1/2 Morehouse Sch of Medicine/Tuskegee Univ/University of Alabama Ca Ctr Partnership

1/2 莫尔豪斯医学院/塔斯基吉大学/阿拉巴马大学 Ca Ctr 合作伙伴关系

• 批准号: 10016078
• 负责人: Clayton Yates
• 金额: $ 19.28万
• 依托单位: TUSKEGEE UNIVERSITY
• 依托单位国家: 美国
• 财政年份: 2005
• 资助国家: 美国
• 起止时间: 2005-09-28 至 2021-08-31
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/10016078
• 关键词: Advisory Committees; Alabama; Applications Grants; Area; Bioethics; Bioinformatics; Biometry; Budgets; Communication; Comprehensive Cancer Center; Development; Evaluation Research; Funding; Goals; Grant; Human Resources; Infrastructure; Institution; Joints; Lead; Leadership; Link; Logistics; Maintenance; Minority; Morehouse School of Medicine; Office of Administrative Management; Pilot Projects; Preparation; Principal Investigator; Progress Reports; Publications; Research; Research Personnel; Research Project Grants; Resource Sharing; Review Committee; Rice; Schedule; Science; Services; United States National Institutes of Health; Universities; University of Alabama at Birmingham Cancer Center; Update; Work; cancer health disparity; design; disadvantaged population; education research; experience; meetings; member; outreach; programs; symposium; web site

7. PROJECT SUMMARY/ABSTRACT All three Partnering institutions, Morehouse School of Medicine (MSM), Tuskegee University (TU), and the UAB Comprehensive Cancer Center (UABCCC), have established Administrative Cores. As part of the currently active U54, at each of the three institutions, an efficient administrative infrastructure is in place. The primary objectives of this core 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 & 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) (Lead, Co-PIs, 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 leaders and co-leaders of all three institutions, as in the past, will have a monthly tele-conference 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 provides guidance to the overall Partnership. The PSC, consisting of seven 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, a Scientific Review Committee, consisting of all PIs and a science editor, solicits pilot projects that will be funded in years 4 and 5 of the funding cycle, and assigns to external reviewers to assess their scientific merit and for funding 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 successfully working together for more than 10 years. The Program Managers, together with Administrative/Finance Officers of the respective institutions, 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.

7。项目摘要/摘要 所有三个合作机构，莫尔豪斯医学院（MSM），杜斯基吉大学（TU）和 UAB综合癌症中心（UABCCC）已经建立了行政核心。作为一部分 当前有效的U54，在三个机构中的每个机构中，都有有效的管理基础架构。这 该核心的主要目标是用于协调，沟通，预算监督和文书功能 与本赠款申请中提出的总体研究计划相关。伙伴关系有四个 核心（行政，外展，计划与评估以及研究教育），研究项目（两个 完整的项目和一个试点项目），以及两个共享资源（生物伦理学和生物阶层/生物信息学）。这 合作伙伴行政核心，负责整个合作伙伴关系的行政管理 活动由机构特定的执行委员会（ECS）组成 委员会（PLC），内部咨询委员会（IAC）和计划指导委员会（PSC）。这 EC由所有特定机构的主要研究人员（PIS）组成（PIS） 核心和共享资源）每月一次开会一次，并负责每个人的日常监督 机构。 PLC由所有三个机构的领导人和共同领导人组成，因为过去将有一个 每月的远程会议，并将负责内部计划，执行和评估 伙伴关系活动。 IAC由六位领导人（每个合作机构的两名）组成，评论，两次 一年，伙伴关系的进步和决策，并为整个合作伙伴关系提供指导。 PSC， 由七个外部成员组成，他们的专业知识涵盖了拟议的研究计划的所有领域， 以及作为Ex-Officio成员的NCI官方，充当外部审查机构，该机构每年评估 合伙企业进步的所有组成部分并提供指导。此外，科学审查委员会， 由所有PI和科学编辑组成，Solids Pilot项目将在4年级和5年级资助 资金周期，并分配给外部审阅者，以评估其科学优点和资金后 PSC的批准。所有三个机构的PI的专业知识彼此均已完整，大多数 这些领导人中有十多年的成功合作已成功。计划经理， 与各自机构的行政/财务官员一起，通过提供合作伙伴关系 日常行政支持，协调，年度进度报告的准备和逻辑 完成合作伙伴职能所需的服务。此外，这三个的总统和PI 机构将继续举办年度联合视频会议，以讨论合作伙伴关系的进度和 重申他们继续致力于加强，整合和扩大伙伴关系活动。