Leadership Center Administration

摘要 在过去的15年里，食物过敏的研究急剧增加，为我们提供了潜在的治疗方法 和预防策略。本申请中提出的研究议程的总体目标是 作为食物过敏研究的国际领先者，包括疾病的最佳特征 以及下一代治疗方法的开发。研究议程将首先基于 可能是最好的科学，但为了最大限度地提高生产率，我们还需要明智地计划，以便所有可用的 资源可以得到最大限度的利用。因此，研究议程将需要仔细选择和 阶段性协议不仅基于它们推进该领域的潜力，而且还仔细考虑了以下方面 其他可能正在开发的新疗法，以及一项研究如何为下一项研究提供信息。最后， 总体研究战略还需要平衡SACCC和联盟中每个CRU的工作量。 这一总体议程将通过以下主要组成部分来完成：1)实施领导 能够为财团提供最佳管理的团队，包括财务、运营和 管理方面，以及议定书的制定和执行、数据收集和分析以及 出版物和演示文稿，并进行明智的财务管理。罗伯特·伍德博士将领导这个团队， 联席投资主管韦斯利·伯克斯博士和玛莎·威尔斯-卡普博士将领导生物标记基金和机会基金， 分别进行了分析。该团队还将包括一名财务管理员以及一名经验丰富的赠款 约翰斯·霍普金斯大学的管理小组。领导团队将与NIAID和SACCC密切合作， 共同提供财团内所有临床业务的日常管理。2)发展 必要的委员会结构，以指导和实施联合体的行政和临床操作。 3)建立充分利用中粮集团所有资金和资源的财务管理结构。 4)将Biomarker设备整合到每个临床方案中。4)最大限度地利用资源和 机会基金在扩大食物过敏及其治疗机制研究方面的潜力。 预计将至少有3个方案，包括临床试验和非干预性研究 在七年的资助期内启动和完成，这可能会增加到5项甚至6项议定书，具体取决于 每项研究的规模、持续时间和复杂性。如果成功，这项研究议程将不仅定义 未来7年的中粮集团，也将为下一个十年(S)的食物过敏研究奠定平台。

Summary Food allergy research has increased dramatically over the past 15 years providing us with potential therapeutic and prevention strategies. The overarching goal of the research agenda proposed in this application is to position CoFAR as the international leader in the study of food allergy, including optimal characterization of the disease and development of the next generation of treatments. The research agenda will be based first and foremost on the best possible science, but to maximize productivity we will also need to plan judiciously so that all available resources can be used to their utmost capacity. Therefore, the research agenda will need to carefully select and stage protocols based not just on their potential to advance the field, but also with careful consideration regarding other novel treatments that may be under development, and how one study may inform the next. Finally, the overall research strategy will also need to balance the work load of the SACCC and each CRU in the consortium. This overall agenda will be accomplished through the following major components: 1) To implement a leadership team capable of providing optimal administration of the Consortium, including financial, operational, and managerial aspects, as well as protocol development and implementation, data collection and analysis, and publications and presentations, with judicious financial management. Dr. Robert Wood will lead this team, with co-PIs Drs. Wesley Burks and Marsha Wills-Karp, who will lead the Biomarker Facility and Opportunity Fund, respectively. The team will also include a financial administrator as well as a highly experienced grants management group at Johns Hopkins. The leadership team will work closely with the NIAID and SACCC, together providing day-to-day management of all clinical operations within the consortium. 2) To develop the necessary committee structure to guide and implement the Consortium’s administrative and clinical operations. 3) To develop a structure of financial management that will make optimal use of all CoFAR funds and resources. 4) To integrate the Biomarker Facility into each clinical protocol. 4) To maximally leverage the resources and potential of the Opportunity Fund to expand the mechanistic study of food allergy and its treatment. It is anticipated that a minimum of 3 protocols, including both clinical trials and non-interventional studies, will be initiated and completed over the seven-year funding period, and this could rise to 5 or even 6 protocols depending on the size, duration, and complexity of each study. If successful, this research agenda will define not just the next 7 years of CoFAR, but will also establish the platform for the next decade(s) of food allergy research.