![NIH Logo](https://webarchive.library.unt.edu/web/20090117230416im_/http://www.nih.gov/about/lmedia/title.gif)
The NIH Almanac
![]() Center for Scientific Review
MissionThe Center for Scientific Review's (CSR's) key mission is to see that NIH grant applications receive fair, independent, expert, and timely reviews—free from inappropriate influences—so NIH can fund the most promising research. The Center specifically:
Important Events in CSR History1944—Public Health Service (PHS) Act (Public Law 78-410, sec. 301, July 1) authorized the Surgeon General to "make grants-in-aid to universities, hospitals, laboratories, and other public or private institutions, and to individuals for such research projects as are recommended by the National Advisory Health Council, or, with respect to cancer, recommended by the National Advisory Cancer Council." The Act also authorized the award of fellowships in the health sciences. 1946—The Research Grants Office was established January 1 under authority of section 301 of the PHS Act to administer several research projects transferred to PHS at the end of World War II and to operate a program of extramural research grants and fellowship awards. The office was elevated to division status at the end of 1946. The Division of Research Grants (DRG) was responsible for operating and administering a program of extramural research and training through grants-in-aid of research in the biomedical and health-related sciences. DRG retained the operating responsibility until each successive institute was established and took over the programs in its categorical fields. The National Cancer Institute, which already ran an extramural research program on its own, continued to do so. DRG was instructed by the National Advisory Health Council to establish study sections for scientific and technical review of research grant applications, and to explore neglected areas of research in the health sciences. 1958—Responsibility for research grant and training programs in noncategorical areas, operated by the division since 1946, was transferred to the new Division of General Medical Sciences (DGMS). DRG then reorganized to concentrate on the review of research grant and fellowship applications, coordination of all extramural programs operated by the institutes and DGMS, and operation of the health research facilities program and grants management. 1961—The Grants Associates Program began recruitment and training of professional staff for the extramural branches of all PHS granting divisions, with DRG serving as a primary training focus. 1962—DRG was assigned overall responsibility for coordinating policies and practices for administration of grants and awards for all PHS extramural programs. 1965—The Civil Rights Liaison Office was established. 1966—DRG assumed additional responsibilities for review with the transfer from the institutes of the committee on scientific publications, the NCI collaborative research panel, the environmental sciences review committee, and the review functions of 6 panels of the U.S.-Japan Cooperative Medical Science program. 1968—DRG expanded the computer-based central data system, information for management planning analysis and coordination (IMPAC), to include the fellowship programs in addition to research, training grant, and research career award programs. 1969—DRG became a part of the Office of the Associate Director for Extramural Research and Training. Grants management responsibilities were transferred to the Office of Financial Management in the Office of the Associate Director for Administration. 1970—DRG coordinated the initial review of all U.S. Food and Drug Administration applications for research grants. 1971—The computer retrieval of information on scientific projects (CRISP) system was designed to provide scientific and associated grant identification information. 1978—The Extramural Associates Program was established under the Intergovernmental Personnel Act (P.L. 91-648) to promote participation of ethnic minorities and women in NIH-supported research. 1983—The Scientific Review Branch, Referral Branch, and Office of Research Manpower were consolidated into the Referral and Review Branch. DRG became the central information source for the new Small Business Innovative Research (SBIR) Program and coordinated the scientific review of SBIR applications. 1995/96—DRG moved from the Westwood Building, where it had been since 1965, to the Rockledge Center, located near the NIH campus in Bethesda. Most of the Information Systems Branch was transferred to the Office of Extramural Research in the Office of the Director, NIH. 1997—Under a new Director, Dr. Ellie Ehrenfeld, DRG underwent a major reorganization and received a new name: the Center for Scientific Review (CSR). The name change reflected the Center's primary mission—scientific review of grant applications—and signaled an expanded focus on developing and implementing flexible and innovative ways for referral and scientific review. The Center was divided into 3 review divisions (Molecular and Cellular Mechanisms; Physiological Systems; and Clinical and Population-based Studies) plus the Division of Receipt and Referral; the Division of Management Services; the Office of Planning, Analysis, and Evaluation; and the Office of Outreach. CSR also began a thorough examination of its Integrated Review Groups (IRGs) and their study sections. CSR received assistance from 2 types of external advisory groups that reported to the CSR Advisory Committee: (1) IRG working groups, which were established to evaluate individual IRGs (2) the Panel on Scientific Boundaries for Review (PSBR), which was established to assess the overall structure and function of the IRGs. The review activities of the National Institute on Alcohol Abuse and Alcoholism, the National Institute on Drug Abuse, and the National Institute of Mental Health—at that time all components of the Alcohol, Drug Abuse, and Mental Health Administration—began to be integrated into CSR. 1999—The PSBR completed its Phase 1 report, which defined organizing principles for a rigorous yet fair review and provided recommendations for reconfiguring the IRGs. In addition, 8 IRG Working Groups were developed or under development to assess current IRGs. 2000—Phase 2 of the PSBR effort was initiated to implement the Panel's recommendations. A Study Section Boundary (SSB) Team of extramural scientists with a small number of NIH and CSR staff members was formed to design the first new IRG (Hematology). A 3-year plan was developed to initiate additional SSB Teams and complete the reorganization of the 24 IRGs proposed by PSBR. A reviewer survey was distributed to all CSR review groups to assess reviewer satisfaction and workload burdens. Ninety percent of the respondents reported that they were at least "satisfied" with their service, and a majority of respondents reported that they were "very satisfied." Reviewers indicated that it takes an average of 30 hours to prepare an average of 6 written critiques and an additional 8 hours to prepare as a reader of approximately 2.5 applications. 2001—Major strides were made in completing CSR evaluation and reorganization efforts. IRG Working Group reports for nearly all existing IRGs were completed. Three SSB Teams completed the design of their IRGs: Hematology; Biology of Development and Aging; Musculoskeletal, Oral and Skin Sciences; and Cardiovascular Sciences. SSB Teams were developed to design 4 additional IRGs. The number of CSR study sections increased to 153 with the addition of new review groups in the areas of biomedical information science and technology development, epidemiology, muscle biology, and oncological sciences. CSR also developed 12 new study sections to review fellowship applications. 2002—CSR further advanced its efforts to reorganize its IRGs. SSB Teams completed the design for 8 of the remaining 12 IRGs to be reorganized: (1) Bioengineering Sciences and Technologies; (2) Surgical Sciences, Biomedical Imaging, and Bioengineering; (3) Oncological Sciences; (4) Digestive Sciences; (5) Immunology; (6) Renal and Urological Sciences; (7) Endocrinology, Metabolism, Nutrition, and Reproductive Sciences; and (8) Infectious Diseases and Microbiology. Responding to the need to advance clinical research, CSR recruited a Special Advisor on Clinical Research Review, Dr. Theodore Kotchen, who is professor of medicine and epidemiology and associate dean for clinical research at the Medical College of Wisconsin. Strides were made in using new technologies to enhance CSR reviews. All chartered study sections were given access to the Internet Assisted Peer Review System, which allows reviewers to post their critiques and later read the critiques posted by others in their study section. In addition, the vast majority of CSR reviewers were given CDs with electronic copies of the grant applications to be considered by their review panel. The CDs are easier to transport and are bookmarked for easy navigation. 2003—Important milestones were reached in CSR's reorganization efforts. SSB teams completed their recommendations for the last IRGs to be designed: (1) Respiratory Sciences; (2) Genes, Genomes, and Genetics, (3) Biological Chemistry and Macromolecular Biophysics; and (4) Cell Biology. CSR also implemented its first redesigned IRG—the Hematology IRG—and advanced efforts to implement other IRGs. Dr. Ellie Ehrenfeld stepped down as CSR's Director. Dr. Elias Zerhouni appointed CSR's Deputy Director, Dr. Brent Stanfield, to be the new Acting Director. A CSR-coordinated effort to develop new ways to encourage, review, and fund innovative research grant applications was advanced and incorporated into the NIH Roadmap for Medical Research initiative. CSR restructured its 3 review divisions into 4 new divisions: (1) Division of Biologic Basis of Disease, (2) Division of Molecular and Cellular Mechanisms, (3) Division of Physiology and Pathology, and (4) Division of Clinical and Population-Based Studies. In an effort to make the review focus of study sections more transparent, CSR gave names to study sections that were previously designated by their IRG affiliation and a number. The Internet Assisted Review system was built into IMPAC, the grants system used by NIH. Reviewers now access the system through the NIH Commons, the venue for electronic communications between NIH and its principal investigators. 2004—The formal design stage for reorganizing CSR's scientific review groups as proposed by PSBR was completed in January 2004 after the CSR Advisory Committee endorsed the guidelines for the last groups to be reorganized. Study sections within all but 3 of the new IRGs met at least once. CSR advanced outreach efforts to educate applicants, reviewers, and NIH staff by developing (1) an online video of a mock study section; (2) a new CSR exhibit booth, which was deployed at 6 major scientific meetings across the country; (3) CSR's first Annual Report; and (4) a new CSR logo. All CSR study sections used the Internet-Assisted Review Peer Review system, and CSR helped advance pilot studies for the electronic submission of grant applications. CSR's Special Advisor on Clinical Research Review (1) completed a study of review outcomes for clinical vs. nonclinical research applications and published the results in the Journal of the American Medical Association, (2) initiated a mechanism to track review outcomes of clinical grant applications on an ongoing basis, (3) developed a Web page to provide "Advice to Investigators Submitting Clinical Research Applications," (3) helped revise the review criteria for NIH grant applications to improve the assessment of clinical research applications, and (4) provided presentations on the review of these applications at five meetings of clinical scientists. The CSR Advisory Committee held its last meeting on September 20, 2004. A new Peer Review Advisory Committee will advise the CSR and NIH on peer review issues and operations. 2005—The Peer Review Advisory Committee held its first meetings to provide comprehensive guidance to the NIH Director, CSR Director, and Deputy Director for Extramural Research on all NIH peer review policies and operations. Dr. Antonio Scarpa assumed the responsibilities of CSR's Director on July 1, 2005. CSR received the first electronic grant applications via grants.gov and prepared to receive most applications by October 1, 2006. A new payment system was developed to replace the Scientific Review and Evaluation Awards system. Under the new system, reviewers attending study section meetings receive their honoraria and "flat-rate" reimbursements for meals and incidental expenses without having to submit vouchers. Reviewers will no longer need to submit vouchers for hotel expenses, which will be paid directly by NIH. All reviewer payments will be made electronically. 2006—CSR accelerated the release of summary statements to applicants and the ICs. Ninety-seven percent of its summary statements were released according to a new schedule: summary statements for new investigators submitting a RO1 should be posted within 10 days of the study section meeting and all other summary statements should be released within 30 days of the study section meeting. Applicants used to receive their summary statements between 1-3 months after their study section meetings. CSR's Scientific Review Evaluation Award Office reduced NIH travel costs by issuing reviewers nonrefundable airline tickets instead of refundable tickets. Scientists flying to CSR review meetings were allowed to make one change per trip, with NIH covering the costs. Between June and December 2006, NIH saved $5.2 million. When this practice is expanded to all CSR and NIH reviewers, NIH will save over $10 million a year. Two Web-based electronic modes for reviewing grants were deployed by CSR to improve the recruitment of well-qualified reviewers who find it difficult to travel to review meetings: online asynchronous discussions (secure chat rooms), and video-enhanced discussions. CSR published data that suggests slight but significant differences in the scoring of clinical and nonclinical research applications are not related to (1) the percent of clinical applications assigned for review to a review group, (2) the greater costs of clinical research, or (3) the clinical research experience of the reviewers. The findings were described in "Outcomes of NIH Peer Review of Clinical Grant Applications," by Theodore Kotchen, et al., published in the January 2006 issue of the Journal of Investigative Medicine. 2007—As NIH expanded its ability to receive grant applications electronically, CSR adjusted its administrative systems and practices. The R01 grant application was made electronic this year, and the majority of grant applications received by CSR were submitted electronically. CSR also advanced its ability to automatically assign applications to its scientific review groups using new text-fingerprinting software. After the success of a pilot to shorten the review cycle for new investigators applying for an R01 grant, CSR shortened the review cycle for all new applicants for R01 grants. A shorter cycle will allow some of these more than 10,000 applicants to reapply in the next review round instead of having to wait out a review cycle. The ultimate goal is to offer this opportunity to all applicants who need to revise their applications so the best science can advance more quickly. CSR hosted 6 one-day Open House Workshops in 2007 to solicit input from about 1,000 leaders of the scientific community and other stakeholders. This input was used to better align CSR's scientific review groups with rapid changes in their respective scientific fields. Summary reports were posted on the CSR Web site for public comment. Scientific Review Administrators were given a new name to better characterize their true role and their important scientific contributions to NIH peer review. They are now called Scientific Review Officers (SROs). CSR began a reorganization of its 4 review divisions, by creating a fifth division and reorganizing the review groups in its Division of Clinical and Population-Based Studies, which has a new name: the "Healthcare, Population and Behavioral Sciences Division." The fifth review division was created to cluster neuroscience IRGs from 3 CSR divisions into 1 new division: the Division of Neuroscience, Development, and Aging. Consolidating CSR's neuroscience IRGs will enhance staff interactions; encourage shared recruitment of new SROs and reviewers; improve the balancing of workloads; advance interactions with the NIH and the neuroscience community. CSR also created a new neuroscience IRG—Emerging Technologies and Training in Neurosciences—creating a home for new study sections focused on molecular neurogenetics and neurotechnology as well as special emphasis panels to review fellowship and small business applications. To enhance reviewer recruitment, CSR developed a new registry of experienced senior scientists who would make good reviewers, based on recommendations from scientific societies and institutions. This new tool will help SROs to more quickly identify experienced volunteer reviewers and provide societies and institutions with additional input into the peer review process. Biographical Sketch of CSR Director Antonio Scarpa, M.D., Ph.D.On March 21, 2005, Dr. Antonio Scarpa was named Director of the Center for Scientific Review (CSR) at the National Institutes of Health (NIH). He now leads CSR's efforts to better manage the receipt and referral of NIH grant applications and coordinate their review in CSR peer review groups. Dr. Scarpa has served as a permanent member of 3 NIH peer review committees between 1983 and 2003 as well as a member of peer review committees for the American Heart Association. He came to NIH from Case Western Reserve University in Cleveland, where he was the David and Inez Myers Professor and chair of the Department of Physiology. He oversaw the development of a small physiology and biophysics department into one now ranked among the best in the country. His research there was focused on the cellular and molecular mechanisms of ion transport and homeostasis and the metabolic consequences induced by transport. His studies were supported by grants from the National Heart, Lung, and Blood Institute; the National Institute on Alcohol Abuse and Alcoholism; and the National Institute of Diabetes and Digestive and Kidney Diseases, as well as the American Heart Association. Dr. Scarpa has more than 225 peer-reviewed publications and has edited or co-edited 9 books or special journal supplements. He has been an officer or board member of many scientific societies, including the Biophysical Society, the Federation of American Societies for Experimental Biology, and the Association of American Medical Colleges. Over the years, Dr. Scarpa also has served on the editorial boards of 13 scientific journals and served as editor or co-editor for 5 journals. Dr. Scarpa received his M.D. and Ph.D. (Libera Docenza) in general pathology from the University of Padua School of Medicine, and he conducted postdoctoral studies at the Weizmann Institute of Science in Israel, the University of Utrecht in The Netherlands, and the University of Pennsylvania in Philadelphia. Dr. Scarpa continued his research and academic career for 17 years at the University of Pennsylvania before moving to Case Western Reserve in 1986. CSR Directors
This page was last reviewed on
June 30, 2008
.
|