Enhancing the Vitality of the National Institutes of Health: Organizational Change to Meet New ChallengesNational Research Council, Institute of Medicine, Board on Health Sciences Policy, Division on Earth and Life Studies, Board on Life Sciences, Committee on the Organizational Structure of the National Institutes of Health National Academies Press, 2003 M07 29 - 164 pages The report says that important organizational changes are needed at the National Institutes of Health to ensure the agency meets future challenges effectively. In particular, the report advises NIH to devote additional resources to innovative interdisciplinary research that reflects its strategic objectives and cuts across all agency's institutes and centers. The report recommends that Congress should establish a formal process for determining how specific proposals for changes in the number of NIH agencies and centers should be addressed. |
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Page iii
... president of the National Academy of Sciences. The National Academy of Engineering was established in 1964, under the charter of the National Academy of Sciences, as a parallel organization of outstanding engineers. It is autonomous in ...
... president of the National Academy of Sciences. The National Academy of Engineering was established in 1964, under the charter of the National Academy of Sciences, as a parallel organization of outstanding engineers. It is autonomous in ...
Page 3
... president, two persons with backgrounds in senior management of major industrial entities, and a specialist in organizational issues. Several Committee members also had considerable experience in government operations. The Committee ...
... president, two persons with backgrounds in senior management of major industrial entities, and a specialist in organizational issues. Several Committee members also had considerable experience in government operations. The Committee ...
Page 9
... President should include in the budget request, and Congress should include in the NIH appropriation for OD, funds to support an appropriate number of additional full-time staff to conduct the trans-NIH planning process and “jump-start ...
... President should include in the budget request, and Congress should include in the NIH appropriation for OD, funds to support an appropriate number of additional full-time staff to conduct the trans-NIH planning process and “jump-start ...
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... President, should serve for a term of 6 years unless removed sooner by the President. The possibility of a second and final term of 6 years should be based on a positive external review of performance and the recommendation of the ...
... President, should serve for a term of 6 years unless removed sooner by the President. The possibility of a second and final term of 6 years should be based on a positive external review of performance and the recommendation of the ...
Page 23
... president, two individuals with backgrounds as senior managers of major industrial entities, and a specialist in organizational issues. Several Committee members also had considerable experience in government operations. The Committee ...
... president, two individuals with backgrounds as senior managers of major industrial entities, and a specialist in organizational issues. Several Committee members also had considerable experience in government operations. The Committee ...
Contents
1 | |
17 | |
33 | |
The Changing Nature of Biomedical Science | 51 |
4 The Organizational Structure of the National Institutes of Health | 67 |
5 Enhancing NIHs Ability to Respond to New Challenges | 83 |
6 Accountability Administration and Leadership | 103 |
7 Putting Principles into Practice | 121 |
References | 129 |
Appendixes | 135 |
APPENDIX B Acronyms and Abbreviations | 139 |
APPENDIX C Committee Member Biographies | 143 |
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Common terms and phrases
ability accountability activities addition administrative advance Advisory Committee agencies American applications appointed approach appropriate assess Association authority believes biology budget Cancer changes clinical research collaborations Committee concerns conducted Congress congressional consider consolidation continue coordination Council created Department disease effective efforts ensure established evaluate example extramural federal functions funding goals grants groups Human identify important improve increased individual initiatives institutes and centers interests intramural involved issues leadership major mechanisms Medical Medicine meet mission National Institute needs NIH director NIH’s Office Operations opportunities organization organizational peer review planning policies potential President prevention priorities programs projects proposed public health Recommendation require research and training research programs response result role scientific scientists served Services specific staff strategic structure success tion trans-NIH units University