Administrative Core

行政核心

• 批准号: 10281656
• 负责人: MATTHEW RIZZO
• 金额: $ 179万
• 依托单位: UNIVERSITY OF NEBRASKA MEDICAL CENTER
• 依托单位国家: 美国
• 财政年份: 2016
• 资助国家: 美国
• 起止时间: 2016-09-01 至 2026-06-30
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/10281656
• 关键词: Advisory Committees; Back; Biomedical Research; Budgets; Centers of Research Excellence; Clinical Research; Communication; Communities; Community Practice; Core Facility; Development; Discipline; Elements; Ensure; Environment; Evaluation; Feedback; Foundations; Funding; Goals; Great Plains; Health; Health Personnel; Improve Access; Individual; Information Dissemination; Infrastructure; Institution; Laboratory Research; Lead; Leadership; Link; Measurable; Methods; National Institute of General Medical Sciences; Outcome; Participant; Pathway interactions; Personnel Management; Phase; Policies; Practice Management; Privatization; Problem Solving; Procedures; Program Evaluation; Provider; Research; Research Personnel; Resources; Role; Rural Health; Science; Services; Site; Strategic Planning; Structure; Sum; Supervision; Time; Training; Translating; United States National Institutes of Health; Work; authority; experience; flexibility; improved; innovation; meetings; member; operation; practice-based research network; programs; rural area; success; translational pipeline

Administrative Core Project Summary The overarching goal of the GP IDeA-CTR Administrative Core (AC) is to provide oversight for and effectively coordinate all research and investigator development activities supported by the Cores. The AC plan builds on successes in the first funding period. With a Steering Committee (SC) and an Internal Advisory Committee (IAC) comprising representatives from all partner sites, and an External Advisory Committee (EAC) of national CTR leaders, we developed effective infrastructure, services, resources, and community relationships to advance CTR across the Great Plains region. To build a robust network, we collaborate with research leaders at all partner sites to assess communication, disseminate information on the GP IDeA-CTR, and establish pathways for building infrastructure at partner sites. Interactions and leadership at the national level facilitated our ability to expand CTR regionally and at other IDeA sites. These foundational activities and the approaches proposed in this renewal endeavor to transform the culture at partner institutions to bolster CTR capabilities, translate laboratory research to measurable health outcomes, and bring community and clinician-generated ideas and experience back to the lab. Our specific aims are to: 1. Maintain strong leadership and governance. The PI, core directors, and institutional leadership will have the authority and credibility to effectively manage personnel, facilities, budget, and resources, in line with institutional and NIH policies. 2. Enhance the operations and contributions of our effective SC and advisory committees. SC enhancements will further enable strategic and operational plans, improve access to Core facilities and services, and maximize GP IDeA-CTR impact across the network. We will maintain our effective IAC and EAC to advise on strategic plans and add an Academic Public-Private Board to advise on innovative methods to catalyze CTR and drive findings to the marketplace. 3. Advance overall plans for managing, coordinating, and supervising the entire range of IDeA-CTR activities to ensure scientific and fiscal flexibility. This includes development, support, and oversight of administrative staff of the GP IDeA-CTR to promote effective, timely communications among the lead institution (UNMC) and partners, Core Directors, investigators, and NIGMS staff. By meeting these aims, the AC 1) Enhances SC capacity to govern programs; 2) Strengthens communication and dissemination of information on GP IDeA-CTR programs, resources, and services; 3) Supports a transparent environment that welcomes input from all partners to solve problems, revise goals, and realign resources; 4) Links resources and individuals to catalyze team science across partners; 5) Oversees clinical research resources; 6) Advances network-wide plans to reach individuals and providers in rural areas, as in our Practice-Based Research Network; and 7) Improves GP IDeA-CTR programs, structures, and governance through regular feedback from a rigorous Training & Evaluation Core, along with consistent IAC, EAC, and strong Community Advisory Board inputs.

行政核心项目摘要 GP IDEA-CTR管理核心(AC)的总体目标是为 有效协调核心支持的所有研究和调查员开发活动。这个 AC计划建立在第一个资助期的成功基础上。与指导委员会(SC)和内部 由所有合作伙伴站点的代表组成的咨询委员会(IAC)和一名外部咨询人员 通过由国家CTR领导人组成的委员会(EAC)，我们开发了有效的基础设施、服务、资源和 社区关系，以推动整个大平原地区的CTR。为了建立一个强大的网络，我们 与所有合作伙伴站点的研究负责人合作，评估沟通，传播有关 GP IDEA-CTR，并建立在合作伙伴站点建设基础设施的途径。互动和领导力 在国家一级，促进了我们在区域和其他创意点位扩大CTR的能力。这些基础设施 在这一更新工作中提出的活动和方法旨在改变伙伴机构的文化 加强CTR能力，将实验室研究转化为可衡量的健康结果，并将社区 以及临床医生产生的想法和经验带回实验室。我们的具体目标是：1.保持强大 领导力和治理。私人投资公司、核心董事和机构领导层将拥有权力和 信誉，有效管理人员、设施、预算和资源，与机构和NIH保持一致 政策。2.加强我们有效的SC和咨询委员会的运作和贡献。SC 增强功能将进一步支持战略和运营计划，改善对核心设施的访问，并 服务，并最大限度地提高全网的GP IDEA-CTR影响力。我们将保持我们有效的IAC和EAC 就战略计划提供建议，并增加一个学术公私委员会，就创新方法提供建议 催化CTR并将发现推向市场。3.超前统筹管理、协调、 并监督整个IDEA-CTR活动，以确保科学和财政灵活性。这 包括开发、支持和监督GP IDEA-CTR的管理人员，以促进有效、 牵头机构(UNMC)与合作伙伴、核心董事、调查人员和 NIGMS工作人员。通过实现这些目标，AC 1)提高了SC管理项目的能力；2)加强了 沟通和传播关于全球创意的信息--CTR方案、资源和服务；3) 支持一个透明的环境，欢迎所有合作伙伴提供意见以解决问题、修订目标和 重新调整资源；4)链接资源和个人，以促进合作伙伴之间的团队科学；5)监督 临床研究资源；6)推进覆盖整个网络的计划，以覆盖农村地区的个人和提供者， 与我们以实践为基础的研究网络一样；以及7)改进GP IDEA-CTR计划、结构和 通过来自严格的培训和评估核心的定期反馈以及一致的IAC进行治理， EAC和强大的社区咨询委员会的投入。