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smtNCTHENINC. TUt Rl^D IMRASTKIICTIJW /I 



personnel between the National Laboratories and the ERls. This would give 

 povcrnnicni scientists, engineers, and social scientists an opponunity to benefit 

 from the career growth and educational opportunities offered in the uni- 

 versity and nongovernmental setting. It would also enhance the National 

 Laboratories by bringing some of the best scientists and engineers in the 

 nation into government laboratories for extended periods. 



After considering the views of a full range of experts within and 

 outside the firdcral government, the EPA Science Advisory Board (SAB) should 

 make recommendations to the EPA Administrator regarding the missiotis 

 of the Institutes. The SAB should examine other similar research organi- 

 zations operating through the National Institutes of Health and the De- 

 partment of Energy and should make recommendations to EPA's Office of 

 Research and Development as to how the best features of these organiza- 

 tions can be incorporated into EPA's institutes. The ERIs should then be 

 awarded through a merit-based competition. 



The ERIs' charter and organization are critical to their success. In- 

 stitutes of the size envisioned here cannot function as academic subunits. 

 While it is important for the institutes to have a close affiliation with a uni- 

 versity (or with several universities), it is essential that they not operate as 

 a component of a university, especially not as a com{x>ncnt of a single col- 

 lege or department. The institutes could repon to the research vice pres- 

 idents or to the presidents of universities, or affiliated but autonomous not- 

 for-profit institutes could be established outside, but nearby, the universities. 



A niunbcr of organizations have demonstrated that they can effec- 

 tively operate research institutes staffed with full-time employees under re- 

 search administrations separate from academic administrations. Faculty and 

 students move back and forth from the academic side to the research in- 

 stitute once the rules and expectations are negotiated and understood. The 

 success of this approach seems to be highly correlated with the culture of 

 the individual university. 



A more recent trend is the establishment of affiliated not-for-profit 

 centers. Many of these organizations have been created in the last decade 

 as states have expanded their suppon of technology-driven economic de- 

 velopment. One distinct advantage of such centers is that proprietary work 

 with industry is greatly facilitated in the autonomous centers. Faculty and 

 students can still do nonproprietary work within these organizations, but 

 they would recognize that if they choose to work on proprietary* projects, 

 publication of their work may be delayed or precluded. If an ERI's mission 

 requires close cooperation with industry, then the not-for-profit approach 

 can operate in a typical business fashion, rather than following university 

 calendars and administrative procedures. 



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