Post on 21-Jan-2015
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UCAP
Cameron Martin, USHERachael Stewart, DWS
Gary Harter, GOED
2010 Annual SummitNovember 8, 2010
Reno, NV
Utah Cluster Acceleration Partnership
Introductions Cameron Martin
Associate Commissioner, Economic Development & Planning
Utah System of Higher Education (USHE)
Gary Harter Managing Director, Business Creation Governor’s Office of Economic Development
(GOED)
Rachael Stewart Program Manager Department of Workforce Services
(DWS)
2
Agenda for Today
Initiative Background
Utah’s Industry Clusters and USTAR Initiative
Oversight and Funding
Structure and Future of the UCAP Model
Q&A3
Feel free to ask questions throughout the presentation
Utah Cluster Acceleration Partnership(UCAP)
Utah Statewide and regionally focused
Clusters Identified by GOED + regional and talent component
Acceleration Respond quickly; increase jobs and wages
Partnerships DWS, USHE, GOED, USTAR and industry
The UCAP initiative is designed to capitalize on the position and contribution that institutions of higher education can make to the overall economic development of both their respective regions and the Utah state economy as a whole in accelerating the growth and capacity of key industry clusters and businesses by addressing their need for talent and innovation support.
Purpose Statement 5
UCAP History
Concept of Collaboration
Business Roundtable
Meeting
USTAR Outreach
Conversations
Stewards of Place Initiative
UCAP
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Listen and respondDon’t tell
USHEDWS
GOEDIndustry
Regional approach
Network ofexpertise &resources
UCAP Objectives
Accelerate growth in strategic Utah industry clusters
Enhance USHE institutions as regional hubs of economic activity and as a network of support and expertise
Integrate, align, and leverage resources (across higher education institutions; between USHE, DWS, GOED, USTAR and other state agencies) with industry needs and opportunities
Establish a replicable model and templates7
Utah’s Industry Clusters
Gary Harter Managing Director, Business Creation Governor’s Office of Economic Development
(GOED)
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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.
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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.
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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
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Utah Science Technology and Research
USTAR Research Team Funding
USTAR Buildings &
Infrastructure
Technology Outreach Program
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.
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nanoTechnology
USTAR Research Focus Areas
Medical Imagingand Brain Medicine
BioDevice/ BioPharmaEnergy
ImagingTechnologies
and Digital Media
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Oversight and Funding
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Rachael Stewart Program Manager Department of Workforce Services
(DWS)
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 agency15
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
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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
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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
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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 $140,00019
Structure & Future of the UCAP Model
Cameron Martin Associate Commissioner, Economic
Development & Planning Utah System of Higher Education (USHE)
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UCAP Phases
Phase I – Conduct an strategic assessment of the industry.
Phase II – Develop an acceleration strategy to meet the industry cluster’s needs
Phase III – Implement the acceleration plan with measures of accountability
Phase IV – Report outcomes including wage levels and job creation
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UCAP Phases
Pre-Phase – A stewardship audit
Convened by institutional president
Identify institution’s capability to meet regional needs
Builds relationships between institution and stakeholders
Build USHE institutions’ network of services
Identify and prioritize specific cluster, talent (competency), regionally-based acceleration partnership projects
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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!
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See
“Principles for Success”
handout
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)
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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
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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
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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
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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)
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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
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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
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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
Governor Gary R. Herbert
Included UCAP in 2010 State of State34
Thank you!
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Building on the fly…
Introductions Cameron Martin
Associate Commissioner, Economic Development & Planning Utah System of Higher Education (USHE) Phone: 801-321-7111; Email: cmartin@utahsbr.edu
Gary Harter Managing Director, Business Creation Governor’s Office of Economic Development
(GOED) Phone: 801-538-8784; Email: gharter@utah.gov
Rachael Stewart Program Manager Department of Workforce Services (DWS) Phone: 801-526-9239; Email:
rachaelstewart@utah.gov
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Opening Graphic