Performance Improvement 2003. Office of the Director


Evaluation of Personnel Delegations: Year Five Report

It has been five years since the Secretary of the Department of Health and Human Services agreed to delegate to the Director of NIH all the Secretary’s personnel authorities, except those reserved to the Secretary by law and regulation. The agreement designated NIH as a pilot project and gave the director authority to use the delegations and redelegate them to develop human resource management policies, processes and systems that would best meet mission needs in recruiting and retaining the highest quality workforce. This report addressed in detail the effects of the delegation on the accomplishment of two goals: (1) advance superior biomedical and behavioral science research and (2) efficiently manage the resources provided to the NIH by the American public. Findings included: (1) the delegations to the NIH Director and their redelegation to the senior executives of the Institutes and Centers of NIH are empowering them to become more responsible and accountable for the human capital of their respective institutes and centers, (2) the redelegations have not reached the managers--division director and branch and equivalent levels--whose competencies, tools and leadership have the broadest direct impact on the hiring, development, utilization and nurturing of the people who do the NIH mission work, (3) some of the human resource system elements were so critical to the supporting manager that actions have become more flexible and easy-to-use during the life of this pilot redelegation project, and (4) the three strategies NIH has advocated remained crucial to moving the reinvention of NIH human resource management forward.

FEDERAL CONTACT: Jeff Sussman 301-496-5617 PIC ID: 6862

PERFORMER: National Academy of Public Administration, Washington, DC


Survey Options for Estimating Expenditure Weights for the Extramural Activities Component of the Biomedical Research and Development Price Index

This report presents options for the estimation of expenditure weights for the extramural component of the Biomedical Research and Development Price Index by means of a survey of institutions receiving funding from NIH. A survey is needed because institutions are no longer asked to submit data on research expenditures by budget categories during the grant application or renewal process for many types of awards. A number of sampling strategies will provide excellent estimates of the expenditure weights, especially for academic institutions that account for almost 80 percent of total extramural funding. Because of the skewed nature of the distribution of NIH funding, a focus on institution size, as measured by total dollars awarded, is essential. For example, the nine largest academic institutions alone account for nearly 25 percent of total funding to academic institutions. Awards received by large institutions are also representative of the population of awards. A similar pattern is observed for non- academic institutions as well. Thus, small samples of institutions are sufficient to provide adequate coverage of extramural funding and accurate estimates of population expenditure shares. It is recommended that 9 to 18 large academic institutions and 9 to 27 large non-academic institutions be selected for the expenditure survey.

FEDERAL CONTACT: James A. Schuttinga 301-496-2229 PIC ID: 7629

PERFORMER: Joel Popkin & Company, New York, NY

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