coordinated research project meaning

• Clinical Research Coordinator Roles and Responsibilities

Position Role Sponsored Program Administration Financial Management Effort Reporting Conflicts of Interest Human Research Participant Protection Environmental Health and Safety Human Gene Transfer Export Controls

Position Role

The Clinical Research Coordinator (CRC) is a specialized research professional working with and under the direction of the clinical Principal Investigator (PI). While the Principal Investigator is primarily responsible for the overall design, conduct, and management of the clinical trial, the CRC supports, facilitates and coordinates the daily clinical trial activities and plays a critical role in the conduct of the study. By performing these duties, the CRC works with the PI, department, sponsor, and institution to support and provide guidance on the administration of the compliance, financial, personnel and other related aspects of the clinical study.

The clinical research coordinator reports primarily to the Principal Investigator with associated responsibilities to the department head, division administrator or program administrator.

Sponsored Program Administration

General administrative.

• Coordinates with Principal Investigator and school, department, and central administration to help ensure that clinical research and related activities are performed in accordance with federal regulations and university and sponsoring agency policies and procedures.
• Assists the PI in development of materials and tools necessary to appropriately train individuals involved in the conduct of the study around issues related to (but not limited to)  protocol requirements, schedule of visits, execution of research plan. Maintains documentation of training.
• Assists Principal Investigator to assure that all key personnel or persons ‘engaged’ in the research project have met training requirements in accordance with federal regulations and university and sponsoring agency policies and procedures.
• Cooperates with university compliance and monitoring efforts related to sponsored program administration and reports instances of noncompliance to the appropriate compliance office. Coordinates and facilitates monitoring and auditing visits. Notifies appropriate institutional officials of external audits by FDA and sponsors.
• Collaborates with PI and institution to respond to any audit findings and implement approved recommendations.
• Cooperates with university and sponsoring agency compliance and monitoring efforts related to human research participant protection and reports instances of noncompliance to the appropriate compliance office.

Preparation of Scientific Proposal

• Assists the PI in study feasibility assessments as requested.

Proposal Budget

• Collaborates with the PI and department to prepare a categorized budget and justification. Confirms accuracy and completeness of budgeted costs.

Protocol Preparation & Review

• Reviews and comprehends the protocol.
• Attends investigator meetings as required or requested by the PI.
• Collaborates with the PI to prepare IRB/HRPO and any other regulatory submission documents as required by the protocol.
• Prepares other study materials as requested by the PI. These study materials include, but are not limited to, the informed consent document, case report forms (CRFs), enrollment logs, and drug/device accountability logs.
• Establishes and organizes study files, including but not limited to, regulatory binders, study specific source documentation and other materials.

Award Acceptance (Terms & Conditions)

• Reviews and develops a familiarity with the contract or award terms and conditions. Works with the PI to assure that the study is in compliance with all terms and conditions, including but not limited to education, IRB (HRPO) approval, conflict of interest disclosure, health and safety protections for participants and staff and any financial terms or conditions.

Conduct of Research

• Reviews and develops a familiarity with the protocol, e.g., study proceedings and timelines, inclusion and exclusion criteria, confidentiality, privacy protections.
• Assists PI in communication of study requirements to all individuals involved in the study. Provides appropriate training and tools for study team members. Documents date of training and signatures of study personnel trained on study specific training log.
• Collects documents needed to initiate the study and submit to the sponsor (e.g., FDA Forms 1572, CVs, etc.).
• Works with the PI to develop and implement recruitment strategies in accordance with HRPO (IRB) requirements and approvals.
• Conducts or participates in the informed consent process including interactions with the HRPO (IRB) and discussions with research participants, including answering any questions related to the study. Obtains appropriate signatures and dates on forms in appropriate places. Assures that amended consent forms are appropriately implemented and signed.
• Screens subjects for eligibility using protocol specific inclusion and exclusion criteria, documenting each potential participant’s eligibility or exclusion.
• Registers participants to the appropriate coordinating center (if multi-site study).
• Registers each participant in the billing matrix to ensure billing of study procedures to the appropriate funding source.
• Coordinates participant tests and procedures.
• Collects data as required by the protocol. Assures timely completion of Case Report Forms.
• Maintains study timelines.
• Maintains adequate inventory of study supplies. If handling investigational drugs/devices, follows the sponsor protocol and/or Washington University Policy on Investigational Drug/Device Accountability.
• Completes study documentation and maintains study files in accordance with sponsor requirements and University policies and procedures including, but not limited to, consent forms, source documentation, narrative notes if applicable, case report forms, and investigational material accountability forms.
• Retains all study records in accordance with sponsor requirements and university policies and procedures.
• Maintains effective and ongoing communication with sponsor, research participants and PI during the course of the study.
• Assists PI in preparation of any modifications to the scientific protocol in accordance with federal regulations and university and sponsoring agency policies and procedures.
• Works with the PI to manage the day to day activities of the study including problem solving, communication and protocol management.
• Promotes the ethical conduct of research by reporting good faith suspicions of misconduct in research as defined within Washington University’s Research Integrity Policy and other misconduct as described in Washington University’s Code of Conduct.
• Assists Principal Investigator with scientific and compliance reporting requirements in accordance with Federal regulations and University and sponsoring agency policies and procedures. Assists in the registration (if required) of the study at ClinicalTrials.gov and maintains current information on the site.

Project Closeout

• Assists the Principal Investigator in submission of accurate and timely closeout documents to applicable federal agencies, university entities, and the sponsoring agency in accordance with federal regulations and university and sponsoring agency policies and procedures.
• Arranges secure storage of study documents that will be maintained according to university policy or for the contracted length of time, whichever is longer.

Financial Management

• Reviews and accepts/corrects the billing matrix as set up by the Center for Applied Research Science (CARS) to facilitate billing of study procedures to the appropriate research fund.
• Coordinates appropriate and timely payments to participants (if applicable) in accordance with university policies and procedures.

Effort Reporting

• Reviews, adjusts and legally certifies personnel activity reports if applicable. Completes effort reporting certification within the timeframe specified by Sponsored Project Accounting.

Conflicts of Interest

• Takes appropriate steps to avoid conflicts of interest, or the appearance of conflicts of interest, between financial or other personal interests and the goals and policies of the university.
• Complies with applicable school, university, and sponsoring agency conflict of interest policies and procedures. Discloses all financial conflicts of interest to the appropriate supervisor.
• Cooperates with university compliance and monitoring efforts related to conflicts of interest and reports instances of noncompliance to the appropriate compliance office.

Human Research Participant Protection

• Assists Principal Investigator in protection of the rights and welfare of all human research participants involved in research in accordance with federal regulations and university and sponsoring agency policies and procedures.
• Assists Principal Investigator in assuring that all key personnel involved in human research have completed the required education for the protection of human research participants in accordance with federal regulations and university and sponsoring agency policies and procedures. Maintains proof of all such education for all engaged members of the study team. Coordinates with Principal Investigator and school, department, and central administration to help ensure that clinical research and related activities are performed in accordance with Federal regulations and University and sponsoring agency policies and procedures.
• Assists the PI in development of materials and tools necessary to appropriately train individuals involved in the conduct of the study around issues related to (but not limited to) protocol requirements, schedule of visits, execution of research plan. Maintains documentation of training.
• Cooperates with university compliance and monitoring efforts related to sponsored program administration and reports instances of noncompliance to the appropriate compliance office. Coordinates and facilitates monitoring and auditing visits. Notifies appropriate institutional officials of external audits by FDA and/or sponsors.
• Collaborates with PI and institution to respond to any audit findings and implement approved recommendations. Cooperates with university and sponsoring agency compliance and monitoring efforts related to human research participant protection and reports instances of noncompliance to the appropriate compliance office.
• Collaborates with the PI to prepare IRB/HRPO and any other regulatory submission documents as required by the protocol. Prepares other study materials as requested by the PI. These study materials include but are not limited to the informed consent document, case report forms (CRFs), enrollment logs, and drug/device accountability logs.
• Establishes and organizes study files, including but not limited to, regulatory binders, case report forms, study specific source documentation.

Informed Consent

• Assists in preparation of all documents related to the informed consent process.
• Assists Principal Investigator in preparation and submission of informed consent documents to HRPO for review and approval.
• Collects documents needed to initiate the study for submission to the sponsor (e.g., FDA Forms 1572, CVs, etc.).
• Conducts or participates in the informed consent process including interactions with the HRPO (IRB), discussions with research participants, including answering any questions related to the protocol. Obtains appropriate signatures and dates on forms in appropriate places. Assures that amended consent forms are appropriately implemented and signed.
• Collects data as required by the protocol. Assures timely completion of Case Report Forms.
• Completes study documentation and maintains study files in accordance with sponsor requirements and University policies and procedures including, but not limited to, consent forms, source documentation, narrative notes if applicable, case report forms, and investigational material accountability forms, etc.
• Retains all study records in accordance with sponsor requirements and University policies and procedures.
• Assists PI in preparation and submission of any modifications to the scientific protocol in accordance with federal regulations and university and sponsoring agency policies and procedures.

Protected Health Information

• Adheres to and supports all Federal regulations and University policies and procedures instituted to safeguard protected health information (PHI).
• Completes the appropriate level of training regarding the access, use, and disclosure of PHI in accordance with Federal regulations and University and sponsoring agency policies and procedures. Assists PI to assure that all personnel complete appropriate training.
• Cooperates with University compliance and monitoring efforts regarding the access, use, and disclosure of PHI and reports instances of noncompliance to the appropriate compliance office.

Unanticipated Problems

• Assists the Principal Investigator in promptly reporting any unanticipated problems involving risks to research participants or others to the HRPO (Washington University’s IRB).
• Assists Principal Investigator with scientific and compliance reporting requirements in accordance with federal regulations and university and sponsoring agency policies and procedures.
• Assists in the registration (if required) of the study at ClinicalTrials.gov and maintains current information on the site.
• Arranges secure storage of study documents that will be maintained according to University policy or for the contracted length of time, whichever is longer.

Environmental Health and Safety

• Assists Principal Investigator in assuring that individuals handling hazardous or regulated materials are well trained in proper safety procedures and have completed required environmental health and safety training in accordance with federal, state, and local regulations and university and sponsoring agency policies and procedures.
• Works with Environmental Health and Safety to ensure that all facilities used are in compliance with all applicable regulations. Maintains copies of any applicable facility audits and equipment inspection/service reports.

Human Gene Transfer

• Assists Principal Investigator in assuring that all key personnel involved in human research have completed the required education for the protection of human research participants in accordance with Federal regulations and University and sponsoring agency policies and procedures. Maintains proof of all such education for all engaged members of the study team. Coordinates with Principal Investigator and school, department, and central administration to help ensure that clinical research and related activities are performed in accordance with Federal regulations and University and sponsoring agency policies and procedures.
• Assists the PI in development of materials and tools necessary to appropriately train individuals involved in the conduct of the study around issues related to (but not limited to)  protocol requirements, schedule of visits, execution of research plan. Maintains documentation of training.
• Cooperates with University compliance and monitoring efforts related to sponsored program administration and reports instances of noncompliance to the appropriate compliance office. Coordinates and facilitates monitoring and auditing visits. Notifies appropriate institutional officials of external audits by FDA and/or sponsors.
• Cooperates with University and sponsoring agency compliance and monitoring efforts related to human research participant protection and reports instances of noncompliance to the appropriate compliance office.
• Collaborates with the PI to prepare IRB/HRPO and any other regulatory submission documents as required by the protocol. Prepares other study materials as requested by the PI. These study materials include but are not limited to the informed consent documents, case report forms (CRFs), enrollment logs, and drug/device accountability logs.
• Engages participants in the informed consent process according to the HRPO approved process.

Award Acceptance (Terms & Conditions)

• Reviews and develops a familiarity with the contract or award terms and conditions.  Works with the PI to assure that the study is in compliance with all terms and conditions, including but not limited to education, IRB (HRPO) approval, conflict of interest disclosure, health and safety protections for participants and staff and any financial terms or conditions.
• Maintains adequate inventory of study supplies. If handling investigational drugs/devices, follows the sponsor and/or Washington University Policy on Investigational Drug/Device Accountability.
• Completes study documentation and maintains study files in accordance with sponsor requirements and university policies and procedures including, but not limited to, consent forms, source documentation, narrative notes if applicable, case report forms, and investigational material accountability forms, etc.
• Adheres to and supports all federal regulations and university policies and procedures instituted to safeguard protected health information (PHI).
• Completes the appropriate level of training regarding the access, use, and disclosure of PHI in accordance with federal regulations and university and sponsoring agency policies and procedures. Assists PI to assure that all personnel complete appropriate training.
• Cooperates with university compliance and monitoring efforts regarding the access, use, and disclosure of PHI and reports instances of noncompliance to the appropriate compliance office.
• Assists Principal Investigator with scientific and compliance reporting requirements in accordance with Federal regulations and University and sponsoring agency policies and procedures.

Export Controls

• Develops awareness of export control regulations and complies as appropriate.

Revised January 2009 | Created 2007

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Evaluation of the Congressionally Directed Medical Research Programs Review Process (2016)

Chapter: 7 coordination of research priorities, 7 coordination of research priorities.

Many organizations within the United States—public, private, governmental, nongovernmental, academic, industrial, and advocacy—are involved in conducting or funding medical research. Over the years the number of such organizations has grown as health conditions have captured the public’s attention or new health threats have emerged. However, the amount of money going to such research is finite, necessitating the judicious use of the available funds to support health research.

Coordinating research priorities and funding among federal and nongovernmental agencies, including international organizations, can serve several purposes in addressing this issue. First, it can help ensure that research dollars are allocated where they have the greatest potential to advance science, thus reducing research redundancies and overlaps, encouraging high-quality research, funding a broad range of researchers, and promoting responsible fiscal stewardship. Second, coordination can leverage dollars so that organizations with the most experience, expertise, or innovative approaches to a problem are most likely to receive funding. Third, it can help organizations and institutions develop much needed expertise by assisting them in focusing their efforts, rather than requiring them to be generalists, and training the next generation of researchers. And, finally, coordination among organizations can help them identify and implement best practices in all areas of medical research so that others might benefit from the lessons learned.

In this chapter, the committee responds to its congressionally man-

dated task to evaluate how the Department of Defense’s (DoD’s) Congressionally Directed Medical Research Programs (CDMRP) coordinates its research priorities with two federal organizations, the National Institutes of Health (NIH) and the Department of Veterans Affairs (VA), which are also leaders in the field of medical research for the health of service members, veterans, their families, and the general public. Medical research funding in the United States is briefly discussed in order to provide background to the committee’s subsequent consideration of how the major funding organizations establish their research priorities. The chapter then discusses how these and other organizations attempt to avoid funding duplicative or redundant research. The committee considers establishing research priorities and avoiding duplication to be critical aspects of research coordination.

MEDICAL RESEARCH FUNDING IN THE UNITED STATES

As briefly discussed in Chapter 1 , medical research in the United States is funded by both the federal government, primarily NIH and DoD, and nongovernmental organizations. Within the federal government, funding allocations for medical research are divided among many departments and agencies. Federal agencies receive “core” funding for research as part of their annual budgets set by Congress and the president (known as the “President’s budget”). Additionally, some research funds are also allocated by congressional appropriations committees separately from core funding.

In 2016, the NIH budget was $31.3 billion ( NIH, 2016a ), the 2016 budget for the DoD Defense Health Agency was more than $980 million ( DoD, 2016 ), and the 2016 VA budget for medical and prosthetic research was $525 million ( VA, 2016 ). In 2016, CDMRP received almost $1.3 billion 1 for 29 research programs ( CDMRP, 2015f ).

Among the industrial and philanthropic organizations that fund medical research, the majority of monies in 2012 came from the pharmaceutical, biotechnology, and medical devices industries ( Moses et al., 2015 ). The largest U.S. philanthropic funders of medical research are the Howard Hughes Medical Institute and the Bill & Melinda Gates Foundation ( Viergever and Hendriks, 2016 ). Other major funders of medical research include other foundations, academic institutions, venture capital firms, and state and local governments ( IOM, 2004 ). There are many other philanthropic and nongovernmental organizations that fund research on the same health conditions that CDMRP funds, such as cancer, amyotrophic lateral sclerosis, neurofibromatosis, muscular dys-

___________________

1 This number does not include $207 million for Restore Core Research Funding Reduction.

trophy, and tuberous sclerosis. In 2012, foundations, charities, and other private organizations spent more than $4 billion on medical research ( Moses et al., 2015 ); many of those organizations have representatives on the CDMRP programmatic panels. Each of these organizations has a mission statement and review mechanisms for grant applications that help it fund research it believes will help cure or treat the health condition of concern to its constituency.

COMMITTEE’S APPROACH TO COORDINATION

While the focus of this report is on the CDMRP and its coordination of research priorities with NIH and VA, there are other federal and nongovernmental organizations that are involved in advancing research on one or more of the same health conditions that are addressed by these three organizations. For example, breast cancer research is funded not just by NIH, CDMRP, and VA, but also by numerous advocacy organizations as well (e.g., Susan G. Komen and the American Cancer Society [ACS]). This means that the potential for overlapping or redundant research is strong, and in an era of tight research dollars and competing priorities, it is critical to use research funds judiciously in a way that will do the most good. It is equally true that the multitude of organizations funding research on a particular health condition provides an opportunity for coordinating research dollars among them to not only maximize the dollars spent but also to move more effectively from basic to translational research and thus to improve treatment and care services for consumers.

In order to fulfill its task of evaluating CDMRP’s coordination of research priorities with NIH and VA, the committee performed a qualitative comparison of the three entities. The comparison was conducted using information available on the NIH and VA websites and the expertise and familiarity of the committee members with the organizations. The sections below summarize how NIH, VA, CDMRP, and selected other research funding organizations establish research priorities and their attempts to avoid funding duplicative research for health conditions in the CDMRP portfolio. The committee notes, however, that comparisons with these organizations must be made with caution as these organizations have different missions, stakeholder populations, funding mechanisms, and research program goals. For example, one of the first concerns when examining whether and how NIH, VA, and CDMRP coordinate research priorities is the noticeably different missions of the three organizations (see Box 7-1 ).

ESTABLISHING RESEARCH PRIORITIES

The ways in which research priorities are established for NIH, VA, and CDMRP are discussed below. In addition, the committee briefly considers how one nongovernmental organization, the American Cancer Society, determines its research priorities.

National Institutes of Health

NIH consists of 27 individual institutes and centers that conduct and/or fund medical research on a wide variety of human health conditions; the research ranges from basic biologic research to preventive medicine, applied medical advances, and public health. Although some research is conducted in-house by NIH researchers and clinicians, NIH’s focus is providing extramural funding to support researchers at academic institutions, health care industries, and biotechnology groups that are exploring scientific frontiers. Much of this extramural research is investigator-initiated.

The individual institutes and centers have individual research agendas and priorities, which may be aligned with legislative mandates, and they often have resources and budgets that may be related to specific diseases or body systems such as cancer, Alzheimer’s disease, H1N1 influenza, the immune system, or complementary and integrative medicine as directed by Congress ( NIH, 2015c ). Each institute also has its own

policies and procedures for establishing research priorities which may include strategic planning, annual planning, and the periodic review and assessment of research portfolios. Although the individual institutes and centers make their own decisions about which research projects to fund, they must factor in the needs and priorities of numerous stakeholders. Those stakeholders may include NIH in general, the scientific research community, those with the health conditions and their caregivers and families, and Congress ( Kington, 2009 ). Research priorities are typically posted on the websites of the various institutes and centers.

The institutes and centers’ research priorities need to align with scientific opportunities, research gaps, the burden of disease in a population, public health needs, the expertise and experience of applicants, and emerging challenges ( Kington, 2009 ). Each institute or center has an advisory council that makes recommendations on priority areas of research, pending policy, and funding of particular applications. The advisory council members are from outside NIH—scientific members, primarily from academia, and public representatives—chosen for their expertise, interest, or activity in matters related to health and disease ( NIH, 2014a ). Patients and patient representatives and other important stakeholders such as insurers, policy makers, and industry professionals may be involved in the priority setting at NIH, but their participation varies among the institutes and centers.

Stakeholders that may help the institutes and centers establish research priorities include the scientific community, both individual researchers and professional societies; patient organizations and voluntary health associations; Congress and the administration; the Advisory Committee to the NIH Director; NIH staff; and the general public. Together these scientists and stakeholders strengthen the research priority setting process for each institute or center. For example, the National Heart, Lung, and Blood Institute developed four strategic goals with input from its four advisory committees and also had two opportunities for public comment. According to the institute, these goals “will guide future Institute-solicited research, ultimately leading to new funding opportunity announcements, scientific workshops, and other activities” ( NHLBI, 2015 ).

The NIH Division of Program Coordination, Planning and Strategic Initiatives (DPCPSI) in the Office of the Director is charged with providing leadership and coordinating priority-setting activities across NIH institutes and centers, especially for those activities that involve multiple centers. The division is tasked to “identify important areas of emerging scientific opportunity, rising public health challenges, and gaps in knowledge that deserve special emphasis” ( Kington, 2009 ). However, other institutes within NIH also engage in coordinated and collaborative activities with internal and external organizations outside of DPCPSI, such as

the BRAIN initiative and the Interagency Pain Research Coordinating Committee. The director of NIH meets with all institute and center directors weekly to discuss research priorities, investments, and concerns that may affect an institute or center or NIH in general ( GAO, 2014 ).

Thus, although the research needs of each NIH institute and center may differ considerably, the process by which the various institutes and centers establish their research priorities is similar across NIH. The presence of an oversight group such as the DPCPSI also ensures that there is a greater ability to address specific scientific needs and gaps and to help eliminate redundant research efforts. Research coordination is highlighted by the NIH Common Fund in the Office of Strategic Coordination in DPCPSI, which supports “cross-cutting, trans-NIH programs that require participation by at least two NIH institutes and centers or would otherwise benefit from strategic planning and coordination” ( NIH, 2016b ). The Common Fund encourages collaboration across institutes and centers but also maintains the necessary flexibility to address short-term, high-impact programs. The programs must include milestones, timeframes, and goals for the research to be conducted by them ( NIH, 2016b ).

Department of Veterans Affairs

VA is the largest health care system in the United States. It not only treats millions of veterans each year, it also conducts research on health conditions of particular interest to veterans and the health care providers who treat them. The VA strategic plan for 2014–2020 includes a focus on veterans’ health care research, particularly in coordination with DoD, with an emphasis on the long-term consequences of traumatic brain injury and posttraumatic stress disorder (PTSD) and their effects on underlying health, injury, and disorder mechanisms ( VA, 2014 ). To develop this plan, VA received input from stakeholders across VA, external partners such as NIH and DoD, veterans and eligible beneficiaries, and the general public. Stakeholder involvement continued throughout the plan development process via workshops and notices in the Federal Register .

VA research is conducted by the VA Office of Research and Development (ORD), which oversees four service areas: biomedical, health services, clinical science, and rehabilitation. In addition to taking guidance from the strategic plan, ORD continuously receives input from Congress and veteran service organizations that may advocate for more research on specific health conditions, such as Gulf War illness, spinal cord injury, and prosthetics. ORD leadership also interacts with Congress, veteran service organizations, other stakeholders, other funders (such as pharmaceutical companies), and universities to identify the interests and needs of these communities. Based on this input, ORD establishes its research priorities, which are communicated to the VA research community (see Figure 7-1 ).

VA also coordinates its research agenda with NIH. ORD staff members may be ex officio members of several NIH advisory councils such as the Advisory Council for the National Institute of General Medical Sciences. ORD staff frequently meets with program managers at the National Institute of Mental Health, the National Institute on Aging, and the National Institute of Neurological Disorders and Stroke. VA and NIH (along with DoD) co-sponsor conferences on various research topics such as the Second Annual Trauma Spectrum Disorders Conference: A Scientific Conference on the Impact of Military Service on Families and Caregivers, and may also issue joint requests for applications for health conditions of mutual interest, including PTSD, traumatic brain injury, and substance abuse. In preparation for the Million Veterans Program initiative, VA partnered with the National Human Genome Research Institute at NIH

to understand veterans’ knowledge of and attitude toward genomic medicine. VA recently started using the eRA (for electronic research administration) Commons, an NIH-sponsored electronic grants management system used to post and exchange grant-related information between the agency and the research community. Most, but not all, VA awards can be found in the NIH RePORTER (Research Portfolio Online Reporting Tools Expenditures and Results) database, although some awards, such as those in the VA Cooperative Studies Program, which funds large multi-site trials, have not yet been added to the NIH database. However, these awards are accessible via the VA website or at clinicaltrials.gov (Teresa Gleason, VA ORD, personal communication, July 7, 2016).

VA and DoD collaborate in areas of mutual interest such as mental health, traumatic brain injury, vision, and other health care areas. A special body, the Health Executive Council, was created to coordinate health care initiatives and programs under the two departments’ Joint Executive Council. There are 500 projects in the combined VA–DoD research portfolios ( Katz, 2012 ), and the most recent Joint Executive Council report ( VA and DoD, 2014 ) indicated numerous projects where DoD and VA are collaborating to actively improve service member and veteran health. As noted by a 2014 Institute of Medicine report on PTSD, “DoD and VA are funding broad PTSD research portfolios and are working collaboratively with the National Institutes of Health and other organizations to fill research gaps, for example, developing the joint National Research Action Plan for Improving Access to Mental Health Services for Veterans, Service Members, and Military Families for improving access to mental health services” ( IOM, 2014 , p. 228).

VA researchers may also collaborate with pharmaceutical and biotechnology companies on clinical trials. Many VA researchers have university appointments which permit them to coordinate and collaborate on research with their academic colleagues at their affiliated university and at other universities. Unlike other federal agencies such as NIH and DoD, VA does not have the statutory authority to make research grants to non-VA entities. Non-VA researchers may apply for funding, but a VA employee must be the principal or co-principal investigator on the application to receive VA funding, and, therefore, all VA research is essentially intramural. VA research funds are relatively limited, and intramural funding for specific research may be seen by VA leadership as seed money, which should be leveraged with other federal and extramural funding. VA researchers are allowed to apply for extramural funding from NIH and other organizations, such as CDMRP, through nonprofit research corporations or foundations. Thus, the research priorities of other potential funders, particularly NIH, are considered by VA research leadership when making funding decisions.

Congressionally Directed Medical Research Programs

As discussed in Chapter 2 , CDMRP must fund research projects for the health conditions determined by Congress. For a few research programs, Congress may be relatively specific with regard to the particular areas of research that are to be funded. For example, in the House of Representatives report accompanying the 2012 Department of Defense Appropriations Bill, the House recommended that the Secretary of Defense (that is, CDMRP) “fund research for the advancement of prostate imaging technologies.”

Once Congress passes the DoD appropriations legislation that funds each research program, CDMRP, through its vision setting process, has discretion as to the specific research areas to be funded, the award mechanisms to be used, and the amount of funding to be allocated for each award mechanism. The vision setting process and how research priorities are established during that process are discussed in detail in Chapter 4 .

CDMRP has no legislative mandate to coordinate its research priorities or funding with other governmental or nongovernmental organizations, although it does so informally to a varying extent in the individual programs. During the vision setting and programmatic review process, the programmatic panel assesses the state of the science, including a review of what the program and other agencies—both public and private—are currently funding and the potential for duplicative research by CDMRP and other organizations. This assessment is possible, in part, by having representatives of other funding agencies or organizations (e.g., NIH, VA, ACS, or other advocacy groups) participate on a programmatic panel. The committee notes that some programmatic panels had no representation from organizations that the committee believes would have valuable input for that program. For example, it appears that there has never been a VA representative on the Prostate Cancer Research Program’s programmatic panel, although the committee finds that aging veterans are a likely population for prostate cancer. Furthermore, there has been no representation in recent years from the National Cancer Institute on the Breast Cancer Research Program’s programmatic panel, although they are a large funder of breast cancer research.

Other major funders for a specific health condition may be engaged and asked to give briefings at the vision setting meeting. These participants may or may not be part of the programmatic panel. For example, the Gulf War Illness Research Program invites the senior program manager of the Gulf War illnesses portfolio at VA to give a briefing at its vision setting meeting; however, CDMRP reports that this participant does not sit on the programmatic panel ( Salzer, 2016b ). The committee notes, however, that there has been a VA representative on each programmatic panel for the

Gulf War Illness Research Program since 2010. This program has recently begun to list all of its funded research, including the principal investigator, project title, funding level, and lay and technical abstracts “in an effort to facilitate collaborations and speed GWI research” ( CDMRP, 2016i ).

During its open-session meetings with some of the CDMRP program managers, the committee learned that program managers often participate in interagency groups that look at research efforts across the members’ portfolios. For example, the Breast Cancer Research Program’s program manager sits on several federal interagency groups—such as the Advisory Committee on Breast Cancer in Young Women, the Trans-Agency Early-Life Exposures and Cancer Working Group, and the Interagency Breast Cancer and Environmental Research Coordinating Committee—that include not only representatives from a variety of federal agencies (NIH, the Food and Drug Administration [FDA], VA), but nongovernmental members as well ( Vaday, 2016 ).

The committee notes that although each CDMRP research program engages in vision setting (see Chapter 4 ), the programs do not develop long-term (e.g., 5-year) strategic plans that might include more formal mechanisms for determining who should be included on the programmatic panels (that is, what other organizations should be represented in the near- and long-term); what research should be tracked in other organizations and how this information might be tracked; and what areas of promising research, if not currently funded, might be considered for funding by CDMRP in the future (e.g., epigenetics or new treatments in the pipeline). One exception to this is the Breast Cancer Research Program, which in 2013 developed a strategy and landscape document to spell out what the programmatic panel believed to be the overarching challenges in breast cancer and the funding opportunities that the panel hoped would move the science forward. The Ovarian Cancer Research Program has also recently developed a landscape document that identifies long-term goals, areas of research encouragement, and funding mechanisms as well as providing an overview of the ovarian cancer research work being undertaken or funded by numerous organizations in the United States and around the world ( OCRP, 2015 ). However, these landscape documents, while informative for vision setting and to a lesser extent, programmatic review, do not provide a framework for achieving each program’s mission and goals beyond the current year’s funding. The committee finds that although CDMRP funding may be for 1 year only, this does not preclude the development of a long-term strategic plan by the CDMRP research programs. Furthermore, while the landscape documents developed by two programs are helpful, the committee does not consider them to be equivalent to a strategic plan. Lack of such a plan makes it more difficult to ensure that

CDMRP research priorities are innovative, not redundant, and that they are coordinated with the research being performed or funded by other organizations.

Nongovernmental Organizations

Although the committee was tasked with evaluating how CDMRP coordinates research priorities with NIH and VA specifically, the committee believes that given the amount of research that is conducted by industry and private organizations and foundations in areas that are also part of the CDMRP portfolio, it was important to consider how these organizations set their research priorities and interact with CDMRP. The committee used ACS as a representative organization when considering how nongovernmental organizations set research priorities as it is a large funder of cancer research (in 2016, more than $400 million for almost 750 grants). ACS has an informative website ( www.cancer.org ) from which the following information was obtained.

ACS prioritizes research that, in its judgment, will have the biggest impact in the fight against cancer and save the most lives, but there is no strict set of research priorities. Research priorities are not established by a committee. In general, ACS does not prescribe specific research topics as it prefers research to be investigator initiated. However, ACS does list the types of awards to which investigators might apply in areas such as immunotherapy, training, and fellowships ( ACS, 2016 ). Researchers may submit proposals for any type of cancer research project, including quality of life, cancer control, and patient support and survivorship ( ACS, 2015 ).

Representatives of ACS have served on several CDMRP programmatic panels, but it is unclear to the committee whether CDMRP staff, particularly the CDMRP program managers for the cancer programs, is involved with ACS. Representatives of many other nongovernmental organizations have participated on both peer and programmatic review panels at CDMRP. These organizations typically include the major advocacy and funding groups for a health condition, such as Susan G. Komen for breast cancer, the Multiple Sclerosis Society, Autism Speaks, and the Muscular Dystrophy Association as well as smaller foundations such as Children’s Tumor Foundation and the Craig H. Neilsen Foundation. The committee finds that the participation of CDMRP program managers in research reviews at nongovernmental organizations, if appropriate, might strengthen the CDMRP knowledge base in terms of what organizations are funding research for the health conditions of concern as well as specifics on current or anticipated research activities.

AVOIDING RESEARCH DUPLICATION

One of the goals of coordinating research funding among government agencies and nongovernmental organizations, including international organizations, is to minimize the likelihood of one group funding the same research as another group. Although some duplication in research is desirable in order to verify the results of prior studies, in general most agencies attempt to fund new research that moves the health and science fields forward. The goal of reducing research redundancy is laudable, but in actuality it is often difficult to achieve. In this section, the committee examines the mechanisms that CDMRP, NIH, and VA have in place to avoid research duplication among the three agencies.

The committee finds that many federal agencies already have formal mechanisms in place to reduce redundancies in the research they fund. For example, the Interagency Pain Research Coordinating Committee, which is composed of representatives from the Agency for Healthcare Research and Quality, the Centers for Disease Control and Prevention, DoD, FDA, NIH, and VA, began its work with an analysis of each participant’s research portfolio in order to determine potential redundancies and collaborative opportunities across the agencies. Although it is recognized that each agency has a unique mission and specialization with regard to pain research, assessing the portfolios revealed many areas of overlapping interests across the agencies. Further analysis showed that the research within these overlapping topic areas was not redundant but for the most part was complementary and that some agencies had developed ongoing collaborative efforts to facilitate overlapping areas of research interests and identify future partnerships ( NIH, 2014b ). A further example of CDMRP’s efforts to coordinate research efforts and avoid duplication is its membership in the International Cancer Research Partnership. This multinational organization, established in 2000, seeks to improve global collaboration and strategic coordination of cancer research being conducted worldwide. It maintains a database of information on 77,351 grants in a common searchable format from 110 member organizations, including CDMRP, NIH, and other U.S. organizations that fund cancer research ( ICRP, 2016 ). The committee was not informed of who from CDMRP participates in this organization’s activities.

On the other hand, although there are numerous federal interagency groups, with members from the NIH, VA, and DoD (although not necessarily CDMRP), that work to establish research priorities and reduce redundancies in research, their efforts are not always adequate. In 2012 the Government Accountability Office (GAO) issued a report, 2012 Annual Report: Opportunities to Reduce Duplication, Overlap and Fragmentation, Achieve Savings, and Enhance Revenue , that looked at a number of federal government agencies with the goal of streamlining activities within and

between agencies in order to make them more efficient and effective. GAO performed searches on funded applications for breast cancer and PTSD research using the databases that the agencies used primarily to identify applications and projects that might be duplicative. Most of the applications GAO looked at did not appear to be duplicative, but it did identify two applications—one funded by VA and the other by DoD—that a VA program manager confirmed were duplicative. It turned out, however, that modifications to the applications’ research aims had since been made at VA, but these changes had not been updated in the databases, nor shared with the other agencies.

Of relevance to this committee’s task, GAO assessed the interactions between NIH, DoD, and VA with regard to reducing redundancies in funding health research among the three organizations. GAO (2012) concluded the following:

NIH, DOD, and VA each lack comprehensive information on health research funded by the other agencies, which limits their ability to identify potential areas of duplication in the health research they fund. NIH, DOD, and VA program managers—officials who typically manage agency research portfolios and may provide input to senior agency officials responsible for making funding decisions—told GAO that, when reviewing health research applications, they typically search publicly available databases for potentially duplicative research projects funded by other federal agencies. . . . According to NIH, DOD, and VA officials, the information provided in the research databases they use to identify any potential duplication when making funding decisions is generally not sufficient. In such cases, officials said they typically obtain information not contained in the databases by contacting colleagues at other federal agencies to obtain details on specific applications. . . . Officials at NIH, DOD, and VA acknowledged that duplication may sometimes go undetected. . . . Because multiple federal agencies fund research on topic of common interest, there is potential for unnecessary duplication. As long as research on similar topics continues to be funded by separate agencies, it is incumbent on the agencies to coordinate effectively with each other.

The GAO report then offered specific ways in which NIH, DoD, and VA could collaborate to permit program staff to more efficiently and effectively determine the potential overlap in applications that each organization reviews. A major recommendation was to enhance the respective databases that are used by the organizations to catalog applications by including more information about the applications, including if and when the applications are modified, and providing a contact person in each organization to answer questions about the applications.

In response to the GAO report, in April 2015, DoD delivered a short report to Congress that summarized the progress that DoD had made toward improving access to comprehensive electronic information for

funded health research among the organizations, specifically a pilot project to upload DoD information to the NIH RePORTER database.

Although NIH institutes and centers may consult with outside organizations when developing their strategic plans and annual research priorities, there is no specific requirement that they do so. The DPCPSI identifies and reports on research that represents important areas of emerging scientific opportunities, highlights new public health challenges, and assists with program evaluations ( NIH, 2016c ).

NIH has standing policies to avoid funding duplicative research applications within the institutes. Specifically, the NIH policy is that an investigator may not submit essentially the same research application to more than one institute or funding announcement at the same time. If that happens, NIH administrators will return one of the applications without review. In addition, when applications are being considered for funding after peer review, investigators must provide up-to-date information that includes all other funding they have or are currently receiving, to insure that duplication in funding to any individual investigator is avoided. There is no NIH policy related to how program officers and directors should check for duplicative research when the research teams are different, although this is likely to happen on an individual basis.

VA recently started using eRA Commons, an NIH-sponsored electronic grants management system used to post and exchange grant-related information between the agency and the research community. In addition, VA ORD-funded projects are included in the public NIH RePORTER database ( Katz, 2012 ). However, GAO (2012) found that only about one-quarter of VA-funded research was included in the NIH RePORTER as of 2012 making it difficult to determine whether there was overlap or duplication of funded research. As of 2016, most, but not all, VA awards can be found in the NIH RePORTER database (Teresa Gleason, VA ORD, personal communication, July 7, 2016).

VA and DoD have developed a collaboration guidebook that recommends that efforts be made to identify any related research prior to beginning any research collaborations. These efforts might begin with literature searches for published work, but the guidebook acknowledges the challenge to finding ongoing research projects in either organization. The guidebook also recommends that grants.gov , the official website for

information on federal grants, including those awarded by VA and DoD, be searched as well ( Resnick et al., 2013 ).

The Procedures to Avoid Research Duplication document on the CDMRP website informs applicants, awardees, other funding agencies, and the public of how CDMRP identifies and avoids funding duplication. Investigators may apply for funding for the same research from different funding agencies, but applicants may not accept funding for the same research from more than one source.

There are several points throughout the CDMRP program cycle where duplication of research is checked and, if necessary, mitigated, including at application submission, peer review, programmatic review, and the negotiation and monitoring of funded awards. Principal investigators and all key personnel are required to submit a comprehensive list of previous, current, and pending funding support. CDMRP reports that applicants must identify where they perceive there to be proposed research overlaps with other previous, existing, and pending research projects, or they must state that there is no such overlap ( CDMRP, 2016h ). The committee notes, however, that it was unable to find this requirement in the program announcements or the general application instructions, although applicants are prohibited from submitting “applications that are essentially identical or propose essentially the same research project to different funding opportunities within the same program and fiscal year” ( CDMRP, 2015b ).

CDMRP states that duplicative research may also be identified during peer review. Peer reviewers, particularly the scientist reviewers who have extensive knowledge of the subject they are reviewing and may serve on other agencies’ review panels, might be able to provide feedback as part of their evaluations on whether the proposed research has already been published or is the subject of an application to another funding agency. The CDMRP science officer may review these reviewer comments if the application moves to award negotiations ( CDMRP, 2016h ). The committee cautions, however, that peer reviewers need to respect the confidentiality of applications submitted to other agencies for which they may also serve as reviewers. Thus, peer reviewers may need to limit their discussion of potential research overlaps to their knowledge of the published literature.

Programmatic review is another opportunity for assessing the duplication of research. Many of the programmatic panels include at least one representative from other relevant federal agencies, such as NIH and VA, who are familiar with the research program area and can provide

information about similar research that is being funded by their own organizations ( CDMRP, 2016h ). CDMRP program managers may also be aware of similar funding opportunities through direct contact with their counterparts at other organizations and by attending other agencies’ and organizations’ meetings, working groups, and national conferences ( Vaday, 2016 ). The committee finds that although these contacts are helpful, they are ad hoc and not systematic or necessarily comprehensive; thus, the program manager’s knowledge of other funded research efforts may be incomplete.

After an application has been recommended for funding, but before the award negotiations begin, the applicant must supply an updated, comprehensive list of support. On the basis of this information, combined with the peer and programmatic review notes, CDMRP’s internal grants management database (eBRAP), NIH’s eRA Commons system, NIH RePORTER, International Cancer Research Partnership, the Federal RePORTER, and other program-specific sites, CDMRP science officers try to determine whether the application has potential research overlaps with other federal or nonfederal agencies ( CDMRP, 2016h ). The committee recognizes that even using a multitude of approaches such as these may not capture all redundancies. All CDMRP awards are entered into the Federal RePORTER database and made available for public scrutiny.

The medical research landscape in the United States is supported by a variety of organizations that spend billions of dollars in government and private funds each year to seek answers to complex medical and public health problems. The largest government funder is the National Institutes of Health (NIH), followed by the Department of Defense (DoD). Almost half of DoD's medical research funding is administered by the Congressionally Directed Medical Research Programs (CDMRP).

The mission of CDMRP is to foster innovative approaches to medical research in response to the needs of its stakeholders—the U.S. military, their families, the American public, and Congress. CDMRP funds medical research to be performed by other government and nongovernmental organizations, but it does not conduct research itself. The major focus of CDMRP funded research is the improved prevention, diagnosis, and treatment of diseases, injuries, or conditions that affect service members and their families, and the general public. The hallmarks of CDMRP include reviewing applications for research funding using a two-tiered review process, and involving consumers throughout the process. Evaluation of the Congressionally Directed Medical Research Programs Review Process evaluates the CDMRP two-tiered peer review process, its coordination of research priorities with NIH and the Department of Veterans Affairs, and provides recommendations on how the process for reviewing and selecting studies can be improved.

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Research Program Coordinator Job Description

Research program coordinator duties & responsibilities.

To write an effective research program coordinator job description, begin by listing detailed duties, responsibilities and expectations. We have included research program coordinator job description templates that you can modify and use.

Sample responsibilities for this position include:

Research Program Coordinator Qualifications

Qualifications for a job description may include education, certification, and experience.

Licensing or Certifications for Research Program Coordinator

List any licenses or certifications required by the position: HIPAA, CPR, CCRC, CCRP, IRB, NIOSH, BLS, SOCRA, ACRP, HIV

Education for Research Program Coordinator

Typically a job would require a certain level of education.

Employers hiring for the research program coordinator job most commonly would prefer for their future employee to have a relevant degree such as Bachelor's and Collage Degree in Education, Graduate, Public Health, Communication, Psychology, Social Sciences, Management, Communications, Social Work, Desktop Publishing

Skills for Research Program Coordinator

Desired skills for research program coordinator include:

Desired experience for research program coordinator includes:

Research Program Coordinator Examples

• Microsoft Word (.docx) .DOCX
• PDF Document (.pdf) .PDF
• Image File (.png) .PNG
• Provide overarching administrative support to Program, including correspondence and scheduling seminars, general support to trainees, students, and postdocs
• Manage conflict-free calendars of meetings and appointments
• Draft and prepare for signature office communications proofread and edit confidential and sensitive information
• With Research Nurse, verifies patient eligibility for studies by comparing patient history and clinical laboratory results with protocol requirements
• Meets regularly with Principal Investigators, Research Nurse, and Research Program Manager and other study team members to review data accuracy and overall study progress
• Write manual of procedures for conducting interviews with leadership and consumers
• Interacts with study site to obtain space and negotiate schedules for participant recruitment and data collection
• Performs all data collection measures (phlebotomy not required) including questionnaires, cognitive testing, and physical measures such as six-minute walk, blood pressure, waist circumference and expiratory carbon monoxide testing and supervises data collector in these measures
• Recruit, screen and enroll eligible subjects for participation in research protocols with final authorization from principal investigator and/or research nurse team leader
• Meet regularly with principal investigators, research manager and protocol team leaders to review patient participation, data accuracy and overall project progress
• Verifies patient eligibility for studies by comparing patient history and clinical laboratory results with protocol requirements
• Prepares reports on individual patients or the study as required by the principal investigators and/or external agencies
• May assist the principal investigator and/or program manager in defining information and plans required to accomplish goals of studies
• Maintains a research chart for each patient
• Meets regularly with Principal Investigator, Research Nurse, and Research Program Manager to review data accuracy and overall study progress
• Completes minimum requirement for continuing educational units
• Works with the study team on approved concepts to help write the clinical research protocol and informed consent document using the TBCRC standardized templates
• Assists in the preparation of budgets for new TBCRC studies using costs principles provided by TBCRC participating member sites
• Assists in the collection, reviews for adherence to regulation, and tracks all regulatory documentation for sites involved in studies
• Understand and adhere to schedules, protocols, and Standard Operating Procedures (SOP)
• Schedule study visits and track follow up, sample collection and data entry for multiple research studies
• Enrollment and withdrawal of participants in the BLSA
• Autopsy study
• Scheduling, preparing, and presenting case conferences for participants in the BLSA for diagnostic purposes
• Coordinating the safe transfer of biospecimens to storage freezers located on site
• Maintaining an inventory, , the monitoring and overseeing maintenance schedules of these freezers to ensure samples will remain viable for any future analyses
• Prepare, process and document claims and invoices for clinical services related to research studies
• Prepare and maintain general ledger-related documentation including allowances, adjustments, check payments and journal vouchers (JVs)
• Reconcile charges captured in the Epic billing system with the study’s Billing Grid and other study documents, to ensure appropriate billing to the research study, Medicare, third-party payer, or the study subject
• Participate in development, testing and evaluation of manuals, questionnaires, and coding structures, for the efficient collection of data
• Participate in presenting projects/data at medical meetings • Participate in working on protocol development of sub-studies • Conduct training sessions and oversee day-to-day activities of lower level program coordinators and other staff working at other locations within multi-centered clinical trial and locally
• Utilizing working knowledge of study(s) will participate in meetings to provide operational updates, report on any operational issues, and may make recommendations for resolutions to new/outstanding operational issues
• Participates in all mandatory meetings to develop increasing knowledge of assigned research and clinical trials • Attends educational lectures and conferences
• Draft, negotiate, and evaluate licensing and support service arrangements for the PRC International Program (England, Northern Ireland, Scotland, The Netherlands, British Columbia, Ontario, Norway, Bulgaria and Australia) with coordination from University’s legal counsel and University Physicians, inc
• Negotiate trademark rights and responsibilities with foreign governments and create new trademark registrations for branding with the Technology Transfer Office, manage accepted trademarks and their uses
• Alert investigators when amendments to COMIRB protocols are needed, and implement and submit routine amendments
• Provide administrative compliance coordination of research projects that are conducted jointly with the NFP NSO and other research institutions
• Facilitate regular communications and site visits with international partners
• Participate in International system developments that support quality improvement and sustainability for all NFP/FNP international partners
• Work with collaborators on IRB issues and external IRBs, as needed, to meet regulatory requirements and ensure necessary approvals are processed and obtained
• Prepares and submits progress reports
• Drafts memoranda, reports, PowerPoint presentations
• Maintains central repository of project documents, project plans, deliverables
• Facilitates communication and collaboration with affiliated research personnel at other locations and institutions
• Participates and contributes to internal team meetings and facilitates new and existing partnerships with external partners
• Supports leadership staff by coordinating events established in the central portion of the grant, such as an HBX Live (online discussion platform)
• Helps fulfill key project and reporting documents
• Outstanding interpersonal, organizational, and networking skills
• Records and distributes team research meeting agenda, notes and taskings
• Maintain lab and medical records, and database records
• Assist in the management of the center’s daily operations
• Assist with research activities in BRIDGES projects, including data collection, entry, and analysis and manuscript writing
• Assist the Principal Investigator in developing and implementing study operating procedures related to recruitment, retention, study visits and specimen bank while ensuring that quality control procedures are adhered to
• Assist with the informed consent process, • Records management, communicating with team members on the status of assignments, • Assist with editing and preparation of study documents, • Organization of records, • Schedule study-related visits, • Collect data via telephone and/or face-to-face questionnaires with study participants, and • Clerical duties as assigned
• Development of recruitment materials, SOPs/procedures
• Provide GPP Academic Director with research support for projects related to international relations and U.S. foreign policy, including web searches, book and article summaries, editorial assistance, and literature searches
• Coordinate student research assistants on projects related to global policy issues
• Manage and plan travel occasionally participate in overseas research trips with students and faculty
• The ability to perform highly detailed work with superb attention and care while providing/ obtaining information on numerous inquiries is paramount to success in this position
• Exposure to Microsoft Excel, Bibliography software (EndNote, RefWorks), PubMed/Lexis Nexis is preferable
• Bachelor’s Degree in Life Sciences, Biology, Bioengineering, or other related scientific fields
• Current certification in BLS required and must be maintained in a current status throughout the life of this contract
• Excellent written and verbal communication skills impeccable organizational skills
• Bachelor's Degree required, with 0-1 years of related experience preferred
• Maintain familiarity with current issues in global policy
• Participates in the primary analysis of evaluation datasets
• The position includes systematic social observation of communities throughout Baltimore
• The position includes ethnographic observation of public events within the study’s catchment area
• Act as primary contact for study participants, which may include scheduling, confirming appointments, and escorting/directing to various locations on/off campus
• Monitor the administration of existing research-based assessments by staff, including the preparation of a monthly report to detect administration gaps and errors
• Re-train staff as needed
• Help with installation and maintenance of electronic equipment to include
• Develop, manage and utilize databases and computer programs to identify patients' research status, including needed consents and research-based assessments and communicate this information to clinical and research staff
• Work in conjunction with the Senior Research Program Coordinator to coordinate between clinical and research staff to design and update protocols for administering research-based assessments that correspond to clinical workflows
• Minimum of three years of experience (5 years if no Master's degree) in data management and study coordination in healthcare or basic research
• The ideal candidate would be detail oriented and comfortable managing a diverse set of tasks
• No previous full time employment experience is required
• An ideal candidate would be comfortable interacting with individuals from diverse racial, cultural, and economic backgrounds
• Demonstrated knowledge of federal and non-federal agency requirements and regulations for sponsored research grants
• Strong knowledge of policies and procedures relating to accounting, budgeting, bookkeeping, reconciliation, auditing, purchasing, disbursements, and other fiscal matters

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Research Coordination Networks

View guidelines, important information about nsf’s implementation of the revised 2 cfr.

NSF Financial Assistance awards (grants and cooperative agreements) made on or after October 1, 2024, will be subject to the applicable set of award conditions, dated October 1, 2024, available on the NSF website . These terms and conditions are consistent with the revised guidance specified in the OMB Guidance for Federal Financial Assistance published in the Federal Register on April 22, 2024.

Important information for proposers

All proposals must be submitted in accordance with the requirements specified in this funding opportunity and in the NSF Proposal & Award Policies & Procedures Guide (PAPPG) that is in effect for the relevant due date to which the proposal is being submitted. It is the responsibility of the proposer to ensure that the proposal meets these requirements. Submitting a proposal prior to a specified deadline does not negate this requirement.

Supports networks that foster communication and new collaborations among scientists, engineers and educators who share a common interest in a new or developing area of science or engineering.

The goal of the RCN program is to advance a field or create new directions in research or education by supporting groups of investigators to communicate and coordinate their research, training and educational activities across disciplinary, organizational, geographic, and international boundaries. The RCN program provides opportunities to foster new collaborations, including international partnerships where appropriate, and address interdisciplinary topics. Innovative ideas for implementing novel networking strategies, collaborative technologies, training, broadening participation, and development of community standards for data and meta- data are especially encouraged. RCN awards are not meant to support existing networks; nor are they meant to support the activities of established collaborations. RCN awards also do not support primary research. Rather, the RCN program supports the means by which investigators can share information and ideas; coordinate ongoing or planned research activities; foster synthesis and new collaborations; develop community standards; and in other ways advance science and education through communication and sharing of ideas. Additional information about the RCN program and its impacts may be found in Porter et al. 2012 Research Coordination Networks: Evidence of the relationship between funded interdisciplinary networking and scholarly impact. BioScience, 62: 282-288

Proposed networking activities directed to the RCN program should focus on a theme to give coherence to the collaboration, such as a broad research question or a particular technology or a unique approach to address a current challenge.  PIs are encouraged to consider approaches that enhance the geographic diversity of participation in the chosen theme.

Participating programs in the Directorates for Biological Sciences (BIO), Computer and Information Science and Engineering (CISE), Geosciences (GEO), STEM Education (EDU), Engineering (ENG), Social, Behavioral and Economic Sciences (SBE), and Technology, Innovation and Partnerships (TIP) will accept RCN proposals. PIs are encouraged to discuss suitability of an RCN topic with a program officer that manages the appropriate program. For proposals submitted to the CISE, ENG, SBE and TIP directorates consultation PRIOR to submission is mandatory (see Proposal Preparation instructions for supplementary documents). The NSF Growing Research Access for Nationally Transformative Equity and Diversity  (NSF GRANTED) program welcomes inquiries about potential RCN proposals aimed at strengthening the capability of institutions of higher education to develop, submit, and manage research proposals and awards.

Other NSF solicitations accept proposals similar to RCN but for narrowly defined themes. Please see section IX. Other Information of this solicitation for a listing of these programs. PIs are strongly advised to contact the appropriate Program Officer before submitting an RCN proposal.

Program contacts

RCN Contacts available at http://www.nsf.gov/bio/ef/rcn_contacts.jsp.

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Organization(s).

• Directorate for Biological Sciences (BIO)
• Directorate for Computer and Information Science and Engineering (CISE)
• Directorate for Engineering (ENG)
• Directorate for Geosciences (GEO)
• Directorate for Social, Behavioral and Economic Sciences (SBE)
• Office of Integrative Activities (OD/OIA)
• Directorate for STEM Education (EDU)
• Directorate for Technology, Innovation and Partnerships (TIP)

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Pro project coordination tips for better results

47% of projects fail, according to research by the Project Management Institute . In most cases, the issue isn’t in the initial planning phase–it comes down to your ongoing project processes.

In other words, if you want to beat out the competition and consistently deliver projects on time and on budget, you need better project coordination.

What is project coordination? Why is it so important at work?

Project coordination is the daily work of managing your team’s projects, keeping those projects on track, and making sure everything comes together on time and on budget.

Project coordination may be the responsibility of a project coordinator, a project manager, or a team manager. It comprises:

• Ensuring the project is delivered on time
• Making sure all work tasks are on schedule
• Managing and tracking deliverables
• Keeping all team members updated on progress and changes
• Planning, scheduling and documenting team meetings
• Monitoring the project budget and resources

Project coordination vs project management: what’s the difference?

Project coordination is sometimes confused with project management , but the two processes are actually pretty different.

Project management is the process of planning the project, setting the goals and budget, and assigning tasks and responsibilities, and then managing the project from end-to-end.

Project coordination is a part of the overall process of project management. It refers to the ongoing activity of making sure that the project is running smoothly, checking in on tasks and deliverables, and overseeing daily activities.

What is a project coordinator?

A project coordinator is the individual responsible for the end-to-end coordination, oversight and daily implementation of the project plan. This may be a role held by the project manager, or in larger teams it may be a separate person who supports the project manager in the daily supervision and coordination of the project.

The project coordinator needs to:

• Monitor the project schedule and follow-up if any deliverables are falling behind
• Trouble-shoot issues and roadblocks
• Organize and track deliverables
• Create agendas for meetings and document and share meeting minutes
• Keep an eye on the project budget
• Make sure that everyone is aware of changes and updates to the project
• Create and communicate project status reports
• Support the project manager to confirm the overall success of the project
• Write and maintain process documentation to standardize project processes

What makes a great project coordinator?

We asked the experts what skills a project coordinator needs to excel in their role, and here’s what they told us:

1. An eye on the big picture

Michelle LaBrosse, the founder and CEO of Cheetah Learning , a project management training center, explains that great project coordinators are able to balance “the overall organizational vision with the project objective and the strengths plus WIIFMs (What’s In It For Me) of project team members.” That way, they keep the project on track with company goals, while still acknowledging the individual needs and differences of the project team.

2. Allowing individual freedom while sticking to the plan

On that note, Sam Cooper, a Digital Project Coordinator at UK-based digital marketing agency DM Wilbury , told us that a good project coordinator will find ways to allow people “autonomy and creative freedom,” while also ensuring that “everyone is sticking to a detailed and thorough plan.”

3. Great communication skills

Chad Lundeen, Vice-President of Real Estate at Saatva , a US-based mattress business, told us that “clear communication is the foundation of excellent project coordination.” For Lundeen, a key part of the project coordinator’s job is to “ensure everyone understands their roles, tasks, timelines , and expectations. It is essential to have regular check-ins and meetings with all stakeholders to keep everyone updated on progress and any changes.”

4. Attention to detail

Lundeen also noted that “great project coordination requires attention to detail. A project coordinator ensures that all tasks are clearly defined and timelines and budgets are adhered to.”

This focus on the nitty-gritty must be balanced with a healthy dose of realism and agility, he explains:

Tip: Use a work management tool to keep track of your most important details in one place.

How can you improve project coordination in your team?

Whether you’re a project coordinator, a PM, or a team lead with coordination responsibilities, the chances are your project coordination skills could use a boost. After all, project coordination is inherently tough as you juggle multiple priorities, competing stakeholder needs, and constant change. Here are three ways in which you can level up your project coordination:

1. Front-load your planning

LaBrosse cautions against jumping too quickly into starting a new project “before adequately agreeing on the project details and each person’s roles and contributions to the project.” She explains:  “It’s like the “Measure twice, cut once” adage in construction. You need to take the measure of what needs to be done and who is best to do it BEFORE jumping into “just get it done” mode.”

monday.com makes it easy to visualize your projects from start to finish:

• Start by creating a board on monday.com and customizing it to fit your project needs.
• Add columns for tasks, deadlines, assigned team members, and any other relevant information that will help you stay organized.
• Divide your project into smaller, manageable tasks and create cards for each task on your board. This will help you see the project as a series of smaller, achievable steps.
• Assign tasks to specific team members and set deadlines for completion. This will keep everyone on the same page so that tasks are completed on time.
• Use labels to categorize tasks and make it easier to find specific items on your board. For example, you could use labels to distinguish between different project phases or priority levels.

2. Create transparent communication channels

“The most common problem teams face with projects is communication, especially when plans change midway through development,” says Cooper. “A good project coordinator will know what information needs to be shared across the different teams. An ineffective coordinator will either fail to keep people informed, or will go too far the other way and bombard teams with unnecessary information.”

monday.com offers several features that can help make project communication more transparent. Here are a few suggestions:

• Use the Updates section. monday.com has a built-in updates section for each task, which allows team members to communicate with each other in real-time. Encourage your team members to use this feature to ask and answer questions, provide updates, and discuss project-related issues. By doing so, everyone can stay informed and be aware of any changes or updates.
• Share progress updates. Using monday.com, you can easily share progress updates on individual tasks or the entire project with your team members. By sharing regular updates, everyone can stay on the same page, and no one will be left in the dark.
• Move faster with automation. monday.com offers a wide range of automation options that can help streamline communication and reduce manual work. For example, you can set up automations to notify team members when a task is completed, or when a deadline is approaching. This can help ensure that everyone is aware of project progress and can act accordingly.

3. Explicitly acknowledge roles and responsibilities

For Lundeen, project results depend on clearly assigned responsibilities. “ When no one is accountable for the project’s success, it can result in missed deadlines and unfinished tasks. Teams should establish clear accountability for all project tasks and deliverables to ensure everyone knows what they are responsible for and what is expected, both as a sole contributor and team member.”

To make resource planning and tracking easier, use monday.com to:

• Assign tasks with the assignee column, so everyone knows who is doing which task
• View the workload of each team member in the Workload Management view, to ensure that no one is overburdened
• Avoid project delays and bottlenecks with the Resource Management feature, which allows you to track the availability of resources such as equipment, software licenses, and other tools.

1. What is project coordination?

Project coordination is the process of managing and organizing the day-to-day work on a specific project to achieve your goals within a set timeframe and budget.

2. What are the stages of project coordination?

A typical project coordination process might include the following 5 lifecycle stages :

• Project initiation
• Project planning
• Project execution
• Project monitoring
• Project closure

3. How can I be a good project coordinator?

Great project coordinators are strategic thinkers with an eye on the details. Focus on improving your planning, communication, and time management skills. A project management software like monday.com can help you communicate clearly and transparently with the rest of your project team, spot roadblocks, and head off delays. You may also want to consider pursuing Project Management certification.

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13 SMART Goals Examples for Research Coordinators

Strengthening the research process and supporting researchers, a research coordinator plays an integral role in enhancing organizational objectives.

They work across various stages of a study, including research design, approval processes, data collection, and analysis. Being able to prioritize goals is essential for the success of this position.

The SMART goal technique enables coordinators to create amazing goals. This article will provide 13 SMART goals examples for research coordinators to help them excel in their roles.

Table of Contents

What is a SMART Goal?

The SMART ( Specific, Measurable, Attainable, Relevant, Time-based ) system can be a valuable tool for research coordinators to set effective goals.

To give you a clearer understanding, here’s a more detailed breakdown of each element of the SMART acronym.

Being specific in your goal setting can dramatically increase your chances of success. The key is to be as detailed as possible. These finer points could give you an edge over other research coordinators. In contrast, vague goals may lead to a rapid loss of motivation.

As a research coordinator, it’s crucial to use measurable outcomes. With a straightforward assessment of your progress, your research projects could become more cohesive and efficient.

Setting a goal that’s too high can cause disappointment, but setting one that’s too low may leave you unfulfilled. Try to strike a balance between being overly ambitious and too cautious. It ensures that you’re continually pushing forward without setting yourself up for potential failure.

Developing goals that align with your values and professional aspirations is important. By doing this, you’ll stay energized during challenging periods. So take a moment to reflect on what truly matters to you and let these values guide your goal setting.

A timeline for your goals helps you stay focused and keeps your objectives in sight. Recognize that goal completion doesn’t happen overnight. It requires consistent effort, so be prepared to commit time and energy to succeed.

1. Streamline Research Approval Process

“By the end of 6 months, we will have reduced the time it takes for the research approval process by 50% by optimizing communication with regulatory bodies and implementing an efficient system for obtaining necessary approvals.”

Specific: The statement outlines the exact objective: reducing research approval process time by 50%.

Measurable: The goal is measurable by tracking the time it takes for research approvals before and after implementing the new system.

Attainable: By optimizing communication and implementing an efficient system, it’s feasible to decrease the approval process duration significantly.

Relevant: Streamlining the research approval process helps improve overall efficiency in research studies.

Time-based: You have a clear 6-month deadline for optimal success.

2. Enhance Data Accuracy and Completeness

“I’ll implement a data quality assurance system within the next month to improve the accuracy and completeness of research data collected. I’ll conduct regular audits and provide training on proper data collection techniques to all team members.”

Specific: This targets improving the accuracy and completeness of research data through a data quality assurance system.

Measurable: Success can be measured through regular audits and monitoring of research data.

Attainable: This goal is achievable within a month with enough planning and implementation.

Relevant: Accurate and complete data is crucial for valid research results, making this goal highly relevant to the role of a research coordinator.

Time-based: The SMART goal will be accomplished after one month.

3. Increase Participant Recruitment Numbers

“Our research study will have recruited 50% more participants than the previous year due to improved marketing strategies and targeted outreach efforts. For 6 months, we’ll track the number of participants recruited each month and adjust our strategies accordingly.”

Specific: Clearly states the goal of increasing participant recruitment by 50% within a certain time frame.

Measurable: Tracking the number of participants recruited each month allows for evaluating progress towards the goal.

Attainable: By implementing improved marketing strategies and targeted outreach efforts, it is feasible to increase recruitment numbers.

Relevant: The success of a research study is highly dependent on the number of participants recruited, making this crucial for its overall success.

Time-based: You have an end date of 6 months to meet this goal statement.

4. Strengthen Collaboration With Research Team

“Within this quarter, I’ll improve collaboration with my research team by scheduling monthly meetings, using a shared project management tool, and setting clear expectations for responsibilities and deadlines.”

Specific: The goal explains actions to improve collaboration with the research team.

Measurable: Determine the frequency of meetings, utilization of project management tools, and successful completion of tasks within set deadlines.

Attainable: These strategies are possible as they focus on improving communication and setting clear expectations.

Relevant: Collaboration is crucial for successful research, making this goal highly suitable.

Time-based: One quarter (three months) is required for goal completion.

5. Develop a Comprehensive Study Timeline

“I will have created a comprehensive study timeline that outlines all tasks and deadlines for the upcoming research project by the end of two weeks. This timeline will be shared with all team members to ensure everyone is on the same page.”

Specific: The SMART statement is well-defined: to create a comprehensive study timeline.

Measurable: Ensure all tasks and deadlines for the upcoming research project are included.

Attainable: The research coordinator should have access to all necessary resources to create the timeline within two weeks.

Relevant: This is important as it will ensure everyone clearly understands what needs to be done and when.

Time-based: The goal must be completed over the course of two weeks.

6. Use Reputable Sources for Literature Reviews

“I’ll conduct a thorough literature review for my research project by utilizing reputable sources such as academic journals and books within four months. I plan to dedicate two hours each week to this task and maintain a record of all sources used.”

Specific: You have identified the sources for your literature review.

Measurable:   You can evaluate progress by keeping track of how many reputable sources you have used in your literature review.

Attainable: A time frame of four months is reasonable to conduct a thorough literature review using reputable sources.

Relevant: Conducting a literature review is essential to research, and using reputable sources adds credibility to the findings.

Time-based: In four months, you’ll have finished the literature review task.

7. Maintain Stakeholder Communication

“I want to maintain open communication channels with all stakeholders involved in the research project in two months. That includes scheduling regular meetings, responding promptly to emails and phone calls, and providing timely project progress updates.”

Specific: You have precise actions available—scheduling meetings, responding promptly, and providing updates.

Measurable: Progress can be gauged by the frequency of meetings and responses to emails and phone calls.

Attainable: With effective time management and prioritization, maintaining communication channels is doable in two months.

Relevant: This directly contributes to the research project’s success by ensuring all stakeholders are informed and involved.

Time-based: The statement must be achieved within two months.

8. Explore Funding Opportunities for Future Studies

“I will research and apply for at least three potential funding opportunities for future studies in our organization within the 6 months ahead. I plan to attend grant writing workshops, network with potential funders, and submit high-quality proposals.”

Specific: The research coordinator has identified at least three funding opportunities to pursue and the timeline for doing so.

Measurable: Count how many opportunities have been researched, workshops attended, and proposals submitted.

Attainable: This goal is feasible as it allows for enough time and resources to explore potential funding sources.

Relevant: As a research coordinator, securing funding is crucial for the success of future studies, making this goal highly appropriate.

Time-based: Goal attainment is expected within the next 6 months.

9. Ensure Clinical Trials Comply With Protocol

“I will ensure all clinical trials are conducted under the protocol and Good Clinical Practice (GCP) guidelines within 6 months. I’ll conduct training sessions for the research team, organize mock trials, and review protocol compliance with the team.”

Specific: The goal details the actions (conducting training sessions and organizing mock trials) the coordinator will take to ensure that all clinical trials comply.

Measurable: Monitor how many training sessions you’ve conducted and the mock trials you organized.

Attainable: This goal is realistic as it relies on the coordinator’s ability to conduct training and organize mock trials, which are essential aspects of their role.

Relevant: Conducting clinical trials in compliance with protocol ensures that research findings are valid and reliable.

Time-based: This should be completed in the following 6 months.

10. Increase Publication of Research Findings

“I aim to have three research studies published in reputable journals by the end of the year. To do this, I’ll prioritize data analysis and writing for publication during work hours and allocate dedicated time each week for this task.”

Specific: The individual aims to increase the number of research studies published in reputable journals.

Measurable: Count the number of studies published (three) on reputable journal websites.

Attainable: The goal is possible because the individual will prioritize data analysis and writing for publication during work hours.

Relevant: As a research coordinator, it is vital to contribute to advancing knowledge through publication in reputable journals.

Time-based: The SMART statement has a specific time frame of one year.

11. Boost Awareness of Ethical Considerations

“For 8 months, I’ll strive to facilitate workshops for all researchers in my department on ethical considerations in research. This will increase their awareness of ethical guidelines and ensure they adhere to them.”

Specific: You know what must be done (facilitate workshops) and who it applies to (all researchers in the department).

Measurable: The number of workshops held and the attendance can be tracked.

Attainable: Any research coordinator should be able to organize workshops within their department.

Relevant: Ethical considerations are crucial to conducting ethical research, so this goal is relevant to the role of a research coordinator.

Time-based: Goal achievement is anticipated over 8 months.

12. Improve Your Project Management Skills

“I’ll attend a project management course and read three books on project management over the following 6 months. I will also shadow a senior research coordinator for two projects to gain hands-on experience managing research projects.”

Specific: You plan to elevate your project management skills for 6 months.

Measurable: Gauge progress by checking off the listed action items: completing the course, reading the books, and shadowing a senior research coordinator.

Attainable: By attending a course, reading books, and gaining hands-on experience through shadowing, this goal is feasible.

Relevant: Project management is essential for research coordinators, who are often responsible for various projects.

Time-based: This statement has a time frame of 6 months for completion.

13. Use Evidence-Based Strategies for Data Analysis

“I plan to utilize evidence-based strategies for data analysis to improve the accuracy and efficiency of our research results within four months. That way, our findings will be more reliable and useful for future studies.”

Specific: The goal states the use of evidence-based strategies for data analysis.

Measurable: The accuracy and efficiency of research results can be measured by comparing pre and post-implementation data.

Attainable: The coordinator can work with a statistician or research team to learn and implement these strategies.

Relevant: This goal pertains to the research process as it ensures more reliable and valuable results.

Time-based: Four months is the desired deadline to accomplish excellence.

Final Thoughts

Research coordination is a dynamic field that requires continuous learning. By setting SMART goals and evaluating progress, research coordinators can boost their skills and contribute to the success of research projects.

And realize that these goals can be adjusted as needed throughout the year. By remaining dedicated and open to growth, coordinators can significantly impact their field and contribute to advancing knowledge.

So keep creating SMART goals, and celebrate your successes, no matter how small they may seem. Every step towards excellence is worth recognizing. Keep striving, and you’ll soon excel in your responsibilities.

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Project Coordinator Job Description: Role, Responsibilities & Skills

Sometimes functional leads or project managers need help managing projects. That’s where the project coordinator comes in. There’s already a lot about project managers and their various roles and responsibilities floating around on the web and even on our project management blog.

We’ve also talked about program managers and other types of project management roles , but now, let’s explore the role of project coordinator.

What Is a Project Coordinator?

A project coordinator is a member of the project management team who supports project managers by overseeing administrative tasks, communicating with stakeholders and ensuring resource availability for the project team.

Project coordinators go by a few different titles, such as lead project coordinator, project management coordinator or assistant project manager. There are also industry-specific job titles like construction project coordinator. They’re needed in large projects in many industries such as construction, information technology and healthcare.

Project management software makes it possible for a project coordinator to do their job. ProjectManager is award-winning project management software that connects them to the project team and stakeholders, allowing for shared documents and much more. Our online software delivers real-time data to help project coordinators execute their tasks, manage documents, schedule meetings and foster collaboration. Get started with ProjectManager today for free.

Project Coordinator Responsibilities

So, what does a project coordinator do? As stated above, the daily duties of project coordinators vary depending on the organization, but here’s a quick overview of the most common project coordinator responsibilities.

• Assist the project manager in the development of project management documents such as project budgets, project schedules, scope statements and project plans
• Execute project management administrative and bookkeeping tasks such as managing invoices, purchase orders and inventory reports, among other financial documents
• Supervise the project procurement process
• Meeting with project clients to assess their needs and define project requirements , acceptance criteria and project timelines
• Coordinate the allocation of project resources to ensure the project team has what’s needed at the right time
• Assign tasks to team members and help them understand what’s expected from them in terms of project milestones and deliverables
• Be the liaison between the project team and project clients throughout the project life cycle
• Help project managers monitor project progress and team members’ performance and provide updates to project stakeholders
• Schedule stakeholder meetings, document and generate reports
• Foster cross-team collaboration to help project team members complete project tasks and produce deliverables

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Status Report Template

Use this free Status Report Template for Excel to manage your projects better.

Project Coordinator Skills

Here’s an overview of the main skills that are required to lead the project coordination process effectively.

• Communication skills: Project coordinators interact with many individuals throughout the life cycle of a project , such as project managers, project sponsors, stakeholders and of course, the project team. For this reason, project coordinators must demonstrate excellent communication skills.
• Problem-solving skills: There will be issues, challenges and different types of problems, big and small. For this reason, project coordinators must have problem-solving skills that allow them to quickly come up with solutions and strategies.
• Change management skills: As projects are executed, there are many variables to control, and many situations that might force the project management team to make changes to the original project plan . Project coordinators must be able to adapt to these changes.
• Organizational skills: Project coordination, as its name suggests it’s a demanding field that requires organizational skills such as time management, delegation, planning, goal setting and decision-making, among others that’ll help the project coordinator be on top of his own duties and responsibilities and monitor the performance of others.

Project Coordinator vs. Project Manager

The project coordinator and the project manager work closely together. While not every project has both positions on staff, when the project is larger it’s almost a necessity. Without a project coordinator, a project manager can get lost in the busy work of a project and fail to oversee the activities of the project as needed.

The project manager is responsible for the overall project, managing the team, planning and scheduling as well as monitoring the progress and performance of the team as they execute their assigned tasks. The project manager is also tasked with overseeing the project coordinator.

As stated, the project coordinator is responsible for much of the administrative work around a project. While they can help the project manager and project team with tasks, they’re also setting up meetings with stakeholders and dealing with the volumes of documentation common in most projects.

Project Coordinator vs. Program Coordinator

By now, it’s clear what a project coordinator is. They’re the ones who do the work that supports the project manager and the project. They order supplies, keep track of the budget, manage calendars, train and communicate with the team, file paperwork and so on.

But the project coordinator is doing all that for only one project. When you have a group of many projects or a group of related projects, that’s called a portfolio or a program , respectively. Therefore, a program coordinator is doing similar things to what a project coordinator does only for many projects.

The program coordinator helps with the planning and coordination of the program. They’ll monitor the implementation of program policies and practices and keep the program on schedule and on budget and manage assignments and workloads. Essentially, they coordinate but on a program level.

Project Coordinator Job Description Example

Here’s a project coordinator job description example you can use in case you’re looking for a project coordinator or want to become one.

Role Description

The project coordinator will coordinate the schedule , budget, issues and risks of the project. It’s their job to ensure the project management framework is well-organized and that it runs smoothly. This can include communicating with various departments in the organization to make sure everyone is on the same page.

• Monitoring project progress and creating project status reports for project managers and stakeholders
• Assisting with resource scheduling so that team members have the resources they need to complete their tasks
• Scheduling stakeholder meetings and facilitating communication between the project manager and stakeholders throughout the project life cycle
• Managing project management documents such as the project plan , budget, schedule or scope statement, as directed by the project manager
• Executing a variety of project management administrative tasks such as billing and bookkeeping
• Support team members when implementing risk management strategies

Desired Project Coordinator Skills

• Communication skills
• Problem-solving skills
• Change management skills
• Organizational skills
• Management skills

Project CoordinatorEducation & Qualifications

• Bachelor’s degree in business administration, management or a related field
• Project management certifications: Certified Associate in Project Management (CAPM), project management professional (PMP) or similar
• Working knowledge of project management software
• Proficiency with Microsoft Office

Because it’s a sensitive role, most companies require at least 2 years of experience in project coordination, project management roles or related fields. However, in some cases, education and training can replace experience and vice versa.

Project Coordinator Salary

According to Glassdoor , the average project coordinator makes a salary of approximately $53,500 annually in the United States. However, the range goes from roughly $40,000 up to $80,000 depending on the type of position, location and experience.

ProjectManager Is the Perfect Project Coordinators Tool

ProjectManager is online project management software that helps project coordinators work more effectively and efficiently. Project coordinators have a lot of responsibilities that need to be managed with the right tools. Our online Gantt chart makes responding to changes quick and easy. To change a start or end date, just drag and drop the duration bar to the new dates.

Project coordinators are communicators, and ProjectManager is a collaborative platform that facilitates clear communication. One-click reporting makes a project coordinator’s job that much more productive. These reports can be filtered to address the concerns of the project manager or stakeholders. If asked for more details in a presentation, the reports are online and can be quickly accessed for a deep dive into the asked-for data.

Watch a Tutorial Video on Project Coordinators

If you’d like to get a little more familiar with what a project coordinator does, then watch the following training video by Jennifer Bridges, PMP.

Related Content

ProjectManager offers a wealth of resources for all roles in project management. We have hundreds of tutorial videos and blog posts that cover all aspects of project management.

• How to Start a Project Management Career
• 10 Key Project Roles & Their Responsibilities
• Top 30 Project Management Skills
• Top 10 Project Management Qualifications
• Best 12 Project Management Certifications

If you need a tool to help you as a project coordinator, then signup for our software now at ProjectManager . Our online software can help project coordinators plan, track and oversee projects as they unfold. Sign up for a free 30-day trial today!

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Training Grants Research Admin

• Madison, Wisconsin
• SCHOOL OF MEDICINE AND PUBLIC HEALTH/DEPARTMENT OF SURGERY
• Sponsored Programs, Grants, and Contracts
• Partially Remote
• Staff-Full Time
• Staff-Part Time
• Opening at: Aug 30 2024 at 09:40 CDT
• Closing at: Sep 15 2024 at 23:55 CDT

Job Summary:

The Training Grants Research Administrator is part of the Office of Grant Administration in the Department of Surgery and reports to the Director of Surgery Sponsored Projects and Grants. This position serves as the coordinator for NIH-funded training grants as well as other extramurally funded research education grants held within the Department of Surgery, provides support to Program Directors in the execution of training grant requirements including recruitment, onboarding, reporting, and curriculum implementation. This position also interfaces with the Director(s) of Postdoctoral Research Training in the Department of Surgery to support the clinical residents in identifying potential funding, research training opportunities, and research mentors as well as assisting with grant submissions as needed. This includes: - Advising and assisting faculty and academic staff in developing and submitting research training-related grant applications, contract proposals, progress and final reports (and related budgets for all). - Keeping faculty, trainees, fellows, and appropriate staff apprised of status of grants, current contract or grant policies, regulations and guidelines made by granting agencies (especially NIH) and campus research offices. - Serving as a liaison with principal investigators (PIs) and granting agencies (including electronic research administration/ERA issues), University offices, etc. - Meeting with faculty and academic staff to identify research interests and to develop funding strategies and plan. - Recruitment, onboarding, and administrative support for research trainees in the Department of Surgery -Support the preparation of annual progress reports which includes collecting trainee progress information as well as updating information from current and past trainees -Working with HR related to trainee appointments and stipend levels -Preparing annual budgets for costs associated with research/academic development time -Supporting the further growth of the training grant portfolio in the Department of Surgery including data collection for grant submission and working with relevant internal workgroups/stakeholders. The person in this position will need to obtain a thorough knowledge of grant proposal development and the conduct of research and administration of research activity. The person in this position should be comfortable speaking in front of others and giving presentations.

Responsibilities:

• 20% Serves as a liaison and expert resource for researchers regarding the interpretation of policy and procedure related to overall sponsored project management
• 25% Works collaboratively with researchers to prepare non-technical materials for proposals, drafting contracts or agreements for review, and/or advising award setup
• 30% Leads researchers in the preparation and/or maintenance documentation, financial management, and/or reporting requirements related to sponsored grants, contracts, or agreements
• 5% May identify funding opportunities and disseminate to principal investigators
• 20% Assists in the development, coordination, and facilitation of training program requirements for multiple research training programs according to established research objectives in alignment with program design and strategic initiatives.

Institutional Statement on Diversity:

Diversity is a source of strength, creativity, and innovation for UW-Madison. We value the contributions of each person and respect the profound ways their identity, culture, background, experience, status, abilities, and opinion enrich the university community. We commit ourselves to the pursuit of excellence in teaching, research, outreach, and diversity as inextricably linked goals. The University of Wisconsin-Madison fulfills its public mission by creating a welcoming and inclusive community for people from every background - people who as students, faculty, and staff serve Wisconsin and the world. For more information on diversity and inclusion on campus, please visit: Diversity and Inclusion

Preferred Bachelor's Degree

Qualifications:

Required Qualifications: -Experience in managing multiple projects and competing deadlines simultaneously -Experience in working independently and as part of a team Preferred Qualifications: -At least 3 years of substantial involvement or familiarity in research, sponsored programs administration either in a sponsoring or recipient organization, or the equivalent in a self-funding organization -Knowledge of NIH and other federal and university regulations for the conduct of research -Experience in medical or research setting -Experience working with trainees/learners -Strong understanding of budget development -Attention to detail and a high level of accuracy in tasks -Ability to interpret and analyze data and present findings in clear a clear and concise manner -Strong interpersonal skills, and excellent oral and written communication skills, with the ability to effectively communicate complex ideas and concepts -Proactive and problem-solving mindset

Full or Part Time: 80% - 100% This position may require some work to be performed in-person, onsite, at a designated campus work location. Some work may be performed remotely, at an offsite, non-campus work location.

Appointment Type, Duration:

Ongoing/Renewable

Minimum $56,112 ANNUAL (12 months) Depending on Qualifications The starting salary for the position is $56,112 but is negotiable based on experience and qualifications. Employees in this position can expect to receive benefits such as generous vacation, holidays, and sick leave; competitive insurances and savings accounts; retirement benefits. Benefits information can be found at ( https://hr.wisc.edu/benefits/ ).

Additional Information:

University sponsorship is not available for this position, including transfers of sponsorship. The selected applicant will be responsible for ensuring their continuous eligibility to work in the United States (i.e. a citizen or national of the United States, a lawful permanent resident, a foreign national authorized to work in the United States without the need of an employer sponsorship) on or before the effective date of appointment. This position is an ongoing position that will require continuous work eligibility. UW-Madison is not an E-Verify employer, and therefore, is not eligible to employ F1-OPT STEM Extension participants. If you are selected for this position you must provide proof of work authorization and eligibility to work.

How to Apply:

To apply for this position, please click on the "Apply Now" button. You will be asked to upload a current resume/CV and a cover letter briefly describing your qualifications and experience. You will also be asked to provide contact information for three (3) references, including your current/most recent supervisor during the application process. References will not be contacted without prior notice.

Samantha Connell [email protected] 608-265-5311 Relay Access (WTRS): 7-1-1. See RELAY_SERVICE for further information.

Official Title:

Research Administrative Spec(SC029)

Department(s):

A53-MEDICAL SCHOOL/SURGERY/RESEARCH ADMIN

Employment Class:

Academic Staff-Renewable

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Behind the Research: Kimber Nicoletti-Martinez, MSW, LCSW

• Nancy Alexander
• August 27, 2024

M any people are involved in the remarkable range of programs, services and facilities that undergird research in the College of Agriculture. Collectively they’re integral to the college fulfilling its research mission. “Behind the Research” explores their individual roles. Each academic year, we profile six people whose work supports the College of Agriculture’s global reputation for developing innovative, multidisciplinary solutions to challenges and then putting those solutions into action.

Kimber Nicoletti-Martinez, director, MESA and Latino farmworker outreach coordinator, AgrAbility Project

• Has advocated for Latinx immigrant and farmerworker communities for more than 25 years.
• In 2008 founded Multicultural Efforts to end Sexual Assault (MESA), a Purdue Extension program thatoffers community-based solutions for healthier communities free of violence.
• Through the USDA-funded AgrAbility Project, helps Extension and other rural professionals understand the special needs of farmers and agricultural workers with disabilities.

When Kimber Nicoletti-Martinez saw a need among Indiana farmworker families, she started a drive for donations of gently used clothing, toys, baby items and furniture. From that modest start in 2002, Nicoletti-Martinez has become a nationally recognized advocate for a population throughout the state that often goes unseen by others.

“I chose social work because I wanted to make a difference in the lives of people,” she says.

Nicoletti-Martinez, who has a farmworker background, says she “grew up all over the place.” She earned a bachelor’s degree in sociology at Purdue in 1996 and, because she was a single mother, commuted to Indianapolis to complete a master’s in clinical social work at IUPUI to avoid uprooting her children. Between her undergraduate studies and 22-year career at Purdue, she has lived in West Lafayette longer than anywhere else.

Her first professional position at Purdue was as the minority outreach coordinator with a 4-H program focused on ending sexual abuse. It would also be her starting point for securing over $2.5 million in foundation, federal and state grants.

 “I don’t even know how I learned to write grants,” she says. “I’d never been on any hard funds at Purdue University, and I was really vested in doing this child sexual abuse work in farmworker communities, because that’s near and dear to my heart. I can only imagine how crazy my first grant proposal looked because I didn’t know anything about writing a grant, but I got $75,000 in 2008, and that’s how I started the MESA program.”

Nicoletti-Martinez’s work is still entirely grant-funded. She is part of Purdue’s Agricultural Sciences Education and Communication (ASEC) department and functions as a complementary state Extension specialist.

As a principal investigator of several grants, Nicoletti-Martinez has administrative and reporting responsibilities. However, she would rather travel the state delivering capacity-building programs and facilitating workshops for farmworkers.

“Grant writing is not where my strengths lie; my strengths lie in engaging people,” she says. “The opportunity to make a difference is my life’s calling.”

Nicoletti-Martinez once aspired to a singing career and frequently brings the arts into her work. “Farmworkers and farmers — both populations are really stoic people,” she explains. “I do a lot of arts-based work with farmworkers, getting people to talk about feelings.”

Her work with the AgrAbility Project to support farmworkers with disabilities — diabetes, arthritis, asthma and mental health conditions are examples — “allows me to have a more comprehensive view of the work that I do with farmworker communities,” she says.

She had worked with one group in Elwood for several years and thought she’d made progress, although participants were still reluctant to practice the leadership and public speaking skills she had subtly taught them. Nicoletti-Martinez decided to test them. When a mysterious “illness” overtook her at a meeting, two men stepped up to ably facilitate the workshop. “I will forever remember that experience, because I realized that for me that was impact,” she says. “I felt like I had made a difference.”

Many at Purdue are familiar with her campus-wide requests for support. “When people say, ‘Your name sounds familiar,’ I tell them it’s because I’m always begging for stuff,” Nicoletti-Martinez says of her drives for school supplies and holiday gifts for farmworker families.

“In the beginning, people would say, ‘There’s farmworkers in Indiana? Where are they?’” she says. “Farmworkers have been in Indiana for a long time, but a lot of times they’re invisible to other residents of the state. Most of the time I work with Latino farmworkers, but we’ve had an increase in other kinds of refugee populations doing farmwork in Indiana,” she says, citing Haitian and Burmese agricultural workers.

During her career, she also has noted changes in growing seasons and the movement and needs of migrant seasonal workers. “But farmers and farms still rely on farmworkers to help get crops planted and get crops harvested,” she says.

As she travels, Nicoletti-Martinez is also a resource for information about Indiana’s migrant education program and national farmworker job training program. And sometimes, she’s an ambassador for the local high school, vocational training, community college or Purdue.

“Because education was so important in my own development, I really like to support other people in theirs,” she says. Over the years, Purdue undergraduates have worked for her as student workers, and she has mentored graduate students in public health.

Nicoletti-Martinez received the 2021 National Jefferson Award for Outstanding Public Service for her work with the migrant farmworker community. She was Indiana’s 2017 Social Worker of the Year and was named National Social Worker of the Year in 2018 by the National Association of Social Workers.

The awards motivate Nicoletti-Martinez to do more. “The need is so great, and I’m one person, and I just sometimes wish I had better solutions than I do,” she says.

Clinical Research Coordinator 2 - Tracer Studies (Hepatology)

🔍 school of medicine, stanford, california, united states.

The Division of Gastroenterology and Hepatology has a long tradition of major contributions in basic research, a new commitment to clinical and outcomes research, a track record of training fellows for academic careers, and a longitudinal commitment to providing care for patients with complex gastrointestinal and liver diseases.

The Kwo Lab is seeking a Clinical Research Coordinator II (CRC2) to conduct clinical research and work independently on increasingly complex projects and assignments. The CRC2 will be primarily responsible for managing several hepatology research projects, specifically focusing on a new research project startup called the Tracer Study. Responsibilities include completing feasibility forms, assessing patient populations using the STARR database, and documenting laboratory, radiological, and other clinical testing platforms. Additionally, the role involves independently managing significant aspects of a large study or all aspects of one or more small research studies.

Duties include:

• Oversee subject recruitment and study enrollment goals. Determine effective strategies for promoting/recruiting research participants and retaining participants in long-term clinical trials.
• Oversee data management for research projects. Develop and manage systems to organize, collect, report, and monitor data collection. Extract, analyze, and interpret data.
• Develop project schedules, targets, measurements, and accountabilities, as assigned. Lead team meetings and prepare/approve minutes.
• Formally supervise, train, and/or mentor new staff or students, as assigned, potentially including hiring, preparing or assisting with the preparation of performance evaluations, and performing related duties, in addition to instruction on project work.
• Audit operations, including laboratory procedures, to ensure compliance with applicable regulations; provide leadership in identifying and implementing corrective actions/processes. Monitor Institutional Review Board submissions, and respond to requests and questions.
• Collaborate with principal investigators and study sponsors, monitor and report serious adverse events, and resolve study queries.
• Provide leadership in determining, recommending, and implementing improvements to policies/processes; define best practices.
• Develop study budget with staff and principal investigator, identifying standard of care versus study procedures. Track patient and study specific milestones, and invoice sponsors according to study contract.
• Ensure regulatory compliance. Regularly inspect study document to ensure ongoing regulatory compliance.
• Work with principal investigator to ensure Investigational New Drug applications are submitted to the FDA when applicable. Ensure Institutional Review Board renewals are completed.

DESIRED QUALIFICATIONS:

Goal-oriented, detail-oriented, self-starter, and strong organizational skills.

EDUCATION & EXPERIENCE (REQUIRED):

Bachelor’s degree in a related field and two years of experience in clinical research, or an equivalent combination of education and relevant experience.

KNOWLEDGE, SKILLS AND ABILITIES (REQUIRED):

• Strong interpersonal skills.
• Proficiency in Microsoft Office and database applications.
• Experience with research protocols and regulatory or governing bodies, which include HIPAA and FDA regulations,
• Institutional Review Board requirements, and Good Clinical Practices.
• Knowledge of medical terminology.

CERTIFICATIONS & LICENSES: Society of Clinical Research Associates or Association of Clinical Research Professionals certification is preferred. May require a valid California Driver’s License.

PHYSICAL REQUIREMENTS:

• Frequently stand, walk, twist, bend, stoop, squat and use fine light/fine grasping.
• Occasionally sit, reach above shoulders, perform desk based computer tasks, use a telephone and write by hand, lift, carry, push, and pull objects that weigh up to 40 pounds.
• Rarely kneel, crawl, climb ladders, grasp forcefully, sort and file paperwork or parts, rarely lift, carry, push, and pull objects that weigh 40 pounds or more.

WORKING CONDITIONS:

• Position may at times require the employee to work with or be in areas where hazardous materials and/or exposure to chemicals, blood, body fluid or tissues and risk of exposure to contagious diseases and infections.
• May require extended or unusual work hours based on research requirements and business needs.

WORKING STANDARDS:

• Interpersonal Skills: Demonstrates the ability to work well with Stanford colleagues and clients and with external organizations.
• Promote Culture of Safety: Demonstrates commitment to personal responsibility and value for safety; communicates safety concerns; uses and promotes safe behaviors based on training and lessons learned.
• Subject to and expected to comply with all applicable University policies and procedures, including but not limited to the personnel policies and other policies found in the University’s Administrative Guide, http://adminguide.stanford.edu/ .

The expected pay range for this position is $69,100 to $92,000 per annum.

Stanford University provides pay ranges representing its good faith estimate of what the university reasonably expects to pay for a position. The pay offered to a selected candidate will be determined based on factors such as (but not limited to) the scope and responsibilities of the position, the qualifications of the selected candidate, departmental budget availability, internal equity, geographic location and external market pay for comparable jobs.

At Stanford University, base pay represents only one aspect of the comprehensive rewards package. The Cardinal at Work website provides detailed information on Stanford’s extensive range of benefits and rewards offered to employees. Specifics about the rewards package for this position may be discussed during the hiring process.

Why Stanford is for You

Imagine a world without search engines or social platforms. Consider lives saved through first-ever organ transplants and research to cure illnesses. Stanford University has revolutionized the way we live and enrich the world. Supporting this mission is our diverse and dedicated 17,000 staff. We seek talent driven to impact the future of our legacy. Our culture and unique perks empower you with:

• Freedom to grow. We offer career development programs, tuition reimbursement, or audit a course. Join a TedTalk, film screening, or listen to a renowned author or global leader speak.
• A caring culture.  We provide superb retirement plans, generous time-off, and family care resources.
• A healthier you. Climb our rock wall or choose from hundreds of health or fitness classes at our world-class exercise facilities. We also provide excellent health care benefits.
• Discovery and fun.  Stroll through historic sculptures, trails, and museums.
• Enviable resources.  Enjoy free commuter programs, ridesharing incentives, discounts and more.

The job duties listed are typical examples of work performed by positions in this job classification and are not designed to contain or be interpreted as a comprehensive inventory of all duties, tasks, and responsibilities. Specific duties and responsibilities may vary depending on department or program needs without changing the general nature and scope of the job or level of responsibility. Employees may also perform other duties as assigned.

Consistent with its obligations under the law, the University will provide reasonable accommodations to applicants and employees with disabilities. Applicants requiring a reasonable accommodation for any part of the application or hiring process should contact Stanford University Human Resources at [email protected]. For all other inquiries, please submit a contact form .

Stanford is an equal employment opportunity and affirmative action employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, protected veteran status, or any other characteristic protected by law.

• Schedule: Full-time
• Job Code: 4923
• Employee Status: Regular
• Requisition ID: 104448
• Work Arrangement : Hybrid Eligible

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• Copy URL https://www.pbs.org/newshour/politics/fact-checking-warnings-from-democrats-about-project-2025-and-donald-trump

Fact-checking warnings from Democrats about Project 2025 and Donald Trump

This fact check originally appeared on PolitiFact .

Project 2025 has a starring role in this week’s Democratic National Convention.

And it was front and center on Night 1.

WATCH: Hauling large copy of Project 2025, Michigan state Sen. McMorrow speaks at 2024 DNC

“This is Project 2025,” Michigan state Sen. Mallory McMorrow, D-Royal Oak, said as she laid a hardbound copy of the 900-page document on the lectern. “Over the next four nights, you are going to hear a lot about what is in this 900-page document. Why? Because this is the Republican blueprint for a second Trump term.”

Vice President Kamala Harris, the Democratic presidential nominee, has warned Americans about “Trump’s Project 2025” agenda — even though former President Donald Trump doesn’t claim the conservative presidential transition document.

“Donald Trump wants to take our country backward,” Harris said July 23 in Milwaukee. “He and his extreme Project 2025 agenda will weaken the middle class. Like, we know we got to take this seriously, and can you believe they put that thing in writing?”

Minnesota Gov. Tim Walz, Harris’ running mate, has joined in on the talking point.

“Don’t believe (Trump) when he’s playing dumb about this Project 2025. He knows exactly what it’ll do,” Walz said Aug. 9 in Glendale, Arizona.

Trump’s campaign has worked to build distance from the project, which the Heritage Foundation, a conservative think tank, led with contributions from dozens of conservative groups.

Much of the plan calls for extensive executive-branch overhauls and draws on both long-standing conservative principles, such as tax cuts, and more recent culture war issues. It lays out recommendations for disbanding the Commerce and Education departments, eliminating certain climate protections and consolidating more power to the president.

Project 2025 offers a sweeping vision for a Republican-led executive branch, and some of its policies mirror Trump’s 2024 agenda, But Harris and her presidential campaign have at times gone too far in describing what the project calls for and how closely the plans overlap with Trump’s campaign.

PolitiFact researched Harris’ warnings about how the plan would affect reproductive rights, federal entitlement programs and education, just as we did for President Joe Biden’s Project 2025 rhetoric. Here’s what the project does and doesn’t call for, and how it squares with Trump’s positions.

Are Trump and Project 2025 connected?

To distance himself from Project 2025 amid the Democratic attacks, Trump wrote on Truth Social that he “knows nothing” about it and has “no idea” who is in charge of it. (CNN identified at least 140 former advisers from the Trump administration who have been involved.)

The Heritage Foundation sought contributions from more than 100 conservative organizations for its policy vision for the next Republican presidency, which was published in 2023.

Project 2025 is now winding down some of its policy operations, and director Paul Dans, a former Trump administration official, is stepping down, The Washington Post reported July 30. Trump campaign managers Susie Wiles and Chris LaCivita denounced the document.

WATCH: A look at the Project 2025 plan to reshape government and Trump’s links to its authors

However, Project 2025 contributors include a number of high-ranking officials from Trump’s first administration, including former White House adviser Peter Navarro and former Housing and Urban Development Secretary Ben Carson.

A recently released recording of Russell Vought, a Project 2025 author and the former director of Trump’s Office of Management and Budget, showed Vought saying Trump’s “very supportive of what we do.” He said Trump was only distancing himself because Democrats were making a bogeyman out of the document.

Project 2025 wouldn’t ban abortion outright, but would curtail access

The Harris campaign shared a graphic on X that claimed “Trump’s Project 2025 plan for workers” would “go after birth control and ban abortion nationwide.”

The plan doesn’t call to ban abortion nationwide, though its recommendations could curtail some contraceptives and limit abortion access.

What’s known about Trump’s abortion agenda neither lines up with Harris’ description nor Project 2025’s wish list.

Project 2025 says the Department of Health and Human Services Department should “return to being known as the Department of Life by explicitly rejecting the notion that abortion is health care.”

It recommends that the Food and Drug Administration reverse its 2000 approval of mifepristone, the first pill taken in a two-drug regimen for a medication abortion. Medication is the most common form of abortion in the U.S. — accounting for around 63 percent in 2023.

If mifepristone were to remain approved, Project 2025 recommends new rules, such as cutting its use from 10 weeks into pregnancy to seven. It would have to be provided to patients in person — part of the group’s efforts to limit access to the drug by mail. In June, the U.S. Supreme Court rejected a legal challenge to mifepristone’s FDA approval over procedural grounds.

WATCH: Trump’s plans for health care and reproductive rights if he returns to White House The manual also calls for the Justice Department to enforce the 1873 Comstock Act on mifepristone, which bans the mailing of “obscene” materials. Abortion access supporters fear that a strict interpretation of the law could go further to ban mailing the materials used in procedural abortions, such as surgical instruments and equipment.

The plan proposes withholding federal money from states that don’t report to the Centers for Disease Control and Prevention how many abortions take place within their borders. The plan also would prohibit abortion providers, such as Planned Parenthood, from receiving Medicaid funds. It also calls for the Department of Health and Human Services to ensure that the training of medical professionals, including doctors and nurses, omits abortion training.

The document says some forms of emergency contraception — particularly Ella, a pill that can be taken within five days of unprotected sex to prevent pregnancy — should be excluded from no-cost coverage. The Affordable Care Act requires most private health insurers to cover recommended preventive services, which involves a range of birth control methods, including emergency contraception.

Trump has recently said states should decide abortion regulations and that he wouldn’t block access to contraceptives. Trump said during his June 27 debate with Biden that he wouldn’t ban mifepristone after the Supreme Court “approved” it. But the court rejected the lawsuit based on standing, not the case’s merits. He has not weighed in on the Comstock Act or said whether he supports it being used to block abortion medication, or other kinds of abortions.

Project 2025 doesn’t call for cutting Social Security, but proposes some changes to Medicare

“When you read (Project 2025),” Harris told a crowd July 23 in Wisconsin, “you will see, Donald Trump intends to cut Social Security and Medicare.”

The Project 2025 document does not call for Social Security cuts. None of its 10 references to Social Security addresses plans for cutting the program.

Harris also misleads about Trump’s Social Security views.

In his earlier campaigns and before he was a politician, Trump said about a half-dozen times that he’s open to major overhauls of Social Security, including cuts and privatization. More recently, in a March 2024 CNBC interview, Trump said of entitlement programs such as Social Security, “There’s a lot you can do in terms of entitlements, in terms of cutting.” However, he quickly walked that statement back, and his CNBC comment stands at odds with essentially everything else Trump has said during the 2024 presidential campaign.

Trump’s campaign website says that not “a single penny” should be cut from Social Security. We rated Harris’ claim that Trump intends to cut Social Security Mostly False.

Project 2025 does propose changes to Medicare, including making Medicare Advantage, the private insurance offering in Medicare, the “default” enrollment option. Unlike Original Medicare, Medicare Advantage plans have provider networks and can also require prior authorization, meaning that the plan can approve or deny certain services. Original Medicare plans don’t have prior authorization requirements.

The manual also calls for repealing health policies enacted under Biden, such as the Inflation Reduction Act. The law enabled Medicare to negotiate with drugmakers for the first time in history, and recently resulted in an agreement with drug companies to lower the prices of 10 expensive prescriptions for Medicare enrollees.

Trump, however, has said repeatedly during the 2024 presidential campaign that he will not cut Medicare.

Project 2025 would eliminate the Education Department, which Trump supports

The Harris campaign said Project 2025 would “eliminate the U.S. Department of Education” — and that’s accurate. Project 2025 says federal education policy “should be limited and, ultimately, the federal Department of Education should be eliminated.” The plan scales back the federal government’s role in education policy and devolves the functions that remain to other agencies.

Aside from eliminating the department, the project also proposes scrapping the Biden administration’s Title IX revision, which prohibits discrimination based on sexual orientation and gender identity. It also would let states opt out of federal education programs and calls for passing a federal parents’ bill of rights similar to ones passed in some Republican-led state legislatures.

Republicans, including Trump, have pledged to close the department, which gained its status in 1979 within Democratic President Jimmy Carter’s presidential Cabinet.

In one of his Agenda 47 policy videos, Trump promised to close the department and “to send all education work and needs back to the states.” Eliminating the department would have to go through Congress.

What Project 2025, Trump would do on overtime pay

In the graphic, the Harris campaign says Project 2025 allows “employers to stop paying workers for overtime work.”

The plan doesn’t call for banning overtime wages. It recommends changes to some Occupational Safety and Health Administration, or OSHA, regulations and to overtime rules. Some changes, if enacted, could result in some people losing overtime protections, experts told us.

The document proposes that the Labor Department maintain an overtime threshold “that does not punish businesses in lower-cost regions (e.g., the southeast United States).” This threshold is the amount of money executive, administrative or professional employees need to make for an employer to exempt them from overtime pay under the Fair Labor Standards Act.

In 2019, the Trump’s administration finalized a rule that expanded overtime pay eligibility to most salaried workers earning less than about $35,568, which it said made about 1.3 million more workers eligible for overtime pay. The Trump-era threshold is high enough to cover most line workers in lower-cost regions, Project 2025 said.

The Biden administration raised that threshold to $43,888 beginning July 1, and that will rise to $58,656 on Jan. 1, 2025. That would grant overtime eligibility to about 4 million workers, the Labor Department said.

It’s unclear how many workers Project 2025’s proposal to return to the Trump-era overtime threshold in some parts of the country would affect, but experts said some would presumably lose the right to overtime wages.

Other overtime proposals in Project 2025’s plan include allowing some workers to choose to accumulate paid time off instead of overtime pay, or to work more hours in one week and fewer in the next, rather than receive overtime.

Trump’s past with overtime pay is complicated. In 2016, the Obama administration said it would raise the overtime to salaried workers earning less than $47,476 a year, about double the exemption level set in 2004 of $23,660 a year.

But when a judge blocked the Obama rule, the Trump administration didn’t challenge the court ruling. Instead it set its own overtime threshold, which raised the amount, but by less than Obama.

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