Administrative Core

项目摘要 急诊科的总体目标领导阿尔茨海默氏症和痴呆症的转变 护理（ED-LEAD）是优化和研究一套护理干预措施（急诊护理重新设计，护士主导 电话病例管理和社区护理人员领导的过渡干预）， 联合，在一个务实的，多因素的试验嵌入80个急诊科（ED）。整体 我们的目标是减少急诊室的使用和住院，增加人们在家的天数， 老年痴呆症患者（PLWD）和他们的护理伙伴（统称为二人组），谁访问ED。 行政核心的主要作用是：1）确保 干预措施、核心和艾德研究中心; 2）协调外部合作伙伴的支持和指导;以及3） 传播这项工作的成果和结论。特别是，行政核心领导层将动员 来自两个国家情报局资助的痴呆症研究网络在急诊医学和实用试验方面的专业知识， 召集一个由组织利益相关者组成的外部咨询委员会， 以及由不同学科组成的现场实践小组， 干预经验。所有三个小组都将提供对ED-LEAD成功至关重要的见解。的 行政核心将由一个指导委员会领导，该委员会由执行主任、多个主要研究者、 (mPI)团队（Chodosh、Brody、Shah和Grudzen）、统计核心负责人（Goldfeld）、首席信息师 （Mann）和NIA项目科学家。这些经验丰富的合作者将得到丰富的研究成果的支持， 基础设施和人员，具备在老年人的多种环境中启动复杂干预措施的专门知识。 患有严重疾病的成年人。纽约大学格罗斯曼医学院，纽约大学罗里迈耶斯护理学院， 威斯康星大学麦迪逊分校医学与公共卫生学院，纪念斯隆-凯特琳癌症 中心和mPI团队在定制电子健康记录（EHR）方面具有丰富的专业知识， EHR互操作性和使用单个IRB审查来提高多站点嵌入式实用试验的效率。 作为确保三项干预措施有效和高效运作的第一步， Core将干预核心功能和临床决策支持流程分类和编目到表格中 以供持续参考，并保存知识供将来使用。除了财务管理， 行政核心将招募、参与、指导和支持外部咨询委员会和生活 体验面板和生活实践面板。行政核心将整合NIA的专业知识- 资助痴呆症研究网络，所有这些都与实施核心密切协调，并指导所有 支持强大的沟通计划。这包括开发和维护一个可访问的 和强大的网站，并利用各种论坛来传播知识。

PROJECT SUMMARY The overall objective of Emergency Departments LEading the transformation of Alzheimer’s and Dementia care (ED-LEAD) is to optimize and study a suite of care interventions (emergency care redesign, nurse-led telephonic case management, and community paramedic-led transitions intervention) both alone and in combination, in a pragmatic, multifactorial trial embedded in 80 Emergency Departments (EDs). The overall goal is to decrease emergency department use and hospitalizations, and increase days at home for persons living with dementia (PLWD) and for their care partners (collectively known as dyads), who visit the ED. The primary roles of the Administrative Core are to: 1) ensure efficient and effective communication between interventions, cores, and ED sites; 2) coordinate support and guidance from external partners; and 3) disseminate products and findings of this work. In particular, the Administrative Core leadership will mobilize expertise from two NIA-funded dementia research networks in emergency medicine and pragmatic trials, and convene an External Advisory Board comprising organizational stakeholders, a Lived Experience Panel made up of PLWD and care partners, and a Lived Practice Panel comprising different disciplines engaged in intervention experience. All three groups will provide insights critical to the success of ED-LEAD. The Administrative Core will be led by a Steering Committee comprising the Executive Director, the multiple PI (mPI) team (Chodosh, Brody, Shah, and Grudzen), Statistical Core Lead (Goldfeld), Lead Informatician (Mann), and NIA project scientists. These seasoned collaborators will be supported by a rich research infrastructure and personnel with expertise in launching complex interventions across multiple settings in older adults with serious illness. NYU Grossman School of Medicine, NYU Rory Meyers College of Nursing, University of Wisconsin–Madison School of Medicine and Public Health, Memorial Sloan Kettering Cancer Center, and the mPI team have substantial expertise in tailoring the electronic health record (EHR) to promote EHR interoperability and using single IRB review to increase efficiency of multi-site embedded pragmatic trials. As a first step to ensuring effective and efficient functioning across the three interventions, the Administrative Core will classify and catalogue intervention core functions and clinical decision support processes into forms for ongoing reference and to preserve knowledge for future use. Besides financial management, the Administrative Core will recruit, engage, guide, and support the External Advisory Board, and the Lived Experience Panel and the Lived Practice Panel. The Administrative Core will integrate expertise from NIA- funded dementia research networks, all in close coordination with the Implementation Core, and direct all processes to support a strong communication plan. This includes developing and maintaining an accessible and robust website and using various forums to disseminate knowledge.