Administrative Core

C.行政核心 C2.1战略规划。 在许多方面，我们的战略规划过程已经进行了多年，因为CAIANH长期以来一直专注于在AI/AN健康差距的背景下制定翻译研究的战略和过程，并通过SDPL协调中心和CAIANH的其他研究，专门针对糖尿病的预防和管理。然而，CAIANDTR的正式计划是从CAIANH教职员工与UCD其他调查人员的会议以及过去几年的额外关键磋商中演变而来的。我们开始就建立这样一个中心的必要性征求非正式意见，该中心在当地人中拥有糖尿病预防和管理的第一手经验，以及他们获得的医疗保健提供系统的第一手经验。实际上，与我们合作的数十名SDPL受赠者提供了重要的建议，丰富了我们的规划和程序设计。IHS糖尿病预防和治疗部也给予了同样的支持。目前的申请反映了这一规划。 因此，CAIANDTR从既定的使命和目标开始。然而，随着我们的资源核心职能和任务的进一步发展，这项工作将得到扩展，这些职能和任务在每一项核心叙述中都有概述。我们预计，在CAIANDTR的第一年，活动的重点将是最后确定我们的五年战争计划，将完成将要开展的工作的政策和程序制度化，按计划动员研究基地，以及转变现有的机构/部落伙伴关系，以支持CAIANDTR。这一努力将提供更具体的绩效标准。 在我们的战略规划过程中采取的下一步将来自3组讨论：每月两次的指导委员会会议，每月的研讨会系列讨论(见G部分)，以及ESAC年度会议。在指导委员会会议上，我们将根据需要进一步明确成果、标准和时间表。作为这一进程的一部分，我们还将开发研究问题或领域，这些问题或领域加在一起，将构成一个全面的议程，用于转化人工智能/AN社区中的糖尿病预防和管理研究。研讨会系列将提供机会听取翻译研究领域领导人的意见，让资源核心有时间考虑并提出他们的计划，供 研究基地，每个人都可以与SDPL的受赠者互动。最后，ESAC年度会议的一个主要焦点将是总结和讨论CAIANDTR战略规划工作在过去一年的成果。我们还应指出，研究基地成员朱迪思·阿尔比诺因其在战略规划方面的专长而受到全国认可；我们期待她在这方面提供具体援助。我们很清楚，只有当这种规划成为一致的讨论要点时，才能实现CAIANDTR所代表的潜力。

C. ADMINISTRATIVE CORE C2.1 Strategic planning. In many respects, our strategic planning processes have been underway for years, as the CAIANH has long been focused on developing strategies and processes for translational research within the context of AI/AN health disparities and, through the SDPl Coordinating Center and other CAIANH research, specific to the prevention and management of diabetes. The formal plan for the CAIANDTR, however, evolved from meetings of CAIANH faculty, with other UCD investigators, and additional critical consultations over the last several years. We began seeking informal input about the need for such a center with first-hand experience of diabetes prevention and management among Native people and of the health care delivery systems accessed by them. Literally dozens of the SDPl grantees with whom we work offered important recommendations that have enriched our planning and program design. The IHS Division of Diabetes Prevention and Treatment has been equally supportive. The current application reflects that planning. Thus, CAIANDTR begins with a mission and goals in place. That work will be extended, however, with the further development of our Resource Core functions and tasks, which are outlined in each of Core narratives. We expect that, in CAIANDTR's first year, activities will be focused on finalization of our 5-yewar plans, institutionalizing the policies and procedures for completing the work to be undertaken, on mobilizing the Research Base as planned, and on transforming existing institutional/tribal partnerships in support of the CAIANDTR. This effort will provide more specific performance criteria. The next steps to be taken in our strategic planning process will come from 3 sets of discussions: the twice-monthly Steering Committee meetings, the monthly Seminar Series discussion (see Section G), and the annual ESAC meetings. In the Steering Committee meetings, we will further clarify outcomes, criteria, and timelines as needed. As a part of this process, we also will develop research questions or areas that, taken together, will comprise a comprehensive agenda for translating diabetes prevention and management research in AI/AN communities. The Seminar Series will provide for opportunities to hear from leaders in the field of translational research, time for the Resource Cores to consider and present their plans for discussion with the Research Base, and for everyone to interact with SDPl grantees. Finally, a major focus of the annual ESAC meeting will be the summary and discussion of the outcomes of CAIANDTR strategic planning efforts over the past year. We should note, too, that Judith Albino, a member of the Research Base is nationally recognized for her expertise in strategic planning; we anticipate her specific assistance in this regard. We are well aware that the potential represented by CAIANDTR will only be realized if such planning is a consistent point of discussion.