MIT Laser Biomedical Research Center

麻省理工学院激光生物医学研究中心

• 批准号: 10224756
• 负责人: Peter T. So
• 金额: $ 5.74万
• 依托单位: MASSACHUSETTS INSTITUTE OF TECHNOLOGY
• 依托单位国家: 美国
• 财政年份: 1997
• 资助国家: 美国
• 起止时间: 1997-06-01 至 2023-05-31
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/10224756
• 关键词: Advisory Committees; Biomedical Research; Budgets; Chemistry; Collaborations; Communication; Complex; Educational process of instructing; Encapsulated; Equipment; Expenditure; Funding; Human Resources; Infrastructure; Institutes; Institution; International; Internet; Laboratories; Lasers; Leadership; Massachusetts; National Institute of Biomedical Imaging and Bioengineering; Office of Administrative Management; Philosophy; Procedures; Research; Research Personnel; Resources; Review Committee; Role; Running; Schedule; Schools; Science; Services; Spectrum Analysis; Structure; Technology; Thinness; Training; United States National Institutes of Health; comparative; meetings; member; operation; success

The Massachusetts Institute of Technology (MIT) Laser Biomedical Research Center (LBRC) is a NIH NIBIB research resource. The LBRC is also a part of the G.R. Harrison Spectroscopy Laboratory (SpecLab) administrated by the Department of Chemistry. The LBRC will enter its next funding cycle with seven senior investigators with approximately 10-15 junior staff members managing approximately 40 collaborative and service projects. Comparatively speaking, the LBRC is not a large facility; however, given that the center lies at the intersection seven senior investigator laboratories and interactions with a web of national and international collaborations with over 100 associated personnel, the LBRC is a fairly complex enterprise that needs an efficient management plan with a clear chain of responsibilities to properly function. The leadership team of the LBRC further believes that the majority of the financial resource of the LBRC should be devoted to research, collaborations, and training/dissemination. Therefore, the center's guiding management philosophy is best encapsulated by Albert Einstein's saying: “Make everything as simple as possible, but not simpler.” We have been and will continue to keep a very lean budget for administration. We are able to function well with minimal administrative expenditure for two reasons: First, as a part of MIT Department of Chemistry and the School of Science, we can leverage the very well-run, larger administrative infrastructure for many LBRC operations. Second, and probably most importantly, we have a highly energetic and collaborative group of senior investigators. While all of us have research and teaching roles beyond our involvement in the LBRC, having an enthusiastic group of senior investigators who are willing to take up administrative and management roles within their busy schedule is partly the reason for success of our center so far. Given our success in the last four years, we see no reason for radical changes. In summary, the LBRC administrative plan has five components: (1) LBRC organization: Describe relationship of LBRC within grantee institution and delineate administrative and operational responsibilities among senior investigators and key staff members. (2) LBRC External Advisory Committee (EAC): Review LBRC EAC structure and membership renewal plan. (3) LBRC operating procedures: Layout / review procedures for CP an SP management, equipment and facility usages, and facility user training. (4) Internal communication and networking plans: (a) Establish new TRD-wide and Center-wide regular meetings, (b) Establish a LBRC Retreat (5) Transition plan towards maintaining operations and service after “sunset”.

马萨诸塞州理工学院（MIT）激光生物医学研究中心（LBRC）是NIH NIBIB 研究资源。LBRC也是G. R的一部分。哈里森光谱实验室（SpecLab） 由化学系管理。LBRC将进入下一个融资周期， 调查员约有10-15名初级工作人员，管理约40个协作和 服务项目。比较而言，LBRC不是一个大型设施;然而，鉴于该中心位于 七个高级研究员实验室的交叉点以及与国家和国际网络的互动 LBRC与100多名相关人员合作，是一个相当复杂的企业，需要一个高效的 管理计划，明确责任链，以适当运作。LBRC的领导团队 进一步认为，法改会的大部分财政资源应用于研究， 合作和培训/传播。因此，中心的指导管理理念是最好的 爱因斯坦曾说过：“让一切尽可能简单，但不要简单。我们有 政府一直并将继续保持非常精简的预算。我们能够很好地运作， 行政开支有两个原因：第一，作为麻省理工学院化学系和学院的一部分， 科学，我们可以利用运行良好的，更大的管理基础设施，许多LBRC操作。 第二，也可能是最重要的，我们有一个充满活力和协作的高级团队， investigators.虽然我们所有人都有研究和教学的作用超出了我们在LBRC的参与， 一群热情的高级调查员，他们愿意在内部担任行政和管理角色。 他们的忙碌日程是我们中心迄今为止取得成功的部分原因。鉴于我们过去四年的成功 我们认为没有理由作出根本性的改变。 总之，该委员会的行政计划有五个组成部分： (1)LBRC组织：描述LBRC在受助机构内的关系，并描述行政管理 以及高级调查员和主要工作人员的业务责任。 (2)LBRC外部咨询委员会（EAC）：审查LBRC EAC结构和成员更新计划。 (3)LBRC操作程序：CP和SP管理、设备和 设施使用和设施用户培训。 (4)（a）建立新的全技术研究部和全中心的定期 （B）设立法改会务虚会 (5)“日落”后维持运营和服务的过渡计划。