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 2
... conduct biomedical research and training, and accommodate organizational growth in the future? 5. How would the proposed new structure overcome current weaknesses, and what new problems might it introduce? 3. The Committee on the ...
... conduct biomedical research and training, and accommodate organizational growth in the future? 5. How would the proposed new structure overcome current weaknesses, and what new problems might it introduce? 3. The Committee on the ...
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... conducted about and for NIH were reviewed, as was the relevant literature. In addition, the Committee commissioned a background paper tracing the history and evolution of NIH and its institutes as a starting point for its deliberations ...
... conducted about and for NIH were reviewed, as was the relevant literature. In addition, the Committee commissioned a background paper tracing the history and evolution of NIH and its institutes as a starting point for its deliberations ...
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... conducted periodically—perhaps every 2 years—and should involve substantial input from the scientific community and ... conduct the trans-NIH planning process and “jump-start” the initiatives that emerge from this process. To carry out ...
... conducted periodically—perhaps every 2 years—and should involve substantial input from the scientific community and ... conduct the trans-NIH planning process and “jump-start” the initiatives that emerge from this process. To carry out ...
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... conducted during the fifth year to provide mid-course guidance. The Committee is convinced that the Intramural Research Program (IRP) of NIH should not be merely an internal extension of the extramural community but rather should be ...
... conducted during the fifth year to provide mid-course guidance. The Committee is convinced that the Intramural Research Program (IRP) of NIH should not be merely an internal extension of the extramural community but rather should be ...
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... conducting biomedical research has been the NIH. NIH is one of eight agencies of the Public Health Service (PHS), which is part of the Department of Health and Human Services (DHHS).2 NIH accounts for about 80% of federal funding of ...
... conducting biomedical research has been the NIH. NIH is one of eight agencies of the Public Health Service (PHS), which is part of the Department of Health and Human Services (DHHS).2 NIH accounts for about 80% of federal funding of ...
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