Pivotal Points in Establishing and
Achieving Sustainable, Cross-Sector
and Interdisciplinary STEM
Collaborations
THOMAS J. TAUER
• ASSOCIATE PROVOST AND DEAN OF UNIVERSITY COLLEGE, EAST
STROUDSBURG UNIVERSITY OF PENNSYLVANIA
• CHINCOTEAGUE BAY FIELD STATION LIAISON TO THE NATIONAL
AERONAUTICS AND SPACE ADMINISTRATION
National Professional Science Master’s Association 4th National Conference, November 15, 2013
Pivotal Points in Establishing and Achieving Sustainable,
Cross-Sector and Interdisciplinary STEM Collaborations
 Challenges
(partial list 1)
:
• Identifying Current Collaborators/Collaborations
• Identifying Potential Collaborators/Collaborations
• Communication
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Establishing Communication
Sustaining Effective Communication
Obtaining High-Level Communication
• Interpreting Missions, Visions, & Values (MVV)
• Understanding Organizational Cultures, Rules, & Employee
Reward/Review Processes
National Professional Science Master’s Association 4th National Conference, November 15, 2013
Pivotal Points in Establishing and Achieving Sustainable,
Cross-Sector and Interdisciplinary STEM Collaborations
 Challenges
(partial list 2)
:
• Gaining Buy-in
• Establishing Collaboration(s)
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Setting Appropriate Expectations
Managing Competing Interests
Providing Essential Support
• Sustaining Collaborations
• Change: Organizational, MVV,
Personnel, Budget, etc.
National Professional Science Master’s Association 4th National Conference, November 15, 2013
Pivotal Points in Establishing and Achieving Sustainable,
Cross-Sector and Interdisciplinary STEM Collaborations
 Strategies
(partial list 1)
:
• Establish Points of Contact
• Identify Areas of Opportunity & Synergy
• Map Missions, Visions, Values, Goals, Objectives,…
• Discuss Organizational SWOT
• Specify Deliverable(s) & Outcome(s)
• Establish Timeline(s)
• Articulate Responsibilities of All Parties
National Professional Science Master’s Association 4th National Conference, November 15, 2013
Pivotal Points in Establishing and Achieving Sustainable,
Cross-Sector and Interdisciplinary STEM Collaborations
 Strategies
(partial list 2)
:
• Establish Formal Agreement (if possible…time…)
• Celebrate Success
• Continue Opportunity Exploration & Evaluation
• Leverage Points
of Contact During Change
National Professional Science Master’s Association 4th National Conference, November 15, 2013
Pivotal Points in Establishing and Achieving Sustainable,
Cross-Sector and Interdisciplinary STEM Collaborations
 Example:
Chincoteague Bay Field Station Liaison to the National Aeronautics and
Space Administration (NASA)
• Chincoteague Bay Field Station
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Name Changed Oct. 1, 2013 from the Marine Science Consortium (est. 1968)
A 501 (c) (3) Non-Profit
Completed First Strategic Plan in January 2010
In the Process of Completing a New Strategic Plan
Composed of 10 of the 14 Universities within the Pennsylvania State System of Higher
Education (PASSHE) and 4 Other Private and Public Institutions of Higher Education
Change in Board of Directors and the Board Leadership
Change in Institutes of Higher Education Membership
Completed $15 Million Campus Revitalization Project in 2010
National Professional Science Master’s Association 4th National Conference, November 15, 2013
Pivotal Points in Establishing and Achieving Sustainable,
Cross-Sector and Interdisciplinary STEM Collaborations

Chincoteague Bay Field Station: Approximately 166 Miles from this Conference Room
National Professional Science Master’s Association 4th National Conference, November 15, 2013
Pivotal Points in Establishing and Achieving Sustainable,
Cross-Sector and Interdisciplinary STEM Collaborations

Chincoteague Bay Field Station: 0 Miles from NASA Goddard Space Flight Center (GSFC)
Wallops Flight Facility (WFF)
National Professional Science Master’s Association 4th National Conference, November 15, 2013
Pivotal Points in Establishing and Achieving Sustainable,
Cross-Sector and Interdisciplinary STEM Collaborations
 Example:
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Changes in Universities’ Strategic Plans
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Examples from ESU: New President in 2012 and 3 Provosts in 5 years
Change in PASSHE Senior Leadership
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Example: East Stroudsburg University of Pennsylvania (ESU) is in the Process of
Completing a New Strategic Plan
Changes in Universities’ Senior Leadership
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Chincoteague Bay Field Station Liaison to the National Aeronautics and
Space Administration (NASA)
Example: New Chancellor as of Oct. 1, 2013
NASA Goddard Space Flight Center (GSFC) Wallops Flight Facility (WFF)
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Change in Senior Leadership
Change in Point of Contact (3 in 5 years)
Change in Budgets
• Government Shutdown(s) & Sequestration
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National Professional Science Master’s Association 4th National Conference, November 15, 2013
Mapping of Mission, Vision, Values, Goals, Objectives, …
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Chincoteague Bay Field Station Overarching Goals:
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PASSHE 4 Strategic Areas:
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Transforming Students and the Learning Environment
Transforming Resources
Transforming University-Community Relations
Transforming PASSHE’s Role in Determining the Commonwealth’s Future
NASA Significant and Sustained Investments in:
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Excellence in Teaching and Learning
Expanded Research Opportunities
Modernize Facilities, Provide for MSC Staff Development and Retention and Provide High Quality Student/Participant Life
Self-Sufficiency
Transformative technology development and demonstrations to pursue new approaches to space exploration, including heavy-lift technologies;
Robotic precursor missions to multiple destinations in the solar system;
U.S. commercial spaceflight capabilities;
Extensions and increased utilization of the International Space Station;
Cross-cutting technology development in a new Space Technology Program;
Climate change research and observations;
NextGen and green aviation; and
Education, including focus on Science, Technology, Engineering and Math (STEM)
NASA GSFC WFF Mission Plan Objectives:
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To help achieve NASA's strategic objectives for scientific and educational excellence through cost efficient integration, launch, and operations of
suborbital and small orbital payloads.
To enable scientific, educational, and economic advancement by providing the facilities and expertise to enable frequent flight opportunities for a diverse
customer base.
To serve as a key facility for operational test, integration, and certification of NASA and commercial next-generation, low-cost orbital launch technologies.
To pioneer productive and innovative government, industry, and academic partnerships
National Professional Science Master’s Association 4th National Conference, November 15, 2013
Increasing Communication, Celebrating Success, Expanding
Collaborations, Opportunity Exploration, & Formal Agreements
 Publication of Annual Reports
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First NASA Goddard Space Flight Center (GSFC) Wallops Flight Facility (WFF) &
Marine Science Consortium Research Collaboration Annual Report Published in June
2010
 Establishment of the Coastal Zone Research Symposium
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First Coastal Zone Research Symposium Held in May 2011 at the Marine Science
Consortium’s New LEED-Certified Education Center
 Expansion & Diversification of Research Collaborations
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Faculty, Staff, & Students from Different Universities & Disciplines Working
Collaboratively
NASA, Chincoteague National Wildlife Refuge, & The Nature Conservancy,
Collaborating with University Faculty, Staff, & Students
 Establishing Formal Agreements
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Signing of the Nonreimbursable Umbrella Space Act Agreement in August 2011 by
NASA, the U.S. Department of Interior U.S. Fish and Wildlife Service, and the Marine
Science Consortium
National Professional Science Master’s Association 4th National Conference, November 15, 2013
Pivotal Points in Establishing and
Achieving Sustainable, Cross-Sector
and Interdisciplinary STEM
Collaborations
THANK YOU
ttauer@esu.edu
National Professional Science Master’s Association 4th National Conference, November 15, 2013