Pathways in Innovation: Membership Model September 2016

1 Pathways in Innovation Program Faculty Development & Institutional Change Initiative Goal: Enable institutions to broaden and deepen their innovation and entrepreneurship (I&E) ecosystem Program design leverages research and literature on faculty development, institutional change and collective impact. 1

Design of Pathways leverages literature review:  Components of Meaningful Faculty Development Programs: –Experiential learning opportunities –Peer interaction –Duration –Evaluation  Components of Institutional Change –Curriculum change must be approached systemically –Theories of change must guide the work –External facilitators are essential 2 Giersch et al, 2014

Design of Pathways leverages research on collective impact approaches. Requirements to build community and maximize impact:  Common agenda  Shared measurement  Continuous improvement  Mutually reinforcing activities  Continuous communication  Strong backbone 3 Kania & Kramer, 2011; HanleyBrown et al, 2012

Pathways Key Components  Campus assessment to identify gaps and strengths  Campus team to lead the work  2 year engagement  Agile strategic planning approach  Continuous mentoring  Community of practice 4 Nilsen et al, 2015

The Pathways Network Today

Pathways impacts innovation & entrepreneurship at member institutions on 4 dimensions 1.Growth of Campus Ecosystem 2.Student Exposure and Engagement 3.Institutionalization of I&E 4.Creation of Community of Practice

Pathways impacts campus ecosystem growth. 7 as of April 2016

Pathways impacts student exposure & engagement  21% (or 20,600) more students exposed to educational innovations.  9% (or 9,700) more are engaged in educational innovations. 8 * Mean increase among students. Based on external evaluation by SageFox Consulting Group surveying participants about levels of exposure and engagement in I&E among undergraduate engineers. These numbers do not include the additional impact on graduate students or on students from other disciplines.

Pathways impacts the institutionalization of I&E 9  Pathways faculty teams have influenced the strategic goals of their: * Based on external evaluation by SageFox Consulting Group surveying Pathways faculty teams (May 2016).

Some examples of institutional influence: Innovation & Entrepreneurship Centers: Michigan Tech, University of Wisconsin, Milwaukee; Howard University, Tennessee Tech, Wichita State Policy Change: Illinois Institute of Technology; University of Pittsburgh; UNLV tech transfer Institution-Wide Adoption of Curriculum: UT El Paso; Universidad del Turabo; Howard University, Tennessee Tech, UMass Lowell, Colorado School of Mines I-Corps Sites: 9 Pathways Institutions are I-Corps sites*

Pathways impacts the growth and evolution of a Community of Practice.

Pathways has created a Community of Practice  Pathways has created value for participants: Sense of legitimacy: This national program provides gravitas, credibility, imprimatur Sense of belonging: The common goal fosters belonging and eliminates the sense of isolation faculty champions feel Exchange of ideas and knowledge: Best practices, challenges and connections are shared Collaboration on projects: Projects include joint grant proposals for programming, papers and presentations (Matthew et al, 2016)

Pathways in Innovation Overview of Approach 13 Assessment Strategic Planning Plan Implementation Network Collaboration VentureWell collaborates with your team to develop a comprehensive assessment of your institution’s I&E ecosystem. VentureWell leads your team to create a plan to evolve your I&E ecosystem. Pathways mentor(s) are identified to assist with plan implementation. VentureWell and Pathways mentor(s) guide and coach your team to implement and iterate on your your plan with check- ins to support progress. Your institution has access to and engages with other Pathways institutions to continue to evolve and enhance your institution’s I&E ecosystem.

Pathways in Innovation Products & Services 14 Assessment One-Time Strategic Planning One-Time Plan Implementation ongoing Network Collaboration ongoing 3-day onsite, 360 degree assessment of institutional landscape. Deliverable: Assessment Report with recommended action plan. Access and engage with other PIN institutions at in-person and online meet ups, and professional development workshops Deliverable: In-person Meet-ups; Online meet- ups and workshops throughout. Meet with PIN mentor to review progress, receive feedback, iterate and optimize. Deliverable: Monthly meetings for 6 months; bi- monthly for next 6 months. 1 day in-person, guided strategic planning with other PIN institutions Deliverable: Team presentation of the plan, including initial logic model.

Pathways in Innovation Assessment Detail 15 Assessment One-Time Strategic Planning One-Time Plan Implementation ongoing Network Collaboration ongoing Assessment: 3-day intensive onsite, 360 degree assessment of assets and gaps leveraging major stakeholders. Report generated and presented, outlining assets, gaps, recommended strategies, trainings, grants, collaborators from the PEN network and recommended core team members.

Pathways in Innovation Strategic Planning Detail 16 Assessment One-Time Strategic Planning One-Time Plan Implementation ongoing Network Collaboration ongoing Strategic Planning Team Planning: 1-day in person knowledge gathering and strategic planning convening attended by core team of 2 and other PIN institutions. Agile, iterative approach leveraging Strategic Doing, Customer Discovery, Increase the Impact and logic model development. Team presentation at the workshop and to stakeholders upon their return to campus.

Pathways in Innovation Plan Implementation Detail 17 Assessment One-Time Strategic Planning One-Time Plan Implementation ongoing Network Collaboration ongoing Plan Implementation Teams meet with their PIN mentor to review progress, receive feedback and iterate their plan towards optimal outcomes. Agile, iterative approach leveraging Strategic Doing, Customer Discovery, Increase the Impact to foster institutionalization Schedule for check ins: Monthly for the first 6 months; peer group meetings of up to 4 Every 2 months for the next 6 months; peer group meetings of up to 4 Every 6 months thereafter; meet in peer groups of up to 4; presentations are submitted ahead of time for review and the mentor and peers provide feedback/answer specific questions during the meeting.

Pathways in Innovation Strategic Planning Detail 18 Assessment One-Time Strategic Planning One-Time Plan Implementation ongoing Network Collaboration ongoing In-person meetups: Peer driven, peer conference format, with focus on networking and leveraging the expertise of the network Some events hosted at Pathways institutions to foster an authentic experience Strategic Doing framework and Increase the Impact Online meetups: Topically focused A panel of up to 4 institutions showcase their efforts around a specific campus implementation. Flipped classroom Limited to 10 institutions to maximize conversation Workshops: Topically focused In-person Additional fee

Timeline 19 Year 1 Year 2 Year degree assessment - Guided strategic planning - Mentoring - Network Collaboration - Guided strategic planning - Mentoring - Network Collaboration Eligible to become a PIN Charter Member

Questions? Contact Victoria Matthew