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 20
... specific interests 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 ...
... specific interests 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 ...
Page 22
... specific questions were to be addressed: 1. Are there general principles by which NIH should be organized? 2. Does the current structure reflect these principles, or should NIH be restructured? 3. If restructuring is recommended, what ...
... specific questions were to be addressed: 1. Are there general principles by which NIH should be organized? 2. Does the current structure reflect these principles, or should NIH be restructured? 3. If restructuring is recommended, what ...
Page 24
... specific issues: 1. The effectiveness of governance mechanisms. 2. The effectiveness of decision-making processes across and within the institutes. The balance between centralization and decentralization. The need for better management ...
... specific issues: 1. The effectiveness of governance mechanisms. 2. The effectiveness of decision-making processes across and within the institutes. The balance between centralization and decentralization. The need for better management ...
Page 33
... specific fields across NIH (Figure 2.1). Only institutes and some centers have authority to award research grants; the Clinical Center, Center for Information Technology, and Center on Scientific Review do not award research grants. The ...
... specific fields across NIH (Figure 2.1). Only institutes and some centers have authority to award research grants; the Clinical Center, Center for Information Technology, and Center on Scientific Review do not award research grants. The ...
Page 40
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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