Administrative Core

行政核心

• 批准号: 10708103
• 负责人: Leena Sharma
• 金额: $ 24.31万
• 依托单位: NORTHWESTERN UNIVERSITY AT CHICAGO
• 依托单位国家: 美国
• 财政年份: 2017
• 资助国家: 美国
• 起止时间: 2017-09-19 至 2027-08-31
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/10708103
• 关键词: Advisory Committees; Area; Charge; Clinical Research; Clinical Sciences; Collaborations; Communication; Communities; Consultations; Core Facility; Dedications; Development; Discipline; Disease; Educational workshop; Ensure; Environment; Evaluation; Fostering; Funding; Goals; Infrastructure; Institution; Knowledge; Lead; Leadership; Manuals; Mentors; Methodology; Mission; Musculoskeletal; Operations Research; Outcome; Outcome Assessment; Persons; Positioning Attribute; Procedures; Productivity; Qualifying; Research; Research Activity; Research Personnel; Resource Sharing; Resources; Rheumatism; Rheumatology; Risk; Role; Science; Scientist; Structure; Surveys; Training; Translational Research; Universities; Vision; Work; career development; clinical center; cohesion; community engagement; data sharing; empowerment; experience; improved; innovation; instrument; medical schools; member; operation; outreach; patient engagement; programs; prospective; synergism; technological innovation; working group

The overarching goal of the Administrative Core of the Northwestern University (NU) Core Center for Clinical Research (CCCR) is to support and organize our team of teams, i.e., the network that represents our CCCR, and to optimize Center function and outcomes. This Core is responsible not only for CCCR management and operations, but also for specific CCCR missions. For organized and dedicated efforts to achieve these missions, we propose 3 Working Groups: the Mentoring Working Group will take charge of scientific and career development of mentees, mentor development, and team cohesion; the Outreach, Dissemination, and Enrichment (ODE) Working Group will take charge of communication, ODE activities, and expanding the Research Community and fields of work; the Evaluation Working Group will be responsible for ongoing quality and productivity assessment of CCCR activities, leveraging excellence in this area within NUCATS (NU Clinical and Translational Sciences Institute, NU's CTSA). We will integrate the activities of the Community Advisory Board (CAB) and Methodologic and Resource Cores. Steering, Oversight, and External Advisory Committees will provide advisory support. These committees will include members with expertise in relevant diseases and conditions, methodologies, and in management of core facilities. Administrative Core aims are: 1) provide the CCCR structure tailored to a) our vision of community engagement, interdisciplinary science, and methodologies best supporting clinical research, and b) Core/CAB workflow to ensure their integration and synergy; 2) provide a structure that will sustain effective and efficient CCCR operations; 3) provide expertise and leadership to identify important projects and harness the CCCR to help them, maintaining highest rigor; 4) promote cross-Core/CAB and Core/CAB-Research Community interactions to foster interdisciplinary work and knowledge advancement; 5) optimize communication, cooperation, and collaboration among stakeholders, CCCR investigators, and scientists at NU and elsewhere; 6) foster training and development of researchers, and support development of applications for independent funding; 7) foster innovative and high-impact exploratory projects within a Pilot and Feasibility program; 8) expand CCCR influence and contributions to our environment by disseminating opportunities to use the Cores: 9) disseminate knowledge, empowering our Research Community, the scientific community, Chicagoland communities, and the community at large; 10) evaluate to a) help ensure that each Core is at the forefront to best position it to contribute to innovation, and b) assess outcomes of our CCCR's work prospectively, using a priori designated metrics that incorporate team science instruments; 11) lead an initiative including surveys and a workshop collaborating with the other CCCRs and stakeholders, with the goal of better defining, capturing, and communicating the meaningful impacts of the work that is enabled by the CCCRs; 12) ensure that a data and resource sharing plan is implemented by each component of the CCCR.

西北大学（NU）临床核心中心行政核心的总体目标 研究（CCCR）是支持和组织我们的团队，即，代表我们CCCR的网络， 并优化中心功能和成果。该核心不仅负责CCCR管理， 也适用于特定的CCCR任务。为了实现这些目标， 任务，我们建议3个工作组：指导工作组将负责科学和职业 学员发展、导师发展和团队凝聚力;外联、传播和 丰富（ODE）工作组将负责沟通，ODE活动，并扩大 研究界和工作领域;评价工作组将负责持续的质量 CCCR活动的生产力评估，利用NUCATS（NU）在这一领域的优势 临床和转化科学研究所，NU的CTSA）。我们将把社区的活动 咨询委员会（CAB）和方法和资源核心。指导、监督和外部咨询 委员会将提供咨询支持。这些委员会将包括具有相关专业知识的成员。 疾病和条件，方法，并在核心设施的管理。行政核心目标是： 1)提供CCCR结构量身定制a）我们的社区参与，跨学科科学， 和方法最好地支持临床研究，和B）核心/CA B工作流程，以确保其集成和 协同作用; 2）提供一个结构，以维持有效和高效的CCCR业务; 3）提供专业知识 和领导力，以确定重要的项目，并利用CCCR来帮助他们，保持最高的严谨性; 4） 促进跨核心/CAB和核心/CAB研究社区的互动，以促进跨学科的工作， 知识进步; 5）优化利益相关者之间的沟通，合作和协作， CCCR调查人员和NU及其他地方的科学家; 6）促进研究人员的培训和发展， 并支持独立资助申请的开发; 7）促进创新和高影响力 在试点和可行性计划中的探索性项目; 8）扩大CCCR的影响力和贡献， 9）传播知识，增强我们的能力， 研究社区、科学社区、芝加哥社区和整个社区; 10） 进行评估，以a）帮助确保每个核心处于最前沿，以使其最好地为创新做出贡献，以及B） 前瞻性地评估我们CCCR的工作成果，使用先验指定的指标， 科学仪器; 11）领导一项倡议，包括调查和与其他机构合作举办讲习班 CCCR和利益相关者，目标是更好地定义，捕捉和传达有意义的 CCCR支持的工作的影响; 12）确保数据和资源共享计划 由CCCR的每个组成部分执行。