The basis for success is a well functioning governance structure, aimed at permitting smooth processes inside the CRC and, at the same time, involving the relevant partner in the (strategic) decision making processes.

• Board and/or Steering Committee
  • should all partners have members on the board/steering committee?  Which partners are necessary, which ones are “nice to have”?  What is the ideal number of members appropriate to the decision-taking efficiency of the board/steering committee?
  • how much influence should be given to industry?  Should it be in the majority - for example, in industry-led CRCs - or should it be balanced with the science and research influences?
  • should the funding agency have a seat on the board/steering committee?
  • what are the responsibilities and duties of the board/steering committee and its members, and what do the corresponding decision structures look like?
• Status of the CRC
• should the CRC be a legal entity?  What are the pros and cons of having a distinct and separate legal entity?
• what should be the relationship to the host institution (if the CRC is not a stand-alone entity)?