Administrative Core

行政核心(ADMIN)负责领导、整合和成功运作 中风康复期的科布雷。PD/PI和副主任由一个执行委员会协助， 内部咨询委员会和由5位杰出科学家组成的外部咨询委员会，他们提供客观的 监督、同行审查、评估和战略互动，以优化中心的影响。管理核心 支持方案主任(PD/PI)、4名第二阶段初级调查员的导师、 竞争性同行评审的试点项目计划，以及一支经验丰富的支持人员团队 财务管理和报告、日程安排、协调COBRE活动、评估活动、IT和 传播/传播功能。目标1是为以下方面提供综合财政和行政管理 方案的所有组成部分，包括协调会议、管理财务和人事事项、 监督、问责、增强网站功能和传播成果。目标二是增强能力 个人研究人员获得同行评审的拨款并建立长期的学术研究职业生涯 通过密集的多源指导、获得核心资源和多样化实现中风的康复 提供研究支持的机会。目标3是继续我们成功的中风康复试点项目 研究。目标4是通过三个分项目为成功和可持续发展提供科学和方案领导 目标是：a)战略规划和实施，b)增加研究组合并使其多样化， C)促进中心的财务独立性，包括适当的费用回收/偿还 核心服务的模型。目标5是继续发展我们的综合评估计划，重点是六个长期的 在第一阶段制定的长期战略目标，并实施全套指标来指导基础设施 开发，包括关键指标的仪表板。科布雷概念车的创新特点和 行政结构包括：a)多学科领导小组，其中包括一名生物医学博士 工程师/生物力学科学家和MD/临床中风专家，整合来自 卫生职业学院和医学院；b)我们的多源辅导方法 多学科观点、专门知识和工具，为初级调查员的发展提供服务 研究独立性；c)通过不同领域专家的频繁互动促进技术创新 脑生物学、生物成像和生物力学；d)使用新的网络平台的试点项目方案 由南加州大学的CTSA(SCTR)开发；以及e)开发信息图风格的关键指标仪表板 科布雷领导监督进度，并根据需要进行计划修改，以加强中心。

The Administrative Core (ADMIN) is responsible for the leadership, integration and successful operations of the COBRE in Stroke Recovery. The PD/PI and Associate Director are assisted by an Executive Committee and Internal Advisory Committee as well as an External Advisory Board of 5 eminent scientists who provide objective oversight, peer review, evaluation and strategic interactions to optimize the Center’s impact. The ADMIN Core supports the effort of the Program Director (PD/PI), Mentors of 4 Phase II Junior Investigators, Director of a competitive peer-reviewed Pilot Project Program, and a team of experienced support personnel who handle fiscal management and reporting, scheduling, coordination of COBRE activities, evaluation activities, IT and communication/dissemination functions. Aim 1 is to provide integrated fiscal and administrative management for all components of the program, including coordination of meetings, management of fiscal and personnel matters, oversight, accountability, enhanced website features, and dissemination of results. Aim 2 is to enhance the ability of individual investigators to obtain peer-reviewed grants and establish long-term academic research careers in stroke recovery through intensive multiple source mentoring, access to core resources, and diversified opportunities for research support. Aim 3 is to continue our successful Pilot Project Program in stroke recovery research. Aim 4 is to provide scientific and programmatic leadership for success and sustainability via three sub- aims that address: a) strategic planning and implementation, b) increasing and diversifying the research portfolio, and c) promoting the finanical independence of the center, including appropriate cost recovery/reimbursement models for core services. Aim 5 is to continue to evolve our integrated Evaluation Program, focusing on six long- term strategic goals developed during Phase I and implementing a full suite of metrics to guide infrastructure development, including a dashboard of key metrics. Innovative features of the COBRE’s conceptual and administrative structure include: a) a multidisciplinary leadership team that includes a PhD biomedical engineer/biomechanical scientist and an MD/clinical stroke expert, coalescing resources and disciplines from the Colleges of Health Professions and Medicine; b) our multiple source mentoring approach bringing multidisciplinary perspectives, expertise and tools to serve the Junior Investigators’ development toward research independence; c) technological innovations fostered by frequent interactions of experts in diverse fields of brain biology, bioimaging and biomechanics; d) a Pilot Project Program using a novel web-based platform developed by MUSC’s CTSA (SCTR); and e) development of a dashboard of key metrics in infographic style for COBRE leadership to monitor progress and make program modifications as needed to strengthen the Center.