Cultivating a Sustainable Neuroscience Research-Intensive Community to Build Equity

培育可持续的神经科学研究密集型社区以建立公平

• 批准号: 10333045
• 负责人: CHRISTOPHER M QUICK
• 金额: $ 24.09万
• 依托单位: TEXAS A&M UNIVERSITY
• 依托单位国家: 美国
• 财政年份: 2022
• 资助国家: 美国
• 起止时间: 2022-02-01 至 2026-11-30
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/10333045
• 关键词: Academia; Address; Adoption; Biomedical Research; Career Mobility; Certification; Characteristics; Communities; Community of Practice; Coupling; Development; Discipline; Economics; Effectiveness; Faculty; Fostering; Funding; Goals; Health; Human; Infrastructure; Institutes; Lead; Leadership; Mentors; Mission; Modeling; Neurosciences; Neurosciences Research; Participant; Persons; Postdoctoral Fellow; Preparation; Public Health; Research; Research Infrastructure; Research Personnel; Research Project Grants; Resources; Structure; Students; Texas; Training; Training Programs; Underrepresented Students; United States National Institutes of Health; Universities; apprenticeship; base; career; certificate program; cohort; college; cost; education research; empowerment; experience; faculty mentor; faculty research; graduate student; innovation; member; programs; recruit; skills; success; undergraduate research experience; undergraduate student

Strategies to “stop leaks” from a “diversity pipeline” based on faculty mentoring and ‘1-on-1 research apprenticeship’ lack scalability and sustainability to serve sufficient numbers of underrepresented undergraduates to achieve equity in the Neuroscience professoriate. Scarcities in research opportunities and faculty mentoring has disparate impacts on recruitment, selection, and retention in research labs; these are not manifestations of an unmet need to remediate deficits of underrepresented students, but an unmet need for a new research education model. The overall objective of this program is to create a self-sustaining Neuroscience Research-Intensive Community that: i) removes economic, institutional, and cultural barriers to undergraduate research opportunities; ii) provides graduate students and postdocs the professional leadership skills needed to succeed in academia; and, iii) cultivates a diverse multi-level research community dedicated to the success of its members. By coupling diverse teams of undergraduates seeking research opportunities with graduate students seeking leadership opportunities, a team of underrepresented faculty at Texas A&M University, College Station replaced the 1-on-1 mentoring model with a team-based model based on asset models and leadership. Within 5 years of implementation as an undergraduate biomedical research certificate program and as a graduate research leadership program, the model proved to be scalable, sustainable, and inclusive. The resulting infrastructure supported more than 1,200 students in AY 2019-2020, 41% of whom were underrepresented. The Texas A&M Institute of Neurosciences (TAMIN) will leverage this proven model to achieve the objectives by pursuing three specific aims: 1) Structure a community-based, large-scale Neuroscience Undergraduate Research Program that unlocks access to TAMIN labs; 2) Create a Neuroscience Research Leadership Program to prepare graduate students in TAMIN labs to lead diverse research teams and teach inclusive course-based undergraduate research experiences; and 3) Create a Neuroscience Research Directors Program to prepare postdoctoral scholars to lead diverse research labs and direct research education programs that build equity. By integrating courses, research experiences, and mentoring, overlapping leadership-based programs cross boundaries which segregates scholars at different career stages. The result will be an organic transition of an underrepresented undergraduate, who has not yet committed to a research career, to a faculty member, who leads diverse research labs and administers research education programs. The positive impacts of this proposal include: a) a diverse community that becomes self-sustaining after 5 years and trains a cohort of at least 3 post- docs, 36 graduate students and 144 undergraduates per year; b) an innovative training program that integrates recruitment, mentoring, professional development, and career transition from freshman to faculty; and, c) the empowerment of underrepresented change agents who propagate an innovative equity-building Neuroscience Research-Intensive Community across the nation.

以教师指导和‘1对1研究学徒’为基础的“多元化管道”的“泄漏”战略缺乏可扩展性和可持续性，无法服务于足够数量的未被充分代表的本科生，从而实现神经科学教授职位的公平。研究机会和教师指导的匮乏对研究型实验室的招聘、选拔和留住产生了不同的影响；这些并不是对弥补代表性不足学生缺陷的未得到满足的需求的表现，而是对新的研究教育模式的未得到满足的需求。该计划的总体目标是创建一个自给自足的神经科学研究密集型社区：i)消除本科生研究机会的经济、制度和文化障碍；ii)为研究生和博士后提供在学术界取得成功所需的专业领导技能；以及iii)培养一个致力于其成员成功的多元化、多层次的研究社区。通过将寻求研究机会的不同本科生团队与寻求领导力机会的研究生团队结合起来，德克萨斯农工大学的一个代表不足的教职员工团队用基于资产模型和领导力的团队模式取代了一对一的指导模式。在作为本科生物医学研究证书项目和研究生研究领导力项目实施的5年内，该模式被证明是可扩展的、可持续的和包容性的。由此产生的基础设施在2019-2020财年支持了1200多名学生，其中41%的学生代表不足。德克萨斯农工大学神经科学研究所(Tamin)将利用这一久经考验的模式，通过追求三个具体目标来实现目标：1)建立一个以社区为基础的大规模神经科学本科生研究计划，以打开访问Tamin实验室的通道；2)创建一个神经科学研究领袖计划，为Tamin实验室的研究生培养领导多样化的研究团队和教授包罗万象的基于课程的本科生研究经验的能力；以及3)创建一个神经科学研究主任计划，以使博士后学者能够领导不同的研究实验室，并指导建立公平的研究教育计划。通过整合课程、研究经验和指导，重叠的基于领导力的课程跨越了将处于不同职业阶段的学者分开的边界。其结果将是一个有机的过渡，从还没有致力于研究职业生涯的代表不足的本科生，到领导不同研究实验室和管理研究教育项目的教职员工。这项提议的积极影响包括：a)一个多元化的社区，在5年后变得自给自足，每年至少培养3名博士后、36名研究生和144名本科生；b)一个创新的培训计划，包括招聘、指导、专业发展和从新生到教师的职业过渡；以及c)赋予未被充分代表的变革推动者权力，他们在全国范围内宣传一个创新的公平建设神经科学研究密集型社区。