THE NATIONAL ACADEMIES Advisors to the Nation on Science Engineering and Medicine Overview of the US National Academies US National Academies Brief History National Academy of Sciences Early History ID: 772503
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THE NATIONAL ACADEMIES Advisors to the Nation on Science, Engineering, and Medicine Overview of the U.S. National Academies
US National Academies Brief History
National Academy of Sciences: Early History The National Academy of Sciences was created at the time of the Civil War. The Act of Incorporation, signed by President Lincoln on March 3, 1863, established service to the nation as its dominant purpose.
National Academy of Sciences Act of Incorporation: 1863 Two important clauses: “…shall, whenever called upon by any department of the Government, investigate, examine, experiment, and report upon any subject of science or art…” and “…but the Academy shall receive no compensation whatever for any services to the Government of the United States.”
Consequences of Limited Government Capacity Conflicts among political leaders and ‘captains of industry’ over the role of government in 3 areas: Regulations StandardsSponsoring/organizing science
Consequences of Limited Government Capacity [cont.] Corruption in the wake of the ‘spoils system’ led the scientific and professional community to push for reforms. This led to: Creation of a professionalized, though limited bureaucracy that was non-political, technically competent and accountable to elected officials. The establishment of professional associations that helped to establish a framework for professional standards and accreditation, scientific values and generation of ‘outside’ advice. American Medical Association (1847) American Bar Association (1878)National Academy of Sciences (1863); later the NRC (1916)
Inside-outside advice
What Constitutes ‘Inside’ Advice? Executive Office professional staff attached to the White House. Scientific and technical staff employed within the bureaucracy. Contracted expertise. Advice to government under stipulated conditions for a price
What’s Outside Advice? National Academy of Sciences. Scientific and professional associations. Non-governmentally supported research Specially constituted investigatory or advisory commissions. Government funded university research, conducted under open-ended grants (since WWII, the vast majority of research and development in the U.S. is contracted out).
Pros and Cons of Outside Expertise Pros: Independent, high standards, highly credible Not vulnerable to political interferenceCons: Needs resourcesFurther away from decision makersMay not understand time constraintsAgenda setting biases – why this question? Competition from non-science based organizations (e.g. ideological think tanks)
Pros and Cons of Inside Expertise Pros: Close to decision makers Understand timing issues, constraintsGreater ability to interact and advise in real timeCons: External credibilityVulnerable to political interferencePolitical agenda settings
Key elements of the US NAS
Our Mission To recognize excellence in science and technology To be a trusted adviser to governmentOn policy issues with significant technical and scientific components On matters of science and technology policy
The National Academies: Advisers to the Nation National Academy of Sciences (1863) National Research Council (1916) National Academy of Engineering (1964) Institute of Medicine (1970)
The Imprimatur of the National Academy of Sciences All programs of the National Academies are conducted in a manner consistent with National Academies’ policies
Unique Strengths Stature of academies’ membership Ability to get the very best to serve“Pro Bono” nature of committee service Interdisciplinary nature of studiesQuality assurance and control proceduresReputation for independence and objectivity
About the US Academies
NAS, NAE, and IOM Membership 2011 NAS: 2,600 members NAE 2,300 membersIOM 1700 members NRC 1400 employees
National Research Council Program Organization
Methods of Operation CONSENSUS STUDIES Balance and Composition of Committees Report Review CONVENING ACTIVITES Workshops Roundtables OPERATIONAL PROGRAMS Fellowships Research/Surveys Education and Training Data Banks
Positioning and Partnering NAS/NAE/IOM
Number of Committees and Committee Members
Volunteers are drawn from different sectors
Number of Reports and Other Documents Produced
Autonomy
Why is Autonomy Critical? Scientists & technical experts cannot operate according to professional standards without autonomy In bureaucracies, it protects the authority of expertise over that of incumbency (the political prerogative of the office holder). Where experts have autonomy, decision-making is based on science, driven by facts and therefore more likely to be in the public interest
Committee Members Serve as Individuals Committee members carefully chosen with respect to background, knowledge, and experience and with regard to bias and conflict of interestMembers serve as individuals, not as representatives of organizations or interest groups Members are expected to contribute their expertise and good judgment in the conduct of the study
Impartiality and Objectivity NRC Committees are expected to be fair and evenhanded in the conduct of their studies. All parties at interest should get due process All responsible arguments and alternatives should be consideredStandards should be applied consistently to evaluating arguments and alternatives Evidence should not be used selectivelyExpect judgments and opinions should be identified as such
Quality Management While NRC committees are responsible for the substance of their reports, the report must meet quality standards set by the Academy All reports subject to independent review, which is considered an integral part of the project
The Role of the Staff In most successful projects, a close partnership is formed between the committee and its supporting staff Staff can help the committee in virtually any way to complete the study in a timely, cost-effective way Staff not there to impose their own ideas on a committee
Values of an Academy
What Are Values? Values are traits or qualities that are considered worthwhile by an organization Values already exist in every workplace (real and preferred) Effective organizations identify and develop a clear concise and shared meaning of values/beliefs, priorities, and direction (Once seen as the first step of strategic planning) Once defined, values impact every aspect of an organization
Values of the NRC Independence Balance Technical Excellence Impartiality and Objectivity
Why Values Are Important Because values define what is important to the institution Values provide the means (standards) to evaluate an organization’s accomplishments Values can be an important source of motivationGuide ways one filters new information Guides the development of new policies Helps an organization identify priorities for growth/ action/ changeHelp organizations evaluate certain types of trade-offs (e.g. time versus money)
Guide For Policy/Action Innovation Behaviors Consistent with this value Willingness to think creativelyWillingness to take on new challenges and try new things Emphasis the sharing best/ cutting edge practicesBehaviors not Consistent Creating “red tape” blocking new ideas“We have always done it this way” Showing fear of or reluctance to change
Examples Of Values Professionalism and Commitment; Excellence; Integrity; Relevance ( GAAS Strategic Plan) To uphold truth, integrity, honesty, and accountability; to nurture excellence, innovativeness, and responsible professionalism; to espouse the culture of tolerance and be sensitive to matters of equity; be at the forefront of providing scientific leadership through meritocracy (KNAS Strategic Plan )
Six values that NRC recently determined are important to the organization Independence – not part of the federal government; operate in a way to ensure that committees are free from external pressure; without regard to politics or special interestsObjectivity – processes in place for avoiding conflicts of interest to ensure that we provide impartial, unbiased adviceIntegrity – meticulous study process to ensure the findings are supported by evidenceTruth – base all findings, conclusions, and recommendations on the best available dataEvidence – using science to seek solutions Expertise – mobilize the best and brightest minds
An Example of How the US-NAS Builds Values into its Operations Independence, Objectivity Careful screening process to ensure balanced committees -- including bias and conflict of interest disclosure All committee appointments made by President of the NRC – no external appointments (e.g. sponsors)Committees allowed to close doors to deliberate Rigorous peer-review process
The Value Development Process What values are important to your Academies? Why they are important?What is the evidence that the organization already possesses this value? Could new policies and procedures be introduced that would reinforce this value?