Building and Executing Aggressive Research Plans in a Large National Laboratory Consortium: Insights from the Co-Optimization of Fuels and Engines Initiative

This report describes lessons learned in the establishment, execution and termination of a large, multi-institutional consortium, derived from the Co-Optimization of Fuels and Engines experience. The decision to form a consortium comes with benefits (in advancing challenging multidisciplinary research) and costs (in time and additional management funds). Once the decision is made, key elements to a strong start include establishing a shared vision and goals; engaging an experienced project manager early; instituting feedback and oversight mechanisms to ensure relevance, strong performance, and situational awareness. Once a consortium is up and running, DOE and leadership should strike the right balance between competition and collaboration; foster an environment that builds trust; and adjust the organizational structure as needed to maintain collaboration. Finally, DOE and the labs can plan effectively for a smooth transition as a consortium winds down. This report provides some additional lessons and details on these lessons that we hope future DOE and lab leaders will find useful as they contemplate standing up new consortia.