Examining the Health Disparities Research Plan of the National Institutes of Health Unfinished Business (2006) / Chapter Skim
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6 Management of the Strategic Plan and the Health Disparities Research Program
6 Management of the Strategic Plan and the Health Disparities Research Program
Pages 78-87
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From page 78... ...
THE CHALLENGE OF STRUCTURING A TRANS-NIH HEALTH DISPARITIES RESEARCH PROGRAM AND STRATEGIC PLAN Biomedical research on health disparities spans almost every research discipline and area, as reflected by the participation of almost all NIH ICs in the Strategic Plan (the National Library of Medicine and the National Center for Research Resources are not involved)
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From page 79... ...
NIH's organization and function is a major factor in the success of the Strategic Plan and the minority health and health disparities research program. Increases in the number of ICs and their organizational relationships to NIH as an entity have increased this complexity in recent decades (Committee on the Organizational Structure of the National Institutes of Health, 2003)
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From page 80... ...
ships have been described as a loose confederacy of somewhat independent entities with decentralized control. The ICs have considerable independence and autonomy with respect to research programs and a lesser degree of independence regarding budgeting.
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From page 81... ...
OAR reviews and approves all NIH-conducted and NIH-supported AIDS research, as well as the related budgets. It also produces a comprehensive transNIH annual strategic plan (the Plan for HIV-Related Research)
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From page 82... ...
. The Task Force, which includes representatives from the NIDDK, the NHLBI, and other NIH ICs, was charged with the development of the Strategic Plan for NIH Obesity Research, published in August 2004, with the purpose of providing "a guide for coordinating obesity research activities across NIH and for enhancing the development of new research efforts based on identification of areas of greatest scientific opportunity and challenge." The planning process involved contributions from external experts at scientific and other meetings, interactions with scientific and advocacy organizations, and review of the draft document by selected individuals.
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From page 83... ...
. The ultimate structure, responsibilities, and authorities of OPASI with respect to the trans-NIH initiatives are not yet clear, but OPASI could exert far-reaching effects on the management and coordination of the minority health and health disparities program and the Strategic Plan.
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From page 84... ...
By contrast, the minority health and health disparities research includes a broader scope of diseases and conditions. Coordination of the minority health and health disparities program and the Strategic Plan across NIH should address needs for: · Concerted involvement of ICs and Offices in the development of the Strategic Plan, including continuous review and annual updates, which are a collective result of experiences, assessments, new inclusions, and other changes.
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From page 85... ...
Review and revision of the Strategic Plan does not involve the coordinated, concerted, and collective participation of the ICs. There is no ongoing, continuous update process with an established trans-NIH structure involving ICs and others that produces planning improvements and results in periodic, meaningful updates and revisions of the Strategic Plan.
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From page 86... ...
The Executive Summaries of the 2002 Strategic Plan and the 2004 draft indicate the following: "Within the NIH, the National Center on Minority Health and Health Disparities (NCMHD) serves as the focal point for planning and coordinating minority health and other health disparities research." Also, in the approved Strategic Plan for 20022006 and the draft of the 20042008 Strategic Plan, NCMHD's responsibility for establishing and updating the Strategic Plan and budget and coordinating health disparities research is set forth.
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From page 87... ...
Recommendation 10: The NIH director, through the established author ity of the NCMHD director, should ensure continuous, effective coordi nation of the health disparities research program across NIH, including: · Timely development of Strategic Plan revisions; · Effective, ongoing participation of the ICs in the Strategic Plan and the health disparities research program; · Establishment of appropriate committees involving the directors of the ICs and others to facilitate collaboration and coordinated ap proaches to health disparities research and the setting of priorities; · Fostering of conferences and the use of committees and panels involving the NIH, extramural scientific communities, and others to inform and advise on initiatives and directions; and · Monitoring of the execution of the Strategic Plan to ensure that its elements are implemented.
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