Institutional Career Development Core

机构职业发展核心

• 批准号: 10627344
• 负责人: Bo Liu
• 金额: $ 103.8万
• 依托单位: UNIVERSITY OF WISCONSIN-MADISON
• 依托单位国家: 美国
• 财政年份: 2017
• 资助国家: 美国
• 起止时间: 2017-09-21 至 2027-06-30
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/10627344
• 关键词: Address; Area; Attention; Clinical; Clinical Research; Communities; Discipline; Dissemination and Implementation; Ecosystem; Ethnic Origin; Ethnic group; Family; Fostering; Funding; Grant; Guidelines; Health; Individual; Industry; Institutes; Journals; Leadership; Life; Measures; Mentors; Mentorship; Needs Assessment; Outcome; Participant; Patients; Positioning Attribute; Principal Investigator; Program Evaluation; Publishing; Race; Research; Research Design; Research Personnel; Science; Scientist; Secure; Strategic Planning; Training; Translational Research; Universities; Vision; Wisconsin; Woman; Work; career; career development; clinical care; community engagement; design; health equity; improved; innovation; inter-institutional; member; programs; recruit; research data dissemination; resilience; stressor; success; translational pipeline

Contact PD/PI: Brasier, Allan Inst-Career-Dev-001 (002) INSTITUTIONAL CAREER DEVELOPMENT CORE (KL2) ABSTRACT. The University of Wisconsin (UW) Institute for Clinical and Translational Research (ICTR) KL2 Program, launched in 2007, has recruited and trained 82 scholars (55% women, 14% underrepresented race/ethnicity) varied in their identities, discipline, area of study, and position along the translational spectrum. We appoint three scholars per year for four years using a combination of internal and external funds. Graduated scholars remain committed to research (90%) in academics or industry, have been promoted or are eligible for promotion (87%), have successfully competed for funding as a principal investigator/multiple principal investigator ($225 million) and as a co-investigator ($288 million), and have published prolifically as first/senior author (513) and as a co-author (1,456). In order to accelerate these and other successes, ICTR has completed an institute-wide strategic plan (Innovation Scorecard) that serves as a roadmap to use continuous improvement to address ongoing challenges in conducting efficient, rigorous, and engaged CTR at our Hub—with specific attention to CTR capacity building. In concert with these continuous program improvement efforts, we engaged a comprehensive KL2 needs assessment, which recognized key challenges to early-career scientists, including: 1) maintaining work-life integration, 2) transitioning to independence, 3) promoting diversity in research teams and study participants, 4) designing research for dissemination, and 5) disseminating and implementing research to improve health outcomes. In the next grant period, we propose to refine our KL2 Program to address these challenges by achieving the following Specific Aims: 1) Enhance scholar’s vitality by building their capacity to adjust to life and career stressors, 2) Foster scholars’ engagement of community members in research conduct and dissemination, 3) Establish longitudinal programming to help scholars incorporate dissemination and implementation concepts into their research programs, and 4) Disseminate the KL2 Program’s mentorship and coaching innovations. We have developed a comprehensive plan to increase the recruitment and retention of scholars from historically underrepresented racial and ethnic groups. We have also designed a rigorous program evaluation plan to assess influence at all levels of the translational research ecosystem. Program success will be measured at each level: 1) individual: secure grants and publish work in high-impact journals; 2) proximal: develop and maintain relationships with mentors, mentees, and research teams; 3) institutional and inter-institutional: form inter-disciplinary scientific teams and transform clinical care and institutional culture; and 4) societal: revolutionize clinical guidelines and improve health and health equity. The KL2 leadership team’s innovative vision of program enhancement in the areas of mentorship, team science, leadership, dissemination and implementation, and career resilience will foster and launch a cadre of diverse, independently funded leaders of CTR who will impact the health of our patients, families, and communities.

联系PD/PI：Brasier，Allan Inst-Career-Dev-001(002) 机构职业发展核心(KL2)摘要。威斯康星大学(UW) 临床和翻译研究所(卢旺达问题国际法庭)KL2方案于2007年启动，已招募和 培训了82名学者(55%为女性，14%为代表不足的种族/族裔)，他们的身份、学科、 研究领域，以及沿平移频谱的位置。我们每年任命三名学者，为期四年。 利用内部和外部资金相结合的方式。毕业学者仍致力于研究(90%)。 学者或行业，已晋升或有资格晋升(87%)，已成功竞争 作为首席调查员/多名主要调查员(2.25亿美元)和联合调查员的供资 (2.88亿美元)，并作为第一作者/资深作者(513)和合著者(1,456)发表了大量著作。为了 加快这些和其他方面的成功，卢旺达问题国际法庭已经完成了一个全机构的战略计划(创新 记分卡)，作为使用持续改进来应对以下持续挑战的路线图 在我们的中心进行高效、严格和积极的CTR-特别关注CTR能力建设。 与这些持续的计划改进努力相一致，我们参与了KL2的全面需求 评估，该评估认识到早期科学家面临的关键挑战，包括：1)维持工作-生活 整合，2)向独立过渡，3)促进研究团队和研究参与者的多样性， 4)设计研究以供传播，以及5)传播和实施改善健康的研究 结果。在下一个授权期，我们建议完善我们的KL2计划，以应对这些挑战 实现以下具体目标：1)通过培养适应生活的能力来增强学者的活力 和职业压力源，2)培养学者对社区成员参与研究行为和 传播，3)建立纵向规划，帮助学者将传播和 将实施概念纳入他们的研究方案，以及4)传播KL2方案的指导和 教练创新。我们已经制定了一项全面的计划，以增加招聘和留住 来自历史上代表性不足的种族和民族群体的学者。我们还设计了一个严谨的 计划评估计划，以评估翻译研究生态系统各个层面的影响。计划 成功将在每个层面上进行衡量：1)个人：获得赠款，并在影响力较大的期刊上发表论文； 2)近端：与导师、被辅导者和研究团队发展和维护关系；3)机构 跨机构：组建跨学科的科学团队，转变临床护理和机构 文化；以及4)社会：革新临床指南，改善健康和健康公平。九龙洲第二期 领导团队在导师、团队科学、 领导力、传播和实施以及职业韧性将培养和推出一支多元化、 独立资助的CTR领导人，他们将影响我们患者、家庭和社区的健康。