The Relevant University:

Making Community and Economic Engagement Matter

University Economic Development Association ʹ Annual Summit
Eva Klein and D͛Naie Jacobs-Hart
November 7, 2010 ʹ Reno, NV

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 Purpose and Outline

University Economic and Civic Engagement in the Vlobal

Knowledge Economy
6
he Global Knowledge Economy
6
he 21st Century University

The Relevant University ʹ

he University of
oledo Engagement
Strategy
6 Engagement Strategy Overview
6 Solar/Advanced Renewable EnergyͶAn Example

Facilitated Forum Dialogue

6 Four Question Areas for Discussion

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University Economic and Civic Engagement
in the Global Knowledge Economy:

The Vlobal Knowledge Economy

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e Global Knowledge Economy:
Not ing is t e Same
8,000 Years of ECONOMIES 8,000 Years of INVEN
IONS
re-Agrarian Hunting/Gathering
Nomadic Cultures
ʹ re-history to 8,000 BC
Emergence of
ools

Agrarian Agricultural Cultivation

Formation of Communities
ʹ Since 8,000 BC
Laws for Land Ownership

Machines/roduction rocess
Industrial
Literacy/ublic Schools
ʹ Since @ 1800
Business Organizations & Law

Knowledge Innovation &

echnology
ʹ Since last few decades Knowledge Work Force
Globalization, Alliances,
So͙we are INVEN
ING new answers. Regionalism, Networks
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e Global Knowledge Economy:
Four Mega-Industries for Growt and Prosperity

Information and
elecommunications
6 Hardware
6 Software
r

6
elecommunications and Internet services
Life Sciences
6 Genomics-human, plant, animal
6 Diagnostics, treatments, biomaterials, bioengineering
6 Food supply
Advanced & Sustainable Manufacturing
r

6 New Materials, e.g. nano-materials
6 New rocesses, e.g., nano-manufacturing
6 Customization; identification; compatibility
Energy and Environment 0    
 ! 
"
6 Alternative/clean energy  #
$  
 

6 rotection and remediation of water, air, earth
All this requires significantly more
6 Sustainability
HUMAN CAI
AL formation than in
the past!!!
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e Global Knowledge Economy:
Dangerously Lagging US Competitiveness Statistics
A Few Examples of Dangerously Lagging US
Competitiveness It is about:

he United States is:

Educational
6 Sixth in global innovation-based
competitiveness, but 40th in rate of change Attainment
over the last decade and

6 11th among industrialized nations in the

Innovation
fraction of 25- to 34-year-olds who have Capacity
graduated from high school
6 16th in college completion rate
6 22nd in broadband Internet access Higher education
6 24th in life expectancy at birth
MUS
lead.
6 27th among developed nations in the
proportion of college students receiving
degrees in science or engineering
6 48th in quality of K-12 math and science
education
6 29th in the number of mobile phones per
100 people.
http://www.nap.edu/catalog/12999.html, Rising Above the Vathering Storm, Revisited:
Rapidly Approaching Category 5. By Members of the 2005 "Rising Above the Gathering
Storm" Committee; repared for the residents of the National Academy of Sciences,
National Academy of Engineering, and Institute of Medicine. As summarized/quoted by

homas L. Friedman, Op Ed, The New York Times, October 26, 2010. |
  
  
     
 
   
University Economic and Civic Engagement
in the Global Knowledge Economy:

The 21st Century University

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e 21st Century University
Global Knowledge Economy:
Now defined by:
ʹ Global business models
ʹ Supply chains
ʹ Applied and commercialized research
ʹ New networks and alliances between
universities, industry and government
ʹ Energy resources
ʹ Human capital and innovation
Needs to be (Re)invented
New View of the University:
Universities need to rethink how they
organize for:
ʹ Global research prominence
ʹ Growth in company-sponsored
research and innovative
start-ups
ʹ Increased innovation with existing
companies
ʹ Community-based metrics
(͞what do others want͟)
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e 21st Century University
S ifts its Perspective
The Relevant University
Considers significant trends and
the rate of change in the world
around us
Implies connections with our
communityͶlocally, regionally,
and globally
Requires shift of perspectiveͶ
to look at ourselves from the
outside inͶdifficult, but
necessary in order to be more
relevant, more related, and more
connected.
Dr. Lloyd A. Jacobs͛ annual spring address to The
University of Toledo community, April 14, 2010

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e 21st Century University
Ret inks Mission Language from C anged Perspective
Inside-Out Outside-In

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 New, Huge C allenges:
Pedagogy and
ec nology

2,000 Years Ago 1,000 Years Ago 600 Years Ago

% &  #

150 Years Ago Yesterday

ec nology and Pedagogy Evolving͙And t en w at͙in 2020 or 2030?
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 New, Huge C allenges:
Science, S
EM, Researc ,
ec nology Development, and Innovation

Researc & Innovation

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 New, Huge C allenges:
Redefining Roles of Academics

Less emphasis on:

r Individual scholarship
r Control of tenure by departments
More emphasis on:
r Contributions to group scholarship and
interdisciplinary accomplishments
r External applications of knowledge solutions and
services and recognition of engaged scholarship
More flexibility in:
r Job descriptions or faculty categories
r Criteria for personal success
r Blending academic and business careers

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 New, Huge C allenges:
Public Pre-K to 12 Education

Dismal statistics
6 68% of eighth-graders can͛t read at
grade level.
6 About 1/3 of our students drop out
of high school (50% in some areas)
6 Another 1/3 are not college-ready
when they graduate.
Of 30 developed nations, US is:
6 24th in Math
6 17th in Science
6 10th in Literacy
Social cost
6 Achievement gap costs the
US $525 billion each year.

^  ^ ' (
 ^
)
 **''' 

+

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 New, Huge C allenges:
Healt , Wellness, and Healt Care Policy

Many institutions have nursing,

allied health, and human/social
services programs

Many institutions can address

business, economic, and policy
aspects of health careͶand
promote improvements in their
regions

All institutions can promote

health/wellness education in
their communities
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 New, Huge C allenges:
Sustainability and Energy Use

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 New, Huge C allenges:
Community Development / Redevelopment
University Circle, Inc. in Cleveland is
Residential communities among the oldest university
Local business formation and organizations devoted to urban
planning and community
support development.
Urban/community planning and
redevelopment
Active help to economic
development agencies
Range and quality of amenities
Local governance
romoting investment
oday, there are many others, and
more emerging.

Some are multi-institutional

partnerships.

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 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

rue accommodation of varied learner constituents,

especially adultsͶand 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

he end of the ͞Ivory

ower͟ self-image and
Beyond responsiveͶproactive stewardship culture.

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The Relevant University ʹ
he University of
oledo
Engagement Strategy

Engagement Strategy Overview

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e University of
oledo
One of Ohio͛s 13 public universities
6 2006 mergerͶUniversity of
oledo &
Medical University of Ohio
6 Students: 23,000
6 Operating budget: $793 MM
6 Clinical revenues: $270 MM
6 Six campuses; CRV @ $1.7BB
U
Medical Center = only academic health
sciences center in NW Ohio region
Unusual array of colleges (for non-land
grant)
6 Arts & Sciences, Education, Business,
Engineering, Law, Medicine, Nursing,
harmacy, Health & Human Services
Funded research expenditures: $80 MM
High ranking in licensing of I (AU
M)
Recent Strategic lanͶ Directions 2007
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 How The Relevant University Came About
š Began as consulting engagement for Strategic Business Plan for
Economic Engagement Strategy
š Became broader effort to rethink the University in context of its
own founding/history and contemporary challenges
š Discovered that University͛s motto is particularly apt:
ʹ mngaging the Present; Creating the Future

š Resulted in just-published book

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 þuilding 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 ʹand in a new framework
of external perspective

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 The Relevant University:
An Engagement Strategy in Four Domains

Human Capital
6 Formation of the knowledge
workforce
Innovation System
6 Innovation created by a complex
set of resources, programs,
services, and funding
Health Care & Wellness
6 Quality, access, cost-efficiency;
emphasis on wellness

Stewardship & Engagement ermeate All Quality of lace

6 Desirable, vibrant livable
community and region

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e Relevant University
175 Strategies and 4 Major Initiatives (Focus)

175 strategies in sub-

domains; all interrelated

4 major initiatives for

distinction and impactͶ
selected based on
university strengths AND
regional priorities:
6 Solar & Renewable
Energy & Environment
6 Biomarkers
6
ransportation &
Logistics
6 Advanced Manufacturing

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e Relevant University
Is a 0 luti ns-F
used University

UT͛s rganizati nal s luti nͶ Connections to academic

a new 501(c)(3) to organize these efforts
with/across the University
and to provide a ͞front door͟
Mission:
o identify, facilitate, stimulate, Intellectual property and
and support commercial activity that is
aligned with the University͚s vision and
mission and the community͚s interests.
resources to spur innovation
and real-world solutions for
business problems
Facilities and business support
services
commercialization assistance
re-seed funding and
connections to financial
resources
Facilitation of institutional-level
strategic business relationships
with business government and
institutions locally and globally

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The Relevant University ʹ
he University of
oledo
Engagement Strategy

Solar/Advanced Renewable EnergyͶAn Example

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 Energy and Environment:
Application of t e New Engagement Model

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 Human Capital
Sc ool of Solar and Advanced Renewable Energy

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7 Reorganize and focus existing multidisciplinary faculty, degree programs, and research
7 Build a new School of Solar & Advanced Renewable Energy
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 Human Capital
Sc ool of Solar and Advanced Renewable Energy

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 Innovation System
þuild on Strong Researc þase in Energy
Breadth of energy research base
Significant research partnerships in Ohio and beyond

Energy Area Funding FY 2004-08 Major Sources of Funding

hotovoltaic Electricity NREL, DOD (Air Force) DOE, NSF,

$32,539,069
and Hydrogen State of Ohio,
State of Ohio, DOE, DOD, NASA,
Fuel Cells $4,859,987
Catacel

Biomass $760,112 USDA, CIF

, NSF, ODOD

Energy Storage and ONR, NSF, DaimlerChrysler, Edison

$717,191
Energy Management Materials
ech. Ctr.

ransportation

echnologies and $2,997,490 US DO

, NASA, US DOD (Army)
Vehicles

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 Innovation System
Researc Center of Excellence in Advanced Renewable Energy and t e Environment
Approved under Ohio Board of
Regents Center of Excellence (COE)
program, building on:
6
he Wright Center for hotovoltaics
Innovation and Commercialization
6 Clean & Renewable Energy Incubator
6 Connections with new SSARE degree
programs
6
echnology commercialization and
economic development

ied to regional priorities

Research focus areas:

6 Solar energy
6 Biomass energy
6 Wind energy
6 Energy Storage, Conversion,
Management and Related

echnologies
6 Environmental and Ecosystem
Sciences, Monitoring, & Remediation
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 Innovation System
Expanded Capabilities and Partners ips for
ec nology Management
Significant progress in  



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transfer and  
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commercialization of
energy discoveries 9
8  

Significant incubation 

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accomplishments

Home of University
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 m

Clean Energy Alliance 



9 
of Ohio
8 
Generated two major  
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solar firms in NW 
Ohio  9  ; : <

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 ËPlace͟ͶA Knowledge Community
Scott Park Campus of Energy and Innovation as Mixed-Use Campus

160-acre campus; endowment of the

> + = 
  
University͛s founder
Now dedicated to Energy/Innovation
6 Building a new green grid
6 569,640 SF of existing space for private company use,
primarily for energy-related partnerships with U

scientists.
6 One 60,000 SF facility immediately dedicated as an
accelerator facility for U
incubator graduates. $
 +

0 "= +

 0
 +

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 ËPlace͟Ͷ A Green Knowledge Community:
Campus Sustainability Plan
artnership with Bottom Line Resource

echnologies, Inc. (Columbus, OH), for the grid

6 hase 1: 1 megawatt of grid-tied solar and wind at Scott
ark Campus
6 hase 2: All of Scott ark Campus will be carbon-neutral
6 hase 3: All university campuses will be carbon-neutral
6 Will be $150 MM investment
š
he grid
š Renovating Scott ark space for private companies

In addition:
6 Evaluate expansion of the grid beyond U
campuses to
neighborhoods
6 Assist neighbors (residential and corporate) in
conservation and green practices
6 Collaborate with community colleges on technician
training (in addition to University͛s advanced degree
programs)
6 articipate actively in all State of Ohio and University
System of Ohio green initiatives
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 Significant Partners ips for
ransformational C ange

Solar Valley Research Enterprise, a 501 (c)(6), was created as a non-profit research and development organization
for V manufacturing technologies.
he consortium͛s intent is to create an assembly of capabilities and expertise to
reduce the cost of V manufacturing and promote implementation of solar in the U.S.
he initiative will make OH
and MI recognized as the premier global Solar research corridor.
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Facilitated Forum Dialogue

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 Forum Dialogue:
Four Sets of Questions for Discussion

he WHA

V The Perspe
tive  C nstituents:

Regional Strategies
2 The Instituti n͛s Perspe
tive:
Defining and Embracing mngagement

he HOW
3 F
us as an m
ellen
e 0trategy:
Areas for Special Focus (and External Influence on Focus)
4 Internal Management and Funding Issues:
Institutional Organization, artnerships, Funding

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 Forum DialogueͶ
HE WHA

V The Perspe
tive  C nstituents

1ͶRegional Strategies
6 Does your region have an identiiable regi nal strategy͟ for economic
development, prosperity, quality of place, quality of life?
6 If yes:
š How does your institution engage with the regi nal strategy  r
e
n mi
devel pment?
6 If no:
š Could your institution lead (with others) in creating such a strategy?

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 Forum DialogueͶ
HE WHA

2 The Instituti n͛s Perspe
tive

2ͶDefining and Embracing Engagement
6 Has your institution actually defined, articulated, and adopted a br ad
deiniti n  (and agenda  r) e
n mi
and
mmunity engagement?
6 If yes:
š How did such engagement strategy
nne
t t r inluen
e the
instituti n͛s strategi
plan?
š Has your faculty adopted any acceptance of engaged s
h larship?
6 If no:
š Does the institution instead have several dis
rete e
n mi

devel pment a
tivities? Are there connections?
š What would be required to fully discuss, define, and activate such a

mprehensive view  engagement?

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 Forum DialogueͶ
HE HOW
3 F
us as an m
ellen
e 0trategy
3ͶAreas for Focus (and External Influence on Focus):
6 Has your institution decided on certain areas  kn wledge in whi
h t

us r
n
entrate for truly competitive expertise and greater actual
impact?
6 If yes:
š Are your areas of focus tied t industry se
t rs  gr wth in the

mmunity/regi n r t e
n mi
devel pment strategies r t
maj r
mmunity needs (e.g. K-V2 edu
ati n)?
6 If no:
š Do you expect that su
h 
us de
isi ns
uld/sh uld be made?
How?

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 Forum DialogueͶ
HE HOW
4 Internal Management and Funding Issues

4Ͷ Institutional Organization, artnerships, Funding

6 At your institution, what i
es r entities 
us n e
n mi
devel pment
and/ r
mmunity and e
n mi
and s
ial engagement?
š Is this working well enough? What would you change / strengthen?
6 Does your institution have several purp se-driven, str ng partnerships with
thersͶfor economic development / engagement?
6 If yes:
š Úhat makes these partnerships su

essul, or not? (Attributes ?)
6 If no:
š What
ultural r management
hanges would help your institution
strengthen its partnership behaviors / models?
6 What is your institution͛s view of unding  r engagement/e
n mi

devel pment?
š Any from internal resources? Only externally-funded activities?

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 The Relevant University:
Making Community and Economic Engagement Matter
University Economic Development Association ʹ Annual Summit
Eva Klein and D͛Naie Jacobs-Hart
November 7, 2010 ʹ Reno, NV

|