set-up meeting

GLOBAL 1000: Meet|Partner|Deal
State Innovation and Entrepreneurship Initiatives
Mary Jo Waits
National Governors Association
Director, Economic Development, Human Services, and
Workforce Development
“ALL-Hands-On-Deck” to Boost State
Economic Growth
• Growth will need to accelerate sharply to undo the
damage caused by one of the worst recessions in
modern times
• America gradually losing its pre-eminent position in
innovation
• Mature industries needing to upgrade to realize growth
potential
• Widespread abandonment of properties occurring in
states and cities
• Education producing too many workers who have low
skills, poor skills, or the wrong skills
Where Does Growth Come From?
Six Factors to Consider in Designing Policy and Investment
Strategic Framework for Policy Decisions
and Investment
Focus on the Four Components of Innovation
Expertise
Interaction
Innovation
Application
Diversity
Strategic Framework for Policy Decisions
and Investments
•
Build Expertise: strong research capabilities and world-class
talent in strategic areas.
•
Facilitate Interaction: collaboration among universities and
others, strong networks, shared research facilities and compact
geographical areas.
•
Link diverse knowledge fields and industry sectors
together: multidisciplinary institutions, well-designed research
facilities, and mixed-use research parks to ensure that creative
“sparks fly.”
•
Push the application of technology and commercialization
of research: university-industry partnerships, open IP policies
and faculty tenure changes, and priority on entrepreneurship.
Building Expertise
•
Unique Institutions that attract and support the people with the talent and
foresight to create new ideas, CA Institutes for Science and Innovation,
Colorado Clean Energy Collaborator, Arizona Bioscience Roadmap
•
State-sponsored Research Funds: CA, GA,TX, NJ, NY, MI, AZ, OH, OK ,
VA, WA, MD, KS
Build upon priorities of local industries: Re-enforce existing innovation
clusters as well as developing new cluster
Emphasize applied research rather than basic research (proof of relevance
and market pull)
Seed research that helps solve local problems (better health outcomes,
economic transformation, tariff congestion)
Align university priorities with economic development goals
–
–
–
–
•
Research Talent: Lilly Endowment’s $100 M for “intellectual capital,”
Georgia Research Alliance’s 100 Eminent Scholars, Kentucky “Bucks for
Brains” $120 M in 1998, 2000 and 2005; Utah Science Technology &
Research (USTAR) world-class research teams in 6 strategic areas,
including nanotechnology, imaging technology, biomedical technology
Building Expertise
•
Workers and Skills: Goals for higher education to meet STEM job needs;
Credentials and Degrees for Veterans; Washington’s 10 Centers of
Excellence, each located at a community or technical college;
Apprenticeship Carolina (SC) $1M plus annual employer tax credits of
$1,000 per apprentice has more than doubled the number
•
New Fields and Young Talent: ASU’s new master’s in genomics and
biotech law; State University of New York, College of Nanoscale Science
and Engineering, a global first, and center of excellence in nanoelectronics;
Indiana’s Polytechnic Institute Applied Bachelor Degree in 3-5 years starting
in 11th grade; research funds marked for young investigators
•
High-Growth Firms: Nebraska, Tennessee, Michigan, Pennsylvania and
others emphasize finding and providing services to companies with high
growth potential; Kansas PIPELINE Entrepreneurial Fellows; NE
partnership with Gallup to identify/strengthen entrepreneurs’ talents and
“high-growth” strategies
•
Entrepreneurial Immigrants: Midwestern cities (Chicago, St Louis, Dayton
and Detroit) efforts to jumpstart growth by attracting entrepreneurial
immigrants. MI visa plan to bring 50,000 immigrants with advanced or
exceptional abilities in science, business or the arts
Facilitating Interaction and Collaboration
•
Networks: dense localized networks of trust, reciprocity and cooperation
associated with robust innovation clusters—UCSD CONNECT “Meet the
Researcher”; BIOCOM; Bay Area Science and Innovation Consortium
(BASIC)
•
Mega-Partnerships: Georgia Cancer Coalition, CITRIS combines 4 CA
universities—Berkley, Davis, Merced, Santa Cruz; CU-ICAR—Clemson
University and BMW, Michelin and others partner for education and
research; PA Nanotechnology Institute: 12 research institutions with over
4,000 researchers and $1 B of research; Commonwealth Center for
Advanced Manufacturing (CCAM) to align research and education with
industry needs/global standards
•
Innovation Vouchers: spur collaboration between SMEs and universities
and others to encourage SMEs to take up regular R&D and innovation
activities, CT and Iowa, Netherlands model
Facilitating Interaction and Collaboration
•
Shared Facilities: MA’s High Performance Computing Center—state, 5
universities and companies; ASU’s supercomputer and engineering school
moves to main street Tempe; test sites such as Verizon’s Innovation Center
in Waltham, MA offers space, troubleshooting, and certification tools to
partner companies creating advanced 4GLTE network applications, such as
Ericsson, Cisco and Samsung
•
Innovation Hubs or Districts: Atlanta’s Technology Square, San Diego
Torrey Pines, Research Triangle Park, PA’s Keystone Innovation Zone, WA’s
Innovation Partnership Zones, Ohio Innovation Hubs; CA Institute for
Quantitative Biosciences (QB3) San Francisco’s Mission Bay
•
New Institutions/Intermediaries: “Institutes of Collaboration” or Smart
Agents—Oregon Nanoscience and Microtechnologies Institute (ONAMI),
QB3, MA’s Life Sciences Center, Science Foundation Arizona (SFAz)
Putng Diverse Knowledge Fields and
Cultures Together
•
AZ Biodesign Institute co-locates researchers from 3 fields designed for
interaction, NC State Centennial Research Park, ASU SkySong-China,
Georgia Tech-Korea Institute for Advancement of Technology
•
Incentives (R&D funds, new colleges) to encourage cross-disciplinary
research and interaction--University of Akron & P&G Bioinnovation Institute,
linking materials science with biomedicine to become #1 in biomaterials and
orthopedic research
•
Right brain and left brain— Designers and Engineers (new ASU degree)
•
Entrepreneurship across the university and particularly in S&T colleges
•
Entrepreneurial “boot camps”—New England Clean Energy Council’s Clean
Energy Fellowship Program, UCDavis
•
Charismatic, Collaborative scientists and researchers; Silo, Solo is Passé
Pushing Commercialization/Entrepreneurs
•
University-industry Partnerships, Industry and Peer Review —that force
an outside look (e.g., venture capitalists, out-of-state reviewers) Washington
Life Sciences Discovery Fund; Science Foundation Arizona; Utah Science
Technology and Research (USTAR) “small-light-fast money” for startups
and researchers
•
New Model for Entrepreneurial Training: AZ, Utah etc. use Steve Blank’s
Lean-Start-Up Model; NSF’s Innovation Corps improving success with
SBIR/SBTT funds; Jobs4TN Regional Accelerators competitive grants to
create business accelerators in each of 9 Tennessee regions
•
Update Patent, IP, Tenure Policies—master agreements to fit openinnovation business model, reward faculty entrepreneurs
•
Regulations and Procurement— public sector procurement for green
technologies, energy efficiencies, e.g., 22 state MOU to purchase natural
gas vehicles; Michigan multi-year initiative focused on business-to-business
procurement opportunities
•
Venture Financing—Oregon, Maryland, Connecticut; United States
Treasury Department’s $1.5 billion State Small Business Credit Initiative
(SSBCI); MassChallenge; Arizona Innovation Challenge
Who Coordinates Key Elements of an
Innovation Ecosystem?
Key Elements of Innovation Ecosystems
12
Experiments are Bubbling Up in States—
These
Organizations
Require
with common characteristics
Leaders who proactively find and nurture connections
across the boundaries and know who to connect with whom.
Companies and entrepreneurs need one point of contact that will
connect them with all the diverse resources they need.
Speed and Flexibility in working with industry. For this
reason, non-profit organizations that operate outside of the
university/government orbit may be needed, but they must excel
at bringing together the resources of several universities.
Industry Focus that allows innovation to be strategically
targeted at sectors that are promising to the state or region.
However, there is also a balancing act between being sectorfocused and bringing together research and companies from
different disciplines and industries.
Space That Crosses traditional academic boundaries so that
innovation results from different disciplines working together.
Shared research facilities push researchers, entrepreneurs and
industries beyond their specializations and allow for discoveries
at the boundaries of disciplines.
Oregon: Intermediaries to Bootstrap
Innovation Ecosystems
Oregon Nanoscience and Microtechnologies Institute
“ONAMI has emerged as a microcosm of a complete innovation
strategy for a single technology area.”
--Shelia Martin, Portland State University
• Fostering R&D capacity among Oregon’s four research
universities, the Pacific Northwest Laboratory, and the state’s
“Silicon Forest” high-technology industry cluster (250
researcher in 5 institutions)
• Invests in a number of programs to develop expertise,
encourage interaction, and drive commercialization: match for
large-scale collaborations in research, workforce
development, and equipment purchases
• “High-tech extension services”—200 companies of all sizes
on fee-for-services basis
Virginia: Advanced Manufacturing
Innovation Zone
INDUSTRY DRIVEN
INDUSTRY OWNED
AND OPERATED
UNIVERSITY DRIVEN
INDUSTRY / COMMUNITY
COLLEGE DRIVEN
15
Virginia Center for Advanced Manufacturing
•
Bridge the gap between
fundamental research and
commercialization
– Accelerate technology into
markets
– Demonstrate on real problems
•
Foster collaboration among
diverse industry sectors
– Directed Research for the
exclusive proprietary benefit of a
member
– Generic Research for the benefit
of all members
•
Lower R&D costs for member
companies
– Shared facilities and personnel
– Shared pre-competitive research
•
Train next generation of
technology leaders
– Provide market ready experience
– Connect industry with students
16
Washington’s 15 Innovation
Partnership Zones
⑮ Walla Walla
Wine and Hospitality, Water Management,
Alternative Energy
National Journal
When Ordinary Americans Accomplish
What the Government Can't
June 13, 2013
The Natonal Journal names Walla Walla Community College one
of the top 50 innovators in the U.S. and one of four fnalists in the
Regional Economic Strategies category.
Walla Walla Community College in Washington state earns the rare
distncton of being an insttuton of higher educaton that is reinventng the
regional economy from the bottom up.
A High Value-Added Industry
 When processed, 300 acres of wine grapes generates
the same revenue as 20,000 acres of 100 bushel/acre
wheat.
 Wine production contributes $5 billion to Washington's
economy (Washington Wine Commission 2012).
 Wine production in Walla Walla County contributes
over $500 million to the local economy (Washington
Wine Commission 2012).
 Tourism is anticipated to produce more revenue than
wine production. A wine tourist spends approximately
2.5 times as much as the average tourist at their
destination.
Walla Walla Vision: Wine / Food / Art
WWCC Center for Enology & Viticulture
Center of Innovation for the Wine Industry
2006 Governor’s Workforce and Economic
Development Best Practice Award
WWCC Enology Students
Learning While Creating College Cellars Wine
ETS Laboratories is the leading independent laboratory serving the global wine
industry today. ETS is unique in its ability to ofer wineries a combination of
routine analytical services and proprietary, accredited analytical methods.
These tools assist wineries in the consistent production of better wines. ETS is
accredited to ISO Guide 17025 standards by the American Association for
Laboratory Accreditation (A2LA), and is the nation's only independent wine
laboratory so designated.
Port of Walla Walla
Wine Incubators
“Wine Expo Draws Buyers From
Around World to Walla Walla”
Source: Walla Walla Union Bulletin, May 11, 2006
Projected IPZ Employment
With and Without the Wine Cluster
_____With _____Without _ _ _ _ 2006 Projections
WWCC Water & Environmental Center
Center of Innovation for Water and Environment
2010 Governor’s Workforce and Economic Development
Best Practice Award
&
2011 Columbia River Inter-Tribal Fish Commission Leadership
Enhancing the Energy Cluster in
Southeastern Washington
California’s Institutes for Science and
Innovation
Source: Regis Kelly, QB3
QB3 in San Francisco’s Mission Bay
Source: Regis Kelly, QB3
QB3: A Vision of Success Through Collaboration
Source: Regis Kelly, QB3
Mission: Discover, Develop, Deploy to Market
as quickly as possible
Source: Regis Kelly, QB3
QB3 in San Francisco’s Mission Bay
And Revitalizing Abandoned Spaces and Communities
Source: Regis Kelly, QB3
Reinventing Downtown Phoenix
“Eds and Meds” Anchor an Innovation
Hub
Downtown Phoenix
2004 Vision
Seven Priority Themes
•Knowledge Anchors
•Downtown Living
•Great Neighborhoods
•Arts and Cultural Hub
•Distinctive Shopping
•Great Places/Great Spaces
•The Connected Oasis
ASU Downtown Phoenix
20 acre mixed-use campus,
15,000 students, 4,000 student
housing, $223 M investment
Phoenix Biomedical Campus
28 acres land, $51 M for
facility for TGEN headquarters,
$7.5 M bond funds for projects
Reinventing Downtown Phoenix
Reinventing Downtown Phoenix