|
Regional differences
Shifting economy
Models for success
Lechtenberg to lead engagement initiatives
When Martin C. Jischke took office as Purdue University's 10th president in August 2000, the U.S. economy was heading toward a recession after nearly a decade of prosperity. Indiana 's manufacturing-based industries were particularly hard hit, driving the state's job loss—more than 136,000 since 2000—to one of the highest in the nation. Harnessing Purdue's intellectual horsepower to help rebuild Indiana's economy became one of the new president's top priorities.
A year after taking office, Jischke created the Office of Engagement, a statewide initiative to address economic development and other issues affecting the state's prosperity and quality of life. Engagement matches the university's resources and expertise with the needs of the state and its citizens. In the past three years, engagement programs have provided assistance to new business ventures; helped counter “brain drain” by keeping graduates in state; and developed partnerships with Pre-K–12 schools to enhance math and science education. Engagement is one of Purdue's three central missions—on the same tier with discovery and learning.
Regional differences
“The flagship effort of engagement is how to grow the state's economy,” says Victor Lechtenberg, who was tapped to take over programs under the engagement umbrella in July, following the retirement of Don Gentry, the first vice provost for engagement. “Future economic growth and development in Indiana will occur on a regional basis.”
Economic planners for the state are taking a big step in this direction by adding regional strategies to Indiana's economic development plan. Purdue Extension is one of several public and private partners helping to draft the plans, which are scheduled to be complete by the end of the year.
The regional approach represents a tactical change in economic development strategy. Last year, the Indiana Department of Commerce divided the state into 12 economic regions and appointed directors and advisory boards for each.
“Indiana is not homogeneous,” says Jackie Nytes, president of the Indiana Economic Development Council, the agency coordinating the strategic planning process. “Different areas of the state have different strengths, whether it's wood products in the south, manufacturing in the north or agriculture in the central part of the state. The plans will allow regions to identify their specialties and focus their energy on developing them.”
|
