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 viii
... involved in setting a research agenda. In fact, we recognized that the vitality of NIH is only modestly dependent on its formal administrative and organizational structure, but is very dependent on other aspects of the organization's ...
... involved in setting a research agenda. In fact, we recognized that the vitality of NIH is only modestly dependent on its formal administrative and organizational structure, but is very dependent on other aspects of the organization's ...
Page 5
... involved. What does the Committee mean by “costs”? At a minimum, because Congress created the institutes, dissolving or merging institutes would require congressional action. Any thoughtful major reorganization would necessitate a ...
... involved. What does the Committee mean by “costs”? At a minimum, because Congress created the institutes, dissolving or merging institutes would require congressional action. Any thoughtful major reorganization would necessitate a ...
Page 6
... of institutes and centers has been productive and has provided an ever broader base of support and budget success both for the specific interests involved and for NIH 6 Enhancing the Vitality of the National Institutes of Health.
... of institutes and centers has been productive and has provided an ever broader base of support and budget success both for the specific interests involved and for NIH 6 Enhancing the Vitality of the National Institutes of Health.
Page 7
... involved and for NIH in the aggregate. While everyone understands that this expansion cannot and should not continue indefinitely, many see no particular difficulty with the current number of institutes and centers. The Committee ...
... involved and for NIH in the aggregate. While everyone understands that this expansion cannot and should not continue indefinitely, many see no particular difficulty with the current number of institutes and centers. The Committee ...
Page 13
... involved in 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 ...
... involved in 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 ...
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