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）是为了支持和组织我们的团队，即代表我们 CCCR 的网络， 优化中心的功能和成果。该核心不仅负责 CCCR 的管理， 行动，也适用于特定的 CCCR 任务。为了实现这些目标而有组织和专注的努力 任务中，我们建议设立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；外展、传播和 丰富化（ODE）工作组将负责沟通、ODE活动以及扩展 研究社区和工作领域；评估工作组将负责持续的质量 CCCR 活动的生产力评估，利用 NUCATS（NU 临床和转化科学研究所，NU 的 CTSA）。我们将整合社区的活动 顾问委员会 (CAB) 以及方法和资源核心。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 疾病和状况、方法以及核心设施的管理。行政核心目标是： 1) 提供适合 a) 我们社区参与、跨学科科学愿景的 CCCR 结构， 和最支持临床研究的方法，以及 b) 核心/CAB 工作流程，以确保其集成和 协同作用； 2) 提供一个能够维持有效且高效的 CCCR 运作的结构； 3）提供专业知识 和领导层来确定重要项目并利用 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 研究社区互动，以促进跨学科工作和 知识进步； 5）优化利益相关者之间的沟通、合作和协作， CCCR 的研究人员以及 NU 和其他地方的科学家； 6）促进研究人员的培训和发展， 支持独立资助申请的开发； 7）培养创新和高影响力 试点和可行性计划中的探索性项目； 8）扩大CCCR的影响力和对我们的贡献 通过传播使用核心的机会来改善环境：9）传播知识，增强我们的能力 研究界、科学界、芝加哥社区和整个社区； 10） 评估 a) 帮助确保每个核心处于最前沿，以最好的方式为创新做出贡献，以及 b) 使用包含团队的先验指定指标前瞻性地评估 CCCR 的工作成果 科学仪器； 11）领导一项倡议，包括与其他方合作进行调查和举办研讨会 CCCR 和利益相关者，目标是更好地定义、捕获和交流有意义的内容 CCCR 所促成的工作的影响； 12）确保数据和资源共享计划 由 CCCR 的每个组成部分实施。