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
... policies determined by the Academy, the Council has become the principal operating agency of both the National Academy of Sciences and the National Academy of Engineering in providing services to the government, the public, and the ...
... policies determined by the Academy, the Council has become the principal operating agency of both the National Academy of Sciences and the National Academy of Engineering in providing services to the government, the public, and the ...
Page 12
... policies and strategies that enable NIH to meet its responsibilities to all its constituents. Leadership and vision may influence particularly the extent to which accountability is reinforced and implemented at diverse levels of the NIH ...
... policies and strategies that enable NIH to meet its responsibilities to all its constituents. Leadership and vision may influence particularly the extent to which accountability is reinforced and implemented at diverse levels of the NIH ...
Page 13
... 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, the NIH director appoints 74, and the ...
... 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, the NIH director appoints 74, and the ...
Page 20
... policies across NIH (e.g., on intellectual property, personnel management, or training programs), the peer-review process, scientific infrastructure (e.g., information technology, buildings and facilities, including the intramural ...
... policies across NIH (e.g., on intellectual property, personnel management, or training programs), the peer-review process, scientific infrastructure (e.g., information technology, buildings and facilities, including the intramural ...
Page 24
... policies, achievements, criticisms, and priorities. For example, the Committee debated whether its charge referred solely to the number of institutes and centers that can be effectively and responsibly managed or could it also assess ...
... policies, achievements, criticisms, and priorities. For example, the Committee debated whether its charge referred solely to the number of institutes and centers that can be effectively and responsibly managed or could it also assess ...
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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Common terms and phrases
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