Building Institutional Capacity

KCI and KCII

Judith ConeVice President

Entrepreneurship

NCGE/UKSEC International Entrepreneurship Educators Conference

September 11-13, 2006

Achieving Entrepreneurial Outcomes: Educator Challenges and Opportunities

Paul MagelliSenior Scholar

in Residence

KCI• $25m – matched by $50m.• Competitive process (+125)• Process

- Pre-proposal- Final proposal- Presentation/Award

A Kauffman Campus:- Illinois; North Carolina; Washington/St. Louis; Wake Forest; Rochester; Florida International; Texas/El Paso; Howard University.

Profile• Large, Complex, Public Research AAU/Land-

Grant• Large, Complex, Public AAU• Large, Complex, Private Research AAU• Medium, Private Liberal Arts• Medium, Private Comprehensive• Large, Public Urban• Medium, Public, Regional, Ethnic-Intensive• Medium, Public, National, Ethnic-Intensive

Two + Years Later: Macro

• From 73 to 276 Faculty• From 27 to 115 Disciplines• From 101 to 237 Courses• From 3,300 to 8000 Students• From 0 to 30 PhD. Students

Two + Years Later: Assessment

• Nine-year Longitudinal Study: Mathematics (Princeton, N.J)

• Two-three Day On-site Visits• Structured Annual Reports• Twice-Yearly Meeting of Program Officers

and Faculty• Continuous Personal Interaction• Additional Visits with Reactions from

Interested Colleges and Universities.

KCII

• $35m & $35m = $10m x 2 = $140m = $210m + X

• 30 Colleges and Universities • Medium Urban Universities • Nine Regional Small Liberal Arts• 2 Large Private General • Medium Private Technical• 3 Large Complex State Systems

KCII Continued…

• Financial & Programmatic• Collaboration with Foundations, Funds, and

Private Donors

Models for the:

• Liberal Arts & Sciences• Liberal Arts Specialized• State Wide Systems (“The Entrepreneurial

State”)• Urban Institutions (Private & Public)

• Significant % of Faculty Informed and Interested

• Cultural Shift• Migration of Faculty from All Disciplines• Validation of Content Segments Drawn from

“Entrepreneurship” Core.• Meeting “Latent” Student Interest• Extracting and Directing “Scarce” University

Resources to Entrepreneurship• Structural Re-Organisation – Movement to

Provost (Pro Vice-Chancellor)

Actions: Planned & Unplanned

• Entrepreneurship Across – - Teaching & Curriculum- Research & Publication- Public Engagement- Leadership

• Emergence of “Public Scholarship” (Review of Reward and Recognition Systems)

• Models to Disseminate • Linking Entrepreneurship to Advancing Innovation• Failure to Enfranchise the Bureaucracy

Actions: Planned & Unplanned Continued

An Emerging Equation of Some Things That Appear to Work

• Inventories of Residual Resources:- Course Catalogues- Research Activities- Faculty Businesses and Consultancies

• External Agency - - On-line Surveys - Interviews - Other…

An Emerging Equation of Some Things That Appear to Work…Continued

• Inserting Entrepreneurship and being Entrepreneurial into Institutions Strategic Plan

• Develop 5 to 7 Year Financial Plan – Entrepreneurship is the Highest Rank Area of “Gift” Interest.

• Faculty Really “Get-It” and “Have It” – - Carefully Craft “Messages” to Constituents- Craft an Institutional Meaning of

“Entrepreneurship@..............................”

• Find Resources to Attract “Exemplars”• Accept Fact of “Working with Inventory of Resources”

– at Least Initially• Use the Tools of Entrepreneurship to Advance

Entrepreneurship.

An Emerging Equation of Some Things That Appear to Work…Continued

A Bit of Comparative Analysis

• Private External Drivers in the U.S• Possibly More Education Than Enterprise

Focus• Possibly Farther Advanced In Across-The-

Curriculum• Stronger Commitment to Sustainability• Tendency to Move Toward Degree – Granting

Programs• Engagement of Senior Leadership