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.

行政核心协调方案的财政、科学和行政方面 格兰特项目。尽管戈尔茨坦博士和布朗博士对此负有全面的管理责任 格兰特，他们的管理职责是分开的。戈尔茨坦博士负责预算和人事事务。 布朗博士负责购买设备并监督研究生和博士后 伙计们。 戈尔茨坦博士和布朗博士由他们的财务经理凯·波克拉德尼克女士协助。女士。 Pokladnik由实验室经理Scott Clark协助她的工作。除了他们的行政管理 Pokladnik女士和她的工作人员还负责打字和准备我们所有的 手稿、拨款申请和研究进展报告。尊敬的Jeri Rogers女士和Mary Hestand女士， 分子系行政经理和高级行政助理 遗传学，他们的工资是从系里拿的，而不是从计划项目补助金。不过， 他们可以在休假期间为Pokladnik女士和她的工作人员提供后备支持 休假，和忙碌的工作日。 根据本计划项目29年来的运作经验，我们 我发现，管理本项目财务方面最有效、最经济的方式是 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 医疗中心。这些类别包括薪金、维护和操作、设备和差旅。在……里面 在过去，我们试图维护九个独立的帐户(六个帐户中的每个帐户)都是极其困难的 研究项目，三个核心单位各一个)。1个帐户与9个帐户的优势 她说：首先，一个账户的所有财务记录都可以由一个人保存。 波克拉德尼克。如果我们要管理31到35年的9个帐户，这将需要一个新的 聘用行政助理。其次，我们可以用一个账户批量购买各种物品，这些物品是 用于所有六个研究项目和三个核心(如32P-核苷酸、~3H-甾醇、层析 供应、转染剂(Fugene 6)、手套、微吸管等)，从而大大降低了成本。 第三，通过一个账户，波克拉德尼克可以准备一份每周一次的支出摘要，供波克拉德尼克博士查阅。 戈尔茨坦。事实证明，每周一次的审查对防止以下方面的支出重复非常有帮助 经常购买的物品。 虽然只保留一个正式账户，但资金总体分配给个人 研究项目和核心单位将按照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 有关事宜将由执行委员会处理，如计划简介中所述。 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， 每月按预算类别记录所有支出，并确保只有允许的项目 都被购买了，而且钱花得合适。大学定期进行内部审计， 审查奖助金的支出以及其他事项。我们上一次的部门审核是在 2005年4月，未发现财务违规行为。