13 SPEC Kit 355: Campus-wide Entrepreneurship
residence program for entrepreneurship. Other related offices, mainly at East Baltimore, that help JHU
faculty get their ideas to market. In addition, the university has developed office and research space
in new buildings built in East Baltimore, intended for university-affiliated entrepreneurs to develop
their ideas.
One of the university’s goals in our strategic plan is to “produce impactful new knowledge, innovations,
and creative works as evidenced by contributions to solving society’s grand challenges”.
“Strengthen existing partnerships, and explore new ones, to promote institutional teaching and
research priorities, including the use of public-private partnerships.” from university strategic plan
The Cornerstone Plan: Pillar 2: Advance knowledge and serve the public through research, scholarship,
arts, and innovation. Strategies: Infrastructure and Services: The university will enhance institution-
wide infrastructure and services to encourage and support research, scholarship, creative arts, and
innovation by faculty and students. These enhancements include everything from administration and
support for research grants and library collections and services to computational resources and core
laboratory capacity.
The first initiative of university’s strategic goals (2017–2022) is the entrepreneurial mindset as a
pervasive, animating force. We believe entrepreneurial principles are very much in keeping with
the goals of every aspect of higher education—after all, being a “first mover” in any endeavor starts
with a dedication to discovery and transformation. In this spirit, we’ll empower all members of our
community to launch solutions early, evaluate results critically, and make improvements continuously.
Above all, we want this rapid innovation cycle to be flexible and collaborative, and to reflect profound
empathy for the end user—which we define as humanity itself.
The institution’s evolving Campus Plan includes a focus on Innovation. The goal of the working group
charged with focusing on Innovation is described as the following: “Against the backdrop of significant
external forces that will affect higher education over the next 25 years, Syracuse University will define
its own path of change and institutional renewal, one distinguished by its unique past and guided by its
virtues. We have a long record of trail-blazing innovation and creativity, including veterans’ programs,
entrepreneurial activity, the arts, disability studies, campus-community engagement, and industry
partnerships, to name a few. We will strive to ensure that our culture, structures, and mechanisms
continue to fuel productive change and empower us to respond nimbly to emerging needs and
opportunities. We will work to cultivate an enterprising mindset characterized by visionary thinking
and creative problem solving, and the capacity to channel ideas into actions. Such an environment will
attract the best and brightest students, faculty, and staff and incite external partnerships with those on
the cutting edge.”
The University of California system overall has the President’s Innovation and Entrepreneurship
Initiative. This funding is being used differently at each campus. At UCLA, entrepreneurship is being
tackled across campus in various departments, schools, groups, etc.
The university’s scorecard includes a goal to increase business start-ups from 13 in 2008 to 34 in 2020.
The university’s strategic plan (2016–2018) Goal 4: Research and Discovery lists technology transfers
and licensing as a metric.
There are some campus-wide initiatives as described in the introduction.
This has been a major priority of our university president.
Washington State University Strategic Plan, 2014–2019, has four goals, one of which is Outreach and
Engagement. An initiative under that goal is: Increase the amount and impact of intellectual property
resulting from WSU research. A metric for measuring progress is: Number of start-up businesses from
WSU research and outreach.
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