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8/3/2019 Succeeding by Building Regional Strength and Capacity
http://slidepdf.com/reader/full/succeeding-by-building-regional-strength-and-capacity 1/22
Succeeding by Building
Regional Strength and Capacity
Luis M. Proenza
President, The University of Akronfor the
Transformative Regional Engagement (TRE) Roundtable “Accelerating Regional Solutions: Finding Unique Pathways to American Prosperity ”
Washington, D.C. – Dec. 5-7, 2011
The Akron Model
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The economic geography of the nationclusters around universities, mostly in urban areas . . .
87%of economic
activity
of colleges &
universities
80%
83%of students
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Assessing Opportunities & Resources – The UA Experience
Industrial clustersof businesses,
universities andgovernments
define regionaleconomicidentities.
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21st Century Role of Universities . . .
• Key role in knowledge-conceptual economy
•
As “anchor” for clusters of innovation – Generate creative capital
– Generate knowledge capital
– Train human capital
–
Build social capital – Attract financial capital
– Preserve natural capital
• Convener
• Developer• Common challenges and models;
unique opportunities
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Guiding Framework
Towards a Robust and Broad-based Platform for Economic Growth
Relevance – Utilize all University disciplines
– Create interdisciplinary teams
– Solve problems facing the region and the world
Connectivity – Link University to community assets and partners
Productivity
– New Metrics• Value added, not exclusion-based
• Output per unit of input
• Scaled & normalized metrics
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Campus
Community Cooperative
Collaborative
Economic
DevelopmentStrategy
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UA Economic Development Drivers/Strategies
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Regional Assets, Challenges and Opportunities
The Assets . . .
•
UA: world’s largest polymer program; a top producer of chemistry PhDs; high productivity in IP and start-upbusinesses
• Strong Industrial Clusters (Advanced Materials)
The Challenges . . .
•Manufacturing base in transition
• Risk averse
• Lack of investment capital
The Opportunities . . .
• Strong (but underutilized) research assets
• Growing entrepreneurship potential
• Globalization
• Converging private and public interests
• Focus on differentiation and productivity
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The Akron Model
A Robust andBroad-based
Platform or“Tool Chest” for Economic
Development
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A transformational$500 million campusenhancement program:
• 20 new buildings
• 18 major additions andrenovations
• 34 acres of new, green space
The New Landscapefor Learning
Neighborhood revitalization viacommunity engagement andprivate investment
• 920 new jobs
• 80 new housing units
• > $300M in private investments
UniversityPark
A $200-million partnership toestablish Akron as the world’s
#1 biomaterials and orthopedic
research program within 10 years.BioInnovation Institute
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A collaboration of universitiesto enhance educationalefficacy, talent development,and job/business growth, e.g.shared services in IT areas.
INNOVATION ALLIANCE
Addressing this vital issuevia a research network andthe first undergrad corrosiondegree in U.S.
A highly successful middleschool focused on STEM subjectsand problem-based learning.
Corrosion andReliability Engineeringprogram (CAREs)
RegionalInnovation Institute
An emerging network ofacademic, industrial andcommunity stakeholders toenhance the region’s innovationecosystem.
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An Independent EntityChartered to Benefit UA
• Assesses public/private resources for mutually beneficialreconfiguration and reallocation.
• Facilitates tech transfer and start-ups, administersindustry contracts, houses outreach efforts.
• Provides innovation services to internal and externalresearchers/organizations.
• Utilizes talents of industry retirees to promote innovationand entrepreneurship.
• Increases research funding and seed capitalopportunities.
UARF is a boundary-spanning organizationthat links industry and the University.
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Alternative backgroundIf you need more space
Standard
UniversityModel
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• Net assets: $5 million • Total assets: $16 million
• Research services contracted to-date: $20 million
• Managing 286 US patents and 430 worldwide
• 5 joint ventures with major companies
• 50+ start-up companies formed via UARF
• 115 industry sponsored research agreements• $33 million in workforce development/training initiatives
customized for industry
A dynamic model for economic developmentand commercialization
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• Triangle Group: - Research partnership with China’s largest tire maker - Collaboration on rubber research, technology development
and licensing- A subsidiary company, A3T, moved to Akron
• The Timken Company: - Open-innovative agreement with world leader in frictionmanagement and power transmission products
- Will combine technologies, expertise and equipment at newUA research facility
- UA faculty and grad students to conduct research for entirecompany product line
Two new agreements announced in 2011
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National Recognition
Winner of 2007 Award ofExcellence in TechnologyCommercialization
#1 in Ohio in rate of returnper research dollar in tech
commercialization, 2007
#1 in patents issued per milliondollars in research expenditures,
2000-2004
Exemplary emerging university foradvanced innovation partnerships, 2007
2010 i6 Challenge Award – in partnership w/ABIA – 1 of 6 awarded nationally
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The Akron Model
A Robust andBroad-based
Platform or“Tool Chest” for Economic
Development
8/3/2019 Succeeding by Building Regional Strength and Capacity
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Lessons learned . . .
1. Assemble “weak” assets to create strengths. 2. Organize “guerrilla” entrepreneurial talent.
3. Identify and coalesce uncommon,synergistic partners.
4. Involve city and community as integralpartners.
5. Coordinate closely with other regional
assets to pursue unique opportunities.
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Lessons learned . . .
6. Expand concept of university’s product lineand “tool chest.”
7. Focus university efforts on relevance,connectivity and productivity.
8. Recognize and resolve:• Conflict of egos,
• “Partnering Paranoia,”
• Relationship fatigue, and
• Relinquishing short-term control to gainlong-term leverage.
9. Become “silo busters.”
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Silo Busting
8/3/2019 Succeeding by Building Regional Strength and Capacity
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Luis M. Proenza • [email protected]
Thank you