Administrative Core

行政核心-摘要 成立于2013年，Mountain West（MW）临床和翻译 研究基础设施网络（CTR-IN）计划涵盖美国三分之一的陆地 在7个IDEA国家中跨越4个时区，与主要的13兆瓦公共电力公司合作， 州立大学，占所有23个州的近三分之一。然而，尽管如此庞大的 与13所不同研究基础设施的大学合作，我们成功地 在过去的4年里，我们创建并实施了一个功能强大的CTR-IN计划， 在我们地区播种了临床和转化研究（CTR）的变革文化。的 这一区域CTR基础设施的发展是通过强有力的行政管理实现的。 核心，这是在建立高生产力的核心与杰出的董事。 经验丰富的行政核心的优势来自于透明的双向 沟通，负责任的领导，财政责任，以及对 CTR.综合起来，这些优势导致了一种热情的气氛， 在整个MW CTR-IN计划区域内增强能力、协作和生产力。为 例如，我们已经投资了462万美元资助69名1-4年级的试点补助金获得者，他们 到目前为止，已经产生了1229万美元的校外赠款资金，从而实现了投资回报 从财政角度来看，260%，在建立严格的 从科学的角度来看， 在6-10年期间，MW CTR-IN计划将专注于进行严格的CTR， 将重点关注我们这个庞大而多样的地区的健康差距。为此， 行政核心将利用我们现有的核心董事/助理的经验 董事，我们的MW大学合作伙伴的领导，以及我们的外部指导 咨询委员会（EAC）进一步加强7兆瓦IDEA的研究基础设施 states.因此，我们为行政核心提出以下三个主要目标： 目标1.加强我们的行政组织基础设施，以促进实现各项目标， MW CTR-IN堆芯的科学计划 目标二。优化我们的管理基础设施，以确保强大的通信、运营和 所有领导要素和利益攸关方之间的协作，包括治理委员会， MW大学合作伙伴，研究人员和MW社区，以实现该计划的目标 目标3：优化我们基于使命的财政和资源管理，以支持实现目标， 我们的核心和计划的目标

ADMINISTRATIVE CORE -- ABSTRACT Having been established in 2013, the Mountain West (MW) Clinical and Translational Research Infrastructure Network (CTR-IN) program encompasses 1/3rd of the U.S. landmass stretching across 4 time zones among 7 IDeA states that partners with the major 13 MW public state universities and constitutes almost 1/3rd of all of the 23 IDeA states. Yet, despite this large partnership with 13 universities of varying research infrastructures, we have successfully created and implemented a highly functional CTR-IN program in the last 4 years that has seeded a transformative culture of clinical and translational research (CTR) in our region. The development of this regional CTR infrastructure has been achieved by a strong Administrative Core which was instrumental in establishing highly productive Cores with outstanding Directors. The strengths of the experienced Administrative Core are derived from transparent bi-directional communication, accountable leadership, fiscal responsibility, and a commitment and passion for CTR. Taken together, these strengths have resulted in an enthusiastic atmosphere of empowerment, collaboration, and productivity throughout the MW CTR-IN program region. For example, we have invested $4.62M in funding 69 Pilot Grant Awardees from Years 1-4 who have generated $12.29M to date in extramural grant funding, resulting in a return on investment of 260% when viewed from the fiscal perspective, and impressive progress in building rigorous CTR when viewed from a scientific perspective. During years 6-10, the MW CTR-IN program will focus on conducting rigorous CTR that will focus on health disparities in our large and diverse region. In order to do so, the Administrative Core will leverage the experience of our established Core Directors/Associate Directors, the leadership of our MW University partners, and the guidance of our External Advisory Committee (EAC) to further enhance the research infrastructure in the 7 MW IDeA states. Hence, we are proposing 3 major aims for the Administrative Core as follows: Aim 1. Enhance our administrative organizational infrastructure that facilitates the Aims and scientific programs of the MW CTR-IN Cores Aim 2. Optimize our administrative infrastructure to assure robust communication, operations & collaboration among all leadership elements & stakeholders, including governance committees, MW University Partners, research faculty & MW communities to achieve the aims of the program Aim 3. Optimize our mission based fiscal and resource management to support the aims and goals of our cores and programs