PMC:7454258 / 180586-187554 JSONTXT

{"project":"LitCovid-PD-FMA-UBERON","denotations":[{"id":"T33","span":{"begin":580,"end":585},"obj":"Body_part"},{"id":"T34","span":{"begin":2317,"end":2321},"obj":"Body_part"},{"id":"T35","span":{"begin":4814,"end":4819},"obj":"Body_part"}],"attributes":[{"id":"A33","pred":"fma_id","subj":"T33","obj":"http://purl.org/sig/ont/fma/fma7490"},{"id":"A34","pred":"fma_id","subj":"T34","obj":"http://purl.org/sig/ont/fma/fma25056"},{"id":"A35","pred":"fma_id","subj":"T35","obj":"http://purl.org/sig/ont/fma/fma50801"}],"text":"TABLE 4 Key strategies within the NIH for strengthening and accelerating national nutrition research1\nOption Description Advantages Disadvantages Paths forward\nNew National Institute of Nutrition (NIN)2 Leads research, coordination, training, outreach on foundational and cross-cutting topics in nutrition and health\nAdditive focus areas and funding to existing NIH and other federal nutrition research efforts\nHarmonizes and leverages other nutrition and related research at NIH and other agencies and departments\nStrong partner to inform, collaborate on, and help address joint research needs of other departments and agencies, e.g., USDA, FDA, CDC, DoD, VA, USAID, and CMS\nPromotes and supports training of a diverse 21st century nutrition research workforce\nGuides and supports training of health care professionals for clinical care and basic and translational science in nutrition\nTranslates and disseminates sound nutrition science findings to the public\nFosters innovative external collaborations and partnerships Strong leadership, robust infrastructure, and investment\nCan better address nutrition science that is cross-cutting rather than disease specific\nIncludes extramural and intramural research, training, and outreach activities\nA long-term structure, leading to unanticipated positive returns, outlasting shorter-term options, and evolving appropriately with changing science and needs of the US population\nMeaningful external advisory mechanism to solicit diverse relevant insights and input\nStrong return on investment, in line with or exceeding other NIH research investments Requires new, additive appropriations to prevent reductions in any ongoing NIH or other federal nutrition research\nCould increase silo-ing of nutrition research\nWould need to navigate potentially entrenched cultures and perspectives around NIN nutrition research\nWithout new appropriations, could increase competition for resources Congress establishes a new NIN by statute, with dedicated appropriations and updating the current cap on the number of NIH institutes and centers\nCongressional inquiry and/or appropriations could explore the current status of federal nutrition research and potential options including an NIN\nNew NIH Office for Nutrition Research Restores the NIDDK Office of Nutrition Research back into the NIH Office of the Director (within the Division of Program Coordination, Planning, and Strategic Initiatives)\nModeled after the NIH Office of Disease Prevention (ODP), Office of Dietary Supplements (ODS), or Office of Behavioral and Social Sciences Research (OBSSR)\nWould lead efforts to build and coordinate new collaborative relationships and synergies within NIH, with other federal agencies and departments, and with external stakeholders including public-private partnerships to drive nutrition research and innovation\nPlan and coordinate trans-NIH nutrition research initiatives\nLead cooperative efforts to identify and stimulate priority areas of science, provide guidance on rigorous methodology, offer trainings, and increase the impact, visibility, and dissemination of findings\nDirector of the NIH Office of Nutrition Research would also serve as the Associate Director of Nutrition Research Legislation is not required\nElevates the leadership, staffing, resources, and capacities of this important area within and outside NIH\nReestablishes close communication and coordination with the NIH Director and the other divisions and offices within the NIH Office of the Director\nIncreases capacity and expertise for dissemination of sound nutrition science\nCan engage strong external advisory mechanisms\nSome dedicated funding to stimulate research across NIH\nNot viewed as serving only one institute\nAbility to transition to an NIH center and/or institute over time Size and resources of such an office remain relatively limited for substantially needed strategic planning, cross-governmental collaboration, public communication, assistance with the DGAs, DRIs, and national monitoring and surveillance, food and nutrition regulatory activities, and external partnerships\nInsufficient independent funding to stimulate major extramural or intramural research\nInadequate authority and resources to support new national training of scientists and health care professionals\nBudgets, staff sizes, and influence can vary widely between offices and fluctuate over time NIH Director has discretion to restore this office into the NIH Office of the Director\nCongress can authorize (ideally with new appropriations) the creation of this office within the NIH Office of the Director\nNew Trans-NIH Initiative(s) in Nutrition Research An initiative across multiple NIH institutes and centers around a specific focused priority research topic\nModeled after several examples such as the BRAIN Initiative, “All of Us” Research Program, or the NIH Human Microbiome Project\nCan be supported by dedicated staff within NIH and other federal working groups\nDedicated funding to support intramural and extramural research, training, and technology development\nCan help create new or enhanced public–private partnerships Legislation is not required\nHelps galvanize NIH around a key topic\nOften preceded by a comprehensive and separately useful review of relevant leadership, staffing, funding, external advisory mechanisms, and collaborative approaches available across NIH\nBrings new strategic planning, workgroups, funding opportunities, training, and technology development\nValuable when combined with other NIH options, above Only covers one focused topic, while needs and opportunities across nutrition research are broad and complex\nUnlikely to provide the sustained leadership, coordination, and resources to grasp the critical science gaps and opportunities\nGenerally time-limited and not sustained Can be established by the NIH Office of the Director with support from the NIH Common Fund\nCan be established by Congressional authorization and appropriations\n1 These strategies include key organizational structures successfully used within NIH (322). Importantly, these different options are not mutually exclusive, but can be implemented in combination to create synergies and leverage complementary strengths. CMS, Centers for Medicare and Medicaid Services; DGAs, Dietary Guidelines for Americans; DoD, Department of Defense; USAID, US Agency for International Development; VA, Department of Veterans Affairs.\n2 A new NIH National Center for Nutrition Research (NCNR) could also be proposed, broadly similar to the proposed NIN but on a smaller scale—for example, modeled after the path of the Office of Research on Minority Health (ORMH) within the NIH Office of the Director (Public Law 103–43) that led to the National Center on Minority Health and Health Disparities (NCMHD) (Public Law 106–525) that led to the National Institute on Minority Health and Health Disparities (NIMHD) (Public Law 111–148) (see Supplemental Text 3)."}

{"project":"LitCovid-PD-UBERON","denotations":[{"id":"T48","span":{"begin":6581,"end":6586},"obj":"Body_part"}],"attributes":[{"id":"A48","pred":"uberon_id","subj":"T48","obj":"http://purl.obolibrary.org/obo/UBERON_0002542"}],"text":"TABLE 4 Key strategies within the NIH for strengthening and accelerating national nutrition research1\nOption Description Advantages Disadvantages Paths forward\nNew National Institute of Nutrition (NIN)2 Leads research, coordination, training, outreach on foundational and cross-cutting topics in nutrition and health\nAdditive focus areas and funding to existing NIH and other federal nutrition research efforts\nHarmonizes and leverages other nutrition and related research at NIH and other agencies and departments\nStrong partner to inform, collaborate on, and help address joint research needs of other departments and agencies, e.g., USDA, FDA, CDC, DoD, VA, USAID, and CMS\nPromotes and supports training of a diverse 21st century nutrition research workforce\nGuides and supports training of health care professionals for clinical care and basic and translational science in nutrition\nTranslates and disseminates sound nutrition science findings to the public\nFosters innovative external collaborations and partnerships Strong leadership, robust infrastructure, and investment\nCan better address nutrition science that is cross-cutting rather than disease specific\nIncludes extramural and intramural research, training, and outreach activities\nA long-term structure, leading to unanticipated positive returns, outlasting shorter-term options, and evolving appropriately with changing science and needs of the US population\nMeaningful external advisory mechanism to solicit diverse relevant insights and input\nStrong return on investment, in line with or exceeding other NIH research investments Requires new, additive appropriations to prevent reductions in any ongoing NIH or other federal nutrition research\nCould increase silo-ing of nutrition research\nWould need to navigate potentially entrenched cultures and perspectives around NIN nutrition research\nWithout new appropriations, could increase competition for resources Congress establishes a new NIN by statute, with dedicated appropriations and updating the current cap on the number of NIH institutes and centers\nCongressional inquiry and/or appropriations could explore the current status of federal nutrition research and potential options including an NIN\nNew NIH Office for Nutrition Research Restores the NIDDK Office of Nutrition Research back into the NIH Office of the Director (within the Division of Program Coordination, Planning, and Strategic Initiatives)\nModeled after the NIH Office of Disease Prevention (ODP), Office of Dietary Supplements (ODS), or Office of Behavioral and Social Sciences Research (OBSSR)\nWould lead efforts to build and coordinate new collaborative relationships and synergies within NIH, with other federal agencies and departments, and with external stakeholders including public-private partnerships to drive nutrition research and innovation\nPlan and coordinate trans-NIH nutrition research initiatives\nLead cooperative efforts to identify and stimulate priority areas of science, provide guidance on rigorous methodology, offer trainings, and increase the impact, visibility, and dissemination of findings\nDirector of the NIH Office of Nutrition Research would also serve as the Associate Director of Nutrition Research Legislation is not required\nElevates the leadership, staffing, resources, and capacities of this important area within and outside NIH\nReestablishes close communication and coordination with the NIH Director and the other divisions and offices within the NIH Office of the Director\nIncreases capacity and expertise for dissemination of sound nutrition science\nCan engage strong external advisory mechanisms\nSome dedicated funding to stimulate research across NIH\nNot viewed as serving only one institute\nAbility to transition to an NIH center and/or institute over time Size and resources of such an office remain relatively limited for substantially needed strategic planning, cross-governmental collaboration, public communication, assistance with the DGAs, DRIs, and national monitoring and surveillance, food and nutrition regulatory activities, and external partnerships\nInsufficient independent funding to stimulate major extramural or intramural research\nInadequate authority and resources to support new national training of scientists and health care professionals\nBudgets, staff sizes, and influence can vary widely between offices and fluctuate over time NIH Director has discretion to restore this office into the NIH Office of the Director\nCongress can authorize (ideally with new appropriations) the creation of this office within the NIH Office of the Director\nNew Trans-NIH Initiative(s) in Nutrition Research An initiative across multiple NIH institutes and centers around a specific focused priority research topic\nModeled after several examples such as the BRAIN Initiative, “All of Us” Research Program, or the NIH Human Microbiome Project\nCan be supported by dedicated staff within NIH and other federal working groups\nDedicated funding to support intramural and extramural research, training, and technology development\nCan help create new or enhanced public–private partnerships Legislation is not required\nHelps galvanize NIH around a key topic\nOften preceded by a comprehensive and separately useful review of relevant leadership, staffing, funding, external advisory mechanisms, and collaborative approaches available across NIH\nBrings new strategic planning, workgroups, funding opportunities, training, and technology development\nValuable when combined with other NIH options, above Only covers one focused topic, while needs and opportunities across nutrition research are broad and complex\nUnlikely to provide the sustained leadership, coordination, and resources to grasp the critical science gaps and opportunities\nGenerally time-limited and not sustained Can be established by the NIH Office of the Director with support from the NIH Common Fund\nCan be established by Congressional authorization and appropriations\n1 These strategies include key organizational structures successfully used within NIH (322). Importantly, these different options are not mutually exclusive, but can be implemented in combination to create synergies and leverage complementary strengths. CMS, Centers for Medicare and Medicaid Services; DGAs, Dietary Guidelines for Americans; DoD, Department of Defense; USAID, US Agency for International Development; VA, Department of Veterans Affairs.\n2 A new NIH National Center for Nutrition Research (NCNR) could also be proposed, broadly similar to the proposed NIN but on a smaller scale—for example, modeled after the path of the Office of Research on Minority Health (ORMH) within the NIH Office of the Director (Public Law 103–43) that led to the National Center on Minority Health and Health Disparities (NCMHD) (Public Law 106–525) that led to the National Institute on Minority Health and Health Disparities (NIMHD) (Public Law 111–148) (see Supplemental Text 3)."}

{"project":"LitCovid-PD-MONDO","denotations":[{"id":"T289","span":{"begin":678,"end":681},"obj":"Disease"},{"id":"T290","span":{"begin":2493,"end":2496},"obj":"Disease"},{"id":"T291","span":{"begin":6244,"end":6247},"obj":"Disease"}],"attributes":[{"id":"A289","pred":"mondo_id","subj":"T289","obj":"http://purl.obolibrary.org/obo/MONDO_0018940"},{"id":"A290","pred":"mondo_id","subj":"T290","obj":"http://purl.obolibrary.org/obo/MONDO_0007134"},{"id":"A291","pred":"mondo_id","subj":"T291","obj":"http://purl.obolibrary.org/obo/MONDO_0018940"}],"text":"TABLE 4 Key strategies within the NIH for strengthening and accelerating national nutrition research1\nOption Description Advantages Disadvantages Paths forward\nNew National Institute of Nutrition (NIN)2 Leads research, coordination, training, outreach on foundational and cross-cutting topics in nutrition and health\nAdditive focus areas and funding to existing NIH and other federal nutrition research efforts\nHarmonizes and leverages other nutrition and related research at NIH and other agencies and departments\nStrong partner to inform, collaborate on, and help address joint research needs of other departments and agencies, e.g., USDA, FDA, CDC, DoD, VA, USAID, and CMS\nPromotes and supports training of a diverse 21st century nutrition research workforce\nGuides and supports training of health care professionals for clinical care and basic and translational science in nutrition\nTranslates and disseminates sound nutrition science findings to the public\nFosters innovative external collaborations and partnerships Strong leadership, robust infrastructure, and investment\nCan better address nutrition science that is cross-cutting rather than disease specific\nIncludes extramural and intramural research, training, and outreach activities\nA long-term structure, leading to unanticipated positive returns, outlasting shorter-term options, and evolving appropriately with changing science and needs of the US population\nMeaningful external advisory mechanism to solicit diverse relevant insights and input\nStrong return on investment, in line with or exceeding other NIH research investments Requires new, additive appropriations to prevent reductions in any ongoing NIH or other federal nutrition research\nCould increase silo-ing of nutrition research\nWould need to navigate potentially entrenched cultures and perspectives around NIN nutrition research\nWithout new appropriations, could increase competition for resources Congress establishes a new NIN by statute, with dedicated appropriations and updating the current cap on the number of NIH institutes and centers\nCongressional inquiry and/or appropriations could explore the current status of federal nutrition research and potential options including an NIN\nNew NIH Office for Nutrition Research Restores the NIDDK Office of Nutrition Research back into the NIH Office of the Director (within the Division of Program Coordination, Planning, and Strategic Initiatives)\nModeled after the NIH Office of Disease Prevention (ODP), Office of Dietary Supplements (ODS), or Office of Behavioral and Social Sciences Research (OBSSR)\nWould lead efforts to build and coordinate new collaborative relationships and synergies within NIH, with other federal agencies and departments, and with external stakeholders including public-private partnerships to drive nutrition research and innovation\nPlan and coordinate trans-NIH nutrition research initiatives\nLead cooperative efforts to identify and stimulate priority areas of science, provide guidance on rigorous methodology, offer trainings, and increase the impact, visibility, and dissemination of findings\nDirector of the NIH Office of Nutrition Research would also serve as the Associate Director of Nutrition Research Legislation is not required\nElevates the leadership, staffing, resources, and capacities of this important area within and outside NIH\nReestablishes close communication and coordination with the NIH Director and the other divisions and offices within the NIH Office of the Director\nIncreases capacity and expertise for dissemination of sound nutrition science\nCan engage strong external advisory mechanisms\nSome dedicated funding to stimulate research across NIH\nNot viewed as serving only one institute\nAbility to transition to an NIH center and/or institute over time Size and resources of such an office remain relatively limited for substantially needed strategic planning, cross-governmental collaboration, public communication, assistance with the DGAs, DRIs, and national monitoring and surveillance, food and nutrition regulatory activities, and external partnerships\nInsufficient independent funding to stimulate major extramural or intramural research\nInadequate authority and resources to support new national training of scientists and health care professionals\nBudgets, staff sizes, and influence can vary widely between offices and fluctuate over time NIH Director has discretion to restore this office into the NIH Office of the Director\nCongress can authorize (ideally with new appropriations) the creation of this office within the NIH Office of the Director\nNew Trans-NIH Initiative(s) in Nutrition Research An initiative across multiple NIH institutes and centers around a specific focused priority research topic\nModeled after several examples such as the BRAIN Initiative, “All of Us” Research Program, or the NIH Human Microbiome Project\nCan be supported by dedicated staff within NIH and other federal working groups\nDedicated funding to support intramural and extramural research, training, and technology development\nCan help create new or enhanced public–private partnerships Legislation is not required\nHelps galvanize NIH around a key topic\nOften preceded by a comprehensive and separately useful review of relevant leadership, staffing, funding, external advisory mechanisms, and collaborative approaches available across NIH\nBrings new strategic planning, workgroups, funding opportunities, training, and technology development\nValuable when combined with other NIH options, above Only covers one focused topic, while needs and opportunities across nutrition research are broad and complex\nUnlikely to provide the sustained leadership, coordination, and resources to grasp the critical science gaps and opportunities\nGenerally time-limited and not sustained Can be established by the NIH Office of the Director with support from the NIH Common Fund\nCan be established by Congressional authorization and appropriations\n1 These strategies include key organizational structures successfully used within NIH (322). Importantly, these different options are not mutually exclusive, but can be implemented in combination to create synergies and leverage complementary strengths. CMS, Centers for Medicare and Medicaid Services; DGAs, Dietary Guidelines for Americans; DoD, Department of Defense; USAID, US Agency for International Development; VA, Department of Veterans Affairs.\n2 A new NIH National Center for Nutrition Research (NCNR) could also be proposed, broadly similar to the proposed NIN but on a smaller scale—for example, modeled after the path of the Office of Research on Minority Health (ORMH) within the NIH Office of the Director (Public Law 103–43) that led to the National Center on Minority Health and Health Disparities (NCMHD) (Public Law 106–525) that led to the National Institute on Minority Health and Health Disparities (NIMHD) (Public Law 111–148) (see Supplemental Text 3)."}

{"project":"LitCovid-PD-CLO","denotations":[{"id":"T374","span":{"begin":332,"end":337},"obj":"http://purl.obolibrary.org/obo/CLO_0009985"},{"id":"T375","span":{"begin":580,"end":585},"obj":"http://purl.obolibrary.org/obo/UBERON_0000982"},{"id":"T376","span":{"begin":580,"end":585},"obj":"http://purl.obolibrary.org/obo/UBERON_0004905"},{"id":"T377","span":{"begin":653,"end":656},"obj":"http://purl.obolibrary.org/obo/CL_0000990"},{"id":"T378","span":{"begin":716,"end":717},"obj":"http://purl.obolibrary.org/obo/CLO_0001020"},{"id":"T379","span":{"begin":1242,"end":1252},"obj":"http://purl.obolibrary.org/obo/CLO_0001658"},{"id":"T380","span":{"begin":1253,"end":1254},"obj":"http://purl.obolibrary.org/obo/CLO_0001020"},{"id":"T381","span":{"begin":1959,"end":1960},"obj":"http://purl.obolibrary.org/obo/CLO_0001020"},{"id":"T382","span":{"begin":4074,"end":4084},"obj":"http://purl.obolibrary.org/obo/CLO_0001658"},{"id":"T383","span":{"begin":4416,"end":4419},"obj":"http://purl.obolibrary.org/obo/CLO_0051582"},{"id":"T384","span":{"begin":4728,"end":4729},"obj":"http://purl.obolibrary.org/obo/CLO_0001020"},{"id":"T385","span":{"begin":4739,"end":4746},"obj":"http://purl.obolibrary.org/obo/CLO_0009985"},{"id":"T386","span":{"begin":4814,"end":4819},"obj":"http://purl.obolibrary.org/obo/UBERON_0000955"},{"id":"T387","span":{"begin":4814,"end":4819},"obj":"http://www.ebi.ac.uk/efo/EFO_0000302"},{"id":"T388","span":{"begin":4873,"end":4878},"obj":"http://purl.obolibrary.org/obo/NCBITaxon_9606"},{"id":"T389","span":{"begin":5196,"end":5197},"obj":"http://purl.obolibrary.org/obo/CLO_0001020"},{"id":"T390","span":{"begin":5226,"end":5227},"obj":"http://purl.obolibrary.org/obo/CLO_0001020"},{"id":"T391","span":{"begin":5567,"end":5574},"obj":"http://purl.obolibrary.org/obo/CLO_0009985"},{"id":"T392","span":{"begin":6077,"end":6080},"obj":"http://purl.obolibrary.org/obo/CLO_0001294"},{"id":"T393","span":{"begin":6445,"end":6449},"obj":"http://purl.obolibrary.org/obo/CLO_0001236"},{"id":"T51336","span":{"begin":6571,"end":6572},"obj":"http://purl.obolibrary.org/obo/CLO_0001020"},{"id":"T395","span":{"begin":6937,"end":6940},"obj":"http://purl.obolibrary.org/obo/CLO_0001079"}],"text":"TABLE 4 Key strategies within the NIH for strengthening and accelerating national nutrition research1\nOption Description Advantages Disadvantages Paths forward\nNew National Institute of Nutrition (NIN)2 Leads research, coordination, training, outreach on foundational and cross-cutting topics in nutrition and health\nAdditive focus areas and funding to existing NIH and other federal nutrition research efforts\nHarmonizes and leverages other nutrition and related research at NIH and other agencies and departments\nStrong partner to inform, collaborate on, and help address joint research needs of other departments and agencies, e.g., USDA, FDA, CDC, DoD, VA, USAID, and CMS\nPromotes and supports training of a diverse 21st century nutrition research workforce\nGuides and supports training of health care professionals for clinical care and basic and translational science in nutrition\nTranslates and disseminates sound nutrition science findings to the public\nFosters innovative external collaborations and partnerships Strong leadership, robust infrastructure, and investment\nCan better address nutrition science that is cross-cutting rather than disease specific\nIncludes extramural and intramural research, training, and outreach activities\nA long-term structure, leading to unanticipated positive returns, outlasting shorter-term options, and evolving appropriately with changing science and needs of the US population\nMeaningful external advisory mechanism to solicit diverse relevant insights and input\nStrong return on investment, in line with or exceeding other NIH research investments Requires new, additive appropriations to prevent reductions in any ongoing NIH or other federal nutrition research\nCould increase silo-ing of nutrition research\nWould need to navigate potentially entrenched cultures and perspectives around NIN nutrition research\nWithout new appropriations, could increase competition for resources Congress establishes a new NIN by statute, with dedicated appropriations and updating the current cap on the number of NIH institutes and centers\nCongressional inquiry and/or appropriations could explore the current status of federal nutrition research and potential options including an NIN\nNew NIH Office for Nutrition Research Restores the NIDDK Office of Nutrition Research back into the NIH Office of the Director (within the Division of Program Coordination, Planning, and Strategic Initiatives)\nModeled after the NIH Office of Disease Prevention (ODP), Office of Dietary Supplements (ODS), or Office of Behavioral and Social Sciences Research (OBSSR)\nWould lead efforts to build and coordinate new collaborative relationships and synergies within NIH, with other federal agencies and departments, and with external stakeholders including public-private partnerships to drive nutrition research and innovation\nPlan and coordinate trans-NIH nutrition research initiatives\nLead cooperative efforts to identify and stimulate priority areas of science, provide guidance on rigorous methodology, offer trainings, and increase the impact, visibility, and dissemination of findings\nDirector of the NIH Office of Nutrition Research would also serve as the Associate Director of Nutrition Research Legislation is not required\nElevates the leadership, staffing, resources, and capacities of this important area within and outside NIH\nReestablishes close communication and coordination with the NIH Director and the other divisions and offices within the NIH Office of the Director\nIncreases capacity and expertise for dissemination of sound nutrition science\nCan engage strong external advisory mechanisms\nSome dedicated funding to stimulate research across NIH\nNot viewed as serving only one institute\nAbility to transition to an NIH center and/or institute over time Size and resources of such an office remain relatively limited for substantially needed strategic planning, cross-governmental collaboration, public communication, assistance with the DGAs, DRIs, and national monitoring and surveillance, food and nutrition regulatory activities, and external partnerships\nInsufficient independent funding to stimulate major extramural or intramural research\nInadequate authority and resources to support new national training of scientists and health care professionals\nBudgets, staff sizes, and influence can vary widely between offices and fluctuate over time NIH Director has discretion to restore this office into the NIH Office of the Director\nCongress can authorize (ideally with new appropriations) the creation of this office within the NIH Office of the Director\nNew Trans-NIH Initiative(s) in Nutrition Research An initiative across multiple NIH institutes and centers around a specific focused priority research topic\nModeled after several examples such as the BRAIN Initiative, “All of Us” Research Program, or the NIH Human Microbiome Project\nCan be supported by dedicated staff within NIH and other federal working groups\nDedicated funding to support intramural and extramural research, training, and technology development\nCan help create new or enhanced public–private partnerships Legislation is not required\nHelps galvanize NIH around a key topic\nOften preceded by a comprehensive and separately useful review of relevant leadership, staffing, funding, external advisory mechanisms, and collaborative approaches available across NIH\nBrings new strategic planning, workgroups, funding opportunities, training, and technology development\nValuable when combined with other NIH options, above Only covers one focused topic, while needs and opportunities across nutrition research are broad and complex\nUnlikely to provide the sustained leadership, coordination, and resources to grasp the critical science gaps and opportunities\nGenerally time-limited and not sustained Can be established by the NIH Office of the Director with support from the NIH Common Fund\nCan be established by Congressional authorization and appropriations\n1 These strategies include key organizational structures successfully used within NIH (322). Importantly, these different options are not mutually exclusive, but can be implemented in combination to create synergies and leverage complementary strengths. CMS, Centers for Medicare and Medicaid Services; DGAs, Dietary Guidelines for Americans; DoD, Department of Defense; USAID, US Agency for International Development; VA, Department of Veterans Affairs.\n2 A new NIH National Center for Nutrition Research (NCNR) could also be proposed, broadly similar to the proposed NIN but on a smaller scale—for example, modeled after the path of the Office of Research on Minority Health (ORMH) within the NIH Office of the Director (Public Law 103–43) that led to the National Center on Minority Health and Health Disparities (NCMHD) (Public Law 106–525) that led to the National Institute on Minority Health and Health Disparities (NIMHD) (Public Law 111–148) (see Supplemental Text 3)."}

{"project":"LitCovid-PD-CHEBI","denotations":[{"id":"T34592","span":{"begin":663,"end":665},"obj":"Chemical"},{"id":"T9944","span":{"begin":6409,"end":6411},"obj":"Chemical"}],"attributes":[{"id":"A51954","pred":"chebi_id","subj":"T34592","obj":"http://purl.obolibrary.org/obo/CHEBI_75008"},{"id":"A50950","pred":"chebi_id","subj":"T9944","obj":"http://purl.obolibrary.org/obo/CHEBI_75008"}],"text":"TABLE 4 Key strategies within the NIH for strengthening and accelerating national nutrition research1\nOption Description Advantages Disadvantages Paths forward\nNew National Institute of Nutrition (NIN)2 Leads research, coordination, training, outreach on foundational and cross-cutting topics in nutrition and health\nAdditive focus areas and funding to existing NIH and other federal nutrition research efforts\nHarmonizes and leverages other nutrition and related research at NIH and other agencies and departments\nStrong partner to inform, collaborate on, and help address joint research needs of other departments and agencies, e.g., USDA, FDA, CDC, DoD, VA, USAID, and CMS\nPromotes and supports training of a diverse 21st century nutrition research workforce\nGuides and supports training of health care professionals for clinical care and basic and translational science in nutrition\nTranslates and disseminates sound nutrition science findings to the public\nFosters innovative external collaborations and partnerships Strong leadership, robust infrastructure, and investment\nCan better address nutrition science that is cross-cutting rather than disease specific\nIncludes extramural and intramural research, training, and outreach activities\nA long-term structure, leading to unanticipated positive returns, outlasting shorter-term options, and evolving appropriately with changing science and needs of the US population\nMeaningful external advisory mechanism to solicit diverse relevant insights and input\nStrong return on investment, in line with or exceeding other NIH research investments Requires new, additive appropriations to prevent reductions in any ongoing NIH or other federal nutrition research\nCould increase silo-ing of nutrition research\nWould need to navigate potentially entrenched cultures and perspectives around NIN nutrition research\nWithout new appropriations, could increase competition for resources Congress establishes a new NIN by statute, with dedicated appropriations and updating the current cap on the number of NIH institutes and centers\nCongressional inquiry and/or appropriations could explore the current status of federal nutrition research and potential options including an NIN\nNew NIH Office for Nutrition Research Restores the NIDDK Office of Nutrition Research back into the NIH Office of the Director (within the Division of Program Coordination, Planning, and Strategic Initiatives)\nModeled after the NIH Office of Disease Prevention (ODP), Office of Dietary Supplements (ODS), or Office of Behavioral and Social Sciences Research (OBSSR)\nWould lead efforts to build and coordinate new collaborative relationships and synergies within NIH, with other federal agencies and departments, and with external stakeholders including public-private partnerships to drive nutrition research and innovation\nPlan and coordinate trans-NIH nutrition research initiatives\nLead cooperative efforts to identify and stimulate priority areas of science, provide guidance on rigorous methodology, offer trainings, and increase the impact, visibility, and dissemination of findings\nDirector of the NIH Office of Nutrition Research would also serve as the Associate Director of Nutrition Research Legislation is not required\nElevates the leadership, staffing, resources, and capacities of this important area within and outside NIH\nReestablishes close communication and coordination with the NIH Director and the other divisions and offices within the NIH Office of the Director\nIncreases capacity and expertise for dissemination of sound nutrition science\nCan engage strong external advisory mechanisms\nSome dedicated funding to stimulate research across NIH\nNot viewed as serving only one institute\nAbility to transition to an NIH center and/or institute over time Size and resources of such an office remain relatively limited for substantially needed strategic planning, cross-governmental collaboration, public communication, assistance with the DGAs, DRIs, and national monitoring and surveillance, food and nutrition regulatory activities, and external partnerships\nInsufficient independent funding to stimulate major extramural or intramural research\nInadequate authority and resources to support new national training of scientists and health care professionals\nBudgets, staff sizes, and influence can vary widely between offices and fluctuate over time NIH Director has discretion to restore this office into the NIH Office of the Director\nCongress can authorize (ideally with new appropriations) the creation of this office within the NIH Office of the Director\nNew Trans-NIH Initiative(s) in Nutrition Research An initiative across multiple NIH institutes and centers around a specific focused priority research topic\nModeled after several examples such as the BRAIN Initiative, “All of Us” Research Program, or the NIH Human Microbiome Project\nCan be supported by dedicated staff within NIH and other federal working groups\nDedicated funding to support intramural and extramural research, training, and technology development\nCan help create new or enhanced public–private partnerships Legislation is not required\nHelps galvanize NIH around a key topic\nOften preceded by a comprehensive and separately useful review of relevant leadership, staffing, funding, external advisory mechanisms, and collaborative approaches available across NIH\nBrings new strategic planning, workgroups, funding opportunities, training, and technology development\nValuable when combined with other NIH options, above Only covers one focused topic, while needs and opportunities across nutrition research are broad and complex\nUnlikely to provide the sustained leadership, coordination, and resources to grasp the critical science gaps and opportunities\nGenerally time-limited and not sustained Can be established by the NIH Office of the Director with support from the NIH Common Fund\nCan be established by Congressional authorization and appropriations\n1 These strategies include key organizational structures successfully used within NIH (322). Importantly, these different options are not mutually exclusive, but can be implemented in combination to create synergies and leverage complementary strengths. CMS, Centers for Medicare and Medicaid Services; DGAs, Dietary Guidelines for Americans; DoD, Department of Defense; USAID, US Agency for International Development; VA, Department of Veterans Affairs.\n2 A new NIH National Center for Nutrition Research (NCNR) could also be proposed, broadly similar to the proposed NIN but on a smaller scale—for example, modeled after the path of the Office of Research on Minority Health (ORMH) within the NIH Office of the Director (Public Law 103–43) that led to the National Center on Minority Health and Health Disparities (NCMHD) (Public Law 106–525) that led to the National Institute on Minority Health and Health Disparities (NIMHD) (Public Law 111–148) (see Supplemental Text 3)."}

{"project":"LitCovid-PD-GO-BP","denotations":[{"id":"T4336","span":{"begin":858,"end":871},"obj":"http://purl.obolibrary.org/obo/GO_0006412"}],"text":"TABLE 4 Key strategies within the NIH for strengthening and accelerating national nutrition research1\nOption Description Advantages Disadvantages Paths forward\nNew National Institute of Nutrition (NIN)2 Leads research, coordination, training, outreach on foundational and cross-cutting topics in nutrition and health\nAdditive focus areas and funding to existing NIH and other federal nutrition research efforts\nHarmonizes and leverages other nutrition and related research at NIH and other agencies and departments\nStrong partner to inform, collaborate on, and help address joint research needs of other departments and agencies, e.g., USDA, FDA, CDC, DoD, VA, USAID, and CMS\nPromotes and supports training of a diverse 21st century nutrition research workforce\nGuides and supports training of health care professionals for clinical care and basic and translational science in nutrition\nTranslates and disseminates sound nutrition science findings to the public\nFosters innovative external collaborations and partnerships Strong leadership, robust infrastructure, and investment\nCan better address nutrition science that is cross-cutting rather than disease specific\nIncludes extramural and intramural research, training, and outreach activities\nA long-term structure, leading to unanticipated positive returns, outlasting shorter-term options, and evolving appropriately with changing science and needs of the US population\nMeaningful external advisory mechanism to solicit diverse relevant insights and input\nStrong return on investment, in line with or exceeding other NIH research investments Requires new, additive appropriations to prevent reductions in any ongoing NIH or other federal nutrition research\nCould increase silo-ing of nutrition research\nWould need to navigate potentially entrenched cultures and perspectives around NIN nutrition research\nWithout new appropriations, could increase competition for resources Congress establishes a new NIN by statute, with dedicated appropriations and updating the current cap on the number of NIH institutes and centers\nCongressional inquiry and/or appropriations could explore the current status of federal nutrition research and potential options including an NIN\nNew NIH Office for Nutrition Research Restores the NIDDK Office of Nutrition Research back into the NIH Office of the Director (within the Division of Program Coordination, Planning, and Strategic Initiatives)\nModeled after the NIH Office of Disease Prevention (ODP), Office of Dietary Supplements (ODS), or Office of Behavioral and Social Sciences Research (OBSSR)\nWould lead efforts to build and coordinate new collaborative relationships and synergies within NIH, with other federal agencies and departments, and with external stakeholders including public-private partnerships to drive nutrition research and innovation\nPlan and coordinate trans-NIH nutrition research initiatives\nLead cooperative efforts to identify and stimulate priority areas of science, provide guidance on rigorous methodology, offer trainings, and increase the impact, visibility, and dissemination of findings\nDirector of the NIH Office of Nutrition Research would also serve as the Associate Director of Nutrition Research Legislation is not required\nElevates the leadership, staffing, resources, and capacities of this important area within and outside NIH\nReestablishes close communication and coordination with the NIH Director and the other divisions and offices within the NIH Office of the Director\nIncreases capacity and expertise for dissemination of sound nutrition science\nCan engage strong external advisory mechanisms\nSome dedicated funding to stimulate research across NIH\nNot viewed as serving only one institute\nAbility to transition to an NIH center and/or institute over time Size and resources of such an office remain relatively limited for substantially needed strategic planning, cross-governmental collaboration, public communication, assistance with the DGAs, DRIs, and national monitoring and surveillance, food and nutrition regulatory activities, and external partnerships\nInsufficient independent funding to stimulate major extramural or intramural research\nInadequate authority and resources to support new national training of scientists and health care professionals\nBudgets, staff sizes, and influence can vary widely between offices and fluctuate over time NIH Director has discretion to restore this office into the NIH Office of the Director\nCongress can authorize (ideally with new appropriations) the creation of this office within the NIH Office of the Director\nNew Trans-NIH Initiative(s) in Nutrition Research An initiative across multiple NIH institutes and centers around a specific focused priority research topic\nModeled after several examples such as the BRAIN Initiative, “All of Us” Research Program, or the NIH Human Microbiome Project\nCan be supported by dedicated staff within NIH and other federal working groups\nDedicated funding to support intramural and extramural research, training, and technology development\nCan help create new or enhanced public–private partnerships Legislation is not required\nHelps galvanize NIH around a key topic\nOften preceded by a comprehensive and separately useful review of relevant leadership, staffing, funding, external advisory mechanisms, and collaborative approaches available across NIH\nBrings new strategic planning, workgroups, funding opportunities, training, and technology development\nValuable when combined with other NIH options, above Only covers one focused topic, while needs and opportunities across nutrition research are broad and complex\nUnlikely to provide the sustained leadership, coordination, and resources to grasp the critical science gaps and opportunities\nGenerally time-limited and not sustained Can be established by the NIH Office of the Director with support from the NIH Common Fund\nCan be established by Congressional authorization and appropriations\n1 These strategies include key organizational structures successfully used within NIH (322). Importantly, these different options are not mutually exclusive, but can be implemented in combination to create synergies and leverage complementary strengths. CMS, Centers for Medicare and Medicaid Services; DGAs, Dietary Guidelines for Americans; DoD, Department of Defense; USAID, US Agency for International Development; VA, Department of Veterans Affairs.\n2 A new NIH National Center for Nutrition Research (NCNR) could also be proposed, broadly similar to the proposed NIN but on a smaller scale—for example, modeled after the path of the Office of Research on Minority Health (ORMH) within the NIH Office of the Director (Public Law 103–43) that led to the National Center on Minority Health and Health Disparities (NCMHD) (Public Law 106–525) that led to the National Institute on Minority Health and Health Disparities (NIMHD) (Public Law 111–148) (see Supplemental Text 3)."}

{"project":"LitCovid-PubTator","denotations":[{"id":"799","span":{"begin":4873,"end":4889},"obj":"Species"},{"id":"800","span":{"begin":202,"end":205},"obj":"Disease"},{"id":"801","span":{"begin":1845,"end":1848},"obj":"Disease"},{"id":"802","span":{"begin":1965,"end":1968},"obj":"Disease"},{"id":"803","span":{"begin":2226,"end":2229},"obj":"Disease"},{"id":"807","span":{"begin":6560,"end":6563},"obj":"Disease"},{"id":"808","span":{"begin":6808,"end":6813},"obj":"Disease"},{"id":"809","span":{"begin":6914,"end":6919},"obj":"Disease"}],"attributes":[{"id":"A799","pred":"tao:has_database_id","subj":"799","obj":"Tax:646099"}],"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":"TABLE 4 Key strategies within the NIH for strengthening and accelerating national nutrition research1\nOption Description Advantages Disadvantages Paths forward\nNew National Institute of Nutrition (NIN)2 Leads research, coordination, training, outreach on foundational and cross-cutting topics in nutrition and health\nAdditive focus areas and funding to existing NIH and other federal nutrition research efforts\nHarmonizes and leverages other nutrition and related research at NIH and other agencies and departments\nStrong partner to inform, collaborate on, and help address joint research needs of other departments and agencies, e.g., USDA, FDA, CDC, DoD, VA, USAID, and CMS\nPromotes and supports training of a diverse 21st century nutrition research workforce\nGuides and supports training of health care professionals for clinical care and basic and translational science in nutrition\nTranslates and disseminates sound nutrition science findings to the public\nFosters innovative external collaborations and partnerships Strong leadership, robust infrastructure, and investment\nCan better address nutrition science that is cross-cutting rather than disease specific\nIncludes extramural and intramural research, training, and outreach activities\nA long-term structure, leading to unanticipated positive returns, outlasting shorter-term options, and evolving appropriately with changing science and needs of the US population\nMeaningful external advisory mechanism to solicit diverse relevant insights and input\nStrong return on investment, in line with or exceeding other NIH research investments Requires new, additive appropriations to prevent reductions in any ongoing NIH or other federal nutrition research\nCould increase silo-ing of nutrition research\nWould need to navigate potentially entrenched cultures and perspectives around NIN nutrition research\nWithout new appropriations, could increase competition for resources Congress establishes a new NIN by statute, with dedicated appropriations and updating the current cap on the number of NIH institutes and centers\nCongressional inquiry and/or appropriations could explore the current status of federal nutrition research and potential options including an NIN\nNew NIH Office for Nutrition Research Restores the NIDDK Office of Nutrition Research back into the NIH Office of the Director (within the Division of Program Coordination, Planning, and Strategic Initiatives)\nModeled after the NIH Office of Disease Prevention (ODP), Office of Dietary Supplements (ODS), or Office of Behavioral and Social Sciences Research (OBSSR)\nWould lead efforts to build and coordinate new collaborative relationships and synergies within NIH, with other federal agencies and departments, and with external stakeholders including public-private partnerships to drive nutrition research and innovation\nPlan and coordinate trans-NIH nutrition research initiatives\nLead cooperative efforts to identify and stimulate priority areas of science, provide guidance on rigorous methodology, offer trainings, and increase the impact, visibility, and dissemination of findings\nDirector of the NIH Office of Nutrition Research would also serve as the Associate Director of Nutrition Research Legislation is not required\nElevates the leadership, staffing, resources, and capacities of this important area within and outside NIH\nReestablishes close communication and coordination with the NIH Director and the other divisions and offices within the NIH Office of the Director\nIncreases capacity and expertise for dissemination of sound nutrition science\nCan engage strong external advisory mechanisms\nSome dedicated funding to stimulate research across NIH\nNot viewed as serving only one institute\nAbility to transition to an NIH center and/or institute over time Size and resources of such an office remain relatively limited for substantially needed strategic planning, cross-governmental collaboration, public communication, assistance with the DGAs, DRIs, and national monitoring and surveillance, food and nutrition regulatory activities, and external partnerships\nInsufficient independent funding to stimulate major extramural or intramural research\nInadequate authority and resources to support new national training of scientists and health care professionals\nBudgets, staff sizes, and influence can vary widely between offices and fluctuate over time NIH Director has discretion to restore this office into the NIH Office of the Director\nCongress can authorize (ideally with new appropriations) the creation of this office within the NIH Office of the Director\nNew Trans-NIH Initiative(s) in Nutrition Research An initiative across multiple NIH institutes and centers around a specific focused priority research topic\nModeled after several examples such as the BRAIN Initiative, “All of Us” Research Program, or the NIH Human Microbiome Project\nCan be supported by dedicated staff within NIH and other federal working groups\nDedicated funding to support intramural and extramural research, training, and technology development\nCan help create new or enhanced public–private partnerships Legislation is not required\nHelps galvanize NIH around a key topic\nOften preceded by a comprehensive and separately useful review of relevant leadership, staffing, funding, external advisory mechanisms, and collaborative approaches available across NIH\nBrings new strategic planning, workgroups, funding opportunities, training, and technology development\nValuable when combined with other NIH options, above Only covers one focused topic, while needs and opportunities across nutrition research are broad and complex\nUnlikely to provide the sustained leadership, coordination, and resources to grasp the critical science gaps and opportunities\nGenerally time-limited and not sustained Can be established by the NIH Office of the Director with support from the NIH Common Fund\nCan be established by Congressional authorization and appropriations\n1 These strategies include key organizational structures successfully used within NIH (322). Importantly, these different options are not mutually exclusive, but can be implemented in combination to create synergies and leverage complementary strengths. CMS, Centers for Medicare and Medicaid Services; DGAs, Dietary Guidelines for Americans; DoD, Department of Defense; USAID, US Agency for International Development; VA, Department of Veterans Affairs.\n2 A new NIH National Center for Nutrition Research (NCNR) could also be proposed, broadly similar to the proposed NIN but on a smaller scale—for example, modeled after the path of the Office of Research on Minority Health (ORMH) within the NIH Office of the Director (Public Law 103–43) that led to the National Center on Minority Health and Health Disparities (NCMHD) (Public Law 106–525) that led to the National Institute on Minority Health and Health Disparities (NIMHD) (Public Law 111–148) (see Supplemental Text 3)."}

{"project":"LitCovid-sentences","denotations":[{"id":"T981","span":{"begin":0,"end":102},"obj":"Sentence"},{"id":"T982","span":{"begin":103,"end":164},"obj":"Sentence"},{"id":"T983","span":{"begin":165,"end":322},"obj":"Sentence"},{"id":"T984","span":{"begin":323,"end":416},"obj":"Sentence"},{"id":"T985","span":{"begin":417,"end":520},"obj":"Sentence"},{"id":"T986","span":{"begin":521,"end":681},"obj":"Sentence"},{"id":"T987","span":{"begin":682,"end":767},"obj":"Sentence"},{"id":"T988","span":{"begin":768,"end":892},"obj":"Sentence"},{"id":"T989","span":{"begin":893,"end":967},"obj":"Sentence"},{"id":"T990","span":{"begin":968,"end":1085},"obj":"Sentence"},{"id":"T991","span":{"begin":1086,"end":1173},"obj":"Sentence"},{"id":"T992","span":{"begin":1174,"end":1252},"obj":"Sentence"},{"id":"T993","span":{"begin":1253,"end":1431},"obj":"Sentence"},{"id":"T994","span":{"begin":1432,"end":1517},"obj":"Sentence"},{"id":"T995","span":{"begin":1518,"end":1719},"obj":"Sentence"},{"id":"T996","span":{"begin":1720,"end":1765},"obj":"Sentence"},{"id":"T997","span":{"begin":1766,"end":1867},"obj":"Sentence"},{"id":"T998","span":{"begin":1868,"end":2083},"obj":"Sentence"},{"id":"T999","span":{"begin":2084,"end":2229},"obj":"Sentence"},{"id":"T1000","span":{"begin":2230,"end":2440},"obj":"Sentence"},{"id":"T1001","span":{"begin":2441,"end":2596},"obj":"Sentence"},{"id":"T1002","span":{"begin":2597,"end":2854},"obj":"Sentence"},{"id":"T1003","span":{"begin":2855,"end":2915},"obj":"Sentence"},{"id":"T1004","span":{"begin":2916,"end":3119},"obj":"Sentence"},{"id":"T1005","span":{"begin":3120,"end":3262},"obj":"Sentence"},{"id":"T1006","span":{"begin":3263,"end":3369},"obj":"Sentence"},{"id":"T1007","span":{"begin":3370,"end":3516},"obj":"Sentence"},{"id":"T1008","span":{"begin":3517,"end":3594},"obj":"Sentence"},{"id":"T1009","span":{"begin":3595,"end":3641},"obj":"Sentence"},{"id":"T1010","span":{"begin":3642,"end":3697},"obj":"Sentence"},{"id":"T1011","span":{"begin":3698,"end":3738},"obj":"Sentence"},{"id":"T1012","span":{"begin":3739,"end":4111},"obj":"Sentence"},{"id":"T1013","span":{"begin":4112,"end":4197},"obj":"Sentence"},{"id":"T1014","span":{"begin":4198,"end":4309},"obj":"Sentence"},{"id":"T1015","span":{"begin":4310,"end":4489},"obj":"Sentence"},{"id":"T1016","span":{"begin":4490,"end":4612},"obj":"Sentence"},{"id":"T1017","span":{"begin":4613,"end":4770},"obj":"Sentence"},{"id":"T1018","span":{"begin":4771,"end":4897},"obj":"Sentence"},{"id":"T1019","span":{"begin":4898,"end":4977},"obj":"Sentence"},{"id":"T1020","span":{"begin":4978,"end":5079},"obj":"Sentence"},{"id":"T1021","span":{"begin":5080,"end":5168},"obj":"Sentence"},{"id":"T1022","span":{"begin":5169,"end":5207},"obj":"Sentence"},{"id":"T1023","span":{"begin":5208,"end":5393},"obj":"Sentence"},{"id":"T1024","span":{"begin":5394,"end":5496},"obj":"Sentence"},{"id":"T1025","span":{"begin":5497,"end":5659},"obj":"Sentence"},{"id":"T1026","span":{"begin":5660,"end":5786},"obj":"Sentence"},{"id":"T1027","span":{"begin":5787,"end":5919},"obj":"Sentence"},{"id":"T1028","span":{"begin":5920,"end":5988},"obj":"Sentence"},{"id":"T1029","span":{"begin":5989,"end":6082},"obj":"Sentence"},{"id":"T1030","span":{"begin":6083,"end":6243},"obj":"Sentence"},{"id":"T1031","span":{"begin":6244,"end":6444},"obj":"Sentence"},{"id":"T1032","span":{"begin":6445,"end":6968},"obj":"Sentence"}],"namespaces":[{"prefix":"_base","uri":"http://pubannotation.org/ontology/tao.owl#"}],"text":"TABLE 4 Key strategies within the NIH for strengthening and accelerating national nutrition research1\nOption Description Advantages Disadvantages Paths forward\nNew National Institute of Nutrition (NIN)2 Leads research, coordination, training, outreach on foundational and cross-cutting topics in nutrition and health\nAdditive focus areas and funding to existing NIH and other federal nutrition research efforts\nHarmonizes and leverages other nutrition and related research at NIH and other agencies and departments\nStrong partner to inform, collaborate on, and help address joint research needs of other departments and agencies, e.g., USDA, FDA, CDC, DoD, VA, USAID, and CMS\nPromotes and supports training of a diverse 21st century nutrition research workforce\nGuides and supports training of health care professionals for clinical care and basic and translational science in nutrition\nTranslates and disseminates sound nutrition science findings to the public\nFosters innovative external collaborations and partnerships Strong leadership, robust infrastructure, and investment\nCan better address nutrition science that is cross-cutting rather than disease specific\nIncludes extramural and intramural research, training, and outreach activities\nA long-term structure, leading to unanticipated positive returns, outlasting shorter-term options, and evolving appropriately with changing science and needs of the US population\nMeaningful external advisory mechanism to solicit diverse relevant insights and input\nStrong return on investment, in line with or exceeding other NIH research investments Requires new, additive appropriations to prevent reductions in any ongoing NIH or other federal nutrition research\nCould increase silo-ing of nutrition research\nWould need to navigate potentially entrenched cultures and perspectives around NIN nutrition research\nWithout new appropriations, could increase competition for resources Congress establishes a new NIN by statute, with dedicated appropriations and updating the current cap on the number of NIH institutes and centers\nCongressional inquiry and/or appropriations could explore the current status of federal nutrition research and potential options including an NIN\nNew NIH Office for Nutrition Research Restores the NIDDK Office of Nutrition Research back into the NIH Office of the Director (within the Division of Program Coordination, Planning, and Strategic Initiatives)\nModeled after the NIH Office of Disease Prevention (ODP), Office of Dietary Supplements (ODS), or Office of Behavioral and Social Sciences Research (OBSSR)\nWould lead efforts to build and coordinate new collaborative relationships and synergies within NIH, with other federal agencies and departments, and with external stakeholders including public-private partnerships to drive nutrition research and innovation\nPlan and coordinate trans-NIH nutrition research initiatives\nLead cooperative efforts to identify and stimulate priority areas of science, provide guidance on rigorous methodology, offer trainings, and increase the impact, visibility, and dissemination of findings\nDirector of the NIH Office of Nutrition Research would also serve as the Associate Director of Nutrition Research Legislation is not required\nElevates the leadership, staffing, resources, and capacities of this important area within and outside NIH\nReestablishes close communication and coordination with the NIH Director and the other divisions and offices within the NIH Office of the Director\nIncreases capacity and expertise for dissemination of sound nutrition science\nCan engage strong external advisory mechanisms\nSome dedicated funding to stimulate research across NIH\nNot viewed as serving only one institute\nAbility to transition to an NIH center and/or institute over time Size and resources of such an office remain relatively limited for substantially needed strategic planning, cross-governmental collaboration, public communication, assistance with the DGAs, DRIs, and national monitoring and surveillance, food and nutrition regulatory activities, and external partnerships\nInsufficient independent funding to stimulate major extramural or intramural research\nInadequate authority and resources to support new national training of scientists and health care professionals\nBudgets, staff sizes, and influence can vary widely between offices and fluctuate over time NIH Director has discretion to restore this office into the NIH Office of the Director\nCongress can authorize (ideally with new appropriations) the creation of this office within the NIH Office of the Director\nNew Trans-NIH Initiative(s) in Nutrition Research An initiative across multiple NIH institutes and centers around a specific focused priority research topic\nModeled after several examples such as the BRAIN Initiative, “All of Us” Research Program, or the NIH Human Microbiome Project\nCan be supported by dedicated staff within NIH and other federal working groups\nDedicated funding to support intramural and extramural research, training, and technology development\nCan help create new or enhanced public–private partnerships Legislation is not required\nHelps galvanize NIH around a key topic\nOften preceded by a comprehensive and separately useful review of relevant leadership, staffing, funding, external advisory mechanisms, and collaborative approaches available across NIH\nBrings new strategic planning, workgroups, funding opportunities, training, and technology development\nValuable when combined with other NIH options, above Only covers one focused topic, while needs and opportunities across nutrition research are broad and complex\nUnlikely to provide the sustained leadership, coordination, and resources to grasp the critical science gaps and opportunities\nGenerally time-limited and not sustained Can be established by the NIH Office of the Director with support from the NIH Common Fund\nCan be established by Congressional authorization and appropriations\n1 These strategies include key organizational structures successfully used within NIH (322). Importantly, these different options are not mutually exclusive, but can be implemented in combination to create synergies and leverage complementary strengths. CMS, Centers for Medicare and Medicaid Services; DGAs, Dietary Guidelines for Americans; DoD, Department of Defense; USAID, US Agency for International Development; VA, Department of Veterans Affairs.\n2 A new NIH National Center for Nutrition Research (NCNR) could also be proposed, broadly similar to the proposed NIN but on a smaller scale—for example, modeled after the path of the Office of Research on Minority Health (ORMH) within the NIH Office of the Director (Public Law 103–43) that led to the National Center on Minority Health and Health Disparities (NCMHD) (Public Law 106–525) that led to the National Institute on Minority Health and Health Disparities (NIMHD) (Public Law 111–148) (see Supplemental Text 3)."}