The Office of Portfolio Analysis and Strategic Initiatives (OPASI)

1. The Office of Portfolio Analysis and Strategic Initiatives (OPASI) National Advisory Council on Drug AbuseSeptember 20, 2006 Raynard S. Kington, MD, PhDDeputy Director National Institutes of Health Department of Health and Human Services

2. What NIH Does Well: Priority Setting at the Institute and Center Level Each of the 27 NIH Institutes and Centers National Institute of Allergy and Infectious Diseases (NIAID) National Institute of Neurological Disorders and Stroke (NINDS) NIAID Plan Breast Cancer Plan NINDS Plan Individual IC Plans: Can involve more than one IC, but are not truly trans-NIH NIAID Council NCI Council NINDS Council Funding Approval

3. The Problem: Ad Hoc Approach to Trans-NIH Research NCI NINDS NIDA NIA NIDCR NHGRI NIEHS Research can begin NIAMS Trans-NIH research idea NIMH NICHD Search for support from others at NIH

4. The Solution: Office of Portfolio Analysis and Strategic Initiatives (OPASI) Research can begin OPASI and Common Fund Trans-NIH research idea Provides new opportunity for more trans-NIH dialogue, decision making and funding

5. Why Does NIH Need OPASI? OPASI will: • Offer transparent, systematic processes for: • Determining how much NIH spends on research related to specific diseases and conditions • Assessing scientific opportunities and public health needs and integrating them into trans-NIH-wide funding priorities • Coordinating funding of research areas that cut across all or fall between the missions of individual Institutes and Centers • Improve evaluation of the effectiveness of our programs • Allow NIH to be nimble, dynamic, and responsive to emerging scientific opportunities and public health needs

6. What is OPASI’s Mission? • To provide NIH Institutes and Centers with the methods, tools, and information necessary to improve management of their large and complex scientific portfolios • To identify -- in concert with multiple other inputs -- important areas of emerging scientific opportunities or rising public health challenges • To help accelerate investments in these areas, focusing on those involving multiple Institutes and Centers • To coordinate and make more effective use of NIH-wide evaluation processes

7. Structure of OPASI NIH Director NIH Steering Committee OPASI Working Group OPASI Director Division of Resource Development and Analysis (DRDA) Division of Evaluation and Systematic Assessments (DESA) Division of Strategic Coordination (DSC) • Develop and use analytic tools and information, like: • Knowledge management • Public health need/burden of illness • Strategic coordination of NIH-wide planning • Provide an “incubator space” for trans-NIH initiatives • NIH Roadmap Plan, conduct, coordinate, and support program evaluations for: • ICs • Trans-NIH initiatives • GPRA • PART

8. How New Initiatives are Chosen Scientific Consultation Meetings NIH Staff Idea Submissions Web-based Public Input/ Comment Decision to Fund Scientific Initiative What IC Directors Now Summer ‘06 Fall ‘06 ACD NIH Director When Scientists from academia and industry, Public Representatives NIH Institute , Center and OD Program Office Director/Staff Broad science and lay communities Who

9. Consultation Meetings in Progress Pre-meeting: Consultants post ideas for new initiatives in an on-line Commons Room Meeting: Session 1: Consultants introduce ideas Session 2: Discussion/ identification of top ideas Session 3: Synthesis/ Prioritizing Evaluation Post Meeting: ‘Top Ideas’ submitted for consideration as new Roadmap initiatives Evaluation Results indicated overall positive responses to the goals, approach and quality of the discussion

10. Your Input:On-line Request for Information • Asking for comment on ideas generated by: • Consultation meetings • NIH Staff • Asking for new ideas • Goes live this Fall http://opasi.nih.gov/

11. Council of Councils • Mission: to advise the IC Directors during the OPASI selection process • Made up of ~30 members • Includes representatives from each Institute, Center, and OD Program Office Advisory Council, and the NIH Council of Public Representatives (COPR) • ICs and OD program offices will nominate 3 candidates • 2 scientists • 1 lay member • NIH Director will make final selections, ensuring representation of a broad range of disciplines and perspectives

12. Common Fund for Shared Needs • Provides formal structure to pool resources to address trans-NIH research priorities and fill knowledge gaps • Will be a more efficient and effective means of doing business than tapping each of the ICs on an ad hoc basis each time there is a trans-NIH priority • Roadmap funds are the Common Fund starting point • In FY2007, the Common Fund will be ~1.6% of the total NIH budget • Common Fund will increase to up to 5% of the total NIH budget, contingent upon growth of the NIH budget and identified trans-NIH scientific opportunities and public health needs

13. NIAID NHLBI NIEHS NINR FIC NCRR Expanding Roadmap Funding Prototype OPASI-approved Initiative $$$ $ $ $ NIGMS NCMHD $ $ $ NIBIB $ NCI NIAMS NIDA Common Fund NEI NCCAM NIMH NIDDK NLM NINDS NHGRI NIDCR OD NIDCD NIA NIAAA NICHD

14. OPASI Will Use Current NIH Grant Review and Grant Management Structure $ $ $ Lead IC(s) provide scientific management Common Fund provides capital Researchers provide results

15. Evaluation Planning Begins (Assemble Evaluation Team) Planning Funded Initiative Assign Lead IC FTEs & $ Assigned to Lead IC for Duration of Initiative Budget Sources Finalized Assemble Team to Oversee Trans-NIH Effort Granting Implement Grants Management Structure Outlined in Business Plan Develop and Issue RFAs/RFPs Lead Council(s) Review Proposals Grants/Contracts Funded * * Reviewing Decision Every 4 or 5 years Major Review at 3 or 4 Year Mark Annual Review Of Initiative Renewed 1 5-year Renewal Allowed Completed Continued by ICs OPASI Process for Implementation of Trans-NIH Initiatives Note: 10 year Maximum for Initiative in OPASI * Indicates Key Decision Point

16. OPASI A novel approach to assure that NIH is more effective and more efficient in meeting its mission as the nation’s medical research agency

17. OD ProgramOffices Regular Roadmap-likePlanning Process Evaluation IC Directors Stakeholders Burden of Illness Data Portfolio Analysis Approval to Fund Initiative Advisory Committee to the Director NIH Director Council of Councils IC Directors OPASI