UEDA Summit 2013 - Awards of Excellence - Leadership & Collaboration - Economic Development Leadership Council (EDLC)
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The Economic Development Leadership Council at the University of Georgia formed in January 2011 in response to the University’s need for a sustainable mechanism to coordinate economic development activities and resources. The Council’s mission is to “align the intellectual and physical resources of the University of Georgia with Georgia’s economic development needs.” In doing so, it collaborates with governments, corporations, and nonprofit organizations, establishing a network of powerfully connected participants to develop innovative strategies and solutions. The EDLC responds daily to requests from diverse clients and links interested parties with the multitude of resources available at the University.
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UEDA Summit 2013 - Awards of Excellence - Leadership & Collaboration - Economic Development Leadership Council (EDLC)
- 1. University of Georgia EDLC Economic Development Leadership Council Office of Economic Development Enhancing campus wide communication resulting in new economic development initiatives and industry partnerships Malcolm McCoy Director of Corporate Relations University Economic Development Association 2013 Awards of Excellence - Leadership and Collaboration
- 2. Context & Framework 2008 Issues Bigger Issue Lack of interdisciplinary communication among economic development entities How to engage UGA in various areas of economic development to improve the region and state without any $$...? Alignment- Economic Development under the Provost vs. OVPR and PSO Economic condition of local region Lack of manufacturing/biotech and human health presence Increase in poverty rates Economic condition of the University Significant decline in state support Extremely limited operating budget
- 3. EDLC - Economic Development Leadership Council Solution = EDLC •Sustainable mechanism to coordinate economic development • Small Business Development & High-tech business development • Public Service & Outreach & Corporate Relations • Government Relations & International Partnerships • Engineering & Carl Vinson Institute for Government • Research& Technology commercialization • Selig Center for Economic Growth & Family & Consumer Sciences
- 4. Replicable, Original, Sustainable, Scalable Originality “Necessity is the mother of invention” Lack of resources & increase in demand required a creative solution Scalability Fluid organization No desire to expand or create an enterprise Value and sustainable change Sustainability Minimal budgetary impact Supported by senior leadership and central administration Replicability Coffee shops are everywhere Requires no infrastructure
- 5. 1. Impact of EDLC on University “Silos” Enhancing campus wide communication • 17 Colleges • 100 + Institutes & Centers • 8 Units in PSO • 4 Campuses = • J&J Umbrella of 200 companies A Campus based
- 6. 2. Impact of EDLC on Feedback Loops Enhancing campus wide communication Tax credits of up to 30 percent create significant cost savings for companies producing feature films, television series, music videos and commercials, as well as interactive games and animation.
- 7. 3. Impact of the EDLC on Manufacturing & Industry Partnerships • Addressing corporate needsMBB • Establishing new partnerships • Positioning students for career opportunities
- 8. 4. Impact of the EDLC on Economic Development “One of the pillars of the university’s mission is service to the state, and that includes helping foster growth and prosperity. • UGA Presidentelect Morehead announces increased emphasis on economic development I am convinced the University of Georgia can play an even greater role in economic development, and these changes signal our intention to do so.” • Key priority under new administration • Aligned to OVPR & PSO • University establishes Atlanta Economic Development Office • Corporate Connect new focus is Industry Partnerships • 6 New ED Initiatives since August
- 9. Enhancing campus wide communication resulting in new economic development initiatives and industry partnerships EDLC • • • • • • A sustainable mechanism to coordinate economic development Small Business Development High-tech business development Public Service & Outreach Corporate Relations Government Relations International Partnerships Engineering Carl Vinson Institute for Government Research Selig Center for Economic Growth Family & Consumer Sciences
- 10. Enhancing campus wide communication resulting in new economic development initiatives and industry partnerships EDLC • • • • • • A sustainable mechanism to coordinate economic development Small Business Development High-tech business development Public Service & Outreach Corporate Relations Government Relations International Partnerships Engineering Carl Vinson Institute for Government Research Selig Center for Economic Growth Family & Consumer Sciences
Editor's Notes
- {"5":"*EDLC acts as a mechanism to provide campus-wide involvement in economic development that crosses the conventional boundaries of single department or administrative office “silos.” \n","6":"*UGA exposure to the movie Road Trip tainted film industry’s perception of Athens/UGA, a bad experience for multiple parties and lead UGA to take a conservative position regarding location shooting\n*EDLC desired to fix this, created a partnership with Athens-Clarke County and Film Athens to promote film production\n*Hosted several-day visit by Film Office in Athens, now recognizes Athens as a “camera-ready” town/community\n*Now a multi-billion dollar industry in Georgia\n*Above examples exemplifies the EDLC\n","1":"*Malcolm introduces himself and his role at the University\n*Malcolm congratulates UEDA for the honor to present, etc. \n","7":"*Began as response to client inquiry/industry request from local manufacturing firm about wages\n*Surveyed 11 contiguous counties, very successful and council may reconvene in 2014\n*Caterpillar involvement: The EDLC at work, using its network and resources to connect Caterpillar with meeting space.\n*Manufacturing is an example of something originating from the EDLC.\n","2":"-Current approach/mechanism did not produce timely responses, lack of structure\n-Over one third of Athens population living below poverty level, extremely low median household income ($34,000)\n-UGA experiences net decrease of approximately $55M in state funding since 2008, can’t develop new initiatives because of budgetary restrictions\n*Overarching Problem: How to align the University’s resources with the state’s economic development needs without any financial support? \n","8":"*New University President has expanded vision for economic development efforts\n*1. Economic Development is vital, an innate responsibility of UGA and Land-grant institution’s mission \n*2. Development of an Economic Development Office in metro-Atlanta, closer link to business sector\n*3. Restructuring economic development, housed under Research and Public Service and Outreach \n","3":"*Solution- Council of key university players involved in economic development activities with capacity to improve UGA footprint in surrounding region and state. \n*The EDLC emphasizes collaborative relationships, created to link the University’s resources to community, business, and economic development needs.\n*Only requirements: meet on a monthly basis, simply a pure information-sharing exchange, without any preconceived agenda or intentions\n","4":"*Benefits of the EDLC are infinite: provides easy access to UGA Economic Development resources, assets, and expertise\n*Cheap, innovative, effective and easy to mimic, promoting economic development. \n*Over time very productive informal communication links have evolved within the group based on shared interest and collegial goodwill. \n"}