ENTREPRENEURIAL ECOSYSTEM: THE INFUSION MODEL. Cayuga Community College State University of New York Auburn and Fulton, New York

ENTREPRENEURIAL ECOSYSTEM: THE INFUSION MODEL Cayuga Community College State University of New York Auburn and Fulton, New York

Presenters Dr. Daniel P. Larson President daniel.larson@cayuga-cc.edu Mr. Thomas J. Paczkowski, CFP Professor of Business and Economics, and Fred L. Emerson Foundation Endowed Chair in Enterprise and Innovation paczkowski@cayuga-cc.edu Mr. Jeffrey Hoffman Executive Director, College Foundation hoffman@cayuga-cc.edu Ms. Carla DeShaw Dean of Community Education and Workforce Development carla.deshaw@cayuga-cc.edu

Central New York State Rural and manufacturing area, more than 30 years of decline Once-stable population, now aging, emigrating, wondering about future Strong in public and private higher education, with 15 institutions, including Syracuse, Cornell, Le Moyne, Wells, and SUNY campuses Distinctive Finger Lakes assets: four seasons, lakes, vineyards, arts, tourism, history, culture, travel In transition need for 21 st -century economic and workforce development Need new skill sets who and how to gather and disseminate

College History James Street Campus Fulton Campus Authorized in 1978 by Oswego County Legislature to offer Nursing courses in Mexico Established as Extension Center in 1994 Designated as Branch Campus in 2006 Founded 1953 under local sponsorship of Auburn City School District as Auburn Community College Became Cayuga Community College in 1975 when Cayuga County became local sponsor Governed by 10-member Board of Trustees, 5 appointed by County, 4 by Governor, 1 student One of 64 campuses of State University of New York First new community college founded in SUNY

Fast Facts Employees Faculty: 78 full-time, 214 adjuncts Staff: 116 full-time, 54 part-time Student Enrollment (2011-12) Credit: 3,352 Full-Time Equivalents Credit-Free: 3,951 Registrations Tuition (2012-13) $3,950 annual full-time tuition or $160/credit hour Operating Budget (2012-13) $32.36 million

Access: Convenient, Flexible Programs 10,184 individuals, 2011-12 headcount 7,583 credit and 2,601 non-credit Eight versions of Fall semester including 15 weeks, 8 weeks, first half, second half, late start, weekend intensive, online, concurrent enrollment 22 degree programs, including liberal arts; computer, electrical, mechanical, and information technologies; criminal justice; nursing, studio art and design; education; business Four campuses: Auburn, Fulton, Online, and Cayuga Advantage (concurrent)

Student Enrollment Trends 1,600 1,400 1,200 1,000 800 600 400 200 0 1,238 5-Year FTE Student Enrollment 1,159 804 765 559 695 268 305 1,339 1,293 1,229 966 987 919 831 959 941 326 251 263 2007-08 2008-09 2009-10 2010-11 2011-12 Auburn Fulton Online Cay Adv/Oth 10,184 = Total 2011-12 headcount of 7,583 credit and 2,601 non-credit From Fall 2007 to Fall 2011, part-time enrollment grew 23% and full-time enrollment grew 15%

Community Education and Workforce Development Offered 298 different courses and 627 sections of credit-free programming in 2011-12, increase of 7% from 2010-11 2,620 individual students participated, increase of 12.5% from 2010-11 4500 4000 3500 3000 2500 2000 1500 1000 500 0 879 Year-to-Year Registrations 2307 3317 3951 2008-09 2009-10 2010-11 2011-12

Endowment Assets per FTE Enrollment (2009)

THE BIG IDEA: Entrepreneurial Infusion Model CURRICULAR LEVEL: Plant the seed Deliver entrepreneurial concepts and experiences through secondary, collegiate, and workforce development curriculum INSTITUTIONAL LEVEL: Help the seed take root Incorporate model into all College activities COMMUNITY LEVEL: Nurture the growth Partner with peers, community organizations, industry, and government CULTURAL LEVEL: Self-propagation Empower people to think creatively and innovatively, and to establish self-sustaining hotbed of entrepreneurial activity

Planting the Seed Curricular Level Work entrepreneurial thinking into all programs and majors Three-course entrepreneurship concentration in Business degree program, open to students from range of majors 1500 1000 500 0 Last year, 1,231 Cayuga students from broad spectrum of academic programs were exposed to entrepreneurial thinking through coursework, projects, experiential learning, competitions, and three student-run ventures Student Enrollment in E-Ship Infused Courses 559 699 924 1,231 2009 2010 2011 2012

Planting the Seed (Curricular) Fold the concepts into high school curriculum, projects, business idea competitions Helped local BOCES integrate entrepreneurship theme into English Language Arts curriculum, required course in career and trade programs, and reached more than 300 students from 10 different programs in past two years Sponsored business plan competition for these students Business idea competition offered hands-on experience for Cayuga students First place; $1,000 for MySleeves, changeable sleeves for functionally fashionable shirt Second place; $500 for Keeping it Sunny Foods, mobile concession stand Third place; $250 for Hockey Jocks Ice Cream, hockey-themed ice cream franchise

Planting the Seed (Curricular) Embed these concepts through workforce development offerings Offer credit-free programs in entrepreneurship and incorporate entrepreneurial thinking into professional development programs to build stronger workforce Approximately 125 students and community members participated in these credit-free classes during 2011-12: Business Basics: Starting Your Own Business Marketing Basics: Your Tool Kit The Entrepreneurial Process Minding Your Market Bookkeeping for Small Business Owners Entrepreneurial Road Trips

Planting the Seed (Curricular) Encourage community members to take first step and start their own businesses Students in credit-free courses starting these businesses: Bed & Breakfast Driving School Memoir Writer Bakery/Catering Company Jewelry Making Acupuncture & Massage Therapy

Discussion What challenges have you or your organization faced at the curricular level? How have you navigated around obstacles that arise? Does your organization get stuck on this single issue? Does entrepreneurship at your college mean simply a degree program/concentration? How do we move entrepreneurship beyond a single academic program?

Helping the Seed Take Root Institutional Level Create College-wide environment that supports risk-taking Develop environment and management style from top down that encourages innovative thinking, flexibility, and creativity Create organizational structures that support new ways of conducting business North Maharashtra University Partnership Joint-Degree Programs microbiology chemistry management computer science

Helping the Seed Take Root (Institutional) Allow seed to grow outside of traditional borders Empower employees to pursue interests that don t traditionally lie within job descriptions Capitalize on their enthusiasm and allow them to come into their own understanding of how they can contribute to College Expand people s expectations of their contribution to College High-Tunnel Greenhouse Agricultural Science Symposium

Helping the Seed Take Root (Institutional) Protect the young seedling from over-exposure, too much water Provide enough support to individuals and teams as they begin new venture whether staff members taking on new project or community member launching their own business Don t let them be overwhelmed by workload

Helping the Seed Take Root (Institutional) Takes time for process to happen Entrepreneurial infusion is cultural change in how colleges traditionally function change doesn t happen overnight Tie budget requests to strategic goal move away from resource-allocation and toward opportunity-driven models Review position descriptions annually and make adjustments as needed to keep organization flexible and moving forward

Discussion What challenges have you or your organization faced at the institutional level? What are solutions your organization has developed to handle challenges? When are best times to discuss making changes at the institutional level? How do you initiate those conversations at your college? How can we change our institutions to be more flexible, responsive, and daring?

Nurturing the Growth Community Level Add nutrients to environment to encourage growth Partner with community and business partners and peers to provide new expertise and perspectives, and expand impact of activities Enitiative, with Syracuse University and regional partners SUNY Engine, Power of SUNY and the Entrepreneurial Century Internships, experiential learning placements/activities, with support from AmeriCorps High-Tunnel Greenhouse, with Cayuga/Seneca Community Action Agency and funded by Walmart Foundation

Nurturing the Growth (Community) Add nutrients to environment to encourage growth Partner with community and business peers and entities to provide new expertise, perspectives, and resources, and to expand impact of activities Athletic Stadium with Auburn City School District Fulton Campus at River Glen with College Foundation

Nurturing the Growth (Community) Shower periodically to prevent dehydration Seek external funding to initiate and help sustain growth Kauffman Foundation Coleman Foundation Emerson Foundation AmeriCorps Federal TAACTP grant SUNY 2020 grant

Nurturing the Growth (Community) Remove weeds that stifle expansion Get rid of programs, people, policies, and practices that hamper growth Make sure to provide enough sun Recognize and reward success Incentivize risk taking and pursuing new initiatives

Discussion What challenges have you or your organization faced at the community level? Who has been involved in recruiting community partners to campus initiatives? Are there projects on your campus that could benefit from including community partners? What kinds of issues should your campus be prepared to handle before pulling in community partners?

Self-Propagation Cultural Level Success breeds success GIS program adopted infusion model to incorporate GPS technologies into range of programs from art to criminal justice to biology Mapping graffiti to help police identify crime hotspots Asian Clam research at Owasco Lake Identifying and tracking harmful parasites in deer skat Using GPS units as drawing utensils and athletic field as their canvas to test student spatial perceptions and ability to scale design

Self-Propagation (Cultural) Hybridization New ideas often lie at intersection of multiple disciplines, and infusion model encourages these collaborations New programs in: Healthcare/health science Information technology Wine studies Plastics technology Theatre Arts management

Self-Propagation (Cultural) Cluster effect for entrepreneurs Entrepreneurs and innovators will stay in area where they find support and can build strong network of peers and mentors Syracuse Tech Garden, Silicon Valley, San Diego Why not Central New York?

Self-Propagation (Cultural) Friendly environment for innovators Once cluster in place, easier to find government support to maintain and expand success through special programs or tax incentives Central New York received more than $193 million in funding for 162 projects through Regional Economic Development Council Novelis in Oswego County investing $208 million to expand aluminum plant; College partnering to create new educational programming for employees Graduates have background and confidence to pursue own ideas or suggest improvements within organizations, making companies more competitive

Entrepreneurial Infusion Model CULTURAL LEVEL: Self-propagation CURRICULAR LEVEL: Plant the Seed Questions? COMMUNITY LEVEL: Nurture the growth INSTITUTIONAL LEVEL: Help the seed take root

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