university-community partnerships: economic development

Inter-City Visit 2012 Bloomington

Tony ArmstrongPresident and CEO

IU Research and Technology Corporation

Kirk R. WhiteIU Assistant Vice President for Strategic Partnerships

September 10, 2012

IU Office of EngagementUpon taking office in 2007, IU President Michael McRobbie created the Office of the Vice President for Engagement making statewide economic development a top strategic priority.

2Innovate Indiana

Mission: Coordinate and connect the university’s vast

intellectual and creative resources, assets, and expertise.

Pursue strategic opportunities, in both the public and private sectors.

Stimulate economic development and growth in Indiana.

Enhance the quality of life for Hoosiers.

Innovate Indiana is the name for Indiana University’s efforts to channel the university’s vast resources to strengthen the Hoosier economy. The Office of the Vice President for Engagement (OVPE) is the central point of contact for Innovate Indiana.

Indiana University Research and Technology Corporation (IURTC)

• Not-for-profit organization that facilitates IU-affiliated research and technology collaborations.

• Stimulates growth in Indiana’s technology and life sciences sectors by:• Helping entrepreneurial faculty develop commercially viable

technology through:• Licensing innovations globally• Creating new start-up business

• Enhancing funding opportunities – $10 million dollar Innovate Indiana Fund and spInUp program

Gary (IU Northwest)• Northwest Indiana SBDC

office• Regional Economic Impact

focus• RED Fund awards (2)

South Bend (IUSB)• Cancer Research Center• Center for a Sustainable

Future• RED Fund awards (2)

Richmond (IU East)• Online Degree Program

support (VUJC agreement)

• Regional Economic Impact event

• RED Fund awards (2)

Kokomo (IUK)• Regional Transformation

Initiative support• Regional Economic

Impact forum• Kokomo SBDC Office

Fort Wayne (IPFW)• IPFW Office of Engagement• Technology Showcase

events

New Albany (IU Southeast)• Southeast Indiana SBDC office• Technology Showcase event

Columbus (IUPUC)• IU Center for Arts +

Design• Technology Showcase

eventEvansville• I-69 Corridor Development support• Center for Medical Education

growth• Technology Showcase events

Bloomington (IUB)• IU Innovation Center• IU Technology Park• Bloomington SBDC

office• Chamber & BEDC• Pre-Seed Workshop

Indianapolis (IUPUI)• IU Innovation Center• 16 Tech (City of Indpls.)• Pre-Seed Workshop

Crane• IU - NSWC Crane

Collaboration (MOU & PIA agreements)

Statewide Engagement

- Indiana University’s collective efforts to channel the university’s vast resources and expertise to strengthen the Hoosier economy.

IU and IU Health’s Overall Economic Impact is $11.5 Billion Per Year

The reach and impact of IU and IU Health extends across all regions of the state:

• 9 IU Campuses

• 9 IUSM Centers of Medical Education (partnerships with 5 other Indiana universities)

• 18 IUH Hospitals

IU Bloomington’s Overall Economic Impact is $2.3 Billion Per Year

• Represents 20% of IU/IUH’s overall economic impact.• In comparison, IUPUI’s economic impact is $2.0 billion per

year.

IU Bloomington’s Supports Over 20,000 Quality Indiana Jobs

• Represents over 20% of IU/IUH’s total jobs supported.• In comparison, IUPUI supports 18,763 direct and indirect

jobs.

Additional IU Bloomington Impacts

• IU Bloomington’s operations in Indiana generate $114.1 million per year in state and local tax revenue.

• IU Bloomington, faculty, staff and students generate more than $54.8 million annually in charitable donations and volunteer services. These benefits (in addition to the $2.3 billion annual impact) include the following: – $13.5 million donated to local charitable organizations by IU

Bloomington faculty, staff and students.– Nearly $41.3 million in value of volunteer time provided to area

communities by IU Bloomington students, faculty and staff.

IU Bloomington Economic Development Partnerships

• Downtown Certified Technology Park • Development of North and East parks• Co-sponsor of Small Business Development

Center• Board memberships: Bloomington Chamber of

Commerce, Bloomington Economic Development Corporation

• Technology showcases• Business start-up weekends• Military base collaboration

City-Campus Relations: An opportunity for regional collaboration

• Universities have potential to be regional conveners bringing together diverse groups for mutual benefit

• First, formal and informal networks must be built on open communication and trust.

• Must be proactive and inclusive, regularly assessing potential opportunities and risks

• Focused on working together to take advantage of the strengths of the campus and community as a team

Higher Ed Characteristics

• Higher Education– Deliberative– Cautious– Cerebral– See gray areas– Take time to resolve– Group oriented

• Media/Public– Immediate– Impetuous– Emotional– Black & White– Print it today– One person in

command

Take time to build trust

• The University is:– Big, powerful and used to having it’s own way– Often doesn’t speak with one voice or act

consistently– Sometimes interested in international

rankings instead of local recognition – Must prove it’s commitment over time, stay

constant even through leadership changes

Formal and informal communication

• Formal– Town and Gown

Committee– Established in 1997 by

IU president– Included leaders of

government and major organizations

– Quarterly meetings to discuss mutual issues

– Discontinued in 2008

• Informal– Personal relationship

based– City and campus

leaders establish open communication with counterparts

– Discuss issues as needed

– Does not require regular meetings

Develop Networks

• Decision makers– Elected or appointed

Officials– Company Presidents– K-12 Superintendents– Health care CEO’s– Social Service

Executive Directors– Organization Board

Presidents

• Decision influencers– Chamber of

Commerce– Economic

Development Corporation

– Merchant Assns– Neighborhood Assns– Special interest groups

Essential elements of proactive city-campus relations

• University senior leader who is responsible for cultivating the relationships

• Must have access and confidence of campus CEO

• Proactive and inclusive attitude that includes campus and community decision makers and influencers

• Must be constantly mindful of opportunities and risks

Emergency Preparedness: an opportunity for mutual risk collaboration

• Risk preparedness, response and recovery in the post-9/11 environment

• City and campus unavoidably connected

• “Multi-hazard” incidents: when, not if

• Multiple jurisdictions, multiple agencies

• Life, property, image, reputation and financial stability of both university and community are coupled

• Range from football game traffic management, active shooters, to tornadoes

• Conduct planning and exercises together

• Pre-plan communications

Mutually beneficial opportunities

• United Way campaign• Service learning

programs• Economic development

– State/federal challenge grants

• Legislative initiatives– Infrastructure funding,

projects

• Public safety– Police cooperation– Fire protection

Tony ArmstrongPresident and CEO, IURTC

atarmstr@iu.edu

Kirk R. White Assistant VP for Strategic Partnerships

krwhite@iu.edu

Thank you