Administrative Core

核心A：行政核心 1.介绍 CFAR的行政核心有一些关键作用。最重要的是，核心文件建立了一个框架，使战略规划进程得以进行，从而使经常预算年度报告的资源得到最大的利用。我们通过每年的审查过程来实现这一目标，其中包括用户调查， 通过与为每个核心建立的内部咨询委员会（IAB）协商，通过CFAR务虚会，以及通过审查核心利用率，外部咨询委员会（EAB）在交替的年份进行核心和审查。 通过所有这些机制，我们制定和修订指导CFAR的战略计划。 行政核心是在艾滋病毒/艾滋病领域雇用新教员方面与各部门互动的重点。该机构已直接向CFAR提供了大量资源，用于雇用CFAR教师。然而，更多的教员是在短期支助下雇用的， CFAR并期望新的教师将在一个强大的研究社区的存在下蓬勃发展。 我们过去在扩大艾滋病毒/艾滋病研究竞技场的师资方面非常成功，并期待今后继续这一努力。 行政核心管理医学院内CFAR的中心地位。CFAR主任直接向医学院院长（SOM）报告，并在SOM行政活动中代表CFAR。CFAR主任还负责管理该机构分配的研究空间和中心状态。 行政核心监督其他CFAR核心。我们提供财务监督，管理预算和预算变更。CFAR主任负责选择核心主任并与之互动。在与IAB和EAB的合作努力中，对核心的性能进行了评估， 进行了必要的调整。 行政核心管理与体制承诺有关的资金。机构承诺是向CFAR主任作出的，然后由他在CFAR内管理这些资金。 有些资金是有针对性的（发展奖和设备），而其他资金是自由裁量的，这使主任在满足CFAR的需要方面具有灵活性。 行政核心为新的CFAR教师提供支持。指导，审查和规划都是最大的教师发展必不可少的。行政核心与各部门合作，为CFAR教师提供这些功能。 行政核心履行广泛的外联职能。我们从事一个积极的社区咨询委员会，在CFAR的名义支持外部社群活动，管理一个大型的艾滋病课程内，并使用该课程作为一个平台，开发远程学习工具与州内的历史黑人学院和大学（HBCU）合作。最后，我们发布CFAR时事通讯， 制作网上信息材料，并主办世界艾滋病日专题讨论会，作为更广泛的外联工作的一部分。 我们将管理一个新的伦理计划，这将为整个CFAR的研究伦理问题的讨论和探索提供一个论坛。通过将该计划置于行政核心，我们希望它能够受益于我们的研究活动，包括国内和国际。 行政核心提供并支持整个CFAR的科学领导。我们现在已经正式确定了我们工作组的工作，使之更加集中、目标明确和负责。作为战略规划进程的一部分，我们确定了四个高度优先领域，这些领域将得到CFAR领导层的更多关注。我们成立了一个新的核心A内部顾问委员会， 高级和中级调查员，他们正在成为我们CFAR的下一代领导者。 稳定的领导层使中非共和国议会受益。CFAR主任和副主任保持不变，现在有12年的管理CFAR的经验，成员人数显著增加，在机构内的地位提高，成员研究的影响力增加。 此外，CFAR的领导在机构内以及更广泛的国家和国际社会中发挥了许多其他作用，提高了CFAR的知名度。 该基金会是一个非常成功的企业，建立在该基金会的目标之上：支持广泛的艾滋病毒/艾滋病相关研究，吸引所有研究界的参与，确保该基金会资源的周到使用，促进高质量和有影响力的研究，在国际环境中开展研究和能力建设等。CFAR正在达到一个成熟的水平，教师，组织和基础设施都到位，为遏制艾滋病毒流行做出越来越重要的贡献。

CORE A: ADMINISTRATIVE CORE 1. INTRODUCTION The Administrative Core of the CFAR has a number of critical roles. Most importantly, the Core creates a framework that allows for the strategic planning process to occur so that the resources of the CFAR are used to the greatest benefit. We accomplish this through a yearly process of review that includes user surveys of the cores and review by the External Advisory Board (EAB) in alternating years, by consultation with Internal Advisory Boards (lAB) that are established for each Core, by CFAR Retreats, and by review of Core utilization. Through all of these mechanisms we develop and revise the strategic plan that guides the CFAR. The Administrative Core is the focus of interactions with Departments in the hiring of new faculty in the area of HIV/AIDS. The institution has made significant resources available directly to the CFAR for hiring CFAR faculty. However, a much larger number of faculty members are hired with the short term support of the CFAR and in the expectation that the new faculty will flourish in the presence of a strong research community. We have been extremely successful in the past in expanding the faculty in the HIV/AIDS research arena and look to continue this effort going forward. The Administrative Core manages the Center status ofthe CFAR within the School of Medicine. The CFAR Director reports directly to the Dean of the School of Medicine (SOM) and represents the CFAR In the SOM administrative activities. The CFAR Director is also responsible for managing research space and Center status that has been assigned by the institution. The Administrative Core oversees the other CFAR Cores. We provide financial oversight, manage budgets and changes in the budget. The CFAR Director is responsible for choosing and interacting with the Core Directors. In a collaborative effort with the lAB and EAB, the performance of the Cores is evaluated and necessary adjustments made. The Administrative Core manages the funds associated with the institutional commitment. The Institutional commitment is made to the CFAR Director who then manages those funds within the CFAR. Some of the funds are targeted (Developmental Awards and equipment) while other funds are discretionary which gives the Director flexibility in meeting the needs of the CFAR. The Administrative Core provides support to new CFAR faculty. Mentoring, review, and planning are all essential for maximal faculty development. The Administrative Core collaborates with the departments in providing these functions for CFAR faculty. The Administrative Core carries out a broad range of outreach functions. We engage an active Community Advisory Board, support outside community activities in the name of the CFAR, administer a large AIDS Course within UNC and use that course as a platform to develop distance-learning tools In partnership with in-state Historically Black Colleges and Universities (HBCUs). Finally, we publish a CFAR newsletter, create web-based information material, and sponsor a World AIDS Day Symposium as part of an even broader outreach effort. We will manage a new Ethics Program that will give a forum for the discussion and exploration of research ethics issues across the CFAR. By placing this program in the Administrative Core we expect it to benefit from, as well as impact all of, our research activity, both domestic and international. The Administrative Core provides and supports scientific leadership across the entire CFAR. We have now formalized our Working Groups effort to make it more focused, goal-oriented, and accountable. As part of the strategic planning process we have identified four high priority areas that will receive additional attention from the CFAR leadership. We have created a new Core A Internal Advisory Board made up of younger senior and mid-level investigators who are becoming the next generation of leaders within our CFAR. The UNC CFAR benefits from stable leadership. The CFAR Director and Associate Director remain unchanged, now with 12 years of experience in managing a CFAR that has seen significant expansion of the membership, increased status within the institution, and increased impact of the research of the membership. In addition, the CFAR leadership is visible in many other roles both within the institution and in the broader national and international community, raising the visibility of the UNC CFAR. The UNC CFAR has been a highly successful enterprise that has been built on goals of the CFAR: supporting the broad scope of HIV/AIDS related research, engaging all ofthe research community, ensuring the thoughtful use of CFAR resources, promoting quality and impactful research, carrying out research and capacity building in the international setting, and more. The CFAR is reaching a level of maturity where the faculty, organization, and infrastructure are in place to make increasingly important contributions to containing the HIV epidemic.