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

7.项目摘要/摘要 所有三个合作机构，莫尔豪斯医学院(MSM)，塔斯基吉大学(TU)和 UAB综合癌症中心(UABCCC)，已经建立了管理核心。作为该计划的一部分 目前正在运行的U54，在这三个机构中的每一个都有一个有效的行政基础设施。这个 这个核心的主要目标是协调、沟通、预算监督和文书职能 与这项拨款申请中提出的整体研究计划有关。合作伙伴关系有四个 核心(行政、外联、规划和评价以及研究教育)、研究项目(两个 两个共享资源(生物伦理学和生物统计学/生物信息学)。这个 合伙行政核心，负责全合伙的行政管理 活动由特定机构执行委员会(ECs)、伙伴关系领导层 委员会(PLC)、内部咨询委员会(IAC)和计划指导委员会(PSC)。这个 ECS，由所有机构特定的首席调查员(首席调查员、联合调查员和所有机构的联合负责人)组成 核心和共享资源)每月开会一次，负责每个 机构。与过去一样，由这三个机构的领导人和联合领导人组成的临立会将有一个 每月举行电话会议，负责内部规划、执行和评估 伙伴关系活动。IAC由六名领导人(每个合作机构两名)组成，每年审查两次 去年，该伙伴关系的进展和决定，并为整个伙伴关系提供指导。PSC， 由七名外部成员组成，他们的专业知识涵盖拟议研究方案的所有领域， NCI官员作为当然成员，其职能是外部审查机构，该机构每年进行评估 这是伙伴关系进展的所有组成部分，并提供指导。此外，还有一个科学审查委员会， 由所有个人投资和一名科学编辑组成，征集试点项目，这些项目将在#年第4年和第5年获得资助 资金周期，并指派外部审查员评估其科学价值并在获得资金后获得资金 来自PSC的批准。这三个机构的私人投资总监的专业知识是相辅相成的，而大部分 其中，这些领导人已经成功地合作了10多年。项目经理， 与各机构的行政/财务干事一起，通过提供 日常行政支助、协调、编写年度进展报告和后勤 完成伙伴关系职能所需的服务。此外，这三家公司的总裁和私人投资经理 各机构将继续每年举行联合视频会议，讨论伙伴关系的进展情况，并 重申继续致力于加强、整合和扩大伙伴关系活动。

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.