Congressionally Directed Medical Research Programs CDMRP Presented to National Institutes of Health Peer Review Adviso

1. Congressionally Directed Medical Research Programs (CDMRP) Presented to National Institutes of Health Peer Review Advisory Committee Presented by Janet Harris, Ph.D., R.N. Colonel, US Army Nurse Corps Director

3. CDMRP History 1992: Grassroots advocacy heightened political awareness of breast cancer 1993: Congress appropriated $210M to the Department of Defense (DOD) budget for breast cancer research, managed by the CDMRP, after consultation with the Institute of Medicine (IOM) in fiscal year 1993 (FY93) and re-reviewed the program in FY97. 1996-2002: Additional research programs added: 1996: Neurofibromatosis 1997: Prostate Cancer and Ovarian Cancer 1999: Peer Reviewed Medical Research Program 2002: Prion, Tuberous Sclerosis, and Chronic Myelogenous Leukemia. These and other programs are managed by the CDMRP

6. This slide represents our dramatic shift in program philosophy, where there are limited funds for traditional awards and Ideas are the highest priority for investment. What is an IDEA award? The vision of an IDEA project: creative, innovative, novel research that explores untested, unattempted or unrecognized avenues of investigation that may lead to a breakthrough. Despite the inherent risk-taking nature of Ideas, successful submissions must demonstrate solid scientific judgment. What does the pyramid represent? This pyramid illustrates the sense of IDEA awards in the larger context of science. There is an upward “flow” of new developments into applied research outcomes. Most funding agencies, including ours in past years, focus at the mid-level traditional awards. Our intent this year is to develop a strategy for science that complements and provides impetus to the traditional process rather than duplicating it...to fortify the foundation of scientific “exploration” and speed the flow of innovation up the developmental pyramid. Higher risk IDEA projects are the “seeds” or “spawning ground” of innovation that feeds and invigorates traditional development stages further up. The primary intent of our 96 program is to promote this novel IDEA GENERATION that will impact the harvest of research outcomes in the future. It is our vision that the work we fund now will invigorate the mid-level development by the year 2000. The apex of the pyramid The ultimate goal is to funnel development to the top of the pyramid...to translate research outcomes into all aspects of clinical practice and cancer prevention. This area represents investment in the best bets that have a high probability of translating into advances in all aspects of breast cancer detection, treatment & prevention. Given recent advances in the field, there is an unprecedented opportunity to bring well-developed ideas to fruition on behalf of women with breast cancer. Our FY 96 strategy supports such efforts with a $15 M investment. This slide represents our dramatic shift in program philosophy, where there are limited funds for traditional awards and Ideas are the highest priority for investment. What is an IDEA award? The vision of an IDEA project: creative, innovative, novel research that explores untested, unattempted or unrecognized avenues of investigation that may lead to a breakthrough. Despite the inherent risk-taking nature of Ideas, successful submissions must demonstrate solid scientific judgment. What does the pyramid represent? This pyramid illustrates the sense of IDEA awards in the larger context of science. There is an upward “flow” of new developments into applied research outcomes. Most funding agencies, including ours in past years, focus at the mid-level traditional awards. Our intent this year is to develop a strategy for science that complements and provides impetus to the traditional process rather than duplicating it...to fortify the foundation of scientific “exploration” and speed the flow of innovation up the developmental pyramid. Higher risk IDEA projects are the “seeds” or “spawning ground” of innovation that feeds and invigorates traditional development stages further up. The primary intent of our 96 program is to promote this novel IDEA GENERATION that will impact the harvest of research outcomes in the future. It is our vision that the work we fund now will invigorate the mid-level development by the year 2000. The apex of the pyramid The ultimate goal is to funnel development to the top of the pyramid...to translate research outcomes into all aspects of clinical practice and cancer prevention. This area represents investment in the best bets that have a high probability of translating into advances in all aspects of breast cancer detection, treatment & prevention. Given recent advances in the field, there is an unprecedented opportunity to bring well-developed ideas to fruition on behalf of women with breast cancer. Our FY 96 strategy supports such efforts with a $15 M investment.

7. Program Cycle

8. Electronic Proposal/Grant Management CDMRP eReceipt System Web-based proposal submission system Includes modules for Principal Investigators and Office of Sponsored Research Representatives Information collected in fields, text boxes, and PDF files Program and Peer Review Management Information System™ (P²RMIS™) Proprietary web-base system owned and used by Constella Health Sciences, our peer review contractor Electronic Grants System Custom designed, state of the art database and business system for the paperless management of medical research proposals and grants.

9. Advantages of Electronic Processes Reduced Applicant Cost: Uploading PDF files is less costly than copying and shipping proposal Reduced Program Cost: Reduction in labor during receipt and savings in reviewer shipping exceed cost of printing proposal copies Increased Communication: Reviewers, Chairperson, and Scientific Research Administrator can review critiques in advance of the meeting Time Savings: Compliance (administrative review), referral, and summary statement writing all streamlined through use of web-based tools Increased Efficiency: Allows for collaboration between organizations by implementing electronic workflows and virtual files Allows for real-time data transfer, multiple users, standardization of processes and unprecedented secure access to data

10. Standard Peer Review Scoring

11. Peer Review Processes

12. Correlations Between Final Global Scores and Final Criteria Scores for Idea Awards

13. Lessons Learned Consumers are integral to peer review Efficiencies of cradle to grave electronic management Need to maintain dynamic flexible processes Tailor peer review processes to: Mechanism goals Time constraints Funding limitations

14. Ongoing Challenges Identifying Innovation Keeping Peer Reviewers engaged during panel discussions Congruency among narrative, criteria scores, and global score Optimizing panel size, reviewer workload, and length of panel discussion Meeting needs of multiple end users of critique Programmatic Review Applicant

15. Additional information about the Ovarian Cancer Research Program and other CDMRP Programs is available on our website. Program Announcements for upcoming CDMRP Programs will be available on the website when they are released. Abstracts of funded proposals are available on the website. This year’s ovarian cancer research abstracts will be posted there after contracts with the PI’s institutions have been finalized. A workbook on consumer participation in proposal review is also available.Additional information about the Ovarian Cancer Research Program and other CDMRP Programs is available on our website. Program Announcements for upcoming CDMRP Programs will be available on the website when they are released. Abstracts of funded proposals are available on the website. This year’s ovarian cancer research abstracts will be posted there after contracts with the PI’s institutions have been finalized. A workbook on consumer participation in proposal review is also available.