Encouraging Women to Cycle in London
Strategic initiatives by Transport for London aim to increase women's cycling participation in London by addressing barriers such as traffic concerns and lack of confidence through infrastructure improvements and targeted campaigns.
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https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcSFnPATMModn16XHXRjSKFqynHZ-7f0omAYNLrAdJntn3rBKgtBhttps://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcSFnPATMModn16XHXRjSKFqynHZ-7f0omAYNLrAdJntn3rBKgtB Innovation U: Long and Winding Road or Superhighway? Leslie Boney Vice President, UNC System International, Community and Economic Engagement Annual Arkansas Trustees Conference December 5, 2014
UNC: A 17 Campus System NCSSM UNCSAUNCG WSSU ECSU NCA&TSU NCCU NCSU ASU WCU UNCC ECU UNCA UNC-CH FSU UNC-W 221,000 students; 11,500 ft faculty 6 Doctoral/Research Universities 6 Master s 3 Baccalaureate 1 Special Focus (art, music, and design) UNCP
Getting started: problem statements Too many Southerners see their careers based on their ability to do specific things: make things, drive things, dig things, lift things or pick things. The economy, meanwhile, is rewarding those regardless of race, gender or ethnicity who have the ability to think things. George Autry, Founder, MDC, Inc., 1998 We are currently preparing students for jobs that don t yet exist, using technology that has not yet been invented, in order to solve problems we don t know are problems yet. From Shift Happens, by Karl Fisch, 2006 3
Getting Started: NC Job Change 1990 to 2012 200,000 The loss of about 80% of our traditional manufacturing jobs Courtesy: Ted Abernathy 182,905 180,000 160,000 140,000 120,000 1990 92,531 100,000 86,962 2012 80,000 60,000 30,685 40,000 30,229 16,530 20,000 8,338 6,119 0 Textiles Tobacco App/Cut Sew Furniture Source: NCESC.com
A new model? Not your father s Oldsmobile battery Alevo, a company formed by an international management group, started with technology originally developed in Norway, with principal clients in China and Turkey, manufacturing new battery technology in Concord NC $1 billion investment 2500 direct jobs 6000 indirect jobs Near infrastructure, UNCC
One Solution: Relentless Innovation-- The Modern Economy s Fuel 1. Innovation creates new products, services, practices that yield value 2. Innovation comes from the application of science & technology 3. Between to of U.S. economic growth comes from innovation 4. Innovation has a big (5x) multiplier effect (across sectors & skill levels) 5. High-tech companies biggest impact is to grow the labor market Bottom line for states: Best way to create jobs for all is to start/grow high-tech companies relentlessly. Courtesy John Hardin, NCOSTI: SOURCES: U.S. Department of Commerce; Moretti 2013, The New Geography of Jobs.
NC is Below Average in High-Tech Companies (NC s economy is low on fuel) US NC
Yet NC is Above Average in Academic R&D NC US
UNC Research Trends and Innovation Snapshot 2013) Invention Disclosures US Patents Issued Licenses or Options Executed Start-ups Doctoral Granting Institutions ECU 10 8 238 138 31 18 2 2 1 0 1 1 8 14 4 1 NCA&TSU NCSU UNCCH UNCC UNCG 37 25 17 1 111 56 18 10 All other Institutions 6 1 1 1
UNC and Innovation: Governor One: The Entrepreneurial State (May-July 2006) The Entrepreneurial University (July- December 2006) 11 UNC entrepreneurship centers form (2006- 2010)
UNC and Innovation: Governor Two: The Innovation Papers blog series (2009-2010) Innovate, Collaborate, Accelerate report UNC; IBM; campus teams (2009) Application to i6 program ACTION fellows, shared services approach (2010) Individual campuses tweak RPT policy (ongoing) Governor s Innovation Council (2010-2012) Blackstone Entrepreneurial Network (2011-) UNC Strategic Plan (2013)
Innovate, Collaborate Accelerate recommendations (2009): Figure out what we do well: ID system unique strengths in research and IP ID each campus strengths and role Strengthen the culture: Support entrepreneurial faculty and offer mentoring Recognize entrepreneurial faculty and technology development through RPT Make the process work: Multiple models of relationships with businesses, focused on speed Look for shared services assessment, consistent legal guidance, toolbox
https://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcTg68uzQeEINzoOK8vZo4HOHkO0Kgg7FRW7djKRrkI2aVhCLMaihttps://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcTg68uzQeEINzoOK8vZo4HOHkO0Kgg7FRW7djKRrkI2aVhCLMai UNC Strategic Plan, 2013 Support game-changing research that solves the problems of North Carolina and the world Recruit highly-entrepreneurial grad students and post docs Improve REACH NC research expertise portal Connect campuses throughout the world Develop innovation discovery teams Advance early-stage ideas through proof of concept fund Invest in commercialization of developed ideas
Windows of Opportunity Windows of Opportunity Open Two or more streams (i.e., arenas, realms, contexts, etc.) converge the streams include the problem, politics, or policy Problem Stream http://capitaltonight.news14.com/files/2013/09/GovPatMcCrory_web-240x300.jpg Window of Opportunity Politics Stream https://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcTg68uzQeEINzoOK8vZo4HOHkO0Kgg7FRW7djKRrkI2aVhCLMai Policy Stream From Birkland: After Disaster, Political Science Quarterly, 1998 Courtesy Dr. John Hardin, UNC Chapel Hill and OSTI
https://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcTg68uzQeEINzoOK8vZo4HOHkO0Kgg7FRW7djKRrkI2aVhCLMaihttps://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcTg68uzQeEINzoOK8vZo4HOHkO0Kgg7FRW7djKRrkI2aVhCLMai Econ dev board UNC Strategic Plan Manufacturing Advanced mftg Energy Energy IT Data Science Defense Defense, mil, security Pharma Pharmacoengineering Tourism Coastal and marine sci https://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcRdZeGBjCVnTSZLhR1TKmDW0B9OoPtQHvZT1eiyI-WvNt6awlKJX3gFYHw
UNC and Innovation: Governor Three: Governor convenes venture capital group (May 2013) Innovation Index (November 2013 also 2000, 2003, 2008) Economic Development Board Jobs Plan (January 2014) Governor convenes universities to highlight challenges (April 2014) Governor forms Innovation to Jobs (I2J) committee, tasks OSTI, chief of staff to manage; university and venture co-chair (June 2014- December 2014) Survey of 1000 stakeholders (July 2014) Governordeclares NC vertex of innovation triangle (October 2014) Governor speaks to UNC Board of Governors (January 2015) Governor introduces specific legislation (February 2015?) Emerging Issues Forum Innovation Reconstructed 1300 attendees (February 2015)
Major Innovation Challenges (Components in short supply) 1. Translation Insufficient development and/or dissemination of university-based structures and practices for technology commercialization 2. Capitalization Insufficient funding for technology proof of concept, validation, IP protection, commercialization, early and mid-stage product development/production, and business expansion 3. Operation Insufficient number and utilization of seasoned, mature, business professionals to run startups and guide companies through growth and expansion
What Does Big Picture Look Like? Sequential Model of Innovation Commercialization Pre-Commercial Arena Commercial Arena Proof of Concept Market Validation Product Development Invention/ Innovation Company Expansion (Jobs)
What Interventions Are We Working On? Adapted from Innovation Index, Hardin Pre-Commercial Arena Commercial Arena Proof of Concept Market Validation Product Development Invention/ Innovation Company Expansion (Jobs) Campus culture, funding for research in areas of strength Discovery teams, proof of concept fund Venture recruitment, some campus SBIR/STTR matching fund, commercialization grants Tax policy Talent recruitment
Innovation U 2.0 (2014): Themes for Success A loud priority from the top. A cultural shift towards entrepreneurship/risk-taking on all levels. Inclusion in Mission Statement. Senior management some private sector experience. Blurring of university/industry. Faculty with industry experience in hirings and promotion. Flexible faculty pay/time structures. Flexible requirements and class structures. Cooperative research projects. 20
Innovation U 2.0: Themes for Success Restructure into more functional units. A centralized point of contact for industry. Explosion of student entrepreneurship opportunities, which work as a system: Curricular expansion (classes, minors and majors). Co-curricular (centers, incubators, accelerators, institutes, contests, clubs, funds). Extra-curricular (internships, collaborative research). NOT JUST BUSINESS OR STEM STUDENTS. 21
Innovation U 2.0: Getting Beyond Research Universities Loud, senior leadership makes commercialization a priority. Identify and utilize alumni and/or local business people as mentors/facilitators. Campus-wide entrepreneurship classes/projects (requirement?). Funds/contests for students and faculty. Focus on one discipline with potentially strong industrial consequences in hiring, internships . Hire faculty/leadership with some industry background. Create a system: strategy with several different parts. 22
Points of Emphasis for Universities and States: Bring in, raise up talent in university students, staff and faculty Get data on where you are Deal with culture eliminate penalties; find rewards Find way to assess what you have create easy decision trees Look for shared services in assessment, legal, template agreements Create different helps at different stages proof of concept, seed, growth Bring in, raise up talent in universities, in investors, in managers
NC General Assembly SB 741 Game-Changing Research (16011) Funds focused investments in faculty, research and scholarship in six priority areas: advanced manufacturing; data sciences; defense, military, and security; energy; marine and coastal science; and pharmacoengineering. The investment in data sciences shall include data sciences programs at UNC Charlotte.- $3,000,000. Recurring.
ROI RFP rules: Significantly advance UNC research and scholarship in one or more of the six areas described above; Demonstrate the potential for near-term and long- term impact; Develop programs with high potential to leverage significant internal support and external funding from government, corporate, and foundation partners; Describe a realistic sustainability plan.
Prosperity Zone Comparisons Total Job Growth 2000-2012 15% 9.2% 10% 6.4% 5.4% 5% 0% -0.9% -1.8% -2.6% -5% -10% -9.9% -15% -20% -21.4% -25% Zone 1 Zone 2 Zone 3 Zone 4 Zone 5 Zone 6 Zone 7 Zone 8 Source: QCEW County Sector Data
