Administrative Core

行政核心

• 批准号: 8322842
• 负责人: RAYMOND N. DUBOIS
• 金额: $ 22.95万
• 依托单位: UNIVERSITY OF TX MD ANDERSON CAN CTR
• 依托单位国家: 美国
• 财政年份: 2011
• 资助国家: 美国
• 起止时间: 2011-09-01 至 2013-08-30
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/8322842
• 关键词: Achievement; Administrator; Advertisements; Agreement; Applications Grants; Awareness; Budgets; Businesses; Charge; Clinical; Clinical Trials; Collaborations; Communication; Contracts; 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; Lead; Leadership; Link; Literature; Maintenance; Malignant Neoplasms; Measures; Medical; Minority; Mission; Monitor; Newsletter; Occupational activity of managing finances; Outcome; Pamphlets; Pharmacologic Substance; Population; Press Releases; Problem Solving; Process; Production; Productivity; Program Evaluation; Progress Reports; Protocols documentation; Recruitment Activity; Regulation; Reporting; Research; Research Personnel; Resources; Rewards; Schedule; Series; Services; Solid; Strategic Planning; Sushi Domain; Teleconferences; Travel; Trust; United States National Institutes of Health; University of Texas M D Anderson Cancer Center; Update; Videoconferences; Videoconferencing; Vision; Work; anticancer research; cancer health disparity; community organizations; design; lectures; meetings; member; operation; programs; success; symposium; web site

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。哈里·吉布斯 (Harry Gibbs) 和 [加布里埃尔·洛佩兹-贝雷斯坦 (Gabriel Lopez-Berestein)] 将担任行政核心的联合领导人 MDACC 以及 UPRCCC 的 Reynold Lopez-Enriquez 博士。他们将负责[日常 所有伙伴关系活动以及优先规划和决策过程的方向]。 [博士。杜布瓦 Frontera 作为领导/联络 Pis，将负责整体管理、实施和 通过行政核心协调所有伙伴关系活动。] 由于 MDACC 重视其消除少数群体癌症健康差异的承诺，因此 必须指出 MDACC 行政管理整体管理的战略布局 机构多元化办公室 (OID) 的核心成员，由 Harry Gibb 博士负责领导。 [博士。吉布斯 过去 5 年一直担任行政核心的联合领导者。作为机构副总裁 MDACC 的多样性，他直接向 Drs 汇报。杜波依斯和门德尔松。他的持续参与进一步 增强 MDACC 迅速响应伙伴关系活动所产生的多元化举措的能力 吉布博士的办公室负责： ¿ 制定和实施战略/计划，以加强 MDACC 招募和留住人才的努力 多元化的劳动力， ¿ 衡量多元化举措的成功， ¿ 赞助劳动力研讨会和系列讲座，以营造 MDACC 的包容性环境 所有劳动力成员都有平等的成功机会， ¿ 将多元化战略与其他变革举措相结合，以及 ¿ 将多样性与机构的业务和战略计划联系起来。] 行政核心运作 [虽然行政核心在 MDACC 和 UPRCCC 设有办公室，但其职能是一个办公室。] 行政核心负责伙伴关系的全面管理、实施和协调 活动。尽管 MDACC 和 UPRCCC 之间相距大约 2000 英里，但行政部门 Cores 已经无缝运行，并将在未来五年内继续如此。为确保 对行政核心的严格监督，PIS 会见了行政核心联合领导人并 项目主管确定过去五年中最有效的方法。此外，Pi 和 联合董事因参加会议而与其他受资助的 U54 管理人员保持定期联系 MI/CCP 年会并受邀参加其他 U54 合作伙伴会议。 行政核心的使命是成为提供优质客户服务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 是伙伴关系成功不可或缺的一部分。它被设计为支持核心，为日常工作提供帮助 除了（与PIS）制定短期和长期计划外， 伙伴关系倡议的成功实现。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、时事通讯）以及 与伙伴关系相关的文件（电子表格、提案、进度报告和其他请求）。] [我们的愿景是寻找、培养和支持与目标受众的合作关系，以进一步 MDACC 和 UPRCCC 制定更强有力的癌症计划的合作倡议旨在 了解西班牙裔人口中癌症差异显着的原因。 原则 - 通过我们的行动，我们： ¿ 对我们提出的需求和要求很敏感。 ¿ 尊重不同的沟通需求并据此进行。 ¿ 促进和奖励团队合作和包容性。 ¿ 让我们自己和彼此对优质的客户服务负责。 ¿ 创造一个有利于信任、协作和生产力的环境。 ¿ 及时发现问题并解决 目的 - 由于开放、持续的沟通对于取得成功成果的合作伙伴关系至关重要，因此 管理核心的沟通计划旨在： ¿ 提供一个框架来规划和记录内部和外部的信息交换 在合伙企业之外， ¿ 提高双方机构合作伙伴关系的知名度并增加曝光度， ¿ 培养积极的媒体报道， ¿ 沟通合作伙伴倡议， ¿ 提高特定目标群体（例如受训人员、潜在人员）的意识和参与度 合作者、未来的教师招聘和社区组织） ¿ 获得高层领导、合作伙伴委员会、NIH 官员、政府、 ¿ 在这两个机构担任变革推动者， ¿ 促进合作伙伴关系内持续的双向沟通​​， ¿ 树立伙伴关系的整体形象，推进其议程，并影响两个机构的官员。] 目的和目标 - 作为伙伴关系的主要行政办公室，行政核心的 目标是： ¿ 促进两个机构受资助的研究人员之间的互动 ¿ 协调和安排预定的会议、研讨会和务虚会 ¿ 充当机构官员之间伙伴关系的联络人 ¿ 管理合作伙伴的总体预算 [(财政监督}] ¿ 促进内部和外部委员会的合作伙伴审查 ¿ [根据要求提供秘书、人员和其他资源支持，以实现赠款目标 Pis 以及所有受资助的调查人员。] 合作伙伴职责 - 行政核心将继续负责： 1. 三个监督委员会（EC、IAC 和 PSC）与行政部门之间的及时沟通 根据需要提供支持。 2. 项目、项目群和核心联合领导之间的及时沟通以及行政支持 需要。 3.机构传播办公室与当地媒体的及时沟通。 4. 协调所有伙伴关系会议（视频会议、电话会议、讲习班、研讨会、 商务会议等），包括旅行安排 5. 为所有伙伴关系会议（讲习班、研讨会、会议等）提供支持服务，包括议程、 广告、会议记录、讲义等 6. 协调教育计划办公室、机构办公室之间的伙伴关系活动 多元化、校长办公室、首席学术官办公室、医务官办公室、 方案研究以及具体的研究和临床部门和部门。 7. 准确记录所有合作伙伴事件和活动。 8. 发展基金的财务管理，包括监测支出的适当性和合理性 遵守机构和政府法规。 9. 制作和分发与合作伙伴关系相关的所有文献和教育材料。 10. 合作伙伴关系与官方机构（例如 NCI）之间的所有信件。 11. 对项目和计划的评估、选择和优先化过程进行监督 行政立场。 12. 网站维护和更新。 13、数据库维护。 14. 确定联合领导人的其他资金来源。 15. 协助准备和处理拨款申请、药品合同和临床试验 协议。 16. 担任委员会当然成员。