Corporate Engagement: Recommendations For A Holistic .
Corporate Engagement:Recommendations for a Holistic, Single Portal Approach forKansas State University Corporate RelationsIn Partial Response to the Research Infrastructure Task Force ReportKansas State University FoundationOffice of Research and Sponsored ProgramsDecember 21, 2010
Table of contentsExecutive summaryIntroductionExamples of successful industry-focusedcorporate relations programsBest practicesWhere is K-State now?Recommendations for a holistic, singleportal approach for K-State corporate relationsAppendix I: University corporate relations profilesAppendix II: Example industry liaison job description2367101316
Executive summaryThe landscape of corporate giving across the country is shifting, with industry moving awayfrom traditional corporate philanthropy to a focus on return on investment in their relationshipswith universities.Institutions that wish to sustain strong industry partnerships are finding that they must listenmore closely to the needs of their corporate partners. This means providing coordinatedinteractions to help companies navigate highly complex, decentralized institutions with manygroups that have competing interests.Thus, the Research Infrastructure Task Force recommendation for a one-stop shop or singleentry portal for all K-State-industry interactions is timely. As a step towards implementing theResearch Task Force’s one-stop recommendation, this paper provides information on how otherresearch universities have successfully implemented this more holistic, industry-focusedapproach. A set of best practices were gleaned from this information and a suggested straw manmodel developed to serve as a starting point for the discussions and development needed toestablish an integrated, single portal for corporate relations at K-State.The six universities examined include the University of Michigan, the University of Wisconsin,the University of Texas-Austin, Northwestern, the University of California-Davis, and theUniversity of Illinois-Champaign/Urbana. All rank in the top 25 American Research Universitiesand are recognized by the Network for Academic Corporate Relations Officers as leaders inimplementing a centralized, holistic approach to industry engagement.All have a formalized group (e.g., Business Engagement Center, Office of Corporate Relations)that serves as the single entry point for industry and provides coordination of industryinteractions. This group also coordinates a “Corporate Liaison Network” that includesrepresentatives from those entities key to developing industry engagement across a campus.Included are sponsored research, key colleges and departments, technology transfer,philanthropic giving, key faculty, student recruitment, university career services, andcommunity/regional economic development. This network has a shared strategic engagementapproach, has a process for sharing information (events, facilities, expertise), and coordinatescommunity and corporate outreach. This network meets regularly to develop, plan, and monitorcoordination of strategic campus initiatives.To make this network function properly, there must be buy in at the highest levels ofadministration with typical reporting for the formalized coordinating group at the vicepresidential level (often development or dual with research). The six universities examined havefound that corporations are more satisfied with this centralized, holistic approach to industryengagement. This satisfaction has led to more sustainable and valuable partnerships withindustry.Current K-State philanthropic structureK-State currently has a philanthropic, decentralized approach to corporate engagement. Itslegally separate Foundation has a series of development officers in constituencies for colleges,3
campuses, and the library, for example who report to the Foundation’s associate vice presidentfor constituent development, but whose positions are funded by those constituencies. Theirportfolios consist of both private donors and corporations. The fundraising priorities for theconstituencies (and in turn for their development officers) are set by their leaders, reinforcing adecentralized approach to corporate engagement.The Foundation’s office of corporate and foundation relations (manages approximately 150companies and reports to the Foundation’s vice president for development, as does the associatevice president for constituent development. While the corporate and foundation relations officedoes work with the constituency development officers, it does not have direct influence on theircorporate engagement goals and activities. In most cases, contact with campus faculty oradministrators needs to be coordinated through the constituency development staff.Other points of entry for corporations include the office of the vice president for research, theNational Institute for Strategic Technology Acquisition and Commercialization (technologytransfer), the KSU Research Foundation, and individual faculty. The relationships that start byentry through these pathways tend to be focused on research, intellectual property, andcommercialization. Career and Employment Services and the Division of Continuing Educationalso interact with industry, the first for student placement and recruitment and the latter to helpmarket and develop their continuing education client base.The starting point straw man modelKey points of the suggested starting point straw man model to help bring K-State to acentralized, industry-focused model are as follows: A central group (for convenience, hereafter referred to as the Corporate EngagementCenter) that will coordinate K-State corporate engagement across the Foundation and allthree K-State campuses. The Corporate Engagement Center would report to the Foundation president and a keycampus administrator at the vice presidential level to assure coordination andcooperation across the Foundation and all three campuses. The Corporate Engagement Center’s role will be to work with the Corporate LiaisonNetwork to coordinate and keep active industry engagement across the university byestablishing a relationship manager/team to help steward a corporation’s engagement,developing custom engagement packages to help support a corporation’s goals, andcommunicating with stakeholders across campus to maximize a corporation’s connectionto K-State. The Corporate Liaison Network will work together to assure holistic corporateengagement at K-State. At least monthly planning and information exchange meetings,chaired by the K-State Corporate Engagement Center, are suggested for this network.Members would include representatives from sponsored research, the KSU Foundation,colleges and departments, the National Institute for Strategic Technology Acquisitionand Commercialization, Career and Employment Services, K-State Research andExtension, the Division of Continuing Education, Manhattan’s Knowledge BasedEconomic Development Partnership, the Salina and Olathe campuses, the KSU ResearchFoundation, the Advanced Manufacturing Institute, and key research faculty. A Corporate Liaison Network Guidance Council will develop the shared strategicengagement approach for K-State. This group would consist of the senior members of4
the Corporate Engagement Center and one to two key members of each CorporateLiaison Network constituency. Due to the broad and strategic focus of this group, thesuggested chairperson is the provost/senior vice president.Tactical teams are the groups that would lead the relationship of strategic corporatepartners. These groups would be made of appropriate individuals from or identified bythe Corporate Liaison Network and coordinated by the K-State Corporate EngagementCenter. Certain strategic corporate partners will be managed directly out of the CorporateEngagement Center, but with the help of a tactical team.A website is needed reflecting K-State’s holistic approach to corporate engagement with theCorporate Engagement Center established as the gateway or front door to K-State resources.Key needed databases for this structure to function include (1) a shared, all-inclusivecorporate engagement events calendar coordinated through the K-State CorporateEngagement Center and (2) online, comprehensive expertise and facilities databases.5
Corporate Engagement:Recommendations for a Holistic, Single Portal Approach forKansas State University Corporate RelationsI. IntroductionThe vision for Kansas State University’s 2025 initiative is that the university will be recognizedas a top 50 public research university in the next 15 years. To achieve this vision President KirkSchulz and campus leaders began this initiative with a realistic assessment of where K-State istoday. To this end the Research Infrastructure Task Force assessed the current status of theuniversity’s research infrastructure and made recommendations for improvement. One suchrecommendation was to create a one-stop shop or single-entry portal for all K-State-industryinteractions. At the late-July retreat of the President’s Cabinet, this was one of therecommendations endorsed as part of the plan for the university to achieve the 2025 Vision.The recommendation for a one-stop shop or single entry portal for K-State-industry interactionsis timely. The landscape of corporate giving across the country is shifting, with industry movingaway from traditional corporate philanthropy to a focus on return on investment in theirrelationship with universities. Institutions that wish to sustain strong industry partnerships arefinding they must listen more closely to the needs of their corporate partners. Universities thatcoordinate internal efforts/interactions with corporations (i.e., provide a single entry portal or“concierge” interface) demonstrate to industry partners that they are working with anorganization that values their support and understands how to maximize the effectiveness of suchpartnerships.A recent member survey by the Network for Academic Corporate Relations Officers (NACRO)has found a growing trend toward moving away from philanthropic-centric corporate relations toa more holistic and industry-centric approach that is centrally overseen. Those memberuniversities that have made this transition have found that their corporate partners are moresatisfied with their university interactions and that there is a greater potential for a sustainedstrategic engagement with those partners.As a step towards implementing the Research Task Force’s one-stop recommendation, thispaper’s purpose is to provide information on how other research universities have successfullyimplemented this more holistic and industry-focused approach to working with industry partners.We will also examine the benefits this approach and develop a set of best practices gleaned fromtheir experiences and lessons learned. Finally, we will use this set of best practices to begin toassess how such an integrated, single portal approach might be structured at K-State.6
II. Examples of successful industry-focused corporate relations programsTo identify universities that have developed successful industry-focused corporate relationsprograms, we worked with NACRO. This professional organization was founded in 2007 toprovide a network of colleagues at research institutions that engage in corporate relationships,filling a gap in information and education related to university corporate relations. Theorganization conducts an annual survey of its membership, part of which addresses theapproaches that their member universities use for corporate relations.While 80 percent of the respondents indicated that their institutions embrace a holistic model forcorporate relations, only about 30 percent ( 15) have a leadership board/group that oversees theapproach (many are informal). Six universities were suggested as leaders in this approach tocorporate relations and have a formalized group that oversees industry engagement, serving as asingle entry point for industry. The six universities include the University of Michigan, theUniversity of Wisconsin, the University of Texas-Austin, Northwestern University, theUniversity of California Davis, and the University of Illinois. These institutions are seen asaspirant universities by the NACRO membership and are often sought out for advice on how tostructure an industry-focused approach to corporate relations.All six of these universities rank in the top 25 of American research universities. Five are publicuniversities. (Northwestern, the only private institution examined, will provide some insightsrelevant to K-State’s situation since its program is two years old. It used advice from theUniversity of Michigan, the University of Wisconsin, and the University of Texas-Austin to helpstructure its program.) Three institutions are land-grant universities (Wisconsin, CaliforniaDavis, and Illinois), and the regional distribution of the six universities is primarily Midwesternto western.These six universities have found that a centralized, holistic approach to industry engagementresults in the corporations they work with being more satisfied with their university relationships.Corporations have found these universities more open to industry needs and easier to work withto find mutually beneficial activities, initiatives, and research projects. This satisfaction has ledto more sustainable and valuable partnerships with industry. The single entry point to theseuniversities helps corporations navigate what seems to them highly complex, decentralizedinstitutions with many groups that have competing interests.Corporate relations profiles for these six universities are summarized in Table 1 and can befound in more detail in Appendix I. These profiles were developed based on (1) phone interviewswith corporate relations directors, (2) presentations made at NACRO’s 2010 annual conference,(3) reports, slides, and other background material provided by the universities interviewed, and(4) various ranking reports providing information on university metrics.7
Table 1: Summary of Information from Top Research Universities Using a Holistic Approach to Corporate EngagementCharacteristicInstitution Type:Number of Students(2009)Rank‐‐Top AmericanResearch UniversitiesFunding, source:InstitutionUinversity of MichiganUniversity of WisconsinUniversity of Texas‐AustinNorthwesternUniversity of California‐DavisUniversity of IllinoisPublicPublic, Land GrantPublicPrivatePublic, Land GrantPublic, Land Grant41,674Top 2542,099Top 2550,995Top 2516,377Top 2532,153Top 2541,495Top 25 150 mil (contract research,tech tranfer, prof dev. &philathropy 75 mil ofextramural research is fromIndusDoes not know what amount of 61 million in 2007/2008; 53 mil received through foundation given from Industry (two keyfaculty)are from Industry; 45 mil inresearch from Industry 40 mill philathropicOverall 75 million corp, foundation, & 55 mill given to the U of Ill Foundation byother gifts, ( 26 mil in corporate gifts). Industry; 36 mil for Sponsored research‐‐ 650 mill research with 45 mil Corp.funding for sponsored research up by 45% forcurrent two years over the previous two yearaverage in spite of economic turn down 15 mil 34 mil 21 milOffice of Corporate Relations (OCR)Office of Corporate Realtions (OCR)The univeristy is in the process ofevolving this structure due to a newChancellor. Two new Vice Chancellorsfor: 1) University Relations, Alumniaffairs, corporate relations,government and communicty reltions,marketing and communications; and 2)Development and AdvancementServices will be hired soon. Facultywork groups with 12‐14 memebers willdrive the industry relations strategiesdirectly related to their discipline andresearch interest. The Director ofCorporate Relations will provide aSenior Staff (half time) FacultyCoordinator who will coordinate thesegroups. There will be a shared servicecenter for corporate relations to 1)manage strategic corporate relations;2) assessment and consultingThe OCR serves as the industry portal forcorporate development and is heavily involvedacross campus in discussions on sponsoredreseearch, recruiting, tech transfer, economicdevelopment. There are advancementcolleagues in collages that they work closelywith who are part of the advancementorganiization. Select companies have an"Ubana Corporate" designation that areassigned an Associate Director in the OCR;Criteria for "Urbana Corporate" are: 1)multiple college/units are involved withcompany; 2) companies financial support is 100,000 or greater annually (eitherphilanthropic or research), 3) Company hasrequested a central/campus point of contact or4) campus administration has requested that acompany be managed centrally.R&D Industry Funding: 41 milsource NSF Table 31 (2008) 21 mil; have several industryconsortia centered around aspecific areaBusiness Engagement Center Office of Corporate Relations(BEC)(OCR):The BEC provies coordination The OCR serves as the frontof industry interactions. There door, but each unit/college hasare satellite offices at college a "go to" person to manageof eng, medical School, other relationships. the OCR acts ascampuses; There arean extended sales force forcorporate relations in keycolleges and other groups oncolleges with a dotted linecampus; Works withreporting to BEC. Seeentrepenuers and helps set uporgranization chart.new businesses, with a largenumber of these businessescoming from students; externaladvisory group‐‐Deans, Head ofTech transfer; VP Research 43 milName of CentralEngagement GroupStructure of CorporateEngagementOffice of Corporate Relations (OCR) Corporate Relations Office(CRO)The OCR serves as the "default"Corporate Relations Officegateway for business and industry. (CRO) serves as officialThe OCR collaborates with individual gateway for Industry. Theycolleges; tech trans; and VPforwork with the corporateResearch. The Office of Industryrelations officers in theEngagement (OIE) was recentlySchools of Engineering,established by VP of Research toBusiness, Medicine. Have ahandle sponsored research fromcoordinated strategy forindustry (likely precipitated because contacting corporations andof academic Deanasks . The CRO alsoDean'ss dissatisfaction making "asks"with IP/tech transfer office). Theworks closely with the DirectorOCR has begun informal discussion of Economic Development, VPwith OIE to supply outreach andResearch, Career Services.relationship management becauseOIE has been reactive rather thanproactive in seeking industrysupport.Reporting StructureBEC Director dually reports to Used to report to Chancellor;The Director reports to the ViceVP of Development and VP of now reports to Vice Chancellor President for Developmentfor External RelationsResearchStaffingExecutive Director; 6relationship managers(equivalent to major giftofficers); 2 admin staff; 1office manager who directscomm & marketing; 1 datainformation managerDirector; Assistant Director(Entrepreneurship‐privateequity); Assitant Director(Marketing & communication);Office manager; 3 UniversityIndustry Liasions;Director‐‐responsible for energycompanies; Assistant Director‐‐responsible for tech companies; 1Spirit Scholarship Administrator;Events Coordinator; AdministrativeAssistant shared with theirFoundationThe Director for CorporateRetalions reports to the VicePresident of Development inthe University's CentralDevelopment office.Vice Chancellor for University Relations, Vice Chancellor for Public EngagementAlumni Affairs, and Corporate,Government and Community Relations;Vice Chancellor for Development andAdvancement ServicesDirector; Associate Dir (PhDDirector and a Faculy Coordinator .50life sciences); Assist Dir‐‐FTEhandles other constituenciesincluding career development;Knowledge Management &Communication person‐‐handles data/manages website/news stories/pr forcorporate relations; ProgramAssistant to run the OfficeDirector; 3 Associate Directors; 1 ProgramCoordinator; Administrative Assistant
Tab
filling a gap in information and education related to university corporate relations. The organization conducts an annual survey of its membership, part of which addresses the approaches that their member universities use for corporate relations. While 80 percent of the respondents indicated that their institutions embrace a holistic model for
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