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Building A Bridge from Central Administration to Departments , Centers and Institutes

Building A Bridge from Central Administration to Departments , Centers and Institutes. Mary E. Schmiedel, JD, CPCM Georgetown University Mary Glasscock Georgetown University Medical Center Rebecca Hunsaker University of Maryland, College Park. Department Administrator.

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Building A Bridge from Central Administration to Departments , Centers and Institutes

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  1. Building A Bridge from Central Administration to Departments, Centers and Institutes Mary E. Schmiedel, JD, CPCMGeorgetown University Mary Glasscock Georgetown University Medical Center Rebecca Hunsaker University of Maryland, College Park

  2. Department Administrator Rebecca HunsakerAssistant Director, Research AdministrationCollege of Behavioral and Social SciencesUniversity of Maryland, College Park

  3. 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

  4. Bridging the Gap Communication Customer service Foster relationships

  5. Communication Email Respond to inquiries Provide answers Phone Answer the phone! Return calls Meetings Face time Standing meetings

  6. The single biggest problem in communication is the illusion that it has taken place George Bernard Shaw

  7. Customer Service Faculty New faculty/chair orientation Searching for funding opportunities Being available Administrators Regular meetings Shared drive/public website Notifications

  8. Foster Relationships “Don’t sweat the small stuff!” Civility Respect Compromise Communication is key

  9. Central Administration Mary Schmiedel, JD, CPCMAssociate Dean for Research Administration and Director, Office of Sponsored ProgramsGeorgetown University

  10. 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

  11. 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

  12. 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

  13. Communication and Troubleshooting Next steps Explain roles and responsibilities Discuss potential challenges Be available to troubleshoot unanticipated problems Know when to escalate issues

  14. 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

  15. 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

  16. Executive Office Mary GlasscockAssistant Vice President & Chief Business OfficerGeorgetown University Medical Center

  17. Leveling the Playing Field Strengths and weaknesses Enhance productivity Implement change Tools and techniques

  18. Strengths and Weaknesses Identify what they are Examine the vulnerabilities Highlight the positives

  19. Enhance Productivity Empower the staff Provide the needed resources Communicate the goal(s) Gain acceptance Set clear expectations Reward success Evaluate (short term)

  20. 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

  21. 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

  22. Questions Mary Schmiedelschmiedm@georgetown.edu(202) 687-3911 Mary Glasscockmrp8@georgetown.edu(202) 687-0274 Rebecca Hunsakerhunsaker@maryland.edu(301) 405-1695

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