Administrative Core

项目摘要 第三海岸CFAR核心A：行政核心（AC） 第三海岸艾滋病研究中心（TC CFAR）的行政核心（AC）提供协调服务。 领导，管理，沟通和网络的所有艾滋病毒研究在西北大学 和芝加哥大学，以及与霍华德布朗健康（HBH）的有效合作， 联盟芝加哥、芝加哥艾滋病基金会、芝加哥和伊利诺伊州公共卫生部等 社区合作伙伴。审计委员会负责所有战略规划、评估所有核心项目的进展， 科学工作组（SWG）以及内部和外部利益相关者的投入/反馈。战略 规划导致目前的总体目标优先考虑改善护理-预防连续性，非艾滋病 合并症和科学创新，以改善艾滋病毒预防和治疗的所有条件的影响 艾滋病毒感染者。AC确保TC CFAR科学核心（临床科学核心，CSC; 行为、社会和实施科学核心（BSISC）和病毒发病机制核心（VPC）支持 具有互补性和协同作用的总体目标，避免重叠。AC确保他们，而开发人员 核心（DC）资源充足。AC还与DC密切合作，指导和审查流程， 使发展中国家投资获得强劲回报，并为16项行政补充（AS）提供有竞争力的国家资金 在第一个学期。AC成功地建立了持续的跨学科和跨机构的研究协同作用。 财政和行政管理责任确保每个核心实现其具体目标， 战略布局AC还管理慷慨的机构支持，大力致力于DC奖， 了在前5年，AC引领了主要增长。OAR确定的允许资助的研究基地（FRB） 增长了近50%，其中33%的PI在2018财年首次出现在允许的FRB上， 此前获得DC大奖。允许的FRB在NU和UC增长了类似的百分比， AC公平地促进了跨多机构TC CFAR的艾滋病毒研究增长。教师人数 他们的跨学科交流也在增加。AC促进合作，迅速建立实力 在TC CFAR中，在当地与HBH和卫生部门合作，并在全国范围内作为实施科学 (IS)resource.这种专业知识和AC愿景正在为DHHS的“终止艾滋病毒流行病（EHE）倡议”做出贡献 在芝加哥（通过BSISC和影响EHE SWG的创新和实施）和全国 （通过2个AS资助的项目：实施科学咨询、合作和协调 倡议和CFAR间信息系统工作组）。AC的持续重点是加强和利用 将已经加快的艾滋病毒合并症研究生产力与科学创新联系起来。上 从长远来看，AC在实现其目标（在2014年申请中陈述）方面取得了强劲进展，即“成为国家模式 跨机构和跨学科的合作，这将增加我们所有的研究价值 调查员”。

PROJECT SUMMARY THIRD COAST CFAR CORE A : ADMINISTRATIVE CORE (AC) The Administrative Core (AC) of the Third Coast Center for AIDS Research (TC CFAR) provides coordinating leadership, management, communication, and networking for all HIV research across Northwestern University and the University of Chicago, as well as collaborating effectively with Howard Brown Health (HBH), AllianceChicago, AIDS Foundation of Chicago, the Chicago and Illinois Departments of Public Health and other community partners. The AC is responsible for all strategic planning, assessment of progress of all Cores and the Scientific Working Group (SWG), and input/feedback from internal and external stakeholders. Strategic planning led to prioritization of the current Overall aims on improving care-prevention continuums, non-AIDS comorbidities, and scientific innovation to improve HIV prevention and treatment of all conditions impacting persons living with HIV (PLWH). The AC ensures that TC CFAR scientific Cores (Clinical Sciences Core, CSC; Behavioral, Social and Implementation Sciences Core, BSISC; and Viral Pathogenesis Core, VPC) support Overall aims with complementarity and synergy, avoiding overlap. The AC ensures they, and the Developmental Core (DC), are well-resourced. The AC also works closely with the DC on mentoring and review processes that enabled robust return on DC investment and competitive national funding of 16 administrative supplements (AS) in the first term. The AC successfully built ongoing trans-disciplinary and cross-institutional research synergies. Fiscal and administrative management responsibilities ensure that each Core meets its own specific aims and strategic plans. The AC also stewards the generous institutional support, dedicating strongly to DC awards from it. In the first 5 years, the AC led major growth. The OAR-determined allowable funded research base (FRB) grew by almost 50%, with 33% of the PIs appearing on the allowable FRB for the first time in FY2018 having previously received DC Awards. The allowable FRB grew by a similar percentage at NU and UC, an indicator that the AC contributes fairly to HIV research growth across the multi-institution TC CFAR. The number of faculty and their transdisciplinary interactions are increasing. The AC catalyzes collaborations that rapidly built strength across the TC CFAR, locally with HBH and the health departments, and nationally as an implementation science (IS) resource. This expertise, and AC vision, are contributing to DHHS’ Ending the HIV Epidemic (EHE) Initiative in Chicago (through both BSISC and the Innovation and Implementation for Impact on EHE SWG) and nationally (through 2 AS-funded projects: the Implementation Sciences Consultation, Collaboration, and Coordination Initiative and the Inter-CFAR IS Working Group). A continuing focus for the AC is to strengthen and leverage links already accelerating research productivity on comorbidities in HIV and scientific innovations. In the first term, the AC made robust progress toward its goal (stated in the 2014 application) to “become a national model for trans-institutional and trans-disciplinary collaborations that will add value to the research of all our investigators.”