University of Delaware
TASK FORCE ON
ECONOMIC DEVELOPMENT
Executive Summary
May 11, 2007
EXECUTIVE SUMMARY
A University Economic Development Task Force (EDTF) was formed by
Provost Dan Rich in February 2007 to assist President-elect Patrick Harker in
understanding the current position of the University with respect to its impact
on economic development at local, state, and regional levels and to highlight
current gaps and identify nascent opportunities as the University looks to
position itself for future economic development efforts. The body of the
report is divided into three sections, each of which impacts economic
development: education and teaching, research and scholarship, and
outreach and public service. The sections are supported by an inventory of
the University’s constituent units that provides information on current
economic development efforts as well as gaps, opportunities, and
partnerships.
The analysis revealed several common elements that, if embraced, would
have an immediate positive effect on the University’s economic development
efforts. They are (in no priority order):
1. Enrich the potential for intra-university partnerships by establishing a
central office to coordinate efforts related to economic development. The
office would serve as a point of contact for public and private sector
inquiries into the resources and assistance that the University can
provide. A key component might be an online presence that catalogues
UD’s economic development activities and provides for database searches
that will direct users to appropriate University programs, departments and
centers. The central office should be elevated at the University level in
order to provide visibility and awareness needed to be effective.
2. Expand the current offerings of forums, symposia, and summits that
address topics related to economic development. An annual Universitysponsored conference on economic development and related issues will
help in establishing the role of UD as a source of knowledge-based
economic development initiatives. The Institute for Public
Administration’s experience has demonstrated that the University can play
a significant role in raising awareness of and fostering serious deliberation
on a variety of topics. A secondary priority is to ensure that the state,
business and economic development communities are all aware of the
University’s existing and ongoing activities and conferences, such as the
Lerner School’s Tyler Lecture Series, and to cast a broader net in
recruiting and informing potential attendees of such offerings.
3. Bridge the gap between intellectual property and technology transfer in
the area of research and scholarship. Issues related to the patent process,
grant match pools, seed money, and proof-of-concept funds can be better
addressed through more available funding, a clearly defined process to
facilitate technology transfer, and through cultivating faculty leaders for
the kind of broad-based efforts that result in economic development
impacts and outcomes. For example, the Avian Biosciences Center,
established in June 2006, conducts research and educational programs
with significant short and long term impact on the poultry industry.
Programs within the Center focus on poultry health, environmental
compatibility, and food safety and quality. Licensing of technologies
resulting from faculty research in the area of avian health to commercial
entities produced royalties exceeding $100k in FY 2007. In addition, the
diagnostic testing and outreach efforts of faculty associated with the
Center have played a significant role in the surveillance and control of
avian influenza throughout the region and internationally with substantial
savings to the poultry industry.
4. Expand the collaborative efforts in establishing knowledge-based
partnerships. One of the most recent initiatives includes OrphageniX Inc.,
a new biotechnology company founded by UD researchers to develop and
commercialize UD-patented technologies for repairing genes that cause
rare, hereditary diseases such as sickle cell anemia and spinal muscular
atrophy. Another example of knowledge-based collaboration is the effort
between the Colleges of Engineering and Business and Economics to
promote entrepreneurship. Recently, a new minor in entrepreneurship
was approved and is expected to attract students from engineering,
business and the technical majors. Additional knowledge-based
partnerships include the MBA’s Corporate Associates Program, where
students spend 20 hours a week during their program in a corporation,
and the Institute for Public Administration’s Legislative Fellows Program,
in which students provide in-depth, nonpartisan research that assists
legislators in addressing critical issues facing the state.
5. Provide economic analysis for the promotion of economic growth and
business development in the State of Delaware. The University of
Delaware is a model of the engaged university through its core missions
of teaching, research, outreach and engagement. By creating an Institute
for Economics and Business Research, the university could support the
business and public sectors in Delaware and the Mid-Atlantic region by
providing expertise, research and analysis including economic forecasting,
economic analysis of legislative and public policy proposals, business
planning, and overviews of relevant and timely economic and business
issues. Such a strong partnership with the business and public sectors is
mutually beneficial for all concerned as the State and the University face
new economic and business challenges.
6. Expand Science-based and Mathematics Enrollment. Currently, there is a
critical shortage of science-based and Math teachers, especially in the
secondary level. In reversing this negative impact on the State, the
University should continue its efforts to increase the number of graduates
in secondary science-based and Mathematics programs, and work to
retain a growing number of these graduates as teachers in Delaware.
7. Support increased enrollments in the health sciences programs to meet
the growing health care needs in Delaware. The School of Nursing fulfills
its mission of education and service in a variety of capacities and
economic development is an integral part. Through the students’ services
provided in clinical experiences, it is estimated that the School contributes
annual services estimated at a value of approximately $1,447,500
annually to the local economy in health workforce dollars.
8. Study the feasibility of establishing a law school. In examining ways to
increase the economic impact on the legal profession in the region, the
University may wish to consider establishing a law school. Delaware is a
leader in corporate law, and is the legal home to 60% of the Fortune 500.
In 2006, over 130 UD graduates enrolled in law school. Thirty-three went
to Widener, with another 30 enrolling in the Philadelphia-area law schools.
In addition, The Weinberg Center for Corporate Governance is widely
recognized for its contributions in providing a forum for business leaders,
members of corporate boards and the legal community to develop
programs that will generate local, national and even international interest
in corporate governance.
9. Diversify the student body by enrolling more international students, and
improve support for international programming. China, India and other
economies (including Brazil and Russia which comprise the BRIC
countries) are rising rapidly, with a speed, breadth and depth that clearly
signal those nations’ growing political, economic and military influence on
world affairs. The University of Delaware should consider how to best
position itself to take advantage of this emergence, and how to prepare
its graduates to succeed in the increasingly global economy that will be
dominated by these nations. In addition to continuing support of its study
abroad programs, the University should build its international
undergraduate and graduate enrollments, integrating these students into
the fabric of the University’s academic and residence life programming.
Doing so will further diversify the student body and provide important
linkages and familiarity to UD students that will serve them well as they
progress through their careers. The Task Force recommends that the
University direct resources to further develop and expand programs that
require students to be competent in important foreign languages, culture
and the arts. UD should seek faculty and staff exchange opportunities
among high-quality universities and institutes in these rapidly growing
economies, particularly in Asia, and explore the possibility of offering
educational programs in pivotal international locations.
10.Develop a framework for administering interdisciplinary programs,
centers, and institutes to facilitate the University’s role in promoting
interdisciplinary-based partnerships and innovations in economic
development. It is critical for the success of such programs to have strong
leadership and support, with a broad vision that encourages interaction
and consistent integration throughout the campus. Examples of UD’s
more visible and successful interdisciplinary programs include the
Biomechanics and Movement Science program, the Center for Energy and
Environmental Policy, the Delaware Biotechnology Institute and the
Center for Critical Zone Research. Although there are successful
interdisciplinary programs on campus, better coordination could facilitate
the expansion of interdisciplinary centers and institutes that focuses both
on undergraduate and graduate educational programs, research and
outreach. The faculty reward system should be examined to ensure that
those who participate in interdisciplinary programs and centers are
appropriately recognized.