higher education & economic development
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Higher Education & Economic Development. Welcome to the webinar. We will begin momentarily. Please remember to call in: 1-888-850-4523 and enter code 151937 Sponsored by:. Higher Education & Economic Development. - PowerPoint PPT PresentationTRANSCRIPT
Higher Education & Economic Development
Welcome to the webinar.
We will begin momentarily.Please remember to call in:
1-888-850-4523 and enter code 151937
Sponsored by:
Higher Education & Economic Development
• Reflect on the question, “what is the role of higher education in economic development”
• Discuss service learning, social entrepreneurship/innovation, microventuring, and other methods to explore economic development strategies to address social problems
• Look at three vastly different campuses from three regions in the United States dealing with unique contexts
• Each panelists will discuss their program for 10 minutes
• Encourage lots of questions
Higher Education & Economic Development
Stephanie Barksdale, Director
Tulane University
Office of Social Entrepreneurship Initiatives
Stephen Conroy, Associate Professor of Economics,
University of San Diego
Melissa Paulsen, Social/Micro Venturing Programs Manager
University of Notre Dame
Gigot Center for Entrepreneurial Studies/Mendoza College of Business
Moderator:
Chris Nayve, Director, Center for Community Service Learning
University of San Diego
Tulane UniversityTulane UniversityDriver of Economic GrowthDriver of Economic Growth
Presentation by Stephanie BarksdalePresentation by Stephanie BarksdaleTulane Social Innovation and Entrepreneurship Programs Tulane Social Innovation and Entrepreneurship Programs
BACKGROUNDBACKGROUNDAugust 2005
– 70% of University flooded by Katrina
December 2005
– Renewal Plan: Series of broad, sweeping changes that reinvent the university into a smaller, more focused institution committed to community engagement
February 2006-Present
– Tulane University Hospital & Clinic Reopens
– Center for Public Service
– Cowen Institute for Public Education Initiatives
– City Center
– Bio- Innovation Center
– SIMS Center *
– Disaster Resilience Leadership Academy
– Social Entrepreneurship Programming
– RiverSphere **
April 2010
– New Orleans’ largest private employer
– Best Place to work in NOLA
– $920 million in annual economic activity
– directly and indirectly creating 10,600 jobs throughout Louisiana
http://tulane.edu/k5/timeline.cfm
Civic Engagement/ Civic Engagement/ Economic Development Economic Development
• 280+ Service Learning courses offered annually
• 250+ Internships per year
• 400+ Community Partners
• 135,000+ Public Service hours performed annually
• 60 + Community Design/Build projects completed
• 93+ Community Health Access Points
• 5 Student Ventures launched
• $115,000 Raised for student ventures in 2010-11
OpportunitiesOpportunities• Human Capital Support• Applied Research
– Bio-Innovation Lab– Bio- Medical– Science and Engineering– Social Sciences– Health Sciences– Architecture– Public Policy
• Urban Innovation Fellowships• Inter-disciplinary Curriculum • Collaborative Partnerships • Creating an Ecosystem
Talent Development Talent Recruitment and Retention
Support(Consulting, Networks, Education, Grants, Events)
Incubate
New Orleans Entrepreneurship EcosystemNew Orleans Entrepreneurship Ecosystem
Scale (Retention, Incentives, Workforce, Policy)
Leadership Development
Invest(Foundation, Angel, VC, Banks)
www.ideavillage.org
Entrepreneurs Row
Creating Collective ImpactCreating Collective Impact
• Collective approach and commitment of a group of important actors from different sectors to a common agenda for solving a specific social problem– Common agenda
– Shared measurement system
– Continuous communication
– Mutually Reinforcing Activities
– Backbone Support Organizations (I.E. Universities)
http://www.ssireview.org/pdf/2011_WI_Feature_Kania.pdf
Thank you! Thank you! Stephanie Barksdale
Special Assistant to President Cowen
Social Entrepreneurship Initiatives
Tulane University
218 Gibson Hall
New Orleans, LA 70118
(504) 862-3361
http://tulane.edu/socialentrepreneurship/
Higher Education and Economic Development
Stephen J. Conroy, Ph.D.Associate Professor of Economics
USD School of [email protected]
University of San Diego — San Diego Community Partnerships: Community Service Learning and School of Business Administration partnering with CBO’s.
1. Supporting microenterprise development through San Diego Microfinance Coalition Fund ( “Coalition Fund”) (La Maestra, University of San Diego, Via International, ACCESS)
• Currently 46 Women borrowers in the “Coalition Fund” (Chula Vista and San Diego) (Began 10/09)
• Business consulting projects—from business classes
• Microfinance Club supports the “Coalition Fund”:
- Students attend SDMCF meetings
- Quickbooks Training Program
- Purchasing products made/sold by microentrepreneurs
2. Support the San Diego Microfinance Alliance and other MFIs:
• Foundation For Women
• ACCION San Diego
• CDC Small Business Development
• International Rescue Committee San Diego
3. Support Tijuana Economy through partnership with Via International “Voluntours”
La Maestra Family Clinic
“Coalition Fund” Meetings
Quickbooks Training-Prof. Romney
CraigsList and Ebay PowerPoint
San Diego Microfinance Summit
Via International and Microentrepreneurs
The importance of CSL in Business Education
Tijuana and Immersion Trips
• Principles of Microeconomics (ECON101) Honors Preceptorial classes from fall 2005 - 2008 have gone to Tijuana for immersion experiences.
• Trips included – Visiting poor neighborhoods or “colonias” in
Tijuana– Maquiladora tour/conversation about
international trade, outsourcing, labor conditions in Mexico
– Walk along the border from Mexican side– Eating in Zona Rio area– Working on community service (e.g., house
repair, cement) projects– Meeting with local community members
Student Projects in Tijuana
Microventuring Certificate ProgramGigot Center for Entrepreneurial Studies
Melissa [email protected]
Gap we sought to address
Existing microenterprise development programs…– Aimed services on pre-launch/launch
– Focused on general start-up issues, business planning, financial literacy, etc.
– Are equipped to accommodate homogeneous needs at start-up through group instruction, etc.
– Unable to address more heterogeneous post-launch issues
A new model was needed that would aid in stabilizing, sustaining and growing the ME’s business………MICROVENTURING.
ND defines Microventuring as the process of assisting emerging microentrepreneurs with entrepreneurial training and development, as well as providing them with a link to enabling organizations, including consulting, microlending and other commercial activities and support.
Curricular Program
Microventuring I Business students focus on
case study analysis and business model exercises
Non-business students focus on entrepreneurial skills development
The lens for both courses is that of the microenterprise
Microventuring II Students come together to
work with low-income entrepreneurs to improve overall business profitability, in industries such as food services, retail, and services, e.g. cleaning, landscaping, etc.
Program Highlights…the students
263 students have enrolled in MVI (taught just once per year over last five years) and 148 students in MV II through Spring 2011
64 students enrolled for Fall 11, of which 67% are non-business
Those that move on to Microventuring II in the spring represent about 50% of the fall class
NB make-up: all colleges, all disciplines
Program Highlights…the entrepreneurs
Second semester student teams are balanced with Business/NB students and each team has at least one finance or accounting student
We “accept” microentrepreneurs into the program – avg 7 to 9 each spring – and they represent a wide range of industries, ethnicities, both genders and “levels”
All MEs receive mid- and post-semester assessments to complete and we will administer the questionnaire verbally for those unable to complete on their own
Program Challenges
Microentrepreneurial Business Models– Business models are often
flawed
– Businesses are barely hanging on, one step away from failing
– Moving up the food chain – questions mission
Preparation of non-business students
– Demand for the program by non-business students exceeds capacity
– Additional requirements inhibit our ability to meet this demand
Passion, skill and the
“management trinity”
– the technical skills necessary to produce the goods or services
– the ability to market one’s goods or services
– the ability to financially manage one’s affairs
Ernesto Sirolli, Ripples from the Zambezi
“Levels” of Microentrepreneurs
Level 1 Level 2 Level 3 Level 4
Limited education Some experience Good experience Educated (may have degree)
Marginal track record Some education Professional approach Established business
Small financial plan and footprint
Small, but meaningful financial plan
Expansive financial footprint
Possesses or should possess comp. adv.
Relatively unsophisticated Some capacity to implement
Capacity to implement major initiatives
Stronger financial position; good cash flow
Poor record keeping Some records Fair record keeping Perhaps reinvesting in the business
Inadequate cash flow; un-dercapitalized
Marginal cash flow Adequate cash flow Still problems acquiring capital from formal source
Triage approach Likely to slide back w/o help
Success likelyGrowth potential exists
Goal: Move to level 2; keep business operating; build lifeline; solve immediate needs
Goal: Move to level 3; prove success is possible
Goal: Move to level 4; make into a winner; create greater vision of what is possible
Goal: Move out of ME category; plant bigger seeds for success
If we are going to gain more traction, we need to be bolder in our thinking:
We believe there needs to be a more holistic approach taken There is no sustainability when we troubleshoot issues in the business and
when we are constantly starting over again with new enterprises “Boxes” allow us to replicate models and to tweak the boxes as we
implement The question, however, is what businesses will be successful; more to the
point, what are the essential elements Not everyone who wants to be an entrepreneur s/b – what are the critical
components for the screening process How do we increase our batting average – our trinity is person, business,
model