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Purdue Agricultures Magazine
Engaging Indiana
Purdue partners with state to energize economic development
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.”
Christine Nolan , Purdue Extension educator in Leadership and Community
Development , was the point person for the business and industry data
collection and cluster analysis component that took place over the summer.
Clusters are geographic concentrations of industries that are related
to each other and have common needs for talent, technology and infrastructure,
explains Nolan, a former planner with the Hamilton County (Ohio) Regional
Planning Commission.
Cluster strategies not only identify the types of business and industries
currently in a region but classify them as to their growth potential as
well. “Another advantage to clusters is that key players talk to
each other about where they are headed as a group and address the collective
needs of the entire cluster,” says Nolan. “Businesses and
industries in a cluster can form a coalition to achieve common goals,
such as improvements in infrastructure or workforce training.”
“We're competing with other states and countries more so today than
in the past,” says Nytes. “The beauty of the cluster approach
is that you can measure yourself against peers, find out where you have
a competitive advantage and then maximize it.”
Shifting economy
Manufacturing , the sector that lost the most jobs—90,000—during
the recession, may also be the segment that leads the state into economic
recovery. While most of those positions eliminated over the past four
years won't be coming back, state officials are looking for new types
of manufacturing jobs to take their place.
“Indiana is still a place for manufacturing, given advanced technology
and valued-added products,” says Lechtenberg. A feasibility study
and needs assessment of the Indiana economy in 2000 concluded that the
state can regain its manufacturing strength. The study, sponsored by the
Central Indiana Corporate Partnership (an alliance of business and research
university leaders), identified four major economic clusters for Indiana
to pursue: life sciences, information technology, advanced logistics and
advanced manufacturing.
In May, Jischke announced that Purdue would establish a Center for Advanced
Manufacturing in an effort to boost the largest sector of Indiana 's economy
back into a leading role in the global economy. “Advanced manufacturing
has been identified as one of the economic sectors with the greatest potential
for growth in Indiana,” says Jischke. An interface between basic
academic research and applied needs, the center will serve as a resource
for existing companies, as well as help attract new businesses to the
state.
Purdue Agriculture is a part of the first research project to be associated
with the advanced manufacturing center. The research focuses on tool wear,
a major problem for the wood products industry. Wood scientists in the
Department of Forestry and Natural Resources are testing new methods to
prolong the life of the saws, router bits and other tools used in the
industry.
Rado Gazo , associate professor of wood products, is leading the research
team that is evaluating how different cooling methods minimize wear and
tear on tools. “Reducing tool wear is just one way we can help wood
products companies, such as sawmills, save money,” Gazo says. “Extending
the life of their tools will allow them to make products more efficiently.”
Two companies in Indiana are expected to begin testing the new technologies
by the end of the year.
Advanced manufacturing practices also will benefit the state's food processing
industry. Many food-processing companies can't expand their production
lines because of regulations that limit the amount of water they can discharge
into municipal water systems. Water also can be costly—most companies
are charged for both the water they use and their wastewater emissions.
Purdue researchers are helping solve these problems by modeling new systems
for recycling wastewater. Martin Okos , professor of agricultural and
biological engineering, consulted with a food processing company in northern
Indiana to design a new system that could cut water use by as much as
30 percent. The company is in the process of implementing his design.
“Solutions like these can make manufacturing plants more efficient
and competitive, so they can grow new jobs,” Okos says. “Integrating
the ideas we develop through modeling with engineering practices at the
plant fits with our vision of advanced manufacturing for the state of
Indiana.”
Models for success
Regional economic development gives communities a portal to access services,
and a regional presence is central to the strategies initiated by both
the state of Indiana and Purdue.
The university is partnering with Indiana communities to help establish
high-tech incubators that are modeled after the Purdue Research Park in
West Lafayette. The business and technology parks help communities previously
dependent on traditional manufacturing transition to a more specialized
economy. Technology centers have been started in Anderson, Columbus, Fort
Wayne, Kokomo, Merrillville and Shelbyville. Other locations are in the
planning phase.
Additionally, regional learning networks, which are part of Purdue Extension,
provide customized training for all levels in the local work force, as
well as a variety of credit and non-credit college-level courses and classes
to enhance life skills. Currently, learning centers are located in Clinton,
Hendricks, Jasper, Newton, Pulaski, Tipton and Whitley counties.
With educators in all of Indiana's 92 counties, Purdue Extension is a
model for satellite engagement locations, such as the one that opened
in Indianapolis in 2002. The Office of Engagement for Indianapolis shares
space with Purdue Extension Marion County and serves the business and
educational needs of the area.
“Extension is an important gateway for Purdue's regional economic
development initiatives, Lechtenberg says. “Extension educators
can help point people to resources at Purdue and in the community, region
and state. It won't matter which door you go in—extension or engagement.
You'll get the same answers.”
Lechtenberg to lead engagement initiatives
Victor Lechtenberg's career has covered a lot of ground at Purdue University.
He came to the university in 1967 to study agronomy, one of the many graduate
students to enter the School of Agriculture that fall. Thirty-seven years
later, he's still here.
The years in between have been both busy and productive, his rise through
the teaching and administrative ranks of Purdue Agriculture culminating
when he was named dean in 1994. Under his leadership, the undergraduate
curriculum improved, with increased emphasis on student research, service
learning and study abroad. Growth in research programs has been significant
and strategic, with sponsored-program activities at a record level. Purdue
Extension has become a driving force in economic development through value-added
products and services in agriculture and support of rural communities.
After a decade at the administrative helm of Purdue's oldest school, Lechtenberg
has taken over one of the newest offices on campus. In June, Purdue President
Martin C. Jischke named Lechtenberg vice provost for engagement, a position
created in 2001 in an expanded effort to use university resources to address
economic development and other issues affecting the state's prosperity
and quality of life, such as countering “brain drain,” workforce
development and helping Indiana companies implement new technologies.
It's a position tailored for Lechtenberg, given his experience as dean
of agriculture. “Through Purdue Extension and an array of other
programs, the School of Agriculture has a long history of service to the
people and the state of Indiana,” Jischke says. “During his
career at Purdue, Vic won the respect of faculty, staff, alumni and public
officials. He's a dynamic leader who wants to make a difference, and,
in his new role, he will help look for more ways to reach out and make
a positive impact on communities and lives.”
Lechtenberg is looking forward to the challenge. During his tenure as
dean, he worked on many parallel programs in the School of Agriculture.
“I'm doing a lot of what I was doing before, just on a university-wide
basis,” he says. “Purdue's engagement mission focuses on using
all of the university's resources to serve Indiana.”
Purdue Agriculture is honoring the former dean and his wife for their
many years of service with the Victor and Grayce Lechtenberg Student Leadership
Fund, which will support leadership development and activities of undergraduate
students.
Randy Woodson, associate dean of agriculture and director of the Office
of Agricultural Research Programs, served as interim dean while the national
search was underway.
Photo's
https://www.agriculture.purdue.edu/agricultures/fall2004/images/Nolan.jpg
https://www.agriculture.purdue.edu/agricultures/fall2004/images/Gazo.jpg
https://www.agriculture.purdue.edu/agricultures/fall2004/images/INIndus.jpg
https://www.agriculture.purdue.edu/agricultures/fall2004/images/jischke.jpg
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