8. Agenda for Today Initiative Background Utah’s Industry Clusters and USTAR Initiative Oversight and Funding Structure and Future of the UCAP Model Q&A Feel free to ask questions throughout the presentation 3
17. UCAP History Concept of Collaboration Business Roundtable Meeting Listen and respond Don’t tell USHE DWS GOED Industry Network of expertise & resources UCAP USTAR Outreach Conversations Stewards of Place Initiative Regional approach 6
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19. Enhance USHE institutions as regionalhubs of economic activity and as a network of support and expertise
20. Integrate, align, and leverage resources (across higher education institutions; between USHE, DWS, GOED, USTAR and other state agencies) with industry needs and opportunities
25. What are Economic Clusters? Clusters are geographic concentrations of interconnected companies, specialized suppliers, service providers, and associated institutions in a particular field that are present in a nation or region. Clusters arise because they increase the productivity with which companies can compete. 9
26. Promote Growth in Cluster Industries The Goal of the Clusters Initiative is to create a hypercompetitive region in focused industries. The Economic Clusters Initiative is a catalyst to focus people, ideas and resources on the greatest opportunities for success. The initiative aligns industry, research universities, capital, education and workforce, technology and government around emerging or mature industry sectors that possess the greatest competitive advantage. 10
27. Utah’s Economic Clusters Aerospace and Aviation Defense and HLS Energy and Natural Resources Financial Services Life Sciences Outdoor Products Software Development and Information Technology 11
28. USTAR Research Team Funding Technology Outreach Program USTAR Buildings & Infrastructure Utah Science Technology and Research The Utah Science Technology and Research initiative (USTAR) is a long-term, state-funded investment to strengthen Utah's "knowledge economy." This revolutionary initiative invests in world-class innovation teams and research facilities at the University of Utah and Utah State University, to create novel technologies that are subsequently commercialized through new business ventures. 12
29. USTAR Research Focus Areas BioDevice/ BioPharma Energy nanoTechnology Medical Imaging and Brain Medicine Imaging Technologies and Digital Media 13
33. Oversight Oversight Committee (OC) Governs the direction of the UCAP initiative Consists of the heads of USHE, DWS, and GOED Approves project proposals and budgets Project proposals (Phases 1-2) Outlines the scope of work Identifies key constituents/leaders Estimated budget Acceleration plans (Phases 3-4) Implementation Strategies Stewardship (who’s doing what) Estimated budget USHE is the managing agency 15
34. Oversight Tolerant of ambiguity Cannot enter with preconceived notions to bias the process – need to listen to industry leaders! Use of principle-based framework to yield actionable and measurable outcomes Anticipate outcomes per project Assessment of industry/clusters Acceleration plan developed within four to five months of funding (phases 1-2) Funding for phases 3-4 contingent upon submission and approval by OC of industry/cluster assessment of talent and innovation support needs and the acceleration plan 16
35. Funding One-time grant funding Seed funding Industry/institutional obligation thereafter through repurposed funds Flexible – funds able to be leveraged for additional grant monies Funding flows in phases Pre-phase funded separately Phases 1-2 funded together Phases 3-4 funded together 17
36. Funding Fiscal Year 2009-10 (inaugural year) Three pilot projects Sources DWS’s ARRA funds USHE base-funded economic development grant funds Amounts (three pilot projects) $900,000 by DWS $60,000 by USHE Total of $320,000 per pilot project Building the model (Intellectual property) Prepared for the unknown 18
37. Funding Fiscal Year 2010-11 (second year) Seven new projects Sources DWS general funds USHE base-funded economic development grant funds Governor’s Office of Planning and Budget (GOPB) Amounts $750,000 by DWS $60,000 by USHE $250,000 by GOPB Funding per project no greater than $140,000 19
38. Structure & Future of the UCAP Model Cameron Martin Associate Commissioner, Economic Development & Planning Utah System of Higher Education (USHE) 20
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40. Phase II – Develop an acceleration strategy to meet the industry cluster’s needs
41. Phase III – Implement the acceleration plan with measures of accountability
42. Phase IV – Report outcomes including wage levels and job creation21
48. Identify and prioritize specific cluster, talent (competency), regionally-based acceleration partnership projects 22
49. UCAP Convening Institutions President’s invitation, attention, and involvement Selection of consulting and facilitation services Administrative support/front line Facilitate the collaboration of public/private higher education institutions with industry leaders Ensure higher education is listening and responding! See “Principles for Success” handout 23
50. UCAP Pilot Projects (2009-10) Cluster: Aerospace and Defense Convening Institution: Weber State University Status: phase III (plan implementation) Cluster: Energy Convening Institution: Salt Lake Community College Status: phase II (plan development) Cluster: Digital Media Convening Institution: Utah Valley University Statue: phase I (industry assessment) 24
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54. UCAP 2010-11 Projects Four USHE projects Southern Utah University Dixie State University Snow College Utah State University–College of Eastern Utah Starting with the Pre-Phase Stewardship Audit Formalize relationships and roles Yield a priority list of needs/opportunities Adapting to regional nuances 28
55. UCAP 2010-11 Projects Two institutions will replicate the model with different industry clusters Weber State University Healthcare Salt Lake Community College In process of determining Piloting co-convening with third-party non-profit Utah Technology Council’s “BioVision” project with the University of Utah 29
56. Outcomes and Lessons Learned Presidential leadership is essential (power to convene) Higher education institutions: “Neutral ground” – ideal for convening Sustaining power through cultural alignment Industry needs to focus on its common ground, or the “rising tide that raises all ships” Changing the culture of higher education at the state, institutional, and department levels 30
57. Outcomes and Lessons Learned Convening institution must be perceived as logical host to project focus Educational participants must listen to industry (stop telling industry what to do!) Industry must commit resources in partnership with higher education to sustain outcomes Reducing the cost per project (model is built) 31
58. Future of the UCAP Initiative Every campus convening at least two UCAP projects per year Establish a sustaining culture Expand the model to include: Statewide clusters focus Regional focus Talent (competency) focus 32
59. Future of the UCAP Initiative Broadly report outcomes and impact Celebrate successes leads into additional projects Builds momentum Seek increase of state base funding for the initiative Continue to refine and replicate the model 33
60. Future of the UCAP Initiative Part of the state’s higher education 2020 strategic plan Increase participation Increase completion Increase economic innovation HigherEdUtah2020.org Governor and legislature see the UCAP as a great return on investment Included UCAP in 2010 State of State Governor Gary R. Herbert 34
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