Presented by Doug Henton Collaborative Economics

1. Presented by Doug Henton Collaborative Economics

2. What are the new realities? The realities facing everyone Additional realities facing universities/colleges What are the new requirements? New thinking about leadership New thinking about university/college mission What are the new opportunities? New common ground between institutions and their regions New benefits for all partners in regional collaboration SETTING THE STAGE

3. NEW REALITIES: Regions, Universities/Colleges, and Stewardship • The Idea-Driven Economy • The Proximity Edge • The Talent Imperative • The Big Regional Sort • A New Definition of Success • A New Focus on Place-Based Assets • The Search for Regional Stewards

4. THE IDEA-DRIVEN ECONOMY • Raw material is ideas (the ingredients) • Ideas are organized into innovations (recipes) • Companies that don’t innovate, die • Successful regions institutionalize innovation • Innovation requires expertise, interaction, and diversity

5. THE PROXIMITY EDGE • Open systems of innovation require many ingredients close by • Face-to-face interaction and proximity critical • Businesses competing on the basis of innovation locate based on regional knowledge, relationships, and mindset

6. THE TALENT IMPERATIVE • Skilled people are the most important resource for innovation • Both highly educated populations and specialized concentrations of talent • Not just young people, but older workers and immigrants who will be responsible for much of the future labor force growth

7. THE BIG REGIONAL SORT • Regions with most college graduates continue to attract more—a growing divide • Fast growth does not always equate with gains in college graduates (e.g., Las Vegas) • In some regions, universities and community colleges may be one of the few assets to attract knowledge workers and retool older workers and new immigrants

8. A NEW DEFINITION OF SUCCESS • Growth in real income per capita, not population or job growth per se • Success through wealth comes from innovation, which results in increased productivity and growing prosperity • Keys are: education level, science and technology activity, export-oriented industries, entrepreneurial initiative, innovation across industries and sectors, talent strategy, reduction of poverty and inequality

9. A NEW FOCUS ON PLACE-BASED ASSETS • Natural environment • Distinctive amenities • Lifestyle choices (young, baby boomers, immigrants) • Innovative place • Tolerance, inclusiveness • Speed

10. NEW REALITIES MEAN NEW RESPONSES ARE REQUIRED America’s Citistates • Most complex challenges today are regional in scale. • Traditional business, government and civic responses are not adequate • Boundary-crossing is now required • Few know how to engage in this kind of regional civic leadership

11. CHALLENGE OF REGIONAL COMPLEXITY • Four regional, often distinct, conversations today: • INNOVATIVE ECONOMY how to succeed in the innovation economy and ensure everyone participates • LIVABLE COMMUNITY how to create communities where people want to live • SOCIAL INCLUSIONhow to ensure inclusive and equitable communities • COLLABORATIVE GOVERNANCE How to form public-private alliances to tackle complex challenges

12. FRAMEWORK FOR REGIONAL STEWARDSHIP

13. THE SEARCH FOR REGIONAL STEWARDS • Complex challenges overwhelm traditional approaches and systems • Leaders are often fragmented, unaware of one another, or focused too narrowly • Stewards are emerging at the center of four conversations, forging new approaches • Universities and community colleges are logical stewards of place

14. A NEW LEADERSHIP MODEL • Regional Stewardship: commitment to place • Traditional Leadership: commitment to an issue/cause • Stewards understand the interdependence between the economy, society, and environment • Regional stewardship is both an individual and a regional capacity

15. NEW EXPECATIONS • New expectations for university/college contributions to the region—roles in all four conversations • New expectations that universities/colleges step forward as “stewards of place” as they are uniquely situated—embedded—with a sense of place

16. FROM Teaching Research Service TO Learning Innovation Shared Leadership UNIVERSITIES EMERGING AS REGIONAL STEWARDS

17. FROM Classroom Teaching inputs One-way content delivery Preparation of next generation TO Classroom w/o walls Educational outcomes Two-way exchange Continuous preparation of all generations TEACHING TO LEARNING

18. FROM Idea generation Individual inventions Single discipline focus Higher education institution-centered work TO Idea application Collaborative innovations Interdisciplinary focus Regional collaborations RESEARCH TO INNOVATION

19. FROM Episodic, short-term involvement Tactical, individual contributions Issue/cause focus Accountability for services rendered TO Sustained, long-term involvement Strategic, institutional commitment Focus on community/ region well-being Shared responsibility for results SERVICE TO SHARED LEADERSHIP

20. AN ERA OF OPPORTUNITY? • Talent, innovation, and shared leadership have never been so important • Universities and community colleges are a critical asset for succeeding in this new world • Neither universities/colleges nor other regional leaders can do it alone, without crossing boundaries • Regional stewardship offers a path forward

22. 4 STEP PROCESS

23. STEP 1: Establish Regional Context • Identify and diagnose the region, paying particular attention to the four conversations (innovative economy, livable community, inclusive society, collaborative governance) • Identify and order stewardship priorities for the region • Identify primary regional resources and capacity, focusing on top stewardship priorities.

24. STEP 2: Assess University-System-State Resources • Identify university/college resources and capacities that are currently applied (or could be applied) to top regional stewardship priorities. • Assess policy/practice environments (campus-system-state) that help or hinder the institution’s regional application of resources and capacity to stewardship priorities.

25. STEP 3: Develop Goals and Success Measures • Identify target areas for stewardship initiatives and for institutionalization of top stewardship priorities. • Establish success measures for top regional stewardship priorities.

26. STEP 4: Develop Stewardship Roadmap

27. KEY EXPECTATIONS • Effort must be simultaneously region and institution centered, rather than one or the other • Effort is a strategic conversation, not a program or budget discussion • Effort must focus on immediate actions and policy changes that have both short-term results and long-term impacts

28. THE MPM SEMINAR:SIMULATION OF FULL PROCESS • 4 Step Process • 4 Sessions with debriefing time over 1-2 days • Regional-Institution teams of 5-15 • “Test Drive” • 4 Step Process • 4 Meetings with “homework” and committee work over one year • Regional-Institution teams of 25-75 • “Prototype Process”

29. STEP 1: ESTABLISH REGIONAL CONTEXT

30. EXAMPLES OF REGIONAL CHALLENGES • INNOVATIVE ECONOMY—primarily economically-driven concerns such as industry restructuring, job loss, entrepreneurship, commercialization of new technologies, climate for innovation • LIVABLE COMMUNITY—primarily quality-of-life driven concerns such as environmental quality, urban and neighborhood revitalization, land use, transportation congestion, housing, amenities • SOCIAL INCLUSION - primarily socially-driven concerns such as poverty, educational preparation, employment opportunity, community health, civic participation • COLLABORATIVE GOVERNANCE - primarily problem-solving concerns such as the need for regional alliances of local jurisdictions, local/state/federal collaboration, and public-private partnerships to address complex regional challenges

31. STEP 1: ESTABLISH REGIONAL CONTEXT • EXAMPLES OF ASSETS • REGIONAL ASSETS—major regional collaborative initiatives, key public and/or private investments, major institutions that do or could address the challenge • INSTITUTION ASSETS—leadership, expertise, major internal and externally focused initiatives, key investments/incentives/policies

32. STEP 1: ESTABLISH REGIONAL CONTEXT

33. STEP 2: ASSESS INSTITUTION/SYSTEM/STATE STEWARDSHIP CAPACITIES

34. STEP 3: DEVELOP GOALS & MEASURES

35. STEP 4: DEVELOP REGIONAL STEWARDSHIP ROADMAP

36. Oklahoma MPM: Preparatory Steps • Presidents’ Orientation (June) • Determine Regions, Choose Facilitators, and Forge Agreements to Work Together Among Higher Education Institutions in the Same Region (June-July) • Facilitator Briefing Book and Training Session (August-September) • Assemble Regional Team to Attend MPM Seminar (Team to include approximately 10 institutional, business, and community partners) (August-September) • MPM Seminar (October-November)