The Utah Cluster Acceleration Partnership (UCAP) initiative aims to accelerate the growth of key industry clusters in Utah by addressing talent and innovation needs through partnerships between higher education, workforce development agencies, and industry. The initiative identifies strategic industry clusters, conducts assessments of their needs, and implements acceleration plans to increase jobs and wages. UCAP projects are overseen by leadership from higher education, economic development, and workforce agencies and receive funding through a multi-phase process. Initial pilot projects focused on aerospace/defense, energy, and digital media clusters. The goal is for the model to be replicated across institutions and clusters to strengthen Utah's economy.
2018 UEDA Awards of Excellence Nomination GuideEd Morrison
The University Economic Development Association’s (UEDA) Awards of Excellence Program is the premiere showcase recognizing best practices in Higher Education-based Economic Development across North America. Nominations are being accepted through June 15, 2018. To learn more visit http://Awards.Universityeda.org.
How to transition Pakistan towards a knowledge based economy. Moazzam Husain
In this new race, economic competition among nations will be less on physical assets and more on knowledge assets. Pakistan must take urgent and substantive steps to build its ecosystem and knowledge culture to leapfrog ahead. What needs to be done? In my course on Marketing Strategies for Emerging Economies, Summer 2019 students of the Institute of Business Management, Karachi, Pakistan were asked to come up with recommendations. This is an example of some of the best work submitted.
2018 UEDA Awards of Excellence Nomination GuideEd Morrison
The University Economic Development Association’s (UEDA) Awards of Excellence Program is the premiere showcase recognizing best practices in Higher Education-based Economic Development across North America. Nominations are being accepted through June 15, 2018. To learn more visit http://Awards.Universityeda.org.
How to transition Pakistan towards a knowledge based economy. Moazzam Husain
In this new race, economic competition among nations will be less on physical assets and more on knowledge assets. Pakistan must take urgent and substantive steps to build its ecosystem and knowledge culture to leapfrog ahead. What needs to be done? In my course on Marketing Strategies for Emerging Economies, Summer 2019 students of the Institute of Business Management, Karachi, Pakistan were asked to come up with recommendations. This is an example of some of the best work submitted.
A Higher Education Institution (HEI) may have quality research capabilities and a number of centres of research excellence in various academic areas, but mere presence of a centre of research excellence does not translate to research impact for the institution (in terms of financial returns). A conceptual framework presented based on Author's practical hands-on experience in UK may be adopted to 'maximise' conversion rate of research excellence into research impact.
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It is recognized that Energy Efficiency shall be the major component of any energy policy.
Session 7 introduces the institutional framework needed to implement energy efficiency (energy agency, utility Demand Side Management, other) notably by presenting the example of Tunisia.
It deals with the way to fund energy efficiency programmes via tax and social levies or carbon finance. This session gives an overview of white certificates schemes notably with the examples of India and Uruguay, and introduces different support energy efficiency schemes (grants, tax incentives, soft loan,other).
Academia is the single largest untapped resource for addressing unmet global needs. In the age of the so called knowledge economy, they have the capacity and opportunity to drive global change. Question is............. as largely publicly funded, free to do as they please researchers, do they have the strategy and courage to implement change.
Presentation by ESRC at Interface workshop, 23rd June 2011, about ESRC's strategic priorities, maximising impact and knowledge exchange funding and support available from ESRC
A Higher Education Institution (HEI) may have quality research capabilities and a number of centres of research excellence in various academic areas, but mere presence of a centre of research excellence does not translate to research impact for the institution (in terms of financial returns). A conceptual framework presented based on Author's practical hands-on experience in UK may be adopted to 'maximise' conversion rate of research excellence into research impact.
Course on Regulation and Sustainable Energy in Developing Countries - Session 7Leonardo ENERGY
It is recognized that Energy Efficiency shall be the major component of any energy policy.
Session 7 introduces the institutional framework needed to implement energy efficiency (energy agency, utility Demand Side Management, other) notably by presenting the example of Tunisia.
It deals with the way to fund energy efficiency programmes via tax and social levies or carbon finance. This session gives an overview of white certificates schemes notably with the examples of India and Uruguay, and introduces different support energy efficiency schemes (grants, tax incentives, soft loan,other).
Academia is the single largest untapped resource for addressing unmet global needs. In the age of the so called knowledge economy, they have the capacity and opportunity to drive global change. Question is............. as largely publicly funded, free to do as they please researchers, do they have the strategy and courage to implement change.
Presentation by ESRC at Interface workshop, 23rd June 2011, about ESRC's strategic priorities, maximising impact and knowledge exchange funding and support available from ESRC
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Looks at the consequences for digital projects at this time, but also shows how these problems can be mitigated.
US Advanced Manufacturing and Global Competitiveness nado-web
Advanced Manufacturing
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• Mark Troppe, Director of Strategic Partnerships and Program Development, NIST
• Debra Franklin, Center for Innovation and Enterprise Engagement, Wichita State University
• Tom Bugnitz, CEO, Manufacturer’s Edge
Utah college presidents, higher education leaders, institutional boards of trustees, college access advisors, and student leaders met with lawmakers on Monday to talk about the importance of making college accessible to every Utahn. The lunch focused on two initiatives: the college access advising initiative and HB 260 Access Utah Promise Scholarship.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
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Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
8. Agenda for Today Initiative Background Utah’s Industry Clusters and USTAR Initiative Oversight and Funding Structure and Future of the UCAP Model Q&A Feel free to ask questions throughout the presentation 3
17. UCAP History Concept of Collaboration Business Roundtable Meeting Listen and respond Don’t tell USHE DWS GOED Industry Network of expertise & resources UCAP USTAR Outreach Conversations Stewards of Place Initiative Regional approach 6
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19. Enhance USHE institutions as regionalhubs of economic activity and as a network of support and expertise
20. Integrate, align, and leverage resources (across higher education institutions; between USHE, DWS, GOED, USTAR and other state agencies) with industry needs and opportunities
25. What are Economic Clusters? Clusters are geographic concentrations of interconnected companies, specialized suppliers, service providers, and associated institutions in a particular field that are present in a nation or region. Clusters arise because they increase the productivity with which companies can compete. 9
26. Promote Growth in Cluster Industries The Goal of the Clusters Initiative is to create a hypercompetitive region in focused industries. The Economic Clusters Initiative is a catalyst to focus people, ideas and resources on the greatest opportunities for success. The initiative aligns industry, research universities, capital, education and workforce, technology and government around emerging or mature industry sectors that possess the greatest competitive advantage. 10
27. Utah’s Economic Clusters Aerospace and Aviation Defense and HLS Energy and Natural Resources Financial Services Life Sciences Outdoor Products Software Development and Information Technology 11
28. USTAR Research Team Funding Technology Outreach Program USTAR Buildings & Infrastructure Utah Science Technology and Research The Utah Science Technology and Research initiative (USTAR) is a long-term, state-funded investment to strengthen Utah's "knowledge economy." This revolutionary initiative invests in world-class innovation teams and research facilities at the University of Utah and Utah State University, to create novel technologies that are subsequently commercialized through new business ventures. 12
29. USTAR Research Focus Areas BioDevice/ BioPharma Energy nanoTechnology Medical Imaging and Brain Medicine Imaging Technologies and Digital Media 13
33. Oversight Oversight Committee (OC) Governs the direction of the UCAP initiative Consists of the heads of USHE, DWS, and GOED Approves project proposals and budgets Project proposals (Phases 1-2) Outlines the scope of work Identifies key constituents/leaders Estimated budget Acceleration plans (Phases 3-4) Implementation Strategies Stewardship (who’s doing what) Estimated budget USHE is the managing agency 15
34. Oversight Tolerant of ambiguity Cannot enter with preconceived notions to bias the process – need to listen to industry leaders! Use of principle-based framework to yield actionable and measurable outcomes Anticipate outcomes per project Assessment of industry/clusters Acceleration plan developed within four to five months of funding (phases 1-2) Funding for phases 3-4 contingent upon submission and approval by OC of industry/cluster assessment of talent and innovation support needs and the acceleration plan 16
35. Funding One-time grant funding Seed funding Industry/institutional obligation thereafter through repurposed funds Flexible – funds able to be leveraged for additional grant monies Funding flows in phases Pre-phase funded separately Phases 1-2 funded together Phases 3-4 funded together 17
36. Funding Fiscal Year 2009-10 (inaugural year) Three pilot projects Sources DWS’s ARRA funds USHE base-funded economic development grant funds Amounts (three pilot projects) $900,000 by DWS $60,000 by USHE Total of $320,000 per pilot project Building the model (Intellectual property) Prepared for the unknown 18
37. Funding Fiscal Year 2010-11 (second year) Seven new projects Sources DWS general funds USHE base-funded economic development grant funds Governor’s Office of Planning and Budget (GOPB) Amounts $750,000 by DWS $60,000 by USHE $250,000 by GOPB Funding per project no greater than $140,000 19
38. Structure & Future of the UCAP Model Cameron Martin Associate Commissioner, Economic Development & Planning Utah System of Higher Education (USHE) 20
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40. Phase II – Develop an acceleration strategy to meet the industry cluster’s needs
41. Phase III – Implement the acceleration plan with measures of accountability
42. Phase IV – Report outcomes including wage levels and job creation21
48. Identify and prioritize specific cluster, talent (competency), regionally-based acceleration partnership projects 22
49. UCAP Convening Institutions President’s invitation, attention, and involvement Selection of consulting and facilitation services Administrative support/front line Facilitate the collaboration of public/private higher education institutions with industry leaders Ensure higher education is listening and responding! See “Principles for Success” handout 23
50. UCAP Pilot Projects (2009-10) Cluster: Aerospace and Defense Convening Institution: Weber State University Status: phase III (plan implementation) Cluster: Energy Convening Institution: Salt Lake Community College Status: phase II (plan development) Cluster: Digital Media Convening Institution: Utah Valley University Statue: phase I (industry assessment) 24
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54. UCAP 2010-11 Projects Four USHE projects Southern Utah University Dixie State University Snow College Utah State University–College of Eastern Utah Starting with the Pre-Phase Stewardship Audit Formalize relationships and roles Yield a priority list of needs/opportunities Adapting to regional nuances 28
55. UCAP 2010-11 Projects Two institutions will replicate the model with different industry clusters Weber State University Healthcare Salt Lake Community College In process of determining Piloting co-convening with third-party non-profit Utah Technology Council’s “BioVision” project with the University of Utah 29
56. Outcomes and Lessons Learned Presidential leadership is essential (power to convene) Higher education institutions: “Neutral ground” – ideal for convening Sustaining power through cultural alignment Industry needs to focus on its common ground, or the “rising tide that raises all ships” Changing the culture of higher education at the state, institutional, and department levels 30
57. Outcomes and Lessons Learned Convening institution must be perceived as logical host to project focus Educational participants must listen to industry (stop telling industry what to do!) Industry must commit resources in partnership with higher education to sustain outcomes Reducing the cost per project (model is built) 31
58. Future of the UCAP Initiative Every campus convening at least two UCAP projects per year Establish a sustaining culture Expand the model to include: Statewide clusters focus Regional focus Talent (competency) focus 32
59. Future of the UCAP Initiative Broadly report outcomes and impact Celebrate successes leads into additional projects Builds momentum Seek increase of state base funding for the initiative Continue to refine and replicate the model 33
60. Future of the UCAP Initiative Part of the state’s higher education 2020 strategic plan Increase participation Increase completion Increase economic innovation HigherEdUtah2020.org Governor and legislature see the UCAP as a great return on investment Included UCAP in 2010 State of State Governor Gary R. Herbert 34