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
... established in 1964, under the charter of the National Academy of Sciences, as a parallel organization of outstanding engineers. It is autonomous in its administration and in the selection of its members, sharing with the National ...
... established in 1964, under the charter of the National Academy of Sciences, as a parallel organization of outstanding engineers. It is autonomous in its administration and in the selection of its members, sharing with the National ...
Page viii
... established for the NIH. Moreover, all would agree that there surely are some limits to the number and variety of units that any organization's structure, even a loosely federated one, can accommodate. The highly decentralized structure ...
... established for the NIH. Moreover, all would agree that there surely are some limits to the number and variety of units that any organization's structure, even a loosely federated one, can accommodate. The highly decentralized structure ...
Page 10
... Establish a Process for Creating New OD Offices and Programs The public process recommended in Chapter 4 (Recommendation ... established in OD to fund the initiation of high-risk, exceptionally innovative research projects offering high ...
... Establish a Process for Creating New OD Offices and Programs The public process recommended in Chapter 4 (Recommendation ... established in OD to fund the initiation of high-risk, exceptionally innovative research projects offering high ...
Page 12
... establish a process of annual review for the performance of every IC director in terms of his or her effectiveness in fulfilling scientific and administrative responsibilities. The results of such reviews should be communicated, as ...
... establish a process of annual review for the performance of every IC director in terms of his or her effectiveness in fulfilling scientific and administrative responsibilities. The results of such reviews should be communicated, as ...
Page 13
... establishing institute goals, and others are restricted to pro forma actions, with little advice or involvement sought by institute personnel. Advisory councils should routinely and consistently be consulted in the priority setting and ...
... establishing institute goals, and others are restricted to pro forma actions, with little advice or involvement sought by institute personnel. Advisory councils should routinely and consistently be consulted in the priority setting and ...
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