Center Proposal Center Proposal DevelopmentDevelopment

Randolph HallRandolph HallVice Provost for Research Vice Provost for Research AdvancementAdvancement

Why Pursue Centers?Why Pursue Centers? Impact Extends Beyond What You Can Impact Extends Beyond What You Can

Personally Accomplish Personally Accomplish New Types of Research, Crossing Disciplines, New Types of Research, Crossing Disciplines,

Linking Applications with Basic ResearchLinking Applications with Basic Research Increase in Recognition, Reputation, RewardsIncrease in Recognition, Reputation, Rewards Ability to Reach Out Beyond Traditional Base Ability to Reach Out Beyond Traditional Base

(industry, government, students, community)(industry, government, students, community) Support for Basic Infrastructure (labs, staffing, Support for Basic Infrastructure (labs, staffing,

marketing)marketing) Stable Funding Over Long PeriodsStable Funding Over Long Periods

Center CautionsCenter Cautions Must be Satisfied with Role of a “Conductor”Must be Satisfied with Role of a “Conductor” Will Detract from Personal ResearchWill Detract from Personal Research Financial ResponsibilityFinancial Responsibility New Forms of Reporting (site visits, annual New Forms of Reporting (site visits, annual

reports)reports) Must be Responsible for Performance of Must be Responsible for Performance of

Fellow FacultyFellow Faculty Sponsor Can be Fickled and ArbitrarySponsor Can be Fickled and Arbitrary Not for EveryoneNot for Everyone

Personal BackgroundPersonal Background

• Program Manager, Systems Program Manager, Systems Engineering, Partners for Engineering, Partners for Advanced Transit and HighwaysAdvanced Transit and Highways

• Founding Director, METRANS Founding Director, METRANS transportation center at USCtransportation center at USC

• Principal Investigator CREATE Principal Investigator CREATE Homeland Security Center at USCHomeland Security Center at USC

Lessons LearnedLessons Learned Begin with the vision Begin with the vision Build a team among people you can Build a team among people you can

trusttrust Set highest standards for ethics and Set highest standards for ethics and

fairnessfairness Make the tough decisions and accept Make the tough decisions and accept

the consequencesthe consequences Reinforce the visionReinforce the vision

What it Takes to WinWhat it Takes to Win LeadershipLeadership Top quality team, that works togetherTop quality team, that works together Vision and ideasVision and ideas Organization and managementOrganization and management Responsiveness and clarityResponsiveness and clarity CommitmentCommitment LeadershipLeadership

Starting PointStarting Point You, PI, Director, LeaderYou, PI, Director, Leader VisionVision

• What center will be known forWhat center will be known for• What it will contributeWhat it will contribute• Unique and compelling theme/idea to tie it Unique and compelling theme/idea to tie it

all togetherall together MissionMission

• How it will achieve the visionHow it will achieve the vision• Set of activities undertakenSet of activities undertaken

MechanicsMechanics 1. Team building1. Team building 2. Organization Plan2. Organization Plan 3. Selection Process3. Selection Process 4. Talk with your administration4. Talk with your administration 5. Proposal writing5. Proposal writing 6. Budget creation6. Budget creation 7. Broader impacts/outreach7. Broader impacts/outreach 8. Site visit8. Site visit

1. Team Building1. Team Building What skill mix is required by the RFP What skill mix is required by the RFP

and by your vision?and by your vision? Multi-department?Multi-department? Multi-institution?Multi-institution? Minority institutions?Minority institutions? National laboratories?National laboratories? Industry and government?Industry and government? Special facilitiiesSpecial facilitiies

Competitive AssessmentCompetitive Assessment Where is strongest competition, and Where is strongest competition, and

what will they propose?what will they propose? What weaknesses can USC exploit?What weaknesses can USC exploit? What USC strengths can be applied to What USC strengths can be applied to

the problem?the problem? How can USC compensate for How can USC compensate for

weaknesses with external weaknesses with external involvement?involvement?

““Shadow” the competitionShadow” the competition

Before going too far…Before going too far… Sketch the budget, see what you can affordSketch the budget, see what you can afford

• Administration: 10-20%Administration: 10-20%• Education: 0-20%Education: 0-20%• Outreach: 5-10%Outreach: 5-10%• Funded projects: 50-75%Funded projects: 50-75%

– Pre-selected funded projects: 0-75%Pre-selected funded projects: 0-75% Assess realistic funding per investigator, Assess realistic funding per investigator,

and matching requirements, before inviting and matching requirements, before inviting anyoneanyone

Identify those skills that are needed to Identify those skills that are needed to fulfill the visionfulfill the vision

Picking the MembersPicking the Members Open invitations are asking for trouble – Open invitations are asking for trouble –

will quickly lose focuswill quickly lose focus Scientific reputation (build the quals)Scientific reputation (build the quals) Satisfying diversity goals (individuals and Satisfying diversity goals (individuals and

institutions)institutions) TrustworthynessTrustworthyness Team playersTeam players Time and prior commitments (will they be Time and prior commitments (will they be

present at site visit?)present at site visit?) Special assets (facilitiies, familiarity with Special assets (facilitiies, familiarity with

sponsor, matching funds)sponsor, matching funds)

Attracting Key MembersAttracting Key Members Sell them on the vision – Sell them on the vision –

opportunity to be part of opportunity to be part of something importantsomething important

Carefully considered financial Carefully considered financial commitmentscommitments

Create Core GroupCreate Core Group Identify about 3-5 people who are core to Identify about 3-5 people who are core to

the proposal – absolutely essentialthe proposal – absolutely essential Clarify the role of each core member in Clarify the role of each core member in

the proposal and center – reach the proposal and center – reach agreement, but avoid specific budget agreement, but avoid specific budget commitment at this pointcommitment at this point

Begin meeting on regular basis to map Begin meeting on regular basis to map out strategy and executeout strategy and execute

Based on the leadership you exhibit, Based on the leadership you exhibit, make it clear that you are in chargemake it clear that you are in charge

2. Organization Plan2. Organization Plan Director/PI (you) Director/PI (you)

• Bottom line responsibility/final Bottom line responsibility/final authority for entire centerauthority for entire center

• Primary interface with sponsor and Primary interface with sponsor and key advisory/steering committeeskey advisory/steering committees

• Intellectual leader for entire centerIntellectual leader for entire center• Typically 50% to 100% effortTypically 50% to 100% effort

Deputy Director(s)Deputy Director(s) As needed, faculty member may be As needed, faculty member may be

deputy director for defined areas:deputy director for defined areas:• Deputy Director for EducationDeputy Director for Education• Deputy Director for Technology TransferDeputy Director for Technology Transfer• Deputy Director, or Research Lead, for Deputy Director, or Research Lead, for

Defined Research Concentration Areas, or Defined Research Concentration Areas, or Institutions Institutions

Do not burden center with too much Do not burden center with too much administrationadministration

StaffingStaffing Sometimes, Managing Director ($100-$150k)Sometimes, Managing Director ($100-$150k)

• Project management, production of deliverables, Project management, production of deliverables, budget oversight – should have broad technical budget oversight – should have broad technical understanding (often PhD), but usually not the idea understanding (often PhD), but usually not the idea generatorgenerator

Sometimes, Industrial Liaison ($100-$150k)Sometimes, Industrial Liaison ($100-$150k) Chief Financial Officer (level I to K)Chief Financial Officer (level I to K)

• Budgeting, payroll, financial reportingBudgeting, payroll, financial reporting Outreach Manager (level H to J)Outreach Manager (level H to J)

• Publicity, events, brochuresPublicity, events, brochures Educational Coordinator (level H, I)Educational Coordinator (level H, I)

• Advisement, student programs, etc.Advisement, student programs, etc.

Other Staffing, Depending Other Staffing, Depending on Sizeon Size Lower level support staff for Lower level support staff for

administrationadministration Research support positionsResearch support positions

CommitteesCommittees Scientific Advisory CommitteeScientific Advisory Committee

• Technical review of workTechnical review of work Industrial/Government Advisory Industrial/Government Advisory

CommitteeCommittee Executive Committee (sometimes)Executive Committee (sometimes)

• Participation in selection, review Participation in selection, review processprocess

• Set internal technical directionSet internal technical direction

Example OrganizationExample Organization

DirectorScientific Advisory Committee

Sponsor

Managing Director

Business Officer

Outreach Manager

DD for Education

Scientific Advisory Committee

Faculty Project Leaders

Alternate OrganizationAlternate Organization

DirectorScientific Advisory Committee

Sponsor

Research Leader 2Business

OfficerOutreach Manager

Research Leader 1

Scientific Advisory Committee

Faculty Project Leaders

Faculty Project Leaders

Faculty Project Leaders

3. Selection/Review 3. Selection/Review ProcessProcess How Will You Allocate Funds Among Projects How Will You Allocate Funds Among Projects

& Review Work?& Review Work?• Role of initial participantsRole of initial participants• Balancing “processes” versus “plan”Balancing “processes” versus “plan”• Authority of PI to make decisionAuthority of PI to make decision• Peer review of work & proposalsPeer review of work & proposals• Respond to sponsors prioritiesRespond to sponsors priorities• Sticking to the visionSticking to the vision

Must be a good system for changing courseMust be a good system for changing course

Peer Review SystemPeer Review System Create RFP for limited competition, with Create RFP for limited competition, with

input from sponsor and advisory committeesinput from sponsor and advisory committees Publicize within USC, perhaps beyond USC Publicize within USC, perhaps beyond USC

(among partners or broadly)(among partners or broadly) Send for reviews, either individual or panelSend for reviews, either individual or panel Rank order, present back to advisory Rank order, present back to advisory

committee for strategic assessment & committee for strategic assessment & selectionselection

Review work before advisory committees, Review work before advisory committees, integrate into the processintegrate into the process

Peer Review MeritsPeer Review Merits StrengthsStrengths

• Can filter best quality proposalsCan filter best quality proposals• Generally perceived as fairGenerally perceived as fair• Attracts new bloodAttracts new blood• Fairly easy to make correctionsFairly easy to make corrections

WeaknessesWeaknesses• Loss in your authorityLoss in your authority• Harder to integrate projectsHarder to integrate projects• Bureaucratic and slowBureaucratic and slow• Difficult to push work toward particular needsDifficult to push work toward particular needs• Reviewers may be out of touch with priorities and Reviewers may be out of touch with priorities and

may not be aware of past performancemay not be aware of past performance• Proposal may be viewed as non-specificProposal may be viewed as non-specific

Follow Master ProposalFollow Master Proposal Build team with specific work plans Build team with specific work plans

at time the center proposal is at time the center proposal is submittedsubmitted

Follow the plan, unless significant Follow the plan, unless significant corrections are neededcorrections are needed

Merits: Master ProposalMerits: Master Proposal StrengthsStrengths

• Builds continuityBuilds continuity• Team buildingTeam building• Easier to integrateEasier to integrate

WeaknessesWeaknesses• Can be hard to fix problems—sense of Can be hard to fix problems—sense of

entitlemententitlement• Not responsive to changeNot responsive to change• Creates perception of insularity – hard to Creates perception of insularity – hard to

develop outreach/support in universitydevelop outreach/support in university

PI is in ChargePI is in Charge Based on input from advisory Based on input from advisory

committees, PI makes decision on committees, PI makes decision on whom to fund, what to fund, on whom to fund, what to fund, on annual or perhaps continuing basisannual or perhaps continuing basis

Merits: “PI is in charge”Merits: “PI is in charge” StrengthsStrengths

• Easiest to respond to changing Easiest to respond to changing prioritiespriorities

• Builds coherency among projectsBuilds coherency among projects• Power to cut losses earlyPower to cut losses early

WeaknessesWeaknesses• Lose commitment among facultyLose commitment among faculty• May make wrong decisionsMay make wrong decisions

Balanced ApproachBalanced Approach Percentage reserved for Percentage reserved for

competitive programscompetitive programs Percentage for original group of Percentage for original group of

participants, subject to advisory participants, subject to advisory committee reviewcommittee review

Percentage at discretion of the PIPercentage at discretion of the PI

4. Talk to Your 4. Talk to Your Administration(s)Administration(s) Begin with the vision: why it is Begin with the vision: why it is

importantimportant Space NeedsSpace Needs Cost-shareCost-share Degree programsDegree programs Leveraging existing programsLeveraging existing programs Participation/support in proposal Participation/support in proposal

generation, site visitgeneration, site visit

Overhead DivisionOverhead Division USC Policy: Overhead is collected by USC Policy: Overhead is collected by

the school that performs the work.the school that performs the work. OH on Administration, Education, OH on Administration, Education,

Outreach, other central activities Outreach, other central activities generally collected by the PI’s school.generally collected by the PI’s school.

Individual projects generally Individual projects generally established as satellites, with OH established as satellites, with OH traveling to the recipient schooltraveling to the recipient school

Types of Required Cost-Types of Required Cost-ShareShare Overhead reduction (often for foundations)Overhead reduction (often for foundations) % of total cost% of total cost TuitionTuition NIH Salary CapNIH Salary CapStarting point: each school participates Starting point: each school participates

equally in cost-share, in proportion to equally in cost-share, in proportion to overhead receivedoverhead received

Deans will want to use soft cost-share as Deans will want to use soft cost-share as much as feasible (discussed later)much as feasible (discussed later)

Space CommitmentSpace Commitment Center will likely need an office Center will likely need an office

suite, and perhaps new labs.suite, and perhaps new labs. Space commitment for the center Space commitment for the center

is normally met by the PI’s schoolis normally met by the PI’s school When this is impossible, or if When this is impossible, or if

center is independent of a school, center is independent of a school, space might be found through space might be found through provost office (likely off campus)provost office (likely off campus)

Provost Office RoleProvost Office Role Advise and support site visits for major Advise and support site visits for major

effortsefforts Identify persons to create budgetsIdentify persons to create budgets Critique proposals, adviseCritique proposals, advise Participate in site visitsParticipate in site visits Generate commitment lettersGenerate commitment letters Cost-share on occasion (discussed Cost-share on occasion (discussed

later)later)

5. Proposal Writing5. Proposal Writing Proposal should have a single author, the PI, with Proposal should have a single author, the PI, with

some input from otherssome input from others• Consistency and coherency are essentialConsistency and coherency are essential• Ensure that all elements are coveredEnsure that all elements are covered

PI might be assisted by a professional proposal PI might be assisted by a professional proposal writerwriter• Assemble input from othersAssemble input from others• Prepare graphicsPrepare graphics• Stylistic, grammatical editingStylistic, grammatical editing• Packaging and formattingPackaging and formatting

Other faculty can provide input for individual Other faculty can provide input for individual sectionssections

PI Must Write these PI Must Write these SectionsSections Abstract, SummaryAbstract, Summary IntroductionIntroduction Vision, MissionVision, Mission Organization PlanOrganization Plan ConclusionsConclusions

Proposal Writing StepsProposal Writing Steps Parse the RFP – determine required sections Parse the RFP – determine required sections

and their orderand their order Determine which sections require input from Determine which sections require input from

othersothers List key messages that will be reinforcedList key messages that will be reinforced Prepare initial draft vision statement or Prepare initial draft vision statement or

abstract (perhaps graphics) that explains the abstract (perhaps graphics) that explains the theme of the proposaltheme of the proposal

Create schedule, allowing first draft at least 2 Create schedule, allowing first draft at least 2 weeks before due date (longer the better)weeks before due date (longer the better)

Write and revise Write and revise

Communication with Co-Communication with Co-authorsauthors Provide all high-level material: Provide all high-level material:

vision, key messages, information vision, key messages, information on organization, etc.on organization, etc.

Make a specific requestMake a specific request• Exact topicExact topic• Use naming convention for file Use naming convention for file • Length, format, due dateLength, format, due date• May give budget range for topic, but May give budget range for topic, but

avoid specific commitmentavoid specific commitment

Processing InputProcessing Input Review for Quality – if poor, reject Review for Quality – if poor, reject

the participantthe participant If good and needed, edit for style, If good and needed, edit for style,

grammar lengthgrammar length Assemble all components into Assemble all components into

single documentsingle document Write, Re-write, Review, Criticize, Write, Re-write, Review, Criticize,

Input from Multiple PartiesInput from Multiple Parties

6. Budget Creation6. Budget Creation You need help from a professionalYou need help from a professional

• Qualified to be business officerQualified to be business officer• Experience in proposal creation with Experience in proposal creation with

multiple departments, sub-contracts, multiple departments, sub-contracts, institutions, cost-sharing, etc.institutions, cost-sharing, etc.

The professional cannot do The professional cannot do everythingeverything• All strategic decisions are yoursAll strategic decisions are yours

Do not delay, as it will be complicatedDo not delay, as it will be complicated

What to Tell the BudgeterWhat to Tell the Budgeter Total dollars available, start date, end dateTotal dollars available, start date, end date Organization plan, with time commitments (%) Organization plan, with time commitments (%)

for all central activities (admin, outreach, for all central activities (admin, outreach, education, etc.)education, etc.)

Other needed central expenses – gross $s Other needed central expenses – gross $s (equipment, materials, travel, events, etc.)(equipment, materials, travel, events, etc.)

General budget guidelines, year 1 versus General budget guidelines, year 1 versus future yearsfuture years

Dollar division among participating faculty and Dollar division among participating faculty and projectsprojects

Any cost-share requirementsAny cost-share requirements

What the Budgeter will What the Budgeter will Tell YouTell You Aggregate budgetAggregate budget Split among budget categories Split among budget categories

(admin, outreach, project areas, (admin, outreach, project areas, etc.)etc.)

Whether you are in budget or not; Whether you are in budget or not; whether to cut or addwhether to cut or add

Your Next StepYour Next Step Make budget adjustments, up or Make budget adjustments, up or

down, based on your priorities, down, based on your priorities, commitments, and what it takes to commitments, and what it takes to win – iterate until budget is win – iterate until budget is balancedbalanced

Once Budget is Balanced:Once Budget is Balanced: Budgeter communicates with each Budgeter communicates with each

faculty member who has a project (or faculty member who has a project (or an assistant), to prioritize the allocation an assistant), to prioritize the allocation of that faculty member’s budget.of that faculty member’s budget.

Specific budget may be requested for Specific budget may be requested for each – exact dollar amounts, exact each – exact dollar amounts, exact durations – with specific deadline (durations – with specific deadline (do do not allow any deviations at this not allow any deviations at this pointpoint))

General AdviceGeneral Advice Don’t over specify the budget – use Don’t over specify the budget – use

categories, rather than specific categories, rather than specific individuals, where feasibleindividuals, where feasible

Leave a cushion – must have some Leave a cushion – must have some funds that can be moved as neededfunds that can be moved as needed

Don’t over commit to participants – Don’t over commit to participants – needs will changeneeds will change

Meeting Cost-shareMeeting Cost-share Soft Cost Share (these may prioritize Soft Cost Share (these may prioritize

existing allocations toward your center)existing allocations toward your center)• TuitionTuition• Portion of academic year salary, paid by your Portion of academic year salary, paid by your

school and devoted to researchschool and devoted to research• Some forms of staff support, for instance in Some forms of staff support, for instance in

educationeducation• Sometimes fellowshipsSometimes fellowships

Hard Cost-shareHard Cost-share• New dollar commitmentsNew dollar commitments

Sources of Cost ShareSources of Cost Share Your own lab, such as gift fundsYour own lab, such as gift funds Your school or departmentYour school or department External sources, such as companies or External sources, such as companies or

state governmentstate government Provost office, when:Provost office, when:

• Cost share is requiredCost share is required• Two or more schoolsTwo or more schools• Each school makes hard dollar commitmentEach school makes hard dollar commitment• Strategic university priorityStrategic university priority

7. Broader Impacts 7. Broader Impacts OutreachOutreach NSF: How well does the activity advance NSF: How well does the activity advance

discovery and understanding while promoting discovery and understanding while promoting teaching, training, and learning? How well does teaching, training, and learning? How well does the proposed activity broaden the participation of the proposed activity broaden the participation of underrepresented groups (e.g., gender, ethnicity, underrepresented groups (e.g., gender, ethnicity, disability, geographic, etc.)? To what extent will it disability, geographic, etc.)? To what extent will it enhance the infrastructure for research and enhance the infrastructure for research and education, such as facilities, instrumentation, education, such as facilities, instrumentation, networks, and partnerships? Will the results be networks, and partnerships? Will the results be disseminated broadly to enhance scientific and disseminated broadly to enhance scientific and technological understanding? What may be the technological understanding? What may be the benefits of the proposed activity to society?benefits of the proposed activity to society?

DiversityDiversity Broadening opportunities and enabling Broadening opportunities and enabling

the participation of all citizens -- the participation of all citizens -- women and men, underrepresented women and men, underrepresented minorities, and persons with minorities, and persons with disabilities -- is essential to the health disabilities -- is essential to the health and vitality of science and and vitality of science and engineering. NSF is committed to this engineering. NSF is committed to this principle of diversity and deems it principle of diversity and deems it central to the programs, projects, and central to the programs, projects, and activities it considers and supports.activities it considers and supports.

StrategiesStrategies Broad participationBroad participation

• Minorities, women as lead participantsMinorities, women as lead participants• Minority serving institutionsMinority serving institutions

Include outreach plan in proposalInclude outreach plan in proposal Strong role for industry/governmentStrong role for industry/government Education program Education program

Example Education Example Education ActivitiesActivities High school outreach with High school outreach with

communitycommunity Summer internship from minority Summer internship from minority

institutionsinstitutions Fellowship or RA program targeted Fellowship or RA program targeted

at under-represented groupsat under-represented groups Staff position focused on outreachStaff position focused on outreach

8. Site Visit: Goals8. Site Visit: Goals LeadershipLeadership TeamworkTeamwork Commitment of the universityCommitment of the university ResponsivenessResponsiveness IntegrationIntegration All key members must attend, All key members must attend,

along with key administratorsalong with key administrators

General StructureGeneral Structure PI makes key presentations, coveringPI makes key presentations, covering

• Vision, mission, themeVision, mission, theme• Management/organization planManagement/organization plan• Conclusions, summaryConclusions, summary

Others present their own areasOthers present their own areas• Education, Outreach, etc.Education, Outreach, etc.• Faculty representing their areasFaculty representing their areas

Include outstanding studentsInclude outstanding students PI acts as the emcee throughout the visit, handling PI acts as the emcee throughout the visit, handling

all questions, keeping event all questions, keeping event on timeon time, on topic, etc., on topic, etc. Ensure commitment of all key participants to Ensure commitment of all key participants to

attendattend

Advance PlanningAdvance Planning Identify your presenters: they must be Identify your presenters: they must be

reliable and high qualityreliable and high quality Create presentation template, with Create presentation template, with

graphics that reinforce the themegraphics that reinforce the theme• Generally, the first slide of each Generally, the first slide of each

presentation should reinforce the theme, presentation should reinforce the theme, and where it is placed within entire proposaland where it is placed within entire proposal

• Should all have the same appearanceShould all have the same appearance Create slide graphics that can be Create slide graphics that can be

incorporated in presentationsincorporated in presentations

After Schedule is CreatedAfter Schedule is Created Notify each speakerNotify each speaker

• Allocated time (allow 50% of time for Q&A)Allocated time (allow 50% of time for Q&A)• Number of slides (about one per minute)Number of slides (about one per minute)• Provide template, and mandate its useProvide template, and mandate its use

Give deadline for submitting all powerpoint Give deadline for submitting all powerpoint slides, well in advance of site visitslides, well in advance of site visit

Identify date for dress rehearsalIdentify date for dress rehearsal Use a staff person to coordinate event, Use a staff person to coordinate event,

arrange rooms, food, transportation, hotels, arrange rooms, food, transportation, hotels, creating seating charts: accommodations creating seating charts: accommodations should be good, but should be good, but not excessivenot excessive

Prior to Dress RehearsalPrior to Dress Rehearsal Edit all slides for consistency and Edit all slides for consistency and

contentcontent Load on two computers (one back-Load on two computers (one back-

up) + perhaps a jump driveup) + perhaps a jump drive Verify that it works with the project Verify that it works with the project

that you plan to usethat you plan to use Send remindersSend reminders

Dress RehearsalDress Rehearsal All presenters should attend entire rehearsalAll presenters should attend entire rehearsal Do not short-cut, go through whole set of Do not short-cut, go through whole set of

presentationspresentations Critique each, look for short-comings and Critique each, look for short-comings and

adjustadjust Ideally, presentation packet with final Ideally, presentation packet with final

versions of presentations should be versions of presentations should be duplicated after the dress rehearsal – at this duplicated after the dress rehearsal – at this point you are locked inpoint you are locked in

Day of Site VisitDay of Site Visit Arrive early, be prepared with backupArrive early, be prepared with backup Provide for sufficient staff supportProvide for sufficient staff support Start on timeStart on time Actively manage all Q&A, directing Actively manage all Q&A, directing

questions as neededquestions as needed Focus on decision makersFocus on decision makers Show understanding, responsiveness, Show understanding, responsiveness,

flexibility while sticking to the visionflexibility while sticking to the vision

Example Schedule: Site Example Schedule: Site VisitVisit Prior to notification: complete most advance planning Prior to notification: complete most advance planning

(assume you will win)(assume you will win) 2 months in advance: notification2 months in advance: notification

• Notify all team members, finalize dateNotify all team members, finalize date 2 weeks later2 weeks later

• Distribute template, exact speaking guidelines Distribute template, exact speaking guidelines • Finalize location, arrangementsFinalize location, arrangements

4 weeks later4 weeks later• Deadline for submitting presentationsDeadline for submitting presentations

6 weeks later6 weeks later• First dress rehearsalFirst dress rehearsal

7 weeks later7 weeks later• Repeat rehearsals where needed, prepare all copied Repeat rehearsals where needed, prepare all copied

materialmaterial

Example Schedule: Example Schedule: ProposalProposal Prior to announcement: team building, organization plan, visionPrior to announcement: team building, organization plan, vision 3 months in advance: announcement3 months in advance: announcement

• Refine visionRefine vision• Create high-level budgetCreate high-level budget• Speak with administrationSpeak with administration• Create selection processCreate selection process

10 weeks in advance: 10 weeks in advance: • Finish proposal outline and distribute to teamFinish proposal outline and distribute to team• Refine budget, detail central portionRefine budget, detail central portion

6 weeks in advance6 weeks in advance• Achieve all needed administration commitmentsAchieve all needed administration commitments• Assemble first draft of proposalAssemble first draft of proposal• Send budget guidelines to participantsSend budget guidelines to participants

4 weeks in advance4 weeks in advance• Distribute fully integrated proposal to team for review/commentDistribute fully integrated proposal to team for review/comment• Finish complete draft budgetFinish complete draft budget

2 weeks in advance2 weeks in advance• Receive input from team, and revise proposalReceive input from team, and revise proposal

MechanicsMechanics 1. Team building1. Team building 2. Organization Plan2. Organization Plan 3. Selection Process3. Selection Process 4. Talk with your administration4. Talk with your administration 5. Proposal writing5. Proposal writing 6. Budget creation6. Budget creation 7. Broader impacts/outreach7. Broader impacts/outreach 8. Site visit8. Site visit

Final ThoughtsFinal Thoughts Maintain focus: vision, leadership, Maintain focus: vision, leadership,

team, organizationteam, organization Plan, and provide a cushionPlan, and provide a cushion Get help on budget and packagingGet help on budget and packaging Do not delegate big decisions; PI Do not delegate big decisions; PI

needs to take chargeneeds to take charge Be careful on commitments: consider Be careful on commitments: consider

how center will actually operate if how center will actually operate if fundedfunded

Resources on USC SiteResources on USC Site

Example Presentation Example Presentation MaterialsMaterials