Metropolitan Impact: Using the Research Center for Engagement

Transcription

1 Metropolitan Impact: Using the Research Center for Engagement ilabs, Center for Innovation Research Page

2 Partnerships Page 2

3 Background on ilabs University of Michigan-Dearborn Center for Innovation Research Creating an infrastructure for community engagement by connecting regional partners, students, and faculty to address community challenges... Three product lines: Internal Studies (University-Level) Student Exit Surveys Post-Graduate Expectations Survey Sponsored Research (External/Regional partners) Ford Needs Analysis Capuchin Soup Kitchen Project Program Initiatives (Annual & Regional) ecities Michigan Technology Climate Survey Page 3

4 ecities Overview Page 4

5 ecities Impact Help Michigan communities encourage entrepreneurs and small businesses First major study by a business school to focus on locallevel economic development Benchmarking study to support local governments: Quantitative & qualitative research Longitudinal performance metrics Customized data analysis through benchmarking reports In 2012,114 communities from 40 counties: Home to 34% of Michigan s residents Account for 50% of Michigan s real commercial property Home to over 125,000 entrepreneurs & over $3 billion in income Over $1.5 billion in commercial construction Page 5

6 Ford Non-Profit Analysis Overview Develop long-range project that engages University, students, and non-profit organizations (NPOs) Project was broken down into two stages Developed 70 question survey of NPOs in Michigan; had 50 responses The key findings of the research were that NPOs want support with: 1. Funding support 2. Operational and performance measurement 3. Reputation management and marketing tools Organized students to consult with NPOs and develop internal benchmarking reports along with external marketing reports Page 6

7 Ford Non-Profit Analysis Phase I When asked which areas are critical to the organization in supporting its mission: 100% agreed Programming and Planning 98% agreed Operations and Governance To what extent do the following activities currently/will soon pose a challenge for your organization in fulfilling its mission? Agree Enhancing visibility/reputation 74% Evaluating/assessing program outcomes/impact 68% Creating, updating, and using databases 66% Obtaining technology resources 62% Recruiting/keeping volunteers 60% Reaching potential clients/users 60% Maintaining performance indicators 58% Training staff/volunteers on technology 58% Page 7

8 Ford Non-Profit Analysis Phase I Four key goals emerged from phase I and became the premise for the next phase: IT Toolkits & Needs Assessment of Centralized Resources/Portal Organizational Outcome Assessment System & Business Intelligence Tools Reputation Management & Marketing Tools Regional tool for collaboration on outcome assessment, benchmarking, and partnerships (Long Term) Page 8

9 Ford Non-Profit Analysis Phase II Students spend an average of hours with each NPO = over 2,000 hours since June NPOs participated Generated full-detailed reports and baseline reports Database housing all collected NPO data Online resources for NPOs Page 9

10 Ford Non-Profit Analysis NPO Benefits Access to UM-Dearborn resources (students, faculty, and database) Detailed overview report of annual performance This level of analysis enables NPO s to track project/program progress and identify opportunities for improvement Hands-on involvement in the creation of these reports results in a personalized report based on the NPO s mission, capacity, and expectations Page 10

11 Studies of Mention Capuchin Soup Kitchen Project Marketing and operational plan Recovery Park Project Business plan for Detroit urban farm/neighborhood stabilization Jewish/Chaldean News Project Measuring collaboration in two entrepreneurial communities Page 11

12 Panel Discussion Panel Members: Joy Beatty, Associate Professor at UM-Dearborn College of Business Tim Davis, ilabs Director Nicole Mangis, ilabs Assistant Director Ife Oyedele, ilabs Student Researcher Page 12

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