Administrative Core

介绍 第6节详细描述了行政核心的任务、执行这些任务的计划以及衡量标准 用于评估实施计划的成功。还描述了成员资格要求， （一）对公司章程的修改;（二）公司章程的修改; 地点，包括研究者成员的变化，用焦点小组取代研究核心，以及 设施核心变更，详见第7节（第667页）。详细 职业发展计划的实施将在第4节（第624页）中讨论。报告 试点项目计划和计划中制定的变更说明详见第8节，第页 754.终止CEG的外联部分如下所述。 环境遗传学中心的首要目标是改善人类健康 通过将基础、遗传、临床和流行病学研究纳入临床实践， 和公共卫生倡议。因此，实现这些目标是联合国的首要目标。 行政核心，它将有效地管理中心，以便实现这些目标，创造一个 对图1有影响的居民区和设施 行政核心将不仅通过监督组织、预算编制和 报告方面的赠款，而且，最重要的是，通过提供领导， 整个中心的科学和方案活动。 主任（Ho）、副主任（Puga）和助理主任（Lanphear和Nebert）负责 全面协调和监督中心的活动。他们提供科学领导和财政支持。 管理中心。 为了履行这些职责，他们得到内部咨询委员会的协助， 焦点小组点调查员（见下图3），设施核心负责人（图1带 *），选择CEG 成员，以及其他大学教师或工作人员谁提供与大学内的联盟计划的链接。的 国际咨询委员会的董事和选定的成员组成一个小组委员会，该小组委员会将被称为执行委员会。 以马克思委员会每月举行会议，并将协助董事监督 日常生活中的日常生活。通过加入精英理事会， UC/CCHMC专家，由UC/CCHMC研究和行政专家组成的杰出小组 （主教，布罗德里克，Khurana-Hershey和Stambrook）和外部咨询委员会（EAC）， 由一群杰出的非UC科学家组成，他们提供强有力的咨询作用， 在人类遗传学和环境卫生方面的经验，以及在管理大型 多学科方案。项目经理协助中心的日常管理， 财务监控、报告、组织小组会议、记录保存以及组织和规划 中心活动、讲习班和专题讨论会。项目经理由兼职人员协助（30%的工作量） 补助金管理员（也称为财务管理员），负责监督所有与补助金相关的财务和 与大学内外的中心活动有关的合规问题。项目经理在 负责每半年出版一次CEG的界面通讯，并定期更新CEG 网站内容，在副主任，博士监督。丹尼尔内伯特。 核心为格雷斯博士领导的职业发展计划提供行政支持 LeMasters和丹尼尔吴（见第4节，第624页）和试点项目计划（PPP），由 PPP副主任丹尼尔内伯特博士和综合健康副主任，博士。 布鲁斯·兰菲尔。在本次重新提交中，提出了三个设施和服务（F&S）核心， 他们都将向行政核心报告并接受其评估， 执行委员会、IAC精英理事会和EAC的正式意见和建议， 在不同的频率下（下面详细描述）。三个F&S核心是集成技术支持 核心（ITS，第7.1节，第667页）、综合卫生服务核心（第7.1节，第694页）和 生物信息学核心（第7.3节，第721页）。中心研究得到F&A核心和PPP的支持 奖励，以及由行政核心组织的培训和教育增强计划。 职业发展是CEG的一个高度优先事项，将由经验丰富的CEG调查人员领导， 预算，但从行政核心的支持。PPP发挥的关键作用，是促进高 获得高奖励项目，并使奖励机制与CEG任务保持一致，有单独的预算， 领导监督，但也将得到行政核心的支持。

Introduction Section 6 describes in detail the tasks of the Administrative Core, the plan to carry out these tasks, and metrics used to evaluate the success of the implemented plans. Also described are membership requirements and procedures for the addition or removal of a member, changes in the structure of the CEG that have taken place, including changes in investigator membership, replacement of Research Cores with Focus Groups, and changes in Facilities Cores, which are more specifically detailed in Section 7 (page 667). Detailed implementation of the Career Development Program will be discussed in Section 4 (page 624). Report of the Pilot Projects Program and description of changes instituted in the program are detailed in Section 8, page 754. Discontinuation of the Outreach portion of the CEG is described below. The overarching objectives of the Center for Environmental Genetics are to improve human health through the integration of basic, genetic, clinical and epidemiological research into clinical practice and public health initiatives. Implementation of these objectives thus constitutes the primary objective of the Administrative Core, which will effectively manage the Center so that these goals can be achieved, creating a neighborhood of residents and facilities that will have an impact on Fig. 1 The Administrative Core will do this not only by overseeing the organizational, budgeting and reporting aspects of the grant, but also, and most importantly, by providing the leadership for the scientific and programmatic activities of the Center as a whole. The Director (Ho), Deputy Director (Puga) and Associate Directors (Lanphear and Nebert) have the responsibility for overall coordination and oversight of Center activities. They provide both scientific leadership and fiscal management for the Center. To carry out these responsibilities,they are assisted by the Internal Advisory Committee (IAC) composed of Focus Group Point Investigators (see Fig. 3 below), Facilities Cores Heads (Fig 1 with *), chosen CEG members, and other University faculty or staff who provide links with allied programs within the University. The Directors and chosen members of the IAC comprise a subcommittee which will be referred as the Executive Committee. It meets on a monthly basis and will assist the directors to oversee the day to day running of the CEG. The advise base is broaden by the inclusion of a Elite Council of UC/CCHMC Experts, comprised of a distinguished panel of UC/CCHMC research and administrative experts (Bishop, Broderick, Khurana-Hershey, and Stambrook), and an External Advisory Committee (EAC), made-up of a distinguished group of outstanding non-UC scientists who provide a strong advisory role focused on human genetics and environmental health as well as substantial experience in administration of large multidisciplinary programs. The Program Manager assists with the day-to-day management of the Center, fiscal monitoring, reporting, organization of group meetings, record keeping, and organization and planning Center activities, workshops and symposia. The Program Manager is assisted by a part-time (30% effort) Grant Administrator (also referred to as Financial Administrator) who oversees all grant related fiscal and compliance issues related to Center activities within and outside the University. The Program Manager is in charge of the semi-annual production of the CEG's Interface newsletter and the routine update of the CEG Website content, under the oversight of the Associate Director, Dr. Daniel Nebert. The Core provides administrative support for the Career Development Program (CDP) headed by Drs. Grace LeMasters and Daniel Woo (see Section 4, page 624) and the Pilot Project Program (PPP) coordinated by the Associate Director of the PPP, Dr. Daniel Nebert, and the Associate Director of Integrative Health, Dr. Bruce Lanphear. Three Facilities and Services (F&S) Cores have been proposed in this resubmission and they all report back to and will be evaluated on performance by the Administrative Core, with informal and formal input and advice from the Executive Committee, the Elite Council of the IAC and the EAC, which meet at different frequencies (detailed below) . The three F&S Cores are the Integrative Technologies Support Core (ITS, Section 7.1, page 667), the Integrative Health Services Core (Section 7.1, page 694) and the Bioinformatics Core (Section 7.3, page 721). Center research is supported by the F&A cores and the PPP awards, as well as training and educational enhancement programs organized by the Administrative Core. Career development, a high priority of the CEG, will be led by seasoned CEG investigators, with a separate budget but support from the Administrative Core. The key role played by the PPP, which is to promote high gain-high reward projects and align award mechanisms to CEG missions, has a separate budget and leadership oversight, but will also be supported by the Administrative Core.