In most centers, the Administrative Director will serve the entire ERC as the guardian of resources, policies, and myriad detail. The operative word is service. To be effective, the AD must have some knowledge of all center activities. Working closely with the Director, s/he must consistently maintain a "big picture" perspective. The Director and the AD must consider the needs of all stakeholders (NSF; member companies; the university; other funding agencies, including foundations, state or other government agencies; center faculty; students; and other staff). With the involvement of the other leaders of the ERC, they must also balance potentially competitive internal resource demands (e.g., research, education, technology transfer, and management). The AD usually provides the "glue" that holds the various administrative functions of the center together. The ERC Director will count on delegating a great deal to the Administrative Director in order to protect time. This partnership is crucial and should be considered carefully when staffing this position.

The Administrative Director is apt to wear many hats. The AD usually:

•  assists the Center Director in the overall management of the ERC;
•  acts as guardian of rules, regulations, and policies;
•  serves as the information "gatekeeper" and resource for all members of the center; and
•  is the center's financial and personnel manager.

A word of caution: As your partnership with the Center Director evolves, be careful not to let him or her delegate to you responsibilities that should be carried out by the Director or the Executive Committee. Even though the confidence shown in you might be gratifying and the authority appealing, the consequences can be damaging, both for you and the center.

Delegation is an essential skill for all ERC personnel. For the AD, the most frequently delegated tasks include those related to event management, communications, routine accounting and payroll documents, facility management, and center tours. Functions that cannot be easily delegated by the AD include assisting the Center Director with strategic planning and policy development; financial management; staff development; and the design/maintenance of the ERC information system that supports center reporting.

The AD plays an important role in the ERC's strategic planning by adding an operational perspective to the planning process. Among the considerations the AD should bring to planning are: personnel and staffing needs balanced with university, state, union, and other restrictions and requirements; an understanding of the life cycle changes of an ERC; budget constraints and requirements; and a center-wide commitment to all ERC constituent needs and functions.

Tip : Become actively involved in at least one professional organization (preferably one that monitors changing standards for financial managers, such as NACUBO or NCURA (see Attachment 4, "Glossary," for details). You are apt to find these contacts and resources for continuing professional education to be very valuable to you, and thus to your center.

As a key member of the ERC management team, the AD is usually a member of important ERC committees. These will vary, to some extent, with each individual center, but typical committees are:

•  Executive/Management/Steering Committee (center faculty and management)
•  Education/Outreach Committee
•  Facilities/Space Committee
•  Budget Committee.

6.3.2 On Management Styles

Centers attract creative, entrepreneurial individuals eager to build something new. "Turf struggles" are to be expected. It helps to understand the natural tensions at work in the center. A faculty handbook may be useful and might relieve some of the burden on the AD in that information on center policies and procedures is made readily available for the faculty. Some items that might be included are:

The need for strong, entrepreneurial leadership must be balanced against the need for internal structure, planning, and stable operating systems. (Enter the AD.) Everyone agrees that the ability to shape decisions and change directions rapidly is especially urgent during the earliest stages of the ERC life cycle; you must do everything possible to support your Director in meeting this challenge. Some suggest that these early "entrepreneurial years" should be followed by a managerial style focused more on planning and organization. Others among us believe that an ERC must always balance a dynamic tension between creative change and organizational stability. Indeed, this focus on innovation helps to explain the unique character of Engineering Research Centers. It also helps to explain the crucial need for a close, cooperative professional relationship between the AD and the Center Director, as well as other members of the Executive Committee. (See also Chapter 2, "Center Leadership and Strategic Direction.")

Whatever the specific situation at your center, you can expect a subtle shift in management expectations over time. As the ERC grows and matures, the exciting bursts of activity required to do something for the first time are replaced by a heightened focus on longer-term goals and mission achievement. Delegation, collaboration, and teamwork become increasingly important. To improve the ERC's ability to negotiate these transitions smoothly, it may be desirable for the Center Director and Deputy Director, the AD, and key faculty members to take courses in personnel management and team building.

Tip : It is especially important for the AD to have good interpersonal skills. This is the one position that interacts from a management perspective with every other position and function in the ERC, from the Director and Executive Committee to the clerk-typists and undergraduates. The AD also is often the “external” face of the center with other administrators on campus. The Center Director should be strongly encouraged to attend personnel and team-building courses as he/she is the driving force of the Center. The Director will also need to deal with personnel issues that the AD is unable to solve.

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