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

Department Administrator

Rebecca HunsakerAssistant Director, Research AdministrationCollege of Behavioral and Social SciencesUniversity of Maryland, College Park

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

Bridging the Gap

• Communication• Customer service• Foster relationships

Communication• Email

• Respond to inquiries• Provide answers

• Phone • Answer the phone!• Return calls

• Meetings• Face time• Standing meetings

The single biggest problem in communication is the illusion that it has taken place

George Bernard Shaw

Customer Service• Faculty• New faculty/chair orientation• Searching for funding opportunities• Being available

• Administrators• Regular meetings• Shared drive/public website• Notifications

Foster Relationships

• “Don’t sweat the small stuff!”• Civility• Respect• Compromise

• Communication is key

Central Administration

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

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

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

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

Communication and Troubleshooting

• Next steps• Explain roles and responsibilities• Discuss potential challenges• Be available to troubleshoot unanticipated

problems• Know when to escalate issues

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

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

Executive Office

Mary GlasscockAssistant Vice President & Chief Business OfficerGeorgetown University Medical Center

Leveling the Playing Field

• Strengths and weaknesses• Enhance productivity• Implement change• Tools and techniques

Strengths and Weaknesses

• Identify what they are• Examine the vulnerabilities• Highlight the positives

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

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

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

QuestionsMary Schmiedelschmiedm@georgetown.edu(202) 687-3911

Mary Glasscockmrp8@georgetown.edu(202) 687-0274

Rebecca Hunsakerhunsaker@maryland.edu(301) 405-1695