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Pages 10-16

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From page 10...
... 10 2.1 Overview Successful IP management requires long-term commitment within the state DOT. Adopting processes and procedures that support the DOT's mission is very important.
From page 11...
... Overview of the IP Management Process 11 impact on the DOT. For the state DOT, the decision will also be affected by the sources of project or activity funding and their requirements regarding work used on projects or other activities performed by state DOT employees or by contractors working for or on behalf of the state DOT.
From page 12...
... 12 Management Guide to Intellectual Property for State Departments of Transportation In addition to the funding-source constraints, the state DOT must determine what the best forms of IP protection are, and if protections are necessary, who should pursue them (e.g., state DOT, contractor, and/or employee)
From page 13...
... Overview of the IP Management Process 13 • Obtaining access (e.g., reciprocal licenses) to innovations developed by other public bodies (e.g., FHWA, other state DOTs, other state agencies)
From page 14...
... 14 Management Guide to Intellectual Property for State Departments of Transportation 2.3 Responsibility for IP Oversight Deciding how to administer IP management begins with a thorough analysis of organizational goals, organizational policies, organizational strategy, resource constraints, regulatory constraints, and legal constraints with respect to IP management (16)
From page 15...
... Overview of the IP Management Process 15 of IP protection will be appropriate; however, it is also important to apply a strategic focus in choosing how to protect IP. To illustrate, consider the following example: Having documented in hardcopy and/or electronic form the steps, methodology, and procedures to perform a process, a state DOT could rightly claim copyright based on the rules of copyright law.
From page 16...
... 16 Management Guide to Intellectual Property for State Departments of Transportation of licensing deals signed to date and the amount of revenue received in these transactions. If widespread use of an innovation is the driving goal, then the number of technology transfer or deployment agreements would be a key metric.

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