Stable Success Rates and Other Funding Trends in Fiscal Year 2016

NIGMS is committed to ensuring that taxpayers get the best possible returns on their investments in fundamental biomedical research. As part of an NIH-wide commitment to enhancing stewardship, we regularly monitor trends in the Institute’s funding portfolio.

One of the most commonly cited metrics when discussing grants is success rate, calculated as the number of applications funded divided by the number of applications reviewed. As shown in Figure 1, the success rate for NIGMS research project grants (RPGs) was 29.6% in Fiscal Year (FY) 2016, the same as it was in FY 2015. Although we funded a record number of competing RPGs in FY 2016, we also received more applications than in FY 2015, leading to a level success rate. The first applications and grants for the Maximizing Investigators’ Research Award (MIRA) (R35) program are included in the FY 2016 RPG counts. The increase in RPG applications in FY 2016 has reversed the downward trend noted in last year’s analysis.

Figure 1. Number of NIGMS Competing RPG Applications, Number of Funded Competing RPGs and Success Rates for RPGs, Fiscal Years 2005-2016. NIGMS RPG applications (blue circles, dashed line; left axis) increased from FY 2015-2016. NIGMS-funded RPGs (green squares, solid line; left axis) also increased from FY 2015-2016. Consequently, the NIGMS RPG success rate (gray triangles, dotted line; right axis) remained unchanged from FY 2015. The dip in success rate in FY 2013 was due in part to the budget sequester.

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More Information About New and Early Stage Investigator MIRA Outcomes

There has been ongoing discussion—both here and in the general scientific community—related to the first MIRA awards to New and Early Stage Investigators (NI/ESI). One question that arose was why applications were administratively withdrawn. Both the NIH Center for Scientific Review and multiple NIGMS staff members, including the program director with a portfolio of grants closest to the applicant’s area of science, screened the applications. Of the withdrawn applications, a majority (~80%) were returned prior to review because they proposed research that fell outside of the NIGMS mission. Others were withdrawn because the applicant was not eligible for the FOA. After review, some applications were withdrawn because the PI accepted another award that was mutually exclusive with the MIRA. As recommended on the MIRA website and elsewhere, we encourage anyone who intends to apply for the Early Stage Investigator MIRA to discuss their plans with the appropriate NIGMS program director to determine whether the proposed research area is within the mission of the Institute and if the applicant is eligible to apply.

A major NIGMS goal is to support a broad portfolio that is diverse in research topics, approaches, institutions and investigators. This means we are looking carefully at the outcomes of awards, including gender and race/ethnicity data. We are also trying to take proactive steps to prevent bias during the review, for instance by covering the topic as part of reviewer orientations that take place several weeks before the MIRA study sections meet.

In our recent summary of MIRA applicant and awardee demographics, we looked to see how applications from underrepresented groups compared to those from well-represented groups (White and Asian). The p-value for a difference between the distributions of funded and unfunded applications from these groups was 0.63, meaning that there was no statistically significant difference between the two groups. We also compared the MIRA success rates to those of ESI applicants for NIGMS R01s in fiscal years (FY) 2011-2015 (Table 1).

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Trending Young in New and Early Stage Investigator MIRA

Dr. Jon Lorsch

The MIRA presentation at the September 2016 Advisory Council meeting begins at 17:13.

Following up on the previous post regarding the first MIRA awards to New and Early Stage Investigators, we issued awards to a total of 94 grantees. In addition to ensuring that we are funding the highest quality science across areas associated with NIGMS’ mission, a major goal is to support a broad and diverse portfolio of research topics and investigators. One step in this effort is to make sure that existing skews in the system are not exacerbated during the MIRA selection process. To assess this, we compared the gender, race/ethnicity and age of those MIRA applicants who received an award with those of the applicants who did not receive an award, as well as with New and Early Stage Investigators who received competitive R01 awards in Fiscal Year (FY) 2015.

We did not observe any significant differences in the gender or race/ethnicity distributions of the MIRA grantees as compared to the MIRA applicants who did not receive an award. Both groups were roughly 25% female and included ≤10% of underrepresented racial/ethnic groups. These proportions were also not significantly different from those of the new and early stage R01 grantees. Thus although the MIRA selection process did not yet enhance these aspects of the diversity of the awardee pool relative to the other groups of grantees, it also did not exacerbate the existing skewed distribution.

We did observe significant differences among the mean ages of the MIRA grantees, MIRA applicants who did not receive an award and the R01-funded grantees. The MIRA grantees are 1.5 years younger on average than those MIRA applicants who did not receive an award (37.2 vs. 38.7 years, p<0.05), and about 2 years younger than the FY 2015 R01-funded Early Stage Investigators (37.2 vs. 39.1 years, p<0.001). The R01-funded New Investigators in FY 2015, a pool which includes a few individuals older than 60 years, average an age of 45.6 years. This selection for funding investigators earlier is a promising feature of the first round of MIRA awards to New and Early Stage Investigators. As noted at the recent meeting of our Advisory Council, where Jon presented these data, 37 years is still relatively late for investigators to be getting their first major NIH grant. We will continue to monitor this issue with the goal of further decreasing that figure.

Revisiting the Dependence of Scientific Productivity and Impact on Funding Level

A 2010 analysis by NIGMS and subsequent studies by others (Fortin and Currie, 2013; Gallo et al., 2014; Lauer et al., 2015; Doyle et al., 2015; Cook et al., 2015 Exit icon) have indicated that, on average, larger budgets and labs do not correspond to greater returns on our investment in fundamental science. We have discussed the topic here in A Shared Responsibility and in an iBiology talk Exit icon. In this updated analysis, we assessed measures of the recent productivity and scientific impact of NIGMS grantees as a function of their total NIH funding.

We identified the pool of principal investigators (PIs) who held at least one NIGMS P01 or R01-equivalent grant (R01, R23, R29, R37) in Fiscal Year 2010. We then determined each investigator’s total NIH funding from research project grants (RPGs) or center grants (P20, P30, P50, P60, PL1, U54) for Fiscal Years 2009 to 2011 and averaged it over this 3-year period. Because many center grants are not organized into discrete projects and cores, we associated the contact PI with the entire budget and all publications attributed to the grant. We applied the same methodology to P01s. Thus, all publications citing the support of the center or P01 grant were also attributed to the contact PI, preventing underrepresentation of their productivity relative to their funding levels. Figure 1 shows the distribution of PIs by funding level, with the number of PIs at each funding level shown above each bar.

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Rochelle Long to Lead Pharmacology, Physiology, and Biological Chemistry Division

Dr. Rochelle LongI’m very pleased to announce the selection of Rochelle Long as director of our Division of Pharmacology, Physiology, and Biological Chemistry (PPBC). Rochelle is a pharmacologist who has played leading roles in fostering research in pharmacogenomics through national and international collaborations.

She established and oversees the trans-NIH Pharmacogenomics Research Network and has catalyzed associated partnerships, such as the Global Alliance for Pharmacogenomics and the Clinical Pharmacogenetics Implementation Consortium.

Rochelle has worked in PPBC since 1990, starting as a program director and rising to become chief of its Pharmacological and Physiological Sciences Branch in 1998. She has served as acting division director since Mike Rogers’ retirement in May 2015.

Rochelle’s plans include building bridges across scientific disciplines, working to strengthen emerging fields and promoting cross-disciplinary research. These are goals across the Institute—they are reflected in our strategic plan—and they’re particularly relevant for a broad-ranging division like PPBC.

Since I’ve had the opportunity to interact with her for several years, I know how skilled Rochelle is at organizing, motivating and generating cohesion among groups of people. These qualities will serve her well as PPBC director and as a member of the NIGMS senior leadership team.

For more about Rochelle, see our news announcement.

Announcing Our New Strategic Plan

I am pleased to announce the availability of the new NIGMS strategic plan. This document outlines many of the priorities and activities that the Institute will pursue over the next 5 years. It’s designed as a framework to both codify and focus our efforts, while still allowing us the flexibility to pursue untapped opportunities in areas relevant to our mission.

The plan, which incorporates valuable input from the scientific community, highlights the goals and objectives listed below. It also contains specific implementation strategies for each objective.

  • Maximize investments in investigator-initiated biomedical research to drive fundamental scientific discoveries that advance understanding of human health and disease.
    • Invest in and sustain a broad and diverse portfolio of highly meritorious research.
    • Promote the ability of investigators to pursue new research directions, novel scientific insights and innovative ideas.
  • Support the development of a highly skilled, creative and diverse biomedical research workforce.
    • Assess Institute research training and education programs and policies to ensure that they achieve positive outcomes related to the NIGMS mission.
    • Promote the identification of best practices to continually improve the quality of research training activities.
  • Support the development of and access to essential research tools, resources and capabilities for biomedical research.
    • Support access to essential research resources and the development of new technologies that enable novel scientific advances.
    • Continue the development of institutional research capacities and communities.
  • Advance understanding of fundamental biomedical research and the NIGMS role in supporting it.
    • Use a broad range of approaches to inform the public about NIGMS goals, activities and results.
    • Continue to engage in an open dialogue with the scientific community and other stakeholders about NIGMS programs, processes and policies.

In addition, the plan includes a goal related to the optimization of Institute operations.

Finally, the plan reiterates our commitment to the stewardship of taxpayer funds and an atmosphere of open dialogue, collaboration and shared responsibility with the scientific community. In that spirit, we welcome suggestions to help us become as efficient and effective as possible in the pursuit of our mission.

Give Us Your Input on NIGMS Strategic Planning

In my first post as NIGMS director, I discussed the need to develop a new strategic plan to guide our efforts to ensure that we invest taxpayer money as efficiently and effectively as possible.

Since the publication of our previous strategic plan, the Institute has gone through some major programmatic, organizational and staffing changes. We’ve worked to rebalance our portfolio and bolster our commitment to investigator-initiated research.

To begin the new strategic planning process, we formed a steering committee and the following subcommittees:

  • Research Funding Policies and Mechanisms
  • Training, Education, Workforce Development and Diversity
  • Capacity Building, Research Resources and Technology
  • Communications and Outreach
  • Management and Business Processes

Each subcommittee developed goals and objectives within its area of responsibility. The steering committee then consolidated this material into a draft statement of broad goals and objectives. As we work on developing our specific strategies and finalizing our plan, we’d like to hear your comments and suggestions.

You may give input using the online form (no longer available), which provides the option to remain anonymous, or via e-mail.