Administrative Core

1.行政核心 项目总结/摘要 我们建议不对合作协议的NN/LM PSR RML人员配置水平进行变更。我们 组织成主任职位，负责全面管理;副主任，负责 负责日常运作;四名项目协调员;一名办公室协调员。随着NN/LM的出现， 根据合作协议中的DOCLINE协调办公室（NDCO），该领域的人员配置工作将 重定向到应急准备活动和网络成员服务的其他方面。 所有工作人员将继续参加正在进行的征聘网络新成员的工作， 课程的各种RML工作活动，特别是那些涉及推广和教育服务。 招聘活动将建立在我们参与NN/LM工作队期间所做的努力之上 在2011-2016年RML合同期间召开，特别是社区学院外展任务 和K-12外展工作队。 沟通对我们的网络成员至关重要，我们已经制定了一套全面的 沟通工具，以满足各种受众的需求。在很大程度上仍然依赖于传统的 电子邮件和电话的机制，但随着越来越多的新网络成员加入该领域，社会 媒体越来越受欢迎。我们在去年建立了Facebook和Twitter 在未来几年，我们将探索其他可能适合的社交媒体平台， 领养我们认识到，在某些情况下，体制防火墙或其他障碍阻碍了 网络成员使用这些工具。 我们将在NN/LM灾难准备倡议（前身为紧急情况）奠定的基础上再接再厉， 准备和反应倡议，由弗吉尼亚大学的丹威尔逊领导。我们会进行 为网络成员举办培训班，并推广来自NLM、医疗 图书馆协会和其他适当的组织。我们一直保持着 监测该地区的灾害，并确定可能需要援助的网络成员， 灾难的结果。野火和热带太平洋风暴通常是最具破坏性的事件， 地区 我们还将保持与NN/LM大中西部地区的“伙伴”关系，我们最近 设立后备人员，以便在发生灾难时管理其网站。此外，如果国家 在影响NLM的灾难中，我们制定了应急计划，以提供所需的援助。

1. Administrative Core Project Summary/Abstract We propose no change to the NN/LM PSR RML staffing level for the Cooperative Agreement. We are organized into the positions of Director, who will exercise overall governance; Associate Director, responsible for day-to-day operations; four program coordinators; and one office coordinator. With the advent of the NN/LM DOCLINE Coordination Office (NDCO) in the Cooperative Agreement, staffing efforts in that area will be redirected to emergency preparedness activities and other aspects of Network member services. All staff members will continue to participate in the ongoing process of recruiting new Network members in the course of various RML work activities, particularly those involving outreach and educational services. Recruitment initiatives will build on efforts established during our participation in the NN/LM Task Forces convened during the 2011-2016 RML contract period, particularly the Community College Outreach Task Force and the K-12 Outreach Task Force. Communication is vitally important to our Network members, and we have developed a well-rounded set of communication tools to meet the needs of a variety of audiences. Much reliance is still placed on the traditional mechanisms of email and telephone, but as increasing numbers of new Network members join the field, social media are becoming increasingly popular. We established Facebook and Twitter presences during the last several years, and in coming years we will explore other social media platforms that may be appropriate to adopt. We are cognizant of the fact that in some cases institutional firewalls or other blockages prevent Network members from utilizing these tools. We will build on the groundwork laid by the NN/LM Disaster Ready Initiative, formerly the Emergency Preparedness & Response Initiative, headed by Dan Wilson at the University of Virginia. We will conduct training sessions for Network members, and promote disaster information resources from NLM, the Medical Library Association, and other organizations as appropriate. We have always maintained a history of monitoring disasters in the Region, and determining Network members who may be in need of assistance as a result of the disaster. Wildfires and tropical Pacific storms are generally the most disruptive events in the Region. We will also maintain our “buddy” relationship with the NN/LM Greater Midwest Region, and we recently established back-up personnel to manage their web site in case of disaster. In addition, in the event of national disaster affecting NLM, we have developed contingency plans for providing assistance as needed.