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LitCovid-PD-MONDO

{"project":"LitCovid-PD-MONDO","denotations":[{"id":"T258","span":{"begin":2491,"end":2494},"obj":"Disease"},{"id":"T259","span":{"begin":2502,"end":2505},"obj":"Disease"},{"id":"T261","span":{"begin":4925,"end":4933},"obj":"Disease"}],"attributes":[{"id":"A258","pred":"mondo_id","subj":"T258","obj":"http://purl.obolibrary.org/obo/MONDO_0018940"},{"id":"A259","pred":"mondo_id","subj":"T259","obj":"http://purl.obolibrary.org/obo/MONDO_0008897"},{"id":"A260","pred":"mondo_id","subj":"T259","obj":"http://purl.obolibrary.org/obo/MONDO_0011549"},{"id":"A261","pred":"mondo_id","subj":"T261","obj":"http://purl.obolibrary.org/obo/MONDO_0100096"}],"text":"New US Global Nutrition Research Program\nA new US Global Nutrition Research Program (USGNRP) would be charged with improving coordination and integration of federal research on food and nutrition and implications for the country (Supplemental Figure 4). The USGNRP would be modeled after the successful US Global Change Research Program (USGCRP), established in 1989 by a Presidential Initiative and codified in Congress through the Global Change Research Act of 1990 (Public Law 101–606) (294). This Act required a comprehensive and integrated US research program to assist the nation to assess, predict, and respond to human-induced and natural processes of global climate change. Bringing together 13 departments and agencies, USGCRP is steered by the Subcommittee on Global Change Research under the Committee on Environment, Natural Resources, and Sustainability, overseen by the Executive Office of the President, and facilitated by a National Coordination Office (295). USGCRP has its own budget that mainly supports the National Coordination Office, staffed with professional coordination support staff. USGCRP is supported by statute through small apportions of participating departments’ and agencies’ research funding dedicated to climate issues (296). Guided by a series of multi-stakeholder strategic plans since 1989 (297), the efforts of participating departments and agencies are coordinated through Interagency Working Groups that span interconnected topics. Annual USGCRP reports and other scientific assessments and resources highlight key program accomplishments, such as observing and understanding changes in climate, the ozone layer, and land cover; identifying impacts of these changes on ecosystems and society; estimating future changes in the physical environment, and associated vulnerabilities and risks; and providing scientific information to enable effective decision making to address corresponding threats and opportunities (297).\nSimilar to USGCRP, USGNRP leadership would be overseen by the Executive Office of the President. Likewise, its National Coordination Office would be staffed by dedicated staff and temporary (“detailed”) staff from participating departments and agencies, and funded by small portions of relevant research budgets from each participating department and agency. In addition to current ICHNR members, USGNRP could include a more contemporary vision of federal stakeholders who engage with and leverage nutrition research, such as CMS, CMMI, HHS Office of the Surgeon General, FEMA, and Departments of Veterans Affairs, Education, Energy, Transportation, Labor, Homeland Security, Housing and Urban Development, Interior, and Justice (e.g., related to optimal nutrition in the federal prison system). Like USGCRP, functions of USGNRP would include multi-stakeholder–informed strategic planning; Inter-agency Working Groups to identify and coordinate shared priority research and translation; assessment and modernization of nutrition monitoring and surveillance; and creating partnerships with academic, private, and international science stakeholders.\n\nAdvantages\nThis is a tested, successful model on a similarly crucial area of science. USGNRP could build on ICHNR but with the establishment of a dedicated budget from participating departments and agencies. Through strategic planning, new and additive budget initiatives could be formulated and implemented through more sustained appropriations. Compared with ICHNR, USGNRP would have a renewed and clear mandate around improved coordination and harmonization, with explicit requirements for programmatic review, strategic planning, annual reporting, fiscal coordination on new initiatives, quadrennial assessments submitted to the President, and international research and cooperation. Like ONDFN, USGNRP activities would more efficiently and effectively identify topics that resonate across multiple departments and agencies with significant population impact and feasibility, while advancing emerging scientific opportunities and discoveries. Also like ONDFN, a strategic planning process would create transparency and accountability, including tasks of identifying and monitoring budgets and metrics of success.\nICHNR subcommittees could be transitioned to Interagency Working Groups to effectively and efficiently foster cross-department and cross-agency actions. As one example, a new DGA Interagency Working Group would have a stronger charge and dedicated staff to address new research needs identified by the latest DGAC. Like USGCRP, the participating USGNRP departments and agencies would utilize a National Coordination Office to help produce high-level and informative reports (298). USGNRP would also intersect with other high-level coordinating structures, such as USGCRP's Interagency Working Group on Climate Change and Health, to enable effective and rapid responses to acute threats such as COVID-19, other pandemics, or other future challenges.\n\nDisadvantages\nIf based on the USGCRP appropriations model, USGCRP would be funded by a legislative mandate for contributions by participating members (rather than any new appropriations), so its budget would vary with the size and consistency of commitment of participating departments or agencies to its research areas of interest. Ideally, Congress would also authorize and appropriate some core funding for USGNRP, although no new, dedicated funding has emerged for USGCRP thus far. Also, significant staffing in the National Coordination Office would be temporary (“detailed”) personnel from participating members, which could reduce continuity.\n\nPath forward\nUSGNRP could be established by a Presidential Initiative, without legislative action. For longer-term success, Congress could later codify USGNRP into law (296). Alternatively, Congress could directly establish USGNRP (e.g., in place of ICHNR). In any of these cases, separate Congressional appropriations are not needed but would be ideal."}

LitCovid-PD-CLO

LitCovid-PD-CHEBI

{"project":"LitCovid-PD-CHEBI","denotations":[{"id":"T40989","span":{"begin":1644,"end":1649},"obj":"Chemical"},{"id":"T85274","span":{"begin":2502,"end":2505},"obj":"Chemical"}],"attributes":[{"id":"A89521","pred":"chebi_id","subj":"T40989","obj":"http://purl.obolibrary.org/obo/CHEBI_25812"},{"id":"A71852","pred":"chebi_id","subj":"T85274","obj":"http://purl.obolibrary.org/obo/CHEBI_88937"}],"text":"New US Global Nutrition Research Program\nA new US Global Nutrition Research Program (USGNRP) would be charged with improving coordination and integration of federal research on food and nutrition and implications for the country (Supplemental Figure 4). The USGNRP would be modeled after the successful US Global Change Research Program (USGCRP), established in 1989 by a Presidential Initiative and codified in Congress through the Global Change Research Act of 1990 (Public Law 101–606) (294). This Act required a comprehensive and integrated US research program to assist the nation to assess, predict, and respond to human-induced and natural processes of global climate change. Bringing together 13 departments and agencies, USGCRP is steered by the Subcommittee on Global Change Research under the Committee on Environment, Natural Resources, and Sustainability, overseen by the Executive Office of the President, and facilitated by a National Coordination Office (295). USGCRP has its own budget that mainly supports the National Coordination Office, staffed with professional coordination support staff. USGCRP is supported by statute through small apportions of participating departments’ and agencies’ research funding dedicated to climate issues (296). Guided by a series of multi-stakeholder strategic plans since 1989 (297), the efforts of participating departments and agencies are coordinated through Interagency Working Groups that span interconnected topics. Annual USGCRP reports and other scientific assessments and resources highlight key program accomplishments, such as observing and understanding changes in climate, the ozone layer, and land cover; identifying impacts of these changes on ecosystems and society; estimating future changes in the physical environment, and associated vulnerabilities and risks; and providing scientific information to enable effective decision making to address corresponding threats and opportunities (297).\nSimilar to USGCRP, USGNRP leadership would be overseen by the Executive Office of the President. Likewise, its National Coordination Office would be staffed by dedicated staff and temporary (“detailed”) staff from participating departments and agencies, and funded by small portions of relevant research budgets from each participating department and agency. In addition to current ICHNR members, USGNRP could include a more contemporary vision of federal stakeholders who engage with and leverage nutrition research, such as CMS, CMMI, HHS Office of the Surgeon General, FEMA, and Departments of Veterans Affairs, Education, Energy, Transportation, Labor, Homeland Security, Housing and Urban Development, Interior, and Justice (e.g., related to optimal nutrition in the federal prison system). Like USGCRP, functions of USGNRP would include multi-stakeholder–informed strategic planning; Inter-agency Working Groups to identify and coordinate shared priority research and translation; assessment and modernization of nutrition monitoring and surveillance; and creating partnerships with academic, private, and international science stakeholders.\n\nAdvantages\nThis is a tested, successful model on a similarly crucial area of science. USGNRP could build on ICHNR but with the establishment of a dedicated budget from participating departments and agencies. Through strategic planning, new and additive budget initiatives could be formulated and implemented through more sustained appropriations. Compared with ICHNR, USGNRP would have a renewed and clear mandate around improved coordination and harmonization, with explicit requirements for programmatic review, strategic planning, annual reporting, fiscal coordination on new initiatives, quadrennial assessments submitted to the President, and international research and cooperation. Like ONDFN, USGNRP activities would more efficiently and effectively identify topics that resonate across multiple departments and agencies with significant population impact and feasibility, while advancing emerging scientific opportunities and discoveries. Also like ONDFN, a strategic planning process would create transparency and accountability, including tasks of identifying and monitoring budgets and metrics of success.\nICHNR subcommittees could be transitioned to Interagency Working Groups to effectively and efficiently foster cross-department and cross-agency actions. As one example, a new DGA Interagency Working Group would have a stronger charge and dedicated staff to address new research needs identified by the latest DGAC. Like USGCRP, the participating USGNRP departments and agencies would utilize a National Coordination Office to help produce high-level and informative reports (298). USGNRP would also intersect with other high-level coordinating structures, such as USGCRP's Interagency Working Group on Climate Change and Health, to enable effective and rapid responses to acute threats such as COVID-19, other pandemics, or other future challenges.\n\nDisadvantages\nIf based on the USGCRP appropriations model, USGCRP would be funded by a legislative mandate for contributions by participating members (rather than any new appropriations), so its budget would vary with the size and consistency of commitment of participating departments or agencies to its research areas of interest. Ideally, Congress would also authorize and appropriate some core funding for USGNRP, although no new, dedicated funding has emerged for USGCRP thus far. Also, significant staffing in the National Coordination Office would be temporary (“detailed”) personnel from participating members, which could reduce continuity.\n\nPath forward\nUSGNRP could be established by a Presidential Initiative, without legislative action. For longer-term success, Congress could later codify USGNRP into law (296). Alternatively, Congress could directly establish USGNRP (e.g., in place of ICHNR). In any of these cases, separate Congressional appropriations are not needed but would be ideal."}

LitCovid-PD-GO-BP

{"project":"LitCovid-PD-GO-BP","denotations":[{"id":"T73470","span":{"begin":2403,"end":2409},"obj":"http://purl.obolibrary.org/obo/GO_0007601"},{"id":"T80651","span":{"begin":2939,"end":2950},"obj":"http://purl.obolibrary.org/obo/GO_0006412"}],"text":"New US Global Nutrition Research Program\nA new US Global Nutrition Research Program (USGNRP) would be charged with improving coordination and integration of federal research on food and nutrition and implications for the country (Supplemental Figure 4). The USGNRP would be modeled after the successful US Global Change Research Program (USGCRP), established in 1989 by a Presidential Initiative and codified in Congress through the Global Change Research Act of 1990 (Public Law 101–606) (294). This Act required a comprehensive and integrated US research program to assist the nation to assess, predict, and respond to human-induced and natural processes of global climate change. Bringing together 13 departments and agencies, USGCRP is steered by the Subcommittee on Global Change Research under the Committee on Environment, Natural Resources, and Sustainability, overseen by the Executive Office of the President, and facilitated by a National Coordination Office (295). USGCRP has its own budget that mainly supports the National Coordination Office, staffed with professional coordination support staff. USGCRP is supported by statute through small apportions of participating departments’ and agencies’ research funding dedicated to climate issues (296). Guided by a series of multi-stakeholder strategic plans since 1989 (297), the efforts of participating departments and agencies are coordinated through Interagency Working Groups that span interconnected topics. Annual USGCRP reports and other scientific assessments and resources highlight key program accomplishments, such as observing and understanding changes in climate, the ozone layer, and land cover; identifying impacts of these changes on ecosystems and society; estimating future changes in the physical environment, and associated vulnerabilities and risks; and providing scientific information to enable effective decision making to address corresponding threats and opportunities (297).\nSimilar to USGCRP, USGNRP leadership would be overseen by the Executive Office of the President. Likewise, its National Coordination Office would be staffed by dedicated staff and temporary (“detailed”) staff from participating departments and agencies, and funded by small portions of relevant research budgets from each participating department and agency. In addition to current ICHNR members, USGNRP could include a more contemporary vision of federal stakeholders who engage with and leverage nutrition research, such as CMS, CMMI, HHS Office of the Surgeon General, FEMA, and Departments of Veterans Affairs, Education, Energy, Transportation, Labor, Homeland Security, Housing and Urban Development, Interior, and Justice (e.g., related to optimal nutrition in the federal prison system). Like USGCRP, functions of USGNRP would include multi-stakeholder–informed strategic planning; Inter-agency Working Groups to identify and coordinate shared priority research and translation; assessment and modernization of nutrition monitoring and surveillance; and creating partnerships with academic, private, and international science stakeholders.\n\nAdvantages\nThis is a tested, successful model on a similarly crucial area of science. USGNRP could build on ICHNR but with the establishment of a dedicated budget from participating departments and agencies. Through strategic planning, new and additive budget initiatives could be formulated and implemented through more sustained appropriations. Compared with ICHNR, USGNRP would have a renewed and clear mandate around improved coordination and harmonization, with explicit requirements for programmatic review, strategic planning, annual reporting, fiscal coordination on new initiatives, quadrennial assessments submitted to the President, and international research and cooperation. Like ONDFN, USGNRP activities would more efficiently and effectively identify topics that resonate across multiple departments and agencies with significant population impact and feasibility, while advancing emerging scientific opportunities and discoveries. Also like ONDFN, a strategic planning process would create transparency and accountability, including tasks of identifying and monitoring budgets and metrics of success.\nICHNR subcommittees could be transitioned to Interagency Working Groups to effectively and efficiently foster cross-department and cross-agency actions. As one example, a new DGA Interagency Working Group would have a stronger charge and dedicated staff to address new research needs identified by the latest DGAC. Like USGCRP, the participating USGNRP departments and agencies would utilize a National Coordination Office to help produce high-level and informative reports (298). USGNRP would also intersect with other high-level coordinating structures, such as USGCRP's Interagency Working Group on Climate Change and Health, to enable effective and rapid responses to acute threats such as COVID-19, other pandemics, or other future challenges.\n\nDisadvantages\nIf based on the USGCRP appropriations model, USGCRP would be funded by a legislative mandate for contributions by participating members (rather than any new appropriations), so its budget would vary with the size and consistency of commitment of participating departments or agencies to its research areas of interest. Ideally, Congress would also authorize and appropriate some core funding for USGNRP, although no new, dedicated funding has emerged for USGCRP thus far. Also, significant staffing in the National Coordination Office would be temporary (“detailed”) personnel from participating members, which could reduce continuity.\n\nPath forward\nUSGNRP could be established by a Presidential Initiative, without legislative action. For longer-term success, Congress could later codify USGNRP into law (296). Alternatively, Congress could directly establish USGNRP (e.g., in place of ICHNR). In any of these cases, separate Congressional appropriations are not needed but would be ideal."}

LitCovid-PubTator

{"project":"LitCovid-PubTator","denotations":[{"id":"753","span":{"begin":621,"end":626},"obj":"Species"},{"id":"755","span":{"begin":4925,"end":4933},"obj":"Disease"}],"attributes":[{"id":"A753","pred":"tao:has_database_id","subj":"753","obj":"Tax:9606"},{"id":"A755","pred":"tao:has_database_id","subj":"755","obj":"MESH:C000657245"}],"namespaces":[{"prefix":"Tax","uri":"https://www.ncbi.nlm.nih.gov/taxonomy/"},{"prefix":"MESH","uri":"https://id.nlm.nih.gov/mesh/"},{"prefix":"Gene","uri":"https://www.ncbi.nlm.nih.gov/gene/"},{"prefix":"CVCL","uri":"https://web.expasy.org/cellosaurus/CVCL_"}],"text":"New US Global Nutrition Research Program\nA new US Global Nutrition Research Program (USGNRP) would be charged with improving coordination and integration of federal research on food and nutrition and implications for the country (Supplemental Figure 4). The USGNRP would be modeled after the successful US Global Change Research Program (USGCRP), established in 1989 by a Presidential Initiative and codified in Congress through the Global Change Research Act of 1990 (Public Law 101–606) (294). This Act required a comprehensive and integrated US research program to assist the nation to assess, predict, and respond to human-induced and natural processes of global climate change. Bringing together 13 departments and agencies, USGCRP is steered by the Subcommittee on Global Change Research under the Committee on Environment, Natural Resources, and Sustainability, overseen by the Executive Office of the President, and facilitated by a National Coordination Office (295). USGCRP has its own budget that mainly supports the National Coordination Office, staffed with professional coordination support staff. USGCRP is supported by statute through small apportions of participating departments’ and agencies’ research funding dedicated to climate issues (296). Guided by a series of multi-stakeholder strategic plans since 1989 (297), the efforts of participating departments and agencies are coordinated through Interagency Working Groups that span interconnected topics. Annual USGCRP reports and other scientific assessments and resources highlight key program accomplishments, such as observing and understanding changes in climate, the ozone layer, and land cover; identifying impacts of these changes on ecosystems and society; estimating future changes in the physical environment, and associated vulnerabilities and risks; and providing scientific information to enable effective decision making to address corresponding threats and opportunities (297).\nSimilar to USGCRP, USGNRP leadership would be overseen by the Executive Office of the President. Likewise, its National Coordination Office would be staffed by dedicated staff and temporary (“detailed”) staff from participating departments and agencies, and funded by small portions of relevant research budgets from each participating department and agency. In addition to current ICHNR members, USGNRP could include a more contemporary vision of federal stakeholders who engage with and leverage nutrition research, such as CMS, CMMI, HHS Office of the Surgeon General, FEMA, and Departments of Veterans Affairs, Education, Energy, Transportation, Labor, Homeland Security, Housing and Urban Development, Interior, and Justice (e.g., related to optimal nutrition in the federal prison system). Like USGCRP, functions of USGNRP would include multi-stakeholder–informed strategic planning; Inter-agency Working Groups to identify and coordinate shared priority research and translation; assessment and modernization of nutrition monitoring and surveillance; and creating partnerships with academic, private, and international science stakeholders.\n\nAdvantages\nThis is a tested, successful model on a similarly crucial area of science. USGNRP could build on ICHNR but with the establishment of a dedicated budget from participating departments and agencies. Through strategic planning, new and additive budget initiatives could be formulated and implemented through more sustained appropriations. Compared with ICHNR, USGNRP would have a renewed and clear mandate around improved coordination and harmonization, with explicit requirements for programmatic review, strategic planning, annual reporting, fiscal coordination on new initiatives, quadrennial assessments submitted to the President, and international research and cooperation. Like ONDFN, USGNRP activities would more efficiently and effectively identify topics that resonate across multiple departments and agencies with significant population impact and feasibility, while advancing emerging scientific opportunities and discoveries. Also like ONDFN, a strategic planning process would create transparency and accountability, including tasks of identifying and monitoring budgets and metrics of success.\nICHNR subcommittees could be transitioned to Interagency Working Groups to effectively and efficiently foster cross-department and cross-agency actions. As one example, a new DGA Interagency Working Group would have a stronger charge and dedicated staff to address new research needs identified by the latest DGAC. Like USGCRP, the participating USGNRP departments and agencies would utilize a National Coordination Office to help produce high-level and informative reports (298). USGNRP would also intersect with other high-level coordinating structures, such as USGCRP's Interagency Working Group on Climate Change and Health, to enable effective and rapid responses to acute threats such as COVID-19, other pandemics, or other future challenges.\n\nDisadvantages\nIf based on the USGCRP appropriations model, USGCRP would be funded by a legislative mandate for contributions by participating members (rather than any new appropriations), so its budget would vary with the size and consistency of commitment of participating departments or agencies to its research areas of interest. Ideally, Congress would also authorize and appropriate some core funding for USGNRP, although no new, dedicated funding has emerged for USGCRP thus far. Also, significant staffing in the National Coordination Office would be temporary (“detailed”) personnel from participating members, which could reduce continuity.\n\nPath forward\nUSGNRP could be established by a Presidential Initiative, without legislative action. For longer-term success, Congress could later codify USGNRP into law (296). Alternatively, Congress could directly establish USGNRP (e.g., in place of ICHNR). In any of these cases, separate Congressional appropriations are not needed but would be ideal."}

LitCovid-sentences