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 7
... evaluate scientific needs, opportunities, and consequences of the proposed change and the level of public support for it. For a proposed addition, the likelihood of available resources to support it should also be assessed and the ...
... evaluate scientific needs, opportunities, and consequences of the proposed change and the level of public support for it. For a proposed addition, the likelihood of available resources to support it should also be assessed and the ...
Page 10
... evaluating a proposal to create a new institute or center or to consolidate or dissolve institutes or centers should also be used for a proposal to create, consolidate, or dissolve offices in OD. The process should be used to evaluate ...
... evaluating a proposal to create a new institute or center or to consolidate or dissolve institutes or centers should also be used for a proposal to create, consolidate, or dissolve offices in OD. The process should be used to evaluate ...
Page 13
... evaluation of programs and the development of policies and priorities. NIH had over 140 chartered advisory committees as of May 2002, more than any other federal agency. The secretary of Health and Human Services appoints 32 committees ...
... evaluation of programs and the development of policies and priorities. NIH had over 140 chartered advisory committees as of May 2002, more than any other federal agency. The secretary of Health and Human Services appoints 32 committees ...
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... evaluation of NIH's priorities requires explicit recognition of a number of interrelated factors. Most important in ... evaluating NIH's organizational structure, the Committee decided to describe the principles as they relate to NIH's ...
... evaluation of NIH's priorities requires explicit recognition of a number of interrelated factors. Most important in ... evaluating NIH's organizational structure, the Committee decided to describe the principles as they relate to NIH's ...
Page 30
... evaluation, and appointment of senior scientific and administrative leaders at all levels of NIH. 9. Proposals for the creation, merger, or closure of institutes, centers, and offices should be considered through a process of thoughtful ...
... evaluation, and appointment of senior scientific and administrative leaders at all levels of NIH. 9. Proposals for the creation, merger, or closure of institutes, centers, and offices should be considered through a process of thoughtful ...
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