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IN THIS ISSUE 1 NIH Leading Practices REMINDERS RAC Graduation Information CAYUSE Users Needed Giving Circles GCA: Facts to Know
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VOLUME III, ISSUE 5– MAY 2015
Leading Practices and Tips for Successful NIH Submissions By: James J. Casey For nearly the past ten years, I have served as an NIH/NIAID peer reviewer. This service is most often in areas of HIV/AIDS research, and especially with regards to large center-focused projects. As a peer reviewer my primary responsibilities are in the administrative areas of proposals, including administrative structure and project management, budgets and budget justifi-
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cations, regulatory compliance (especially human subjects and biosafety), and international participants and their responsibilities. I offer the following leading practices and tips for successful NIH submissions, and they are provided in no particular
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order of importance:
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2. Your proposal needs to be internally consistent among the project narrative, budget, and budget justification. For instance,
1. Contact your NIH program contact as early as possible to receive feedback on your proposed topic. The program officer may be able to give you important feedback and suggestions that will help you focus your idea(s) towards a greater chance of success. And if you are really proactive, ask to receive a previously funded (and redacted) proposal in your research area.
any budget numbers mentioned in the narrative should be consistent with the corresponding numbers in the budget and/or budget justification. Your proposal needs to “hang” well from start to finish.
3. If your project is large enough to request funding for a center, with domestic and/or international subawards, it is critical that your administrative structure be appropriately "sized" - not too lean that the reviewers will believe you cannot successfully manage the project and not so large that peer reviewers will believe that there is administrative "bloat" in your proposal. The latter will be ripe for recommended budget reductions.
4. On large projects with a significant management component, make sure that you are clear about how the project will be managed and how results will be evaluated.
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