Futureproofing Health: Developing a Center for Resilient Health in Disasters

摘要：行政核心 行政核心将制定和实施战略和组织结构，以建立、 管理和支持气候与健康全球灾害研究中心(CORD)。的目标是 CORD将建立研究基础设施，以支持在以下方面进行的6个案例研究的尖端研究 为气候相关灾害对健康影响风险较高的全球南部风险社区提供服务。 管理结构将以独特的圆形设计组织，积极参与7所大学的工作 来自世界各地。领导和决策将在一组团队中完成，鼓励达成共识 建筑和多向沟通，而不是自上而下的结构。一个需要监督的领导团队 CORD的整体功能将包括CORD导向器、每个功能核心的共同导联和 项目，以及每个成员大学的一名代表。它将始终包括至少一个早期阶段 调查员。领导小组将审查和监测CORD活动、财务支出、评价 指标，以及资源和数据共享。每个职能核心/项目将有2到3个联合领导和一个 协调小组由每所大学一人组成，将定期开会管理和监督 核心的目标。这种管理结构非常适合于有效地进行领导，因为它确保 参与和代表所有研究社区，促进面向解决方案的翻译 收集研究成果，以支持CORD和NIH气候与健康倡议的目标。 AIM ADM1旨在开发绳索设计和管理实践。基于圆形结构和 授权责任，所有大学合作伙伴都将有指定的责任，并将被授权 参与有意义的决策。AIM ADM2旨在构建一个虚拟的协作空间。这 财团将通过两周一次的行政签到、团队建设等方式促进无缝协作 务虚会和主题座谈会。AIM ADM3旨在开发一个持续审查和 重新校准。这将包括一个外部咨询委员会，由全球气候、卫生和环境专家组成。 以及塔夫茨咨询委员会，该委员会涵盖了各种专业知识和经验 塔夫茨大学内部的国际合作。将制定评估计划，以提供持续的 监测实现目标的进展情况，并提供重新校准，以解决可能出现的任何问题。 行政核心将有助于确保顺利完成研究项目的宏伟目标， 社区参与和创新领导者网络是核心，并将支持总体计划目标和 任务。它体现了对多样性、公平和包容性的承诺，这一点从 调查人员和他们将进行的研究。行政核心将建立在信任、灵活性、 治理和共享心智模式，这是众所周知的跨学科工作的关键方面。

ABSTRACT: Administrative Core The Administrative Core will develop and implement strategies and organizational structures to establish, manage and support the Center for Climate and Health glObal Research on Disasters (CORD). The goal of CORD is to build research infrastructure to enable cutting-edge research in 6 case studies conducted in under- served risk communities in the Global South that are at high risk for health impacts of climate-related disasters. The administrative structure will be organized in a unique circular design that actively engages 7 universities from around the world. Leadership and decision-making will be done in a set of teams, encouraging consensus building and multi-directional communication, rather than a top-down structure. A Leadership Team to oversee the overall functioning of CORD will include the CORD director, the co-leads of each functional core and project, and one representative from each member university. It will always include at least one Early Stage Investigator. The Leadership Team will review and monitor CORD activities, financial expenditure, evaluation metrics, and resource and data sharing. Each functional Core/Project will have 2 or 3 co-leads and a coordination team comprising one person per university that will meet regularly to manage and monitor that Core’s aims. This administrative structure is well suited to effectively lead CORD because it ensures the engagement and representation of all of the study communities and promotes the solution-oriented translation of research findings to support the goals of CORD and the NIH Climate and Health Initiative. Aim ADM1 is to develop CORD design and management practices. Based on the circular structure and delegated responsibilities, all university partners will have designated responsibilities and will be empowered to participate in meaningful decision-making. Aim ADM2 is to build a virtual space for collaboration. This consortium will promote seamless collaboration through bi-weekly administrative check-ins, team-building retreats, and subject-matter colloquiums. Aim ADM3 is to develop a process for ongoing review and recalibration. This will include an External Advisory Committee with global experts in climate, health and disasters, and a Tufts Advisory Committee that encompasses the diverse expertise and experience with international collaborations within Tufts University. An Evaluation plan will be developed to provide ongoing monitoring of progress toward goals, and to provide recalibration to address any problems that may arise. The Administrative Core will help ensure successful completion of the ambitious aims of the Research Project, Community Engagement and InnovatEd Leaders Network Cores and will support the overall program goal and mission. It embodies a commitment to diversity, equity and inclusion, as evidenced by the diversity of the investigators and the research they will conduct. The Administrative Core will be founded on trust, flexibility, governance and shared mental models, which are known to be critical aspects of trans-disciplinary work.