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 xii
... Appointed by the National Research Council, they were responsible for making certain that an independent examination of this report was carried out in accordance with institutional procedures and that all review comments were carefully ...
... Appointed by the National Research Council, they were responsible for making certain that an independent examination of this report was carried out in accordance with institutional procedures and that all review comments were carefully ...
Page 8
... appointed in the Office of the Director to serve as deputy director and head of the new entity. ENHANCING NIH'S ABILITY TO RESPOND TO NEW CHALLENGES Although the Committee is not recommending a major structural reorganization of NIH's ...
... appointed in the Office of the Director to serve as deputy director and head of the new entity. ENHANCING NIH'S ABILITY TO RESPOND TO NEW CHALLENGES Although the Committee is not recommending a major structural reorganization of NIH's ...
Page 12
... appointed for 5-year terms. The possibility of a second and final term of 5 years should be based on the recommendation of the director of NIH, which should include consideration of the findings of an external review of job performance ...
... appointed for 5-year terms. The possibility of a second and final term of 5 years should be based on the recommendation of the director of NIH, which should include consideration of the findings of an external review of job performance ...
Page 13
... appointed by 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 ...
... appointed by 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 ...
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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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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