Presented by
Doug Henton and John Melville
Collaborative Economics
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
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
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
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
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
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
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
A NEW FOCUS ON PLACE-BASED ASSETS
 Natural environment
 Distinctive amenities
 Lifestyle choices (young, baby boomers,
immigrants)
 Innovative place
 Tolerance, inclusiveness
 Speed
NEW REALITIES MEAN NEW RESPONSES ARE
REQUIRED
America’s Citistates

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
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
FRAMEWORK FOR REGIONAL STEWARDSHIP
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
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
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
UNIVERSITIES EMERGING AS REGIONAL STEWARDS
FROM
TO
 Teaching
 Learning
 Research
 Innovation
 Service
 Shared
Leadership
TEACHING TO LEARNING
FROM
TO
 Classroom
 Classroom w/o walls
 Teaching inputs
 Educational outcomes
 One-way content
delivery
 Two-way exchange
 Preparation of next
generation
 Continuous preparation
of all generations
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
SERVICE TO SHARED LEADERSHIP
FROM
TO
 Episodic, short-term
involvement
 Sustained, long-term
involvement
 Tactical, individual
contributions
 Strategic, institutional
commitment
 Issue/cause focus
 Focus on community/
region well-being
 Accountability for
services rendered
 Shared responsibility for
results
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
4 STEP PROCESS
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.
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-systemstate) that help or hinder the institution’s regional
application of resources and capacity to stewardship
priorities.
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.
STEP 4: Develop Stewardship Roadmap
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 longterm impacts
THE OKLAHOMA MPM SEMINAR:
SIMULATION OF FULL PROCESS
 4 Step Process
 4 Meetings with
“homework” and
committee work over
one year
 Adapted 3 Session
Process
 3 Sessions with
debriefing time at lunch
and at end of the day
 Regional-Institution
teams of 25-75 people
 Regional-Institution
teams up to 12 people
 “Prototype Process”
 “Test Drive”
STEP 1: ESTABLISH REGIONAL CONTEXT
REGIONAL
CHALLENGES
INNOVATIVE
ECONOMY
Preparing people and
places to succeed
LIVABLE
COMMUNITY
Preserving and creating
places to live and work
SOCIAL
INCLUSION
Ensuring that everyone
participates and shares
responsibility
COLLABORATIVE
GOVERNANCE
Finding creative ways to
govern
REGIONAL ASSETS
REGIONAL
OPPORTUNITIES
REGIONAL
PRIORITIES
EXAMPLES OF REGIONAL CHALLENGES
REGIONAL
CHALLENGES
INNOVATIVE
ECONOMY
Preparing people and
places to succeed
 INNOVATIVE ECONOMY—primarily
economically-driven concerns such as industry
restructuring, job loss, entrepreneurship,
commercialization of new technologies, climate for
innovation
LIVABLE
COMMUNITY
Preserving and creating
places to live and work
 LIVABLE COMMUNITY—primarily quality-of-life
driven concerns such as environmental quality, urban
and neighborhood revitalization, land use,
transportation congestion, housing, amenities
SOCIAL
INCLUSION
Ensuring that everyone
participates and shares
responsibility
COLLABORATIVE
GOVERNANCE
Finding creative ways to
govern
 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
STEP 1: ESTABLISH REGIONAL CONTEXT
REGIONAL
CHALLENGES
INNOVATIVE
ECONOMY
Preparing people and
places to succeed
LIVABLE
COMMUNITY
Preserving and creating
places to live and work
SOCIAL
INCLUSION
Ensuring that everyone
participates and shares
responsibility
COLLABORATIVE
GOVERNANCE
Finding creative ways to
govern
REGIONAL ASSETS
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
STEP 1: ESTABLISH REGIONAL CONTEXT
REGIONAL
CHALLENGES
INNOVATIVE
ECONOMY
Preparing people and
places to succeed
LIVABLE
COMMUNITY
Preserving and creating
places to live and work
SOCIAL
INCLUSION
Ensuring that everyone
participates and shares
responsibility
COLLABORATIVE
GOVERNANCE
Finding creative ways to
govern
REGIONAL ASSETS
REGIONAL
OPPORTUNITIES
REGIONAL
PRIORITIES
STEP 2: ASSESS INSTITUTION/SYSTEM/STATE
STEWARDSHIP CAPACITIES (ON YOUR OWN)
HOW IS THE INSTITUTION
REGIONAL PRIORITIES
CURRENTLY ENGAGED IN THESE
PRIORITIES? HOW ELSE COULD IT
BE ENGAGED?
WHAT CHANGES ARE NEEDED
FOR STRENGTHENING
INSTITUTION ENGAGEMENT?
STEP 3: DEVELOP GOALS & MEASURES (WE WILL
CONDENSE TO REGIONAL OUTCOMES TODAY)
REGIONAL PRIORITIES
REGIONAL GOALS
REGIONAL MEASURES
STEP 4: DEVELOP REGIONAL STEWARDSHIP
ROADMAP
Oklahoma MPM: Past, Present, Future
 Presidents’ Orientation (June)
 Determine Regions, Choose Facilitators, and Forge
Agreements to Work Together Among Higher Education
Institutions in the Same Region (June-September)
 Facilitator Briefing Book and Training Session (October 1)
 Assemble Regional Team to Attend MPM Seminar (Team to
include up to 12 institutional, business, and community
partners) (September-October)
 MPM Seminar (October 29)