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Fueling Economic Development: A Blueprint for Linking Education  to Job Creation
CONTENTS <ul><li>Introduction </li></ul><ul><li>Who We Are </li></ul><ul><li>The Human Performance Consortium </li></ul><u...
INTRODUCTION:
Introduction 2007: Wright State University’s strategic investment
Introduction <ul><li>MANDATE: </li></ul><ul><li>Front door to university expertise </li></ul><ul><li>Raise research profil...
Introduction <ul><li>CHANGING LANDSCAPE </li></ul><ul><li>Truly transformative opportunities no longer exist in disciplina...
Who We Are <ul><li>OUR MODEL: </li></ul><ul><li>Outcomes-based </li></ul><ul><li>Leveraging, not duplicating, existing ass...
Who We Are <ul><li>IT WORKS: </li></ul><ul><li>$10 million annual portfolio </li></ul><ul><li>60 staff </li></ul><ul><li>W...
Who We Are OUR CAPABILITIES:
Who We Are <ul><li>Rehabilitation engineering </li></ul><ul><li>Assistive technology </li></ul><ul><li>Healthcare IT </li>...
Who We Are <ul><li>Workforce Modeling </li></ul><ul><li>Enterprise Architecture </li></ul><ul><li>Business Intelligence </...
Who We Are <ul><li>SENSORS & INTELLIGENT SYSTEMS </li></ul><ul><li>Aerospace Technology  </li></ul><ul><li>Evaluation & As...
Who We Are <ul><li>HUMAN EFFECTIVENESS </li></ul><ul><li>Human Performance  </li></ul><ul><li>Consortium </li></ul><ul><li...
Our Model in Practice: The Human Performance Consortium
Human Performance Consortium <ul><li>THE CONCEPT: </li></ul><ul><li>Open coalition of the willing </li></ul><ul><li>Collab...
Human Performance Consortium <ul><li>INVESTMENTS BY PARTNERS: </li></ul><ul><li>HPC academic/industrial members </li></ul>...
Human Performance Consortium <ul><li>RESULTS </li></ul><ul><li>Three multi-million dollar contracts from the Human Effecti...
Workforce Development: Defense and Aerospace Graduate Studies Institute
Workforce Development “ Job development and workforce development are a critical element of growing our business, and supp...
Workforce Development MATRIX
Workforce Development <ul><li>TRADITIONAL STUDENTS: </li></ul><ul><li>PROBLEM: Alignment of degrees in relevant fields tha...
Workforce Development <ul><li>EMPLOYEES SEEKING ADVANCEMENT: </li></ul><ul><li>PROBLEM: Gaining access to recognized skill...
Workforce Development <ul><li>DISPLACED WORKERS: </li></ul><ul><li>PROBLEM: Have a related experience, but need courses to...
Workforce Development <ul><li>CHALLENGE: </li></ul><ul><li>Helping potential employers recognize workers’ existing skills ...
Workforce Development MATRIX
Workforce Development <ul><li>MODEL: </li></ul><ul><li>Institutions work together across state to identify where programs ...
Workforce Development <ul><li>GOALS </li></ul><ul><li>Link Workforce Development to Economic Development </li></ul><ul><ul...
DAGSI <ul><li>DEFENSE & AEROSPACE GRADUATE STUDIES INSTITUTE </li></ul><ul><li>VISION: To work with industry, AFRL and oth...
DAGSI <ul><li>Sister Institutions </li></ul><ul><ul><li>Bowling Green </li></ul></ul><ul><ul><li>Central State </li></ul><...
DAGSI <ul><li>STEP 1: SURVEY OF EXISTING CURRICULUM </li></ul><ul><li>Statewide Defense & Aerospace Curriculum Survey: </l...
DAGSI <ul><li>STEP 2: EMPLOYER/AFRL SKILLS NEEDS ASSESSMENT </li></ul><ul><li>Resources: WSU Center for Urban and Public A...
DAGSI <ul><li>STEP 3: IDENTIFY THE GAPS: </li></ul><ul><li>Matrix the Needs Assessment to the curriculum to identify the g...
DAGSI <ul><li>STEP 4: FILL THE GAPS: </li></ul><ul><li>Prepare and release statewide RFP to fill gaps </li></ul><ul><ul><l...
DAGSI <ul><li>CREATION OF SKILLS ATTAINMENT PATHS: </li></ul><ul><li>Outcome: Define paths to garner skills that D/A emplo...
DAGSI <ul><li>BUSINESS DEVELOPMENT: </li></ul><ul><li>Business Development to connect industrial training $$, to Jobs Ohio...
DAGSI <ul><li>GEMS: Global Engineering Management Services </li></ul><ul><li>Academic Preparation </li></ul><ul><li>Survey...
DAGSI <ul><li>MEIE STUDENTS: </li></ul><ul><li>Can be employees of the University  </li></ul><ul><li>Structured similarly ...
DAGSI <ul><li>POTENTIAL: </li></ul><ul><ul><li>Models can be customized for individual partners (industry or government), ...
SUMMARY <ul><li>CREATIVE SOLUTIONS ENABLE US TO: </li></ul><ul><li>Combine our collective talents with key infrastructure ...
SUMMARY <ul><ul><ul><ul><li>FOR MORE INFORMATION: </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Ryan Fendley </li></ul></ul...
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A Blueprint for Fueling Economic Development: WSRI and DAGSI

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Presented at the OCAN/OASFAA conference, December 2011.

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  • 2005: The leadership hearing from industry, WPAFB and the community that when they needed something, some expertise, they didn’t know who to call to get it done. There was a fence around the university higher than the one at the base Realized that Wright State was also a key economic driver of the region President David Hopkins and the rest of leadership made a decision to make a strategic investment, creating the Wright State Research Institute
  • 3-fold mandate #4 At the same time, we also saw the needs of sponsors changing
  • … but rather at cross-disciplinary intersections. You can’t solve a mechanical engineering problem anymore with just a mechanical engineer. The complexity of today’s challenges demands a different approach: We all know era diminishing budgets
  • Outcomes-based: DRIVES EVERYTHING WE DO Leveraging, not duplicating, existing assets (knowledge or capital): I have a renowned human factors engineer Strategic partnerships that bring the best and brightest, regardless of geographic location or organizational affiliation Organizational flexibility to conduct business with federal, state, and commerce sectors. The university does not face business the way business is used to being faced. Does not move at the speed of business. It takes 120 days to invoice via the university process, and that’s an eternity to business
  • In 5 years … just the impact to the university
  • How do we do this? Four core business areas, aligned with the state’s economic development priorities
  • For people with disabilities; improving the speed of technological advances for the disabled
  • Immersive Visualition space
  • Aerospace Technology Evaluation and Assessment (ATEA) state-of-the-art modeling, simulation and analysis tools, techniques, and flight tests to provide: research, development, demonstration, integration, and transition of new air vehicle technologies and modeling, Asses and integrate vehicle flight management systems; autonomous control; integrated guidance/navigation control; operator vehicle interfaces; related to operator-vehicle interface
  • Strongest area of focus
  • Every year $4 billion dollars comes through WPAFB and then leaves WSRI and some industry partners developed a concept to Keep some of that here With the BRAC, there was an opportunity to create a one-stop shop around the 711 Human Performance Wing and the expertise of researchers and business/contractors here. We work together to bring a large piece of the pie – we all get some of the pie. Build teams across the HPC to go after work Accelerate the AF research agenda by investing in infrastruture to support their research – we then accelerate their timeline
  • Resources used to invest in infrastructure needed to secure Air Force work
  • Given that model,   The Wright State Research Institute, through its Defense Aerospace Graduate Studies Institute, is working with its sister institutions of higher education to build an aerospace curriculum that links education and training, research, technology commercialization and new job creation for the Dayton Region and the State of Ohio.
  • We have recognized along with our industry partners, a need for qualified workers We have a University System of Ohio that recognizes the priority and challenge But has asked for our assistance in implementing a well-grounded solution For Aligning training with what we want the workforce to become
  • IN the eyes of industry, this effort falls into three basic categories: • Traditional students ° Current employees seeking advancement • Displaced workers seeking retraining Educational path with the longest lead time is traditional academic environment i.e. te OBR degree approval process. We are NOT targeting this group through that. Would take 6 years from now for a student to graduate. Accelerate the timeline within this matrix?
  • Though opportunies exist
  • PROBLEM: Gaining access to recognized skills that advance one in an organization SOLUTION:
  • Not distinct to Ohio but especially here is potential to infuse talent base w another layer of worker who has significatn skills but needs help translating that into a meaningful package for the Defense and Aerospace industry
  • IN the eyes of industry, this effort falls into three basic categories: • Traditional students ° Current employees seeking advancement • Displaced workers seeking retraining Educational path with the longest lead time is traditional academic environment i.e. te OBR degree approval process. We are NOT targeting this group through that. Would take 6 years from now for a student to graduate. Accelerate the timeline within this matrix?
  • So here’s the model The state is seeking help in implementing a well-grounded solution For Aligning training with what we want the workforce to become
  • Created DAGSI Vision: Ohio will invest $8 million in the effort over two years funding contained in the biennial budget recently signed by Gov. John Kasich. The Wright State Research Institute, through its Defense Aerospace Graduate Studies Institute, will work with its sister institutions of higher education to build an aerospace curriculum that links education and training, research, technology commercialization and new job creation for the Dayton Region and the State of Ohio increase research that results in the commercialization of aerospace technology and booste graduate education to fill the pipeline with talent to feed emerging and growing businesses, Wright State University will serve as the lead for institutions in the University System of Ohio along with the Air Force Research Laboratory and Wright-Patterson Air Force Base in developing programs for an emerging workforce that align with aerospace and defense-related needs.
  • HPC plays an important role Generate a mometum with these organizations that already recoznise the value of partnering with a university. They fully believe in our capabiliy to achieve a successful program
  • How we get it started OBR did a ton of work
  • CUPA did a signisifcant part of the survey
  • We will look at gaps and release a set of RFPs Would be released to orgs within the state including our sister institutions who think they can create a novel solution to fill the gap NOT to stand up a course or program, but fill a gap
  • Articulates those paths Want employers and employees to have a single portal to identify the sources of skills/training they need, and where to get those
  • Help link industry training dollars, JobsOhio and this inititave so employers can extend their training budgets to support continuing educaation
  • One Model: At Wright State we’ve created our GEMS program after Surveying business community
  • Just one example Accelerated the students’ experience because they are working while getting education. Paid a living wage Given industrial company an opportunity to test-drive a potential new employee And be cost-cometitive beause reserouce is less expensive than getting someone from the marketplace Win-win
  • Again, that is just one model… Within the RFP responses, our sister instutitions look at how to best fill the identified gaps they can offer OTHER novel models that have incentivized the DoD to have active engagement in the process , in other words Get them invested in solving their workforce problem
  • Within WSRI and the HPC, we are combining our talents with the key infrastructure needed to support the Air Force That extends to DAGSI, with our sister institutions – cobbling our pockets of excellence into articulated pathways To fill pipeline with talented people to support the needs of business That will position the state Drive Job creation as a result And fulfill our mandate to drive economic development
  • Transcript of "A Blueprint for Fueling Economic Development: WSRI and DAGSI"

    1. 2. Fueling Economic Development: A Blueprint for Linking Education to Job Creation
    2. 3. CONTENTS <ul><li>Introduction </li></ul><ul><li>Who We Are </li></ul><ul><li>The Human Performance Consortium </li></ul><ul><li>Workforce Development </li></ul><ul><li>Defense & Aerospace Graduate Studies Institute </li></ul>
    3. 4. INTRODUCTION:
    4. 5. Introduction 2007: Wright State University’s strategic investment
    5. 6. Introduction <ul><li>MANDATE: </li></ul><ul><li>Front door to university expertise </li></ul><ul><li>Raise research profile of university </li></ul><ul><li>Key driver of economic development for the region </li></ul><ul><li>Adapt to the changing needs of sponsored research </li></ul>
    6. 7. Introduction <ul><li>CHANGING LANDSCAPE </li></ul><ul><li>Truly transformative opportunities no longer exist in disciplinary stovepipes. </li></ul><ul><li>The complexity of today’s challenges demands a different approach. </li></ul>
    7. 8. Who We Are <ul><li>OUR MODEL: </li></ul><ul><li>Outcomes-based </li></ul><ul><li>Leveraging, not duplicating, existing assets (knowledge or capital) </li></ul><ul><li>Strategic partnerships that bring the best and brightest, regardless of geographic location or organizational affiliation </li></ul><ul><li>Organizational flexibility to conduct business with federal, state, and commerce sectors </li></ul>
    8. 9. Who We Are <ul><li>IT WORKS: </li></ul><ul><li>$10 million annual portfolio </li></ul><ul><li>60 staff </li></ul><ul><li>Will double this year </li></ul><ul><li>Engaged 20 faculty across four colleges in our portfolio </li></ul><ul><li>Funded 37 students from four colleges </li></ul><ul><li>Supported 31 summer STEM interns (high school/college) </li></ul>
    9. 10. Who We Are OUR CAPABILITIES:
    10. 11. Who We Are <ul><li>Rehabilitation engineering </li></ul><ul><li>Assistive technology </li></ul><ul><li>Healthcare IT </li></ul><ul><li>Health Information </li></ul><ul><li>Exchange </li></ul>HUMAN SCIENCES & HEALTHCARE
    11. 12. Who We Are <ul><li>Workforce Modeling </li></ul><ul><li>Enterprise Architecture </li></ul><ul><li>Business Intelligence </li></ul><ul><li>Decision Support </li></ul><ul><li>Data Warehousing </li></ul><ul><li>Software Development </li></ul><ul><li>Modeling and Simulation </li></ul><ul><li>Visualization </li></ul>INFORMATION TECHNOLOGY & ADVANCED DATA MANAGEMENT
    12. 13. Who We Are <ul><li>SENSORS & INTELLIGENT SYSTEMS </li></ul><ul><li>Aerospace Technology </li></ul><ul><li>Evaluation & Assessment </li></ul><ul><li>UAV Flight Testing </li></ul><ul><li>Automatic Target </li></ul><ul><li>Recognition </li></ul>
    13. 14. Who We Are <ul><li>HUMAN EFFECTIVENESS </li></ul><ul><li>Human Performance </li></ul><ul><li>Consortium </li></ul><ul><li>Neuromedical Imaging </li></ul><ul><li>Remotely piloted aircraft </li></ul><ul><li>Revolutionary intelligence </li></ul><ul><li>Unmanned Air Vehicle (UAV) operator research </li></ul><ul><li>UAV testing and evaluation </li></ul>
    14. 15. Our Model in Practice: The Human Performance Consortium
    15. 16. Human Performance Consortium <ul><li>THE CONCEPT: </li></ul><ul><li>Open coalition of the willing </li></ul><ul><li>Collaboration among academic/industry/government </li></ul><ul><li>Opportunity in Human Performance because of BRAC </li></ul><ul><li>Region becomes strategic partner of Air Force Research Lab through creation of one-stop-shop </li></ul><ul><li>Enable AF to access the best and the brightest </li></ul><ul><li>Accelerate AF research agenda as state/region invest with AFRL (infrastructure) </li></ul>
    16. 17. Human Performance Consortium <ul><li>INVESTMENTS BY PARTNERS: </li></ul><ul><li>HPC academic/industrial members </li></ul><ul><ul><li>$80+million in research infrastructure to region by more than 20 members </li></ul></ul><ul><li>State invested $5 million in capital infrastructure </li></ul>
    17. 18. Human Performance Consortium <ul><li>RESULTS </li></ul><ul><li>Three multi-million dollar contracts from the Human Effectiveness Directorate </li></ul><ul><ul><li>Each award is 5 years </li></ul></ul><ul><ul><li>Total ceiling $11.4 m </li></ul></ul><ul><li>$8 million from the State of Ohio for workforce development </li></ul><ul><ul><li>Will create 250 jobs in region to start </li></ul></ul>
    18. 19. Workforce Development: Defense and Aerospace Graduate Studies Institute
    19. 20. Workforce Development “ Job development and workforce development are a critical element of growing our business, and supporting industry and the community here.” - Dennis Andersh, VP, Science Applications International Corporation “ This is the kind of thinking that comes naturally for universities. With Ohio's wealth of good colleges, it can be a blueprint for economic success.” - Jim Petro, Chancellor Ohio Board of Regents “ To strengthen ties between the graduate curriculum and the aerospace industry, we will … fill the pipeline with students to support the needs of existing and emerging businesses.” - David Hopkins, President Wright State University
    20. 21. Workforce Development MATRIX
    21. 22. Workforce Development <ul><li>TRADITIONAL STUDENTS: </li></ul><ul><li>PROBLEM: Alignment of degrees in relevant fields that offer clear career path </li></ul><ul><li>SOLUTION: State has accomplished this </li></ul>
    22. 23. Workforce Development <ul><li>EMPLOYEES SEEKING ADVANCEMENT: </li></ul><ul><li>PROBLEM: Gaining access to recognized skills </li></ul><ul><li>SOLUTION: Across the continuum (continuing education, certification) </li></ul>
    23. 24. Workforce Development <ul><li>DISPLACED WORKERS: </li></ul><ul><li>PROBLEM: Have a related experience, but need courses to augment skills </li></ul><ul><li>SOLUTION: Put them through professional certification/development to meet employer needs </li></ul>
    24. 25. Workforce Development <ul><li>CHALLENGE: </li></ul><ul><li>Helping potential employers recognize workers’ existing skills and identify how to augment to fill an open position </li></ul>
    25. 26. Workforce Development MATRIX
    26. 27. Workforce Development <ul><li>MODEL: </li></ul><ul><li>Institutions work together across state to identify where programs and resources are </li></ul><ul><li>Combine courses/certifications to augment workers’ skills, meet employers’ needs. </li></ul>
    27. 28. Workforce Development <ul><li>GOALS </li></ul><ul><li>Link Workforce Development to Economic Development </li></ul><ul><ul><li>Leverage Jobs Ohio </li></ul></ul><ul><li>Accelerate Strategic Growth of R&D Portfolio </li></ul><ul><li>Engage sister institutions and leverage pockets of excellence to create a statewide response </li></ul>
    28. 29. DAGSI <ul><li>DEFENSE & AEROSPACE GRADUATE STUDIES INSTITUTE </li></ul><ul><li>VISION: To work with industry, AFRL and other organizations across the state to link education and training, research, and technology commercialization together for workforce development and job creation </li></ul><ul><li>Awarded $8 million from state in July </li></ul>
    29. 30. DAGSI <ul><li>Sister Institutions </li></ul><ul><ul><li>Bowling Green </li></ul></ul><ul><ul><li>Central State </li></ul></ul><ul><ul><li>Cleveland State </li></ul></ul><ul><ul><li>Kent State </li></ul></ul><ul><ul><li>Miami University </li></ul></ul><ul><ul><li>NEOMED </li></ul></ul><ul><ul><li>Ohio State University </li></ul></ul><ul><ul><li>Ohio University </li></ul></ul><ul><ul><li>Shawnee State </li></ul></ul><ul><ul><li>Sinclair CC </li></ul></ul><ul><ul><li>Akron </li></ul></ul><ul><ul><li>Cincinnati </li></ul></ul><ul><ul><li>Toledo </li></ul></ul><ul><ul><li>Youngstown State </li></ul></ul><ul><ul><li>DAGSI </li></ul></ul><ul><li>HPC </li></ul><ul><ul><li>ATIC </li></ul></ul><ul><ul><li>Aptima </li></ul></ul><ul><ul><li>ARA </li></ul></ul><ul><ul><li>Booz </li></ul></ul><ul><ul><li>IST </li></ul></ul><ul><ul><li>KHN </li></ul></ul><ul><ul><li>Radiance </li></ul></ul><ul><ul><li>Rhino </li></ul></ul><ul><ul><li>SAIC </li></ul></ul><ul><ul><li>SelectTech </li></ul></ul><ul><ul><li>UES </li></ul></ul><ul><ul><li>DDC/AFRL </li></ul></ul><ul><li>DoD in Ohio </li></ul><ul><ul><li>WPAFB </li></ul></ul><ul><ul><li>AFRL </li></ul></ul><ul><ul><li>AFIT </li></ul></ul><ul><ul><li>Ohio National Guard </li></ul></ul><ul><ul><li>NASA Glenn </li></ul></ul><ul><ul><li>Marines </li></ul></ul><ul><ul><ul><li>Cleveland/ Columbus </li></ul></ul></ul><ul><ul><ul><li>Toledo </li></ul></ul></ul>INITIAL PARTICIPANTS:
    30. 31. DAGSI <ul><li>STEP 1: SURVEY OF EXISTING CURRICULUM </li></ul><ul><li>Statewide Defense & Aerospace Curriculum Survey: </li></ul><ul><ul><li>Ohio Board of Regents recently released analysis </li></ul></ul><ul><ul><li>Identified existing Defense & Aerospace curriculum across state </li></ul></ul><ul><ul><li>Foundation for launching workforce development initiative in Defense & Aerospace </li></ul></ul>
    31. 32. DAGSI <ul><li>STEP 2: EMPLOYER/AFRL SKILLS NEEDS ASSESSMENT </li></ul><ul><li>Resources: WSU Center for Urban and Public Affairs, WSRI and UD </li></ul><ul><li>Outcome: A more complete understanding of DoD challenges and long-term plans </li></ul><ul><li>Position the state as the employment solution solving the DoDs workforce development challenges </li></ul>
    32. 33. DAGSI <ul><li>STEP 3: IDENTIFY THE GAPS: </li></ul><ul><li>Matrix the Needs Assessment to the curriculum to identify the gaps </li></ul><ul><ul><li>Outcome: Needed curricular gaps identified </li></ul></ul>
    33. 34. DAGSI <ul><li>STEP 4: FILL THE GAPS: </li></ul><ul><li>Prepare and release statewide RFP to fill gaps </li></ul><ul><ul><li>Expected Outcome: Curricular gaps filled </li></ul></ul>
    34. 35. DAGSI <ul><li>CREATION OF SKILLS ATTAINMENT PATHS: </li></ul><ul><li>Outcome: Define paths to garner skills that D/A employers/AFRL needs and wants </li></ul><ul><ul><li>Current Students </li></ul></ul><ul><ul><li>Train-up </li></ul></ul><ul><ul><li>Retool </li></ul></ul><ul><li>Completion Date: Early 2012 </li></ul>
    35. 36. DAGSI <ul><li>BUSINESS DEVELOPMENT: </li></ul><ul><li>Business Development to connect industrial training $$, to Jobs Ohio and these paths: </li></ul><ul><ul><li>Completion Date: Early 2012 </li></ul></ul>
    36. 37. DAGSI <ul><li>GEMS: Global Engineering Management Services </li></ul><ul><li>Academic Preparation </li></ul><ul><li>Surveyed business community </li></ul><ul><li>Uncovered a clear lack of cross-over preparation that industry leaders felt was extremely costly and frustrating </li></ul><ul><li>Created Master’s Degree Program: </li></ul><ul><ul><ul><li>Master’s in Engineering Innovation and Entrepreneurship (MEIE) </li></ul></ul></ul><ul><ul><ul><li>Combination of business and engineering courses </li></ul></ul></ul><ul><ul><ul><li>Industrial project requirement </li></ul></ul></ul>
    37. 38. DAGSI <ul><li>MEIE STUDENTS: </li></ul><ul><li>Can be employees of the University </li></ul><ul><li>Structured similarly to medical residency model </li></ul><ul><li>Work requirement of 75% FTE – access to full University benefits </li></ul><ul><li>Tuition paid for as part of this benefit package </li></ul><ul><li>Work on these projects </li></ul><ul><li>Salary between $30,000 - $40,000 </li></ul>
    38. 39. DAGSI <ul><li>POTENTIAL: </li></ul><ul><ul><li>Models can be customized for individual partners (industry or government), or population depending on specific needs and goals </li></ul></ul><ul><ul><li>Pair of small businesses ready to commit to create 40-50 jobs leveraging this model </li></ul></ul><ul><ul><li>Models facilitate integration of well prepared and appropriately trained workforce into existing gaps within industry </li></ul></ul>
    39. 40. SUMMARY <ul><li>CREATIVE SOLUTIONS ENABLE US TO: </li></ul><ul><li>Combine our collective talents with key infrastructure </li></ul><ul><li>Fill the pipeline with talented individuals to support the needs of existing and emerging businesses </li></ul><ul><li>Position the State of Ohio as a long-term strategic partner with AFRL in the human performance domain </li></ul><ul><li>Drive job creation and retention in Ohio </li></ul><ul><li>Fulfill our mandate to drive Ohio’s economic development </li></ul>
    40. 41. SUMMARY <ul><ul><ul><ul><li>FOR MORE INFORMATION: </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Ryan Fendley </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Director, Wright State Research Institute </li></ul></ul></ul></ul><ul><ul><ul><ul><li>[email_address] </li></ul></ul></ul></ul><ul><ul><ul><ul><li>(937) 775-5164 </li></ul></ul></ul></ul>
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