ueda summit 2012: national partnerships for change (miller) & creating a culture for regional...

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AnnualSummit October 21 – 24, 2012

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Bill MichaleryaPresident, University Economic Development Association

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Christi BellBoard Member & Past President, University Economic Development Association

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Lawrence A. MolnarDirectorEDA University Center for Economic Diversification, University of Michigan

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Janet M. MillerChief Economic Diversity OfficerNashville Area Chamber of Commerce

NATIONAL PARTNERSHIPS FOR CHANGE

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Janet M. Miller, CEcD, FMBoard MemberInternational Economic Development Council (IEDC)

UEDA 2012 SummitOctober 23, 2012

PRESENTATION OUTLINE

About IEDC

IEDC’s University Relationships

Interesting Research

IEDC-UEDA Partnership

N AT I O N A L PA RT N E R S H I P S F O R C H A N G E

ABOUT IEDC

ABOUT IEDC

• Established in 2001 through the merger of the American Economic Development Council and the Council for Urban Economic Development

• Over 4,200 members nationally and internationally

• The largest membership association serving economic and community development professionals worldwide

IEDC’S VISION

To make economic development a priority in all communities and at every level of government by:• Professionalizing the economic development

field, • Providing world class services to our members, • Increasing our policy and advocacy efforts; and • Becoming the number one source of ECD

expertise worldwide.

IEDC MEMBERSHIP

IEDC’s membership consists of individuals and organizations with expertise and collective influence, including:

• State, regional, county and city economic development professionals

• Chambers of Commerce and other business support agencies

• Technology development agencies

IEDC MEMBERSHIP (CONT’D)

Utility Companies

Educational Institutions & Non-profits

Consultants

Redevelopment authorities


UNIVERSITY RELATIONSHIPS


IEDC’s Higher Education Advisory Committee

• Created in 2008 as a task force• Permanent Advisory Committee in 2010• Committee Charge:

Broader engagement between economic developers and the higher education sector


Higher Education Advisory Committee

Increased efforts to increase student presence at IEDC Conferences

Houston Conference had seven students in

attendance


Basic Economic Development Courses (BEDCs)

24 courses accredited by IEDC – nine tied with Universities

University of Alaska University of South Florida University of Northern Iowa University of Arkansas University of Southern Mississippi University of North Carolina University of Tennessee

University of Minnesota University of Oklahoma


ECONOMIC DEVELOPMENT INSTITUTE (EDI)

• Managed through University of Oklahoma

• Signed MOU Business Partnership with IEDC

• Courses currently offered in Oklahoma City, Indianapolis and other locations (for further details go to www.edi.ou.edu )

http://www.edi.ou.edu/

COMMUNITY COLLEGE MEMBERS

14 Community College Members

Forum presented at the Houston Conference

Goal: strengthen the connection between Community Colleges & ECD Professionals

Championed by Ray Laughter of the Lone Star State College System


INTERESTING RESEARCH

INTERESTING RESEARCH

Economic Development Research Partners (EDRP)

THE EDRP BUSINESS MODEL

Strategic Research Projects Long-term, in-depth, comprehensive research

Speed to Market Products Short-term, short briefing papers to meet an immediate need or respond to a newly-

emerging issue

Peer Learning and Engagement Opportunities VIP events (with guest speakers) Facilitated retreat

EDRP LONG-TERM RESEARCH PROJECTS

• Jobs in the Making: Economic Development Strategies to Grow Manufacturing (2011)

• Roadmap to Globalization (2008 – 2009)

• Sustainability and the green economy

SHORT-TERM/SPEED TO MARKET

• New Realities for Economic Development Organization (

• Knowledge is Power: Working Effectively with Site Selectors

• High-Performing Economic Development Organizations

• Post-Election Analysis

• Role of the Economic Developer in Cross-Border Mergers and Acquisitions

• Stimulus Success Stories

CURRENT EDRP RESEARCH TOPICS

Adapting and Thriving: New Realities for Economic Development Organizations

New Realities for EDOs (launched May 2012) Financing EDOs Measuring Success (Economic Development Metrics) Looking around the corner

High-Growth Entrepreneurship Strategies

REPORTS ON DISASTER RELIEF

• Terrabonne Economic Recovery Needs Assessment (2012)

• Galveston Economic Recovery Assessment (2009)

• Cedar Rapids, IA Economic Recovery Assessment (2008)

• New Orleans Public/Private Economic Development Partnership: Organizational and Operational Plan (2008)

• California Wildfires Economic Recovery Assessment (2007)

2013 RESEARCH AGENDA

Alignment between workforce and economic development strategies

Immigration and its impact on economic development (white paper)

Non-traditional economic development incentives (best practices focused)


IEDC – UEDA PARTNERSHIP

IEDC-UEDA PARTNERSHIP

Initial MOU in 2010 for one year Joint meeting- Mar. 22, 2011 Co-presenting workshops/sessions Recognition of the UEDA Annual Summit for CEcD

credits

Current MOU signed in 2012 for two years Reciprocal trade of advertising space Cross marketing opportunities

IEDC-UEDA PARTNERSHIP (CONT’D)

Current MOU – relationship continues to growUEDA board member on IEDC’s Higher

Education Advisory CommitteeDiscounted rate for conference

registrationDevelopment of handbook/guide

profiling best practices

IEDC-UEDA COLLABORATIONS

2010 IEDC/UEDA Workshop

“Regions at the Crossroads: Transforming Higher Education and Economic Development”

6-hour workshop held at the 2010 IEDC Annual Conference (Columbia, OH)

IEDC-UEDA COLLABORATIONS

2010 IEDC/UEDA Facilitated Forum

“Making the Connection to Economic Development Organizations”

IEDC led conversation with audience of higher education representatives (2010 UEDA Annual Summit)

W W W. I E D C O N L I N E . O R G

J O I N I E D C O N FA C E BO O K A N D L I N K E D I NJ O I N I E D C O N FA C E BO O K A N D L I N K E D I N !

THANK YOU!

http://www.iedconline.org/

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Susan Sciame-GieseckeInterim ChancellorIndiana University Kokomo

The New Economic Reality: Creating a Regional Mindset

Presented by:Susan Sciame-Giesecke, Ph.D.

Interim ChancellorIndiana University Kokomo

Tuesday, October 23, 2012

The Role of Regions

• According to the Council on Competitiveness (2005), “The role of regions as the critical nexus for innovation-based economic growth has increased. The locus of innovative activities is at the regional level where workers, companies, universities, and government interface most directly.” (p 9)

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Promoting a Regional Mindset

• With all the support for regionalism, the question remains, however; how to promote a regional mindset in more geographic areas. Many communities have found creating a regional culture takes a new kind of leadership, and few know how to engage in this kind of regional civic leadership.

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Regional Mindset

• Political boundaries, institutional turf, school athletic rivalries, and other local issues can get in the way of pursuing collaborations. They know the value of a regional mindset; yet understand how difficult it is to get others to see the need to think and act regionally.

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Regional Mindset

• Human nature pulls their constituencies to protect their cities’ boundaries and, thus, they end up competing with the other communities around them, rather than networking and collaborating to maximize access to greater resources and scale which come from partnerships.

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Regional Leadership Initiative

• Several communities in north central Indiana were facing such a challenge and turned to the faculty and staff of a regional campus of a university system to help develop a new broad group of leaders who could act as stewards or “trustees” of the region’s future.

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• They needed a group of leaders who could help their local communities understand the importance of a regional mindset and work toward regional clusters for economic growth.

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• Through the support of a WIRED grant, a Regional Leadership Initiative was created to support leadership development. As a result of this two year initiative, a model emerged providing insight into the process of developing a regional mindset.

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Regional Mindset Model

Learner Centered

Foundation

Shaping Discourse

Visualizing Regionalism

Regional Mindset

Developing Skill Sets

Learner Centered

• Learner-centered is a learning model which places the student in the center of the learning process. In a learner-centered environment, people are active participants in their learning; they learn at their own pace and use their own strategies; they are more intrinsically than extrinsically motivated; learning is more individualized than standardized.

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Learner Centered

• Learner-centered processes focus on problem solving, critical thinking, and reflective thinking.

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Learner Centered

• This approach was chosen as the foundation for the model, for creating a regional mindset, because we were faced with adult learners who needed to reframe a concept; relearn it, if you will. If we were to create change, they needed to understand the concept of regionalism. So first we had to engage our regional constituencies in a learning experience.

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Shaping Discourse

• Shaping discourse is a strategy which focuses questions and conversations in a very directed way to bring about change. Bringing people together around new ideas affords an opportunity to engage people around a chosen topic and focus their thoughts and actions.

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Shaping Discourse

• Engaging leaders in a discussion of the paradigm shift in leadership was a basic strategy to help participants look at leadership through a new knowledge lens and be ready to learn a new concept – regionalism – in order to cope with the changing economic realities around them.

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• In the RLI initiative, key change occurred when participants visited three best practice sites. During their visits, they spoke with volunteers and staff members who were engaged in regional projects. Seeing others think and act regionally was the spark that excited the group about regionalism.

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• One participant stated, “As a non-profit director, I learned that collaborations are more possible than one might think. Perhaps one is too quick to tell him or herself ‘no’, when ‘maybe’ or ‘yes’ is just as likely. The varied collaborations employed in northern Kentucky were impressive and most likely were forged by time, perseverance and success.”

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• Another participant added, “I thoroughly enjoyed the trip to the Piedmont Triad of North Carolina. Those folks really had their act together. Different little towns were not competing with each other but were feeding off of each other’s successes. They had identified their strengths and had built on them.”

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• In each of these reflections, participants began to understand the concept of regionalism, began to see what it looked like when people acted regionally, and began to plan how to create a regional mindset back home. Being able to visualize the concept is what made all the difference.

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• One of the most fundamental skills is to create a habit of mind of optimizing. According to the book, Megacommunities, “Optimizing refers to the recognition and actualization of benefits to the larger system as a whole.” (Gerencser, Van Lee, Napolitano, & Kelly, 2008)

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Optimizing

• It is a perspective which understands the interdependence of everyone. Optimizing is the opposite of maximizing, which refers to a primary focus on the immediate benefits to your own local domain.

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Maximizing

• Maximizing is an ineffective strategy when responding to a complex global economy, because it does not respond to all sectors involved, and we know no one sector possesses all the capabilities to meet the challenges.

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Optimizing

• Opening the mind of most Americans to the concept of optimizing is difficult because we have been raised on a “winner take all” philosophy. It is a win-lose perspective – one city wins a new industry while another one loses – rather than a regional win-win perspective. Everyone in the region can prosper from new business.

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Crossing Boundaries

• The ability to cross boundaries is another essential skill as groups come together to partner on regional initiatives. Relationship building skills, networking skills, and effective communication skills are all necessary if regional partnerships are to succeed.

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Crossing Boundaries

• One participant noted the skills necessary when she stated, “Tearing down silos, planting the seed for future cooperation, and regional planning were all part of the leadership program.”

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Strategic Doing

• As they begin to understand one another, the parties can initiate opportunities for collaboration. What can we do together? How can we benefit one another? This skill set has been coined “Strategic Doing” in the literature.

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Strategic Doing

• It is a set of principles, practices, and disciplines for implementing strategy in a network. Strategic doing guides strategy across organizational and political boundaries with a discipline to build collaborations quickly.

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Strategic Doing

Strategic doing answers four questions: What could we do together?

What should we do together?

What will we do together?

When will we get back together?

This is an essential skill if regional projects are to be realized.

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Regional Mindset Model

Learner Centered

Foundation

Shaping Discourse


Regional Mindset
