Higher Education & Economic Development

1. Higher Education & Economic Development • Welcome to the webinar. • We will begin momentarily. • Please remember to call in: • 1-888-850-4523 and enter code 151937 • Sponsored by:

2. 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

3. 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

4. Tulane University Driver of Economic Growth Presentation by Stephanie Barksdale Tulane Social Innovation and Entrepreneurship Programs

5. BACKGROUND August 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

6. Civic Engagement/ 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

7. Opportunities • 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

8. New Orleans Entrepreneurship Ecosystem Talent Development Talent Recruitment and Retention Support (Consulting, Networks, Education, Grants, Events) Incubate Entrepreneurs Row Invest (Foundation, Angel, VC, Banks) Scale (Retention, Incentives, Workforce, Policy) Leadership Development www.ideavillage.org

9. Creating 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

10. 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/

11. Higher Education and Economic Development • Stephen J. Conroy, Ph.D. • Associate Professor of Economics • USD School of Business • sconroy@sandiego.edu

12. University of San Diego — San Diego Community Partnerships: Community Service Learning and School of Business Administration partnering with CBO’s. • 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 • Support the San Diego Microfinance Alliance and other MFIs: • Foundation For Women • ACCION San Diego • CDC Small Business Development • International Rescue Committee San Diego • Support Tijuana Economy through partnership with Via International “Voluntours”

13. La Maestra Family Clinic

14. “Coalition Fund” Meetings

15. Quickbooks Training-Prof. Romney

16. CraigsList and Ebay PowerPoint

17. San Diego Microfinance Summit

18. Via International and Microentrepreneurs

19. The importance of CSL in Business Education

20. 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

21. Student Projects in Tijuana

22. Microventuring Certificate ProgramGigot Center for Entrepreneurial StudiesMelissa Paulsenmpaulse1@nd.edu

23. 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

24. 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.

25. Curricular Program Microventuring I 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. • 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

26. 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

27. 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

29. 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

30. 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

31. “Levels” of Microentrepreneurs

32. 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