Building Alliances and Partnerships to Address Multi-Disciplinary Challenges

1. Building Alliances and Partnerships to Address Multi-Disciplinary Challenges Mark L. Weinberg Professor and Director Voinovich School of Leadership and Public Affairs Ohio University NASPAA Conference Austin Texas:  11:50 AM-12:30 PM Friday October 19 2012 NASPAA 2012

2. Session Theme • This panel will address the challenges of establishing and benefits of building alliances and partnerships to address multidisciplinary challenges at schools of public affairs. • Discussion of how the Glenn School is building alliances with organizations both within and outside the University to establish programs that address the multidisciplinary challenges involved in preparing students for the interconnected world and advancing policies that support economic development. The alliance with Battelle will be a prime example. • Discussion of how work to develop an entrepreneurial ecosystem in the region has informed the Voinovich School's approach to building alliances with organizations both within and outside the University to solve public problems and engage students in immerse learning and integrated curriculum. NASPAA 2012

3. The Challenge for Public Universities Strategic Partnerships to build Ecosystems • “To really see impact, we have to ratchet it up a notch and talk about entire ecosystems—collections of organizations working on a common set of problems. • We're not going to be able to address problems of poverty, education, health care, and the environment at the organizational level of analysis unless we figure out a way to measure collective performance when multiple actors are involved. But funders tend to want to reward individual organizations. We need new ways of collaboratively figuring out what is a theory of change when you have 100 organizations working on an interconnected set of issues.” NASPAA 2012

4. Collaborating for Commercialization and Entrepreneurship Can Inform Public Affairs • OU Vision and Partnership Model • Strategic Partnerships to build Ecosystems • School’s Multidisciplinary Areas and Ecosystems • Entrepreneurship and Commercialization Ecosystem – Highly developed to build Region’s and Ohio Innovation Economy • Energy and Environmental Ecosystem - Emerging • Public Innovation and Strategic Leadership Ecosystem - Emerging • Challenges in developing public innovation ecosystem NASPAA 2012

5. OHIO Vision Statement and Voinovich School Strategy • Vision: Ohio University will be the nation's best, transformative learning community where: students realize their promise to an excellent education; faculty advance knowledge; staff strive to achieve excellence; and alumni become global leaders. • Strategy: Ohio University Voinovich School of Leadership and Public Affairs will accomplish this goal by developing a market leader position and model for innovation and leadership curriculum and immersive learning that is integrated into applied research, consulting and commercialization activities in three core policy areas. NASPAA 2012

6. OU Partnership Framework Ecosystems must be built collaboratively by industry, higher education and government, nonprofit and community leaders. NASPAA 2012

7. Voinovich School’s Multidisciplinary Areas and Ecosystems • Entrepreneurship and Commercialization Ecosystem • Energy and Environmental Ecosystem • Public Innovation and Strategic Ecosystem NASPAA 2012

8. Entrepreneurship and Commercialization Ecosystem Unusual Partnership with College of Business • 1998-2012 • Build businesses, business infrastructure and student learning experiences in region as part of a public service mission • Create with OU alumni a venture capital ecosystem in Appalachia Ohio • Highly developed ecosystem that is important component of University and State strategy NASPAA 2012

9. Entrepreneurship and Commercialization Ecosystem Foray into the World of Venture Capital • 2002 -Launch first SBA New Markets Fund with Adena Ventures • 2007-2012 - Lead Third Frontier Program in Ohio, TechGROWTH Ohio only university lead fund in State • 2010-2012 Produce great metrics on company and job growth, successfully competing with metro areas and participate in launch of Ohio University and Ohio State University Innovation Fund and multi university NSF I Node proposal NASPAA 2012

10. Entrepreneurship and Commercialization Ecosystem TechGROWTH Ohio • More than 500 client companies • Includes 75 Ohio University faculty and student innovators • GROWTH Grant support • 80 companies have received $3.5M • Two pre-seed funds totaling $5M • 12 portfolio companies; 5 are Ohio University spinouts • Second-largest rural ANGEL FUND in U.S. NASPAA 2012

11. Entrepreneurship and Commercialization Ecosystem Decade(s) of Developing Regional Resources NASPAA 2012

12. Entrepreneurship and Commercialization EcosystemOrganized Client Portfolios NASPAA 2012

13. Ecosystem Model: OHIO Innovation Continuum Venture – Innovation Education Model for Higher Education NASPAA 2012

14. Third Frontier Regions and Ecosystems NASPAA 2012

15. Entrepreneurship and Commercialization Ecosystem Center for Entrepreneurship (CE) 2010-2012 • Built Technology Commercialization and Entrepreneurship Value Proposition First, Curriculum Followed, A Backwards Approach • CE, College of Business and GVS partnership integrates curriculum inside (across colleges) and outside University with business creation and technology commercialization ecosystem NASPAA 2012

16. EmergingEnergy and Environmental Ecosystem NASPAA 2012

17. EmergingPublic Innovation Ecosystem FOUNDATION FOR APPALACHIAN OHIO Ohio College Access Network College of Health Sciences and Professions Ohio Department of Education NASPAA 2012

18. What is Public Innovation Continuum? NASPAA 2012

19. Challenges • Loosely or undefined Innovation Continuum and Public and Social Innovation in Organizational Life Cycle • Ecosystem concept is relatively new • Lack of targeted public investment programs • Creating Compelling Strategy and Value and integration of Value, Strategy, Operations Management and Performance not well understood or practiced in public sector • Capacity to Take Advantage of Opportunities NASPAA 2012

20. Benefits and Opportunities • Rise of Social Innovation Interest and Programs Nationally • Organized School Strategic Partners Group • Conceptualize Value Proposition for GVS • Governor’s Transformation of Government Agenda • Ohio University’s Partnerships with Ohio Health and Cleveland Clinic • NASPAA Recommended Brand Innovation for GVS public affairs programs and Unique Blend of Core Competencies NASPAA 2012

21. Benefits: Center for Public Strategy and Innovation parallels Center for Entrepreneurship and TGO • Putting it all together – cross over learning taking place between world of venture capital and public value approach - leads to interesting approach to public sector innovation and restructuring • Build Public Strategy and Innovation Ecosystem for Public Sector similar to Entrepreneurship and Technology Commercialization Ecosystem • View Innovation in relation to model of Innovation and stages of development of public and nonprofit organizations – startup versus process innovation • Build public and non profit curriculum that focuses on social innovation and strategic leadership (dual architecture) as well as social entrepreneurship • Key OU partners Scripps and Health Sciences Colleges as well as CoB NASPAA 2012

22. Benefits Learning: GVS Value Proposition NASPAA 2012