New Models of Regional Leadership

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Presented by Doug Henton Collaborative Economics
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SETTING THE STAGE

• What are the new realities?
• The realities facing everyone
• Additional realities facing universities/colleges
• What are the new requirements?
• New thinking about leadership
• New thinking about university/college mission
• What are the new opportunities?
• New common ground between institutions and their
  regions
• New benefits for all partners in regional
  collaboration

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NEW REALITIES Regions, Universities/Colleges,
and Stewardship

• The Idea-Driven Economy
• The Proximity Edge
• The Talent Imperative
• The Big Regional Sort
• A New Definition of Success
• A New Focus on Place-Based Assets
• The Search for Regional Stewards

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THE IDEA-DRIVEN ECONOMY

• Raw material is ideas (the ingredients)
• Ideas are organized into innovations (recipes)
• Companies that dont innovate, die
• Successful regions institutionalize innovation
• Innovation requires expertise, interaction, and
  diversity

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THE PROXIMITY EDGE

• Open systems of innovation require many
  ingredients close by
• Face-to-face interaction and proximity critical
• Businesses competing on the basis of innovation
  locate based on regional knowledge,
  relationships, and mindset

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THE TALENT IMPERATIVE

• Skilled people are the most important resource
  for innovation
• Both highly educated populations and specialized
  concentrations of talent
• Not just young people, but older workers and
  immigrants who will be responsible for much of
  the future labor force growth

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THE BIG REGIONAL SORT

• Regions with most college graduates continue to
  attract morea growing divide
• Fast growth does not always equate with gains in
  college graduates (e.g., Las Vegas)
• In some regions, universities and community
  colleges may be one of the few assets to attract
  knowledge workers and retool older workers and
  new immigrants

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A NEW DEFINITION OF SUCCESS

• Growth in real income per capita, not population
  or job growth per se
• Success through wealth comes from innovation,
  which results in increased productivity and
  growing prosperity
• Keys are education level, science and technology
  activity, export-oriented industries,
  entrepreneurial initiative, innovation across
  industries and sectors, talent strategy,
  reduction of poverty and inequality

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A NEW FOCUS ON PLACE-BASED ASSETS

• Natural environment
• Distinctive amenities
• Lifestyle choices (young, baby boomers,
  immigrants)
• Innovative place
• Tolerance, inclusiveness
• Speed

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NEW REALITIES MEAN NEW RESPONSES ARE REQUIRED

• Most complex challenges today are regional in
  scale.
• Traditional business, government and civic
  responses are not adequate
• Boundary-crossing is now required
• Few know how to engage in this kind of regional
  civic leadership

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CHALLENGE OF REGIONAL COMPLEXITY

• Four regional, often distinct, conversations
  today
• INNOVATIVE ECONOMY how to succeed in the
  innovation economy and ensure everyone
  participates
• LIVABLE COMMUNITY how to create communities where
  people want to live
• SOCIAL INCLUSION how to ensure inclusive and
  equitable communities
• COLLABORATIVE GOVERNANCE How to form
  public-private alliances to tackle complex
  challenges

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FRAMEWORK FOR REGIONAL STEWARDSHIP
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THE SEARCH FOR REGIONAL STEWARDS

• Complex challenges overwhelm traditional
  approaches and systems
• Leaders are often fragmented, unaware of one
  another, or focused too narrowly
• Stewards are emerging at the center of four
  conversations, forging new approaches
• Universities and community colleges are logical
  stewards of place

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A NEW LEADERSHIP MODEL

• Regional Stewardship commitment to place
• Traditional Leadership commitment to an
  issue/cause
• Stewards understand the interdependence between
  the economy, society, and environment
• Regional stewardship is both an individual and a
  regional capacity

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NEW EXPECATIONS

• New expectations for university/college
  contributions to the regionroles in all four
  conversations
• New expectations that universities/colleges step
  forward as stewards of place as they are
  uniquely situatedembeddedwith a sense of place

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UNIVERSITIES EMERGING AS REGIONAL STEWARDS

• FROM
• Teaching
• Research
• Service

• TO
• Learning
• Innovation
• Shared Leadership

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TEACHING TO LEARNING

• FROM
• Classroom
• Teaching inputs
• One-way content delivery
• Preparation of next generation

• TO
• Classroom w/o walls
• Educational outcomes
• Two-way exchange
• Continuous preparation of all generations

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RESEARCH TO INNOVATION

• FROM
• Idea generation
• Individual inventions
• Single discipline focus
• Higher education institution-centered work

• TO
• Idea application
• Collaborative innovations
• Interdisciplinary focus
• Regional collaborations

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SERVICE TO SHARED LEADERSHIP

• FROM
• Episodic, short-term involvement
• Tactical, individual contributions
• Issue/cause focus
• Accountability for services rendered

• TO
• Sustained, long-term involvement
• Strategic, institutional commitment
• Focus on community/ region well-being
• Shared responsibility for results

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AN ERA OF OPPORTUNITY?

• Talent, innovation, and shared leadership have
  never been so important
• Universities and community colleges are a
  critical asset for succeeding in this new world
• Neither universities/colleges nor other regional
  leaders can do it alone, without crossing
  boundaries
• Regional stewardship offers a path forward

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4 STEP PROCESS
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STEP 1 Establish Regional Context

• Identify and diagnose the region, paying
  particular attention to the four conversations
  (innovative economy, livable community, inclusive
  society, collaborative governance)
• Identify and order stewardship priorities for the
  region
• Identify primary regional resources and capacity,
  focusing on top stewardship priorities.

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STEP 2 Assess University-System-State Resources

• Identify university/college resources and
  capacities that are currently applied (or could
  be applied) to top regional stewardship
  priorities.
• Assess policy/practice environments
  (campus-system-state) that help or hinder the
  institutions regional application of resources
  and capacity to stewardship priorities.

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STEP 3 Develop Goals and Success Measures

• Identify target areas for stewardship initiatives
  and for institutionalization of top stewardship
  priorities.
• Establish success measures for top regional
  stewardship priorities.

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STEP 4 Develop Stewardship Roadmap
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KEY EXPECTATIONS

• Effort must be simultaneously region and
  institution centered, rather than one or the
  other
• Effort is a strategic conversation, not a program
  or budget discussion
• Effort must focus on immediate actions and policy
  changes that have both short-term results and
  long-term impacts

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THE MPM SEMINAR SIMULATION OF FULL PROCESS

• 4 Step Process
• 4 Meetings with homework and committee work
  over one year
• Regional-Institution teams of 25-75
• Prototype Process

• 4 Step Process
• 4 Sessions with debriefing time over 1-2 days
• Regional-Institution teams of 5-15
• Test Drive

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STEP 1 ESTABLISH REGIONAL CONTEXT
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EXAMPLES OF REGIONAL CHALLENGES

• INNOVATIVE ECONOMYprimarily economically-driven
  concerns such as industry restructuring, job
  loss, entrepreneurship, commercialization of new
  technologies, climate for innovation
• LIVABLE COMMUNITYprimarily quality-of-life
  driven concerns such as environmental quality,
  urban and neighborhood revitalization, land use,
  transportation congestion, housing, amenities
• SOCIAL INCLUSION - primarily socially-driven
  concerns such as poverty, educational
  preparation, employment opportunity, community
  health, civic participation
• COLLABORATIVE GOVERNANCE - primarily
  problem-solving concerns such as the need for
  regional alliances of local jurisdictions,
  local/state/federal collaboration, and
  public-private partnerships to address complex
  regional challenges

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STEP 1 ESTABLISH REGIONAL CONTEXT

• EXAMPLES OF ASSETS
• REGIONAL ASSETSmajor regional collaborative
  initiatives, key public and/or private
  investments, major institutions that do or could
  address the challenge
• INSTITUTION ASSETSleadership, expertise, major
  internal and externally focused initiatives, key
  investments/incentives/policies

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STEP 1 ESTABLISH REGIONAL CONTEXT
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STEP 2 ASSESS INSTITUTION/SYSTEM/STATE
STEWARDSHIP CAPACITIES
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STEP 3 DEVELOP GOALS MEASURES
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STEP 4 DEVELOP REGIONAL STEWARDSHIP ROADMAP
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Oklahoma MPM Preparatory Steps

• Presidents Orientation (June)
• Determine Regions, Choose Facilitators, and Forge
  Agreements to Work Together Among Higher
  Education Institutions in the Same Region
  (June-July)
• Facilitator Briefing Book and Training Session
  (August-September)
• Assemble Regional Team to Attend MPM Seminar
  (Team to include approximately 10 institutional,
  business, and community partners)
  (August-September)
• MPM Seminar (October-November)