A cademic Corporate R elations: - PowerPoint Presentation

Slide1

Academic Corporate Relations: Essential Elements

Sacha Patera, PhDNACRO Benchmarking Committee Co-ChairAssociate Director of Corporate RelationsNorthwestern UniversityEmily AbbottNACRO Benchmarking Committee Co-ChairAssociate Director of Corporate RelationsCalifornia Institute of Technology

NACRO Conference 2011

Aug 1-3, 2011

Ann Arbor MISlide2

Tightened governance rules Shareholder expectations Greater accountabilityGlobal competition

DeregulationCompanies seek greater value from academic relationships Which university priorities match corporate objectives?Corporations have transitioned from donors to investorsSlide3

NACRO 2010 surveys 45 CR programs. What kind of interactions with industry are you seeking?University CR programs are in transitionSlide4

Companies seek comprehensive relationships with universities

Recruitment of students Research collaborations Intellectual property and licensing Intellectual capital and expertise Use of specialized facilities Economic development

Procurement and vending

Executive

education

Advisory roles on boards

….Slide5

No two universities will have identical corporate relations programs:public or private

statussize of faculty and student populations specialization: business, engineering, medical schools, etc.importance in the local economy and business sector engagement Essential elements can be adopted by any CR programSlide6

Institutional support

Mutual benefitsOne-stop shoppingIntegrated research developmentCampus coordinationNACRO BC identifies 5 essential elements of successful CR programsSlide7

Maximize the flow of all corporate resources to support the university’s teaching and research missions

Assigned to coordinate the relationship on campus Identify which University units will deliver the value and help them coordinateEncourages internal sharing, coordination and collaborationsAdjustment of metrics and incentives reflecting comprehensive CR#1: Institutional support underlies a successful CR programSlide8

Identify and match the company’s strategic needs and the university's strengthsBridge cultural and linguistic differencesProvide a consistent university interface for industry

Facilitate connections to university contacts#2: Articulate the mutual benefits of the relationshipSlide9

Examples of mutual benefitsUniversity

benefits from…Company benefits from…Jobs & internships for students; fellowshipsFuture employees, recruitingExecutive education participantsExecutive education training for employeesExpanded research capacity; access to real-world problemsCampus research collaborations; “R” of R&D;

Licensing revenue

Patent

license

Equipment &

facility fees

Access

to specialized equipment

Event funding

Event

sponsorship, publicity and association

Essential Elements of a Productive Twenty-First

Century University

Corporate Relations

Program

Network

of Academic Corporate Relations

Officers, Benchmarking Committee,

White

Patper

, Aug 2, 2011Slide10

#3: CR Programs provide one-stop shopping

Essential Elements of a Productive Twenty-First Century University Corporate Relations Program Network of Academic Corporate Relations Officers, Benchmarking Committee, White Patper, Aug 2, 2011Central to all points of entrySimplifies accessAccelerates access

By-passes silos

Expand

single

projects

Build strategic alliances

Facilitate interactions

Executive

Education

Research Collaborations

Joint Federal Proposals

Philanthropy

Colleges

Schools

Research Centers

Corporate

Relations

Student Recruiting &

Engagement

Commercialization

IP

&

L

icensing

Ec

onomic

D

evelopment

Slide11

#4: Integrate the development of research

Research Administration

Office for Development

Faculty

Company X

needs:

Students

Research

Licensing

Technology Transfer

Office

Corporate

Relations

Better, simpler and faster access

By-passes silos

Facilitate interactionsSlide12

Example of a research alliance that leads to philanthropic involvement

Alliance agreement March 2011Data from Northwestern University provided by S. PateraAnticipated total for FY11

Single gift/

yr

 Prior ‘07

Multiple gifts/

yr

Post ’07 Slide13

#5: Facilitate campus coordination

Share informationCommunicate RegularlyCoordinate corporate activityPrevent duplication of efforts

Share metrics

Share internal databases

Engage deans faculty

admins

staff

Share top prospect strategy

Corporate

RelationsSlide14

Metrics that reflect the essential elementsInstitutional support –

campus-wide coordination?Mutual benefits – develop strategies?One-stop shopping – increased interactions?Integrated research development – increased research support?

Campus coordination –

information sharing?

Metrics should reflect the comprehensive nature of CR

INADEQUATE MAXIM

Individual-based

performance

metrics

Contact

 visits

Visits  proposal development

Proposals



$$Slide15

Example of comprehensive assessment

Incentivize cooperationReward collaboration Slide16

Emily Abbott (Caltech) – BC co-ChairAnne Borchert (Case Western Reserve U)Coleen Burrus

(Northwestern U)Ashley Cooper (U Southern California)Michael Dwyer (Rochester Institute of Technology)Catheryn Fuller (Chicago Booth School of Business)Greg Gibbs (UC Davis)Mary Hanifin (Brown U)Richard Jones (U Chicago)Sean Kassen

(U Notre Dame)Dorothy Kittner

(Washington U)

Shelly Maddex

(Penn State U)

Don McGowan

(Tufts)

Lorena McLaren

(U Washington)

Michael Owen

(U Ontario Institute of Technology)

Sacha Patera

(Northwestern U) –

BC co-Chair

Mark Putnam

(U Houston)

Karla Riker

(Emory U)

Pam Ritter

(Purdue U)

Sarah Schram

(Louisiana State U)

Jon See

(Purdue U)

William Swisher

(Carnegie Mellon U)

Olof Westerstahl

(U Illinois)

Kyan Zeller

(Michigan State U)

Thank you NACRO Benchmarking Committee 2011

!