Building A Bridge from Central Administration to Departments , Centers and Institutes
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Transcript of Building A Bridge from Central Administration to Departments , Centers and Institutes
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Building A Bridge from Central
Administration to Departments, Centers and Institutes
Mary E. Schmiedel, JD, CPCMGeorgetown University
Mary GlasscockGeorgetown University Medical Center
Rebecca HunsakerUniversity of Maryland, College Park
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Department Administrator
Rebecca HunsakerAssistant Director, Research AdministrationCollege of Behavioral and Social SciencesUniversity of Maryland, College Park
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Working Together
• Faculty/Staff• Proposal preparation• Award monitoring (expenditures, subawards, transfers)• Reconciliation/closeout
• Office of Sponsored Research• Proposal submission• New award set up• Proposal and award revisions
• Sponsored Accounting Office• Compliance• Reconciliations• Financial status reporting
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Bridging the Gap
• Communication• Customer service• Foster relationships
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Communication• Email
• Respond to inquiries• Provide answers
• Phone • Answer the phone!• Return calls
• Meetings• Face time• Standing meetings
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The single biggest problem in communication is the illusion that it has taken place
George Bernard Shaw
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Customer Service• Faculty• New faculty/chair orientation• Searching for funding opportunities• Being available
• Administrators• Regular meetings• Shared drive/public website• Notifications
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Foster Relationships
• “Don’t sweat the small stuff!”• Civility• Respect• Compromise
• Communication is key
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Central Administration
Mary Schmiedel, JD, CPCMAssociate Dean for Research Administration and Director, Office of Sponsored ProgramsGeorgetown University
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A Perspective from the Middle• Understand the big picture• What is the department’s mission• What is central administration’s mission
• Communicate to get the job done• Keep the department in the loop
• Framework for success• Culture of cooperation
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Foster A Team Approach• Communicate throughout the proposal process• Form the team
• Proactively determine who will be submitting• Engage those individuals who are preparing the proposal• Empower the individuals
• Set timelines together and assign tasks• Recognize skill sets and plan back-up support
• Determine how best to communicate
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Foster a Team Approach
• Reconvene the team at the award stage• Identify next steps• Acknowledge and manage the hurdles
• Make them want to work with you• Listen to their questions• Respond with clear and concise answers
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Communication and Troubleshooting
• Next steps• Explain roles and responsibilities• Discuss potential challenges• Be available to troubleshoot unanticipated
problems• Know when to escalate issues
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Being in the Middle is a Strength
• Serve as the department’s advocate while balancing the University’s interests
• Intervene in disputes regarding roles and responsibilities• Empower staff actions regarding their portfolios• Identify department staff who would benefit from additional
training• Identify other University stakeholders that can assist when issues
arise
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Framework for Success• Make information easily accessible
• Websites• Templates and sample text• FAQs
• Electronic tracking systems• Proposal routing• Post award contracts
• Training• Central administration staff• Department staff
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Executive Office
Mary GlasscockAssistant Vice President & Chief Business OfficerGeorgetown University Medical Center
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Leveling the Playing Field
• Strengths and weaknesses• Enhance productivity• Implement change• Tools and techniques
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Strengths and Weaknesses
• Identify what they are• Examine the vulnerabilities• Highlight the positives
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Enhance Productivity• Empower the staff• Provide the needed resources• Communicate the goal(s)• Gain acceptance• Set clear expectations• Reward success• Evaluate (short term)
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Implementing Change• Open the lines of communication
• Encourage contact early and often• Open door policy (with contingencies)• Notifications
• Do your homework• Identify best practices• Survey your options
• Establish a plan and stick with it• Allow for adjustments• Plan for unforeseen events
• Provide support during and after transition
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Tools and Techniques• Build trust
• Transparency• Accountability• Efficiency
• Set a deadline• Must be realistic• Must serve a purpose
• Immediate goal • Short term goal• Long term goal
• Must have buy-in from stakeholders• Training and education
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QuestionsMary [email protected](202) 687-3911
Mary [email protected](202) 687-0274
Rebecca [email protected](301) 405-1695