Administrative Core

1.行政核心 项目摘要/摘要 我们建议不改变合作协议的NN/LM PSR RML人员配置水平。我们是 组织为主任职位，主任将行使全面治理；副主任，负责 负责日常业务；四名方案协调员；一名办公室协调员。随着NN/LM的到来 DOCLINE协调办公室(NDCO)在合作协议中，该领域的人员配备工作将是 已重定向至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招募网络新成员的进程 民盟的各项工作活动，特别是涉及外展和教育服务的活动。 招聘举措将建立在我们参加NN/LM工作队期间所做的努力的基础上 在2011-2016 RML合同期内召开，特别是社区学院外联任务 部队和K-12外联工作队。 沟通对我们的网络成员至关重要，我们已经开发了一套全面的 传播工具，以满足各种受众的需求。很大程度上仍然依赖于传统的 电子邮件和电话机制，但随着越来越多的新网络成员加入该领域，社交 媒体变得越来越受欢迎。我们在上一年建立了Facebook和Twitter 几年，在未来几年，我们将探索其他可能适合于 领养。我们认识到，在某些情况下，机构防火墙或其他封锁阻止了 阻止网络成员使用这些工具。 我们将在NN/LM灾害准备倡议(前身为紧急行动)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。我们将进行 为网络成员举办培训课程，并推广来自NLM、医疗中心的灾难信息资源 图书馆协会和其他适当的组织。我们一直保持着 监测该区域的灾害，并确定可能需要援助的网络成员 这场灾难的结果。野火和热带太平洋风暴通常是最具破坏性的事件 地区。 我们还将与NN/LM大中西部地区保持我们的伙伴关系，我们最近 建立了后备人员，以便在发生灾难时管理其网站。此外，如果发生全国性的 为了应对影响NLM的灾难，我们制定了应急计划，以便在需要时提供援助。

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.