“Collaborative Doing is the engine that drives our <strong>University</strong> <strong>an</strong>d region.”Luis M. Proenza 2 <strong>The</strong> President’s Message 5 <strong>The</strong> Akron Model: A New Path <strong>for</strong> Universities START ENGINE 19 <strong>The</strong> History Behind the Akron Model 28 <strong>The</strong> Akron Model in Action: A Year <strong>of</strong> Successes 46 UA by the Numbers
A Model <strong>for</strong> Higher Education Engagement Emerges More th<strong>an</strong> a decade ago, <strong>The</strong> <strong>University</strong> <strong>of</strong> Akron proactively beg<strong>an</strong> to <strong>as</strong>sume incre<strong>as</strong>ing responsibility <strong>for</strong> the economic, social <strong>an</strong>d cultural vitality <strong>of</strong> the communities <strong>an</strong>d constituencies it serves. We understood that our own long-term competitive <strong>an</strong>d comparative adv<strong>an</strong>tages are inextricably tied to the health <strong>of</strong> our regional economy. Today, the reality <strong>of</strong> a “new normal” <strong>of</strong> declining state appropriations, technological ch<strong>an</strong>ges <strong>an</strong>d incre<strong>as</strong>ing economic pressures on students <strong>an</strong>d their families is <strong>for</strong>cing m<strong>an</strong>y other institutions to confront a fundamental question that we addressed in 1999: “Who do we really w<strong>an</strong>t to be?” <strong>The</strong> <strong>University</strong> <strong>of</strong> Akron provided a definitive <strong>an</strong>swer to that query more th<strong>an</strong> a decade ago in our 2000 strategic pl<strong>an</strong>, Charting the Course. <strong>The</strong>re we stated our identity <strong>as</strong> “<strong>The</strong> <strong>University</strong> in, <strong>of</strong>, <strong>an</strong>d <strong>for</strong> Akron.” We recognized in our <strong>an</strong>tecedents a path <strong>for</strong>ward suitable <strong>for</strong> our times <strong>as</strong> well: that through synergy <strong>an</strong>d collaboration with our greater community, we c<strong>an</strong> collectively leverage opportunities <strong>an</strong>d overcome challenges <strong>for</strong> the benefit <strong>of</strong> our region, country <strong>an</strong>d world. Throughout the p<strong>as</strong>t decade, we have enh<strong>an</strong>ced this <strong>University</strong>’s relev<strong>an</strong>ce, <strong>an</strong>d connectivity to the community <strong>an</strong>d region, <strong>an</strong>d incre<strong>as</strong>ed productivity. In doing so, we created a broad-b<strong>as</strong>ed <strong>an</strong>d robust plat<strong>for</strong>m <strong>for</strong> revitalizing the Northe<strong>as</strong>t Ohio economy that h<strong>as</strong> strengthened the economic vitality <strong>of</strong> our community, while also improving our own long-term, institutional competitive <strong>an</strong>d comparative adv<strong>an</strong>tages. Two primary development drivers are key to our overall strategy: the enh<strong>an</strong>cement <strong>of</strong> physical, economic <strong>an</strong>d social infr<strong>as</strong>tructure, <strong>an</strong>d the leveraging <strong>of</strong> resources through collaboration. <strong>The</strong>se drivers contribute to the <strong>for</strong>mation <strong>of</strong> all varieties <strong>of</strong> capital, e.g. creative, knowledge, hum<strong>an</strong>, social, fin<strong>an</strong>cial <strong>an</strong>d natural capital. <strong>The</strong>y also rein<strong>for</strong>ce the centrality <strong>of</strong> our academic mission to all <strong>of</strong> our engagement initiatives. <strong>The</strong> <strong>University</strong> <strong>of</strong> Akron also evolved into a regional catalyst <strong>for</strong> collective impact, facilitating <strong>an</strong>d promoting collaborations among the region’s civic, corporate, phil<strong>an</strong>thropic <strong>an</strong>d institutional players. Our first collective achievement w<strong>as</strong> the <strong>University</strong> Park Alli<strong>an</strong>ce, <strong>an</strong>d <strong>as</strong> the impact <strong>of</strong> such partnerships became evident, more initiatives followed. <strong>The</strong> <strong>University</strong> <strong>of</strong> Akron Research Foundation. <strong>The</strong> Innovation Alli<strong>an</strong>ce. <strong>The</strong> Austen BioInnovation Institute in Akron. An interactive network <strong>of</strong> collaborations <strong>for</strong>med <strong>as</strong> each initiative, in pursuit <strong>of</strong> its own specific goals <strong>an</strong>d objectives, contributed to the greater common good. People beyond our region took notice <strong>of</strong> the successes here. We have been <strong>as</strong>ked to share the story <strong>of</strong> this fertile, collaborative environment <strong>an</strong>d its outcomes at economic <strong>an</strong>d academic conferences <strong>an</strong>d symposia throughout the country <strong>an</strong>d abroad. As we did, the term “Akron Model” came into use to describe the economic development plat<strong>for</strong>m that emerged <strong>as</strong> the cumulative result <strong>of</strong> these <strong>an</strong>d other initiatives. We are committed to further refining <strong>an</strong>d exp<strong>an</strong>ding this dynamic model to strengthen our existing relationships, <strong>an</strong>d to seek beyond all borders <strong>for</strong> new partners eager to join us in inventing the future. Luis M. Proenza President <strong>The</strong> <strong>University</strong> <strong>of</strong> Akron 2
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