By National Research Council, Division on Earth and Life Studies, Institute of Medicine, Board on Health Sciences Policy, Board on Life Sciences, Committee on the Organizational Structure of the National Institutes of Health
Textual content summarizes a research performed by way of the committee at the organizational constitution of the nationwide Institutes of well-being, according to a congressional request. Examines and analyzes the constitution and total effectiveness of the NIH and concludes it responds to provide calls for yet a few adjustments are had to support meet new calls for of the subsequent many years. Softcover.
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Additional info for Enhancing the Vitality of the National Institutes of Health: Organizational Change to Meet New Challenges
Other arguments against adding institutes have had substantive grounds. In particular, there has been recurrent concern that adding an institute in a particular field could dilute, rather than concentrate, efforts in it. For example, many were concerned that the new NIBIB would reduce the commitment of other institutes to important opportunities in biomedical imaging and bioengineering. The same argument was made against creating the separate NCMHD: there was concern that establishing such a center would lead other institutes and centers to decrease their commitments to work in minority health.
Moreover, there is a perception that given the substantial increases in resources and the vast expansion of the biomedical enterprise, the addition of institutes and centers has provided for the expression of a broader set of priorities and expanded political support and budget success both for the 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.
It also recognized that the decentralized structure of NIH, which allows many people throughout the scientific and advocacy communities to help to set priorities, has been and should continue to be an integral element in NIH’s success. The current structure of NIH allows the public to see its many faces. The Committee believes that this has been a very useful organizational response to a complicated set of scientific and political influences. The Committee was particularly mindful of the need to sustain the coalition that has made NIH the success that it is today.