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Presentation on Open Source Economic Development and Economic Gardening

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    Purdue Hutcheson Extension Presentation Purdue Hutcheson Extension Presentation Presentation Transcript

    • Extension’s Vital Role in Open- Source Economic Development Galaxy III Celebrating the Extension System: Strengths, Diversity, & Unique Qualities September 17, 2008 – Indianapolis, Indiana Scott Hutcheson, Assistant Program Leader Economic & Community Development Purdue Extension
    • Economic Development 101 Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
    • Our Grandfather’s Economy First Curve – Wealth driven by vertical business models Wealth was built at a rate the world had never before experienced
    • The S Curve Caught Up with Our Grandfather’s Economy Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
    • The First and Second Curves Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
    • We live in an Open-Source World
    • We live in an Open-Source World
    • From Hierarchies to Networks
    • The 2nd Curve is Our Grandchildren’s Economy Second Curve – Wealth driven by network business models
    • The job of our generation is to manage the transition between our grandfather’s economy and our grandchildren’s economy. Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
    • Open Source Economic Development Linking and Leveraging Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
    • Open Source Economic Development No Single Strategy Many Strategies
    • OSED Strategies Are Asset-Based 2nd Curve strategies involve linking and leveraging assets in five “asset networks:” – Brainpower – Innovation – Quality places – Community Stories – Civic Collaboration Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
    • Success in the 2nd Curve Communities will prosper in the Second Curve with balanced strategies that... – Build world class brainpower – Translate brainpower into wealth through innovation and entrepreneurship networks – Create quality, connected places where “hot spots” can develop – Create new stories about the community – Continuously strengthen habits of civic collaboration
    • Integration of Perspectives Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
    • Building Word-Class Brainpower • Early Childhood • Pre-K • K-12 • Technical programs • Community college • Brainpower • Universities • Workforce Development • Lifelong Learning
    • The average community knows more about its solid waste system than it knows about its brainpower system.
    • Mapping Brainpower Flow Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
    • What is Extension’s Role in the Brainpower Game? • Be seen as an Extension of the university – the entire university • Bring STEM/SET resources to the community • Bring stakeholders together to map the flow of brainpower
    • Innovation & Entrepreneurship • Introduction of new products & processes each year • Only 15% of businesses are typically innovators – usually have high growth trajectory • When 50% of business are innovators you have an entrepreneurship/innovation culture
    • Innovation is Not Just “High Tech” • A BBQ restaurant starts bottling and selling sauce • A dry cleaners develops a new “green” process and licenses the new process • A beauty shop develops a new way to train stylists and goes nationwide http://www.acenetworks.org/upload_files/file/Regional%20Flavor%20June.pdf
    • A Tale of Two… • Entrepreneurs • Cities
    • A Tale of Two Entrepreneurs… and Two Cities • Founded in Washington (State) in 1971 • Initial investment - less than $8,000 • 2006 sales were $7.8 billion • Created 145,800 jobs • This is their founder
    • A Tale of Two Entrepreneurs… and Two Cities • Founded in Washington (State) in 1971 • Initial investment - less than $8,000 • 2006 sales were $7.8 billion • Created 145,800 jobs • This is their founder • This is their logo
    • A Tale of Two Entrepreneurs… and Two Cities • Founded in Washington (State) in 1971 • Initial investment - less than $8,000 • 2006 sales were $7.8 billion • Created 145,800 jobs • This is their founder • This is their logo
    • A Tale of Two Entrepreneurs… and Two Cities • Founded in Indiana in 1985 • Initial investment - less than $2,000 • 2006 sales were $1 billion • Created 14,743 jobs • This is their founder
    • A Tale of Two Entrepreneurs… and Two Cities • Founded in Indiana in 1985 • Initial investment - less than $2,000 • 2006 sales were $1 billion • Created 14,743 jobs • This is their founder • This is their logo
    • A Big Difference Between Starbucks and Papa John’s
    • A Big Difference Between Starbucks and Papa John’s
    • The Billion $ Question What makes a community “sticky” when it comes to its entrepreneurs?
    • We’re finally beginning to learn about Entrepreneurs
    • Think of Innovation and Entrepreneurship as a Horserace
    • Innovation & Entrepreneurship: A Horse Race • The Horse – The Innovation
    • Innovation & Entrepreneurship : A Horse Race • The Horse – The Innovation • The Jockey – The Entrepreneur
    • Entrepreneurship • The Horse – The Innovation • The Jockey – The Entrepreneur • The Track – The Community
    • Community Support Systems for Innovation & Entrepreneurship Taking Care of the Track
    • The Innovation and Entrepreneurship-Supportive Community • Supportive policy environment • History, culture, institutional memory • Attitudes about failure • Collaborative support organizations • Celebrate innovations andentrepreneurs • An information-rich environment
    • Who’s Job Is it to Tend to the Track? • Chamber? • LEDO? • Elected Officials? • Banks? • Schools/University? • Extension?
    • Economic Gardening http://www.littletongov.org/bia/economicgardening/
    • Economic Gardening • Littleton, CO developed and began to execute the strategy in 1989 • Focused on “wealth” creation not “job” creation • Eliminated all incentives and tax breaks for business recruitment • Since 1989, more than doubled the number of jobs from 15,000 to 35 • Sales tax revenue tripled from $6.8 million to $19.6 million
    • Economic Gardening • Information • Infrastructure • Connections
    • Entrepreneurship Business Information Network (eBIN) • Inspired by the Economic Gardening Model • Partnership of – Purdue Krannert Business & Economic Library – Purdue Extension – Small Business Development Centers http://pcrd.typepad.com/ecd/2007/08/coming-soon-to-.html
    • Help entrepreneurs answer questions like: – What other products or services are out there that are similar to mine? – Who are my potential customers and how do I reach them? – What are my potential customers like? – What are the latest trends in my industry? – What legislative issues could effect my business?
    • eBin Data Resources Marketing Lists • Business & Company Resource Center - US and International company database with profiles, financials, rankings, company history, industry overview, and related associations. • Reference USA - US company database that includes subsidiaries and divisions. Provides brief profiles and contact information with very powerful search capabilities for generating lists of potential customers or competitors. Industry Trends • Bizminer - Contains market analysis and financial analysis for 100s of industries. Excellent source of information for small business planning with 3 yrs of data for developing projections and financial targets. • MarketResearch.com (Academic) - Demographic and market- specific research information. • Frost Market Reports - Manufacturing and technology-related market research information. Coverage is international in scope.
    • eBin Data Resources Customer Profiles • Choices III - Survey of consumer buying and media habits. Significant flexibility to determine potential target markets and advertising opportunities. • MediaMark Reporter - This database provides profiles of American consumers - who they are, what they buy, what they think, and how to reach them. Journal Articles and Business News • Business Source Premier - Business magazine and journal article databases; significant full-text with deep historic back file. Also contains company profiles, SWOT analysis, industry profiles and market research briefs. • Factiva - General news, magazines, business news, international publications and US newspapers content. Also contains public company profile/financial information. • Regional Business News - Regional (US & International) business magazines.
    • eBin Data Resources Legislative • Lexis Nexis Academic - US laws, regulations and court cases at the national and state level. Also contains significant news/newspaper content as well as company information. • RIA Checkpoint - Tax laws, rulings, and regulations. Agribusiness • Agricola - Agricultural database of journal articles and research reports.
    • Innovation Isn’t Only about New Enterprises We need to build networks to help existing business be more innovative?
    • An Innovation and Entrepreneurship Strategy
    • Identifying Innovation Assets
    • Linking & Leveraging Assets • Move university innovations into the region’s “star” industries – Identify Strongest Regional Clusters – Identify Relevant university Innovations – Recruit Pilot Industries • Use an Enterprise Wide approach to move innovations into industry through: – Tech Transfer – Technical Assistance – Skill Development at all levels
    • Unlocking Rural Competitiveness • Funded by the U.S. Economic Development Administration • Research conducted by the Purdue Center for Regional Development and the Indiana Business Research Center
    • Unlocking Rural Competitiveness Database, analytical tools, and processes to help rural regions assess their economic competitiveness and create strategies for growth and development http://www.ibrc.indiana.edu/innovation/
    • Tools: County-Level Cluster Analysis 17 Clusters and 6 Sub-Clusters 1. Advanced Materials 2. Agribusiness, Food Processing and Technology 3. Arts, Entertainment, Recreation and Visitor Industries 4. Biomedical/Biotechnical (Life Sciences) 5. Business and Financial Services 6. Chemicals and Chemical-Based Products
    • County-Level Cluster Analysis 7. Defense and Security 8. Education and Knowledge Creation 9. Energy (Fossil and Renewable) 10. Forest and Wood Products 11. Glass and Ceramics 12. Information Technology and Telecommunications 13. Transportation and Logistics 14. Manufacturing Supercluster (6 subclusters) • Primary Metal Manufacturing • Fabricated Metal Product Manufacturing • Machinery Manufacturing • Computer and Electronic Products Manufacturing • Electrical Equipment, Appliance and Component Manufacturing • Transportation Equipment Manufacturing
    • County-Level Cluster Analysis 15. Mining 16. Apparel and Textiles 17. Printing and Publishing
    • Example: Agribusiness Cluster
    • Innovation Strategies • Nano-structured Coatings – Innovations for tool and die shops • Energy Efficiency – Immediate cost savings for energy-intensive manufacturers • Agribusiness Supply Chain Innovations – Focusing on supply-chain issues at every level in the supply chain
    • Nano-structured Coatings •Match a industry need (i.e., tool and die shops) with a university innovation •Integrate the innovation into the industry – Tech Transfer – Technical Assistance – Skill Development – Nano-structured Coatings Technologist •Integrate into the community college tool-and- die program http://news.uns.purdue.edu/x/2007b/071025BozicWIRED.h tml
    • Extension’s Role in Entrepreneurship & Innovation • Make E&I a topic of discussion in the community. • Connect to non-Extension university partners. • Host innovation showcases.
    • Civic Collaboration • New perspectives • New skills
    • Types of Public Issues From Heifetz, R. (1998). Leadership without Easy Answers. Belknap Press.
    • Types of Public Issues From Heifetz, R. (1998). Leadership without Easy Answers. Belknap Press.
    • Types of Public Problems Type 1 Fix my pothole!
    • Question What Type II and III community issues have you experienced? - Type II – Clear Problem/Unclear Solution - Type III – Unclear Problem/Unclear Solution
    • Balance Open Participation with Leadership Direction • No single person, organization, or institution has all the answers • No one is in charge • Mass participation AND strong leadership is needed Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
    • Civic Collaboration: Social Network Theory Social Anthologist J.A. Barnes coined the term in his 1954, Class and Committees in a Norwegian Island Parrish.
    • Social Network Theory Social network theory views social relationships in terms of nodes and links. Nodes are the individual actors within the networks, and links are the relationships between the actors
    • Six Degrees of Separation Almost everyone has a “small world” story. What’s yours?
    • Social Network Theory Applications • Sociology • Anthropology • Information Technology • Organizational Development • Community and Economic Development
    • Building Community by Building Networks Assumptions • Communities are built on connections. • Better connections usually mean better opportunities.
    • Building Community by Building Networks Questions • How do we build connected communities that can take advantage of opportunities? • How does success emerge from complex interactions?
    • Two Components of a Network Nodes Links People, groups, Relationships, or organizations flows, or transactions
    • What’s the Value of ONE Cell Phone?
    • What’s the Value of TEN Cell Phones?
    • Patterns of Effective Networks 1. Birds of a feather flock together 2. Diversity is important 3. Multiple paths between nodes 4. Some nodes are more prominent than others • Hubs • Brokers • Boundary spanners 5. Most nodes connect indirectly
    • Networks MUST Grow A non-growing network results in small and dense clusters with little or no diversity. The lack of outside information, and dense cohesion within the network removes all possibility for new ideas and innovations.
    • Network Building Exercise • Exchange business cards with someone you do not know • Find one thing you have in common • Decide on a follow-up activity – phone call – information exchange – introduction
    • Knitting the Net: Four Phases 1. Scattered Fragments 2. Single Hub-and-Spoke 3. Multi-Hub Small World 4. Core-Periphery
    • ACEnet Case Study ACEnet provides a wide range of assistance to food, wood, and technology entrepreneurs in 29 counties of Appalachian Ohio
    • Scattered Fragments
    • ACEnet: Scattered Fragments Began weaving the network by asking questions: • From whom do you get new ideas that benefit your work? • From whom do you access expertise that improves your operations? • With whom do you collaborate?
    • Hub and Spokes
    • ACEnet: Creating New Hubs AC Kitchen Incubator became a hub for restaurateurs and farmers
    • Multi-Hub Small World
    • ACEnet: Multi-Hub Small World • Farmers Market • Outdoor Café • Restaurant Association
    • Core/Periphery Network
    • ACEnet: Action at the Periphery Developed the Appalachian Ohio Regional Investment Coalition to bring in additional resources.
    • Core/Periphery Network • Core includes the key community members • Periphery includes three groups of nodes usually tied to the core with looser ties: – Those new to the community working their way to the core – Bridges to diverse communities elsewhere – Unique resources that reside outside the community
    • Networking Worksheet 1. Scattered Fragments 2. Single Hub-and-Spoke 3. Multi-Hub Small World 4. Core-Periphery
    • Becoming a Network Weaver Network “weaving” is not just networking or schmoozing!
    • Seven Levels of Network Weaving 7. Introducing A and B in person and offering a collaboration opportunity to get A and B started in a successful partnership. 6. Introducing A and B in person and contacting A and B afterward to nurture the connection. 5. Introducing A and B in person. 4. Doing a conference call introduction of A and B 3. Doing an email introduction of A and B 2. Suggesting to A that A should talk with B and then contacting B to let B know to expect a call from A 1. Suggesting to A that A should talk with B
    • Moving from Weaver to Facilitator • A facilitator identifies new weavers who will eventually take over most of the network building and maintenance. • If the change is not made, the network remains dependent on the central weaver and his/her organization. • This transition is needed for the network to increase its scale, impact and reach.
    • Starting with a disconnected community, network builders can start weaving together the necessary skills and resources to build simple single hub networks, followed by a more robust multi-hub network, concluding with a resilient core/periphery structure – maximized for learning and implementation.
    • For More Information on Social Networks Much of this material was adapted from the work of Valdis Krebs, developer of INFLOW software. See www.orgnet.com for more information.
    • Strategic Doing Helps Us Build Networks
    • We need to move our thinking from events and “programs” to processes…. Communities are moving toward civic process that focus on Strategic Doing
    • Strategic Doing 1. What could we be doing together? – Exploring our assets to find new opportunities 2. What should we do together? – Focusing on one opportunity at a time and defining, as clearly as possible, the “strategic outcomes” we want. 3. What will we do together? – Launching new initiatives by aligning our resources with “link and leverage” strategies. 4. What are we learning together? – Learning what works by executing and measuring what happens
    • Web 2.0 Tools Are Needed
    • Web 2.0 Tools • Blogs • Wikis • Capturing & Sharing Content • Forums
    • Web 2.0 Tools http://shoutyoungstown.blogspot.com http://www.chicowiki.org
    • Extension’s Role • Developing community-based social networks? • Being a catalyst for Strategic Doing? • Adopting and promoting Web 2.0 tools?
    • Contact Scott Hutcheson Purdue University Purdue Extension Economic & Community Development Purdue Center for Regional Development 1201 West State Street, #227 West Lafayette, Indiana 47907-2057 (765) 494-7273 hutcheson@purdue.edu http://pcrd.typepad.com http://pcrd.typepad.com/ecd This presentation is available for download and discussion at the Purdue Extension ECD blog – http://pcrd.typepad.com/ecd