1. Building Institutional Capacity KCI and KCII Judith Cone Vice President Entrepreneurship NCGE/UKSEC International Entrepreneurship Educators Conference September 11-13, 2006 Achieving Entrepreneurial Outcomes: Educator Challenges and Opportunities Paul Magelli Senior Scholar in Residence

2. KCI $25m – matched by $50m. Competitive process (+125) Process - Pre-proposal - Final proposal - Presentation/Award A Kauffman Campus: - Illinois; North Carolina; Washington/St. Louis; Wake Forest; Rochester; Florida International; Texas/El Paso; Howard University.

3. Profile Large, Complex, Public Research AAU/Land- Grant Large, Complex, Public AAU Large, Complex, Private Research AAU Medium, Private Liberal Arts Medium, Private Comprehensive Large, Public Urban Medium, Public, Regional, Ethnic-Intensive Medium, Public, National, Ethnic-Intensive

4. Two + Years Later: Macro From 73 to 276 Faculty From 27 to 115 Disciplines From 101 to 237 Courses From 3,300 to 8000 Students From 0 to 30 PhD. Students

5. Two + Years Later: Assessment Nine-year Longitudinal Study: Mathematics (Princeton, N.J) Two-three Day On-site Visits Structured Annual Reports Twice-Yearly Meeting of Program Officers and Faculty Continuous Personal Interaction Additional Visits with Reactions from Interested Colleges and Universities.

6. KCII $35m & $35m = $10m x 2 = $140m = $210m + X 30 Colleges and Universities Medium Urban Universities Nine Regional Small Liberal Arts 2 Large Private General Medium Private Technical 3 Large Complex State Systems

7. KCII Continued… Financial & Programmatic Collaboration with Foundations, Funds, and Private Donors

8. Models for the: Liberal Arts & Sciences Liberal Arts Specialized State Wide Systems (“The Entrepreneurial State”) Urban Institutions (Private & Public)

9. Significant % of Faculty Informed and Interested Cultural Shift Migration of Faculty from All Disciplines Validation of Content Segments Drawn from “Entrepreneurship” Core. Meeting “Latent” Student Interest Extracting and Directing “Scarce” University Resources to Entrepreneurship Structural Re-Organisation – Movement to Provost (Pro Vice-Chancellor) Actions: Planned & Unplanned

10. Entrepreneurship Across – - Teaching & Curriculum - Research & Publication - Public Engagement - Leadership Emergence of “Public Scholarship” (Review of Reward and Recognition Systems) Models to Disseminate Linking Entrepreneurship to Advancing Innovation Failure to Enfranchise the Bureaucracy Actions: Planned & Unplanned Continued

11. An Emerging Equation of Some Things That Appear to Work Inventories of Residual Resources: - Course Catalogues - Research Activities - Faculty Businesses and Consultancies External Agency - - On-line Surveys - Interviews - Other…

12. An Emerging Equation of Some Things That Appear to Work…Continued Inserting Entrepreneurship and being Entrepreneurial into Institutions Strategic Plan Develop 5 to 7 Year Financial Plan – Entrepreneurship is the Highest Rank Area of “Gift” Interest. Faculty Really “Get-It” and “Have It” – - Carefully Craft “Messages” to Constituents - Craft an Institutional Meaning of “Entrepreneurship@..............................”

13. Find Resources to Attract “Exemplars” Accept Fact of “Working with Inventory of Resources” – at Least Initially Use the Tools of Entrepreneurship to Advance Entrepreneurship. An Emerging Equation of Some Things That Appear to Work…Continued

14. A Bit of Comparative Analysis Private External Drivers in the U.S Possibly More Education Than Enterprise Focus Possibly Farther Advanced In Across-The- Curriculum Stronger Commitment to Sustainability Tendency to Move Toward Degree – Granting Programs Engagement of Senior Leadership