Administrative Core

行政核心项目摘要 GP IDEA-CTR管理核心（AC）的总体目标是监督 有效协调由核心小组支持的所有研究和调查员发展活动。的 AC计划建立在第一个供资期的成功基础上。有一个指导委员会和一个内部 咨询委员会（IAC），由所有合作伙伴地点的代表组成，以及一个外部咨询委员会 在国家CTR领导人的EAC委员会（EAC）的领导下，我们开发了有效的基础设施、服务、资源， 社区关系，以推进整个大平原地区的CTR。为了建立一个强大的网络，我们 与所有合作伙伴地点的研究领导人合作，评估沟通情况，传播有关 GP IDEA-CTR，并建立在合作伙伴站点构建基础设施的途径。互动和领导 在国家一级，促进了我们在区域和其他IDEA站点扩展CTR的能力。这些基本 在这次更新中提出的活动和方法奋进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， 和临床医生的想法和经验带回实验室。我们的具体目标是：1.保持强劲 领导和治理。PI、核心董事和机构领导层将拥有权力， 有效管理人员，设施，预算和资源的可信度，符合机构和NIH 施政纲要而2.加强我们有效的SC和咨询委员会的运作和贡献。SC 增强功能将进一步实现战略和运营计划，改善对核心设施的访问， 服务，并最大限度地提高GP IDEA-CTR在整个网络中的影响。我们会维持有效的内部谘询委员会和选管会 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.推进统筹管理、协调配合、 并监督整个范围的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的行政人员，以促进有效的， 牵头机构（联合国监测委员会）与合作伙伴、核心主任、调查员之间的及时沟通， NIGMS员工通过实现这些目标，AC 1）增强SC管理计划的能力; 2）加强 沟通和传播有关GP IDEA-CTR计划、资源和服务的信息; 3） 支持一个透明的环境，欢迎所有合作伙伴的投入，以解决问题，修改目标， 重新调整资源; 4）链接资源和个人，以促进跨合作伙伴的团队科学; 5）监督 临床研究资源; 6）推进网络范围内的计划，以达到个人和农村地区的供应商， 如我们的实践为基础的研究网络;和7）改善GP IDEA-CTR计划，结构， 通过严格的培训和评估核心定期反馈，沿着一致的IAC， EAC和强大的社区咨询委员会的投入。

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.