Administrative Core

项目摘要：行政核心 所有三个合作机构，莫尔豪斯医学院(MSM)，塔斯基吉大学(TU)和UAB 奥尼尔综合癌症中心(UAB OCCC)已经建立了管理核心。作为该计划的一部分 目前正在运行的U54，三个机构中的每一个都建立了高效的行政基础设施。这个核心的 主要目标是协调、沟通、预算监督和相关的文书职能 与这项拨款申请中提出的整体研究计划。合作伙伴关系有四个核心 (行政、外联、规划和评价以及研究教育)、研究项目(两个完整的 项目)和两个共享资源(生物伦理和生物统计学/生物信息学)。这个 合伙行政核心，负责全合伙的行政管理 活动由特定机构执行委员会(ECs)、伙伴关系领导层 委员会(PLC)、内部咨询委员会(IAC)和计划指导委员会(PSC)。这个 ECS，由所有机构特定的首席调查员(PI)(联系人-PI、MPI和所有机构的联合领导人 核心和共享资源)，每月开会一次，负责每个 机构。一如以往，由三个院校的私人投资总监和联席首长组成的临立会，将会有一个 每月召开电话会议，负责内部规划、执行和评估 伙伴关系活动。IAC由六名领导人(每个合作机构两名)组成，每年审查两次 去年，伙伴关系取得了进展，作出了决定，并为整个伙伴关系提供了指导。PSC，由五个人组成 外部成员，他们的专业知识涵盖拟议研究计划的所有领域，以及一名NCI-官员AS 作为外部审查机构的当然成员，该机构每年评价 伙伴关系的进展，并提供指导。此外，与规划和评估核心一起，一个科学的 由所有私人投资主任和一名科学编辑组成的审查委员会将征集试点项目，并在第四年和 资金周期的5%，并将其分配给外部审查员，以评估其科学价值，并在之后为其提供资金 获得PSC的批准。这三个机构的私人投资总监的专业知识是相辅相成的。 这些领导人中的大多数人在一起工作了10年以上，卓有成效。与.一起 各机构的行政/财务干事，方案管理人员通过以下方式协助伙伴关系 提供日常行政支助、协调、编写年度进展报告，以及 完成伙伴关系职能所需的后勤服务。此外，所有机构的总裁和私人投资经理 三个机构将继续每年举行联合视频会议，讨论伙伴关系的进展情况 并重申继续致力于加强、整合和扩大伙伴关系活动。

PROJECT SUMMARY: ADMINISTRATIVE CORE All three Partnering institutions, Morehouse School of Medicine (MSM), Tuskegee University (TU), and the UAB O’Neal Comprehensive Cancer Center (UAB OCCC), have established Administrative Cores. As part of the currently active U54, efficient administrative infrastructure is in place at each of the three institutions. This core's primary objectives are for coordination, communication, budgetary oversight, and clerical functions associated with the overall research program proposed in this grant application. The Partnership has four Cores (Administrative, Outreach, Planning and Evaluation, and Research Education), Research Projects (two Full Projects and a Pilot Project), and two Shared Resources (Bioethics and Biostatistics/Bioinformatics). The Partnership Administrative Core, which is responsible for administrative management of Partnership-wide activities, is comprised of the institution-specific Executive Committees (ECs), the Partnership Leadership Committee (PLC), the Internal Advisory Committee (IAC), and the Program Steering Committee (PSC). The ECs, consisting of all institution-specific Principal Investigators (PIs) (contact-PI, MPIs, and Co-Leaders of all cores and shared resources), meet once a month and are responsible for the day-to-day oversight at each institution. The PLC, consisting of the PIs and co-leaders of all three institutions, as in the past, will have a monthly teleconference and will be responsible for internal planning, execution, and assessment of the Partnership activities. The IAC, consisting of six leaders (two from each Partnering institution), reviews, twice a year, the Partnership’s progress and decisions and guides the overall Partnership. The PSC, consisting of five external members, whose expertise covers all areas of the proposed research programs, and an NCI-official as an ex-officio member, functions as the external review body, which annually evaluates all components of the Partnership’s progress and provides guidance. Further, together with Planning and Evaluation Core, a Scientific Review Committee, consisting of all PIs and a science editor, will solicit pilot projects to be funded in years 4 and 5 of the funding cycle and assigns them to external reviewers to assess their scientific merit and funds them after obtaining approvals from PSC. The expertise of the PIs of all three institutions is complementary to each other, and most of these leaders have been productively working together for more than 10 years. Together with Administrative/Finance Officers of the respective institutions, the Program Managers aid the Partnership by providing day-to-day administrative support, coordination, preparation of the annual progress reports, and logistical services needed to accomplish the Partnership functions. Additionally, the Presidents and PIs of all three institutions will continue to conduct yearly joint video conferences to discuss progress of the Partnership and to reaffirm their continued commitment to strengthen, integrate, and expand Partnership activities.