Scope of Advisory Group #8:
Facilitating UC-Industry Relationship - Organization and Structural Issues

Recent history has witnessed the growth of a variety of programs at the University/industry interface. Included among these are many kinds of research collaborations and partnerships that may involve locally conceived affiliate and consortia programs, funding programs (such as MICRO and STAR), research centers, and incubators, as well as tailored extension training programs, business facilitative activities (e.g. technology transfer) and entrepreneurial assistance programs (such as CONNECT). Thoughtful examination of our experiences with these programs in light of UC goals, values and organizational needs can provide valuable future guidance on directions and initiatives for coming years. How should the University go about searching for industrial partners and should priority be given to organizations with certain characteristics? Are there kinds of support services that the University should provide to faculty that would be beneficial in forming productive and effective relationships with industry. Should there be criteria established or guidance developed for determining what kinds of organizations are appropriate for the University to work with? What kinds of data and other information should the University gather and make available and/or what kinds of activities should be undertaken to promote the creative development of University/industry programs and assist in their formulation?

In addition, it is a common assertion of companies that bureaucratic obstacles can pose a major problem for companies that seek to sponsor research or otherwise interact with the University. Although some of these obstacles may derive from University policies, others stem from the administrative complexity of the organization, which may even be problematic for a University "insider" to navigate. Some have suggested that the University consider developing innovative internal administrative structures that facilitate the organizational management of its relationships with industrial partners and others have proposed programs that make it easier for industry to access the University generally.

Advisory Group #8 will consider the potential for the University to develop new programmatic initiatives and functional arrangements with industry and to modify and create internal administrative support systems to facilitate efficient, productive relationships with the private sector within the context of the resource priorities of the University.

Participants in Advisory Group #8:
Facilitating UC-Industry Relationships - Organization & Structural Issues

Richard Attiyeh (Chair)
Interim Senior Vice Chancellor
Academic Affairs

Niall Mateer (Specialist)
Director, Research Outreach and Initiatives

Alan B. Bennett
Associate Dean, Plant Science

Gayle J. Byock
Assistant Vice Chancellor, Research
and Planning

Martha Dennis
Vice President for Engineering
and Co-Founder, Pacific Communication
Sciences, Inc.,
San Diego

Roy Doumani
Director, Bank of Los Angeles
Beverly Hills, CA

Terence A. Feuerborn
Executive Director, Research
Administration and Technology Transfer

Susan Hackwood
Executive Director, California
Council on Science and Technology
Riverside, CA

William Hoskins
Director, Office of Technology Licensing
UCB Gerald S. Lazarus

Dean, School of Medicine

Susanne Huttner
Director, UC Systemwide Biotechnology Program

Gerald S. Lazarus
Dean, School of Medicine

Gerald S. Levey
Provost, Medical Sciences

Marguerite McIntyre
Director, Legal Support Services

David Mears
Director, Research Administration Office

Venkatesh Narayanamurti
Dean, College of Engineering

Ed Penhoet
President/CEO, Chiron Corporation
Emeryville, CA

Hannah Petzenbaum
Director, Research Affairs & Patent Coordinator

Christine A. Smith
Department of Chemical Engineering
and Materials Science

Laurel L. Wilkening

John A. Woods
Vice Chancellor - Resource
Management and Planning

Participants in Advisory Group #8:
Facilitating UC-Industry Relationships - Organization & Structural Issues


There was broad agreement within the group that the University needs to meet the following challenges:

  1. The guiding principles that define the University's mission, its distinctive character, and its relationship to industry need to be better understood both within the institution and more broadly by industry and the public at large. These principles include:
  1. The University needs to increase the flexibility with which it interacts with industry. This will require:
  1. The University needs to develop a pro-active, can-do, user-friendly approach in order to arrange partnerships with and transfer technology to industry. This will require:


The group recommended that in order to meet the challenges outlined above, the following actions be taken by the University:

  1. Rewrite, in consultation with the campus, the policy governing relations with industry so that it contains a readily understood statement in contemporary terms of the principles that guide the University's policies and procedures.
  1. Develop a practically useful road-map that faculty, University staff, and people from industry can use to see what steps need to be taken to conclude an agreement with industry.
  1. Improve communication among faculty and various administrative units so that people can learn from the experience of others and are aware of successful arrangements made elsewhere.
  1. Designate a person in each unit - academic department, contracts and grants office, technology transfer office, etc. - who understands the larger picture, knows the procedures, and can serve as a facilitator for university-industry cooperation.
  1. Encourage teamwork among specialists from different units - contracts and grants, technology transfer, conflict of interest, etc., and encourage PI participation in resolving issues, as needed to reach timely agreements with industry that meet University requirements in these areas and are consistent with the guiding principles.
  1. Involve the college and school deans in complex or difficult cases to serve as mediators between faculty and administrators or between University and industry personnel.

Comments on the Report of Advisory Group #8:
Facilitating UC-Industry Relationships - Organization & Structural Issues

The recommendations do not recognize the major structural problem which is to decentralize authority and responsibility to the campuses and to the folks negotiating the contracts at the local level.

~Laurel L. Wilkening
Irvine Campus

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