CENTER LEADERSHIP AND STRATEGIC DIRECTION

CONTENTS

NOTE: This chapter is being updated

2.1 INTRODUCTION AND STATEMENT OF APPROACH
2.1.1 Guiding Principles
2.1.2 Organization and Objectives

2.2 THE VISION AND THE STRATEGIC PLAN

2.3 STRUCTURING THE CENTER FOR SUCCESS
2.3.1 Director's Choice: How Much To Delegate?
2.3.2 Director's Choice: What To Delegate?
2.3.2.1 Administrative Areas Within the ERC
2.3.2.2 Program Areas Within the ERC
2.3.2.3 Mechanisms of Delegation
2.3.2.4 Principles of Delegation
2.3.2.5 Continuity of Leadership
2.3.3 What Not to Delegate
2.3.4 Facilitating Cross-Disciplinary Interactions
2.3.5 Locating the Necessary Resources
2.3.6 Avoiding Failure, Pursuing Success

2.4 RECRUITING
2.4.1 Recruiting for the Proposal Team
2.4.2 Recruiting for the Initial Center Team
2.4.3 Recruiting for Years 3-9
2.4.4 Recruitment for the Center Continuity Team

2.5 RELATIONSHIPS WITHIN THE UNIVERSITY
2.5.1 Leveraging University Resources
2.5.1.1 The Issue of Contiguous Space
2.5.1.2 Direct Financial Support
2.5.2 Relationships Within the University Hierarchy
2.5.3 Relationships with University Departments

2.6 RELATIONSHIPS OUTSIDE THE UNIVERSITY
2.6.1 The Strategic Relationship With Industry
2.6.2 Outreach To (and Alliances With) Other Institutions

2.7 LIFE AFTER NSF

2.8 SUMMARY

ATTACHMENT 2-1: PROFILE OF AN "IDEAL" ERC DIRECTOR

ATTACHMENT 2-2: WORKING GROUP #1 (DIRECTORS) QUESTIONNAIRE

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