May 3, 2006

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May 3, 2006
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North Carolinas Talent, Education and Innovation
Pipeline John LaWare Leadership
ForumBostonMay 3, 2006

• Robert C. Kanoy
• Senior Associate Vice President for
• Academic and Student Affairs

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College Access Challenges

• Demographics
• Affordability
• Economic Shifts

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Demographics
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Projected Change in High School Graduates by State
2002-2018
Source Western Interstate Commission for Higher
Education
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United States
Public and Nonpublic High
School Graduates2003-04 through 2017-18
(projected)
Source Western Interstate Commission for Higher
Education
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North CarolinaPublic and Nonpublic High School
Graduates2003-04 through 2017-18 (projected)
Source Western Interstate Commission for Higher
Education
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College Going Rate By Race (US High school
Graduates)

• White 64
• African American 56
• Hispanic 53
• Source National Center for Education Statistics

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Affordability Issues College Cost and Financial
Aid National Trends
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Federal Pell Grant Aid and State Grant Aid as
percentage of tuition at Public Four Year
Colleges (in Dollars) 1986-2004
Average Pell Grant per recipient as a percentage
of tuition
Average state grant per recipient as a percentage
of tuition
Source College Board
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Economic Changes
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Sourcehttp//www.cerc.com/detpages/aboutus79.html
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Economic and Industrial Shifts

• Historically a manufacturing/agricultural state
• Loss of textiles
• Loss of furniture
• Loss of tobacco
• Future Industries for Growth
• Biotechnology
• Pharmaceuticals
• Pervasive computing
• Nanotechnology
• Service industries

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Skill Level Changes
Unskilled 60
Professional 20
Skilled 20
1950
Bureau of Labor Statistics
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Skill Level Changes
Unskilled 35
Skilled 45
Professional 20
1991
Bureau of Labor Statistics
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Skill Level Changes
Unskilled 15
Skilled 65
Professional 20
2000
Bureau of Labor Statistics
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North Carolinas Response
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Our Primary Goal Access
To increase the college-going rate in North
Carolina with particular attention toward
first-generation college students.
GOAL
Two obstacles facing first-generation college
students (1) Can I really go to college in
NC? (2) Can I afford to go to college?
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Higher Education in North Carolina

• 1.3 million K-12 public school students
• 110 Colleges
• 58 Community Colleges
• 36 Independent Colleges
• 16 UNC campuses
• 67 college going rate (up 9 in 5 years)
• 90-95 of high school grads that go to college
  stay in NC
• 41 of freshmen at UNC campuses are
  first-generation

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Higher Education as Economic Engine

• Golden Leaf Biotechnology and Biomanufacturing
  Initiative (65M)
• NC State University
• North Carolina Central University
• NC Community Colleges (9)

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Higher Education as Economic Engine

• The Kannapolis Project
• Dole Foods
• Food Science Research Center and training
  programs
• Duke
• UNC - Chapel Hill, UNC Charlotte, NC State, UNC
  Greensboro, NC AT State University
• NC Community Colleges (multiple)
• Vegetable Canning Factory

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Building Blocks for PreK-16 Cooperation (Helpfu
l but not essential)

• Smart Start
• Standardized transcript
• Common weighting and grading system
• Minimum Course Requirements4 units math 4
  units English 3 units science 2 units second
  language 2 units social studies
• Comprehensive Articulation Agreement
• Commitment to increase access to postsecondary
  education

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www.CFNC.org
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CFNC is the name of a service provided by three
NC entities
State-funded K-16 partnership (DPI, NCCCS, UNC,
NCICU) administered by the UNC Office of the
President
NCs loan originator - 501(c)3
State Guarantor - scholarships, 529 program
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CFNC Access Services
Resource Center
GEAR UP North Carolina
Technology and Internet Services
www.CFNC.org
Low-income (FRL) school students 37 million Two
grants from Dept of Education (2000-2011) 35 NC
counties 14,000 students
1.866.866.CFNC
Career Center Student Planner College Fair Online
Applications and HS Transcripts Paying for
College Saving for College
Toll-free Telephone Hotline for Career, College,
Financial Aid Planning Email from
CFNC.org Publications Training Hispanic Services
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CFNC.org One Stop Shopping in NC
To plan, apply, and pay for college.
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Spanish Initiatives

• Bilingual services on the toll-free line
• Translation of CFNC.org into Spanish
• Spanish publications for college access
• Training of CFNC programs for ESL teachers
• Outreach efforts to Hispanic organizations

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Results
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CFNC Website
Website Usage 2001 Through March 2006
www.CFNC.org
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North Carolina College Going Rates
Source UNC General Administration Statistical
Analysis 2006
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Why CFNC.org Works

• Collaboration
• Flexible and Robust Technology
• Training
• Marketing
• Constantly Evolving
• Student Centered

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Training and Support

• 3,000 School Counselors Trained
• 500 Admissions Officers Trained
• Superintendents and Principals
• School Districts (teachers)
• School Boards
• Governors Education Cabinet

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CFNC Marketing
Marketing Strategies

• TV
• Radio
• Print
• Billboards
• Collateral Materials
• Public Service Announcements

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CFNC Marketing Video Clip
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Public Awareness

• 80 of High School and Middle School parents in
  North Carolina are aware of CFNC.org
• Of those who know the site, 84 anticipate using
  the services

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One Place To Plan Apply and Pay for College
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Global Massachusetts 2015LaWare Leadership Forum

• William Guenther
• President and CEO
• Mass Insight Corporation

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Re-Defining Economic Strategy
If you have the talent the jobs will
come. A talent and innovation-based economic
strategy.
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The Golden Triangle

• Strategic alliances are the key to RD leadership
  and economic growth

Industry
Government
Universities
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Where we are today
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Massachusetts employment is declining as output
gains
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Where we were six years ago A Call to Action

• Massachusetts thinks that it has so much going
  for it that its academic clusters alone will
  sustain it. It wont. Other places are seeking to
  eat our lunch. Theyre pitching themselves to us
  as high-tech Meccas.

Massachusetts technology executive quoted in A
Call to Action Mass Insight Corporation, 2000
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Whats right since 2000?

• Leadership focus
• ST initiatives, tech-based economic development
• Critical higher education role, public and
  private
• Housing costs, now concerns over population loss
• Actions
• Stimulus bills, match funds, Adams Innovation
  Institute
• Public higher ed funding
• Technology Road Map
• BRAC campaign
• Housing task force
• Biotech and life science initiatives
• Tech Transfer Office, Business Connect, Mass
  Insight flagship RD center development Focus
  on industry-university alliances

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Whats wrong since 2000? No proximate crisis.

• Lack of focus on cultural issues important to win
• Complacent and not collaborative
• Anti-business Ted Kelly echoes others
• Inward-looking v. international and open
• Actions
• Next big opportunities unclear
• No coordinated talent or marketing strategy
• Investments unfocused, too small to win
• State government fragmented, no talent strategy
  leader
• Need more reforms linked to investments

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One example Who is responsible for a
coordinated talent and innovation strategy?

• Department of Workforce Development
• Department of Business Technology
• Massachusetts Office of International Trade
• Department of Labor
• Department of Education
• Massachusetts Board of Higher Education
• MTC, MassDevelopment and other quasi-publics
• Massachusetts Tech Transfer at UMass

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Global Massachusetts 2015 A two-year campaign
to win the competition for talent

• A pro-growth global strategy reverse
  anti-business perceptions
• Five 2015 industry and technology opportunities
  where we can be 1 or 2 in the world
• Make Massachusetts, its businesses and
  institutions global players, especially in China
  and India
• Targeted public and private investments, reforms
  and higher education-industry alliances. Connect
  the dots in the region. Build global
  partnerships around the opportunities.

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Global Massachusetts 2015 Four elements of the
campaign

• Opportunity Gubernatorial campaign,
  transition, new initiatives in 2007
• Organize leadership, including HR executives
• Change the debate strategic communications
• Create the vision and plan Content and research
• Public-private action for the transition and in
  2007 New investments, reforms, alliances

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Global Massachusetts 2015 Focused on major
innovation sectors

• Link higher education/talent investments and
  strategies to four key innovation sectors.
• Financial services
• Healthcare (including biotech/medical devices)
• Computers and communications
• Defense

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Global Massachusetts 2015 Building on ten core
technology areas identified

• Advanced Materials
• Signal Processing
• Computer Sciences
• Sensing, Optical and Electromechanical Devices
• Environmental Sciences
• Genomics Proteomics
• Disease Research and Drug Discovery
• Biomedical Devices and Instrumentation
• Renewable Energy
• Nanotechnology Fabrication

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Global Massachusetts 2015 Deliverables

• A coordinated talent and innovation-based
  economic growth strategy focused on five big
  opportunities.
• Invest in local talent
• A community college system like North Carolinas
• UMass RD plan linked to industry, private higher
  education
• College graduate retention strategy
• Recruit global talent
• Coordinated China/India talent strategy
• Student/H1B visa expansion
• Build alliances and special funding
• A Georgia Research Alliance for Massachusetts

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WHERE 40 R STANDSA Commonwealth Housing Task
Force Progress Report

• Mary Jo Meisner, Vice President for
  Communications, Community Relations and Public
  Affairs
• The Boston Foundation

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Incentives

• Approximately 1,000 per unit when zoning is
  passed
• 3,000 per unit when construction begins
• Priority on State Capital Expenditures
• Guaranteed coverage of any net School Costs
• Setting design standards

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Interest building fast

• 30 communities considering new zoning
• 5 applications
• 2 approvals
• 14 in discussion
• 8 applying for technical assistance
• ____________________
• 7,000 units under consideration

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Smart Growth Zoning under consideration
LEGEND Filed 40R Application w/DHCD
Applied for or received PDF grant for 40R
Under local consideration
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Local Control

• Voluntary and requires a 2/3rds vote
• Thus, a political process must take place.
• 40R changes the order of problem resolution.
  Upfront consideration of
• Infrastructure
• Design Standards

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Local Motivations

• Provides
• Needed housing, including affordable units
• Significant financial incentives
• Flexibility
• The ability to upgrade underutilized industrial
  and infill sites
• The ability to create or expand an existing town
  center
• A way to pro-actively plan for the future growth
  of the community

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Developer Motivation

• Facilitates cash payments to the community
• Education costs off the table
• A collaborative, open process issues less
  contentious
• Alignment with environmental stakeholders
• Cost savings (legal fees, time)
• Reduced likelihood of appeal

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40R on track to exceed original projections
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How you can help

• Join the Commonwealth Housing Task Force
• Publicly support smart growth zoning in your
  community and in the state
• Host an educational forum
• Make a financial contribution to the Task Force
• www.tbf.org

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Developing a Brand for New EnglandAn Update

• Lynn Browne
• Senior Vice President
• Federal Reserve Bank of Boston

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The Issue

• Mike Reopel of Deloitte Consulting
• New England does not offer potential investors a
  clear positive message
• Little marketing compared to competitor regions
• Six states should work together
• An easy fix

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• Since then
• New England Council, Federal Reserve Bank,
  McWade Group organized 3 focus groups
• Included participants from LaWare Forum, all 6
  New England states, Team New England, Neal
  Peirce
• Several related/follow-up meetings

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Focus Group Themes

• Branding strategy should be about
• Attracting and retaining jobs
• Not tourism
• Secondary theme
• Attracting and retaining younger workers
• But workers need jobs

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Strengths

• Some familiar themes
• History of innovation
• Education research
• Quality of life
• Other ideas
• Political clout (12 senators) for size
• Widespread New England ties
• Green messages

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Who is our Audience?

• Identifying our audience is key to developing our
  brand
• For what audiences do our strengths matter?
• For what audiences are our weaknesses (high
  costs) tolerable?
• Need to be precise
• What message resonates with this audience?
• What specifically do we offer?

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Ideas About Audiences

• High pay, high skill industries
• Selected life sciences
• Creative businesses
• Precision manufacturing
• Mobile entrepreneurs
• Appeal to senior decision-makers
• Offer life-style, sense of community
• Appeal globally but selectively

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Does New England work?

• Yes
• Interdependence
• Many common assets
• Some common weaknesses
• Sum has more appeal than parts
• But
• Regionalism works best when no losers

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TeamNewEngland

• Common marketing to real estate executives
• Umbrella approach
• Overall message Work Smart, Live Well in New
  England
• Strong emphasis on innovation
• But also showcases individual state campaigns
• Led by Northeast Utilities

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Other Initiatives Also Underway

• Reinvigorated campaigns in some states
• Boston History Innovation Collaborative effort
  to document and sustain Bostons history of
  innovation

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What Next?

• TeamNewEngland model regional umbrella for state
  efforts.
• Identify target audiences
• How do they see us now?
• What would attract them? Must be real.
• Refine and document message
• Develop a marketing strategy, tag line

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How can you help?

• Target audiences
• Industries/products
• Geographies
• Individuals
• Marketing approaches
• How do we reach our audience?