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Annual report : National Institutes of Health. Division of Research Grants (Volume 1975-78) online

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NIH-wide convention for computing these scores. The Divisionand ADERTarealsoactivating
a committee to develop appropriate mechanisms for publicizing procedures for selection of
initial review group and advisory council/board members, and have activated a committee,
chaired by the Director, Division of Management Policy, charged to review GPRST
recommendations relating to business management practices so that recommendations with
which the Director concurred can be incorporated into revised or modified operating

The Division of Research Grants will continue its active role in the overview of
implementation actions for which the Division and/or the Office of the Associate Director
for Research and Training, NIH, has been assigned responsibility.

A subcommittee of the NIH Forms Committee, composed of representatives from the
BIDs under the chairmanship of Dr. Asher A . Hyatt, has been working on an extensive
revision of NIH Form 398. The subcommittee conducted a survey, initiated by OD/DRG,
of all DRG study section members and executive secretaries for suggestions to improve the
form. Over 600 responses were received to the 2-page questionnaire drawn up by the
subcommittee .

The Division's formal employee training program continued throughout the year to meet
the career development needs of the staff. Many employees were able to maintain their
continuing education efforts under the Upward Mobility Program by attending classes at
the University of the District of Columbia. In addition, over 300 employees enrolled in
training courses designed to enhance their job performance under the provisions of the

Government Employees Training Act.

The Personnel Office continues to provide new employees an opportunity to attend the
DRG Orientation Program andworks closely with the Employee Advisory Committee on
providing training programs o r current interest to employees. An example of the cooperative
effort was the presentation of the Consumer Education Program which was made available
to all Westwood Building employees.

As a member of the NIH Division of Equal Opportunity Affirmative Action Plan
Evaluation Criteria Task Force, the EEO Counselor met with the Director, DEO, and other
Task Force members and developed identifications and definitions of seventeen basic items
for consideration as criteria for evaluating NIH/BID Affirmative Action Plans. The EEO
Counselor also served on an EEOC Committee to improve relations between the Division of
Equal Opportunity and the EEO Council, and the EEOC Executive Board Special Study
Committee on reorganization of the Council . He was chairman of the EEOC Committee on
Counseling and represented this Committee on the EEOC Executive Board, of which he is
also a member. In DRG, the Counselor chaired the Affirmative Action Plan Committee to
develop the Division's 1979-1981 AAP, and also the Committee to draft the report covering
the annual assessment of DRG/EEO/AAP activities. He is a member of the DRG Employee
Advisory Committee (formerly The Opportunities Committee), and represented the Division
for input/output of NIH/EEO data and related information. In addition to his counseling
duties, the EEO Counselor participated in DRG employee orientation activities by providing
new employees with information about the EEO program, attended regularly scheduled bi-
weekly meetings of the EEOC, special EEO council meetings with the Director, NIH,
and participated in relevant training courses.

The Opportunities Committee (TOP) became the Employees Advisory Committee (EAC)
to reflect the broader scope of the Committee which nw functions as an EEO advisory
group in addition to its former responsibilities. The Women's Advisory Committee Delegate
and the EEO Counselor were added to the EAC membership. The Committee will continue
to serve in an advisory capacity to Dr. Douglass and will provide a channel through which
a multiplicity of concerns will be conveyed to the Division's top management personnel for
resolution. Among its accomplishments during 1978, the Committee restructured and refined
the formal orientation program for new employees; arranged for a consumer education course
to be made available in the Westwood Building, and for appointments at the Clinical Center
for employees receiving routine allergy injections. The Committee is endeavoring to have
counseling made available for employees and their supervisors on training. Arrangements
were made for the National Automobile Dealers Association (NADA) blue books and the
Federal Employees Almanac to be available to staff for perusal .

The NIH Women's Advisory Committee, formed in 1976 with 35 volunteer members
representing the BIDs, has responsibility to represent all NIH women. It has a working
charter and a mandate to advise the Federal Women's Program Coordinator (FWPC), to
serve as an advocate group for women and a communication channel between women and
management, and to identify problems and recommend solutions.

Although hampered by lack of training and time allotted to accomplish their goals,
the delegates have sponsored seminars and films of interest to women, helped to develop
affirmative action plans, circulated training information, and established a network for
exchange of information between NIH women. Through subcommittees, problem areas and
possible solutions have been explored. Important among these is an ongoing study to
develop a volunteer advocacy program that will assist and represent employees involved in
grievances. Efforts are also being directed towards getting WAC recognized as an official
advocate group for women.


In November 1977, the NIH announced a new program under the Inter-
govern nental Personnel Act (IPA) (Public Law 91-648, 1970) to promote the entry and
participation of ethnic minorities and women in NIH-supported research. The program
developed out of the Extramural Residency Program for Women and Minorities which
was renamed the NIH Extramural Associates Program.

The Division of Research Grants was assigned administrative responsibility for
the new Program in January 1978.

On August I, the first five Associates joined the Program. They are from St.
Mary's University, San Antonio, Texas, Paine College, Augusta, Georgia, the
University of Hawaii, Monoa, Chicago State University, Chicago, Illinois, and the
University of Maine, Orono.

The Associates will receive 6 months of training in NIH and associated
extramural programs before returning to their institutions.


Fifteen Grants Associates, of which three were women, and three minorities,
participated in the Grants Associates Program this year. Three (20 percent) were from
the NIH Intramural Programs and five (33 percent) were from other Federal non-PHS
agencies. Five GAs graduated, each of whom assumed health scientist administrator
positions at the NIH (one each in NIAID, NIA, NHLBI, NIGMS, FIC), bringing the
total number of GA graduates to 122, of which 109 were males (89 percent); 13 were
females (11 percent); and 14 were minorities (11 percent). Seventy-three percent
(89 of the 122 graduates) are currently with the PHS (76 of these, or 62 percent, are
with NIH); 6 percent (8) are with other Federal non-PHS agencies. (Fourteen are in
other non-Government agencies or in universities, and 1 1 more are deceased or retired).

Last year's Affirmative Action Plan was evaluated. The slight increase in the pool
of women and minority applicants for the Program was disappointing. This year, in
addition to continuing to place a GA Program announcement in the various newsletters
of scientific organizations composed primarily of women and minorities, announcements
were also mailed out to over 200 colleges and universities whose enrollment is primarily
women or minorities.

The Civil Service Commission requested Grants Associates Board input into the
selection and rating criteria which the CSC panels of special examiners use in rating GA
applications. This resulted in a mutual benefit. There was increased and improved
communication and understanding between the GA Board and the Panels of Special
Examiners regarding the qualities required in GA candidates. Further, the criteria
suggested by the GA Board and accepted by the CSC has resulted in a firmer basis for the
panel ists' rating. Panelists are more comfortable with the rating procedures and ratings
are more consistent .

The GA Board reviewed 15 GA candidates this fiscal year (through 8/78) and
selected 4, each of whom has accepted.

The GA Board, through its Training Committee, reviewed contracted management
training as well as other training in this area. Because of the varied experiences and
backgrounds of GAs, no one packaged course in management could serve all GAs.
Therefore, the Board recommended that training in management be offered to each GA
through whatever means exist that would be most efficacious for that individual GA as
determined by his/her preceptor. Hence, existing courses, assignments or other modes
as individually meaningful and beneficial to the GA would be used for management
training .

Collectively, GAs took 15 different formal courses for a combined total of 1432
hours of training (beyond the Seminar Series), an average of 3.25 work weeks of time.
The Seminar Series consumed approximately 4.68 work weeks of each GA's year. Hence,
the average time spent in formal training per GA in the GA year is just short of 8 work
weeks or 16 percent of the GA year. The cost of this training (including travel and

tuition) was $10,455, most of which was used for the four courses required of each GA).

This year every Board Member was provided with copies of all critiques of courses
GAs have taken. This was not only to inform them of the existing courses (in addition
to the course announcements and catalogs which are provided for preceptors and GAs) but
also to provide a system of evaluating courses for the benefit of preceptors in their
discussion of training with their respective GAs. It also provided a base for the
Training Committee to make recommendations.

The Seminar Series is still the major source of formal training. Forty seminars were
provided this year for a total of 187 hours of training for the GAs and the 20 non-GAs
who were selected by Acting ADERT for participation in this year's series.

There are plans to issue a certificate to each GA upon completion of the GA Program
and a separate certificate to GA Board members as their terms expire. Such certificates
will be issued to former graduates of the Program and to former GA Board members. Plans
are also in process for the publication of an annual directory of Grants Associates.


The number of telephone and written inquiries on NIH research and training support
mechanisms, and research programs remained at the same level as in previous years.

During the year, OGI dealt with approximately 200 requests for data on NIH-supported
research that entailed manual or computer runs on different research areas or disease

The decision to prepare the monthly press release on new grants and awards as a
quarterly rather than a monthly publication has resulted in saving of staff time and money.
Whereas the printing cost in 1976 was $7,665, the 1977 issues cost $5,591, a saving of
$2,074 without allowance for inflation. The saving in mailing costs was over $1 ,600.
Although there is demand for the publication, there have been no repercussions from
congressmen, the scientific community, or general public on the change in frequency.

The Office arranged for reprinting and dissemination of three new articles on the
review process:

Bondurant, Stuart: Peer Review of Research Grants by NIH Study Sections, Clinical
Research, Vol. 25, December 1977;

Grants: Fuel that Feeds Research, Bulletin of the American College of Physicians,
Vol. 19, No. 1, January 1978, and

NIH Peer Review System: Facts and Figures on Study Sections Add Up To Trouble,
Federation Proceedings 37, Public Affairs Insert (August) 1978.

The Office revised the pamphlet, NIH Support of Meetings— Special Information and
Instuctions, the flyer on Research Program-Project Grants,and updated publications such
as the Scientific Directory and Annual Bibliography, the NIH Almanac, and documents
submitted by non-Federal organizations and the Library of Congress.

The Office also assisted in the preparation and production of workshop reports, and
provided editorial services to DRG staff members.

There continues to be a steady demand for documents disseminated by the Office: "NIH
Advisory Groups", "Basic Data Relating to the NIH", and articles on the review process
are the most frequently requested.

The Information Officer serves as the Division's Freedom of Information Officer and
Privacy Act Coordinator. Eleven Freedom of Information Requests and 58 Privacy Act
requests were coordinated during the year.

A senior staff member was appointed to the DRG Committee to prepare the Division's
Affirmative Action Plan, and continues to represent the Division on the NIH Task Force

to Implement Regulations on Nondiscrimination on the Basis of Handicap.

The Information Officer attended a seminar on Conflict and Agreement and a member
of the staff took three courses: Organization and Administration on Aging, Fundamentals
of Financial Accounting, and Administrative Law.



The Office of Research Manpower (ORM), which is a small unit in the Office of the
Director, DRG, works closely with the Research Manpower Office, OD, NIH, in
directing and coordinating the NIH research training programs.

The Office had the leading role in developing the NIH training statistics needed by
the National Academy of Sciences for their Annual Report on Personnel Needs and
Training for Biomedical and Behavioral Research. This year the report was prepared
entirely by computer, which led to a higher degree of uniformity and standardization,
whereas last year the individual BIDs had to develop the tables themselves based on
computer prepared listings. This year the BID's role was verification of data. The
cooperation and communication between the awarding units and DRG led to the discovery
of a missing factor in training statistics involving grants extended without additional
funding. DRG is now in the process of remedying this which should result in more
comprehensive reports in future years.

During the year, as a result of a report developed by a subcommittee of the Grants
Management Advisory Committee (GMAC), a major change was made in the system of
paying stipends for individual fellowship awards. Fellows are now paid through their
institutions rather than directly by Treasury check. This change will reduce the cost of
running the program at NIH and should foster a closer and better relationship between the
fellow and the sponsoring institution.

Another GMAC subcommittee, chaired by the Program Analyst, ORM, with
representation from SAB, dealt with problems associated with the Payback Provision of the
National Research Service Award. The subcommittee's final report was submitted to the
full GMAC committee in June.

Payback continues to be an active issue. ORM has been working all year to develop
an NIH Manual Issuance on Payback for the guidance of staff in implementing payback.
In addition several subcommittees of the NIH Extramural Training Advisory Committee
(NETAC) have been working on payback issues. ORM has standing representation on
these committees.

ORM also is involved in forms development and revision, including a revised NRSA
Institutional Grant Application form and instructions which has now been submitted for
comment to the NIH Extramural Forms Committee. The revision was developed by a
subcommittee of NETAC on which the ORM representative served as executive secretary.
The revisions propose a major restructure of the Detailed Training Proposal which is the
core of the Institutional Grant Application.



The Administrative Branch continued to provide the Division with administrative
and financial management (including budget and scientific evaluation grants),
property and supply control, space planning and assignment; to maintain supplies of
publications and application forms used in the PHS extramural programs; and to be
responsible for the efficient running of the components for effective coordination of
procedures and services. The Branch has assumed responsibility for centralized
distribution of application forms by the grantee institutions. A number of studies
were conducted and/or directed by the Branch involving a number of management
activities, the results of which may mean a reorganization or the application of
new technology within the Division.

Financial Management Section: The Section assisted in administering about
$16 million for the Division's operations, of which $12.2 million was from the NIH
Management Fund, supplemented by $3.8 million from the Institutes for the support
of the Scientific Review and Evaluation Grants (SREG) awarded to study section
chairmen. The Section monitored the expenditures from these SREG's through a
computer data base system that also provides NIH management with up-to-date
monthly cost analyses progress reports. Consultant costs were again paid almost
entirely from the SREG's with consequent savings in both time and effort. The Section
continues to report approximately 6,500 individual payments made to about 2,500
consultants who submitted 5,800 vouchers to the NIH-wide computer-based system
for reporting consultants' income. In addition to the audit of the 5,800 consul-
tants' vouchers, about 900 vouchers were audited by this Section for Division
employees and others. The Section provided technical guidance in the preparation
of time and leave reports and also provided management and technical review of
all time and leave reports prior to their submission.

Office Services Section: The Section continued to review and approve requests
for supplies and equipment needed by the Division; to provide property and supply
control; to participate in space planning and assignment; to maintain the Division's
mail room; to be responsible for wide distribution of PHS and NIH extramural forms
and publications; to maintain liaison with other NIH service components for effec-
tive coordination of procedures and services; and the responsibility of maintaining
the institutional application control.

The number of grant application kits assembled and handled continued to average
around 10,000 a month, and about 9,500 miscellaneous packages were mailed each
month. The Mail Unit received and processed approximately 35,000 grant appli-
cations of all types, and a large volume of supporting documents, letters and publi-

Reference Room: With the recent acquisition of additional shelves, the Refer-
ence Room has restored its journals to their proper place within the Reference Room
thus making it more convenient to obtain needed material. Additionally, library


service has been extended to Executive Secretaries by personally obtaining books
and xeroxed articles from the NIH Library when speed is essential.

The Reference Room recently updated its college and university catalogs, and
continues to update its reference books and telephone directories. Recently it
added travel material to its collection.



The number of applications assigned and processed by the Referral Branch in Fiscal
Year 1978 exceeded the previous record year, Fiscal 1977. Competing and noncompeting
applications reached 38,472, reflecting a 3.5 percent increase from the previous year's
total of 37,161 .

During the fiscal year the Branch responded to the receipt of applications resulting
from 42 announcements to the scientific community reflecting special emphasis programs
of the awarding units.

The Chief of the Branch, Dr. Luis Angelone, participated in the "Annual Internal
Research Conference" at Drexej University in January 1978. The Assistant Chief for
Research, Dr. Affrc^^amct Tgave a talk on April 18, 1978, to the Department of
Psychiatry, State University of New York, Downstate Medical Center, Brooklyn, on
"Public Health Service Support of Research and Training." In May 1978, he also
participated in a "Workshop on Extramural Programs" for the Pharmacology Research
Associates of NIGMS.

Evaluation of the flexitime experiment in the Project Control Section indicates no real
problems incident to flexitime and that there has been marked improvement in employee
morale. The Branch administration concludes that the flexitime experiment has been
enormously successful and recommends its continuation.

There have been two changes in the Project Control Section of the Referral Branch.
The cartridge microfilm machines have been replaced with machines for use with Microfiche,
The files containing the renewal cards and award statements were eliminated. All of this
material is on the Microfiche.

Training and development courses were supported by management for Branch personnel
with seven participating in miscellaneous training courses. All training was job-related
for the purpose of enhancing skills and better job performance. Two employees are enrolled
in Upward Mobility College.

A table showing the distribution of applications processed in Fiscal Year 1978 is
appended to this report.




Aug/Oct 1977

January 1978

May 1 978

Totaf FY 78


Number of

































Other (2)





Type 5































(1) Includes applications for regular research, program projects, centers, construction,
training, fellowships, career awards, and minority programs.

(2) Includes FDA, HRA, OH



The Research Analysis and Evaluation Branch's FY 1978 activities were primarily
concerned with providing staff resources to the OD-NIH, OD-DRG, other NIH directorates
and program officials in the analysis, evaluation, development and planning efforts in the
extramural biomedical research program. The Branch prepared studies on diagnostic
radiology, virology research, immunology, solar and ultraviolet radiation, research
activities with components related to the physically handicapped, marine mammal research,
radiology and radiation research, clinical biochemistry, health services research, medical
devices, pharmacology, and epidemiology.

RAEB continued to be responsible for producing the NIH Annual Inventory of Clinical
Trials through contacts with the various institutes. The NIH Inventory of Clinical Trials
is a central repository of information on the hypotheses being tested, fiscal and administra-
tive data, population characteristics of patients, experimental design data, and bibliographic
data on clinical trials supported by NIH.

The staff undertook the following studies: The relation between sex and fellowship
funding for the years FY 1971-1975; Characteristics of the sub-Principal Investigators;
Support of New Principal Investigators by NIH: 1976-1977; A new and rapid method for
estimating funding in various extramural program areas; Price evaluation of the Medical
Science Training Program, and developed a computer-aided approach to eliminate double
counting in computer retrieval of information on scientific program outputs when sub-
categories are established, and the Division of Computer Research Technology's symbolic
logic retrieval system for use with the committee member file.

The staff assisted or participated in the operation of the following committees: Grants
Associates Board, Extramural Associates Review Panel, DHEW committee to coordinate
toxicology and related programs, Nutrition Coordinating Committee, Technical Review
Committee for National Research Council contract proposal, IMPAC Evaluation Sub-
Committee on Technical Data, the B/l/D Evaluation Working Group, the NIH-OD

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