Administrative Core

行政核心

• 批准号: 10707395
• 负责人: ERIC F WAGNER
• 金额: $ 90.23万
• 依托单位: FLORIDA INTERNATIONAL UNIVERSITY
• 依托单位国家: 美国
• 财政年份: 2017
• 资助国家: 美国
• 起止时间: 2017-09-20 至 2027-05-31
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/10707395
• 关键词: Achievement; Advisory Committees; Applications Grants; Collaborations; Communities; Development; Educational Activities; Educational workshop; Ensure; Evaluation; Event; Faculty; Faculty Recruitment; Florida; Funding; Goals; Growth; Health Disparities Research; Health Sciences; Home; Incentives; Infrastructure; Institution; Joints; Leadership; Logic; Mentors; Mentorship; Minority-Serving Institution; Modeling; Monitor; National Institute on Minority Health and Health Disparities; Outcome; Peer Review; Pilot Projects; Postdoctoral Fellow; Process; Productivity; Publications; Research; Research Personnel; Resources; Role; Scholarship; Schools; Science; Structure; Training; Universities; Work; college; community engagement; community partnership; design; graduate student; health disparity; health disparity populations; innovation; inter-institutional; member; minority health; minority health disparity; recruit; research and development; satisfaction; success; symposium; underserved community; vulnerable community

FIU-RCMI Administrative Core Abstract The Administrative Core is designed to maximize the rigor, significance, innovation, collaboration, and productivity of our proposed Center's research, training, and community endeavors, and will provide essential infrastructure for: (a) establishing a nurturing culture for creating a community of health disparities scholarship focused on the growth of early stage investigators (ESIs) and community-partnerships; (b) cross-component collaboration within our Center; (c) intra- and inter-institutional collaboration and support; (d) a point of entry for community-university partnered research and resources; and (e) working with NIMHD and the RCMI Coordinating Center. Through the Administrative Core, Center leaders will come together to implement the Center's plan and harmonize our efforts, track and evaluate our progress and outcomes, and seek and follow the wisdom of our Advisory Committee and Community Advisory Board (CAB) to achieve optimum efficiency and results. The Administrative Core will lead the proposed Center's efforts in: (a) building upon our achievements during our initial funding cycle; (b) broadening our scope in regard to minority health and health disparities research; (c) refining our approach to ESI mentoring; (d) expanding our research partnerships with underserved and vulnerable communities; and (e) bolstering our approach to faculty recruitment. The Administrative Core's programmatic activities will include cross-trainings, joint events, and incentives for involvement in health disparities research work, in collaboration with the Investigator Development and Research Capacity Cores, and facilitated by collaborative connections in the community through the Community Engagement Core, which oversees our CAB. The Administrative Core also will provide oversight and support for our three R01-equivalent studies, and have a significant role in working with the Recruitment Core in faculty search, screen, and hiring processes. Moreover, the Administrative Core will be home to our Evaluation Team, who are founding members of the RCMI Evaluators' Workgroup and co-authors of the RCMI Evaluation Conceptual Model (RCMI-ECM). Evaluation will be guided by our Center's Logic Model and the RCMI-ECM, with metrics including number of: peer-reviewed publications; peer-reviewed conference presentations; postdoctoral trainees; ESIs; investigator-focused research workshops, seminars, and trainings; community-focused workshops, seminars, and trainings; and, external grant applications. We also will evaluate mentorship quality and satisfaction among ESIs, and will participate in the RCMI Coordinating Center's assessments, and the

FIU-RCMI管理核心 抽象的 行政核心旨在最大化严格，意义，创新，协作和 我们拟议中心的研究，培训和社区努力的生产力，并将提供必不可少的 基础设施：（a）建立一种建立健康差异社区奖学金社区的养育文化 专注于早期研究人员（ESIS）和社区合作伙伴的成长； （b）跨组件 我们中心的合作； （c）机构内和机构间的合作与支持； （d）入口点 社区大学与研究和资源合作； （e）与NIMHD和RCMI合作 协调中心。通过行政核心，中心领导将聚集在一起 中心计划并协调我们的努力，跟踪和评估我们的进步和成果，并寻求和关注 我们的咨询委员会和社区顾问委员会（CAB）的智慧，以实现最佳效率 和结果。行政核心将领导拟议中心的努力：（a）在我们的基础上建立 在我们最初的资金周期中取得的成就； （b）扩大我们在少数民族健康和健康方面的范围 差异研究； （c）完善我们的ESI指导方法； （d）扩大我们的研究合作伙伴关系 服务不足和脆弱的社区； （e）加强我们的教师招聘方法。这 行政核心的计划活动将包括交叉培训，联合活动和激励措施 参与健康差异研究工作，与研究者开发和 研究能力核心，并通过社区中的协作联系来促进 社区参与核心，监督我们的出租车。行政核心还将提供监督 并支持我们的三项R01等效研究，并在招募工作中起着重要作用 教师搜索，屏幕和招聘过程中的核心。而且，行政核心将成为我们的家 评估团队是RCMI评估人员工作组的创始成员和RCMI的合着者 评估概念模型（RCMI-ECM）。评估将以我们中心的逻辑模型和 RCMI-ECM，带有指标，包括：同行评审出版物的数量；同行评审会议 演讲；博士后学员； ESIS;以研究人员为重点的研究研讨会，研讨会和培训； 以社区为重点的讲习班，研讨会和培训；并且，外部赠款申请。我们还将评估 ESI之间的指导质量和满意度，并将参加RCMI协调中心的 评估和