TRE Networks Products & Services (draft)

8/8/2019 TRE Networks Products & Services (draft)

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TRE Networks Products and Services

TRE Networks provides regional leadership, change

agents, and economic development groups with

research, tools, and processes needed to buildregional prosperity. TRE Networks is a national

program that mines and develops assets from

universities and other key organizations to match

regional innovation needs.

Expertise:

Innovation asset mapping

Regional innovation cluster analyses

New regional narratives

Civic Collaboration (Strategic Doing)

Innovation capacity at regional anchor

universities

Quality and reach of regional innovation

networks

Customization of a national system of

programs to fit regional needs:

Civic Collaboration

New Narratives & Networks

Brainpower & Talent

Innovation & Entrepreneurship

Quality Connected Places

The TRE Networks portfolio offers

products and services to support

regional development needs in five

key areas:

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Products and Services:

Civic Collaboration

Convene & Align

DESCRIPTION | Strategic Doing is a

process for developing and guiding

networks through a new strategy

discipline that uses open networks.

Civic collaboration is at the core of thisdiscipline, creating a space for fast,

flexible collaborative work, and

linking and leveraging assets to

define new opportunities.

PRODUCTS | Introductory weekly

webinars; intermediate and advanced

strategy workshops on key Strategic

Doing skills; TRE services for ongoing

support.

At the core of transformative regional engagement lies civic

collaboration, a process of creating conditions for regional

collaboration and change. Civic collaboration includes elements such

as:

Creating a new regional narrative to motivate a shared identity

relevant to realistic aspirations,

Facilitating civic spaces to frame and encourage innovation withinnetworks,

Linking and leveraging regional players and assets in new ways

to create new forms of value,

Building an agenda for committed, strategic effort within action-

focused timeframes, and

Aligning strategies and efforts to frame a comprehensive regional

strategy

Innovation at the regional scale means opening networks andrelationships through trust and transparency. Leadership,

governance, and coordinated roles create the infrastructure for

innovation and collaboration in regional development efforts.

Connections must span business, industry, university, and nonprofit

stakeholders.

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Key ## Strategy Workshop

a. The Coming of our Grandchildren's

Economy

b. Moving Toward Open Innovation in Our

Communities and Regions

c. The TRE Strategy Framework for Regional

Transformation

d. Civility as a Strategic Asset

e. Conducting Civic Forums

f. Collaborative Leadership

Civic Collaboration

Webinars and Strategy Workshops

## Webinar

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Convene & Align

DESCRIPTION | Sequencing of network

evolution is essential to the pace of

accelerated development. Narratives

evolve from a core group that includes

power and fund brokers, and thenmove to include networks of finance,

expertise, leadership, and growth

along with external networks that

bring in political and commercial

leverage. Increased density in

networks that bridge R&D and

commerce are essential.

PRODUCTS | Introductory weekly

webinars; intermediate and advanced

strategy workshops on key Strategic

Doing skills; TRE services for advice,

with focus on critical internal and

external financial, leadership, political

and commerce networks, along with

cross-pollinating strategies.

Regional leaders and residents formally and informally characterize

where they live in ways that shape their self-perception, as well as the

perceptions of outsiders who might take an interest in the region.

Transforming the narrative has the power to shift a regions self and

projected identity from a negative vibe about economic loss and

decline to a positive affirmation of hope and aspiration. Concurrently,

as strategies to pursue renewal take shape, regional players must

activate social networks critical to achieving the strategic vision. Theseinclude networks that provide access to social, political, financial,

technology, and innovation resources required to build the regional

economy.

This topic addresses the social capital needed to market and resource

the regional development strategy. Much like brainpower, innovation

and entrepreneurship, networks supporting regional innovation

clusters are distributed unequally across the rural-urban continuum.

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Key ## Strategy Workshop

a. An Introduction to Strategic Doing

b. The Key Concepts of Strategic Doing

c. Creating a New Narrative

d. Strategic Doing Basics

e. Advanced Strategic Doing

f. Strategic Doing for Workforce

Development

g. Organizing an Innovating Network

h. Executing a Strategy forOpen Innovation

i. Crossing the Valley of Death


Webinars and Strategy Workshops

## Webinar

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Brainpower & Talent

The inflows and outflows of brainpower represent the most

powerful dynamic in innovation-based regional development.

Brainpower flows to regions with economic opportunities

creating winners and losers in regions across America.

Investments in research and development, companies that hire

innovative workers, and regional innovation clusters all serve as

mechanisms to attract and retain this most valuable of assets.

Conversely, regions without innovation infrastructure, with adecline or loss of their legacy industries, or without an

employment base to offer challenging jobs to their best

graduates find their brainpower hollowing out along with their

hopes for economic renewal.

Increased densities of brainpower occur from attraction,

development, and retention strategies. Aligning the K-20

development pipeline efforts with regional innovation cluster

strategies recognizes the interaction between brainpower and

innovation-related jobs.

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Brainpower & Talent

DESCRIPTION | Accelerating transformation of the brainpower in a region is

dependent on talent development, attraction and stickiness. Objectives include:

build an effective K-12 system, develop a skilled adult workforce, ensure region is

competent in STEM areas, build culture of entrepreneurship, and attract and retain

intellectual capacity.

PRODUCTS | Strategic workshops, toolkits, and services for the core providers are

indicated on the following page. General topics include: leadership alignment,

school reform, dropout prevention, connect k-12 system to new economic base, re-

skill displaced workers, build regional workforce training system, informal

children/youth stem programs, teacher professional development programs, family

stem programs, train residents in entrepreneurial skills , graduate student attraction,

retain high-capacity local students, connect faculty with regional innovation efforts.

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Brainpower & Talent

Strategy Workshops, Toolkits, Services

Key

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ESA school policyc. I-STEM Reso rce Network (P r

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. New Tech High (P

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omplete (P r e)k. Sat r ay Mor i g Physics (UM)l. Fli t Initiatives for N rsing Diversity (UM)m. MREA

H Aca emy (UM)n. WISE K-12 programming (UM)

o. Manufacturing Skill Standard

ouncil certificates(Purdue)

p. SME GreenManufacturing Specialist

ertificate(Purdue)

q. AdvancedManufacturing `Guitar Workshop (Purdue)r. WestEd Understanding Sciences. Family Science Reading (UM)t. Entrepreneurship Academy (Purdue)u. Entrepreneurship Youth Institute (Purdue)v.

lassroom Business Enterprise (Purdue)w. Zip Indiana (Purdue)x. Entrepreneurship-enhanced

ourses (Purdue)y. E-BIN (Purdue)z. Small

ompany Innovation Awards (UM)

A. Internship Scholarship Program (UM)B. Indiana INTERNnet (Purdue)

. Entrepreneurship & Engineering Learning Factories(PSU)

D. Young Faculty Innovators Program (UM)E. Talent Retention & Entrepreneurship Education Fund

(UM)F. Local La or & Economic Market Forecasts (UM)G. World

ampus (PSU)

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In the TRE model, innovation and entrepreneurship serve as the most

direct drivers for regional development. New products and new firms

strengthen companies and grow jobs. Top line revenues provide a

fundamental measure for American innovation competitiveness.

Innovation and entrepreneurship support regional growth, particularly

in regions historically-advantaged by supportive regional innovation

and brainpower assets. Less advantaged or siloed regions have

invested in institutions of collaboration or innovation

infrastructure whose purpose is to create R & D assets that sit

between and increase interactions between university or federal labpersonnel and private sector development staff. Innovation and

entrepreneurship include a spatial dimension critical to consider when

conceiving tailored innovation strategies that work across the rural-

urban continuum. Knowledge transfer is the critical driver for

innovation; and, while it can be place-independent, just the like the

humans who create and transfer it, knowledge exists in place.

Innovation and entrepreneurship play an important role within the

context of the TRE innovation-based regional development model.

While technology transfer is a well-known form of knowledge transfer,intellectual property is just one package for knowledge. Graduates,

interns, hallway conversations, commercial testing, and engineering

services offer a short list of other forms of knowledge transfer.

Innovation benefits from increased human interactions because

increased contact accelerates knowledge transfer, such as hiring

researchers, interns, or local graduates, co-creation of new ideas in

social relationships, and new companies built on increased trust and

synergistic partnerships. Knowledge spillovers advantage regions and

firms proximate to universities, labs, and innovation infrastructure.

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DESCRIPTION | Accelerating transformation of the innovating companies and

entrepreneurial ventures in a region is dependent on cluster development, creating

a vibrant environment for top-line growth for existing and new businesses, and

leveraging university infrastructure. Collaboration, participation, and capacity for

innovation are all essential features for cluster success.


indicated on the following page. General topics include: institutes of collaboration,

cluster-focused incubators, innovation parks, competitive research, business support

programs, entrepreneur support, distributed research aligned to regional assets,

test facilities, and forums for interaction between universities and regional

businesses.

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a. Networks and Asset Mappingb. C om munity Ana ly sis Pack

c. Center for Supply Chain Research (PSU)

d. Institute for the Study of Business Markets (PSU)

e. D isco very Park (Purdue)

f. Distributed Incubator (Purdue)

g. Surviving to Thriv ing (UM)

h. Michigan Family Business Center (UM)

i. Ventur e Catalyst (ASU)

j. Edison Progr am (ASU)

k. Decisi on Theater (ASU)

l. Kokomo Skunkworks (Purdue)

m. Echelon (Purdue)n. Eureka! (Purdue)

o. InnovationsLink (Purdue)

p. Purdue Angel Investment Network

q. Fastrac

r. Jumpstart

s. iLabs Center for Innovation Research (UM)

t. PCRD Regional Cluster Analysis (Purdue)

u. Ben Franklin Technology Partners of PA

v. Business Incubation Due Diligence (UM)

w. Decisi on Theater ( ASU)

x. Technical Assistance Program (TAP Purdue)

y. PennTAP Environment, Health & Safety, Sustainability,

Advanced IT, Energy Efficiency, Food Processing,

Healthcare IT, New Product Development consulting and

training (PSU)

z. Innovation Accelerator

A. Small Company Internship Program (UM)

B. Small Company Innovation Program (UM)

C. Instant Innovation Workshops (UM)

D. Web Portals for industry access to university (Univ ofIA)



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Capability-building Toolkits

# ServiceOfferings


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Regional innovation clusters grow up around quality, connected

places. These locales serve to concentrate brainpower,

innovation-based companies and jobs, innovation infrastructure,

knowledge transfer, positive narratives, and productive

networks. Amenities, community infrastructure, technology

infrastructure, community capacity building, knowledge-

producing institutions, and vital non-profit sectors all play roles

in forming communities attractive for innovation-based

development. The regional bottom line involves more than

economic measures to include social and environmental

characteristics. Creating or framing regional/community

incentives to attract and create this array of 21st century

economic drivers is essential.

Leadership from private and non-profit leaders supplies

important vision and continuity in medium and long-term

strategies to transform place. In addition brainpower, innovation

infrastructure, networks, and civic collaboration all come

together in quality, connected places. Regions and their

communities need strategies to manager how these factors

interact in serving as the basis for place-based strategies that

create a climate for innovation and growth.

Policies to strength place include:

Critical connections like quality healthcare and good K-12

schools

Alignment of policies and programs of place (such as

programs offered by the USDA, EDA, HUD, and the

Department of Education)

Building upon post-secondary and regional assets and filling

gaps for regional competitiveness

Models of collaboration for generating regional leadership 12


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DESCRIPTION | Accelerating development of a destination location or quality

connected place is dependent on a broad range of factors including: building

regional non-profit capacity, providing quality K-16 education options, improving

health care, assuring safety, developing local leadership, upgrading IT and

telecommunications infrastructure, growing places for the exchange of ideas

through shared activities, and activities that support the buzz around a newinnovation narrative..


indicated on the following page. General topics include: envisioning, design, and

planning of the place, building cultural facilities, building functional spaces that

connect groups through shared work, outreach programming, new facilities and

layered, regular, dense interactions between regional players.

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a. CESA

b. STRIVE

c. Justice & Safety Institute (PSU)

d. 102: Civility as a Strategic Asset

e. 103: Conducting Civic Forums

f. 202: Collaborative Leadershipg. Urban Planning Design Charrette (UM)

Quality Connected Place


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# Strategy Workshop

Capability-building Toolkits

#ServiceOfferings

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Documents

TRE Networks Products & Services (draft)