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Related post: 17
^September 1981, January 1982 and May 1982 Councils
E. Transfer of Research Grant Applications to Other BIDs
During the past year there has been an increase in the number of
applications either primarily or solely assigned to NIAID which were
transferred to other institutes because of their ability to fund the
proposal. This increase in transfers has been a reflection of this
Institute's funding capability, Sporanox Cost and does not relate to the relevance of the
proposed research to Buy Sporanox the NIAID' s programmatic interests. The Acting
Director of the Extramural Activities Program and the Institute's Referral
Liaison have collaborated with Program staff in monitoring the status of
applications which received priority scores falling beyond the Institute's
payline. In this way we are best serving the interests of the principal
investigator by negotiating transfers of assignment to the Institute most,
capable of making the award. Implementation of transfers in a timely manner
requires a cooperative exchange of information between involved NIAID
extramural staff and our counterparts in other BIDs. Table III shows the
number of applications transferred from NIAID to other BIDs for funding
consideration in FY 1982.
GRANT APPLICATIONS TRANSFERRED TO OTHER BIDs
FOR FUNDING CONSIDERATION, FY 1982
Awarding BID Number
F. Study of Priority Scores and Study Section Behavior
In response to a recurring request by the Purchase Sporanox NAAID Council, the Assistant to
the Acting Director, EAP, has continued to observe the scoring character-
istics of DRG Study Sections. Tabular statistical data illustrating Study
Section scoring patterns and the effect of priority score versus percentile
ranking have been presented to the last five Councils. Council members have
responded to Dr. Krause's presentation of the information with continued and
growing interest. Scoring patterns have been developed for ten Review
Groups which have approved twenty or more NIAID applications per Council
round (ALY, BMl , EVR, 1MB, IMS, BM2, MBC, MG , TMP, VR). Deviation from the
NIAID mean has been used as an indication of the degree to which these ten
Study Sections are inclined to give priority scores of 175 or better to
NIAID-assigned applications. A tabular Sporanox 100mg presentation of this data shows a
random fluctuation both vertically; i.e., from Study Section to Study Section,
and horizontally; i.e., from Council to Council, over the five Council
rounds. A supplementary study was prepared in response to a request from a
Council member and focused on the linear (horizontal) correlation among the
voting patterns. Sporanox Tablets The technique of correlation analysis was applied to this
information in order to determine any Cheap Sporanox real differences in these variations.
Preliminary data shows that the degree Sporanox Buy Sporanox 200 Mg of correlation varies considerably
among the ten Study Sections analyzed.
The second part of this continuing study involves a comparison of the use of
priority scores versus percentile ranking in making funding decisions.
There is little difference in the total number of applications which would
be funded by either of the two methods. Obviously the difference lies in
the specific grant applications which would move inside or outside of the
payline. This comparison illustrates that our current method of identifying
selected programmatical ly relevant applications within 50 points beyond the
payline for "Selective Payment" is perhaps still the preferred method of
I. CONTRACT MANAGEMENT BRANCH
The Contract Management Branch provides management services to the Institute's
Research Program Sporanox Online including solicitation, negotiation, award, and administration
of all Institute research contracts.
The CMB continues to implement contract policies and procedures promulgated
by higher procurement Sporanox Pulse authority. The CMB works very closely with the Program
and Project Review Branch and the various NIAID Buy Sporanox Online Project Officers and provides
contract management expertise necessary in order to continue to have an
effective contract program.
Through effective contract management, NIAID has continued to increase its
percentage of competitive awards from 26.2% in FY Sporanox Price '78 and 37.3% in FY '79,
to 60% in FY '80, to 67% in FY '81, and an estimate of 75% in FY '82. NIAID
is one of the few Institutes which exceeded the competitive goals established
by Order Sporanox Division of Contracts and Grants.
Other accomplishments for FY '82 are:
1. Led all Institutes in competitive and scheduling goals for FY 81/82
which are established by PHS.
2. Even distribution of contract awards within the fiscal year.
3. Made contract awards in all three socioeconomic programs; 8(a),
Small Business Administration and women-owned organizations.
4. Led all Institutes (in total percentage) in meeting the goals
established by Division of Contracts and Grants in closing out of
In FY '82, CMB received approval for 16 contract requests and issued about
549 requests for proposals to organizations which expressed interest. In
response to the above advertisements, 59 proposals were received and 19 new
competitive contract awards were made.
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