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  • Thank you Henry and the Triple Helix Research Group for inviting me and allowing me to speak to you this morning about what the Office of Innovation and Entrepreneurship is doing to promote innovation, entrepreneurship and commercialization within universities.
  • Manage the national advisory council on innovation and entrepreneurship Design and implement I6 competitive grantsOIE is also tasked with managing the National Advisory Council on Innovation and Entrepreneurship (NACIE) and designing and implementing the i6 competitive grant program.
  • The vision of OIE is to continue (above)
  • OIE accomplishes its vision by working to connect resources to support a strong entrepreneurial ecosystem.This is done by leverage the interaction of key stakeholders that include:Regional ClustersHuman CapitalInnovation-InfrastructureSpatial Efficiency and Public-Private Partnerships
  • Today, I will talk about some of the initiatives that we have implemented with the goal of creating the fuel that ignites innovation, entrepreneurship and commercialization.
  • The first program is the i6 ChallengeThe i6 Challenge is a competitive Grant program for $1M towards the development or execution of a POCC.The competition has had three iterations.After the application deadline, the applications have two levels of reviewInvestment Review Committee – members of the regional community that are experts in entrepreneurship NSF Panel – comprising of VCs, scientists and respected members that are most familiar with POCC
  • The facts considered when designing POCC are: (above)i6 Applications are evaluated by the NSF on the five key areas:Five Key AreasMore EntrepreneurshipBetter Quality – with respect to a product or serviceCompanies Stay in the RegionLong-term Culture ChangeSustainability
  • St. Louis Biogenerator – Denver Region (2010)The St. Louis Biogenerator advances bioscience technology commercialization This project is responsible for the formation of 8 companies involving lithium-ion batteries, pharmaceuticals, cancer treatments and nanocontainers used in manufacturing protein-based drugs. Innovation Works and Carnegie Mellon University – Philadelphia Region (2010)Innovation Works and Carnegie Mellon University created an “Agile Innovation System” that accelerates the commercialization of technologies being developed within the region’s universities and small businesses. The group has invested in over 152 technology startups, creating thousands of new jobs and attracting over $1 billion in regional seed funding since 1999. The University of California, Davis and the Sacramento Area Regional Technology Alliance (SARTA)The partnership created the Clean AgTech Innovation Center to catalyze the commercialization of sustainable agriculture technologies in the six-county Sacramento region by functioning as a “virtual incubator” to accelerate the formation of start-ups in clean tech and sustainable agriculture.
  • In order to provide continued support for the i6 Challenge winners, OIE put together an i6 Winners Conference.
  • OIE is tasked with managing NACIEFederal Co-ChairsMatthew Erskine – Acting Assistant Secretary of Economic DevelopmentDavid Kappos –Director for U.S. Patent and Trademark OfficePat Gallagher – Director for the National Institute of Standards and Technology- Z Holley and Curt Carlson are active members
  • Signed by 4 University PresidentsMary Sue Coleman, MichiganBud Peterson, Georgia TechHolden Thorp, UNC Chapel HillMichael Crow, Arizona State UniversityThe signatory universities are committed to engaging in the five components of the letter to promote innovation, entrepreneurship, and commercialization within their universities.
  • Courses and Degree Programs in Innovation and EntrepreneurshipMany universities are seeing increased student demand for innovation and entrepreneurship. Broadening course and program offerings equip students with a range of valuable skills, including business plan development, marketing, networking, creating “elevator pitches, “ attracting financing, and local community outreach.Some universities are offering bachelor and master’s degree programs and concentrations in innovation and entrepreneurship.Business schools are breaking down traditional barriers and encouraging entrepreneurship by providing multi-disciplinary courses and degree programs to students of all academic disciplines.  Experiential Learning“Experiential,” or applied, learning improves upon traditional classroom instruction by actively engaging students in innovative and entrepreneurial activities through workshops, conferences, internships, hands-on experience, and real world projects. This type of learning supports specialized internship programs focused on entrepreneurship education and technology innovation that match students directly to start-up projects, technology transfer offices, venture capital firms, and industry. The variety of educational opportunities allows students to address real-world challenges in a supportive educational environment.
  • Competitive OpportunitiesBusiness plan and entrepreneurship competitions, often low cost to start and open to all, are a popular way to jumpstart entrepreneurship on campus.Competitions provide an exciting platform for students to learn practical skills, such as how to craft a business plan, access venture funding, and pitch ideas. Universities are transitioning away from single monetary rewards and are increasingly recognizing milestone achievements with prizes such as incubator space and mentorships. Some universities are expanding their student team competitions to include faculty and alumni, and increasing the scope and size of the pool of resources through collaboration with industry partners.  Entrepreneurial and Innovation Collaboration Spaces“Living spaces” are a unique, emerging trend in motivating student involvement outside of the classroom setting. These spaces use the power of proximity to promote student engagement in developing innovative ideas and starting businesses.Some universities are embracing the entrepreneurial dorm, while some are expanding this concept to promote entrepreneurial clusters.These spaces can host a variety of student entrepreneurship clubs that serve as a premier resource for aspiring student entrepreneurs and foster a community of like-minded peers.
  • Rewarding Faculty Innovation and Entrepreneurship “Innovator of the Year” and “Faculty Entrepreneur of the Year” programs reward faculty for achievements beyond traditional research and teaching accomplishments.Updating tenure and sabbatical leave guidelines to reward faculty by allowing them to pursue collaborative and entrepreneurial endeavors. This Increases the potential for successful technology development and commercialization of research.Augments faculty understanding of the commercialization process, incorporating it into student instruction.For these programs to be successful, increased flexibility is needed in developing faculty tenure, leave regulations, and faculty-based policies around innovation and entrepreneurship. Supporting CollaborationUniversities are providing resources to encourage collaboration with local communities and industries.Some are hiring individuals or creating teams to connect faculty having similar interests and research goals to share information on creating startups, licensing technology, and collaborating with industry.Universities are also inviting community leaders and local entrepreneurs to become more involved with the development of technology and startup companies, such as entrepreneur-in-residence programs.
  • Engaging with IndustryEngaging with industry allow for universities to obtain research and technology development ideas, capital, and other types of support. Hosting events to bring faculty, industry, angel investors, and venture capitalists together for networking opportunitiesalso promotes industry engagement.Other examples include the lunch-and-learn series, rapid-fire networking programs, seminars, and workshops. Proof of concept centers connect faculty research topics to market relevance in a particular industry.Externships and leave of absence policies can provide faculty with the time they need to understand the latest trends and technologies being utilized by industry in their field.
  • Reducing Technology Transfer BarriersUniversities are broadening their technology transfer functions to meet the growing demand for their services and to minimize the costs and risks of commercializing research. This includes expanding TTO facilities, hiring skilled staff, improving technical support to researchers, and increasing access to capital for researchers. The success of these heightened technology transfer efforts at universities are evidenced by an increase in licensing and startup activity.  Expanding Technology Transfer Office level of supportTTOs are hiring more skilled staff with specialized experience in areas such as intellectual property law, licensing, and developing and managing university-industry partnerships. In addition, TTOs are tapping into institutional resources such as law and business graduate students and faculty.Furthermore, an emerging trend is the establishment of “one-stop-shops” that provide assistance, mentorship, and information on patenting and licensing processes to faculty and student inventors. Today, many TTOs provide guidance in the licensing and commercialization process for innovative work in untraditional areas such as education, criminology, organizational structure, music, dance, and fine arts.
  • Protecting Intellectual PropertyTo provide staff with incentives to protect intellectual property and pursue commercialization of research, universities are offering staff a greater share of licensing royalties and other commercialization income. Shrinking the Funding GapUniversities are working with their TTOs to increase access to more funding opportunities in order to bridge the transition between basic research and technology development- referred to as the “valley of death.”Universities are shrinking the gap in funding by creating venture-, proof-of-concept-, and growth-funds to assist in the development of startups and technology resulting from university research.Some universities are seeking local community and alumni support to help TTOs meet the growing demand for venture funds and grants for seed funding. Some universities are also using convertible debt loans to ease commercialization, with faculty paying back a predetermined percent of start-up costs.
  • Sharing Resources and KnowledgeUniversities are increasingly making their facilities, lab space and infrastructure available to private industry, from contract research and licensing agreements to entrepreneur-in-residence programs. University-industry partnerships can create a direct connection to facilitate job placement and talent recruitment. There can be an Increase in the # of industry partnerships through networking events such as breakfast forums and casual roundtable discussions, industry speaker series, and intensive student and faculty internships in the private sector.
  • AcceleratorsAn emerging trend is the development of “accelerators” and related initiatives located in and around universities. These partnerships between universities and companies are designed to fast-track the innovation and commercialization process by providing university and private researchers’ access to world-class scientific facilities, technical personnel, and testing and diagnostics equipment- resources not readily available to many startups. Some accelerators focus on helping companies in the post-incubation period, such as meeting the technical needs of startups and bridging funding gaps. Providing Guidance on Intellectual Property Rights and RoyaltiesAs more university researchers partner with industry for financial R&D support, negotiating a functional IP policy is becoming an important issue. Many universities are creating standard forms that outline university and industry responsibilities and profit-sharing, thereby reducing uncertainty and alleviating the financial concerns that surround university-industry partnerships
  • Working Directly with Local Businesses and CommunitiesUniversities and colleges are encouraging student and faculty education, innovation, and entrepreneurial pursuits that revitalize local businesses and address other local development needs.Some universities are acquiring local small businesses and allowing students to manage and operate them to hone their entrepreneurial skills. These programs cut business costs while providing students with hands-on learning experiences.Collaborative Approaches for Achieving Regional Economic Development Research corridors reside within and across regions and often have a particular technology focus, such as biotechnology, nanotechnology, health, energy and advanced materials. Research corridors:Offer a resource pipeline for local communities, universities, and colleges that have similar research interests and challenges. Attract industry by providing technical support, access to capital, and a large network of experts. Produce regional economic analyses with information on regional economies, such as numbers on job growth, state income, and state startups.
  • Linking Local and Communities to Support Networks Universities are engaging more in developing and implementing regional economic strategies by undertaking a more prominent role in linking local businesses and community leaders with national and regional support networks to expand the pool of available resources.Universities can provide a venue where all stakeholders, including researchers, venture capitalists, companies, entrepreneurs, consultants and regional authorities and organizations, can come together to tackle critical local issues, such as locating grant and other funding opportunities.A number of university economic development efforts have targeted underserved communities, such as programs supporting women and minority entrepreneurs to help increase economic development opportunities across the region.
  • Strategic Outreach to universities include: (above)The Goal is to:Identify a broad swath of innovation and entrepreneurship programming across the country factoring in geography, culture, ecosystem and campus size Identify suggestions, recommendations and ideas for strengthening the bond between universities and the federal government and make the results publicly available. Understand how the lessons learned about the university-government relationship can be applied to other R&D partnerships, including business, labs and accelerators Celebration of the prominence of innovation & entrepreneurship as university priorities
  • Categories of technology transfer activities that lead to an output of commercializationInventory Assessment – project status tracking, # of incubated technologiesMarket Assessment – market opportunities/need, sustained technology use in the marketBusiness Development – business diversification, # of startups, R&D leverageCurriculum and Faculty Development – entrepreneurial courses, faculty fellowships, # of patents and commercialization considered in tenure decisionsRelationship Building – joint ventures with companies, customer satisfaction, # of product showcasesFunding/Investment Tracking – SEED funding, total grant dollars per technologyRevenue Assessment – traditional metrics; total sales, royalties generated, return on investment
  • The focus for 2013 is on continuing to Connecting Resources to Support a Strong Entrepreneurial Ecosystem Universities are the U.S. government’s largest partners in research, development and innovation. Federal labs and Universities have common goals and there is room for increased collaboration.In conclusion, the more we can do together to link key stakeholders and bring innovative ideas and research to the market to create real-world solutions and high-growth startups, the greater the impact to the nation’s economic growth.

US Office of Innovation and Entrepreneurship  overview  US Office of Innovation and Entrepreneurship overview Presentation Transcript

  • Office of Innovation and Entrepreneurship November 15, 2012 Overview & Programs 1
  • OIE History• Established in 2009 - With a policy and programmatic mandate• Mission • Spearhead department efforts to promote innovation based, high- growth entrepreneurship in pursuit of job creation and economic growth• Develop policies to accelerate innovation and advance commercialization ofresearch• Identify existing barriers to innovation and commercialization• Strengthening collaboration on and coordination of policies relating toinnovation and commercialization 2
  • OIE VisionOIE is continuing to support economic growth, innovation and entrepreneurship through ongoing efforts with other organizations and policy implementation.Focus on sustainable growth through bottom-up practices, creating more startups and enabling small businesses to pursue job creation and expansion. Creation and support of regional clusters, while promoting a supportive culture of universities, laboratories, entrepreneurs, small businesses, and government officials. ENTREPRENEURSHIP 3
  • Connecting Resources to Support a Strong Entrepreneurial Ecosystem Enhance Regional Supporting Clusters HumanPublic-Private Capital Partnerships Leverage Points for Sustainable and Inclusive Prosperity Spatial Efficiency Innovation- Infrastructure 4
  • Office of Innovation & Entrepreneurship Presentation Overview• i6 Challenge – Competitive Grant Program• i6 Winners Conference• National Advisory Council on Innovation and Entrepreneurship (NACIE) • NACIE University Presidents’ Letter – 148 Universities • University Report • Follow-up to the NACIE University Presidents’ Letter• Higher Education Forum• Interagency Working Group on Technology Transfer 5 OIE
  • i6 ChallengeBuilding institutions to create Proof of Concept Centers(POCC) • Connecting innovation to businessesDetails: • 3 years, 140 applications •Each EDA region to select at least 1 winner to receive up to $1 million – to be matched by winning applicant • Over $31 million Available funding, 19 winners • Focus on a broad based set of topics – food, energy, defense, education, life sciences, and technology commercialization • Investment Review Committee (IRC) and National Science Foundation 6
  • Proof Of Concept Center Factors• Innovation: Projects that nurture innovation broadly, and market-based applications for that innovation specifically.• Entrepreneurship: Projects that develop a large number of high-growth entrepreneurs across disciplines and create an ecosystem for those entrepreneurs to experiment and commercialize their innovation.• Regional Economic Development: Projects that drive economic development through the lens of innovation and entrepreneurship• Commercialization of Research: Projects that convert ideas, research or prototypes into viable products and services that can be monetized and brought to market in a financially manageable and rapid manner 7
  • I6 Challenge Winner ProfilesSt. Louis Biogenerator – Denver Region• Bioscience technology commercializationInnovation Works and Carnegie Mellon University– Philadelphia Region• Agile Innovation System that accelerates technology commercializationThe University of California, Davis and the Sacramento Area Regional TechnologyAlliance (SARTA) – Seattle Region• Clean AgTech Innovation Center that catalyze commercialization of sustainable agriculture technologies. 8
  • i6 Winners Conference White House Conference Center – Tuesday, October 2, 2012 • Representatives from the 19 total winners delivered presentations on their projects/proposals. • Winners heard from three leaders in the field of innovation regarding sustaining and expanding proof of concept centers and from officials from many federal agencies with innovation programs. • One-on-one interactions with federal officials and for networking among i6 Challenge winners.“Connecting Resources to Support a Strong Entrepreneurial Ecosystem” 9
  • National Advisory Council on Innovation and Entrepreneurship• Launched in 2010 and announced by former U.S. Secretary of Commerce Gary Locke as a component of the White House’s Startup America initiative.• The National Advisory Council on Innovation and Entrepreneurship will aide the administration develop a broader strategy to spur innovation and enable entrepreneurs to develop breakthrough technologies and dynamic companies, creating jobs across America. 10
  • National Advisory Council on Innovation and Entrepreneurship• Membership: – 3 Federal Co-Chairs: EDA, USPTO, NIST – 7 Universities / 3 Non-Profits – 12 Entrepreneurs / Venture capitalists• The council identifies and recommends policy solutions critical to enabling entrepreneurs and firms to successfully commercialize new ideas and technologies into high- growth, innovation-based businesses. 11
  • The NACIE University Presidents’ Letter• Signed by 4 Presidents on NACIE and adopted by 141 University Presidents• Supported by AAU, APLU, AASCU• 5 Categories of Letter I. Promoting student innovation and entrepreneurship II. Encouraging faculty innovation and entrepreneurship III. Actively supporting the university tech transfer function IV. Facilitating university-industry collaboration V. Engaging with regional and local economic development efforts 12
  • NACIE Letter Follow-Up• Follow up with the 141 signatories of the 2011 NACIE University Presidents’ Letter to address the 5 Categories – Telephone interviews with heads of TTOs, VPs of Research• Produce a University report and event to document the findings – To align higher education in a common direction around best- practices in university-based innovation and entrepreneurship. – Celebrate the rise of innovation and entrepreneurship as a critical objective of the higher education community 13
  • University Report I. PROMOTING STUDENT INNOVATION AND ENTREPRENEURSHIP Courses and Degree Programs in Innovation and Entrepreneurship The University of Colorado System’s Innovation and Entrepreneur Degree Program offers a Bachelor’s degree in Innovation (B.I.), which provides a unique multi-disciplinary team approach. For example, a B.I. in Computer Science requires students to develop strong team skills, study innovation, engage in entrepreneurship, practice proposal writing, and learn business and intellectual property law. Experiential Learning Washington University in St. Louis’ student internship program offers 25 paid internships per summer for students to work in a start-up company four days a week and attend experience learning workshops one day a week. The University of Illinois Patent Clinic allows law students the opportunity to draft patent applications for student inventors. The University of Wisconsin-Madison’s “entrepreneurial deli” allows students to rapidly manage different problems in a workshop built from case studies of common start-up barriers and learn from experienced entrepreneurs. 14
  • University Report I. PROMOTING STUDENT INNOVATION AND ENTREPRENEURSHIP  Competitive Opportunities At Florida Atlantic University, the winner of the business plan competitions gets free space in the incubator for 6 months; other contestants can rent incubator space. The University of Wisconsin’s 100 Hour Challenge provides participants with $15 vouchers to purchase repurposed materials and challenges students to create the most valuable, innovative, creative or socially beneficial product or service within 100 hours  Entrepreneurial and Innovation Collaboration Spaces University of Florida’s INSPIREation Hall will be the nation’s first entrepreneurial-based academic residential community. This new, state-of-the-art live-and-learn community will allow students to interact throughout their academic program with other like-minded people: fellow students, leading researchers, faculty, business professionals, and entrepreneurs. Purdue has an Entrepreneurship and Innovation Learning Committee what is made up of students interested in new business ventures who live together in a dormitory, many of whom also participate in the certificate program. 15
  • University Report II. ENCOURAGING FACULTY INNOVATION AND ENTREPRENEURSHIP  Rewarding Faculty Innovation and Entrepreneurship  The University of Southern California’s Lloyd Greif Center for Entrepreneurial Studies presents three faculty members with research grants totaling $11,000 as part of its annual Faculty Research Awards. The Center also rewards entrepreneurial minded faculty with the annual Greif Research Impact Award, which is given to the faculty member who has written an article that has the most effect on the area of entrepreneurship.  In 2010, The University of Virginia’s School of Medicine was the first to include innovation and entrepreneurship activities among its promotion and tenure criteria. Candidates for promotion and tenure were asked to provide a report on their inventions and the patent status of those inventions; registered copyright materials; license agreements involving their technologies; and many other contributions to technology-transfer related activities, including entrepreneurship and impact on economic development. Supporting Collaboration  The University of Cincinnati Research Institute allows industries to partner with expert faculty and students performing sponsored research. The partnerships facilitate the commercialization of research and enhance cooperative and experiential learning experiences and opportunities. With the creation of the foundation outside the university, professors and other state employees are able to overcome state restrictions on equity and revenues streams, allowing them to be compensated for their work through income from licensing revenues and other shares. 16
  • University Report II. ENCOURAGING FACULTY INNOVATION AND ENTREPRENEURSHIP  Engaging with IndustryCaltech runs a comprehensive “Tech Review” process for faculty in which three or four Caltech researchers have theopportunity to give a short presentation on a new and promising technology for commercialization to an audience of angel investors, venture capitalists, and entrepreneurial alumni. This presentation is followed by a roundtable discussion in which the investors provide feedback and advice on the commercial development potential of the presented technology. 17
  • University Report III. ACTIVELY SUPPORTING UNIVERSITY TECHNOLOGY TRANSFER  Reducing Technology Transfer Barriers • A high priority is to streamline the technology transfer process to more effectively identify research with market potential and move it from the lab to the marketplace.  Expanding Technology Transfer Office level of support Utah State University Intellectual Property Service is a university unit within Commercial Enterprises that is fully dedicated to helping USU faculty and staff manage, protect, and commercialize university intellectual property. IP Services includes two IP attorneys, one registered patent agent, one paralegal, and one docket manager. 18
  • University Report III. ACTIVELY SUPPORTING UNIVERSITY TECHNOLOGY TRANSFER  Protecting Intellectual Property • Connecting with faculty early in the R&D process to encourage them to file patent applications prior to publicly releasing results, resulting in increased need for staff with knowledge of intellectual property laws and procedures.  Shrinking the Funding Gap University of Wisconsin’s Wisconsin Alumni Research Foundation is a nonprofit organization that started as a funding center from alumni contributions. Today, the organization is raising funds through university research and licensing technologies to companies for commercialization. The funds generated are used to fund research, build facilities, purchase equipment, and support faculty and student fellowships. Oklahoma University’s OU Growth Fund provides money to researchers on each OU campus to help them develop prototypes and conduct additional research in order to keep a research program viable through the valley of death. 19
  • University Report IV. FACILITATING UNIVERSITY-INDUSTRY COLLABORATION  Sharing Resources and Knowledge University of Delaware’s Office of Economic Innovation & Partnership (OEIP) has established partnerships with The College of Engineering and the Lerner College of Business to establish a program entitled Spin In™. The program works with local entrepreneurs who ‘spin in’ a technology, patent, or product that needs further development. The intent is to spin the product back out to the entrepreneur for potential commercialization. OEIP also offers undergraduate and graduate student internships in the areas of technology transfer and business development. University of Michigan’s Business Engagement Center (BEC), affiliated with the Office of the Vice President for Research and the Office of University Development, provides companies with a one-stop gateway to the various research, technology, education, facilities, and talent resources at U-M. The BEC maintains relationships with more than 1,000 companies, and is contacted by approximately 200 new companies each year. BEC-facilitated relationships can range from individual research projects to broader engagements depending on the business need. For example, Boeing maintains a long-standing partnership with U-M, recruits from seven different U-M programs, provides support for 50 students, regularly sponsors student projects, and conducts research with four university departments. 20
  • University Report IV. FACILITATING UNIVERSITY-INDUSTRY COLLABORATION  AcceleratorsGeorgia Tech’s Flashpoint is a startup accelerator that offers entrepreneurial education and access to experiencedmentors, experts, and investors in an immersive, shared-learning, open workspace. The program, the first public-private partnership of its type in the country, brings together resources from the university, private funding, andstartup leaders to accelerate innovation and growth. A $1 million fund, created by an investment firm working withAtlanta angel investors, invests between $15,000 and $25,000 in startup funds. In January 2011, Flashpoint held itsfirst “demo day” with 15 startups from the initial Flashpoint group that including Georgia Tech faculty and students.  Providing Guidance on Intellectual Property Rights and Royalties  A few universities have followed the Pennsylvania State University model, which uses a simple, flexible agreement that often leads to granting sole IP rights to the industry partner.  The University of Minnesota has a unique approach in eliminating the need for protracted negotiations over IP by allowing the sponsoring company to pre-pay a fee and receive an exclusive worldwide license, and all associated royalties. 21
  • University Report V. ENGAGING WITH REGIONAL AND LOCAL ECONOMIC DEVELOPMENT EFFORTS  Working Directly with Local Businesses and Communities University of Georgia’s service-learning program offers enhanced courses at all of the universitys schools and colleges. The courses encourage students to provide service to communities during their time at the university. University of Kansas’ RedTire initiative was developed to help link graduate students and alumni with struggling, local small and medium-sized businesses to provide support and mentorship. The Merrimack Valley Sandbox’s Campus Catalyst program provides small grants of up to $500 for students of the University of Massachusetts Lowell, Merrimack College, Middlesex Community College and Northern Essex Community College to start entrepreneurial projects off campus and in their communities.  Collaborative Approaches for Achieving Regional Economic Development UC Lawrence Berkeley’s East BayGreen Corridor is a broad regional collaboration to support the emerging clean technology economy. It builds upon the region’s existing strength as a center for emerging green technology, innovation and entrepreneurship. Penn State 1-99 Corridor Region has received funding from the NSF Partnership for Innovation program and the Commonwealth to leverage Penn State research and education strengths for job creation in nearby counties. More than 30 companies have engaged in research partnerships with Penn State and I-99 Corridor to date. 22
  • University Report V. ENGAGING WITH REGIONAL AND LOCAL ECONOMIC DEVELOPMENT EFFORTS Linking Local and Communities to Support Networks University of California, Berkeley has students from its Center for Young Entrepreneurs at Haas (YEAH) work in the community with underprivileged East Bay and Bay Area youth to share best practices in entrepreneurship, a passion for education, and to help high school students in the area pursue a college education. Texas State’s RampCorp program works to improve economic opportunities for female entrepreneurs in Texas who receive coaching from experienced investors, entrepreneurs, inventors, and business leaders to learn about local resources and opportunities. The RampCorp training includes both skills and knowledge training to provide guidance on starting, growing, and funding technology and startup companies. 23
  • Strategic Outreach• Programming• Suggestions, Recommendations, and Ideas• University-Government Relationship• Celebration 24
  • Higher Education Forum “The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus”• DOC Auditorium – Remarks from Acting U.S. Secretary of Commerce Dr. Blank • Student/Faculty Entrepreneurship Panel • Tech Transfer / Industry Panel • Regional Economic Development Panel Audience: 145 NACIE letter signatories, 170 NACCE community colleges, 50 HBCU’s• White House South Court Auditorium • 5 Companies spun out of i6 winners Audience: 145 NACIE letter signatories + special guests 25
  • Inter-Agency Working Group on Technology Transfer• In response to the Presidential Memorandum on Accelerating Technology Transfer and Commercialization of Federal Research in Support of High Growth Businesses – Intramural Federal Lab Component – Requires agencies with federal labs to create a plan for improving technology commercialization efforts and metric collection• Spearheaded by Paul Zielinski – Director of Technology Partnerships at NIST• Extramural Component in the works that will address Federal Research within Universities 26
  • 2013: Connecting the Dots Economic Higher Development Agencies Education Startup Accelerators Companies & Incubators Federal Large Agencies & Companies Labs 27