Administrative Core

行政核心项目摘要 COBRE第一阶段，组织修复，再生和衰老的比较生物学，支持 凯瑟琳·W的发展和成长。戴维斯再生生物学和医学中心（戴维斯 中）。戴维斯中心是MDI生物实验室（MDIBL）的主要研究中心。Cobre 第二阶段将支持三个项目领导人和两个科学核心，并将继续支持 戴维斯中心，以建立一个关键质量的调查和自我维持的研究计划。 行政核心对于COBRE第二阶段的管理和成功至关重要。眼镜蛇 PD/PI和行政核心总监Kevin Strange博士主要负责管理 计划和监督COBRE的发展，它的教师和它的核心。他得到了 行政核心联合主任，纳迪亚罗森塔尔博士和项目协调员，艾米索姆斯女士。决定 关于预算，COBRE的核心使用和方向由主任和联合主任确定， 外部咨询委员会（EAC）和内部咨询委员会（IAC）的建议。领导和 监督包括协调和整合项目负责人研究计划与中心资源 建立和管理中心资源配置;组织中心活动; 组织EAC和IAC会议;严格的教师职业发展计划的管理;教师和 计划评估;教师招聘;与其他团体的互动，以进一步COBRE的目标。 COBRE第一阶段支持了四名职业生涯早期的项目领导人和一名职业生涯中期的项目领导人。 第一阶段从形成和总结的角度来看都非常成功。五个项目负责人 从第一阶段毕业，获得了独立研究项目的资助，并取得了多项其他成就。 成功包括发表重要的同行评审论文，创造专利/可专利的知识产权， 财产，收到基金会和R21赠款，重要的同行认可，并为职业生涯中期项目 领导者，一个重大的和富有成效的变化，他的实验室研究方向。第一阶段的成功， 这是由于执行了将在第二阶段使用的严格的职业发展计划。 该计划的要素包括严格的教师招聘过程，一年两次的EAC审查， 领导者职业生涯SWOT分析和科学顾问审查，强制性拨款提案的制定和 审查、同行指导、定期小组会议和与行政核心的会议 导演兼联合导演。 MDIBL的长期战略科学目标是建立一个世界级的研究计划， 生物学和医学。在可预见的未来，戴维斯中心仍将是MDIBL唯一的研究重点 因此，其可持续性是MDIBL领导层的最高优先事项。可持续性将通过以下方式实现： 建立一个临界质量的研究人员在再生和老化生物学的前沿工作。

ADMINISTRATIVE CORE PROJECT SUMMARY COBRE Phase I, Comparative Biology of Tissue Repair, Regeneration and Aging, supported the development and growth of the Kathryn W. Davis Center for Regenerative Biology and Medicine (Davis Center). The Davis Center is the major research focus of the MDI Biological Laboratory (MDIBL). COBRE Phase II will support three Project Leaders and two scientific cores, and will continue to support the growth of the Davis Center in order to establish a critical mass of investigators and a self-sustaining research program. The Administrative Core is critical to the management and success of COBRE Phase II. The COBRE PD/PI and Administrative Core Director, Dr. Kevin Strange, has primary responsibility for administering the program and overseeing the development of the COBRE, its faculty and its cores. He is assisted by the Administrative Core Co-Director, Dr. Nadia Rosenthal, and Program Coordinator, Ms. Amy Somes. Decisions regarding budgets, core usage and direction of the COBRE are made by the Director and Co-Director with advice from the External Advisory Committee (EAC) and Internal Advisory Committee (IAC). Leadership and oversight includes coordination and integration of Project Leader research programs with Center resources and activities; establishing and managing the allocation of Center resources; organizing Center activities; organizing EAC and IAC meetings; management of a rigorous faculty career development plan; faculty and program evaluation; faculty recruitment; and interactions with other groups to further COBRE goals. COBRE Phase I supported four early-career Project Leaders and one mid-career Project Leader. Phase I was highly successful both from formative and summative standpoints. All five Project Leaders graduated from Phase I with independent research program grant support and achieved multiple other successes including publication of significant peer-reviewed papers, creation of patented/patentable intellectual property, receipt of foundation and R21 grants, significant peer recognition and, for the mid-career Project Leader, a major and productive change in his laboratory research direction. The success of Phase I is directly attributable to the implementation of a rigorous career development plan that will be utilized in Phase II. Elements of this plan include a rigorous faculty recruitment process, biannual EAC reviews, biannual Project Leader career SWOT analyses and scientific advisor reviews, mandatory grant proposal development and review, peer-to-peer mentoring, and regular group meetings and meetings with the Administrative Core Director and Co-Director. MDIBL’s long-term strategic scientific goal is to build a world-class research program in regenerative biology and medicine. The Davis Center will remain MDIBL’s sole research focus for the foreseeable future and its sustainability is therefore of the highest priority to MDIBL leadership. Sustainability will be achieved by establishing a critical mass of investigators working at the forefront of regenerative and aging biology.