Higher Education & Economic Development

Welcome to the webinar.

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Sponsored by:

Higher Education & Economic Development

• Reflect on the question, “what is the role of higher education in economic development”

• Discuss service learning, social entrepreneurship/innovation, microventuring, and other methods to explore economic development strategies to address social problems

• Look at three vastly different campuses from three regions in the United States dealing with unique contexts

• Each panelists will discuss their program for 10 minutes

• Encourage lots of questions

Higher Education & Economic Development

Stephanie Barksdale, Director

Tulane University

Office of Social Entrepreneurship Initiatives

 

Stephen Conroy, Associate Professor of Economics,

University of San Diego

 

Melissa Paulsen, Social/Micro Venturing Programs Manager

University of Notre Dame

Gigot Center for Entrepreneurial Studies/Mendoza College of Business

 

Moderator:

Chris Nayve, Director, Center for Community Service Learning

University of San Diego

Tulane UniversityTulane UniversityDriver of Economic GrowthDriver of Economic Growth

Presentation by Stephanie BarksdalePresentation by Stephanie BarksdaleTulane Social Innovation and Entrepreneurship Programs Tulane Social Innovation and Entrepreneurship Programs

BACKGROUNDBACKGROUNDAugust 2005

– 70% of University flooded by Katrina

December 2005

– Renewal Plan: Series of broad, sweeping changes that reinvent the university into a smaller, more focused institution committed to community engagement

February 2006-Present

– Tulane University Hospital & Clinic Reopens

– Center for Public Service

– Cowen Institute for Public Education Initiatives

– City Center

– Bio- Innovation Center

– SIMS Center *

– Disaster Resilience Leadership Academy

– Social Entrepreneurship Programming

– RiverSphere **

April 2010

– New Orleans’ largest private employer

– Best Place to work in NOLA

– $920 million in annual economic activity

– directly and indirectly creating 10,600 jobs throughout Louisiana

http://tulane.edu/k5/timeline.cfm

Civic Engagement/ Civic Engagement/ Economic Development Economic Development

• 280+ Service Learning courses offered annually

• 250+ Internships per year

• 400+ Community Partners

• 135,000+ Public Service hours performed annually

• 60 + Community Design/Build projects completed

• 93+ Community Health Access Points

• 5 Student Ventures launched

• $115,000 Raised for student ventures in 2010-11

OpportunitiesOpportunities• Human Capital Support• Applied Research

– Bio-Innovation Lab– Bio- Medical– Science and Engineering– Social Sciences– Health Sciences– Architecture– Public Policy

• Urban Innovation Fellowships• Inter-disciplinary Curriculum • Collaborative Partnerships • Creating an Ecosystem

Talent Development Talent Recruitment and Retention

Support(Consulting, Networks, Education, Grants, Events)

Incubate

New Orleans Entrepreneurship EcosystemNew Orleans Entrepreneurship Ecosystem

Scale (Retention, Incentives, Workforce, Policy)

Leadership Development

Invest(Foundation, Angel, VC, Banks)

www.ideavillage.org

Entrepreneurs Row

Creating Collective ImpactCreating Collective Impact

• Collective approach and commitment of a group of important actors from different sectors to a common agenda for solving a specific social problem– Common agenda

– Shared measurement system

– Continuous communication

– Mutually Reinforcing Activities

– Backbone Support Organizations (I.E. Universities)

http://www.ssireview.org/pdf/2011_WI_Feature_Kania.pdf

Thank you! Thank you! Stephanie Barksdale

Special Assistant to President Cowen

Social Entrepreneurship Initiatives

Tulane University

218 Gibson Hall

New Orleans, LA 70118

(504) 862-3361

sbark@tulane.edu

http://tulane.edu/socialentrepreneurship/

Higher Education and Economic Development

Stephen J. Conroy, Ph.D.Associate Professor of Economics

USD School of Businesssconroy@sandiego.edu

University of San Diego — San Diego Community Partnerships: Community Service Learning and School of Business Administration partnering with CBO’s.

1. Supporting microenterprise development through San Diego Microfinance Coalition Fund ( “Coalition Fund”) (La Maestra, University of San Diego, Via International, ACCESS)

• Currently 46 Women borrowers in the “Coalition Fund” (Chula Vista and San Diego) (Began 10/09)

• Business consulting projects—from business classes

• Microfinance Club supports the “Coalition Fund”:

- Students attend SDMCF meetings

- Quickbooks Training Program

- Purchasing products made/sold by microentrepreneurs

2. Support the San Diego Microfinance Alliance and other MFIs:

• Foundation For Women

• ACCION San Diego

• CDC Small Business Development

• International Rescue Committee San Diego

3. Support Tijuana Economy through partnership with Via International “Voluntours”

La Maestra Family Clinic

“Coalition Fund” Meetings

Quickbooks Training-Prof. Romney

CraigsList and Ebay PowerPoint

San Diego Microfinance Summit

Via International and Microentrepreneurs

The importance of CSL in Business Education

Tijuana and Immersion Trips

• Principles of Microeconomics (ECON101) Honors Preceptorial classes from fall 2005 - 2008 have gone to Tijuana for immersion experiences.

• Trips included – Visiting poor neighborhoods or “colonias” in

Tijuana– Maquiladora tour/conversation about

international trade, outsourcing, labor conditions in Mexico

– Walk along the border from Mexican side– Eating in Zona Rio area– Working on community service (e.g., house

repair, cement) projects– Meeting with local community members

Student Projects in Tijuana

Microventuring Certificate ProgramGigot Center for Entrepreneurial Studies

Melissa Paulsenmpaulse1@nd.edu

Gap we sought to address

Existing microenterprise development programs…– Aimed services on pre-launch/launch

– Focused on general start-up issues, business planning, financial literacy, etc.

– Are equipped to accommodate homogeneous needs at start-up through group instruction, etc.

– Unable to address more heterogeneous post-launch issues

A new model was needed that would aid in stabilizing, sustaining and growing the ME’s business………MICROVENTURING.

ND defines Microventuring as the process of assisting emerging microentrepreneurs with entrepreneurial training and development, as well as providing them with a link to enabling organizations, including consulting, microlending and other commercial activities and support.

Curricular Program

Microventuring I Business students focus on

case study analysis and business model exercises

Non-business students focus on entrepreneurial skills development

The lens for both courses is that of the microenterprise

Microventuring II Students come together to

work with low-income entrepreneurs to improve overall business profitability, in industries such as food services, retail, and services, e.g. cleaning, landscaping, etc.

Program Highlights…the students

263 students have enrolled in MVI (taught just once per year over last five years) and 148 students in MV II through Spring 2011

64 students enrolled for Fall 11, of which 67% are non-business

Those that move on to Microventuring II in the spring represent about 50% of the fall class

NB make-up: all colleges, all disciplines

Program Highlights…the entrepreneurs

Second semester student teams are balanced with Business/NB students and each team has at least one finance or accounting student

We “accept” microentrepreneurs into the program – avg 7 to 9 each spring – and they represent a wide range of industries, ethnicities, both genders and “levels”

All MEs receive mid- and post-semester assessments to complete and we will administer the questionnaire verbally for those unable to complete on their own

Program Challenges

Microentrepreneurial Business Models– Business models are often

flawed

– Businesses are barely hanging on, one step away from failing

– Moving up the food chain – questions mission

Preparation of non-business students

– Demand for the program by non-business students exceeds capacity

– Additional requirements inhibit our ability to meet this demand

Passion, skill and the

“management trinity”

– the technical skills necessary to produce the goods or services

– the ability to market one’s goods or services

– the ability to financially manage one’s affairs

Ernesto Sirolli, Ripples from the Zambezi

“Levels” of Microentrepreneurs

Level 1 Level 2 Level 3 Level 4

Limited education Some experience Good experience Educated (may have degree)

Marginal track record Some education Professional approach Established business

Small financial plan and footprint

Small, but meaningful financial plan

Expansive financial footprint

Possesses or should possess comp. adv.

Relatively unsophisticated Some capacity to implement

Capacity to implement major initiatives

Stronger financial position; good cash flow

Poor record keeping Some records Fair record keeping Perhaps reinvesting in the business

Inadequate cash flow; un-dercapitalized

Marginal cash flow Adequate cash flow Still problems acquiring capital from formal source

Triage approach Likely to slide back w/o help

Success likelyGrowth potential exists

Goal: Move to level 2; keep business operating; build lifeline; solve immediate needs

Goal: Move to level 3; prove success is possible

Goal: Move to level 4; make into a winner; create greater vision of what is possible

Goal: Move out of ME category; plant bigger seeds for success

If we are going to gain more traction, we need to be bolder in our thinking:

We believe there needs to be a more holistic approach taken There is no sustainability when we troubleshoot issues in the business and

when we are constantly starting over again with new enterprises “Boxes” allow us to replicate models and to tweak the boxes as we

implement The question, however, is what businesses will be successful; more to the

point, what are the essential elements Not everyone who wants to be an entrepreneur s/b – what are the critical

components for the screening process How do we increase our batting average – our trinity is person, business,

model