2. Meeting Information
All articles and presentations will be posted on
www.lsu.edu/LSU2015
This meeting is streaming live at
http://www.lsuagcenter.com/RDSC
2
5. Opening Remarks
Beginning today and throughout our process we
will look at why higher education is undergoing
transformation across the country.
Change is a constant, but today there is a “new
normal” in many institutions.
We look forward to hearing from you and from our
guests and online public comments.
5
6. Research and Discovery
Sub-Committee Charge
Our sub-committee will make recommendations on:
Current strengths
Strategic priorities and goals
Joint research proposals and projects
Collaboration incentives
Productivity and accountability
Technology transfer
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8. BRIEF ORIENTATION TO THE
TRANSITION ADVISORY TEAM
PROCESS
Dr. Christel Slaughter, SSA Consultants
9. Transition Advisory Team Objectives
Develop a vision for a world-class university;
Identify elements critical to remaining
competitive in the higher education environment
of the future; and
Recommend best-practice organizational models
for a multi-campus flagship university.
9
10. Sub-Committee Leadership
Academic Sub-Committee
Dr. William “Bill” Jenkins
Dr. Lester W. Johnson
Finance and Revenue Sub-Committee
Mr. Clarence P. Cazalot, Jr.
Mr. G. Lee Griffin
Operations and Technology Sub-Committee
Mr. William M. Comegys III
Mr. William L. “Bill” Silvia
Research and Discovery Sub-Committee
Dr. James W. “Jim” Firnberg
Student Experience Sub-Committee
Lt. Gen. Russel L. Honore’
Ms. Carroll W. Suggs
Legal and Regulatory Advisory Group
Dr. James W. “Jim” Firnberg
Mr. W. Shelby McKenzie
10
11. Organizational Chart
LSU Board of Supervisors
Transition Advisory Team
Legal and Regulatory
Advisory Group
Operations and
Academic Finance and Revenue Research and Discovery Student Experience
Technology
Sub-Committee Sub-Committee Sub-Committee Sub-Committee
Sub-Committee
11
12. Task Forces
Finance and Revenue and Operations and Technology Sub-Committees
Commercialization and Technology Transfer
Streamlining Procedures, Rules, and Regulations
Technology
Administrative Services
Revenue Generation
External Affairs
12
13. Sub-Committee Design
Five topic specific sub-committees (Academic, Finance and
Revenue, Operations and Technology, Research and
Discovery, and Student Experience)
Sub-committees will gather information from subject-matter experts,
research studies, and other resources to develop best practices
recommendations by focus area to the Transition Advisory Team
Each sub-committee will be chaired or co-chaired by Transition
Advisory Team members
Other sub-committee members will be appointed through
recommendations provided by each campus
Sub-committee activities will begin in January 2013 and be completed
by June 2013
One Legal and Regulatory Advisory Group will provide
technical advice and support to the five sub-committees
13
14. Process
JANUARY 2013
Sub-Committees Staffed and Activities Scheduled
JANUARY to MAY 2013
Transition Advisory Team and Sub-Committees Execute Activities
MAY 2013
Sub-Committees Deliver Reports to Transition Advisory Team
MAY to JULY 2013
Transition Advisory Team Develops Report of Recommendations
JULY 2013
Transition Advisory Team Presents Final Report of
Recommendations to Board of Supervisors
14
15. Sub-Committees and Meeting Format
Each sub-committee is expected to meet at least twice
and will be led by two of the co-chairs.
During these meetings, national and local subject-matter
experts will provide testimony; reports and findings will
be discussed; and input from the public will be heard.
Please let us know in advance if you would like to
provide testimony or recommend a speaker.
Information gathered from your sub-committee
meetings will become part of the Final Report to be
submitted to the Transition Team and ultimately, the LSU
Board of Supervisors.
15
16. Public Records and Open Meeting Laws
In an effort to comply with the Public Record and
Open Meeting Laws, we will subscribe to the
following practices:
Announce all meetings and post the agendas at least
24 hours in advance.
Allow public comment at all meetings.
Provide a facilitator and scribe to ensure that
agendas are followed and meeting minutes are
posted to the website.
All emails and other documents are considered to be
public records.
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18. Disruptive Transformations
Significant periodic transitions that are highly
disruptive to an industry or economic sector
Brought on by: new technology, consumer
needs/demand, and cost pressures
Many examples in our lifetime include:
Media
Financial institutions
Healthcare
18
19. Higher Education Transformation…Why?
1. Cost Trend is Not Sustainable
Today’s institutions of higher education are
extraordinarily complex organizations with
significant resources tied up in overhead and
administrative costs.
Three decades of 6 percent to 7 percent annual price
increases have put college beyond the means of
most families (without substantial grants and/or
resorting to substantial student loans).*
*Deloitte: Disruptive Innovation – Case Study: Transforming Higher Education
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20. Higher Education Transformation…Why?
2. Consumer Demand is Growing and Changing
The high school diploma has been supplanted by the
college degree as the ticket required for economic
advancement. The income advantage offered by a
college degree is double what it was a generation ago.*
The number of non-traditional students is growing.
Individuals are in need of affordable paths to
qualifications necessary for economic
advancement, resulting in a untapped market.
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*Stuart M. Butler: The Coming Higher-Ed Revolution
21. Higher Education Transformation…Why?
3. New Technology
Online learning offers significant potential for higher
education to transform its basic business model.
New technology is increasing the number of disruptive
entrants in the higher education market such as:
DeVry
Western GovernorsUniversity
MIT’s OpenCourseware
21
22. LSU’s Transformation Imperatives
Refocus energy and resources on academics
Develop and leverage alternative revenue sources
Serve the economic and workforce development
needs of the state and students
Improve quality through innovative delivery
models and collaborative research
22
23. CURRENT TRENDS IN
RESEARCH AT
AMERICAN UNIVERSITIES
Dr. James Duderstadt, President Emeritus University of Michigan
26. PRESENTATION AND DISCUSSION
“LSU SYSTEM METRICS: RESEARCH
AND TECHNOLOGY TRANSFER”
Nicole Honorée, LSU System Director
of Research and Economic Development Initiatives
27. Nicole Baute Honorée
LSU System Director of Research & Economic
Development Initiatives
February 28, 2013
28. Overview
The National Research Landscape
Research Activity in the LSU System
The National Commercialization Landscape
Tech Transfer Activity in the LSU System
Implications for Economic Impact of LSU
29. Measuring Research Activity
The National Science Foundation (NSF) conducts an annual
survey (referred to as “HERD”) that is considered the
premier measure of university research and development
(R&D) activity.
The HERD captures actual annual university expenditures on
R&D from all sources of funding.
The HERD has very specific directions and
definitions, increasing its reliability and comparability.
Expenditures are NOT the same as Awards.
Major categories are total, federal, state, industry
30. National R&D Expenditures FY2011:
Top 25 vs. All LA University R&D
(NSF, dollars in thousands)
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Scale Matters!!
31. National University Research Landscape
NSF HERD FY2011: $65 billion academic R&D expenditures
$41 billion from federal sources
ALL U.S. Universities LSU System
63% federally funded 42% federally funded
Total R&D $$ change Total R&D $$ change
One year (FY10-11): 6% One year (FY10-11): -1%
Five year (FY06-11): 31% Five year (FY06-11): 14%
Federal R&D $$ change Federal R&D $$ change
One year (FY10-11): 9% One year (FY10-11): 1%
Five year (FY06-11): 32% Five year (FY06-11): 21%
32. LSU System Annual R&D Expenditures
(without UNO, dollars in thousands)
$450,000
$400,000
$350,000
$300,000
$250,000
Total
$200,000
Federal
$150,000
$100,000 Avg. Fed as %
of Total : 38%
$50,000
$0
33. LSU System Total R&D
Expenditures, By Campus (dollars in thousands)
$450,000
$400,000
$350,000
$300,000
HSCS
$250,000 HSCNO
$200,000 LSUS
$150,000 PBRC
$100,000
LSU AG
LSU A&M
$50,000
$0
34. LSU System Federal R&D
Expenditures, By Campus (dollars in thousands)
$180,000
$160,000
$140,000
$120,000
HSCS
$100,000
HSCNO
$80,000 LSUS
$60,000
PBRC
LSU AG
$40,000
LSU A&M
$20,000
$0
37. Major Sources of LSU System
R&D Expenditures (dollars in thousands)
180,000
160,000
140,000
120,000
2006-07
100,000
2007-08
80,000 2008-09
2009-10
60,000
2010-11
40,000 2011-12
20,000
0
Federal State and local Industry
Government governments
38. LSU System Faculty Employment
1,400
1,200
1,000
2005-06
800 2006-07
2007-08
600 2008-09
2009-10
2010-11
400
2011-12
2012-13
200
0
Professor Associate Assistant Research
Professor Professor Associate
39. Measuring Technology Transfer
“Technology transfer” refers to a broad set of
activities and agreements that help move inventions
along the pathway from concept to commerce
The federal Bayh-Dole Act of 1980 is the legal
foundation of most university tech transfer activity
The Association of University Technology Managers
(AUTM) conducts an annual survey of metrics which
capture certain activities of university tech transfer
40. Technology Transfer:
Myth vs. Reality
“Universities make a fortune Half of institutions made less
with their inventions.” than $2 million in 2011
“Licenses always go to
Nearly 70% of licenses go to
small companies & start-ups
large, established
companies.”
Only about 15% of licenses
“Most disclosures should be are for inventions that are
turned into start-ups.” broad enough to form the
basis of a start-up.
“All licenses make lots of Only 0.5% of licenses make
money for the university.” more than $1 million/yr.
41. National Commercialization Landscape
Benchmarks for Technology Transfer Activity
1 invention disclosure per ~$2.5 million in R&D
~25% of disclosures eventually get licensed
1 start-up company per ~$100 million in R&D
~47% of legal expenses reimbursed
Patent apps filed on ~60% of new disclosures
Only 0.5% of licenses generate >$1 million
Average ROI for Universities ~ 3.3%
Source: Speaker Analysis of AUTM FY2011 Repot
42. LSU System Invention Disclosures
Actual vs. Expected Invention Disclosures
(1 per every $2.5 million in R&D expenditures)
180
160
140
120
Actual
100 Disclosures
80 Expected
Disclosures
60
40
20
0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
43. LSU System Invention
Disclosures, by Campus
80
70
60
50 LSU A&M
Ag Center
40
Pennington
30 HSC-NO
HSC-S
20
LSU-S
10
0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
52. LSU System Campuses:
Legal Reimbursement Percentage
180%
160%
140%
LSU A&M
120%
Ag Center
100%
Pennington
80%
HSC-NO
60% HSC-S
40% National
Average
20%
0%
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
53. LSU System Campuses:
Tech Transfer Office Staffing Levels
(System total FTE in white box, year office launched in legend)
5
4 LSU A&M (1985)
Ag Center (1986)
3 Pennington (2000)
HSC-NO (1999)
2 HSC-S (2001)
LSU-S (2006)
1
0
2008 2009 2010 2011 2012
54. University Research & Economic Impact
Research activity is a fundamental input supporting the mission of a
land grant institution
Knowledge and innovation are outputs of this research activity
These outputs can be transferred out through multiple channels:
Student internships & corporate hiring of graduates
Publications & presentations
Faculty consulting, collaboration & visiting appointments
Industrial research partnerships
Licensing inventions to existing or start-up businesses
Strengthening LSU’s research enterprise, and thus its economic
impact, requires sustaining and increasing the activity flow
through this R&D “pipeline” of inputs and outputs.
55.
56. A CLOSING QUESTION:
What must be done to sustain and enhance the
inputs into the LSU R&D pipeline to increase
both the volume and variety of outputs, and
thus expand LSU’s economic impact?
Explain Total – what goes into it, federal is most cristical for impacts. Will explain further in next slide
Some loss at Prof could be retirements, Res Assoc – as we lose grant funding, they get cutASSUMPTION – show clear parallels anthough we can draw correlations
Myth – simple? Reality – complex, legally constrained, sophisticated process, which we will go through . . .