Rethinking regional priorities
23 September 2006
In the evolution of organisations there are critical periods when major changes in direction are necessary. This may be such a period with respect to University ‘engagement’.
The events of the last six months or so have clarified where the University, acting as a catalyst for the new economy, can and cannot expect help, and secure major partnerships or not. The hospital decision, the declarations in the OECD study, and the clear stance of SunROC will unquestionably now influence a re-examination of University priorities, strategies and engagement practices.
The University’s commitment to regional engagement was manifest in our earliest mission statement, and reflected the community’s expressed expectations of the University as a generator of new jobs, at a time when unemployment and underemployment were at serious levels, and no other organisation would commit funds to address those issues.
The most obvious manifestation of its commitment to economic regeneration was the Innovation Centre ‘Incubator’, and $0.5 million from each of three levels of government augmented the University’s $5 million, to commence what was hoped to be a long-term partnership.
The State Government has continued its financial support. The University’s own annual commitment is huge. The support of local governments however, is now minimal or absent, even though elsewhere in the world successful regional incubators are funded by local government where redirection to new knowledge economy jobs is thought desirable.
The University therefore needs to engage anew with the private sector to clarify their future roles. The centre of gravity for future development is moving south, especially to Kawana.
The hospital decision, in particular, has also changed the Sippy Downs township scenario quite dramatically, to the detriment of the Maroochy Shire.
The University Council, the Innovation Centre Board, and the University’s leaders now have some important issues ahead of us, in particular, reassessment, redefinition and redirection of strategic partnerships.
I suspect that the University’s commitment to engagement will continue, but perhaps not in the same direct way, that is, through the Incubator/Accelerator/Technology Park strategy as pursued to date.
Professor Paul Thomas is Vice-Chancellor of University of the Sunshine Coast