ueda presentation klein djacobs final

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© 2010 Eva Klein & Associates, Ltd. and The University of Toledo

The Relevant University:

Making Community and Economic Engagement Matter

University Economic Development Association Annual Summit

Eva Klein and DNaie Jacobs-Hart

November 7, 2010 Reno, NV




Purpose and Outline

University Economic and Civic Engagement in the Global Knowledge Economy

The Global Knowledge Economy

The 21st Century University

The Relevant University The University of Toledo Engagement

Strategy

Engagement Strategy Overview

Solar/Advanced Renewable EnergyAn Example

Facilitated Forum Dialogue

Four Question Areas for Discussion




University Economic and Civic Engagementin the Global Knowledge Economy:

The Global Knowledge Economy




The Global Knowledge Economy:

Nothing is the Same

Pre-Agrarian Pre-history to 8,000 BC

Agrarian Since 8,000 BC

Industrial Since @ 1800

Knowledge Since last few decades

Hunting/GatheringNomadic Cultures

Emergence of Tools

Agricultural Cultivation

Formation of CommunitiesLaws for Land Ownership

Machines/Production Process

Literacy/Public Schools

Business Organizations & Law

Innovation & Technology

Knowledge Work Force

Globalization, Alliances,

Regionalism, NetworksSowe are INVENTING new answers.

8,000 Years of ECONOMIES 8,000 Years of INVENTIONS





Four Mega-Industries for Growth and Prosperity

Information and Telecommunications Hardware

Software

Telecommunications and Internet services

Life Sciences

Genomics-human, plant, animal

Diagnostics, treatments, biomaterials, bioengineering

Food supply

Advanced & Sustainable Manufacturing

New Materials, e.g. nano-materials

New Processes, e.g., nano-manufacturing

Customization; identification; compatibilityEnergy and Environment

Alternative/clean energy

Protection and remediation of water, air, earth

Sustainability

Region

Region

Source of Cluster Graphics: JerryPaytas,

Carnegie Mellon University

All this requires significantly more

HUMAN CAPITAL formation than in

the past!!!





Dangerously Lagging US Competitiveness Statistics

A Few Examples of Dangerously Lagging US

Competitiveness

The United States is:

Sixth in global innovation-based

competitiveness, but 40th in rate of change

over the last decade

11th among industrialized nations in the

fraction of 25- to 34-year-olds who have

graduated from high school

16th in college completion rate

22nd in broadband Internet access

24th in life expectancy at birth

27th among developed nations in the

proportion of college students receiving

degrees in science or engineering

48th in quality of K-12 math and science

education

29th in the number of mobile phones per

100 people.

http://www.nap.edu/catalog/12999.html, Rising Above the Gathering Storm, Revisited:

Rapidly Approaching Category 5. By Members of the 2005 "Rising Above the Gathering

Storm" Committee; Prepared for the Presidents of the National Academy of Sciences,National Academy of Engineering, and Institute of Medicine. As summarized/q uoted by

Thomas L. Friedman, Op Ed, The New York Times, October 26, 2010.

It is about:

Educational

Attainmentand

Innovation

Capacity

Higher education

MUST lead.




University Economic and Civic Engagementin the Global Knowledge Economy:






Needs to be (Re)invented

Global Knowledge Economy:

Now defined by:

Global business models

Supply chains

Applied and commercialized research

New networks and alliances betweenuniversities, industry and government

Energy resources

Human capital and innovation

New View of the University:

Universities need to rethink how they

organize for:

Global research prominence

Growth in company-sponsored

research and innovative

start-ups

Increased innovation with existing

companies

Community-based metrics

(what do others want)





Shifts its Perspective

The Relevant University Considers significant trends and

the rate of change in the world

around us

Implies connections with our

communitylocally, regionally,and globally

Requires shift of perspective

to look at ourselves from the

outside indifficult, but

necessary in order to be morerelevant, more related, and more

connected.

Dr. Lloyd A. Jacobs annual spring address to TheUniversity of Toledo community, April 14, 2010





Rethinks Mission Language from Changed Perspective

Inside-Out Outside-In




New, Huge Challenges:

Pedagogy and Technology

2,000 Years Ago 1,000 Years Ago

150 Years Ago

25 Years Ago

Yesterday

Technology and Pedagogy EvolvingAnd then whatin 2020 or 2030?

600 Years Ago





Science, STEM, Research, Technology Development, and Innovation

Research & Innovation





Redefining Roles of Academics

Less emphasis on:± Individual scholarship

± Control of tenure by departments

More emphasis on:

± Contributions to group scholarship andinterdisciplinary accomplishments

± External applications of knowledge solutions and

services and recognition of engaged scholarship

More flexibility in:

± Job descriptions or faculty categories

± Criteria for personal success

± Blending academic and business careers





Public Pre-K to 12 Education

Dismal statistics 68% of eighth-graders cant read at

grade level.

About 1/3 of our students drop out

of high school (50% in some areas)

Another 1/3 are not college-ready

when they graduate.Of 30 developed nations, US is:

24th in Math

17th in Science

10th in Literacy

Social cost

Achievement gap costs theUS $525 billion each year.

NBC News ³Education Nation,´http://www.educationnation.com





Health, Wellness, and Health Care Policy

Many institutions have nursing,allied health, and human/social

services programs

Many institutions can addressbusiness, economic, and policy

aspects of health careand

promote improvements in their

regions

All institutions can promote

health/wellness education in

their communities





Sustainability and Energy Use





Community Development / Redevelopment

Residential communitiesLocal business formation and

support

Urban/community planning and

redevelopmentActive help to economic

development agencies

Range and quality of amenities

Local governancePromoting investment

University Circle, Inc. in Cleveland is

among the oldest university

organizations devoted to urban

planning and community

development.

Today, there are many others, and

more emerging.

Some are multi-institutional

partnerships.




21st Century Relevant University:

A Possible Definition

More niche-building and world-class programs

New integrated models in research

Restructuring of degree & non-degree programs

Explicit variation in delivery modes & locations

True accommodation of varied learner constituents,

especially adultsand the company as customer

Enlarged roles of faculty as professional problem-solvers

More open and mixed-use campus environments

Different & business-friendly academic & business culture

Beyond responsiveproactive stewardship

The end of the Ivory

Tower self-image and

culture.




The Relevant University The University of ToledoEngagement Strategy

Engagement Strategy Overview




The University of Toledo

One of Ohios 13 public universities

2006 mergerUniversity of Toledo &

Medical University of Ohio

Students: 23,000

Operating budget: $793 MM

Clinical revenues: $270 MM

Six campuses; CRV @ $1.7BB

UT Medical Center = only academic health

sciences center in NW Ohio region

Unusual array of colleges (for non-land

grant)

Arts & Sciences, Education, Business,Engineering, Law, Medicine, Nursing,

Pharmacy, Health & Human Services

Funded research expenditures: $80 MM

High ranking in licensing of IP (AUTM)

Recent Strategic Plan Directions 2007




How The Relevant University Came About

Began as consulting engagement for Strategic Business Plan for

Economic Engagement Strategy Became broader effort to rethink the University in context of its

own founding/history and contemporary challenges

Discovered that Universitys motto is particularly apt:

E ngaging the Present; Creating the Future

Resulted in just-published book




Building New Assets

An Economic Engagement Strategy

Objectives for the Strategy:1. Engage with local economic development agencies, industry and

government to identify needs

2. Identify what the University was already doing

3. Engage all university assets in a cohesive strategy and in a new framework

of external perspective





An Engagement Strategy in Four Domains

Human Capital Formation of the knowledge

workforce

Innovation System

Innovation created by a complex

set of resources, programs,

services, and funding

Health Care & Wellness

Quality, access, cost-efficiency;

emphasis on wellness

Quality of Place

Desirable, vibrant livable

community and region

Stewardship & Engagement Permeate All




The Relevant University

175 Strategies and 4 Major Initiatives (Focus)

175 strategies in sub-domains; all interrelated

4 major initiatives for

distinction and impact

selected based on

university strengths ANDregional priorities:

Solar & Renewable

Energy & Environment

Biomarkers

Transportation &

Logistics Advanced Manufacturing




The Relevant University

Is a Soluti ons-F oc used University

UTs organizati onal soluti ona new 501(c)(3) to organize these efforts

with/across the University

and to provide a front door

Mission: To identify, facilitate, stimulate,

and support commercial activity that is

aligned with the Universitys vision and

mission and the communitys interests.

Connections to academicresources to spur innovation

and real-world solutions for

business problems

Facilities and business support

servicesIntellectual property and

commercialization assistance

Pre-seed funding and

connections to financial

resourcesFacilitation of institutional-level

strategic business relationships

with business government and

institutions locally and globally




The Relevant University The University of ToledoEngagement Strategy

Solar/Advanced Renewable EnergyAn Example




Energy and Environment:

Application of the New Engagement Model




Human Capital

School of Solar and Advanced Renewable Energy

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� Reorganize and focus existing multidisciplinary faculty, degree programs, and research

� Build a new School of Solar & Advanced Renewable Energy




Human Capital

School of Solar and Advanced Renewable Energy




Innovation System

Build on Strong Research Base in Energy

Breadth of energy research baseSignificant research partnerships in Ohio and beyond

Energy Area Funding FY 2004-08 Major Sources of Funding

Photovoltaic Electricity

and Hydrogen

$32,539,069NREL, DOD (Air Force) DOE, NSF,

State of Ohio,

Fuel Cells $4,859,987State of Ohio, DOE, DOD, NASA,

Catacel

Biomass $760,112 USDA, CIFT, NSF, ODOD

Energy Storage andEnergy Management $717,191 ONR, NSF, DaimlerChrysler, EdisonMaterials Tech. Ctr.

Transportation

Technologies and

Vehicles

$2,997,490 US DOT, NASA, US DOD (Army)




Innovation SystemResearch Center of Excellence in Advanced Renewable Energy and the Environment

Approved under Ohio Board of

Regents Center of Excellence (COE)program, building on:

The Wright Center for Photovoltaics

Innovation and Commercialization

Clean & Renewable Energy Incubator

Connections with new SSARE degree

programs

Technology commercialization andeconomic development

Tied to regional priorities

Research focus areas:

Solar energy Biomass energy

Wind energy

Energy Storage, Conversion,

Management and Related

Technologies

Environmental and Ecosystem

Sciences, Monitoring, & Remediation




Innovation System

Expanded Capabilities and Partnerships for Technology Management

Significant progress in

transfer andcommercialization of

energy discoveries

Significant incubation

accomplishments

Home of University

Clean Energy Alliance

of Ohio

Generated two major

solar firms in NW

Ohio

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PlaceA Knowledge Community

Scott Park Campus of Energy and Innovation as Mixed-Use Campus

160-acre campus; endowment of theUniversitys founder

Now dedicated to Energy/Innovation

Building a new green grid

569,640 SF of existing space for private company use,

primarily for energy-related partnerships with UT

scientists.

One 60,000 SF facility immediately dedicated as an

accelerator facility for UT incubator graduates. Main Campus

Scott Park Campus

ealth Science Campus

Lake Erie Center Arboretum




Place A Green Knowledge Community:

Campus Sustainability Plan

Partnership with Bottom Line Resource

Technologies, Inc. (Columbus, OH), for the grid Phase 1: 1 megawatt of grid-tied solar and wind at Scott

Park Campus

Phase 2: All of Scott Park Campus will be carbon-neutral

Phase 3: All university campuses will be carbon-neutral

Will be $150 MM investment

The grid

Renovating Scott Park space for private companies

In addition:

Evaluate expansion of the grid beyond UT campuses to

neighborhoods

Assist neighbors (residential and corporate) inconservation and green practices

Collaborate with community colleges on technician

training (in addition to Universitys advanced degree

programs)

Participate actively in all State of Ohio and University

System of Ohio green initiatives




Significant Partnerships for Transformational Change

Solar Valley Research Enterprise, a 501 (c)(6), was created as a non-profit research and development organization

for PV manufacturing technologies. The consortiums intent is to create an assembly of capabilities and expertise to

reduce the cost of PV manufacturing and promote implementation of solar in the U.S. The initiative will make OH

and MI recognized as the premier global Solar research corridor.




Facilitated Forum Dialogue




Forum Dialogue:

Four Sets of Questions for Discussion

The WHAT1The Perspec tive of C onstituents:

Regional Strategies

2The Instituti ons Perspec tive:

Defining and Embracing E ngagement

The HOW

3F oc us as an Exc ellenc e Strategy:

Areas for Special Focus (and External Influence on Focus)

4 Internal Management and Funding Issues:Institutional Organization, Partnerships, Funding




Forum DialogueTHE WHAT

1The Perspec tive of C onstituents

1Regional Strategies

Does your region have an identi f iable regi onal strategy for economic

development, prosperity, quality of place, quality of life?

If yes:

How does your institution engage with the regi onal strategy for

economi c devel opment?

If no:

Could your institution lead (with others) in creating such a strategy?




Forum DialogueTHE WHAT

2The Instituti ons Perspec tive

2Defining and Embracing Engagement

Has your institution actually defined, articulated, and adopted a br oad

def initi on of (and agenda for) economi c and community engagement ?

If yes:

How did such engagement strategy connec t t o or inf luenc e the

instituti ons strategi c plan?

Has your faculty adopted any acceptance of engaged sc holarship?

If no:

Does the institution instead have several disc rete economi c

devel opment ac tivities? Are there connections?

What would be required to fully discuss, define, and activate such acomprehensive view of engagement?




Forum DialogueTHE HOW

3F oc us as an Exc ellenc e Strategy

3Areas for Focus (and External Influence on Focus):

Has your institution decided on certain areas of knowledge in whi c h t o

foc us or conc entrate for truly competitive expertise and greater actual

impact?

If yes:

Are your areas of focus tied t o industry sec t ors of gr owth in the

community/regi on or t o economi c devel opment strategies or t o

maj or community needs (e.g. K-12 educ ati on)?

If no:

Do you expect that suc h foc us dec isi ons could/should be made?

How?




Forum DialogueTHE HOW

4Internal Management and Funding Issues

4 Institutional Organization,P

artnerships, Funding At your institution, what off i c es or entities foc us on economi c devel opment

and/ or community and economi c and soc ial engagement?

Is this working well enough? What would you change / strengthen?

Does your institution have several purpose-driven, str ong partnerships with

othersfor economic development / engagement? If yes:

W hat makes these partnerships succ essf ul , or not? (Attributes ?)

If no:

What c ultural or management c hanges would help your institution

strengthen its partnership behaviors / models? What is your institutions view of f unding for engagement/economi c

devel opment ?

Any from internal resources? Only externally-funded activities?



© 2010 Eva Klein & Associates Ltd and The University of Toledo


Making Community and Economic Engagement Matter

University Economic Development Association Annual Summit

Eva Klein and DNaie Jacobs-Hart

November 7, 2010 Reno, NV

ueda presentation klein djacobs final

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