Administrative Core

行政核心

• 批准号: 7708665
• 负责人: RAYMOND N. DUBOIS
• 金额: $ 15.24万
• 依托单位: UNIVERSITY OF TX MD ANDERSON CAN CTR
• 依托单位国家: 美国
• 财政年份: 2008
• 资助国家: 美国
• 起止时间: 2008-09-29 至 2013-08-30
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/7708665
• 关键词: Achievement; Administrator; Advertisements; Agreement; Applications Grants; Awareness; Budgets; Businesses; Charge; Clinical; Clinical Trials; Collaborations; Communication; Contracts; Daily; Databases; Decision Making; Development; Documentation; Educational Materials; Educational workshop; Ensure; Environment; Event; Expenditure; Faculty; Fostering; Funding; Funding Agency; Future; Goals; Government Officials; Grant; Hispanics; Human Resources; Image; Individual; Institution; Leadership; Link; Literature; Maintenance; Malignant Neoplasms; Measures; Medical; Minority; Mission; Monitor; Newsletter; Occupational activity of managing finances; Office of Communications; Operative Surgical Procedures; Other Resources; Outcome; Pamphlets; Pharmacologic Substance; Placement; Population; Press Releases; Problem Solving; Process; Production; Productivity; Program Evaluation; Progress Reports; Protocols documentation; Purpose; Recruitment Activity; Regulation; Reporting; Research; Research Personnel; Resources; Rewards; Schedule; Series; Services; Solid; Strategic Planning; Teleconferences; Travel; Trust; United States National Institutes of Health; University of Texas M D Anderson Cancer Center; Update; Videoconferences; Videoconferencing; Vision; Work; cancer health disparity; community organizations; day; design; lectures; member; programs; success; symposium

Drs. Harry Gibbs and [Gabriel Lopez-Berestein] will serve as the Co-leaders for the Administrative Core for MDACC, along with Dr. Reynold Lopez-Enriquez for the UPRCCC. They will be responsible for the [day-to-day direction] of all Partnership activities as well as priority planning and decision making processes. [Drs. DuBois and Frontera, as Lead/Contact Pis, will be responsible for the overall management, implementation and coordination of all Partnership activities through the Administrative Core.] As MDACC values its commitment to eliminating cancer health disparities in minority populations, it is imperative to point out the strategic placement of the overall management of MDACC's Administrative Core in the Office of Institutional Diversity (OID) under Dr. Harry Gibb's leadership expertise. [Dr. Gibbs has served as the Co-leader of the Administrative Core for the last 5 years. As Vice President of Institutional Diversity for MDACC, he reports directly to Drs. DuBois and Mendelsohn. His continued participation further strengthens MDACC's ability to promptly respond to diversity initiatives resulting from Partnership activities as Dr. Gibb's office is charged with: ¿ Developing and implementing strategies/programs to enhance MDACC's efforts to recruit and retain a diverse workforce, ¿ Measuring the success of diversity initiatives, ¿ Sponsoring workforce seminars and lecture series that foster an environment of inclusion at MDACC in which all members of the workforce have an equal opportunity to succeed, ¿ Integrating diversity strategy with other change initiatives, and ¿ Linking diversity to the institution's business and strategic plan.] Administrative Core Operations [Although the Administrative Core has offices at MDACC and UPRCCC, it functions as one office.] The Administrative Core is responsible for the overall management, implementation and coordination of Partnership activities. Although there are roughly 2000 miles between MDACC and the UPRCCC, the Administrative Cores has functioned seamlessly and will continue to do so throughout the next five years. To ensure solid oversight of the Administrative Core, the Pis have met with the Administrative Core Co-leaders and program directors to determine what has worked best during the past five years. Additionally, the Pis and the Co-directors have been in regular contact with other funded U54 administrators as a result of attending MI/CCP annual meetings and being invited to participate in other U54 Partnership's meetings. The Administrative Core's Mission is to be a recognized leader and resource in providing quality customer service in meeting the administrative and communication needs of both internal and external target audiences integral to the Partnership's success. It is designed as a support core to provide assistance with the daily activities of the Partnership, in addition to developing short-term and long-term plans (with the Pis) for the successful achievement of Partnership initiatives. The Administrative Core also serves as the primary vehicle for receiving and distributing all media materials (press releases, brochures, newsletters) and documentation (spreadsheets, proposals, progress reports, and other requests) related to the Partnership.] [Our vision is to seek out, foster, and support collaborative relationships with our target audiences to further Partnership initiatives in developing a stronger cancer program at MDACC and the UPRCCC aimed at understanding the reasons behind the significant cancer disparities in the Hispanic population. Principles - By our actions, we: ¿ Are sensitive to the needs and requests asked of us. ¿ Are respectful of the varying communication needs and proceed accordingly. ¿ Promote and reward teamwork and inclusiveness. ¿ Hold ourselves, and each other, accountable for quality customer service. ¿ Create an environment conducive to trust, collaboration, and productivity. ¿ Identify and solve problems in a timely manner Purpose - As open, ongoing communication is paramount to a Partnership with successful outcomes, the Administrative Core's communication plan is designed to: ¿ Provide a framework for planning for and documenting the exchange of information both within and outside the Partnership, ¿ Enhance visibility and increase exposure of the Partnership at both institutions, ¿ Cultivate positive media coverage, ¿ Communicate Partnership initiatives, ¿ Increase awareness and involvement of specific, targeted groups of individuals (e.g trainees, potential collaborators, future faculty recruits, and community organizations) ¿ Generate support from senior leadership, Partnership committees, NIH officials, the government, ¿ Serves as a change agent at both institutions, ¿ Foster continuous two-way communication within the Partnership, ¿ Establish the Partnership's overall image, advance its agenda, and influence officials at both institutions.] Goals and Objectives - As the primary administrative offices for the Partnership, the Administrative Core's goals are to: ¿ Foster interactions between funded investigators at both institutions ¿ Coordinate and arrange scheduled meetings, seminars, and retreats ¿ Serve as a liaison for the Partnership between institutional officials ¿ Manage the Partnership's overall budget [(fiscal oversight}] ¿ Facilitate Partnership reviews from internal and external committees ¿ [Provide secretarial, personnel and other resources support as requested to meet the goals of the grant for the Pis as well as all funded investigators.] Partnership Duties - The Administrative Core will continue to be responsible for: 1. Timely communication between the three oversight committees (EC, IAC, and PSC) and administrative support as needed. 2. Timely communication between project, program, and core co-leaders and administrative support as needed. 3. Timely communication between Institutional Communication Offices and local media. 4. Coordination of all Partnership meetings (videoconferences, teleconferences, workshops, seminars, business meetings, etc.), including travel arrangements 5. Support services for all Partnership meetings (workshops, seminars, conferences, etc.), including agendas, advertisements, meeting notes, handouts, etc. 6. Coordination of Partnership activities among the Office of Educational Programs, Office of Institutional Diversity, President's Office, Office of the Chief Academic Officer, Office of the Medical Officer, Office of Protocol Research, and specific Research and Clinical Divisions and Departments. 7. Accurate record keeping of all Partnership events and activities. 8. Financial management of development funds, including monitoring expenditures for appropriateness and compliance with institutional and governmental regulations. 9. Production and distribution of all literature and educational materials related to the Partnership. 10. All correspondence between the Partnership and official agencies, such as the NCI. 11. Oversight of the project and program evaluation, selection, and pribritization process, from an administrative standpoint. 12. Website Maintenance and Updates. 13. Database maintenance. 14. Identification of other funding sources for co-leaders. 15. Assistance in preparing and processing grant applications, pharmaceutical contracts and clinical trial agreements. 16. Serving as Ex officio members on committees.

博士。 Harry Gibbs和[Gabriel Lopez-Berestein]将作为行政核心的共同领导者 MDACC，以及Reynold Lopez-Enriquez博士的UPRCCC。他们将负责[日常 所有合作伙伴活动以及优先计划和决策过程的方向。 [Drs。杜波依斯 Frontera（作为Lead/Contact PIS）将负责总体管理，实施和 通过行政核心协调所有合伙活动。] 由于MDACC重视其对消除少数族裔癌症健康分配的承诺，这是 必须指出MDACC管理的整体管理的战略安置 在哈里·吉布（Harry Gibb）的领导专业知识下，机构多样性办公室（OID）办公室的核心。 [博士吉布斯 在过去的5年中，一直是行政核心的共同领导者。作为机构副总裁 MDACC的多样性，他直接向Drs报告。 Dubois和Mendelsohn。他继续参与进一步参与 优势MDACC能够迅速响应由合作伙伴活动导致的多样性倡议的能力 吉布博士的办公室负责： �制定和实施策略/计划，以增强MDACC招募和保留A的努力 潜水员劳动力， »衡量多样性计划的成功， �赞助劳动力半手和讲座系列，促进了MDACC的包含环境 所有劳动力成员都有成功的机会， »将多样性策略与其他变更计划整合在一起，并 »将多样性与机构的业务和战略计划联系起来。] 行政核心操作 [尽管行政核心在MDACC和UPRCCC设有办事处，但它是一个办公室。] 行政核心负责伙伴关系的整体管理，实施和协调 活动。尽管MDACC和UPRCCC之间大约有2000英里，但行政管理 内核的运作无缝运行，并将在接下来的五年中继续这样做。确保 对行政核心的坚实监督，PI与行政核心共同领导者会面， 计划导演，以确定过去五年来最效果最佳的计划。此外，PI和 由于参加 MI/CCP年度会议，并邀请参加其他U54合作伙伴会议。 行政核心的使命是成为提供优质客户的公认领导者和资源 满足内部和外部目标受众的管理和沟通需求的服务 伙伴关系成功的组成部分。它被设计为支持核心，以提供每日的帮助 合作伙伴关系的活动除了制定短期和长期计划（与PIS）外 成功实现伙伴关系计划。行政核心也是主要工具 用于接收和分发所有媒体材料（新闻稿，小册子，新闻通讯）和 文档（电子表格，提案，进度报告和其他请求）与合作伙伴关系有关。] [我们的愿景是寻找，培养和支持与我们的目标受众的合作关系，以进一步 在MDACC制定更强大的癌症计划的合作伙伴关系计划和旨在的UPRCCC旨在 了解西班牙裔人口巨大癌症差异背后的原因。 原则 - 通过我们的行动，我们： �对我们提出的需求和要求敏感。 „尊重各种沟通需求，并相应地进行。 �促进和奖励团队合作和包容性。 »互相抱住，​​对优质的客户服务负责。 »创建一个环境导电，以信任，协作和生产力。 »及时确定和解决问题 目的 - 作为开放的，持续的沟通对于成功成果的伙伴关系至关重要， 行政核心的沟通计划旨在： �提供一个计划和记录的框架 在伙伴关系之外， »提高可见性并增加两个机构的合作伙伴关系的暴露， »培养积极的媒体覆盖范围， »交流合伙计划， »提高对特定针对性的个人群体的认识和参与（例如，受训者，潜在 合作者，未来教师报告和社区组织） „获得高级领导层，合伙委员会，NIH官员，政府的支持， 在这两个机构中都是变革剂， »在合作伙伴关系中促进连续的双向交流， �建立合作伙伴的整体形象，提高其Agernda，并影响两个机构的官员。] 目标和目标 - 作为合作伙伴关系的主要行政办公室，行政核心的 目标是： »两个机构的资助研究人员之间的互动 „协调并安排预定的会议，半小伙和务虚会 „是机构官员之间合作伙伴关系的联络 �管理合伙企业的总体预算[（财政监督}] �促进内部和外部委员会的合作伙伴关系审查 �[根据要求提供秘书，人员和其他资源支持，以实现赠款的目标 PI和所有最终调查人员。] 合伙职责 - 行政核心将继续负责： 1。三个监督委员会（EC，IAC和PSC）与行政的及时沟通 根据需要的支持。 2。项目，计划和核心共同领导者和行政支持之间的及时沟通 需要。 3。机构沟通办公室和当地媒体之间的及时沟通。 4。所有合作伙伴会议的协调 商务会议等），包括旅行安排 5。所有合伙会议的支持服务（讲习班，半小伙，会议等），包括议程， 广告，会议笔记，讲义等。 6。教育计划办公室之间的合作伙伴活动协调，机构办公室 多样性，总裁办公室，首席学术官办公室，医疗官办公室，办公室办公室 协议研究以及特定的研究和临床部门和部门。 7.所有合作伙伴活动和活动的准确记录。 8。开发资金的财务管理，包括监视适当性和 遵守机构和政府法规。 9。与合作伙伴关系有关的所有文献和教育材料的生产和分发。 10。合作伙伴关系与官方机构（例如NCI）之间的所有信件。 11。从一个项目和计划评估，选择和隐私过程的监督 行政角度。 12。网站维护和更新。 13。数据库维护。 14。确定共同领导者的其他资金来源。 15.协助准备和处理赠款申请，药品合同和临床试验 协议。 16.担任委员会的主管成员。