45 
a principal investigator-LZ/ who is responsible to the PHS for the conduct of 
the operation of the center. Administratively under the principal investigator, 
the director of the center has scientific responsibility for the conduct of 
the operations of the center and its research program. The core staff is re- 
sponsible to the director of the center. 
Before the initial grants were awarded by the NHI a "Statement of responsibil- 
ities and Relationships" had to be signed by the designated director of each 
center, by the designated principal investigator, and by other appropriate 
representatives of the host institution and any other institution willing to 
provide formal backing to the proposed center. 
The "Statement of Responsibilities and Relationships" is an important document 
that, at least in one instance, has served as an effective compass in helping 
a center maintain a steady course even in rough weather. The "Statement" charts 
this course by indicating the purpose of the center, the administrative and 
academic relationships (particularly between the director of the center and 
the principal investigator or other responsible official of the host institution), 
the appointment procedures and the role of the Scientific Advisory Board, and 
the reasons for locating the center in the area. The "Statements" for all 
centers are similar(16) . 
Chapter VI, SOME GENERALIZATIONS 
During the development of the Regional Primate Research Centers Program, some 
generalizations and principles emerged and at times formed bases for the devel- 
opment of policy or procedure. The following are examples: 
(1) Such a program as this is necessarily a "closed" rather than an "open" 
one. By this is meant that it makes good sense to establish only a limited 
number of regional centers in the country. The number of centers along with 
the average cost per center determines the size of the program. 
(2) Decisions as to the number of centers and the size of the program must 
be made by the NIH staff, taking into consideration the advice of knowledge- 
able, experienced consultants. 
(3) Factors other than "scientific merit" must be taken into consideration 
in deciding on the size and form of a regional center program. Factors not 
brought into consideration by consultants in formulating their recommendations 
must be considered by the staff. 
(4) The development of a regional center program requires the know-how both of 
scientific consultants and administrative staff. Neither can do the job alone. 
Their teamwork is essential, as in the case of the present program. 
12 / At Portland, Madison, and Seattle, for a limited initial period, a single 
individual was both director of the center and principal investigator, but 
this is no longer the case. 
