1. Presented by Doug Henton Collaborative Economics

2. 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

3. 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

4. THE IDEA-DRIVEN ECONOMY  Raw material is ideas (the ingredients)  Ideas are organized into innovations (recipes)  Companies that don’t innovate, die  Successful regions institutionalize innovation  Innovation requires expertise, interaction, and diversity

5. 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

6. 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

7. THE BIG REGIONAL SORT  Regions with most college graduates continue to attract more—a 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

8. 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

9. A NEW FOCUS ON PLACE-BASED ASSETS  Natural environment  Distinctive amenities  Lifestyle choices (young, baby boomers, immigrants)  Innovative place  Tolerance, inclusiveness  Speed

10. 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 America’s Citistates

11. 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

12. FRAMEWORK FOR REGIONAL STEWARDSHIP

13. 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

14. 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

15. NEW EXPECATIONS  New expectations for university/college contributions to the region—roles in all four conversations  New expectations that universities/colleges step forward as “stewards of place” as they are uniquely situated—embedded—with a sense of place

16. UNIVERSITIES EMERGING AS REGIONAL STEWARDS FROM  Teaching  Research  Service TO  Learning  Innovation  Shared Leadership

17. 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

18. 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

19. 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

20. 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

22. 4 STEP PROCESS

23. 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.

24. 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 institution’s regional application of resources and capacity to stewardship priorities.

25. 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.

26. STEP 4: Develop Stewardship Roadmap

27. 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

28. 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”

29. STEP 1: ESTABLISH REGIONAL CONTEXT

30. EXAMPLES OF REGIONAL CHALLENGES  INNOVATIVE ECONOMY—primarily economically-driven concerns such as industry restructuring, job loss, entrepreneurship, commercialization of new technologies, climate for innovation  LIVABLE COMMUNITY—primarily 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

31. STEP 1: ESTABLISH REGIONAL CONTEXT EXAMPLES OF ASSETS  REGIONAL ASSETS—major regional collaborative initiatives, key public and/or private investments, major institutions that do or could address the challenge  INSTITUTION ASSETS— leadership, expertise, major internal and externally focused initiatives, key investments/incentives/policies

32. STEP 1: ESTABLISH REGIONAL CONTEXT

33. STEP 2: ASSESS INSTITUTION/SYSTEM/STATE STEWARDSHIP CAPACITIES

34. STEP 3: DEVELOP GOALS & MEASURES

35. STEP 4: DEVELOP REGIONAL STEWARDSHIP ROADMAP

36. 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)