Administrative Core

行政核心--抽象 自2013年成立以来，西部山区(MW)临床和翻译 研究基础设施网络(CTR-IN)计划覆盖美国三分之一的陆地 跨越7个IDEA州的4个时区，与主要的13兆瓦公众合作 州立大学，几乎占所有23个理想州的三分之一。然而，尽管有这么大的 我们与13所拥有不同研究基础设施的大学建立了伙伴关系，并成功地 在过去4年中创建并实施了功能强大的CTR-IN计划，该计划已 在我们地区孕育了一种变革性的临床和转化研究(CTR)文化。这个 这一地区性CTR基础设施的发展是由强大的行政部门实现的 在建立具有杰出董事的高效核心方面发挥了重要作用。 经验丰富的行政核心的优势源于透明的双向 沟通，负责任的领导，财政责任，以及对 CTR。总而言之，这些优势导致了一种热情的氛围 增强能力、协作和提高整个MW CTR-IN计划区域的工作效率。为 例如，我们已投资462万美元资助69名1-4年级的飞行员获奖者 迄今已获得1229万美元的外部赠款资金，产生了投资回报 从财政角度看，260%，在建立严谨的 从科学的角度来看，CTR。 在6-10年内，MW CTR-IN计划将专注于进行严格的CTR 将重点关注我们广大和多样化地区的健康差距。为了做到这一点， 管理核心将利用我们已建立的核心董事/助理的经验 董事，我们MW大学合作伙伴的领导，以及我们外部的指导 咨询委员会(选管会)进一步加强7兆瓦创意的研究基础设施 各州。因此，我们提出行政核心的三个主要目标如下： 目标1.加强我们的行政组织基础设施，以促进实现目标和 中波CTR-IN堆芯的科学方案 目标2.优化我们的行政基础设施，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合作，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，以支持目标和 我们核心和计划的目标

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