In the fall of 2003, as the first EUI pilot courses were drawing to a close, the Office of the Chancellor named EUI a Cross-Campus Initiative (CCI; see for details).  
  The CCI program, which aimed to foster creative and collaborative projects that exceed existing university units, represents a way of moving money out of traditional units and into new constellations of interdisciplinary interest. As a CCI recipient, EUI received a lump sum of $200,000 in non-continuing support.  
  While the aim of the CCI program was admirable, and the funding was generous, the faculty members coordinating EUI soon discovered that they had received a mixed blessing. Precisely because CCIs are not housed in traditional units, for example, they do not enjoy the kinds of institutional support (clerical staff, computers, phone lines, and so on) that departments and colleges take for granted. More crucially, EUI, like most CCIs, was the dream-child of faculty members. None of these faculty members, however, was relieved of other official university duties, even though all had substantial service and administrative obligations as well as the usual teaching and research responsibilities. Like other CCIs, then, EUI could be sustained only by extraordinary effort, and there have been moments when it has seemed that EUI and EBC have been running on empty. We name this problem not to make excuses, but to support this chapter’s interrogation of the processes of research, writing, and reward. Because we are interested in that gray line between new and creative work at universities and the activities that appear to be business as usual, we also ask how new work can draw institutional support without becoming ossified, at one extreme, or exhausting its producers, at the other. Put another way, we wonder how faculty can take up the charge to involve students in research, and why they should do it, if their efforts fall outside conventional structures of evaluation and compensation. (Chapter 3)  
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