1. Universities’ role in local economic growth and place-making: University of Warwick case study British Council Global Education Dialogue, 25 February 2016 David Marlow, Visiting Professor of Practice, CURDS; and Chief Executive, Third Life Economics Contact davidmarlow@thirdlifeeconomics.co.uk

2. University of Warwick (UoW) – the first fifty years... From a 200 ha greenfield site...to a UK ‘top ten’ and global top 100 research institution Now one of the largest social and economic drivers of its city and county 25,000 students, 5,000 staff and over £500mpa t/over The 50 th Anniversary celebration...and the global reach...but what about the relationship to its own regional and local places?

3. National teaching and research frameworks National science and innovation strategies...BUT also national championing of devolution and fiscal ‘revolutions’ and... Recognition of Universities as one of the most dynamic and robust elements of the ‘local state’ One of the largest employers and spenders Local skills, talent retention and labour markets Supporting business and knowledge economy growth Providing facilities and services The physical footprint – positives and externalities Place branding and offer in national and international markets A national system......but a local anchor institution National and local requirements and expectations of universities – 2016 and beyond

4. The ‘Chancellor’s Commission’ – what we did and what we found An independent, majority-external commissioners A programme of investigation, research, consultation and deliberation The University is doing a huge amount – but mainly ‘on its own terms’ and in a fragmented, inconsistent way Economic, social etc (WMG, WBS, WMS, Teacher training etc., etc.,) Huge appetite and welcome from local ‘leaders’ for greater strategic collaboration, and for targeting intervention and impact better

5. A framework for progress... Examples of Commission likely recommendations.... Local and regional intent to be a much more explicit part of UoW vision and mission Participation in leadership teams Local and regional intelligence system and living laboratory R&D Impact and effectiveness of interventions need to be better targeted, performance managed and participatory Structure, processes and incentives internally Protocols for collaboration with CU, LAs etc UoW to be a ‘good citizen’ in communities where it has a large footprint Citizen’s access card, rights and entitlements Joint housing task force Good citizenship Organisational impact and effectiveness Strategic vision and mission

6. What are the ‘difficult issues’ for university contributions to regional and local growth and well-being? Debunking the global excellence/ local growth trade-off myths Managing and influencing the complexities of multi-layered leadership and governance (national – local) Incentivising the University ‘family’ to take local, regional and corporate priorities seriously Developing new ‘business models’ with partners and stakeholders Commitment...and being ‘willing to listen’....

7. Thank you... Comments, feedback and discussions....