伙伴关系。 IAC 将审查季度进度报告 核心和研究项目并提供总结性反馈。 IAC 还将与 AC 合作，征求 并评估新的研究项目。 3) 通过以下方式对伙伴关系组成部分进行外部评估： PSC 和外部评估顾问的活动。 PSC 提供公正、严格且专业的评估 每年评估合作伙伴关系的进展，并在整个赠款过程中提出改进建议 期间通过与审计委员会举行季度会议。