Clinical and Translational Science Center

A.行政核心 项目概要/摘要 在过去的十年中，威尔康奈尔临床和转化科学中心（CTSC）已经建立了 一个包容、强大和高效的治理结构，将我们的合作伙伴作为积极成员。作为 领导机构，威尔康奈尔医学院（WCM）作为一个学术之家，通过它的基本资源， 技术工具和教育计划可以有效地共享和管理。伙伴机构 包括CTSC的两个中心也是位于约克大道“翻译研究大道”上的邻居。内 紧邻的区域有：纪念斯隆凯特琳癌症中心（MSK）;特殊外科医院（HSS）; 亨特学院（HC），护理学院（HCSON）及其转化和基础研究中心 （CTBR）/少数民族机构研究中心（RCMI），城市公共卫生学院;和动物医学 中心除了这种伙伴关系，CTSC有广泛的联系，康奈尔大学，伊萨卡（CU） （特别是与纳米生物技术中心，生物工程和兽医学院）， 麦戈文风险发展中心和伯克医学康复研究所，白色 Plains NY.由此产生的机构集群形成了一个独特的和有凝聚力的生物医学复合体， NCATS打破机构和学科孤岛的路线图倡议，以加速翻译 research.就个人而言，合作机构是智力和学术卓越的一流中心。他们的 整合到CTSC利用其独特的特点，加快临床和转化研究 改善病人护理的突破。CTSC行政核心与评价紧密结合 持续改进和质量效率。行政部门监督 CTSC，包括采用平衡计分卡方法。评估和跟踪完成 翻译研究和培训创新的评估，在这个周期中引入的整合， 以结果为基础的问责制框架是CTSA共同指标的核心， 这些实验可能导致多中心试点研究，并最终对CTSA网络和实地产生影响。的 品质及效率组透过设立审裁处专责小组，提高审讯效率及招聘人手 业绩管理小组。业绩管理小组将是一个机制， CTSC改善了研究过程的性能。它将结合平衡计分卡方法和 AC和基于结果的问责方法使用，这是CTSA共同 努力。

A. ADMINISTRATIVE CORE PROJECT SUMMARY/ABSTRACT During the past ten years the Weill Cornell Clinical and Translational Science Center (CTSC) has established an inclusive, strong and highly effective governance structure incorporating our partners as active members. As lead institution, Weill Cornell Medicine (WCM) serves as an academic home through which essential resources, technological tools and education programs can be efficiently shared and managed. The partner institutions comprising the CTSC are also neighbors located on York Avenue “The Translational Research Avenue”. Within the immediate area are: Memorial Sloan Kettering Cancer Center (MSK); Hospital for Special Surgery (HSS); Hunter College (HC), School of Nursing (HCSON) and its Center for Translational and Basic Research (CTBR)/Research Center for Minority Institutions (RCMI), School of Urban Public Health; and the Animal Medical Center. In addition to this partnership, the CTSC has extensive ties to both Cornell University, Ithaca (CU) (particularly with the Nanobiotechnology Center, the Schools of Bioengineering and Veterinary Medicine), The McGovern Center for Venture Development and to the Burke Medical Research Institute for Rehabilitation, White Plains NY. The resulting cluster of institutions forms a unique and cohesive biomedical complex fulfilling the NCATS roadmap initiative of breaking-down institutional and disciplinary silos to accelerate translational research. Individually, the partner institutions are superb centers of intellectual and academic excellence. Their integration into the CTSC harnesses their distinctive characteristics, hastening clinical and translational research breakthroughs for improved patient care. The CTSC Administrative Core is tightly integrated with Evaluation and Continuous Improvement and Quality and Efficiency. Administration oversees the management of the CTSC, including introduction of the Balanced Scorecard approach. Evaluation and Tracking accomplishes the assessment of translational research and training innovations, introducing in this cycle the integration of the Results Based Accountability framework central to CTSA Common metrics, and the idea of targeted micro- experiments that can lead to multi-hub pilot studies and eventual impact on the CTSA network and the field. The Quality and Efficiency section enhances trial efficiency and recruitment through the introduction of a CTSC Performance Management Team. The Performance Management Team (PMT) will be the mechanism by which the CTSC improves research process performance. It will incorporate both the Balanced Scorecard approach used by the AC and the Results-Based Accountability approach that is the foundation of the CTSA Common Metrics effort.