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首頁> 美國衛(wèi)生研究院文獻>Journal of the History of Medicine and Allied Sciences >The Maudsley Hospital and the Rockefeller Foundation: The Impact of Philanthropy on Research and Training
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The Maudsley Hospital and the Rockefeller Foundation: The Impact of Philanthropy on Research and Training

機譯：莫茲利醫(yī)院和洛克菲勒基金會：慈善事業(yè)對研究和培訓(xùn)的影響

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Opened in February 1923 to raise the status of academic psychiatry in the UK, the Maudsley Hospital struggled to secure grant income. Without a track record of published research and lacking internationally recognized clinicians, it failed to impress the British Medical Research Council. To challenge leading U.S. and German departments of neuropsychiatry, Edward Mapother, the medical superintendent, looked overseas for investment in an “institute of psychiatry.” Intense lobbying and a modified strategy for research and training designed to meet the Rockefeller Foundation’s prioritization of psychiatry and medical specialization ultimately led to a significant endowment. Alan Gregg and Daniel O’Brien at the Foundation played a pivotal role in re-defining the Maudsley’s programs of research and teaching. Pressure on Mapother to attract funding was matched by that on administrators required to show that their philanthropy had yielded tangible gains in public health. While wealthy charities, like the Rockefeller, often had a vision of the direction that they wished to pull medical science, and they provided much needed income, the impact of their policy agenda was not without drawbacks. Institutions unwilling to embrace a charity’s philosophy were unlikely to secure grants, while those that did might find themselves drawn into less optimal areas.
機譯：莫茲利醫(yī)院（Maudsley Hospital）于1923年2月開業(yè)，旨在提高英國的學(xué)術(shù)精神病學(xué)地位，但一直努力爭取撥款收入。沒有公開的研究記錄，缺乏??國際認可的臨床醫(yī)生，它沒有給英國醫(yī)學(xué)研究委員會留下深刻的印象。為了挑戰(zhàn)美國和德國領(lǐng)先的神經(jīng)精神病學(xué)部門，醫(yī)學(xué)總監(jiān)愛德華·馬普瑟特（Edward Mapother）向海外尋求在“精神病學(xué)研究所”的投資。為了滿足洛克菲勒基金會對精神病學(xué)和醫(yī)學(xué)專業(yè)的優(yōu)先考慮，強烈的游說和修改后的研究與培訓(xùn)策略最終帶來了巨大的捐贈?；饡腁lan Gregg和Daniel O’Brien在重新定義Maudsley的研究和教學(xué)計劃方面發(fā)揮了關(guān)鍵作用。對Mapother吸引資金的壓力與對行政管理人員的壓力相提并論，要求管理人員證明其慈善事??業(yè)已在公共衛(wèi)生方面取得了可觀的收益。盡管像洛克菲勒這樣的富裕慈善機構(gòu)通常對希望發(fā)展醫(yī)學(xué)的方向抱有遠見，并且提供了急需的收入，但其政策議程的影響并非沒有缺點。不愿接受慈善機構(gòu)哲學(xué)的機構(gòu)不太可能獲得贈款，而那些這樣做的機構(gòu)可能會發(fā)現(xiàn)自己陷入了最不理想的領(lǐng)域。

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