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Integration/Implementation (I²) Teams

• Overview of Integration/Implementation (I²) Team Process
  
  
• Executive Summaries
  
  
  • Imaging I² Team Business Plan: Executive Summary
    
    
    • I² Imaging 2005 Annual Report 
      
      
  • Health Disparities I² Team Business Plan: Coming soon!
    
    
  • Lung Cancer I² Team Business Plan: Executive Summary – Phase 1
    Note: The Lung Cancer I² Team has been transferred to the NCI Lung Cancer Program in the Office of the Director. See Cancer Bulletin article.
    
    
• Integration/Implementation (I²) Teams Slides
  
  
  • Slides in HTML Format
    
    
  • Slides in PDF Format 
    
    
  • I² Teams Timeline Slide 
    
    

Overview of Integration/Implementation (I²) Team Process

In May 2004, the NCI Executive Committee (EC), the central body for formulating NCI's strategic initiatives and priorities, began to form teams of individuals from across the Institute that would help with the integration and implementation of key scientific investment areas. The first three of these Integration/Implementation (I²) teams were established in the areas of imaging, bioinformatics, and lung cancer.

In May 2006, the lung cancer I² team transitioned into the NCI Lung Cancer Program in the Office of the Director and in January 2007, the bioinformatics I² team transitioned into an IT Program Review Board in the new NCI Center for Biomedical Informatics and Information Technology (CBITT). A health disparities I² Team was recently initiated and is currently in the process of developing a plan.

The I² teams are considered advisory to the EC and are comprised of representatives from across NCI with a chair selected by the NCI senior management to lead the team. The I² team activities are facilitated and coordinated by the Office of Science Planning and Assessment (OSPA).

The I² team charge is to complement efforts in NCI's strategic priorities with the development of a resource management plan that takes into account current investments, future needs, scientific opportunity, and potential partnerships. Specifically, the teams are asked to accomplish:

Phase I: Integration plans

• Inventory current NCI investments
• Analyze the current NCI portfolio to identify gaps, overlaps, and capabilities
• Survey the NCI Divisions and offices to ascertain areas of new investments
• Identify potential collaborations that do not currently exist
• Develop a plan to send to the EC for investment across the NCI including:
  
  
  • Projects that fill critical gaps or provide significant opportunities
  • Activities ready for immediate implementation
  • Links with other strategic priority areas
  • Proposed outcomes and measures
  • Timeline for accomplishment of activities
  • Required resources to carry out the plan

Phase II: Implementation of projects following approval by EC and funding by the senior leadership:

• Implement projects
• Track outcomes
• Communicate and disseminate results

The I² team model provides several advantages, notably it is an enterprise-wide strategic planning process rather than a program-focused planning activity. The plans integrate both extramural and intramural activities in a given scientific area and are designed to be transformational rather than incremental in contributing to progress. Finally, the process is built around measurable short-term and long-term goals that will be carefully monitored. Additional I² teams may be formed for important cross-cutting, high-priority activities that will contribute to the NCI vision.

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