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
... coordination. While the Committee continues to have confidence in NIH's ability to fund outstanding research and to ensure that new knowledge will benefit all Americans, the fundamental changes in science that have occurred lead us to ...
... coordination. While the Committee continues to have confidence in NIH's ability to fund outstanding research and to ensure that new knowledge will benefit all Americans, the fundamental changes in science that have occurred lead us to ...
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... coordination) primarily by other means. Many previous reports have suggested that increasing the number of ICs at NIH would make it less effective. Thus, the present Committee is hardly the first to consider these problems and ...
... coordination) primarily by other means. Many previous reports have suggested that increasing the number of ICs at NIH would make it less effective. Thus, the present Committee is hardly the first to consider these problems and ...
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... coordinating funding from many units for high-priority initiatives that cut across the purviews of individual ICs. Although ... coordination of new cross-cutting initiatives is through the initiation via NIH-wide strategic planning of a ...
... coordinating funding from many units for high-priority initiatives that cut across the purviews of individual ICs. Although ... coordination of new cross-cutting initiatives is through the initiation via NIH-wide strategic planning of a ...
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... coordinating the programs of NIH's 27 ICs, the NIH director is assisted by a number of staff units collectively called Office of the Director (OD) Operations. The budget for OD Operations has not grown in proportion to NIH's research ...
... coordinating the programs of NIH's 27 ICs, the NIH director is assisted by a number of staff units collectively called Office of the Director (OD) Operations. The budget for OD Operations has not grown in proportion to NIH's research ...
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... coordinate the NIH budget and its programs in their entirety. Like other federal science agencies, NIH makes extensive use of advisory committees (variously known as study sections, councils, boards, etc.) of nonfederal scientists ...
... coordinate the NIH budget and its programs in their entirety. Like other federal science agencies, NIH makes extensive use of advisory committees (variously known as study sections, councils, boards, etc.) of nonfederal scientists ...
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