Administrative Core

行政核心

• 批准号: 7217723
• 负责人: JOSEPH L GOLDSTEIN
• 金额: $ 35.95万
• 依托单位: UT SOUTHWESTERN MEDICAL CENTER
• 依托单位国家: 美国
• 财政年份: 2007
• 资助国家: 美国
• 起止时间: 2007-07-01 至 2012-06-30
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/7217723
• 关键词: Accounting; Applications Grants; Back; Budgets; Categories; Charge; Chromatography; Equipment; Expenditure; FuGene; Funding; Grant; Human Resources; Individual; Laboratories; Maintenance; Manuscripts; Medical center; Molecular Genetics; Nucleotides; Operative Surgical Procedures; Persons; Postdoctoral Fellow; Preparation; Program Research Project Grants; Progress Reports; Reagent; Records; Research; Research Project Grants; Sick Leave; Sterols; Students; Supervision; Texas; Transfection; Travel; Universities; Wages; Work; base; cost; day; experience; prevent; programs

The Administrative Core coordinates the fiscal, scientific, and administrative aspects of the Program Project Grant. Although Drs. Goldstein and Brown share the overall administrative responsibility for this grant, their administrative duties are divided. Dr. Goldstein is in charge of budgetary and personnel matters. Dr. Brown is in charge of purchasing equipment and supervision of graduate students and postdoctoral fellows. Drs. Goldstein and Brown are assisted by their Financial Affairs Manager, Ms. Kay Pokladnik. Ms. Pokladnik is assisted in her duties by a Laboratory Manager, Scott Clark. In addition to their administrative responsibilities, Ms. Pokladnik and her staff are also responsible for the typing and preparation of all our manuscripts, grant applications, and research progress reports. Ms. Jeri Rogers and Ms. Mary Hestand, Administrative Manager and Senior Administrative Associate, respectively, for the Department of Molecular Genetics, draw their salaries from the Department, and not from the Program Project Grant. Nevertheless, they are available to provide back-up support to Ms. Pokladnik and her staff during vacation periods, sick leave, and busy work days. On the basis of experience gained during the past 29 years of operation of this Program Project, we have found that the most efficient and inexpensive way to administer the financial aspects of this Project is to maintain one formal account that is divided into the categories used by the University of Texas Southwestern Medical Center. These categories consist of salaries, maintenance and operation, equipment, and travel. In the past we have had extreme difficulty in trying to maintain nine separate accounts (one for each of the six Research Projects and one for each of the three Core Units). The advantages of one account versus nine accounts are several-fold: First, with one account all financial records can be kept by one person, Ms. Pokladnik. If we were to administer nine accounts for Years 31 to 35, this would require that a new Administrative Assistant be hired. Second, with one account we can purchase in bulk various items that are used in all six Research Projects and in the three Cores (such as 32P-nucleotides, 3H-sterols, chromatography supplies, transfection reagents (Fugene 6), gloves, micropipettes, etc.), and thus reduce costs considerably. Third, with one account Ms. Pokladnik can prepare a weekly summary of expenditures for review by Dr. Goldstein. This weekly review has proved extremely helpful in preventing duplications in expenditures for frequently purchased items. Although only one formal account will be kept, the overall allocation of funds to the individual Research Projects and Core Units will be made along the budgetary lines suggested by the NHLBI Council. Should a reallocation of funds between Research Projects or Core Laboratories become necessary, this matter will be handled by the Executive Committee as discussed in the PROGRAM INTRODUCTION. The University of Texas Southwestern Medical Center at Dallas maintains an accounting office that keeps a monthly record of all expenditures by budget category and makes certain that only allowable items are purchased and that monies are spent appropriately. The University conducts periodic internal audits that examine expenditures of grant funds as well as other matters. Our last Departmental audit was conducted in April, 2005, and no financial irregularities were found.

行政核心协调该计划的财政、科学和行政方面 格兰特计划尽管戈尔茨坦博士和布朗博士共同承担这方面的总体管理责任， 他们的行政职责是分开的。戈尔茨坦博士负责预算和人事事务。 博士布朗负责购买设备和监督研究生和博士后 伙计们 Drs. Goldstein和Brown由他们的财务经理Kay Pokladnik女士协助。女士 Pokladnik在实验室经理Scott Clark的协助下履行职责。除了行政 Pokladnik女士和她的工作人员还负责打字和编写我们所有的文件。 手稿、资助申请和研究进展报告。杰里·罗杰斯女士和玛丽·赫斯坦德女士， 分别担任分子生物学系行政经理和高级行政助理 遗传学，从系里拿工资，而不是从项目补助金里拿。然而，尽管如此， 他们可以在休假期间为Pokladnik女士及其工作人员提供后备支持，生病， 离开，和忙碌工作日。 根据本项目过去29年的运作经验，我们 我发现，管理本项目财务方面的最有效和最廉价的方法是 维护一个正式帐户，该帐户分为德克萨斯大学西南分校使用的类别 医学中心这些类别包括薪金、维修和操作、设备和旅行。在 过去，我们在试图维持九个独立账户（六个账户中的每一个）时遇到了极大的困难。 研究项目和三个核心单元各一个）。一个账户相对于九个账户的优势 一个账户有几个方面：首先，一个账户的所有财务记录可以由一个人保存， 波克拉德尼克如果我们要管理第31至35年的9个账户，这将需要一个新的 招聘行政助理。其次，通过一个帐户，我们可以批量购买各种物品， 用于所有六个研究项目和三个核心（如32 P-核苷酸，3 H-甾醇，色谱 供应品、转染试剂（Fugene 6）、手套、微量移液管等），从而显著降低成本。 第三，有了一个账户，波克拉德尼克女士可以准备一份每周支出汇总表，供博士审查。 戈德斯坦事实证明，这种每周审查对防止2008 - 2009两年期重复支出极为有用。 经常购买的物品。 虽然只会保留一个正式账户，但资金总体分配到个人 研究项目和核心单位将沿着NHLBI理事会建议的预算项目进行。 如果有必要在研究项目或核心实验室之间重新分配资金， 这件事将由执行委员会处理，如导言中所讨论的那样。 位于达拉斯的德克萨斯大学西南医学中心设有一个会计办公室， 按预算类别每月记录所有支出，并确保仅允许的项目 购买，并确保资金使用得当。大学定期进行内部审计， 审查补助资金的支出等事项。我们上一次的部门审计是在 2005年4月，没有发现财务违规行为。