succeeding by building regional strength and capacity

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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



The economic geography of the nationclusters around universities, mostly in urban areas . . .

87%of economic

activity

of colleges &

universities

80%

83%of students

http://antwrp.gsfc.nasa.gov/apod/image/0007/usanight_dmsp_big.gif



Assessing Opportunities & Resources – The UA Experience

Industrial clustersof businesses,

universities andgovernments

define regionaleconomicidentities.



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



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



Campus

Community Cooperative

Collaborative

Economic

DevelopmentStrategy



UA Economic Development Drivers/Strategies



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



The Akron Model

A Robust andBroad-based

Platform or“Tool Chest” for Economic

Development



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



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.



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.



Alternative backgroundIf you need more space

Standard

UniversityModel



• 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



• 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



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

http://www.milkeninstitute.org/index.taf

http://www.milkeninstitute.org/index.taf

http://regents.ohio.gov/index.php

http://universityeda.org/index.htm



The Akron Model

A Robust andBroad-based

Platform or“Tool Chest” for Economic

Development



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.



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.”



Silo Busting



Luis M. Proenza • [email protected]

Thank you

succeeding by building regional strength and capacity

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