gainesville phase 1 final report printable version final

Greater GainesvilleKnowledge

Economy Road Map:

Phase One Final ReportPhase One Final Report

Project Overview and Findings

Project Overview and Findings

Knowledge Economy Road Map Process

Reports 1-3 “Scan”Literature ReviewAsset InventoryInnovation Data Analysis

Report 4Targets of Opportunity (and SWOT Analysis)

Local Input

Interviews

Advisory Groups

Final Report

Findings and Recommendations

• 2-3 Big Ideas

Report 5Best Practices Review(and Benchmarking)

Groups

Small Forums

• 2-3 Big Ideas

• 5-7 FundamentalActions

The Gainesville Area Chamber of Commerce selected New Economy Strategies LLC (Washington D.C., Austin Texas) to assist in the analysis, assessment and recommendation for an accelerate process to strengthen the regional economic development process, agenda, and outcomes. NES was selected on the basis of its success in over 100 engagements where elements of the highly inclusive, facilitated process to bring disparate elements of scientific, technological, demographic and economic leads to near-term implementation. NES, an innovation-focused consultancy, determined that the region could rapidly employ methods to engage various stakeholders in the often overlooked elements of connectivity, knowledge-sharing, and a common purpose.

The Road Map is Driven by Six Critical Questions

The Selection Committee and ultimately the Project Advisory Committee determined Six Critical Questions plaguing regional progress and success that required addressing through a Road Map:

• What are growth opportunities for Gainesville/Alachua County?

• What does the Chamber/business community need to do • What does the Chamber/business community need to do differently to promote economic growth?

• What are the five largest impediments to economic development?

• Where is the community support and community opposition?

• What is University of Florida’s role in community and long term commitment of economic development?

• How do we continue to build a world class community?

Requirements for Addressing the Road Map Questions

The Challenges and the Goals:� Assess existing capacities,

infrastructure, and assets in opportunity areas� Measure the region’s

competitiveness in target industries and sub-specialties� Evaluate global trends in these

industries and their implication

Existing Economic Drivers:

• Biomedical R&D• Renewable/alternative

energy• Water-related

technologies• Manufacturing (devices,

drugs, food products, industries and their implication for regional planning of infrastructure, economic development, workforce development, and marketing� Determine what gaps exist and

how/if they can be addressed� Enhance partnerships and assets

that ultimately increase the region’s value proposition to companies

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drugs, food products, etc.)

• Retention of Student and Faculty as Innovators

Inherent Key Goals:• Job creation• Corporate recruitment• Investment• Brand development• Commercialization

Project Focus Areas: Analysis, Assessment and a Value Proposition for ActionKey Issues Specific Actions

Comprehensive analysis of economy

• Analyze Gainesville’s economy as a whole, identifying specific assets, funding streams, strengths and challenges

Identify relevant knowledge competencies

• Identify core competencies that align assets in the region with target industry clusters in order to promote connections between civic, business and academic institutions

Benchmarking Providence against

• Place Gainesville’s economy in a national and international context- benchmarking the city Providence against

other regionsinternational context- benchmarking the city against regional, national and international targets

Strategic value proposition on Technology Transfer, Commercialization

• Link the embedded regional knowledge into the workforce system, focusing on sponsored research and industry partnerships as well as talent and skills development for sustainable economic growth

Analysis of Gainesville’s Underpinnings for Economic Development Implementation

• Target both the supply and demand sides of the economy to look at both established businesses, along with emerging industries, clusters and firms

• Then identify a portfolio of immediate, near-, and long-term actions necessary for a new regional economic development and programmatic implementation approach

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Project Phases: from Analysis to AlignmentPhase I: Phase I:

Data Analysis Data Analysis

Dialogues Dialogues addressed by addressed by connectivity connectivity

Phase II: Phase II: Innovation NetworksInnovation Networks

Current Innovation SnapshotCurrent Innovation SnapshotVC VC –– 08, Patents 08, Patents –– ’07, ’07, Fed Funding Fed Funding –– ‘06/’07‘06/’07

Asset Base AssessmentAsset Base AssessmentInventory of Names, Programs,Inventory of Names, Programs,

Facilities, and CompaniesFacilities, and Companies

Target SectorsTarget SectorsFrameworks and drillFrameworks and drill--down; down;

impact of connectivity impact of connectivity

Identify which Dots are CriticalIdentify which Dots are Critical

Levels of ConnectivityLevels of ConnectivityPurpose of ConnectivityPurpose of Connectivity

Dialogues addressed byDialogues addressed byConnectivity:Connectivity:

•• EconomicEconomic•• FinancialFinancial•• PoliticalPolitical

•• DemographicDemographic

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connectivity connectivity •• DemographicDemographic•• Resource UtilizationResource Utilization

(time, reputation, money)(time, reputation, money)“Innovation Risk Assessment”“Innovation Risk Assessment”

KnowledgeKnowledgeIdentify people with talent, expertise,Identify people with talent, expertise,experience, and their own networksexperience, and their own networks

BenchmarksBenchmarks“Cities/Regions that are connected“Cities/Regions that are connected

look like this… (X, Y, Z)”look like this… (X, Y, Z)”

The Gainesville Area Chamber and NES determined early into the project phases that the Data Analysis, while critically important for updating and in turn drilling-down into new knowledge, must be accelerated to address several barriers and limitations that had held the region back from competitiveness and overall innovation output. In examining both the data and target sectors, additional data supported the discovery of building stronger networks among the asset base, institutions, organizations and individuals that drive Gainesville’s ‘innovation networks’. By examining these elements of Know-What and Know-How among vital scientific and technological drivers, NES began to assess the Know-Whom – the powerful linkages – or frankly the lack thereof – among the people and enterprises that differentiate Gainesville’s economy from others.

Data Highlights: New facts on the uniqueness of the Gainesville economy

University of Florida Sponsored Research Awards(in Millions)

$301 $339$380

$437 $458 $470 $494 $519$583 $562

$0$100$200$300$400$500$600

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

Non-FederalFederal

Source: UF Office of Research, 2008 Annual Report

Gainesville* Key Industry Snapshot

Regional Employment Growth, 2003-2008

Size of Bubble: 2008 EmploymentY-axis: Location Quotient, 2008 Employment Growing,

Strong Cluster

GrowingWeak Cluster

Declining,Strong Cluster

Declining,Weak Cluster

Biomedical

Logistics

Prof SvcsResearch

Building & Construction

Education

Electronics

Engineering & Design

Finance

Industrial Machinery

IT

Healthcare

0

1

-25% 0% 25% 50% 75%

Alachua County Patent Snapshot, 2002-7

*Other includes Environmental Technologies, Aerospace & Defense, Industrial Processes, and other miscellaneous categoriesSource: 1790 Analytics, USPTO

Share of Patents(U.S. share)

(17%)

(38%)

(23%)

(6%)

(3%)(13%)

Source: UF Office of Research, 2008 Annual Report Regional Employment Growth, 2003-2008*Gainesville = Alachua County + Gilchrist County

Breakdown of Federal Awards by Agency, 2008


$127

$39$32$29

$17$15$13

$6 $6 $6 $13NIHNSFUSDADODHRSAEducationHHSEnergyVANASACommerceInteriorOther

(In Millions of Dollars)

Demographic Indicators: Regional Education Experience

Educational Attainment (% Bachelor or higher)

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Source: WITS (Demographics Now)

This is view of how Alachua County significantly outperforms the other counties in the region in terms of educational attainment; this is a critical asset that should be better leveraged to grow and recruit companies and retain students. As was noted further in the interview and forum stages, the disparate nature from one high school to the next, one program to the next demands a closer analysis and drill-down into the work required for a county-wide standard of excellence.

Industry Overview: What is currently driving the regional economy?

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Source: Moody’s economy.comObviously the regional economy has a good spread of sectors, industries and therefore jobs. The size of the bubble is the relative size of the regional employment total, and the growth to the right of the axis suggests those sectors that are still continuing to expand, especially biomedical, research, building and construction, engineering and design. Yet, not taking into account the 2009 decline nor necessary interventions to continue growth and competitiveness will suggest that the region must create its own future.

Key Sector Employment Growth:Five Years of CompetitivenessKey Sector Employment Growth:Employment Growth Patterns by Sector

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In twelve sectors, the most significant patterns for growth have been in biomedical, construction, health-care, logistics, professional services, and research. Of concern is the decline in information technologies due to its impact on a wide range of interdisciplinary and collaborative sector products.

The Current Economic Climate

Change in Employment, Apr. 2008 – Apr. 2009

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Source: Alachua/Bradford Regional Workforce Board

Significant employment declines across most sectors, with Gainesville having overall fewer declines in most areas than the State of Florida suggest that recovery from the recent downturn will require interventions and strategies that leverage a broad spectrum or portfolio of opportunities to leverage know-what (degrees, certification) with know-how (applied technologies, market driven)

The Current Economic Climate

Unemployment Rates, Apr. 2008 vs. Apr. 2009

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Source: Alachua/Bradford Regional Workforce Board

Unemployment rates have risen sharply, and nearly doubled across all geographies, though rates in the Gainesville area remain below the Florida and U.S. average. Therefore, the trends for effects of the economic slowdown and the potential for recovery appear to be more viable in the Gainesville region than the State as a whole. Understanding the portfolio of employment, skills, new enterprise opportunities and leveraging Know-What and Know-How are vital to sustainable growth.

Federal R&D Funding:Estimates of Non-UF Funding Recipients

Five years of federal funding by technology sector

14Source: IE360; FAADS

Similar to Gainesville regional patent portfolio, two thirds of federal R&D funding in grants and contracts from federal sources, is allocated to Life Science. Other well-funded sectors include Agricultural Science, Environmental Science, and Defense. Total federal R&D funding in the region has hovered around $150 million from 2002 to 2006.

Five years patent sectors across both academic and private sector inventors and assignees

Federal Funding Recipients:A Portfolio of Private Sector Participants

The overwhelming importance of the University of Florida and the Shands medical grants and contracts should not overshadow the importance of the initial and emerging needs for obtaining more industry and private sector recipients on which to create public-private partnerships for discovery, development and deployment of the next generation of new ideas, products, and commercialization opportunities.

Research Awards by Sponsor, 2008

Portfolio of Investments in Regional R&D

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Source: UF Office of Research, 2008 Annual Report(in Millions)

The majority of the research awards come from the federal government (57%), though state/local government and foundations contribute an additional 17% and 13%, respectively. What will be essential, as state budgets continue to decline in the long-term and federal funding shifts to additional priorities, is for the Gainesville region to adopt a more aggressive research agenda – an alliance among institutions and the private sector –to attract and therefore increase industry consortia and larger corporate R&D to locate side by side to the Gainesville asset base.

Research Awards by Academic Unit, 2008

Driving Innovation and Economic Growth

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Source: UF Office of Research, 2008 Annual Report(in Millions)

The majority of funding for research at the University of Florida goes to Life Sciences, with the Health Science Center receiving 52% and the Institute for Food and Agricultural Sciences receiving 19% in 2008. The College of Engineering received about 12%. Though not surprising given the significant focus through Shands and several Centers of Excellence, the challenge for regional innovation ‘system’ is to form a federally-funded supportive agenda with the University of Florida as well as to define other agencies and programs that should be recruited to Gainesville along similar lines of an economic attraction model for industry.

Breakdown of Federal Awards by Agency, 2008

Federal Investment ‘Bets’ on Gainesville’s Knowledge

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NIH is the largest source of funding, with 39% of federal awards; NSF, USDA, and DOD receive funding of 12%, 10%, and 9% respectively. This is an impressive portfolio of federal funding. Note this reflects just one-year’s worth in a portfolio of ten-years of tracking the federal investment – or bets – on Gainesville’s Know-What and Know-How. The focus for a regional innovation strategy should be: increase the regional value proposition for both academic AND industry grants and contracts, leveraged by private sector and philanthropic resources, and commercialized resources betting on Gainesville’s capacities to convert ideas to products and services for national and global distribution!

Breakdown of NIH Awards, 2008

Specific National Institutes of Health Gainesville Investments: Indications of Future Opportunities

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Source: NIH

Top research areas for NIH funding were Internal Medicine, Dentistry, Genetics, Pathology, and Physiology. The ability to drill-down into the funding sources of grants and contracts, as well as to define potential patient, consumer, and industry focus areas of science allows a region to infer future opportunities for collaboration and commercialization. A portfolio of science awards also indicates opportunities for cross-disciplinary exchanges and the construct of teams that coordinate capabilities around emerging areas of technological application.

Converting R&D Investment into New Firms, Products, and Jobs

University of Florida Technology Transfer Income

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The University’s aggressive agenda to convert ideas into the next generation of enterprises has resulted in not just additional income for the academic programs on the campus, but as begun to increase the opportunities for entrepreneurial interests to remain in the region and to be recruited to locate in Gainesville. This steady upward income model can be equated to a value proposition: the region is open for collaboration, coordination, and alignment of the best minds leading to products and services that solve national Grand Challenges and common every-day needs.

Research Findings: Gainesville Knowledge Economy Building Blocks

InnovationDriverBuildingBlocks

CleanTechnology

Competency

“Smart”Infrastructure

AdvancedComputing

Nanotech & Devices

CompetencyBuildingBlocks

IndustrySector BuildingBlocks

IT & Software Advanced Materials

Biological Sciences

ProcessEngineer-ing

Human Life Science

21st CenturyLogistics

AlternativeEnergy

AgriculturalLife Science

Industry Target #1: Human Life Science

General BackgroundMajor sub-sectors within this industry include Pharmaceuticals; Medical Devices and Equipment; and Research and Testing• Key drivers of the human life science market come from both the supply-side (technological advances in areas like DNA sequencing and imaging technologies pave the way for

Human Life Science

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imaging technologies pave the way for personalized medicine) and the demand-side (aging populations and rising wealth across many large developing countries is increasing the demand for healthcare and related products)• Niche areas for Gainesville = Regenerative Health; Cancer; Brain Research; and Genetics

Gainesville Cancer Assets• UF Shands Cancer Center: one of Florida’s pre-eminent cancer treatment facilities, recognized for its multidisciplinary research and state-of-the-art clinical therapies; research targets include:

Cell signaling and

Gainesville Brain Research/NeuroscienceAssets• McKnight Brain Institute: nationally recognized for its research on the nervous system and developing and developing clinical treatments for its diseases


Human Life Science

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o Cell signaling and regulatory mechanismso Cancer genetics and viralo Experimental therapeutics

• Proton Therapy Institute: innovative cancer treatment; more than 44,645 proton therapy treatments delivered to 1,275 patients• Clinical Trials expertise: UF is one of the sponsor organizations for at least ten different cancer-related clinical trial programs

• Preston A. Wells, Jr. Center for Brain Tumor Therapy• Engineering Labs like the Computational NeuroEngineering Lab (combines principles from machine learning, signal processing theory, and computational neuroscience) and Neuroinformatics Laboratory• Innovative companies with including Banyan Biomarkers (diagnostics) and Optima Neurosciences (seizure detection & warning technology)

Gainesville Genetics Assets•Genetics Institute: research, education and patient-care• Interdisciplinary Center for Biotechnology Research (specialization in gene-based sequencing)


Human Life Science

Gainesville Regenerative HealthAssets• Center of Excellence in Regenerative Health Biotechnology: recognized for strength in research, education and training, and biopharmaceutical manufacturing capabilities

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• Powell Gene Therapy Center: therapeutic gene delivery• Gene Dynamics Laboratory• Foundation for Applied Molecular Evolution: interdisciplinary research with focus on genetics• Innovative companies including AGTC (Gene therapy); also array of plant genetics companies

• Interdisciplinary Center for Biotechnology Research: specialized research across four main areas - Poteomics, Genomics, Bioinformatics, and Cellomics• Powell Gene Therapy Center• Successful and innovative medical device companies like RTI Biologics; Exactech; Transgeneron Therapeutics; AxoGen

Industry Target #2: Agricultural-based Life Sciences


General ObservationsMajor subsectors in this industry include feedstock, chemicals and fertilizer, and research and testing• Agricultural biotechnology is a key driver in this industry, which includes genetic

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this industry, which includes genetic engineering, a somewhat controversial practice in which the genetic composition of plants is altered to improve harvests, minimize resource use, or increase variety• Niche areas = food science and crop management

Gainesville Crop Management Assets• USDA Center for Medical, Agricultural, and Veterinary Entomology: research aimed at reducing or eliminating the harm caused by insects to crops, stored products,

Industry Target #2: Agricultural-based Life Sciences


Gainesville Food ScienceAssets• Center for Nutrition Studies: specialties in Human and Animal Nutrition as well as molecular/cellular nutrition and metabolomics (with a focus on genetics)• Center for Food Distribution

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crops, stored products, livestock and humans• UF/IFAS Center for Aquatic and Invasive Plants• UF’s Dept. of Agricultural and Biological Engineering• Water Resources Research Center• Companies: BioProdex (bioherbicides); Integrated Plant Genetics_Inc. (plant disease control)

• Center for Food Distribution and Safety: explores issues of food quality and safety throughout the distribution chain• Center for Smell and Taste• Center for Organic Agriculture• Innovative companies including ABC Research Corporation (food safety and testing); Biological Consulting Services (pathogen detection)

Industry Target #3: Alternative Energy Alternative

Energy

General ObservationsMajor markets in this industry include solar power, wind power, and biofuels; fuel cells also shows promise but remains primarily in R&D phase• Alternative Energy is one of the fastest growing industries, with revenue of $116

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growing industries, with revenue of $116 billion in 2008, up 53% from the previous year• Major opportunities with the industry in conjunction with government stimulus programs, the largest of which is the ARRA, providing $70 billion in tax credits and direct spending for clean energy and transportation programs• Niche areas = biomass, solar energy, and fuel cells

Gainesville Solar Energy Assets• Florida Institute for Sustainable Energy: specializing in advanced materials research relating to solar panels and device physics relating to efficiency improvement• Dept. of Electrical and

Gainesville Fuel Cell Assets• Fuel Cell Research and Training Laboratory: current projects include a fuel cell bus demonstration and an investigation of applications for marine applications• UF-DOE High Temperature


Energy

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• Dept. of Electrical and Computer Engineering: Solar Device Research• Innovative UF spin-off companies including AZonic Solar (CIGS Photovoltaic Cells) and Sestar Technologies (polymer photovoltaic materials)• Proactive utilities company, GRU, first in country to propose a solar feed-in-tariff to promote expansion of solar PV systems in Gainesville; note = solar power still expected to contribute a relatively small share to Gainesville energy mix (<1% by 2013)

• UF-DOE High Temperature Electrochemistry Center: UF was recognized by the DOE as having one of the preeminent solid oxide fuel cell (SOFC) research programs in the country• FISE Technology Incubator’s Prototype Development & Demonstration Laboratory: provides facilities for the development and design of commercial prototypes for energy efficiency technologies and other relevant devices


Energy

Gainesville Biofuels Assets• Florida Center for Renewable Chemicals and Fuels: biofuels and expanding the capacity of biorefineries• Bioenergy and Sustainable Technology Laboratory (BEST): environmental biotechnology

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• Biofuel Pilot Plant: serves as a platform to accelerate successful commercialization of cellulosic ethanol• Innovative biofuel companies like Verenium Corp. (enzymes); BioEnergy International (biorefineries)•Gainesville Renewable Energy Center: 100-megawatt biomass power plant by American Renewables in partnership with Gainesville Regional Utilities; biomass expected to generate 16% of electricity by 2013

Industry Target #4: Integration of Industrial Design, Adv. Manufacturing, and Delivery


General ObservationsGainesville is home to several distribution centers as well as several innovative start-ups:• Wal-mart Distribution Center• Dollar General Distribution Center• Performance Food Group’s Customized Distribution Center• Florida Food Service• Streamline Numerics (advanced engineering software)

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software)• Innovative Scheduling (transportation software)Specialized training programs and facilities – Located in Lake City, the Banner Center for Logistics and Distribution is led by Lake City Community College, with partners from North Florida and around the state. The Center is focused on developing technical skills across the spectrum of 21st Century Logistics. It is home to a state-of-the-art truck driving simulator and its curricula development and state industry focus group work has led two colleges, Lake City Community College and Polk College, to begin offering degrees in supply chain management and logistics.

Gainesville Logistics AssetsUF has a solid base of research assets relating to 21st Century Logistics. Key research assets include:Center for Applied Optimization: joint research and applied projects among faculty from engineering, mathematics and

Supply Chain and Logistics Engineering Center: an interdisciplinary center that facilitates joint research and applied projects among faculty from Engineering, Computer Science, and Business Administration in conjunction with industry participants

Industry Target #4: Integration of Industrial Design, Adv. Manufacturing, and Delivery


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engineering, mathematics and business, with applications in network optimization methods, optimal control problems, and optimization of elastic materialsTransportation Research Center: focused on the transportation planning and operations areas, including traffic model development for coordinated signalized intersections; level of service planning software applications and level of service for heavy trucks

Center for Pavement and Infrastructure Materials: examination of advanced materials for infrastructureBridge Software Institute: focused on the enhancement, maintenance, and dissemination of bridge software to address the increasing demands on the transportation industry

Competency #1: IT and Software Development

IT & Software

General ObservationsSpecialized IT/Software research programs: High-performance Computing and Simulation (HCS) Research Laboratory; Database Systems Research Center; Computational Science and Intelligence Lab• Variety of industry-specific research programs: the Bridge Software Institute,

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programs: the Bridge Software Institute, Neuroinformatics Laboratory, Particle Transport and Distributed Computing Laboratory• Innovative Companies include Prioria (engineering and unmanned aerial systems); Chaologix (computer chips); Grooveshark (online music sharing)

Competency #2: Process EngineeringProcess

Engineering

General Observations• 33 research centers and institutes across 12 engineering departments including Agricultural & Biological Engineering, Chemical Engineering, Electrical and Computer Engineering, and Materials Science & Engineering• College of Engineering highly collaborative,

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• College of Engineering highly collaborative, participating in interdisciplinary projects in a variety of disciplines, including chemistry, dentistry, forest resource, geography, geology, mathematics, medicine, physics, and psychology• College of Engineering is third largest research unit at UF, receiving $108 million in 2007-8; ranked 14th among public universities in graduate engineering and 17thin undergraduate engineering

Competency #3: Biological Sciences

Biological Sciences

General Observations• Provides foundation for UF’s expertise in Health/ Medicine, Agricultural Science, Environmental Science, and Alternative Energy• Nearly $400 million in research money devoted to Life Science research in 2008

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devoted to Life Science research in 2008 (Health Science Center and IFAS), including $127 million from NIH• Basic and applied biology research across a diverse array of research centers and programs including: Center for Molecular Microbiology, Center for the Wetlands, Center for Neurobiology of Aging, Center for Structural Biology, Interdisciplinary Center for Biotechnology Research• Over 35 Life Science companies in Gainesville, the majority of which have some foundation in biology

Competency #4: Advanced MaterialsAdvanced

Materials

General Observations• UF’s Dept. of Materials Science and Engineering recognized as among the best materials, metallurgy and ceramics departments in the nation, with 240 graduate students including 200 PhD students, and 150 undergraduates• Interdisciplinary research in biomaterials,

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• Interdisciplinary research in biomaterials, ceramics, electronic materials, glasses, metals, minerals polymers, and composites; annual research expenditures of over $18 million• Current Research Centers/Programs include: Major Analytical Instrumentation Center; HiTEC center for studying solid oxide fuel cells and complex oxides, the Biomaterials Center; Particle Science and Technology Center; Computational Materials Science Focus Group

Innovation Driver Target #1: Clean Technologies Clean

Technology

General Observations• In addition to Alternative Energy technologies (PV and fuel cell technology), Waste Management and Green Design/Building are key niche areas of clean technology• Research assets include: Florida Center for Solid and Hazardous Waste Management;

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Solid and Hazardous Waste Management; Sustainable Science and Engineering Research; Center for Surface Science and Engineering; Powell Center for Construction and Environment; Banner Center for Construction;UF Training, Research, Education for Environmental Occupations Center• Companies: Innovative Waste Consulting Services (sustainable waste management); EnviroFlux, LLC (groundwater contamination assessment); Hydrosphere Research (toxicity testing and bioarray lab) Sharklet Technologies (bio-organism control surfaces); Sol-Gel Solutions (mercury removal from water and air)

Innovation Driver Target #2: ‘Smart” Infrastructure

Smart Infrastructure

General Observations• Related to green building, with a focus on advanced technologies and materials that will lead to safer and more efficient infrastructure and infrastructure planning• Infrastructure Materials Group (and

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• Infrastructure Materials Group (and proposed Center for High-Performance Infrastructure Materials Enhancement); Software Bridge Institute; Supply Chain and Logistics Engineering Center; Center for Applied Optimization; Intelligent Design of Efficient Architectures Lab; Center for Surface Science and Engineering• Companies: Streamline Numerics (advanced engineering software); Innovative Scheduling (transportation software)

Innovation Driver Target #3: Nanotechnologies & Materials

Nanotechnology

General Observations• Nanotechnology as a driver in Human Life Science (drug delivery and medical devices), Alternative Energy, and Electronics; global market projected to double to $27 billion by 2013• Environmental Nanotechnology Research; Center for Nano-Bio Sensors; Engineering

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Center for Nano-Bio Sensors; Engineering Research Center for Particle Science & Technology; Department of Electrical and Chemical Engineering Nanodevice research; Nanoscience Institute for Medical and Engineering Technology; SWAMP (Software and Analysis of Advanced Materials Processing Center)• Companies: NanoMedex Inc. (energy-related nanotechnology); Sinmat, Inc. (semiconductors); Nanotherapeutics (biopharmaceuticals); Applied Plasmonics (semiconductors); nRadiance LLC (flat panel displays)

Advanced Computing

General Observations• Encompasses a range of advanced applications in areas such as supercomputers, computer systems and networks, software and modeling and simulation. • Serves as a critical driver for both basic and applied research in fields including medicine, agricultural science, environmental science, engineering, and computer science. Also a driver in business operations in areas like data warehouses and transaction processing.

Innovation Driver Target #4: Advanced Computing

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• Industry drivers include global warming (and the need for more sustainable “green” computing), cybersecurity (new methods for defending the cyberinfrastructure), and data storage space (to accommodate growing demand for electronic medical, financial, and email records). • Gainesville assets include: Advanced Computing and Information Systems Laboratory; Database Systems Research and Development Center; Computational Science and Intelligence Lab; High Performance Computing and Simulation Research Lab• Local companies include: Chaologix (custom integrated circuits); WiPower (wireless technology); Info Tech Inc. (consulting and network services)

The Value Proposition: Gainesville’s R&D ScenarioWhat it means to the scientific and technology communities?

• As the largest recipient of federal funding in the State, UF is the de facto agenda setter for a statewide network of researchers and their teams – and thus increasingly has proven its role as the Innovation Hub.

• While largely based on federal and state – therefore public investment –the criticality of industry, consortia, philanthropic and other venue investment are now must-haves for

What is means to the Business Community and the General Public?

• At no other time in the Gainesville economic development discussion has there been more reliance upon the scientific and technological output from academic, medical, private sector, entrepreneurial sources.

• The Knowledge Economy is investment are now must-haves for scientists to exploit their findings above and beyond traditional grants and contacts.

• Formation of national and international networks that are based in Gainesville or at least tied to the regional thought leadership in certain emerging technological opportunities will spark repetitive and sustainable funding models

• The infrastructure – physical, virtual, and the equipment necessary to keep pace with discovery – will continue to demand both alumni AND a community-wide coordination.

• The Knowledge Economy is limitless, the University and Shands are not going to relocate, and the number of brains graduating are a steady source of ideas, products, new firms, expansion of physical and real estate demand, increased banking and business services.

• Opportunities for joining traditional elements of the economy with emerging technologies, sectors and skills requires immediate attention and a game-plan.

Linking Across Industries, Competencies, and Innovation Drivers

AgriculturalLife ScienceNanotech and Devices Advanced Computing

KnowledgeEconomyRoadmap

Human LifeScience

21st Century Logistics

For Gainesville to maximize its regional knowledge-base, a ‘map’ of the targeted opportunities and specific areas of technological product development requires linking industries, competencies, and innovation drivers towards first-to-market strategies and tactics. Further, to attract and recruit people, investments, and value-chains of industries to Gainesville, unique communications and awareness within and beyond the region is necessary.

“Smart” Infrastructure

AlternativeEnergy

Clean Technology

Best Practice Regions

Benchmarking assets, visions, and long-term visions, and long-term

operating models

Best Practice Review: Learning from Success and Failure

Best Practices Examined:• Ann Arbor, Michigan• Austin, Texas• Boulder, Colorado• Huntsville, Alabama• Madison, Wisconsin• Madison, Wisconsin• Tucson, Arizona• Providence Rhode Island

NES and the Chamber defined the parameters for examining best practice regions with similar historical and current situations upon which Gainesville could learn both the successes and failures from these models of regional engagement and strategic planning. What was invaluable for the Steering Committee’s learning process was a previous visit to Madison, Wisconsin and a very willing mindset to understand how other locations had created value from the academic, entrepreneurial and innovation-based economic development assets previously under-valued or under-utilized. Selection of Best Practice communities was based on a rigorous but frankly, simple criteria: on what have some regions successfully converted their traditional asset base to become power-houses of job and wealth creation for all citizens and stakeholders?

Essential Components of Successful Benchmarks

• Broad consensus about goals and direction• Pervasive networking among entrepreneurs, large

companies, academia, and chamber/government leaders• Leadership from incubators and tech “councils” on behalf of

entire community• University-community collaboration and commercialization

forums• Recruitment and entrepreneurship efforts are “on the same

team”• Linkages to venture capital and angel networks• Annual region-wide celebration of success and constant local

PR

Components of Successful Growth Strategies: Linking Values to Outcomes

ClinicalResearch

EntrepreneurialDevelopment

Case Study: Madison, Wisconsin

The Wisconsin Alumni Research Foundation is often cited as a national best practice and the spark towards turning Madison from a typical college town into a strong technology transfer competitor. Through a process that took well over 15-20 years for its entire fruition – whereby the WARF was focused on producing returns on investment regardless if the firm or product stayed in Wisconsin, much less Madison, –eventually the community began to shape its agenda towards becoming the first-choice of scientific, technological and entrepreneurial output. Simply, knowledge will go wherever it finds a hospitable environment for investment, resources, facilities, policies, and supply of additional brainpower. Until Madison itself could make that value proposition to the University leadership and alumni leading WARF, overwhelming numbers of lost opportunities went to locations outside of Wisconsin. Eventually the community and the state created the programs, teams, and the facilities to host commercialization, testing and evaluation, and product manufacturing.

Universityof Texas

MC

TechnologyRecruitment

Entrepreneurial

SustainableEnvironment

10-15 CaliforniaMarketingTrips

OpportunityAustin

Case Study: Austin, Texas

CC

EntrepreneurialDevelopment Austin

$15-20 M /5 years

The sleepy college town by the lakes of Central Texas was always a pride of sports fans and alumni. All the while, various engineering and technological activities happened independent and off-campus from the majority of what was housed on the original ‘forty-acres’. A combination of corporate decisions (IBM releasing over 700 contractors from five year agreements) and the determination by far-sighted alumni to expand chemical engineering into computational engineering sparked a series of now familiar and highly publicized strategies for the recruitment of both a federally-funded and an industry consortia (MCC and Sematech) as well as the formation of civic driven recruitment and attraction agendas. Further, Austin’s long-standing environmental liberalism became an asset once agreement was reached to find balance on policies, regulations, and land-use. Quality of life became a part of the communications strategy for the New Economy.

IndustryTransformation

SustainableDevelopment Growth

ManagementPlan

• Aerospace• Clean Energy• Electronics• Biotech

Case Study: Boulder, Colorado

The Colorado School of Mines – well over 100 plus years old – has provided the nation with a steady stream of engineering talent linked to all areas of energy, minerals extraction, and manufacturing. And yet, very little of the actual industrial activities occur directly in Boulder’s backyard! The natural gas phenomena of the 1970s-1980s provided the basis for additional investment by the University in the recruitment of federal and private sector research collaborations, along with new targeted programs in computational sciences, IT, materials, and process engineering. Eventually, opening its doors to industry sectors not currently in Colorado, such as aerospace and biotechnology ,allowed regional interests to coordinate the appropriate infrastructure for partnering among government-industry-academia in what are now widely respected programs for innovation. And yet, Boulder has maintained its natural ‘outdoors spirit’ by ensuring a well-coordinated growth management plan with business and civic leaders.

Benchmarking Places for Sparking Innovation: Physical Infrastructure Necessary for the Discovery to Development Process

While the soft-side to the strategies in the Best Practice Regions were identified (e.g. increased collaboration, communications, strategic planning), eventually all discussions lead to housing innovation. Knowledge requires homes for both increasing the interactions among scientific, technological, entrepreneurial and investment interests, as well as situating the expensive laboratory and equipment facilities next to discovery and development. The concept of Gainesville as an Innovation Hub – with the conversion of the AGH property to the broader context of connecting GTEC, existing and under-utilized buildings, and the Work-Live-Learn-Play framework - all have become necessary and vital parts of the regional Road Map.

The necessary forums, roundtables, and one-on-one discussions underway in Gainesville for a corridor or hub that is well-considered, designed, and driven by a progressive public-private partnership signals the regional capacity to meet and exceed the Best Practices and Benchmarked lessons.

Interviews, Forums, and the GACC

RetreatWhat We Heard

and What We Learned

Important Goals: The Output from the Steering Committee, Retreat, and Forums

• Create an “Irresistable Case for Change”• Create THE Regional ‘Table’ to Define Our Work,

Connect Our People and Complete Our Tasks• Demand Participation at THE Table by Key

Organization and Institutional Leaders and in return establish a Quid Pro Quo

• Fundamentally Evolve the Community and • Fundamentally Evolve the Community and Regional Economic and Workforce Development Scenario

• Pursue Excellence in Public Sector Partnerships, Responsiveness and Policies

• Tackle Long-Standing Barriers to Progress through Collaboration, Coordination and Alignment of Missions and Intent

Interviews, Forums, and Retreat Feedback: Our Aspirations

Be a First Mover Region: no more lagging behind other regions, our own excuses, and leaving the responsibility to someone else in the region to do the heavy-liftingThe Brand is the Doing not the Slogan – Our Message Must be We Get Things Done: we need to communicate about our significant asset base, tell our story broader and wider, and focus on what we have done not on what we are going to do!Who IS Gainesville’s Customer? Who are we targeting with our story, our message, our efforts? – unless the Chamber, the University, the City our message, our efforts? – unless the Chamber, the University, the City and County are explicitly clear on our customers and their needs, we fail to communicate what kind of community and region we are going to be today and for the next generations.Past Pillars of Agriculture, Tourism, Real Estate, and Construction –ensure that these are brought along into the Knowledge Economy – all firms and individuals must connect to the transformation of the regional economic value proposition, and all citizens must identify where their goals and aspirations fit into the innovation agendaEmbed Innovative Thinking in Traditional Activities – Legal, Accounting, Business Services – the innovation agenda cannot be silos of impact and opportunity, and therefore we must find ways to innovate every situation, institution, organizationConstantly Inventory Our Capabilities – we have only just begun to identify strengths, capabilities, our networks and relationships, and therefore we must make completing the inventory a constant and on-going project of our efforts

From Vision to Action: A Framework for Implementation

Regional Transformation

Big Idea#1

Fundamental Action #1

Big Idea#3

Big Idea#2



Fundamental Action #4Action #1 Action #2 Action #3 Action #4

The impatience of the Steering Committee coupled with the enthusiasm by the Gainesville Area Chamber of Commerce staff for progress on an accelerated timeline drove the commitment to move from Vision to Action, from generalized themes to more practical and measurable results. Though approaching regional economic development in a new way under a new framework often takes time on the execution, the civic-business-academic-entrepreneurial leaders of the Steering Committee encouraged the transition from the theoretical to the applied.

Yet, the region had struggled in the past with several reports, strategies, and plans that while well written, remained on the shelf waiting for implementation. Therefore, participants and supporters sought to avoid the typical report with hundreds of recommendations, and agreed to define 5-7 opportunities that would address the original questions as well as push the regional innovation capacity forward. And thus a framework was designed to both accelerate the region while filling gaps in previous execution weaknesses and failures.

“Big Ideas”: Transformations that Change the Regional Economic Agenda

Stretch-goals – those opportunities that cause the region to advance a set of important national and global scenarios – led NES to define three Big Ideas that if executed would transform the assets, individuals and overarching economic underpinnings for the future of regional growth. Based on the data-sets, the assets on and off the campus, and general feedback towards unique opportunities for Gainesville to distinguish itself from other innovation-focused communities, the following three stretch-goals were developed. But to ensure the successful implementation, a set of specific Fundamental Actions are critical and can no longer be overlooked. critical and can no longer be overlooked.

• Big Idea #1: Gainesville becomes a nationally-ranked and benchmarked region as a "Catalyzing Innovation in the 21st Century" Model

• Big Idea #2: Gainesville becomes a National Hub for Regenerative Health Sciences (pharmaceuticals, biologics, devices, training, and non-invasive treatments)

• Big Idea #3: Gainesville becomes a National Node for Sustainable Design-Build-Maintain Green Infrastructure (materials, IT, engineering, alternative energy, and building/design)

Fundamental Actions: Critical Steps for Achieving Transformation and a Regional Innovation Economic Model

• Action #1: Support Mentors, Bridge-Builders and Innovation Leadership to spark regional communications and connectivity

• Action#2: Invest in Regional Youth and Student Innovators as Gainesville's pathway to prosperity (focusing on awareness, training, employment, certification)

• Action#3: Leverage Public-Private Partnership for Regional • Action#3: Leverage Public-Private Partnership for Regional Innovation (focusing on resource planning, infrastructure, and leveraged funding)

• Action #4: Brand Gainesville's innovation capacity and use innovation-based economic development to attract, expand, grow, and diversify the region’s Knowledge Economy

The Framework for ImplementationImplementation

Implement, Incubate, Index…

ImplementImmediate

Actions

Innovation Hub

End the Anonymity Agenda

Campaign forSensible Growth

From vision – or the Gainesville Innovation Scenario – to specific actions, champions, roles and duties of organizations and sponsors, and ultimately the reporting on success and progress. A number of suggested tactics and action steps have already emerged among the 100+ individuals

RegionalScenario

SharedGoals

Incubate New

Initiatives

MeasureRegionalProgress

Human Capital/Pathway to Prosperity

Development/Transportation Alignment

Regional Performance Index

among the 100+ individuals providing feedback and ideas.

Framework and Implementation for Greater Gainesville

Innovation Advocates

“InnovateGainesville” “Hot Teams” Regional Innovation

Authority

• 15-20 Leadership Team members• Civic Investors (Local/State/FederalPhilanthropic/Corp)

• Design the “infrastructure plan”• RFP issued to National consultants/developer• Funding

Team 1

Team 3

Team 4

58

58

Philanthropic/Corp)• Manage commun-ications and metricswith general public• Respond to HotTeams’ plans andimplementation

• Fundingmechanisms (bonds, grants, contracts)

• 10-12 people directlyengaged with drafting the plan(s)

Team 2

Define the Opportunities•Orient team members

Form Business Plans•Select priorities•Identify resources/

Finalize & Execute •Gain consensus on each element of

Advocates’ member organizations implements

Finish DateStart Date

The Approach to Consensus Building: Implementation TeamsMany regions have had continued and proven success with the application of an “implementation team” process, consisting of a advis ory group with 15-25 leaders from business, academia, government, and va rious supporting institutions that are committed to change, and focu sed on leveraging critical federal, state and regional resources in areas with the most likelihood of success. The chart below depicts the general work plan for t he Hot Teams that will do the business plan vetting, preparation and presentation to the Innovation Advocates.

members•Define desired Outcomes•Present strategic Recommendations •Begin prioritization

resources/ timeframes•Identify cross-cutting business and social issues

each element of plans•Select performance metrics•Finalize implementationstrategy

Non-Advocates member org. implements

Cross-cutting partnership implements

Interim Meeting

Assignments Implementation Teams present business plans Innovation Advocates,

operating like a Civic Venture Capital team.

Bringing the Pieces into AlignmentFundamental

ActionsSectors Competencies Innovation

DriversConnectivity Cluster oriented:

inclusive of core, direct and indirect firms, services, and individuals

Interdisciplinary knowledge: focused on linking the Know-What and How with the Know-Whom

Accelerate the Discovery-Development-Deployment in Clean Tech, Smart Infrastructure, Nano-Devices, Advanced Computing

Talent Development Target several employment scenarios within a sector through awareness with parents, K-12, faith-based institutions,

Baseline skills necessary to achieve competitive levels of Know-What for all youths and students across sectors & drivers

Link UF, Shands, Santa Fe and private sector resources to ‘Just-in-Time’ application – Know How in new technologies, based institutions,

clubs and forumsdrivers technologies,

products, toolsPartners for Innovation

Specific and unique infrastructure required within the sector(s) based on near-term demands for growth

New ways of doing business through tested but unique partnerships around investment, leverage of manpower, ideas

Procurement test beds in unique opportunities for clean technologies, smart infrastructure, and advanced computing

Storytellers General positioning of Gainesville vs. Florida, SE United States, Nationally, and Globally – who needs to be recruited to the regional sectors?

“Brains over Bricks” –we have the ease of access due to vital networks, workforce, and public partners. What top students, top grads, top PHds, top executives should we jointly recruit?

Message: global leader in specific and targeted products and services for the 21st century. What vendor supplier chains are critical to be founded or recruited here?

The Role of the Innovation Advocates

Catalyst for Connecting – CEOs, tech community, larger community, passions

Creative Force for Innovation – leveraging assets, institutions, community, entrepreneurs

Facilitate New Roles – heroism, stakeholders, new Facilitate New Roles – heroism, stakeholders, new philanthropy, creative civics

Engage Networks – linking existing and emerging leaders first then organizations/ institutions, move on Internet time, collaborative forum for the region using entrepreneurial mindset

Innovation Advocates: Innovation Advocate Agenda

• Comprised of 15-22 Civic Stewards• Act like Civic Venture Capitalists – invest time, reputation

and monies into those actions that produce the MOST CRITICAL OUTCOMES

• Breakdown barriers and resistance to transformation • Form Hot Teams on and around key projects• Produce Annual Performance Report• Unabashedly FOCUSED ON RESULTS aligned and • Unabashedly FOCUSED ON RESULTS aligned and

coordinated among several organizations, institutions, and entities

• Consistently advancing IMPLEMENTATION OF BIG IDEAS• The renew the cycle of identification, prioritization and

investment of resources

Metric Reports: Measuring Success, Failure and Work To Be Done

From Silicon Valley to Greater Washington DC, from Austin to From Silicon Valley to Greater Washington DC, from Austin to Chicago….leading regions produce annual metrics and Chicago….leading regions produce annual metrics and performance reports based on critical factors for success, the performance reports based on critical factors for success, the recognition of failure or remaining work to be done, and the recognition of failure or remaining work to be done, and the opportunities to celebrate progress in specific metrics and opportunities to celebrate progress in specific metrics and activities. The Innovation Advocates should create an annual activities. The Innovation Advocates should create an annual progress report after one year, but should also deliver a 120progress report after one year, but should also deliver a 120--150 day Phase 2 report to the community on its findings, 150 day Phase 2 report to the community on its findings, recommendations, and completed work. recommendations, and completed work.

Communicating the Innovation Agenda

Regional Organizational,

Institutional, and Public Sector Impact

Who Is Impacted by the Innovation Gainesville agenda: Answers to be addressed during the Advocates and Hot Team Process� The Chamber� The CEO� The University� The Community College� The Technology & Innovation

Community� The City and County

Governments� The K-12 Public Education & The And then how do And then how do � The K-12 Public Education & The

Workforce Systems� Business Services, Financial &

Banking, Real Estate� The Convention, Visitors, and

Tourists Interests � The Small Business Community� Transportation Interests� Philanthropy and Non-Profits� Citizens – from Youth to Parents,

Taxpayer to Community Provider

And then how do And then how do we…?we…?

�� Organize for resultsOrganize for results

�� Communicate our goals, Communicate our goals, aspirations and outcomes aspirations and outcomes

�� Fundraise from a variety of Fundraise from a variety of sources and new sponsorssources and new sponsors

�� Measure our work and outputMeasure our work and output

�� ReRe--Engage people often tired Engage people often tired from the process or new from the process or new individuals to our communityindividuals to our community

�� Sustain ShortSustain Short--Term Success and Term Success and LongLong--term Victoriesterm Victories

What Are the Impact Scenarios: Case Study

• Austin Chamber• University of Texas, St. Edwards, Austin

Community College, the High Schools• Austin 360 Summit• Austin Area Research Organization (AARO)• City of Austin and Travis County Economic

Development• Lower Colorado River Authority• Lower Colorado River Authority• Austin Technology Incubator & The IC2 Institute• Austin Angels Network and Austin Ventures• Austin American Statesman (Newspaper) • State Government, Governor’s Office,

Department of Commerce

Specific Impacts on the Chamber and Partners: What Does the Framework Mean for Organizations• Membership Composition• Just-in-Time Responsive Teams • Ladders for Leadership• Project Funding Partnerships• Off-the-Record Discussions• Public Policy and Engagement with Elected

OfficialsOfficials• Fun, Economic Development Campaigns, Victories,

Celebrations

Strength of Networks: The Most Vital Goal of the Framework

Throughout the Phase 1, an overwhelming majority of participants identified THE one weakness to the Gainesville regional scenario: few if any strong networks among key innovators, entrepreneurs, organizations, institutions, and individuals that would power the agenda for increased familiarity and trust. Informal groups and forums suggested that

Regions that go from ‘Good to Great’ are ones that unify goals and aspirations by leveraging networks of people and minds towards highest common denominator outcomes. In turn, transparency of those networks – sometime benefiting society and larger community, sometimes benefiting business and enterprise bottom-lines – are both practical and appropriate results.

forums suggested that unless and until Gainesville’s networks could be strengthened around the Big Ideas and Fundamental Actions, then little progress would be made. This challenge – strengthening networks – has received the most attention and should be THE measure of overall success by the Innovation Advocate: does each Hot Team plan advance stronger trust, partnerships, and unique networks locally and globally.

Benefits to Creating an Innovation Mindset & Framework

•Crystallizing the unique opportunities in Greater

Gainesville for entrepreneurial and risk-

taking behavior –increase commercialization, sector

growth

• Incentivizingresearchers, technologists, and market-makers to collaborate in real-time for near-term results

Creation of Ideas(Research & Discovery)

Creation of Ideas(Research & Discovery)

Formation of New Products and Services (Start-Ups)

Formation of New Products and Services (Start-Ups)

•Facilitating Gainesville community members to ‘reach-stretch-achieve’

as a people

•TrumpetingGainesville’s Innovation Framework for global partnering, collaboration, and investing

Growth of People and Enterprises

(Stable & Sustainable

Impact)

Growth of People and Enterprises

(Stable & Sustainable

Impact)

Mature Global Brands and Recognition

(You Must be Present to Win in

Gainesville!)

Mature Global Brands and Recognition

(You Must be Present to Win in

Gainesville!)

Qualities of Today’s Regional Stewards & Civic Leaders: Innovation Advocates

Regional visionaries who see the need for a more integrated regional approach to transform the regionBoundary-crossers who see the need to build alliances across traditional organizations and jurisdictions to address regional problemsCivic entrepreneurs who apply the same entrepreneurial spirit to solving regional challenges that business entrepreneurs apply in building businessesentrepreneurs apply in building businessesCommitted leaders who have a long-term perspective and understand the need to make things better for the next generationTherefore, the Innovation Advocates should examine how to leverage their networks and ultimately the largest forum –Gator Nation – internally to Gainesville, and then globally.

Source: Alliance for Regional Leadership: Leadership Forum (May 2000)

Roles for Leadership: Connecting the Dots

Academic:PharmacyEngineeringComputational ScienceBiologyPhysics & MathMolecular Science

Economics & Societal:Quality of LifeWorkforceInfrastructureTransportationIncentivesRecruit-AttractHealth Care

The Regional Glue

Private Sector:Internal ResearchCollaborative ScienceMarket AnalysisEmbedded ExpertiseMentoringRecruit-AttractMolecular Science

ElectronicsInnovation Resources:Venture CapitalIP KnowledgeManagement ExpertiseKnow-Who NetworksGlobal Linkages

Civic/ Philanthropic:Leadership PoolResourcesHold Feet to FireGlue for Integration

Recruit-Attract

Therefore What We Learned during Phase 1 and the Framework Process

People in the room and outside the room are going to understand, be comfortable and engage at various stages and levels – and that is appropriate. There are many stages to join the process and to engage other individuals on the implementation teams (subject matter experts, execution of the programs, and resources providers)It might be very clear to some, fuzzy to others – stick at the work required today because its too important to the competitiveness of our region, the lives of our citizens, and the place we call Gainesville!Disagreement is okay as well – there are several paths to the top of the mountain we are climbing. Part of the Hot Team process is to hammer out the potential and viable paths, prioritize which paths to take now or in the future, and then to reach consensus on the implementation.Our focus is FORWARD, FORWARD, FORWARD. We need to put the past behind us, stop the blame game, and turn the page to focusing attention on the Innovation Gainesville value proposition.And thus, our intentions are clear and our Scenario for the Future is sound. We must find roles, opportunities, and recognition for all types of leadership.

Regional Transformation Roles for Leadership

Bring People Together• Facilitator• Bridge Builder• Arbitrator•Honest Broker• Synergizer• Networker• Coach

Provide the SparkHelp People Look at Issues in New Ways

Provide the Resources• Funder• Fundraiser• Lobbyist• Investor

Provide the Spark• Catalyst• Initiator• Motivator• Energizer• Persuader• Evangelist

Set the Pacewith New Ideas• Visionary• Risk-taker• Pacesetter• Innovator• Zealot

Ways• Truth-teller•Transcender• Educator• Globalist

The Innovation Advocates and the Hot Teams seek to identify individuals with these characteristics, and then join with subject matter experts and the larger community in engaging those that aspire to create an Innovation Gainesville scenario and future for the citizens of the region. While not every individual can be on the Advocates or Hot Teams, the initiatives should seek to identify additional input, actions for a broader set of stakeholders in their own respective organizations or institutions, and pathways for involvement in the various projects surfacing during the Phase 2.

The Reason We Are Here: From Steering Committee to Innovation Advocates

To intentionally and without regard to past disagreements take the necessary steps towards making Gainesville a city and region for innovation in the economy, in our community and in our citizens’ aspirations for the future

To create that future rather than having it placed upon us by outside conditions or external definitiondefinition

To form the teams, the connections, and the collaborative models so as to get past reports, analysis, and research to the doing

To pursue to our fullest measure the leadership, resources, and commitment or passion from all corners of the community from those that are ready to act, take risk, and to celebrate success

A Declaration for Action: The Regional Commitment to the Innovation Agenda

“ We, the participants in the 2009 Annual Retreat and the Road Map Advisory Committee, have concluded that it is our time, our moment as a community and a region to establish an Innovation Agenda for Transforming the Future of Greater Gainesville.

We have defined our aspirations, expectations, and most importantly the action steps that are necessary to ensure successful implementation in the immediate and long-term, and thus have established an Innovation Agenda as the foundation upon which we will collaborate, align, and term, and thus have established an Innovation Agenda as the foundation upon which we will collaborate, align, and complete our work.

We commit our individual and collective energies, resources, and our reputations on one simple principle: to be a 21st

Century Global and National Innovation Hub. And by assuming such a course of action, we commit to current and future generations to identify, pursue and obtain economic opportunity for all our citizens, youth and students”.

Report Preparation and Phase 1 Project Deliverables: New Economy Strategies

All supporting materials and deliverables may be found on the Gainesville Area Chamber of Commerce website. Copies can also be requested from the Chamber directly.

gainesville phase 1 final report printable version final

Documents