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Ch 1 Introduction
Ch 7
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Ch 7
Appendices








      

CHAPTER 9

MULTI-UNIVERSITY CENTERS

CONTENTS

9.1 INTRODUCTION AND OVERVIEW

9.2 ORGANIZATIONAL STRUCTURE AND CENTER MANAGEMENT

  • 9.2.1 Identifying and Forming the Center Leadership Team
  • 9.2.2 Establishing Institutional Partnerships
  • 9.2.3 Initial Strategic Planning: Organizational Considerations
  • 9.2.4 Allocation of Funds
  • 9.2.5 Principles and Practices for Managing the Multi-university Center
  • 9.2.6 Planning and Delivering on Diversity Goals

9.3 ADMINISTRATIVE MANAGEMENT

  • 9.3.1 Administrative Challenges Unique to Multi-Institution ERCs
    • 9.31.1. Increased Complexity of Multi-institution Centers
    • 9.3.1.2 Agreements Between and Among the Partner Institutions
    • 9.3.1.3 Effective Communication Is Key to Achieving Multi-institution ERC Cohesiveness and Focus
    • 9.3.1.4 Multi-institution ERC Activities Are Complex
    • 9.3.1.5 Multi-Institutional Education Programs, Diversity Programs, and Financial Systems
  • 9.3.2 Structure and Roles of the Administrative Staff.
    • 9.3.2.1 Functional Elements
    • 9.3.2.2 Lead Institution Staffing
    • 9.3.2.3 Administrative Staff at Partner Institutions
    • 9.3.2.4 Staffing for Center Life Cycle Stages.
  • 9.3.3 Center-wide Systems, Procedures, and Operations
    • 9.3.3.1 Annual Report Systems
    • 9.3.3.2 Site Visit Plannin Logistics
  • 9.3.4 Maintaining Strong Relationship Among Partner Institutions
  • 9.3.5 Financial Management

9.4 RESEARCH PROGRAM MANAGEMENT

  • 9.4.1 The Strategic Research Plan: Development and Evolution
    • 9.4.1.1 State-of-the-Art Analysis
    • 9.4.1.2 Nature of the Research Plan
    • 9.4.1.3 Plan Organization
    • 9.4.1.4 Research Leader
    • 9.4.1.5 Thrust Leaders
    • 9.4.1.6 Annual Plan Review
    • 9.4.1.7 Changes Affect Funding
    • 9.4.1.8 Phasing-Out Mechanism
    • 9.4.1.9 Serendipitous Discoveries
  • 9.4.2 Project Selection and Review
    • 9.4.2.1 Process
    • 9.4.2.2 Research Program Refinement or Redefinition
    • 9.4.2.3 Revised Thrust-Level Program
    • 9.4.2.4 Project Proposals
    • 9.4.2.5 Project Approval
    • 9.4.2.6 Continuing Funding
  • 9.4.3 Research Team Integration
    • 9.4.3.1 Research Integration
    • 9.4.3.2 Research Program Structure
    • 9.4.3.3 Research Capabilities and Facilities
    • 9.4.3.4 Framework to Guide the Research Process
    • 9.4.3.5 Point of Contact
    • 9.4.3.6 Communication is Essential
    • 9.4.3.7 Program Measurables: Statement of Work and Period of Performance
    • 9.4.3.8 Opportunities for New Faculty
    • 9.4.3.9 Industry Research Champions
    • 9.4.3.10 Failures Can Occur—Know When to Cut Losses
  • 9.4.4 Role of Testbeds
    • 9.4.4.1 Focus for Integration
    • 9.4.4.2 Improved Understanding
    • 9.4.4.3 Driver for Continuing Research
    • 9.4.4.4 Driver of Modifications to Research Plan 9.4.4.5 Industry Knowledge Transfer

9.5 EDUCATION PROGRAM MANAGEMENT

  • 9.5.1 Challenges
  • 9.5.2 Organizational Structures and Strategic Planning:   Education Director’s Role
    • 9.5.2.1 Central vs. Distributed Management
    • 9.5.2.2 Negotiating Inter-institutional Agreements
    • 9.5.2.3 Forming and Using Multi-campus Committees
    • 9.5.2.4 Setting Program Goals and Objectives
    • 9.5.2.5 Allocating Resources
    • 9.5.2.6 Identify Center Activities
  • 9.5.3 Developing New Course Curricula and Degrees
    • 9.5.3.1 Issues in Offering Distance Learning and Web Courses
    • 9.5.3.2 Team Teaching Courses in a Multi-Institutional Environment
  • 9.5.4 Cross-institutional Student Opportunities and Organizations
    • 9.5.4.1 Multi-institutional Student Internships and Student Exchange Programs
    • 9.5.4.2 Multi-institutional Student Leadership Council (SLC)
    • 9.5.4.3 Recruiting Across Partner Institutions.
  • 9.5.5 Outreach to Industry
    • 9.5.5.1 Planning the Course
    • 9.5.5.2 Choosing and Recruiting Course Instructors
    • 9.5.5.3 Choosing the Delivery Mechanism
  • 9.5.6 Collaboration and Partnerships (Outreach) with Schools and the Community
    • 9.5.6.1 How Education and Outreach Partners Add Value
    • 9.5.6.2 Motivating Member Universities to Pursue Collaborations/Partnerships
    • 9.5.6.3 Administering Funds, Coordinating Activities, and Oversight

9.6 INDUSTRIAL COLLABORATION AND TECHNOLOGY TRANSFER..

  • 9.6.1 Getting Started
    • 9.6.1.1 Securing Buy-in and Commitment
    • 9.6.1.2 Structuring a Program to Benefit All
    • 9.6.1.3 Incorporating Pre-existing Industrial Consortia
    • 9.6.1.4 Membership Agreements
    • 9.6.1.5 Unique Aspects of Earthquake Engineering Research Centers
  • 9.6.2 Building a Strong Industrial Constituency Across Multiple Campuses
    • 9.6.2.1 The Industrial Liaison Officer—A Resource for All University Partners
    • 9.6.2.2 Industry-student Connectivity
  • 9.6.3 Interacting with Industry Partners in a Multi-University Environment
    • 9.6.3.1 Modes of Communication for Intra-campus Collaboration
    • 9.6.3.2 Industry Advisory Board
    • 9.6.3.3 IAB Working Groups
    • 9.6.3.4 Industry Champions
  • 9.6.4 Intellectual Property and Technology Transfer
    • 9.6.4.1 Technology Transfer: Strategies and Mechanisms
    • 9.6.4.2 Developing an IP Agreement for Multi-university Centers
  • 9.6.5 Sharing Industrial Funding Resources
    • 9.6.5.1 Planning and Allocations to Partner Universities
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