Gainesville Phase 1 Final Report Printable Version Final

Greater Gainesville
Knowledge
Economy Road
Map:
Phase One Final Report

Project Overview and
Findings

Knowledge Economy Road Map Process

Reports 1-3 “Scan”
Literature Review
Asset Inventory
Innovation Data Analysis

Local Input Final Report

Report 4 Interviews Findings and
Targets of Opportunity Recommendations
(and SWOT Analysis) Advisory
Groups • 2-3 Big Ideas
Small • 5-7 Fundamental
Forums Actions
Report 5
Best Practices Review
(and Benchmarking)

The Gainesville Area Chamber of Commerce selected New Economy
Strategies LLC (Washington D.C., Austin Texas) to assist in the analysis,
assessment and recommendation for an accelerate process to strengthen
the regional economic development process, agenda, and outcomes. NES
was selected on the basis of its success in over 100 engagements where
elements of the highly inclusive, facilitated process to bring disparate
elements of scientific, technological, demographic and economic leads to
near-term implementation. NES, an innovation-focused consultancy,
determined that the region could rapidly employ methods to engage various
stakeholders in the often overlooked elements of connectivity, knowledge-
sharing, and a common purpose.

The Road Map is Driven by
Six Critical Questions

The Selection Committee and ultimately the Project
Advisory Committee determined Six Critical Questions
plaguing regional progress and success that required
addressing through a Road Map:
• What are growth opportunities for Gainesville/Alachua
County?
• What does the Chamber/business community need to do
differently to promote economic growth?
• What are the five largest impediments to economic
development?
• Where is the community support and community
opposition?
• What is University of Florida’s role in community and long
term commitment of economic development?
• How do we continue to build a world class community?

Requirements for Addressing the
Road Map Questions

The Challenges and the Goals:
Assess existing capacities, Existing Economic
infrastructure, and assets in Drivers:
opportunity areas • Biomedical R&D
Measure the region’s • Renewable/alternative
competitiveness in target energy
industries and sub-specialties • Water-related
Evaluate global trends in these
technologies
industries and their implication
• Manufacturing (devices,
for regional planning of
drugs, food products,

infrastructure, economic
etc.)

development, workforce
• Retention of Student

development, and marketing
and Faculty as
Innovators
Determine what gaps exist and
how/if they can be addressed
Enhance partnerships and assets Inherent Key Goals:
that ultimately increase the • Job creation
region’s value proposition to • Corporate recruitment
companies • Investment
• Brand development
• Commercialization

5

Project Focus Areas: Analysis, Assessment
and a Value Proposition for Action
Key Issues Specific Actions

Comprehensive • Analyze Gainesville’s economy as a whole,
analysis of identifying specific assets, funding streams,
economy strengths and challenges

Identify relevant • Identify core competencies that align assets in the
knowledge region with target industry clusters in order to
competencies promote connections between civic, business and
academic institutions

Benchmarking • Place Gainesville’s economy in a national and
Providence against international context- benchmarking the city
other regions against regional, national and international targets

Strategic value • Link the embedded regional knowledge into the
proposition on workforce system, focusing on sponsored research
Technology and industry partnerships as well as talent and
Transfer, skills development for sustainable economic
Commercialization growth

Analysis of • Target both the supply and demand sides of the
Gainesville’s economy to look at both established businesses,
Underpinnings for along with emerging industries, clusters and firms
Economic • Then identify a portfolio of immediate, near-, and
Development long-term actions necessary for a new regional
Implementation economic development and programmatic
implementation approach

6

Project Phases: from Analysis to Alignment
Phase I: Phase II:
Data Analysis Innovation Networks

Current Innovation Snapshot
VC – 08, Patents – ’07, Identify which Dots are Critical
Fed Funding – ‘06/’07

Asset Base Assessment Levels of Connectivity
Inventory of Names, Programs,
Facilities, and Companies Purpose of Connectivity

Target Sectors Dialogues addressed by
Frameworks and drill-down;
drill- Connectivity:
impact of connectivity • Economic
• Financial
Dialogues
• Political
addressed by
• Demographic
connectivity
• Resource Utilization
(time, reputation, money)
Knowledge
Identify people with talent, expertise, “Innovation Risk Assessment”
experience, and their own networks

Benchmarks
“Cities/Regions that are connected
look like this… (X, Y, Z)”

The Gainesville Area Chamber and NES determined early into the project
phases that the Data Analysis, while critically important for updating and in
turn drilling-down into new knowledge, must be accelerated to address
several barriers and limitations that had held the region back from
competitiveness and overall innovation output. In examining both the data
and target sectors, additional data supported the discovery of building
stronger networks among the asset base, institutions, organizations and
individuals that drive Gainesville’s ‘innovation networks’. By examining
these elements of Know-What and Know-How among vital scientific and
technological drivers, NES began to assess the Know-Whom – the
powerful linkages – or frankly the lack thereof – among the people and
enterprises that differentiate Gainesville’s economy from others. 7

Data Highlights: New facts on the
uniqueness of the Gainesville economy
Gainesville* Key Industry Snapshot
University of Florida Sponsored Research Awards Size of Bubble: 2008
Employment
(in Millions)
Y-axis: Location Quotient,
$600 Non-Federal $583 $562 Declining,
Healthcare
2008 Employment
Growing,
Federal Strong Cluster
$494 $519
$500
Strong Cluster
$470 Engineering &
$458 1
$437 Design Biomedical
Building &
$400 $380 Construction
$339 Finance
$301
$300 Education
Research

$200 IT
Prof Svcs

$100 Industrial
Machinery
Logistics

Electronics
$0
Growing
Declining, Weak Cluster
Weak Cluster
1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

0
-25% 0% 25% 50% 75%
Source: UF Office of Research, 2008 Annual Report Regional Employment Growth, 2003-2008
*Gainesville = Alachua County + Gilchrist County

Alachua County Patent Snapshot, 2002-7
Share of Patents
(U.S. share)
Breakdown of Federal Awards by Agency, 2008

$6 $6 $6 $13
(In Millions of Dollars) (38%)

$13
NIH
NSF

$15 $127 USDA
DOD (23%)
(17%)
$17
HRSA
Education
HHS
Energy
(6%)

$29 VA
NASA
(13%)
(3%)
$32
Commerce
*Other includes Environmental Technologies, Aerospace &
$39
Interior
Other Defense, Industrial Processes, and other miscellaneous
categories
Source: UF Office of Research, 2008 Annual Report Source: 1790 Analytics, USPTO

Demographic Indicators:
Regional Education Experience

Educational Attainment (% Bachelor or higher)

Source: WITS (Demographics Now)

This is view of how Alachua County significantly outperforms the
other counties in the region in terms of educational attainment;
this is a critical asset that should be better leveraged to grow
and recruit companies and retain students. As was noted further
in the interview and forum stages, the disparate nature from
one high school to the next, one program to the next demands
a closer analysis and drill-down into the work required for a
county-wide standard of excellence. 9

Industry Overview: What is currently
driving the regional economy?

Source: Moody’s economy.com

Obviously the regional economy has a good spread of sectors, industries
and therefore jobs. The size of the bubble is the relative size of the regional
employment total, and the growth to the right of the axis suggests those
sectors that are still continuing to expand, especially biomedical, research,
building and construction, engineering and design. Yet, not taking into
account the 2009 decline nor necessary interventions to continue growth
and competitiveness will suggest that the region must create its own future.
10

Key Sector Employment Growth:
Key Sector Employment Growth:
Five Years of Competitiveness by Sector
Employment Growth Patterns

In twelve sectors, the most significant patterns for growth have been in
biomedical, construction, health-care, logistics, professional services, and
research. Of concern is the decline in information technologies due to its impact
on a wide range of interdisciplinary and collaborative sector products.

11
11

The Current Economic Climate

Change in Employment, Apr. 2008 – Apr. 2009

Source: Alachua/Bradford Regional Workforce
Board

Significant employment declines across most sectors, with
Gainesville having overall fewer declines in most areas than
the State of Florida suggest that recovery from the recent
downturn will require interventions and strategies that
leverage a broad spectrum or portfolio of opportunities to
leverage know-what (degrees, certification) with know-how
(applied technologies, market driven)

12

The Current Economic Climate

Unemployment Rates, Apr. 2008 vs. Apr. 2009

Source: Alachua/Bradford Regional Workforce
Board
Unemployment rates have risen sharply, and nearly doubled
across all geographies, though rates in the Gainesville area
remain below the Florida and U.S. average. Therefore, the
trends for effects of the economic slowdown and the potential
for recovery appear to be more viable in the Gainesville region
than the State as a whole. Understanding the portfolio of
employment, skills, new enterprise opportunities and leveraging
Know-What and Know-How are vital to sustainable growth. 13

Federal R&D Funding:
Estimates of Non-UF Funding Recipients

Five years of federal
funding by technology
sector

Five years patent
sectors across both
academic and private
sector inventors and
assignees

Similar to Gainesville regional patent portfolio, two thirds of federal
R&D funding in grants and contracts from federal sources, is
allocated to Life Science. Other well-funded sectors include
Agricultural Science, Environmental Science, and Defense. Total
federal R&D funding in the region has hovered around $150 million
from 2002 to 2006. 14
Source: IE360; FAADS

Federal Funding Recipients:
A Portfolio of Private Sector Participants

The overwhelming importance of the University of Florida and
the Shands medical grants and contracts should not
overshadow the importance of the initial and emerging needs
for obtaining more industry and private sector recipients on
which to create public-private partnerships for discovery,
development and deployment of the next generation of new
ideas, products, and commercialization opportunities.

Portfolio of Investments in Regional R&D

Research Awards by Sponsor, 2008

(in Millions)
Source: UF Office of Research, 2008 Annual Report

The majority of the research awards come from the federal
government (57%), though state/local government and
foundations contribute an additional 17% and 13%, respectively.
What will be essential, as state budgets continue to decline in
the long-term and federal funding shifts to additional priorities, is
for the Gainesville region to adopt a more aggressive research
agenda – an alliance among institutions and the private sector –
to attract and therefore increase industry consortia and larger
corporate R&D to locate side by side to the Gainesville asset
base.
16

Driving Innovation and Economic Growth

Research Awards by Academic Unit, 2008

(in Millions)

The majority of funding for research at the University of Florida
goes to Life Sciences, with the Health Science Center receiving
52% and the Institute for Food and Agricultural Sciences
receiving 19% in 2008. The College of Engineering received
about 12%. Though not surprising given the significant focus
through Shands and several Centers of Excellence, the challenge
for regional innovation ‘system’ is to form a federally-funded
supportive agenda with the University of Florida as well as to
define other agencies and programs that should be recruited to
Gainesville along similar lines of an economic attraction model
for industry. 17

Federal Investment ‘Bets’ on Gainesville’s
Knowledge

Breakdown of Federal Awards by Agency, 2008

Source: UF Office of Research, 2008
Annual Report

NIH is the largest source of funding, with 39% of federal awards;
NSF, USDA, and DOD receive funding of 12%, 10%, and 9%
respectively. This is an impressive portfolio of federal funding. Note
this reflects just one-year’s worth in a portfolio of ten-years of
tracking the federal investment – or bets – on Gainesville’s Know-
What and Know-How. The focus for a regional innovation strategy
should be: increase the regional value proposition for both
academic AND industry grants and contracts, leveraged by private
sector and philanthropic resources, and commercialized resources
betting on Gainesville’s capacities to convert ideas to products and
services for national and global distribution! 18

Specific National Institutes of Health
Gainesville Investments: Indications of
Future Opportunities
Breakdown of NIH Awards, 2008

Source: NIH

Top research areas for NIH funding were Internal Medicine,
Dentistry, Genetics, Pathology, and Physiology. The ability to
drill-down into the funding sources of grants and contracts,
as well as to define potential patient, consumer, and industry
focus areas of science allows a region to infer future
opportunities for collaboration and commercialization. A
portfolio of science awards also indicates opportunities for
cross-disciplinary exchanges and the construct of teams that
coordinate capabilities around emerging areas of
technological application.
19

Converting R&D Investment into New
Firms, Products, and Jobs
University of Florida Technology Transfer Income


The University’s aggressive agenda to convert ideas into the next generation of
enterprises has resulted in not just additional income for the academic programs
on the campus, but as begun to increase the opportunities for entrepreneurial
interests to remain in the region and to be recruited to locate in Gainesville. This
steady upward income model can be equated to a value proposition: the region
is open for collaboration, coordination, and alignment of the best minds leading
to products and services that solve national Grand Challenges and common
every-day needs.
20

Research Findings: Gainesville
Knowledge Economy Building Blocks

Innovation
Driver Clean “Smart” Nanotech Advanced
Building Technology Infrastructure & Devices Computing
Blocks

Competency
Building
IT & Software Process Biological Advanced
Blocks Engineer- Sciences Materials
ing

Industry
Sector Human Agricultural Alternative 21st Century
Building Life Science Life Science Energy Logistics
Blocks

Human Industry Target #1:
Life Science Human Life Science

General Background

Major sub-sectors within this industry include
Pharmaceuticals; Medical Devices and
Equipment; and Research and Testing

• Key drivers of the human life science market
come from both the supply-side (technological
advances in areas like DNA sequencing and
imaging technologies pave the way for
personalized medicine) and the demand-side
(aging populations and rising wealth across
many large developing countries is increasing
the demand for healthcare and related
products)

• Niche areas for Gainesville = Regenerative
Health; Cancer; Brain Research; and Genetics

22


Gainesville Cancer Assets Gainesville Brain
Research/Neuroscience
• UF Shands Cancer Center: Assets
one of Florida’s pre-eminent
cancer treatment facilities, • McKnight Brain Institute:
recognized for its nationally recognized for its
multidisciplinary research and research on the nervous
state-of-the-art clinical system and developing and
therapies; research targets developing clinical
include: treatments for its diseases
o Cell signaling and
regulatory mechanisms • Preston A. Wells, Jr. Center
o Cancer genetics and for Brain Tumor Therapy
viral
o Experimental • Engineering Labs like the
therapeutics Computational
NeuroEngineering Lab
• Proton Therapy Institute: (combines principles from
innovative cancer treatment; machine learning, signal
more than 44,645 proton processing theory, and
therapy treatments delivered computational
to 1,275 patients neuroscience) and
Neuroinformatics Laboratory
• Clinical Trials expertise: UF is
one of the sponsor • Innovative companies with
organizations for at least ten including Banyan
different cancer-related Biomarkers (diagnostics)
clinical trial programs and Optima Neurosciences
(seizure detection &
warning technology) 23


Gainesville Genetics Assets Gainesville Regenerative Health
Assets
•Genetics Institute: research,
education and patient-care • Center of Excellence in
Regenerative Health
• Interdisciplinary Center for Biotechnology: recognized for
Biotechnology Research strength in research, education
(specialization in gene-based and training, and
sequencing) biopharmaceutical
manufacturing capabilities
• Powell Gene Therapy
Center: therapeutic gene • Interdisciplinary Center for
delivery Biotechnology Research:
specialized research across
• Gene Dynamics Laboratory four main areas - Poteomics,
Genomics, Bioinformatics, and
• Foundation for Applied Cellomics
Molecular Evolution:
interdisciplinary research • Powell Gene Therapy Center
with focus on genetics
• Successful and innovative
• Innovative companies medical device companies like
including AGTC (Gene RTI Biologics; Exactech;
therapy); also array of plant Transgeneron Therapeutics;
genetics companies AxoGen

24

Agricultural Industry Target #2:
Life Science Agricultural-based Life
Sciences

General Observations

Major subsectors in this industry include
feedstock, chemicals and fertilizer, and
research and testing

• Agricultural biotechnology is a key driver in
this industry, which includes genetic
engineering, a somewhat controversial
practice in which the genetic composition of
plants is altered to improve harvests,
minimize resource use, or increase variety

• Niche areas = food science and crop
management

25

Agricultural Industry Target #2:
Life Science Agricultural-based Life
Sciences

Gainesville Crop Gainesville Food Science
Management Assets Assets

• USDA Center for • Center for Nutrition Studies:
Medical, Agricultural, specialties in Human and
and Veterinary Animal Nutrition as well as
Entomology: research molecular/cellular nutrition
aimed at reducing or and metabolomics (with a
eliminating the harm focus on genetics)
caused by insects to
crops, stored products, • Center for Food Distribution
livestock and humans and Safety: explores issues of
food quality and safety
• UF/IFAS Center for throughout the distribution
Aquatic and Invasive chain
Plants
• Center for Smell and Taste
• UF’s Dept. of
Agricultural and • Center for Organic Agriculture
Biological Engineering
• Innovative companies
• Water Resources including ABC Research
Research Center Corporation (food safety and
testing); Biological Consulting
• Companies: BioProdex Services (pathogen detection)
(bioherbicides);
Integrated Plant
Genetics_Inc. (plant
disease control)
26

Alternative Industry Target #3:
Energy Alternative Energy


Major markets in this industry include solar
power, wind power, and biofuels; fuel cells also
shows promise but remains primarily in R&D
phase

• Alternative Energy is one of the fastest
growing industries, with revenue of $116
billion in 2008, up 53% from the previous year

• Major opportunities with the industry in
conjunction with government stimulus
programs, the largest of which is the ARRA,
providing $70 billion in tax credits and direct
spending for clean energy and transportation
programs

• Niche areas = biomass, solar energy, and fuel
cells

27


Gainesville Solar Energy Assets Gainesville Fuel Cell Assets

• Florida Institute for • Fuel Cell Research and
Sustainable Energy: specializing Training Laboratory: current
in advanced materials research projects include a fuel cell
relating to solar panels and bus demonstration and an
device physics relating to investigation of applications
efficiency improvement for marine applications

• Dept. of Electrical and • UF-DOE High Temperature
Computer Engineering: Solar Electrochemistry Center: UF
Device Research was recognized by the DOE
as having one of the
• Innovative UF spin-off preeminent solid oxide fuel
companies including AZonic cell (SOFC) research
Solar (CIGS Photovoltaic Cells) programs in the country
and Sestar Technologies
(polymer photovoltaic • FISE Technology
materials) Incubator’s Prototype
Development &
• Proactive utilities company, Demonstration Laboratory:
GRU, first in country to propose provides facilities for the
a solar feed-in-tariff to promote development and design of
expansion of solar PV systems commercial prototypes for
in Gainesville; note = solar energy efficiency
power still expected to technologies and other
contribute a relatively small relevant devices
share to Gainesville energy mix
(<1% by 2013)
28


Gainesville Biofuels Assets

• Florida Center for
Renewable Chemicals and
Fuels: biofuels and expanding
the capacity of biorefineries

• Bioenergy and Sustainable
Technology Laboratory
(BEST): environmental
biotechnology

• Biofuel Pilot Plant: serves as
a platform to accelerate
successful commercialization
of cellulosic ethanol

• Innovative biofuel
companies like Verenium
Corp. (enzymes); BioEnergy
International (biorefineries)

•Gainesville Renewable
Energy Center: 100-
megawatt biomass power
plant by American
Renewables in partnership
with Gainesville Regional
Utilities; biomass expected to
generate 16% of electricity
by 2013 29

Industry Target #4: Integration
21stCentury
Logistics
of Industrial Design, Adv.
Manufacturing, and Delivery


Gainesville is home to several distribution centers as
well as several innovative start-ups:

• Wal-mart Distribution Center
• Dollar General Distribution Center
• Performance Food Group’s Customized Distribution
Center
• Florida Food Service
• Streamline Numerics (advanced engineering
software)
• Innovative Scheduling (transportation software)

Specialized training programs and facilities – Located
in Lake City, the Banner Center for Logistics and
Distribution is led by Lake City Community College,
with partners from North Florida and around the
state. The Center is focused on developing technical
skills across the spectrum of 21st Century Logistics.
It is home to a state-of-the-art truck driving
simulator and its curricula development and state
industry focus group work has led two colleges, Lake
City Community College and Polk College, to begin
offering degrees in supply chain management and
logistics.

30

Industry Target #4: Integration
21stCentury
Logistics
of Industrial Design, Adv.
Manufacturing, and Delivery

Gainesville Logistics Assets Supply Chain and Logistics
Engineering Center: an
UF has a solid base of research interdisciplinary center that
assets relating to 21st Century facilitates joint research and
Logistics. Key research assets applied projects among
include: faculty from Engineering,
Computer Science, and
Center for Applied Optimization: Business Administration in
joint research and applied conjunction with industry
projects among faculty from participants
engineering, mathematics and
business, with applications in Center for Pavement and
network optimization methods, Infrastructure Materials:
optimal control problems, and examination of advanced
optimization of elastic materials materials for infrastructure
Bridge Software Institute:
Transportation Research Center: focused on the enhancement,
focused on the transportation maintenance, and
planning and operations areas, dissemination of bridge
including traffic model software to address the
development for coordinated increasing demands on the
signalized intersections; level of transportation industry
service planning software
applications and level of service
for heavy trucks

31

IT &
Software
Competency #1: IT and
Software Development


Specialized IT/Software research programs:
High-performance Computing and Simulation
(HCS) Research Laboratory; Database
Systems Research Center; Computational
Science and Intelligence Lab

• Variety of industry-specific research
programs: the Bridge Software Institute,
Neuroinformatics Laboratory, Particle
Transport and Distributed Computing
Laboratory

• Innovative Companies include Prioria
(engineering and unmanned aerial systems);
Chaologix (computer chips); Grooveshark
(online music sharing)

32

Process Competency #2: Process
Engineering Engineering


• 33 research centers and institutes across 12
engineering departments including
Agricultural & Biological Engineering,
Chemical Engineering, Electrical and
Computer Engineering, and Materials Science
& Engineering

• College of Engineering highly collaborative,
participating in interdisciplinary projects in a
variety of disciplines, including chemistry,
dentistry, forest resource, geography,
geology, mathematics, medicine,
physics, and psychology

• College of Engineering is third largest
research unit at UF, receiving $108 million in
2007-8; ranked 14th among public
universities in graduate engineering and 17th
in undergraduate engineering

33

Biological Competency #3: Biological
Sciences
Sciences


• Provides foundation for UF’s expertise in
Health/ Medicine, Agricultural Science,
Environmental Science, and Alternative
Energy

• Nearly $400 million in research money
devoted to Life Science research in 2008
(Health Science Center and IFAS), including
$127 million from NIH

• Basic and applied biology research across a
diverse array of research centers and
programs including: Center for Molecular
Microbiology, Center for the Wetlands,
Center for Neurobiology of Aging, Center for
Structural Biology, Interdisciplinary Center
for Biotechnology Research

• Over 35 Life Science companies in
Gainesville, the majority of which have some
foundation in biology
34

Advanced Competency #4: Advanced
Materials Materials


• UF’s Dept. of Materials Science and
Engineering recognized as among the best
materials, metallurgy and ceramics
departments in the nation, with 240
graduate students including 200 PhD
students, and 150 undergraduates

• Interdisciplinary research in biomaterials,
ceramics,
electronic materials, glasses, metals,
minerals polymers, and composites; annual
research expenditures of over $18 million

• Current Research Centers/Programs
include: Major Analytical Instrumentation
Center; HiTEC center for studying solid oxide
fuel cells and complex oxides, the
Biomaterials Center; Particle Science and
Technology Center; Computational Materials
Science Focus
Group

35

Clean Innovation Driver Target #1:
Technology Clean Technologies


• In addition to Alternative Energy
technologies (PV and fuel cell technology),
Waste Management and Green
Design/Building are key niche areas of clean
technology

• Research assets include: Florida Center for
Solid and Hazardous Waste Management;
Sustainable Science and Engineering Research;
Center for Surface Science and Engineering;
Powell Center for Construction and
Environment; Banner Center for Construction;
UF Training, Research, Education for
Environmental Occupations Center

• Companies: Innovative Waste Consulting
Services (sustainable waste management);
EnviroFlux, LLC (groundwater contamination
assessment); Hydrosphere Research (toxicity
testing and bioarray lab) Sharklet
Technologies (bio-organism control surfaces);
Sol-Gel Solutions (mercury removal from
water and air) 36

Smart Innovation Driver Target #2:
Infrastructure
‘Smart” Infrastructure


• Related to green building, with a focus on
advanced technologies and materials that
will lead to safer and more efficient
infrastructure and infrastructure planning

• Infrastructure Materials Group (and
proposed Center for High-Performance
Infrastructure Materials Enhancement);
Software Bridge Institute; Supply Chain and
Logistics Engineering Center; Center for
Applied Optimization; Intelligent Design of
Efficient Architectures Lab; Center for
Surface Science and Engineering

• Companies: Streamline Numerics (advanced
engineering software); Innovative
Scheduling (transportation software)

37

Nanotechnology Innovation Driver Target #3:
Nanotechnologies &
Materials


• Nanotechnology as a driver in Human Life
Science (drug delivery and medical devices),
Alternative Energy, and Electronics; global
market projected to double to $27 billion by
2013

• Environmental Nanotechnology Research;
Center for Nano-Bio Sensors; Engineering
Research Center for Particle Science &
Technology; Department of Electrical and
Chemical Engineering Nanodevice research;
Nanoscience Institute for Medical and
Engineering Technology; SWAMP (Software
and Analysis of Advanced Materials
Processing Center)

• Companies: NanoMedex Inc. (energy-related
nanotechnology); Sinmat, Inc.
(semiconductors); Nanotherapeutics
(biopharmaceuticals); Applied Plasmonics
(semiconductors); nRadiance LLC (flat panel
displays)
38

Advanced Innovation Driver Target #4:
Computing
Advanced Computing


• Encompasses a range of advanced applications in
areas such as supercomputers, computer systems and
networks, software and modeling and simulation.

• Serves as a critical driver for both basic and applied
research in fields including medicine, agricultural
science, environmental science, engineering, and
computer science. Also a driver in business operations
in areas like data warehouses and transaction
processing.

• Industry drivers include global warming (and the
need for more sustainable “green” computing),
cybersecurity (new methods for defending the
cyberinfrastructure), and data storage space (to
accommodate growing demand for electronic medical,
financial, and email records).

• Gainesville assets include: Advanced Computing and
Information Systems Laboratory; Database Systems
Research and Development Center; Computational
Science and Intelligence Lab; High Performance
Computing and Simulation Research Lab

• Local companies include: Chaologix (custom
integrated circuits); WiPower (wireless technology);
Info Tech Inc. (consulting and network services)
39

The Value Proposition: Gainesville’s
R&D Scenario
What it means to the scientific and What is means to the
technology communities? Business Community and the
• As the largest recipient of federal General Public?
funding in the State, UF is the de facto • At no other time in the
agenda setter for a statewide network Gainesville economic
of researchers and their teams – and development discussion has
thus increasingly has proven its role as there been more reliance
the Innovation Hub. upon the scientific and
• While largely based on federal and technological output from
state – therefore public investment – academic, medical, private
the criticality of industry, consortia, sector, entrepreneurial
philanthropic and other venue sources.
investment are now must-haves for • The Knowledge Economy is
scientists to exploit their findings limitless, the University and
above and beyond traditional grants Shands are not going to
and contacts. relocate, and the number of
• Formation of national and brains graduating are a
international networks that are based steady source of ideas,
in Gainesville or at least tied to the products, new firms,
regional thought leadership in certain expansion of physical and
emerging technological opportunities real estate demand,
will spark repetitive and sustainable increased banking and
funding models business services.
• The infrastructure – physical, virtual, • Opportunities for joining
and the equipment necessary to keep traditional elements of the
pace with discovery – will continue to economy with emerging
demand both alumni AND a technologies, sectors and
community-wide coordination. skills requires immediate
attention and a game-plan.

Linking Across Industries, Competencies,
and Innovation Drivers

Agricultural
Life Science
Nanotech and Devices Advanced Computing

Human Life Knowledge 21st Century
Science Economy Logistics
Roadmap

Clean Technology “Smart” Infrastructure

Alternative
Energy

For Gainesville to maximize its regional knowledge-base, a ‘map’ of the
targeted opportunities and specific areas of technological product
development requires linking industries, competencies, and innovation
drivers towards first-to-market strategies and tactics. Further, to attract and
recruit people, investments, and value-chains of industries to Gainesville,
unique communications and awareness within and beyond the region is
necessary.

Best Practice
Regions

Benchmarking assets,
visions, and long-term
operating models

Best Practice Review: Learning from
Success and Failure

Best Practices Examined:
• Ann Arbor, Michigan
• Austin, Texas
• Boulder, Colorado
• Huntsville, Alabama
• Madison, Wisconsin
• Tucson, Arizona
• Providence Rhode Island

NES and the Chamber defined the parameters for examining best
practice regions with similar historical and current situations upon
which Gainesville could learn both the successes and failures from these
models of regional engagement and strategic planning. What was
invaluable for the Steering Committee’s learning process was a previous
visit to Madison, Wisconsin and a very willing mindset to understand
how other locations had created value from the academic,
entrepreneurial and innovation-based economic development assets
previously under-valued or under-utilized. Selection of Best Practice
communities was based on a rigorous but frankly, simple criteria: on
what have some regions successfully converted their traditional asset
base to become power-houses of job and wealth creation for all citizens
and stakeholders?

Essential Components of Successful
Benchmarks

• Broad consensus about goals and direction

• Pervasive networking among entrepreneurs, large
companies, academia, and chamber/government leaders

• Leadership from incubators and tech “councils” on behalf of
entire community

• University-community collaboration and commercialization
forums

• Recruitment and entrepreneurship efforts are “on the same
team”

• Linkages to venture capital and angel networks

• Annual region-wide celebration of success and constant local
PR

Components of Successful Growth
Strategies: Linking Values to Outcomes

Case Study: Madison, Wisconsin

Clinical
Research

Entrepreneurial
Development

The Wisconsin Alumni Research Foundation is often cited as a national
best practice and the spark towards turning Madison from a typical
college town into a strong technology transfer competitor. Through a
process that took well over 15-20 years for its entire fruition – whereby
the WARF was focused on producing returns on investment regardless if
the firm or product stayed in Wisconsin, much less Madison, –
eventually the community began to shape its agenda towards becoming
the first-choice of scientific, technological and entrepreneurial output.
Simply, knowledge will go wherever it finds a hospitable environment for
investment, resources, facilities, policies, and supply of additional
brainpower. Until Madison itself could make that value proposition to the
University leadership and alumni leading WARF, overwhelming numbers
of lost opportunities went to locations outside of Wisconsin. Eventually
the community and the state created the programs, teams, and the
facilities to host commercialization, testing and evaluation, and product
manufacturing.

Case Study: Austin, Texas

10-15
Technology California
Recruitment Marketing
Trips
University
of Texas
Sustainable
Environment

M
Entrepreneurial Opportunity
C Development Austin
$15-20 M /
C 5 years

The sleepy college town by the lakes of Central Texas was always a pride of
sports fans and alumni. All the while, various engineering and technological
activities happened independent and off-campus from the majority of what
was housed on the original ‘forty-acres’. A combination of corporate decisions
(IBM releasing over 700 contractors from five year agreements) and the
determination by far-sighted alumni to expand chemical engineering into
computational engineering sparked a series of now familiar and highly
publicized strategies for the recruitment of both a federally-funded and an
industry consortia (MCC and Sematech) as well as the formation of civic
driven recruitment and attraction agendas. Further, Austin’s long-standing
environmental liberalism became an asset once agreement was reached to
find balance on policies, regulations, and land-use. Quality of life became a
part of the communications strategy for the New Economy.

Case Study: Boulder, Colorado

• Aerospace
Industry • Clean Energy
Transformation • Electronics
• Biotech
Sustainable
Development
Growth
Management
Plan

The Colorado School of Mines – well over 100 plus years old – has provided
the nation with a steady stream of engineering talent linked to all areas of
energy, minerals extraction, and manufacturing. And yet, very little of the
actual industrial activities occur directly in Boulder’s backyard! The natural
gas phenomena of the 1970s-1980s provided the basis for additional
investment by the University in the recruitment of federal and private sector
research collaborations, along with new targeted programs in computational
sciences, IT, materials, and process engineering. Eventually, opening its
doors to industry sectors not currently in Colorado, such as aerospace and
biotechnology ,allowed regional interests to coordinate the appropriate
infrastructure for partnering among government-industry-academia in what
are now widely respected programs for innovation. And yet, Boulder has
maintained its natural ‘outdoors spirit’ by ensuring a well-coordinated growth
management plan with business and civic leaders.

Benchmarking Places for Sparking
Innovation: Physical Infrastructure
Necessary for the Discovery to
Development Process

While the soft-side to the strategies in the Best Practice Regions were
identified (e.g. increased collaboration, communications, strategic planning),
eventually all discussions lead to housing innovation. Knowledge requires
homes for both increasing the interactions among scientific, technological,
entrepreneurial and investment interests, as well as situating the expensive
laboratory and equipment facilities next to discovery and development. The
concept of Gainesville as an Innovation Hub – with the conversion of the
AGH property to the broader context of connecting GTEC, existing and
under-utilized buildings, and the Work-Live-Learn-Play framework - all have
become necessary and vital parts of the regional Road Map.

The necessary forums, roundtables, and one-on-one discussions underway
in Gainesville for a corridor or hub that is well-considered, designed, and
driven by a progressive public-private partnership signals the regional
capacity to meet and exceed the Best Practices and Benchmarked lessons.

Interviews, Forums,
and the GACC
Retreat
What We Heard
and What We Learned

Important Goals: The Output from the
Steering Committee, Retreat, and
Forums

• Create an “Irresistable Case for Change”
• Create THE Regional ‘Table’ to Define Our Work,
Connect Our People and Complete Our Tasks
• Demand Participation at THE Table by Key
Organization and Institutional Leaders and in
return establish a Quid Pro Quo
• Fundamentally Evolve the Community and
Regional Economic and Workforce Development
Scenario
• Pursue Excellence in Public Sector Partnerships,
Responsiveness and Policies
• Tackle Long-Standing Barriers to Progress
through Collaboration, Coordination and
Alignment of Missions and Intent

Interviews, Forums, and Retreat
Feedback: Our Aspirations

Be a First Mover Region: no more lagging behind other regions, our own
excuses, and leaving the responsibility to someone else in the region to
do the heavy-lifting

The Brand is the Doing not the Slogan – Our Message Must be We Get
Things Done: we need to communicate about our significant asset base,
tell our story broader and wider, and focus on what we have done not
on what we are going to do!

Who IS Gainesville’s Customer? Who are we targeting with our story,
our message, our efforts? – unless the Chamber, the University, the City
and County are explicitly clear on our customers and their needs, we fail
to communicate what kind of community and region we are going to be
today and for the next generations.

Past Pillars of Agriculture, Tourism, Real Estate, and Construction –
ensure that these are brought along into the Knowledge Economy – all
firms and individuals must connect to the transformation of the regional
economic value proposition, and all citizens must identify where their
goals and aspirations fit into the innovation agenda

Embed Innovative Thinking in Traditional Activities – Legal, Accounting,
Business Services – the innovation agenda cannot be silos of impact and
opportunity, and therefore we must find ways to innovate every
situation, institution, organization

Constantly Inventory Our Capabilities – we have only just begun to
identify strengths, capabilities, our networks and relationships, and
therefore we must make completing the inventory a constant and on-
going project of our efforts

From Vision to Action: A Framework for
Implementation

Big Idea Big Idea Big Idea
#1 #2 #3

Regional Transformation

Fundamental Fundamental Fundamental Fundamental
Action #1 Action #2 Action #3 Action #4

The impatience of the Steering Committee coupled with the enthusiasm by
the Gainesville Area Chamber of Commerce staff for progress on an
accelerated timeline drove the commitment to move from Vision to Action,
from generalized themes to more practical and measurable results. Though
approaching regional economic development in a new way under a new
framework often takes time on the execution, the civic-business-academic-
entrepreneurial leaders of the Steering Committee encouraged the
transition from the theoretical to the applied.

Yet, the region had struggled in the past with several reports, strategies,
and plans that while well written, remained on the shelf waiting for
implementation. Therefore, participants and supporters sought to avoid the
typical report with hundreds of recommendations, and agreed to define 5-7
opportunities that would address the original questions as well as push the
regional innovation capacity forward. And thus a framework was designed
to both accelerate the region while filling gaps in previous execution
weaknesses and failures.

“Big Ideas”: Transformations that
Change the Regional Economic Agenda

Stretch-goals – those opportunities that cause the region to
advance a set of important national and global scenarios – led
NES to define three Big Ideas that if executed would transform
the assets, individuals and overarching economic underpinnings
for the future of regional growth. Based on the data-sets, the
assets on and off the campus, and general feedback towards
unique opportunities for Gainesville to distinguish itself from
other innovation-focused communities, the following three
stretch-goals were developed. But to ensure the successful
implementation, a set of specific Fundamental Actions are
critical and can no longer be overlooked.
• Big Idea #1: Gainesville becomes a nationally-ranked
and benchmarked region as a "Catalyzing Innovation in
the 21st Century" Model
• Big Idea #2: Gainesville becomes a National Hub for
Regenerative Health Sciences (pharmaceuticals,
biologics, devices, training, and non-invasive
treatments)
• Big Idea #3: Gainesville becomes a National Node for
Sustainable Design-Build-Maintain Green
Infrastructure (materials, IT, engineering, alternative
energy, and building/design)

Fundamental Actions: Critical Steps for
Achieving Transformation and a
Regional Innovation Economic Model

• Action #1: Support Mentors, Bridge-Builders and Innovation
Leadership to spark regional communications and
connectivity
• Action#2: Invest in Regional Youth and Student Innovators
as Gainesville's pathway to prosperity (focusing on
awareness, training, employment, certification)
• Action#3: Leverage Public-Private Partnership for Regional
Innovation (focusing on resource planning, infrastructure,
and leveraged funding)
• Action #4: Brand Gainesville's innovation capacity and use
innovation-based economic development to attract,
expand, grow, and diversify the region’s Knowledge
Economy

The Framework for
Implementation

Implement, Incubate, Index…

From vision – or the
Innovation Hub
Gainesville Innovation
Scenario – to specific actions, End the
champions, roles and duties Implement Anonymity
of organizations and Immediate Agenda
sponsors, and ultimately the Actions Campaign for
reporting on success and Sensible
progress. A number of Growth
suggested tactics and action
steps have already emerged
among the 100+ individuals
providing feedback and ideas.

Incubate Human
New Capital/Pathway
to Prosperity
Initiatives
Regional Shared Development/
Scenario Transportation
Goals
Alignment

Measure
Regional
Regional
Performance
Progress Index

Framework and Implementation for
Greater Gainesville

Innovation Advocates

“Innovate Regional Innovation
“Hot Teams”
Gainesville” Authority

Team
• 15-20 Leadership Team 4 • Design the
Team members 1 “infrastructure plan”
• Civic Investors Team • RFP issued to
(Local/State/Federal 3 National consultants/
Philanthropic/Corp) developer
• Manage commun- • Funding
ications and metrics Team mechanisms (bonds,
with general public 2 grants, contracts)
• Respond to Hot
Teams’ plans and
implementation
• 10-12 people directly
engaged with drafting
the plan(s)

58
58

The Approach to Consensus Building:
Implementation Teams
Many regions have had continued and proven success with the application of an
“implementation team” process, consisting of a advisory group with 15-25
leaders from business, academia, government, and various supporting
institutions that are committed to change, and focused on leveraging critical
federal, state and regional resources in areas with the most likelihood of success.
The chart below depicts the general work plan for the Hot Teams that will do the
business plan vetting, preparation and presentation to the Innovation Advocates.

Finish
Start Date
Date

Advocates’
Define the Form Business Finalize & member
Opportunities Plans Execute organizations
•Select priorities •Gain implements
•Orient team •Identify consensus on
members resources/ each element of
•Define desired timeframes plans
Non-
Outcomes •Identify cross-
Advocates
•Select
•Present strategic cutting business performance
and social issues member org.
Recommendations metrics
implements
•Begin prioritization •Finalize
implementation
strategy
Cross-
cutting
partnership
implements

Interim
Meeting
Assignments
Implementation Teams present business plans Innovation Advocates,
operating like a Civic Venture Capital team.

Page 59

Bringing the Pieces into Alignment
Fundamental Sectors Competencies Innovation
Actions Drivers
Connectivity Cluster oriented: Interdisciplinary Accelerate the
inclusive of core, knowledge: focused Discovery-
direct and indirect on linking the Know- Development-
firms, services, and What and How with Deployment in Clean
individuals the Know-Whom Tech, Smart
Infrastructure, Nano-
Devices, Advanced
Computing

Talent Development Target several Baseline skills Link UF, Shands,
employment necessary to achieve Santa Fe and private
scenarios within a competitive levels of sector resources to
sector through Know-What for all ‘Just-in-Time’
awareness with youths and students application – Know
parents, K-12, faith- across sectors & How in new
based institutions, drivers technologies,
clubs and forums products, tools

Partners for Specific and unique New ways of doing Procurement test
Innovation infrastructure business through beds in unique
required within the tested but unique opportunities for
sector(s) based on partnerships around clean technologies,
near-term demands investment, leverage smart infrastructure,
for growth of manpower, ideas and advanced
computing

Storytellers General positioning of “Brains over Bricks” – Message: global
Gainesville vs. Florida, we have the ease of leader in specific and
SE United States, access due to vital targeted products
Nationally, and networks, workforce, and services for the
Globally – who needs and public partners. 21st century. What
to be recruited to the What top students, vendor supplier
regional sectors? top grads, top PHds, chains are critical to
top executives should be founded or
we jointly recruit? recruited here?

The Role of the Innovation Advocates

Catalyst for Connecting – CEOs, tech community,
larger community, passions

Creative Force for Innovation – leveraging assets,
institutions, community, entrepreneurs

Facilitate New Roles – heroism, stakeholders, new
philanthropy, creative civics

Engage Networks – linking existing and emerging
leaders first then organizations/ institutions,
move on Internet time, collaborative forum for
the region using entrepreneurial mindset

Innovation Advocates: Innovation
Advocate Agenda

• Comprised of 15-22 Civic Stewards
• Act like Civic Venture Capitalists – invest time, reputation
and monies into those actions that produce the MOST
CRITICAL OUTCOMES
• Breakdown barriers and resistance to transformation
• Form Hot Teams on and around key projects
• Produce Annual Performance Report
• Unabashedly FOCUSED ON RESULTS aligned and
coordinated among several organizations, institutions,
and entities
• Consistently advancing IMPLEMENTATION OF BIG IDEAS
• The renew the cycle of identification, prioritization and
investment of resources

Metric Reports: Measuring Success,
Failure and Work To Be Done

From Silicon Valley to Greater Washington DC, from Austin to
Chicago….leading regions produce annual metrics and
performance reports based on critical factors for success, the
recognition of failure or remaining work to be done, and the
opportunities to celebrate progress in specific metrics and
activities. The Innovation Advocates should create an annual
progress report after one year, but should also deliver a 120-
120-
150 day Phase 2 report to the community on its findings,
recommendations, and completed work.

Communicating the
Innovation Agenda

Regional
Organizational,
Institutional, and
Public Sector Impact

Who Is Impacted by the Innovation
Gainesville agenda: Answers to be
addressed during the Advocates and Hot
Team Process
The Chamber
The CEO
The University
The Community College
The Technology & Innovation
Community
The City and County
Governments
The K-12 Public Education & The And then how do
Workforce Systems we…?
Business Services, Financial &
Banking, Real Estate Organize for results
The Convention, Visitors, and
Communicate our goals,
Tourists Interests aspirations and outcomes
The Small Business Community
Fundraise from a variety of
Transportation Interests sources and new sponsors
Philanthropy and Non-Profits
Measure our work and output
Citizens – from Youth to Parents,
Taxpayer to Community Provider
Re-Engage people often tired
Re-
from the process or new
individuals to our community

Sustain Short-Term Success and
Short-
Long-
Long-term Victories

What Are the Impact Scenarios:
Case Study

• Austin Chamber
• University of Texas, St. Edwards, Austin
Community College, the High Schools
• Austin 360 Summit
• Austin Area Research Organization (AARO)
• City of Austin and Travis County Economic
Development
• Lower Colorado River Authority
• Austin Technology Incubator & The IC2 Institute
• Austin Angels Network and Austin Ventures
• Austin American Statesman (Newspaper)
• State Government, Governor’s Office,
Department of Commerce

Specific Impacts on the Chamber and
Partners: What Does the Framework
Mean for Organizations

• Membership Composition
• Just-in-Time Responsive Teams
• Ladders for Leadership
• Project Funding Partnerships
• Off-the-Record Discussions
• Public Policy and Engagement with Elected
Officials
• Fun, Economic Development Campaigns, Victories,
Celebrations

Strength of Networks:
The Most Vital Goal of the Framework

Throughout the Phase 1, an
overwhelming majority of
participants identified THE
one weakness to the
Gainesville regional
scenario: few if any strong
networks among key
innovators, entrepreneurs,
organizations, institutions,
and individuals that would
power the agenda for
increased familiarity and
trust. Informal groups and
forums suggested that
unless and until Gainesville’s
networks could be
Regions that go from strengthened around the Big
‘Good to Great’ are Ideas and Fundamental
ones that unify goals
and aspirations by Actions, then little progress
leveraging networks of would be made. This
people and minds challenge – strengthening
towards highest networks – has received the
common denominator
outcomes. In turn, most attention and should
transparency of those be THE measure of overall
networks – sometime success by the Innovation
benefiting society and Advocate: does each Hot
larger community,
sometimes benefiting Team plan advance stronger
business and trust, partnerships, and
enterprise bottom-lines unique networks locally and
– are both practical and globally.
appropriate results.

Benefits to Creating an Innovation
Mindset & Framework

•Crystallizing the unique
• Incentivizing opportunities in Greater
researchers, Gainesville for
technologists, and entrepreneurial and risk-
market-makers to taking behavior –increase
collaborate in real-time commercialization, sector
for near-term results growth

Creation of Ideas Formation of
New Products
(Research & and Services
Discovery) (Start-Ups)

Mature Global
Brands and Growth of People
Recognition and Enterprises
(Stable &
(You Must be Sustainable
Present to Win in Impact)
•Trumpeting Gainesville’s Gainesville!) •Facilitating Gainesville
Innovation Framework for community members to
global partnering, ‘reach-stretch-achieve’
collaboration, and as a people
investing

Qualities of Today’s Regional Stewards
& Civic Leaders: Innovation Advocates

Regional visionaries who see the need for a more integrated
regional approach to transform the region

Boundary-crossers who see the need to build alliances across
traditional organizations and jurisdictions to address regional
problems

Civic entrepreneurs who apply the same entrepreneurial
spirit to solving regional challenges that business
entrepreneurs apply in building businesses

Committed leaders who have a long-term perspective and
understand the need to make things better for the next
generation

Therefore, the Innovation Advocates should examine how to
leverage their networks and ultimately the largest forum –
Gator Nation – internally to Gainesville, and then globally.

Source: Alliance for Regional Leadership: Leadership Forum (May 2000)

Roles for Leadership:
Connecting the Dots

Economics & Societal:
Quality of Life
Workforce
Infrastructure
Transportation
Academic: Incentives Private Sector:
Pharmacy Recruit-Attract Internal Research
Engineering Health Care Collaborative Science
Computational Science Market Analysis
Biology Embedded Expertise
Physics & Math Mentoring
The Regional Glue Recruit-Attract
Molecular Science
Electronics
Innovation Resources:
Venture Capital Civic/ Philanthropic:
IP Knowledge Leadership Pool
Management Expertise Resources
Know-Who Networks Hold Feet to Fire
Global Linkages Glue for Integration

Therefore What We Learned during
Phase 1 and the Framework Process

People in the room and outside the room are going to
understand, be comfortable and engage at various stages and
levels – and that is appropriate. There are many stages to join
the process and to engage other individuals on the
implementation teams (subject matter experts, execution of
the programs, and resources providers)

It might be very clear to some, fuzzy to others – stick at the
work required today because its too important to the
competitiveness of our region, the lives of our citizens, and the
place we call Gainesville!

Disagreement is okay as well – there are several paths to the
top of the mountain we are climbing. Part of the Hot Team
process is to hammer out the potential and viable paths,
prioritize which paths to take now or in the future, and then to
reach consensus on the implementation.

Our focus is FORWARD, FORWARD, FORWARD. We need to put
the past behind us, stop the blame game, and turn the page to
focusing attention on the Innovation Gainesville value
proposition.

And thus, our intentions are clear and our Scenario for the
Future is sound. We must find roles, opportunities, and
recognition for all types of leadership.

Regional Transformation
Roles for Leadership

Bring People Provide the
Together Resources
• Facilitator • Funder
• Bridge Builder • Fundraiser
• Arbitrator • Lobbyist
•Honest Broker • Investor
• Synergizer
• Networker
• Coach
Help People Look
at Issues in New
Provide the Spark Ways
• Catalyst • Truth-teller
• Initiator Set the Pace •Transcender
• Motivator with New Ideas • Educator
• Energizer • Visionary • Globalist
• Persuader • Risk-taker
• Evangelist • Pacesetter
• Innovator
• Zealot

The Innovation Advocates and the Hot Teams seek to identify
individuals with these characteristics, and then join with subject
matter experts and the larger community in engaging those that
aspire to create an Innovation Gainesville scenario and future for
the citizens of the region. While not every individual can be on the
Advocates or Hot Teams, the initiatives should seek to identify
additional input, actions for a broader set of stakeholders in their
own respective organizations or institutions, and pathways for
involvement in the various projects surfacing during the Phase 2.

The Reason We Are Here: From
Steering Committee to Innovation
Advocates

To intentionally and without regard to past
disagreements take the necessary steps towards
making Gainesville a city and region for
innovation in the economy, in our community and
in our citizens’ aspirations for the future
To create that future rather than having it placed
upon us by outside conditions or external
definition
To form the teams, the connections, and the
collaborative models so as to get past reports,
analysis, and research to the doing
To pursue to our fullest measure the leadership,
resources, and commitment or passion from all
corners of the community from those that are
ready to act, take risk, and to celebrate success

A Declaration for Action:
The Regional Commitment to the
Innovation Agenda

“ We, the participants in the 2009 Annual Retreat and the
Road Map Advisory Committee, have concluded that it is
our time, our moment as a community and a region to
establish an Innovation Agenda for Transforming the
Future of Greater Gainesville.
We have defined our aspirations, expectations, and most
importantly the action steps that are necessary to ensure
successful implementation in the immediate and long-
term, and thus have established an Innovation Agenda as
the foundation upon which we will collaborate, align, and
complete our work.
We commit our individual and collective energies, resources,
and our reputations on one simple principle: to be a 21st
Century Global and National Innovation Hub. And by
assuming such a course of action, we commit to current
and future generations to identify, pursue and obtain
economic opportunity for all our citizens, youth and
students”.

Report Preparation and Phase 1 Project
Deliverables: New Economy Strategies

All supporting materials and deliverables may
be found on the Gainesville Area Chamber of
Commerce website. Copies can also be
requested from the Chamber directly.

Gainesville Phase 1 Final Report Printable Version Final

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