Affecting Institutional Inertia: Functional University & Medical Center Collaborations

1. Affecting Institutional Inertia:Functional University & Medical Center Collaborations Eric Kennedy and Joseph Tranquillo Biomedical Engineering Department Bucknell University, Lewisburg, PA BIOMEDICAL ENGINEERING DEPARTMENT

2. Bucknell University Bucknell University: Liberal Arts Institution & Professional Programs (Management & Engineering) ~3500 total students ~350 faculty Carnegie Classification (< 50 Masters/ Year) College of Engineering: ~700 students ~70 full-time faculty Biomedical Engineering Department: 15-18 students per class (currently 63 total) 6 full-time faculty & one shared appointment Highly selective = High expectations

3. Bucknell & “Central Isolation” 3 Hours 3.5 Hours 3 Hours 3 Hours

4. Bucknell & “Central Isolation” 17 Miles Bucknell University Geisinger Health System

5. Geisinger Health System Facilities & Physicians: 44 County Service with 2.6 Million Population 4 Major Hospital Centers& 2 Community Hospitals ~77k admissions / 1800 beds ~1000 physicians & ~450 resident physicians Managed Care Plans: ~322K members (including ~68K Medicare Advantage members) ~34K contracted providers/facilities 43 PA counties Nationally Recognized for Integrated Healthcare Initiatives

6. Bucknell BME & Geisinger 2006-2007: 4 Senior Design Teams (13 Students, 4 Physicians, 4 Faculty) 1 Summer Internship Student for Medical Device Design Patent Applications (Assigned to Geisinger) Grassroots Collaboration (Individual Relationships) 2009-2010: • 3 Senior Design Teams (12 Students, 3 Physicians, 3 Faculty) • 4 Summer Internship Students for Medical Device Design • Individual Faculty Research Collaborations Bucknell & Geisinger Collaboration Agreement • Bucknell & Geisinger Intellectual Property Policies • Bucknell – Geisinger Research Initiative (BGRI) • Human Health Initiative Today: • 5 Senior Design Teams (18 Students, 5 Physicians, 4 Faculty) • 2 Device Development Internship Teams (w Marketing) • External Design Firm for Technology Transfer • 2 BGRI Seed & Sustaining Collaborative Grants

7. Institutional & Collaborative Challenges Intellectual Property Intellectual Property Policies (Reactive vs. Proactive) Bucknell – Geisinger IP Management Plan IP Management & Steering Committee Project Plans @ Project Outset Clinical Experiences for Students vs. HIPPA Student on-site training (proactive 4 month lead-time) administered by Geisinger Clinic Administration (Chief Administrative Officer for Research Formal Administration & Logistical Support Geisinger Clinic –Bucknell University Project Collaboration Agreement Bucknell Provost’s Office (Assistant Provost for Research) & Geisinger Clinic Administration (Chief Administrative Officer for Research)

8. Human Health Initiative University Campaign: • Creative Campus Initiative • Global Learning Initiative • Human Health Initiative • Management Education Initiative • Residential Learning Initiative • Sustainability Initiative • Medical Device Development & Student Inventorship Support • BME & Management • BU-GHS Faculty Appointments • Neuroscience Research Advancement • Autism & Developmental Medicine (BU-GHS) • Data & High Speed Computing • Neuroscience & BME • Computer Science Engineering • Community Healthcare Research • Management & Economics

9. Affecting Institutional Inertia:Functional University & Medical Center Collaborations Eric Kennedy and Joseph Tranquillo Biomedical Engineering Department Bucknell University, Lewisburg, PA BIOMEDICAL ENGINEERING DEPARTMENT