Making Place
Matter
OKLAHOMA STATE REGENTS
FOR HIGHER EDUCATION
Making Place Matter
Project with the
American Association of
State Colleges and
Universities
(AASCU)
AASCU
 Reviewed community
engagement and regional
stewardship literature
 Surveyed presidents
 Visited six institutions
 Developed conceptual scheme
Public engagement is
 Place-related
 Interactive
 Mutually beneficial
 Integrated
Regional Stewardship
Regional stewardship is commitment to
and work in support of the long-term
economic and social success of a locale.
It reflects the convergence of four
“conversations”:
innovative economy
livable community
social inclusion
collaborative governance
Regional Stewardship Framework
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
Source: Alliance for Regional Stewardship
HIGHER EDUCATION AS
REGIONAL STEWARDS
To
From
Stewards of Place
3 Pillars
Service
Research
Teaching
Ivory Tower
3 Pillars
Engagement
Innovation
Learning
HIGHER EDUCATION 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
Boosting Stewardship Capacity
 STEP 1: Establish regional context
 STEP 2: Assess campus-system-state
stewardship resources and capacity
 STEP 3: Develop goals and success
measures
 STEP 4: Develop a stewardship
roadmap
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-system-state) 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
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
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
REGIONAL PRIORITIES
REGIONAL GOALS
REGIONAL MEASURES
STEP 4: DEVELOP REGIONAL STEWARDSHIP
ROADMAP
Oklahoma MPM: Past, Present, Future
 Presidents’ Orientation (June 17)
 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)
 Conduct regional conversations (November-April)
 Inventory current planning (January)
 Collect regional priorities (April-May)