ucap overview presentation

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)

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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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