Dr. E. Ann Nalley Department of Physical Sciences Cameron University [email protected].

Dr. E. Ann NalleyDepartment of Physical Sciences

Cameron [email protected]

Objectives of Collaborations and Partnerships

To bring groups together under a central theme. The multidisciplinary or interdisciplinary groups may be different academic units within a college, different colleges within an institution or different institutions, industries or community based organizations .

To establish a cohesive group that allows individual units or individual partners to contribute to the principal theme

What is collaboration?Col·lab·o·rate

to work jointly especially with one or a limited number of others in a project involving composition or research to be jointly accredited

Wagner identifies possible drivers for collaboration as: sharing ideas, cooperating around equipment, cooperating around resources, and exchanging data

3

Source: Wagner, C. 2005, Scientometrics 62(1): 3-26.

Why Do We Choose To Collaborate

A requirement of the Grant RFPIt strengthens a proposalA partner may add expertise not available to the PIMay provide you with research and funding

opportunities not available through other channelsHelps you to advance professionallyValuable in resources, creativity, resultsMay accomplish more together than any partner could

aloneWin Win: for partners and for funding agency

(some funding agencies require it

Possible Collaborative PartnersPossible Collaborative PartnersColleagues – Same Area or

InterdisciplinaryCollege/University DepartmentsLocal Education AgenciesState Department of Education, State

Agencies, i.e. OCASTBusiness and IndustryFaith-Based Organizations, i.e. ChurchesCommunity Based Organizations, i.e.

Chamber of Commerce, ScoutsOther Colleges/Universities

Questions to Ask When Building Questions to Ask When Building CollaborationsCollaborations

What is the target area we will serve for a proposal?

Is a partner needed to strengthen the proposal?Seek out collaborate partners Make sure you include representatives from all boundaries of the target area.

What is the makeup of the target area?What is the makeup of the target area?Effective collaborations engage

institutional, civic, and natural leaders who reflect the demographic diversity of the target area.

Make sure you select people who can organize people from their identity group and not just be the “gatekeepers”.

Ask questions and find the names of real leaders in the target area.

An association or a combination, as of persons, organizations or institutions, for the purpose of engaging in a joint venture.

Resource:National College Access Network (NCAN)www.CollegeAccess.org

Partnerships

ISSUES TO CONSIDER IN FORMING PARTNERSHIPSWhat are the benefits to the University or

Universities?What are the benefits to the industry?Does your institution support the concept of

collaborations or partnerships?MOUs are a part of the partnershipIntellectual Property agreementsMany Funding agencies support the concept of

collaborations and many recommend or require them.

Much of the research you do may be proprietary

UNIVERSITY PARTNERSHIPS MAY BEBetween units with the institutionBetween universities and four year or

community collegesConsortiaBetween universities in the state or

outside the state

After You Choose to Form a Partnership, What Comes Next?

What is the issue?

Why is a partnership the best way to address the issue?

What are the relevant assets?

What are the goals?

Task 1: Formulate Goals

Compile contact information for prospective members.

While prospective members may participate in professional organizations, there may not be an organization that speaks directly to their issues or concerns.

Prospective members may lead to other prospective members.

Task 2: Identify Perspective Members of the Partnership

Characteristics of the TeamThe leader may be self-selected,

appointed or elected. The leader must be willing to listen,

involve the partners and provide leadership in the administration of the collaboration or partnership.

Each member of the collaboration or partnership must have an interest in the theme with documented expertise.

What is our mission?How often do we meet?Do we have committees?How will the partners share responsibility

for organizing and leading the meetings?Who prepares and contributes to the

agenda?How will partners handle logistical

arrangements?

Task 3. Establish an organizational structure

Maintain focus on the relevant issue.

Emphasize research and data-informed practices.

Reflect the diversity of the partnership.

Provide remote locations with two-way video conferencing if available.

Structure the meeting for networking.

Task 4: Organize Events that Partners Want to Attend

Evaluation of key components provides feedback that enables refinement and redirection.

Evaluation provides a process of continuous improvement.

Evaluating the impact of the consortium helps build a case for sustaining partnership efforts.

Task 5: Evaluate

Partnerships lead to new projects and new grant proposals.

Partnerships may develop faster because of successful history of partnerships with other entities.

Partnerships take time.

Public/private partnerships must have knowledgeable leaders, experienced participants, strong academicians, and strong decision makers involved all the way.

Resist selecting partners by reaching out to people you already know or reaching out to everyone.

Partnership DevelopmentSome general transferable principles:

Partnerships must have authority, i.e. president, dean, chair.

Partnerships on paper only are not considered valid – show evidence, i.e. articles, projects.

There will be more financial audits with partners than without.

Corporations want to know why, how, and see creativity now. Will fund R&D, product development.

Partnership DevelopmentSome general transferable principles:

Issues to Consider

Where does the funding reside?There is strength in diversity among

academic unitsFunding agencies recommend or require

it.Letters of support from administrationMore advance planning in preparing a

proposalMore coordination in executing the

terms of the grant

Memorandum of AgreementState the mission of the partnershipMay be formal or informalProvide a strong communication plan for

the partnershipState roles and responsibilities of all

partnersAdvisory Board membershipProvide a summary statement of

sustainability upon completion of the program

Allow enough timetime to develop partnership.

Begin making contacts prior to establishing a collaboration.

Let them know what is in it for them.

Develops an entrepreneurship attitude among business and industry.

Building of future relationships

Partnership DevelopmentSome general transferable principles:

HOW TO ESTABLISH A RESEARCH PARTNERSHIP

INITIATE A RESEARCH PROJECT WITH STUDENT RESEARCHERS

APPLY FOR FUNDING THROUGH INTERNAL FUNDING

APPLY FOR OUTSIDE FUNDINGPUBLISH OR PRESENT YOUR

RESEARCH RESULTS LOCALLY, REGIONALLY AND NATIONALLY

OTHERADVERTISE ON YOUR WEB PAGE

START SLOW AND VOLUNTEER YOUR TIME

DEVELOP RELATIONSHIPS WITH INDUSTRY WHICH LEAD TO LONG TERM ACTIVITIES

GET THE BLESSING OF YOUR DEPARTMENT CHAIR AND DEAN

OCASTESTABLISHED IN 1987 BY THE

OKLAHOMA STATE LEGISLATURE

TO SUPPORT RESEARCH AND DEVELOPMENT

TO FACILITATE THE TRANSFER OF NEW TECHNOLOGY RESULTING RESEARCH

FOSTER THE MANUFACTURE AND MARKETING OF THESE INNOVATIVE TECHNOLOGIES

THE R&D INTERN PARTNERSHIP PROGRAM

AN EQUAL MATCH OF THE OCAST FUNDS FROM NONSTATE APPROPRIATED FUNDS IS REQUIRED

THE RESEARCH MUST BE PERFORMED IN AN APPLIED RESEARCH LABORATORY

A 2 OR 4-YEAR COLLEGE IN THE STATE OF OKLAHOMA MUST BE THE FISCAL AGENT

AN OKLAHOMA FIRM MUST BENEFIT

HALLIBURTON ENERGY SERVICESDUNCAN TECHNOLOGY CENTER

CAMERON UNIVERSITYPHYSICAL SCIENCE

D EPAR TM EN T

OKLAHOMA CENTER FOR THE ADVANCEMENTOF SCIENCE & TECHNOLOGY

O CA ST

OKLAHOMA APPLIED OKLAHOMA APPLIED RESEARCH RESEARCH SUPPORTSUPPORT R&D INTERN PARTNERSHIPR&D INTERN PARTNERSHIP

BE PROFESSIONALPROVIDE HIGH QUALITY SERVICES

REMEMBER YOU CAN’T SOLVE EVERY PROBLEM

BE AVAILABLE WHEN THE OPPORTUNITY ARRIVES

BE COGNIZANT OF LEGAL OBLIGATIONS AND YOU WILL HAVE THEM

REMEMBER YOU ARE NOT YOUR OWN BOSS WHEN WORKING WITH INDUSTRY

WORK THROUGH YOUR DEVELOPMENT OFFICER OR YOUR DIRECTOR OF

MARKETING

MY INDUSTRIAL PARTNERSStim-LabWorld-Wide StimulationPlainsman TechnologyHalliburton Energy ServicesTemple InlandSouthwest NanoTechnologyCosmetic Specialty Labs, INC.Xeta Comp

QUESTIONS? AND DISCUSSION