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Table II.2. Summary of AHRQ Interviews and Topics of
Concern
Type
of Interview or Activity and Estimated Number of Interviews1 |
Topics
Covered |
Selected Executive Management
Meeting (EMM) Staff and Other
Critical Function Leaders
(4 individuals) |
Program history and links with broader AHRQ objectives; expected measures
of success
Aspects of communication flows, relationships with associated program staff,
overseers, grantees, and collaborators |
PFQ
Program Director
(1 individual) |
Roles and responsibilities within
PFQ, relationship to other responsibilities
Review
of program operations, activities of the coordinating committee and related
groups
Experience with gaining administrative or decision-making support
Perceptions of individual grantees, their efforts, and relevant history
Selected
reports on aspects of communication flows, relationships with associated
program staff, overseers, grantees, and collaborators |
| Individual Project Officers
(10
individuals, including 1 past project officer)
|
Responsibilities
for particular grantees and the associated history Approach to task and view of
role and appropriate time commitment
Experience with gaining administrative or
decision-making support
Summary of history and relevant efforts of individual
grantees for which they are responsible, key issues or insights to consider,
questions to ask
Selected reports on aspects of communication flows,
relationships with associated program staff, overseers, grantees, and
collaborators |
| Grants Award and Monitoring
and Dissemination staff2
(3 individuals)
|
Role and responsibilities
Perceptions of individual project officers and grantees with whom they are
involved or responsible, key issues or insights to consider Awareness of broader context Selected reports on aspects
of communication flows, relationships with associated program staff and
grantees |
1. Interview numbers add to 18 because the program
director also served as a project officer.
2. We intended to discuss the process of making grant awards but could not
as the staff involved had refused.
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