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EdData II

Task Order 15: Data for Education Programming in Asia and the Middle East (DEP/AME)

IITGN Research Park Development and RTI and IITGN Support Program EdData II Technical and Managerial Assistance, Task Number 15 Contract Number AID-EHC-E-00-04-00004 Task Number AID-OAA-BC-11-00001 November 2016

RTI International produced this report for review by the United States Agency for International Development.

Task Order 15: Data for Education Programming in Asia and the Middle East (DEP/AME)

IITGN Research Park Development and RTI and IITGN Support Program

Prepared for Mitch Kirby Senior Education Advisor, Asia Bureau Contracting Officer’s Technical Representative Data for Education Programming/Asia and Middle East 1300 Pennsylvania Avenue NW Washington, DC 20523

Prepared by Myles Elledge RTI International 3040 Cornwallis Road Post Office Box 12194 Research Triangle Park, NC 27709-2194

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The views expressed in this publication do not necessarily reflect those of the United States Agency for International Development or the United States Government.

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EdData II Task Order 15 (DEP-AME)

IITGN Research Park Development and RTI and IITGN Support Program iii

Table of Contents

Page

Abbreviations ..................................................................................................................iv

1 Introduction ........................................................................................................... 1

2 IITGN-Led Research Park .................................................................................... 5

3 Activities Undertaken ............................................................................................ 6

4 Reflections and Recommendations ...................................................................... 7

5 Current State and Strategic Plans ...................................................................... 11

6 Priority Actions and Next Steps .......................................................................... 14

References .................................................................................................................... 17

Annex A. PowerPoint Debrief ........................................................................................ 19

Annex B. RTP Workshop Agenda and Speaker Biographies ........................................ 33

Annex C. Action Items from the RTP Workshop ........................................................... 50

Annex D. Connections 2016 Agenda and Participants .................................................. 52

Annex E. Strategic Plan PowerPoint ............................................................................. 61

Annex F. Summary of Meetings .................................................................................... 83


IITGN Research Park Development and RTI and IITGN Support Program iv

Abbreviations

DEP-AME Data for Education Programming in Asia and the Middle East

EdData II Education Data for Decision Making

GoI Government of India

IITGN India Institute of Technology–Gandhinagar

KPI key performance indicator

R&D research and development

RTP Research Triangle Park

SWOT strengths, weaknesses, opportunities, threats

USAID United States Agency for International Development


IITGN Research Park Development and RTI and IITGN Support Program 1

Executive Summary

In April 2016, the IITGN was awarded Government of India (GoI) funding to launch a major

institute-led research park anchored to the institute’s campus. The GoI goals for funding several

new institute-led research parks included: (i) recognition of the role technical higher education

plays in human resource development, industry productivity, and quality of life; (ii) a strategy for

spurring innovation through applied research that drives academia to partner with industry; and

(iii) a mechanism for the research park to accelerate higher education’s role in fostering

workforce development to drive applied research to build the knowledge-sector economy. This

GoI initiative is strategically aligned to other major GoI efforts, notably the Start-up India and

Make in India initiatives that aim to spur industrial growth, innovative research and development

(R&D), and entrepreneurship. Thus, this research park program activity is a signature initiative

of the GoI to foster closer university and industry collaboration and drive innovation-led

economic development based upon fuller utilization of higher education assets.

Building on historic U.S. Government (USG) support for the Indian Institutes of Technology

(IITs), USAID has provided capacity building services to the IIT in Gandhinagar (IITGN) and

several other new IITs under a Joint Declaration of Intent (JDI) signed by USG and Government

of India (GOI). In an expansion of this support to IITGN, USAID decided that the IITGN research

park development was an excellent opportunity to energize university and industry research

collaboration

The IITGN research park concept defines a 100-acre research park campus adjacent to the new

IITGN 400-acre campus. The approach fits well with the IITGN campus’s long-term land and

master development plan. The launch of the park is supported through a grant to IITGN

awarded on a competitive basis from the GoI’s Department of Science and Technology and the

Department of Higher Education. The infrastructure plan for the park aims to create a new

geographic space to build Institute and industry collaborations, facilitating increased research

and development and building an ecosystem to create a talented workforce linked to robust

applied research programs in tune with industry needs. The park will seek to build collaborations

that play to key State of Gujarat industry strengths and needs and attract Pan-Indian and global

company presence. Phase 1 of the park will include 26,000 square feet of built-up space inside

the new Palaj campus and is defined as Phase I (2016–2018). Phase 2 (2017–2020) will see

the build-out of adjacent land to an estimated 100,000 square feet of additional space. Phase 1

begins immediately with the dedication of one newly constructed building (Block 9) to the

research park’s initial office space. This Block 9 also houses the established Innovation and

Entrepreneurship Center that IITGN launched in 2015 with national and state funding.

The RTI and IITGN research park activity under the Data for Education Programming in Asia

and the Middle East (DEP-AME) task order of the Education Data for Decision Making (EdData

II) contract supported: (i) consulting and advisory support to IITGN to launch its research park

planning, including park development strategies, stakeholder and industry partnerships, and

park governance; (ii) IITGN representatives’ exposure to leading model and best practices at

existing research park efforts in Research Triangle Park, NC; and (iii) assistance with local

stakeholder coordination and partnership promotion.



RTI and IITGN collaborative planning focused on exploring and answering three broad

questions:

1. What do relevant case study and models mean for IITGN approach? Define best

practices, and lessons. What managing partner and recruitment models worked? Why?

Model locations will include the Research Triangle Park (RTP) and North Carolina State

University Centennial campus developments, and IIT-Madras. What park development

models offer the best opportunity to engage the private sector? What lessons emerge

from the best case examples about their approach to “industry anchors” or industry

sector priorities, or early / major research endeavors?

2. How can IITGN adapt these models to the Gujarati context? How can we adapt learning

from the leading examples to fit the opportunity and context in Gujarat? What outreach

and organizational development strategies are immediately applicable?

3. What are the actionable near-term next steps? What are the major elements in a 1-year

plan that will build momentum and harness the collective power of industry, foreign

investors and the Gujarat state government? How to best coordinate these actors for

maximum support and advance industry and academia collaboration inside the IITGN

research park location?

The IITGN research park activity RTI supported under the DEP-AME task order of the Ed Data

II contract included four major milestones, in addition to regular RTI staff consultation with the

IITGN leadership team. These milestones included (i) an April 2016 inception planning trip to

engage the Institute and state government stakeholders, (ii) a research park planning workshop

in the Research Triangle Park, NC, in June 2016; (iii) an industry conclave with IITGN held in

Gandhinagar September 30 to October 1, 2016; and (iv) the preparation of the IITGN Research

Park Strategic Plan for Year 1.

The IITGN proposal and concept presented to the GoI for the IITGN-led research park is well

framed and incorporates much learning from the global experience with science and university

research parks. It recognizes that research parks led by higher education institutions are a

strategy to develop technology, generate R&D talent and create jobs, tap higher education

assets for economic development, cultivate innovation and commercialization, and build

academia-industry partnerships.

Science and technology park development is a common policy tool to encourage science and

innovation that spurs regional economic growth. It is a little-used tool in India, where there are

few university-led science park development projects. A core strategic element of park

development is geographic concentration, creating a setting for co-location for diverse actors to

collaborate. India’s innovation ecosystem is noted as having limited engagement between

industry and academia. This GoI program to support research parks led by institutions of higher

education is an important step in addressing these weaknesses, and the topic of the innovation

ecosystem currently demands attention.

University and institute led research parks are more than business parks characterized by

common or community assets and used as a backbone for science park development.

Research park development is by definition geographically targeted and to achieve its goals

requires a coordination of policies to encourage and promote cluster development. The IITGN



research park’s initial capital investment comes from the national-level. The next step is now on

IITGN to build-out the more “local” connections to the State of Gujarat and the Ahmedabad-

Vadodara-Gandhinagar industrial corridor, developing clusters to sync with State higher

education and industry growth priorities.

The university- and institute-led research park takes this framework further to target the

placement and relocation of industry on a university campus or in immediate close proximity.

IITGN is in a unique position as a young university to create an applied research culture among

its faculty and drive incentives and expectations for industry collaboration. IITGN faculty are

nearly all early-career and hungry to make a name for themselves; this research park

development creates excellent momentum to channel the energy around industry engagement

among faculty and students in ways that are more vibrant than at other leading universities in

India.

The role of the institute-led research park is best characterized as developing technology,

generating talent, creating knowledge-sector jobs, cultivating a culture of innovation, facilitating

applied research commercialization, and fostering partnership across industry, government, and

academia. IITGN early plans and discussions have focused on the building the culture of

innovation, opening doors to industry, and building confidence with industry to engage.

Additional emphasis going forward will work to foster the state government linkage and the

focus on job creation from the R&D activity; these are areas to pay attention in Years 2 to 3 as

the culture and trust dynamics take hold.

Research park sustainability comes from scientific excellence to attract industry partnership and

build confidence in an academic partnership that brings added value to industry. A setting that

builds collaboration across industries and with academia is a distinguishing feature. The ability

to attract technology companies and create home-grown technology company development is

also a distinguishing feature of successful university-led parks. The IITGN research park

incorporates a strong focus on industry R&D and technology development and from day one is

bundled with the IITGN incubator and entrepreneurship center. IITGN is off to a great start with

both channels, and it will be important to maintain this balance in the park’s activities.

The literature on research parks confirms their nature as complex ventures requiring good

management and carefully designed and curated physical spaces. Incentives and avenues for

collaboration and a long-term time horizon for park development are essential. For the purposes

of IITGN’s research park planning, eight key success factors have been identified from the

literature on science and technology parks: infrastructure, leadership, champions, demand-

driven collaboration, transaction support, capital, scale-appropriate phasing in park growth, and

innovative R&D ecosystem.

RTI and IITGN park strategic planning discussions identified the following as the value

propositions for government and industry engagement at the IITGN research park: academic

and industry interactions, prestige of being in the park, stimulating environment, access to

university assets, quality infrastructure on a spacious campus at flexible lease terms, lower cost

and ease of set-up as a tenant, and access to talented student researchers and a promising

workforce. IITGN will be wise to continue to emphasize the power of the IIT brand for its



prestige and the student talent it generates. Early discussions with IITGN leadership and

potential tenants have provided early conversations to test lease terms and conditions.

The IITGN leadership gained valuable insights from their workshop engagement in North

Carolina. The visit to the renowned Research Triangle Park (RTP), the university research park

at North Carolina State University, fed the conceptualization of a strategic plan for the IITGN

research park’s development. The IITGN delegation gained practical insights on defining

stakeholder roles in park development, creating an ecosystem for incubation, and cultivating

applied research synergies between industry, the university, and government. As a result, the

IITGN research park strategic plan outlines a strong beginning for the park’s management

structure and management model, operational framework and relationship with faculty and

tenants, and clearly defines performance expectation via an industry scorecard and university

covenant to industry.

Momentum for the IITGN research park is growing. Negotiations are underway with a number of

organizations about potential applied research programs and tenant relationships to launch the

research park. A number of Indian firms that participated in the September 30, 2016 industry

conclave at IITGN are also advancing project ideas and reviewing research park tenant

arrangements and potential terms and conditions.

Following preparation of the SWOT analysis, a set of priority actions were identified for 2016 to

2017 to advance the vision and strategic plan of the IITGN research park. These six goals are

constructed to address the SWOT and are outlined in the following.

Goal 1: Build Park Team. This goal is focused on building the team and the business

management talent to advance the start-up goals of the research park, with a focus on

communications and branding, partnership development and outreach, and commercial

contracting, intellectual property, and licensing.

Goal 2: Organizational and Management Systems. This goal is focused on delivering

excellence through effective organizational systems on issues of business systems when

engaging with industry, refining recruitment pitch and packages, and executing against early

masterplan milestones.

Goal 3: Cluster Development. This goal is focused on identifying and investing in “clusters,”

areas of research strength that make the best use of IITGN resources to advance industry

collaboration and address societal needs.

Goal 4: Mentor Faculty for Industry Engagement. This goal aims to develop a deeper pool of

faculty with understanding of industry and business. This is to include enhanced training, career

development, and mentoring opportunities for the next generation of applied researchers.

Goal 5: Nurture Champions. This goal is focused on increasing awareness, appreciation, and

understanding of the value of applied research with both internal and external stakeholders, and

the public. The goal also aims to nurture park champions.

Goal 6: Communicate the Power of Next-Gen Employees. This goal is focused on

communicating the benefits of the next generation innovation thinker and employee, building

shared commitment to mentoring a talented human resource base.



1 Introduction This report is a summary document of the RTI International consulting and advisory support to the India Institute of Technology–Gandhinagar (IITGN) research park conducted from March through October 2016, with support from the United States Agency for International Development (USAID). The technical assistance partnered RTI with IITGN’s leadership team to support the Institute’s launch of a new research park adjacent to the new IITGN campus.

In April 2016, the IITGN was awarded Government of India (GoI) funding to launch a major institute-led research park anchored to the institute’s campus. The GoI goals for funding several new institute-led research parks included: (i) recognition of the role technical higher education plays in human resource development, industry productivity, and quality of life; (ii) a strategy for spurring innovation through applied research that drives academia to partner with industry; and (iii) a mechanism for the research park to accelerate higher education’s role in fostering workforce development to drive applied research to build the knowledge-sector economy. This GoI initiative is strategically aligned to other major GoI efforts, notably the Start-up India and Make in India initiatives that aim to spur industrial growth, innovative research and development

(R&D), and entrepreneurship. Thus, this research park program activity is a signature initiative of the GoI to foster closer university and industry collaboration and drive innovation-led economic development based upon fuller utilization of higher education assets.

Specifically, the RTI and IITGN research park activity under the Data for Education Programming in Asia and the Middle East (DEP-AME) task order of the Education Data for Decision Making (EdData II) contract supported: (i) consulting and advisory support to IITGN to launch its research park planning, including park development strategies, stakeholder and industry partnerships, and park governance; (ii) IITGN representatives’ exposure to leading model and best practices at existing research park efforts in Research Triangle Park, NC; and (iii) assistance with local stakeholder coordination and partnership promotion.

2 IITGN-Led Research Park The IITGN proposal and concept for the IITGN-led research park is well framed and incorporates much learning from the global experience with science and university research parks. It recognizes that research parks led by higher education institutions are a strategy to develop technology, generate R&D talent and create jobs, tap higher education assets for economic development, cultivate innovation and commercialization, and build academia-industry partnerships.

The IITGN concept defines a 100-acre research park campus adjacent to the new IITGN 400-acre campus. The approach fits well with the IITGN campus’s long-term land and master development plan. In April 2016, IITGN was awarded a competitive grant from the GoI’s Department of Science and Technology and the Department of Higher Education, and the INR 70 crore (~$11m) funding to support both phase 1 and phase 2 capital development. The funding was increased to INR 90 crore (~14m) in subsequent negotiations. The infrastructure plan aims to create a new geographic space to build Institute and industry collaborations, facilitating increased research and development and building an ecosystem to create a talented workforce linked to robust applied research programs in tune with industry needs. The park will seek to build collaborations that play to key State of Gujarat industry strengths and needs and attract Pan-Indian and global company presence. Phase 1 of the park will include 26,000 square feet of built-up space inside the new Palaj campus and is defined as Phase I (2016–2018). Phase 2 (2017–2020) will see the build-out of adjacent land to an estimated 100,000 square



feet of additional space. A potential Phase 3 (to be determined) is not framed or funded via the initial GoI research park grant. Phase 1 dedicates one newly constructed building (Block 9) to the research park’s initial office space. This Block 9 also houses the established Innovation and Entrepreneurship Center that IITGN launched in 2015 with national and state funding.

3 Activities Undertaken The IITGN research park activity RTI supported under the DEP-AME task order of the Ed Data II contract included four major milestones, in addition to regular RTI staff consultation with the IITGN leadership team. These milestones included (i) an April 2016 inception planning trip to engage the Institute and state government stakeholders, (ii) a research park planning workshop in the Research Triangle Park, NC, in June 2016; (iii) an industry conclave with IITGN held in Gandhinagar September 30 to October 1, 2016; and (d) the preparation of the IITGN Research Park Strategic Plan for Year 1.

The April inception planning trip focused on RTI’s meeting with IITGN, the Gujarat

government, and industry to advance plans for the research park launch. The engagement focused on understanding the original IITGN research park proposal, identifying key questions and priority topics for RTI advisory support, and the completion of stakeholder assessment with IITGN faculty, Government of Gujarat, and selected industry representatives to gather their perceptions of the research park concept. Through this engagement, RTI gathered insights into sectors and business segments for R&D collaboration and into IITGN faculty strengths and potential industry linkages. The planning trip also scoped the June workshop in Research Triangle Park, NC, defining key topics for this 3-day event (see Annex A for a PowerPoint debrief, April 2016).

The 3-day research park planning workshop held June 13 to 15, 2016, was framed to bring

leaders from IITGN to see the renowned Research Triangle Park (RTP), the university research park at North Carolina State University, and to feed the conceptualization of a strategic plan for the park’s development. Public, private, and university sector leaders from RTP convened to discuss the Park’s management structure, governance, tenant recruitment, and tactics for collaboration with the state and the private sector. The delegation gained practical insights on defining stakeholder roles in park development, creating an ecosystem for incubation, and cultivating applied research synergies between industry, the university, and government. In addition to the classroom-based presentations and discussions with RTP university and industry leaders, the IITGN leadership team visited the Research Triangle Foundation, North Carolina State University’s Centennial Campus, and the Durham American Underground start-up incubator, one of the top research incubators in the United States (see Annexes B and C for the RTP workshop agenda and speaker biographies, and a list of action items).

Industry Conclave. The 2-day IITGN and Industry conclave, “Connections 2016,” was held

September 30 to October 1, 2016, on the IITGN campus. The conclave was designed to bring industry closer together to academia and create new opportunities for working together. The program featured IITGN leadership outlining their vision for the new IITGN and their concept for the research park. This event marked the most public step yet to announce plans for the institute-led research park. The program included industry representatives who spoke about the opportunity for applied research collaboration and its role in fostering innovation and economic development. The workshop also allowed more than 50 representatives from industry to view firsthand the facilities, lab, and campus infrastructure and to engage with many faculty and top students about their research projects. The forum created a very positive dialogue about topics for industry commissioned research at IITGN and about public sector innovation needs in the



armed forces and law and security, and enabled discussions with industry about initiating tenant relationships inside the planned research park (see Annex D, the Connections 2016 agenda and list of conclave participants).

RTI and the IITGN leadership team collaborated to prepare a strategic planning document for

the research park during September and October 2016. The document brought together learnings from the stakeholder engagement and the USA study tour, and framed the park offering and initial management plan. The plan outlined priority actions for the coming year (see Annex E, the Strategic Plan PowerPoint deliverable).

In addition to the planned research park activity under the DEP-AME task order of the EdData II coordinated activities, there were three major events in October 2016 that engaged the team and provided important opportunities to build visibility and momentum around the IITGN research park launch. The first of these was the Gujarat Higher Education Conclave held in Gandhinagar on October 18. As part of the vibrant Gujarat set of events, the state and industry sponsored the higher education conclave that pulled together Pan-India attendees (information on the event is available at: http://www.vibrantgujarat.com/writereaddata/Portal/Event/EventAttachment/d7388614-664e-4071-959f-0d855bce2ced.pdf). IITGN chaired a session on higher education governance that included RTI and noted IIT reformers from IIT-Delhi and Indian Institute of Management-Indore. The second event was the Gujarat Start-up Summit held in Gandhinagar October 21 to 22. IITGN spoke in one session on industry engagement with higher education and fostering a start-up culture, and RTI representatives presented as part of a panel on “Motivating Gujarat: Role of Nodal Institutions” along with representatives India’s Department of Science and Technology and the University of Toronto’s incubation center (information on this event is available at: http://www.vgstartup.com/ ). The third event was a workshop held on October 26 and framed as a brainstorming session to discuss industry–academia relationships, sponsored by the Government of Gujarat Chief Secretary of the Industry and Mines Department. This half-day event was an invitation-only forum with industry; the Gujarat industry leadership aimed to build dialogue and confidence in industry engagement with higher education applied research. It signals an important initiative by the State of Gujarat to foster industry and academia collaboration, and recognition of the role of research in sustained economic growth. (Annex F provides a summary list of meetings.)

4 Reflections and Recommendations Science and technology park development is a common policy tool to encourage science and innovation that spurs regional economic growth (Zhang, 2005). It is a little-used tool in India, where there a few university-led science park development projects. A core strategic element of park development is geographic concentration, creating a setting for co-location for diverse actors to collaborate. According to the definition of the United Nations Educational, Scientific and Cultural Organization, research parks are an economic and advanced technological development complex with a defined purpose of fostering collaborative R&D ecosystem across government, industry, and academia to spawn innovation and knowledge-based, high technology industry. In India, as in many countries, the assets of higher education institutions are underutilized for regional economic development (Wessner, 2009). India as a nation has underperformed as far as the number of PhDs produced and the number of patents, among other knowledge economy metrics (Elledge, Jones, & Pandiyan, 2016). India’s innovation ecosystem is noted as having limited engagement between industry and academia. This GoI program to support research parks led by institutions of higher education is an important step in

http://www.vibrantgujarat.com/writereaddata/Portal/Event/EventAttachment/d7388614-664e-4071-959f-0d855bce2ced.pdf

http://www.vibrantgujarat.com/writereaddata/Portal/Event/EventAttachment/d7388614-664e-4071-959f-0d855bce2ced.pdf

http://www.vgstartup.com/



addressing these weaknesses, and the topic of the innovation ecosystem currently demands attention.

Research park development is by definition geographically targeted and to achieve its goals

requires a coordination of policies to encourage and promote cluster development. University- and institute-led research parks are more than business parks characterized by common or community assets and used as a backbone for science park development. Features in a science or technology research park facility include laboratories, which are often shared support systems for innovation and business incubators, as well as collaborative activities promoting networking and business exchange and business service facilities to accelerate innovation. In these parks there is an explicit link to innovation mechanisms for technology transfer aimed at fostering a region’s economic development (Rodriquez-Pose & Hardy, 2014). In the case of the IITGN research park the initial capital investment comes from the national-level, and the linkages to the subnational level are not well-defined. The onus is now on IITGN to build-out the more “local” connections to the State of Gujarat and the Ahmedabad-Vadodara-Gandhinagar industrial corridor.

The university- and institute-led research park takes this framework further to target the placement and relocation of industry on a university campus or in immediate close proximity.

It has been applied around the globe as a strategy to create new companies and technology by commercializing faculty research and launching student-driven entrepreneurial activities (Brown, 2009). The strategy focuses on taking advantage of the university assets to create synergies with industry and enable industry transplants and relocation to campus to foster closer R&D ties and utilize university infrastructure (Lester, 2005). University-led research parks are also used to diversify a regional economy by filling sector holes or bridging industries to sponsor new growth opportunities (Battelle, 2013). The university-led research park is also a mechanism to motivate more applied R&D work with university faculty, align programs with industry needs, and create a human resource pipeline that is shaped to meet industry demands and requirements with skilled youthful employees (Diez-Vial, 2013). IITGN is in a unique position as a young university to create an applied research culture among its faculty and drive incentives and expectations for industry collaboration. IITGN faculty are nearly all early-career and hungry to make a name for themselves; this research park development creates excellent momentum to channel the energy around industry engagement among faculty and students in ways that are more vibrant than at other leading universities in India.

The role of the institute-led research park is best characterized as developing technology, generating talent, creating knowledge-sector jobs, cultivating a culture of innovation, facilitating applied research commercialization, and fostering partnership across industry, government, and academia on core sector and societal challenges (Smilor, O’Donnell, Stein, & Welborn, 2007). The IITGN plan speaks well to these characteristics. Early plans and discussions have focused more on the building the culture of innovation, opening doors to industry, and building confidence with industry to engage. Weaker links in the plan exist around the state government linkage and the focus on job creation from the R&D activity; these are areas to pay attention in Years 2 to 3 as the culture and trust dynamics take hold.

Research park sustainability. What makes the institute-led research park sustainable, and not

just a real estate venture? Scientific excellence is essential to attracting industry partnership and building confidence in academic partnership that brings added value to industry. A setting that builds collaboration across industries and with academia is a distinguishing feature. Parks that have the capability to develop and maintain new technology in emerging industries also create dynamics that attract partnership, grow jobs, and create profits (Link & Scott, 2007). The ability to attract technology companies and create home-grown technology company development is

also a distinguishing feature of university-led parks, and a key ingredient for sustained growth



(Smilor et al., 2007). Successful parks have been shown to benefit from the presence of large firms for their supply chain, or spill-over effects on the R&D community (Squicciarini, 2009). The IITGN research park incorporates a strong focus on industry R&D and technology development and from day-1 is bundled with the IITGN incubator and entrepreneurship center. IITGN is off to a great start with both channels, and it will be important to maintain this balance in the park’s activities. One of the challenges given the small staff and the desire to fill the initial Park building with tenants, for example, is to avoid overemphasizing student entrepreneurship and start-up development at the neglect of larger industry partnership development.

The literature on research parks confirms their nature as complex ventures requiring good management and carefully designed and curated physical spaces. Incentives and avenues for

collaboration and a long-term time horizon for park development are essential. For the purposes of IITGN’s research park planning, eight key success factors have been identified from the literature on science and technology parks.

Success factor – infrastructure. Infrastructure is a foundational element of a strong science or

research park (Zhang, 2005). This is best defined as quality offices that include private company and start-up offices as well as collaborative office spaces for “collisions” to occur. Many leading parks also incorporate conference and training facilities to provide a base for scientific events, as well as facilities for training that draws participation from a range of park tenants. Informal gathering points are also essential to foster the live-work-play orientation common in today’s best business settings. Cutting-edge lab equipment is also a draw for industry—and a requirement for leading universities to develop R&D that is valued by industry. Others features include excellent telecommunications infrastructure, cost advantages, and mechanisms for flexible growth options within the defined space of the research park. IITGN is blessed to have just opened an open, spacious, and attractive new campus. Key next steps are to smartly build out the initial park building and commit to top-notch laboratory equipment to ensure industry tenants are drawn to the campus. In the short-run, IITGN campus is somewhat isolated from the cities of Gandhinagar and Ahmedabad. A focus on attractive infrastructure amenities will be an essential element for drawing tenants.

Success factor – leadership. Visionary leadership is closely linked to research park success. Park development is a long-term prospect and calls for much more than real estate transactions to be successful. The vision to build a coalition of partners and assemble diverse resources is a critical success factor. Another important leadership factor is strong executive management for the research park (Zhang, 2004). The park must be managed professionally, as a company, in order to build and sustain tenants. Business-savvy capability is key to creating an ease of doing business and cultivating the collaborative relations that are paramount to success. Leadership also must be driven to network, to outreach, and have a flexible mindset. Building a community in the research park, with leaders who get out and create networks, is vital to seeding commissioned research, cultivating government-applied research partnerships, and promoting faculty and student engagements with industry. IITGN is fortunate to have strong and visionary leadership. One risk is that the team is small and is pulled in many directions. Clarity of task definition among the team will be essential for success, as will the hiring of additional managers to the team as Park activities escalate with the booking of initial tenants.

Success factor – champions. A common thread in successful research parks is conviction in the greater good and value of being an active participant in the activities in the defined geographic space. It requires civic-minded advocates, private-sector spokespersons, and organizations that serve as ecosystem enablers (foundations, incubators, accelerators, associations). Also, successful parks are noted for their government sponsorship (in some form), be it in incubation, public-private research programs, or capital investments geared to fostering the innovation ecosystem in the park. The IITGN research park is in need of additional



champions; leading spokespeople in industry and in the Gujrat State Government are going to be critical to success in the first several years of Park operations. Campus leaders and GoI national sponsors exist, but further champions are required to foster the regional public-private features envisioned for the Park.

Success factor – demand-driven collaboration. For a university- or institute-led research

park to thrive, it must have a market orientation. While higher education institutions can have a reputation for being slow or academic, to be successful in leading a science park, functions must be timely to meet industry requirements. Facilitation of collaboration also must take various forms to put in play a diversity of skills and functions that might include applied R&D, testing, consulting services, training, and prototyping. IITGN is growing up in the midst of an industry mindset in India that does not necessarily trust academia to work fast and to be relevant to business R&D needs. There is a stigma around working with academia that must be overcome for the new innovation ecosystem to take hold. IITGN is off to a great start in building itself with young and energetic faculty, who are effectively branding themselves as flexible, open, and different. Considerable energy will be required to communicate this message and demonstrate an open door, a responsiveness to clients, and the innovation value-add.

Success factor – transaction support. The research park enterprise requires the facility to

execute business and collaborative agreements effectively. Whether it is research agreements between industry and academic faculty, intellectual property protection skills, technology transfer licensing support, or commercialization skills, these types of transactional expertise will create a strong framework for the collaborative ecosystem inside the research park. The literature suggests in-house management support is more valuable to integrating the research park than is outsourcing (Bengtsson & Löwegren, 2001). Other features such as an ease in lease processes and flexible duration of lease agreements are important to attract and retain park tenants. Additionally, the access to or referrals to business services such as legal advice and audit and accounting services are noted features. The India innovation ecosystem does not have many strong industry and university partnerships; one reason for this is the pace of engagement at a university, or the lack of skills around intellectual property-related issues. IITGN does seem well prepared to address this traditional ecosystem weakness and deliver the transactional support through skilled staff in R&D management and commercialization. Where there are gaps in knowledge among the IITGN team, or issues of bandwidth to manage processes, it will be important for the IITGN research park management team to reach out and contract out support services to ensure quality and efficiency.

Success factor – capital. Science and research parks require pooled capital, calling for a

blend of public and private financing to prepare the shared and community infrastructure. Best practice models show that strong government investment, partnered with industry and foundation capital, is required to stand up and sustain the park through the early years. A noted feature of strong science parks is the element of “patient capital” geared to long-term growth. Even the most successful parks took many years to stand strong, so patient capital to grow slowly and to scale is critical. Longer-term, the proximity to networks for risk and venture capital are essential to supporting commercialization and start-up activities (Wessner, 2009). Pooled investment from park tenants is also a common feature to enable scale-up and reinvestment, and modernization, of park assets. Outlining expectations for support to enhancements is an important feature of tenant agreements. Also, many science parks have anchored their success to linkages to government investment in selected sectors or in themes creating centers of excellence or core geographic expertise. Such thematic emphases in turn serve to attract further R&D or pull in new tenants to take advantage of knowledge assets. IITGN is off to an excellent start in capital and financing. The Institute landed the initial capital investment phase over two phases and has already been able to renegotiate to add additional funds to the initial



grant in anticipation of some land development challenges. IITGN’s early success with several start-ups helps put them on the map for venture funders, though certainly more is to be done to build this universe of contacts. IITGN has secured State of Gujarat Center of Excellence funding for bio-engineering, and adding additional centers of excellence should be a goal. Early conversations with the Forest Service, the India Space Research Organization, and the Indian Army are very encouraging, and one or more of these leads may represent the type of anchor investment with government that could bring a powerful infusion to the research park.

Success factor – scale appropriate. Successful research park development is phased

development. Over-eager plans or over-development has been shown to create vacant lands and buildings, when development got ahead of building tenants and a collaborative culture with the university or anchoring institute. Resisting the “build it and they will come” mentality is sound advice according to the literature (Saleman & Jordan, 2015). Development that is paced to science park or university capacities is also important. Dedicating core staff and outsourcing other services early on based on need and demand is an important tactic. A university or institute research park can build credibility through the visibility of signing a few important anchor tenants or by charting a path towards areas of specialization (Wessner, 2009). IITGN has demonstrated to date a smart approach to scaling. The Institute jump-started its park with the designation of a new and existing building to be the first park building. The capital development grant is funded and planned to be phased over 5 years. IITGN has been deliberate in setting up a separate park management company and gradually allocating staff to its management; however, IITGN may need to be more aggressive to build out its staffing pattern to support tenant recruitment and marketing functions. IITGN has also been smart to think through options for anchor tenants and to court several leading options.

Success factor – ecosystem. A core distinction between a university- or institute-led research

park and a typical business park is the emphasis placed on collaboration, engagement, and collisions in common spaces. Cultivating an ecosystem where industry and academia interact at many different levels is the differentiator (Weber, 2004). Informal networks come about often through sheer proximity and a climate of creativity and trust that builds through repeated interactions at both the firm and the individual level. This type of ecosystem creates a culture for entrepreneurship, for action research, aimed to address applied science problems with a business orientation. Openness, creative energy, a commitment to both purposeful gathering and informal networking are noted characteristics. IITGN has set a refreshing and enticing example of an open and engaging setting for collaboration. IITGN leadership is molding an entrepreneurial culture. It could probably do more to open the campus to more regular events with industry and government to talk about applied R&D issues, but the events it has held have been excellent and effective in building new partnership. With the research park now formally launched, many more such events will be needed to bolster the park’s image and generate leads for new tenants.

5 Current State and Strategic Plans The IITGN research park “value proposition.” IITGN park strategic planning discussions

identified the following as the value propositions for government and industry engagement at the IITGN research park: academic and industry interactions, prestige of being in the park, stimulating environment, access to university assets, quality infrastructure on a spacious campus at flexible lease terms, lower cost and ease of set-up as a tenant, and access to talented student researchers and a promising workforce. IITGN will be wise to continue to emphasize the power of the IIT brand for its prestige and the student talent it generates. Early discussions with IITGN leadership and potential tenants have tested lease terms and conditions.



IITGN is struggling to create a premium brand and status, while also managing the reality that the isolated campus is not yet a “hot” destination. IITGN may have to be flexible and less aggressive regarding rental terms to get early traction with industry players, and then may adjust terms in the out years as the greater Gandhinagar community grows and development fills in around the new campus, which is currently largely in a rural setting.

Management model for the IITGN research park. The management model for the IITGN research park is structured around the establishment of an independent Section 8 Company responsible for research park management. A separate company structure enables a focus on the park’s business, with some separation from the core university administrative function. The management company is targeted to be comprised of a director and staff capacity to fulfill core functions including intellectual property registration and licensing support, marketing and public relations, facility management, finance and accounting, park tenant business development and partnership recruitment, administration to cover leasing and finance, and events and logistical support. The company’s registration is to be complete in November 2016, and initial staffing will include three personnel focused on partnership development, facilities planning, incubator management, and construction management. The park management company will initially rely on a shared services model to draw upon IITGN university personnel for administrative support, finance, accounting, and marketing. IITGN has been proactive in endorsing this route for a separate company and has made fast progress in getting it registered. A key challenge ahead is to ensure that the Institute has the bandwidth for the core team to deliver on the research park strategic plan. IITGN may need to be more aggressive in staffing help to ensure early tenants are managed well, while also energetically conducting outreach to identify new research partners and prospective tenants.

Business model. The operational business model for the IITGN research park positions IITGN

as the master planner and developer. The park will be managed by an independent management company, with oversight from a public, private, and university board of directors. The park will drive capital development with core public funding in hand and seek to build out private capital funding models as it is initially occupied. The model of operation will offer business-friendly internal entitlement processes for park tenants. The principal revenue source comes from park facilities, and modest fees-for-services, with the up-side potential for intellectual property and licensing benefits to be derived from the partnered R&D. IITGN will need to ensure that members of its board of directors include energetic champions from the public and private sector. The absence of clear champions in industry and government is a missing link for park development. Pursuit of anchor funding with Government or funding to build a sector cluster is encouraged. IITGN has not as yet done much financial modeling on longer-term revenue prospects from intellectual property and licensing, and how this might contribute to park sustainability.

Operational model for collaboration. The strategic planning process in September and

October 2016 identified a number of key performance indicators (KPIs). The KPIs include metrics around tenant recruitment, degrees of collaboration between academia and industry, technology innovations (agreements and engagement by sector, patents, etc.), and scientific excellence (agreements, papers, co-sponsored conference events, etc.). With the launch of the park plan, each of these KPIs is framed to be annually measured. Rigor in monitoring KPIs is important for good management, though it is understood the KPIs will be re-examined with the completion of each operational year.

Performance expectations. To operationalize the industry and academia collaborations, IITGN has prepared a draft scorecard for industry engagement. The collaboration scorecard is one tool to monitor engagement and ensure the park is a place to engage, and not just reside. Similar models are found at IIT-Madras and North Carolina State Centennial Campus university-led



research parks. Research park tenants will be expected to fulfill a number of partnership activities defined in the scorecard, and annual targets will be measured. Activities might include sponsoring students or commissioning research, internships, fellowships, or seminar teaching. Tenants that under-perform will be given special attention, and noncompliance with the partnership expectations could result in lease termination. IITGN has been very thoughtful in advancing this approach and has benefited from best practices examples of other leading research parks of higher education institutions. The draft scorecard is being piloted with industry from October to November 2016 as tenant lease terms and conditions are tested with early potential tenants. To date, the scorecard concept and draft content has been well received.

Institute covenant to industry. As part of the strategic plan preparation, the team developed a

draft institute covenant with industry. Elements of the plan include a drive to focus on applied scientific research, to remain a mission-driven institution; a commitment to focus on teaching, research, testing, and education and non-compete with industry; a commitment to a high degree of scientific input and output in partnership with industry, to ensure respect for intellectual property and industry privacy; and the shared goal to utilize the park for applied science, not for manufacturing on the park premises. IITGN leadership has been encouraged to not just set expectations for park tenants and customers, but also to set a framework and set of expectations for its own performance. More can probably be done on this front, but this covenant is a start to creating a balanced conversation and clarity of commitment to potential government and industry tenants.

Cluster strategy. Many successful university research parks have developed with an eye

toward developing core clusters, or centers of excellence in research, to create both a brand and the benefit of proximity. The team’s stakeholder engagement in Gujarat to date suggests a desire to see cluster development at the IITGN research park. Stakeholder outreach informs cluster strategy. Government and industry needs vary but there is a desire to see key platforms and competencies drive park planning and growth. Platforms and competencies that are best aligned with national and state strategic priorities will be more likely to tap investment. Government investment in centers of excellence attracts industry, and industry engagement attracts government R&D investment. IITGN leadership has warmed to the idea of clusters, having initially been cautious to let the park grow organically. However, with increased stakeholder engagement the leadership’s interest has grown in building consortia for problem-solving of sector and industry challenges. Conversations with the India Army R&D Division, or challenges in the pharma industry, or expanding on the bio-engineering center of excellence, have shown promise.

The team has identified initial cluster strategies through stakeholder engagement. These include potential cluster strategies around opportunities in defense, materials, pharma, chemical, industry and consumer safety, energy and cleantech, bio-medical and bio-engineering, and cognitive science. IITGN plans for these sectors are sound, as these areas align well with Gujarat industry leading sectors, early conversations with interested collaborators, and the institute’s own academic strengths. IITGN leadership has strong alignment along these areas and recognizes the need to probably reduce the number of identified clusters with time.

The RTI – IITGN team completed a strengths, weaknesses, opportunities, and threats (SWOT) analysis as part of the research park strategic planning process and reached consensus regarding the identified SWOT characteristics. The identified strengths include the fact that IITGN is a model for a multidisciplinary approach to engineering higher education; IITGN has an active leadership team attuned to national, state, and industry growth opportunities; and the team has demonstrated early success in stewardship, curriculum innovation, and establishment of creative culture. IITGN has assembled an energetic and talented young faculty and has already begun to establish strong capabilities in cognitive science, chemical engineering,



material science, civil engineering, data analytics, bio-medical engineering. The identified weaknesses include the fact that staff depth for research park management is thin; there is a personnel gap in branding, marketing, communications, partnership outreach; the faculty lack a depth of experience in applied research and industry-sponsored programs; and the IITGN is relying on relatively few industry relationships and facing the reality that the youthful faculty have yet to establish name recognition and their research excellence. A number of opportunities were identified. These include the strong growth trajectory of Gujarat as a state economy; a very favorable climate of support to the innovation ecosystem; an increasingly positive industry mindset to collaborate; a broader ecosystem hungry for new human resources and R&D capability; a strong expressed desire from all parties to link the private sector, public sector, and university sector in partnership to drive economic growth; and growing resources to support attention to innovate for societal change and address vexing problems. A number of threats were also identified, including known hurdles to building facilities quickly; stated skepticism among state stakeholders about the IITGN research park, and the fact that there is an absence of state government champions; and a lack of agility and speed to respond to industry collaborative opportunities given staff depth and experience.

6 Priority Actions and Next Steps Following preparation of the SWOT analysis, a set of priority actions were identified for 2016 to 2017 to advance the vision and strategic plan of the IITGN research park. These six goals are constructed to address the SWOT and are outlined in the following.

Goal 1: Build Park Team. This goal is focused on building the team and the business management talent to advance the start-up goals of the research park, with a focus on communications and branding, partnership development and outreach, and commercial contracting, intellectual property, and licensing. There are a number of objectives:

Defining job descriptions for the core team

Hiring an expanded core team; setting goals for partnership development in Year 1 (number of engagements);

Defining goals for tenant partnership development in Year 1 (number of tenants/category)

Drafting marketing collateral and establishing a web presence for the park

Establishing management systems for client engagement

Learning through focus groups and surveys about needs and interests of companies to tailor outreach and services

Preparing facilitation steps and check-in mechanisms with new tenants to foster success and build a reputation for efficiency.

Goal 2: Organizational and Management Systems. This goal is focused on delivering excellence through effective organizational systems. The objectives include the following:

Preparing the Phase 2 master plan; executing the master planning initial milestones

Refining business systems for industry contracting

Documenting leasing options and arrangements

Designing structures for the partnership scorecard and tracking



Developing a professional recruitment package for partnership development

Drafting intellectual property and licensing guidance and processes

Providing information technology and technological links to engage stakeholders via websites and social media.

Goal 3: Cluster Development. This goal is focused on identifying and investing in “clusters,”

areas of research strength that make the best use of IITGN resources to advance industry collaboration and address societal needs. The core objectives include the following:

Confirming the shortlist of priority cluster areas

Investing in “innovation lab” one-day events to identify needs in a minimum of three clusters in Year 1

Building an understanding of key industry partners and cluster pain-points to drive research collaborations

Re-affirming cluster priorities via engagement with government champions nurturing longer-term funding prospects.

Goal 4: Mentor Faculty for Industry Engagement. This goal aims to develop a deep(er) pool

of faculty with understanding of industry and business. This is to include enhanced training, career development, and mentoring opportunities for the next generation of applied researchers. The core objectives are as follows:

Developing a basic seminar training for faculty around industry engagement, project management practices

Ensuring coaching and mentoring for young faculty leaders who engage with industry

Establishing management systems for quality review of client engagements.

Goal 5: Nurture Champions. This goal is focused on increasing awareness, appreciation, and

understanding of the value of applied research with both internal and external stakeholders, and the public. The goal also aims to nurture park champions. The objectives include the following:

Developing four case studies of industry engagement

Identifying and cultivating new government champions

Creating two or more park-related events to feature government engagement.

Goal 6: Communicate the Power of Next-Gen Employees. This goal is focused on

communicating the benefits of the next generation innovation thinker and employee, building shared commitment to mentoring a talented human resource base. The core objectives are the following:

Developing four case studies of successful student-industry engagement

Preparing a briefing packet for students for research projects and internships

Coordinating an interns showcase, with industry and research park tenants

Highlighting and communicating sponsors’ commitment and experience with students through websites, newsletters, and events.

Action plans. The IITGN strategic plan stops short of defining a clear month-to-month timeline for each of the six priority actions in Year 1, or of designating responsible parties to lead the respective objectives. Such assignment of dates and responsible parties is best practice in



strategic planning implementation. IITGN is encouraged to take this additional step, to see the document as a management tool and define staff accountability around targeted actions.

Momentum. Negotiations are underway with a number of organizations about potential applied

research programs and tenant relationships to launch the research park. RTI International (USA) and Duke University have made a commitment to applied research collaboration with IITGN. A number of Indian firms that participated in the September 30, 2016, industry conclave at IITGN are also advancing project ideas and reviewing research park tenant arrangements and potential terms and conditions.



References Battelle Technology Partnership Practice. (2013). The 2012 survey of North American university

research parks. Association of University Research Parks Publications.

https://aurp.memberclicks.net/assets/documents/aurp_batelllestudy2012-final.pdf.

Bengtsson, L. & Löwegren, M. (2001). Internationalisation in science parks—The case of Finland and Sweden. Lund University via ResearchGate. Paper presented at the 2001 Swedish Network for European Studies in Economics and Business Conference in Mölle,

Sweden, May 14–16.

Brown, Alan S. (2009). Building a Place for Innovation. Association of University Research Park

Publications. http://www.aurp.net/assets/documents/Brian%20Darmody_SenateBriefing.pdf

Díez-Vial, Isabel (2013). How knowledge links with universities may foster innovation: The case of a science park. Technovation. DOI: 10.1016/j.technovation.2015.09.001.

Elledge, M., Jones, J., & Pandiyan, M. (2016). Assessing India's innovation ecosystem: The case study of Gujarat. In RTI Press Research Brief. (Report No. RB-0012-1606). Research

Triangle Park, NC: RTI Press. DOI: 10.3768/rtipress.2016.rb.0012.1606

Lester, R.K. (2005.) Universities, innovation, and the competitiveness of local economies. MIT Industrial Performance Center Working Paper 05-010.

https://ipc.mit.edu/sites/default/files/documents/05-010.pdf

Link, A.N., & Scott, J.T. (2007). The economics of university research parks. Oxford Review of

Economic Policy, 23(4): 661-674. doi: 10.1093/oxrep/grm030

Rodriquez-Pose, A. & Hardy, D. (2014). Technology and research parks in developing countries: Panacea or pipedream? Springer Briefs in Regional Science. ISBN 978-3-319-

07992-9.

Smilor, R., O'Donnell, N., Stein, G., & Welborn III, R.S. (2007). The research university and the development of high-technology centers in the United States. Economic Development Quarterly, 21(203) DOI: 10.1177/0891242407299426. Available at:

http://edq.sagepub.com/content/21/3/203

Squicciarini, M. (2009). Science parks: seedbeds of innovation? A duration analysis of firms’ patenting activity. Small Business Economics. 32: 169. DOI:10.1007/s11187-007-9075-9

Weber, L.E. & Duderstadt, J.J. (2004). Reinventing the research university. Economica.

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Wessner, C.W. (Ed.). (2009). Understanding research, science and technology parks: Global best practices. Washington, DC: The National Academies Press, National Research

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Saleman, Y. & Jordan, L. (2015). The Implementation of industrial parks: Some lessons learned in India. Journal of International Commerce, Economics and Policy. 6(1) pp. 1550005-1-

1550005-36

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United Nations Educational, Scientific and Cultural Organization (UNESCO). Science and technology park governance: concept and definition. Accessed 11 November, 2016; available at: http://www.unesco.org/new/en/natural-sciences/science-technology/university-industry-partnerships/science-and-technology-park-

governance/concept-and-definition/

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Annex A. PowerPoint Debrief





























Annex B. RTP Workshop Agenda and Speaker Biographies































Top Indian university looks to globally-recognized Research Triangle Park as model for

its own research park

[Subhead for U.S. release]

RTI International to assist delegation from the Indian Institute of Technology Gandhinagar develop their own research park and learn from the RTP model

[Subhead for India release]

Delegation from the Indian Institute of Technology Gandhinagar visits Research Triangle Park in North Carolina to study models for research park in India

Highlights

Globally-recognized, Research Triangle Park in North Carolina will serve as an example

for the development of a Gandhinagar research park, a similar private, public and

university collaboration effort to boost applied research and development in India

RTI International will host a three-day workshop for the Indian delegation and will assist

IITGN in developing their research park strategic plan

RESEARCH TRIANGLE PARK, NC— North Carolina’s Research Triangle Park will serve as an example for the Indian Institute of Technology Gandhinagar’s (IIT Gandhinagar) research park that is now under development in India. The Gandhinagar research park is a private, public, and university collaborative effort to boost applied research and development in the State of Gujarat, India. RTI International will host a three-day workshop, June 13-15, to help leaders from IIT Gandhinagar conceptualize a strategic plan for the park’s development. Public, private and university sector leaders from Research Triangle Park will convene to discuss park management structure, governance, tenant recruitment and tactics for collaboration with the State and the private sector. The delegation will also gain practical insights on defining stakeholder roles in park development, creating an ecosystem for incubation, and cultivating

applied research synergies between industry, the university and government.

“Research Triangle Park is regarded as one of the best examples of a research park in the world,” said Myles F. Elledge, senior director of international development policy and planning at RTI. “We hope the delegation will draw from the experience in the RTP region, and see first-hand how the park has been a major driver to creating public sector-private sector-university applied research collaborations that have fostered a vibrant regional knowledge-based economy.”

The delegation comprising the leadership team at IIT Gandhinagar will visit the Research Triangle Foundation, North Carolina State University’s Centennial Campus, and the Durham

American Underground start-up incubator, one of the top incubators in the United States.

The Gandhinagar research park will be built adjacent to IIT Gandhinagar’s university campus using funds from a Government of India competitive grant award. IIT Gandhinagar has already

launched an incubator based in the park’s first building.

The purpose of the research park is to build university and industry collaborations, increase research and development, and build an eco-system to create a talented workforce linked to robust applied research programs. The park will seek to build collaborations that play to key

http://www.rti.org/expert/myles-f-elledge



State of Gujarat industry strengths and needs such as process engineering, environmental technologies and biotechnology. Phase 1 of the park will include 100,000 square feet of built-up space.

The Research Triangle Park, North Carolina is a highly successful high-technology research and science park. It thrives on the collaboration from three universities: Duke University in Durham, the University of North Carolina at Chapel Hill, and North Carolina State University in

Raleigh.

The 3-day workshop host, RTI International, is one of the world’s leading applied research institutes headquartered in Research Triangle Park. This university-led research park initiative is supported by the United States Agency for International Development (USAID). Following the RTI-led research park workshop, the IITGN team is visiting and working with Duke University in a related initiative on managing applied research programs, faculty development and university communications, also in collaboration with USAID.

###



Annex C. Action Items from the RTP Workshop A planning meeting was held at IITGN on 24 June 2016 to review June workshop held at Research Triangle Park, NC. The meeting reviewed observations from the workshop, and confirmed key action steps. Attendees: Myles Elledge (RTI), SP Mehortra, Amit Prushant (IITGN), Anand Panday (IITGN), Nirmal Jha (IITGN)

Action Points for Research Park 1. Create a well-documented strategy, governance structure and vision.

Strategy: a. Highlighting Specific technology areas: We have to highlight the strength of the Institute

in such a way that it matches with the requirements of the industries.

b. Emphasize on Role of R&D for growth of Industry: We need to communicate the message

to the industry that sustainable growth requires greater R&D capabilities. This can be

developed through collaboration with academic institutes.

c. Create stories for marketing- Diamond, Textile, UL fire testing facility, etc. IITGN is already

working on some of the problems of industry. We need to create stories from these

collaborations and publish those.

d. Develop a cluster approach: Target a sector and create value for them.

e. Showcase the Research Park as a brand for the region.

f. Create sweet spot for attracting the companies.

g. Start a dialog with faculty members, develop awareness of concept and confidence.

h. Reward and Incentive for faculty engaged with the industries.

Define value preposition: a. Facilities and Infrastructure: Highlight the existing facilities, R&D infrastructure, research

strengths, and other facilities that can be made available for the industry partners once

they join the research park.

b. Broad range of expertise under one roof can be one of showcase point.

c. Easy access to above facilities can be offered explicitly.

d. Problem-Solution approach: We can identify together the problems of industrial relevance

and try to develop solutions.

e. Reduced input cost, knowledge and specialized labor

f. Value for timely delivery is better understood.

g. Availability at the campus provides better opportunities to understand particular faculty

group / student that will give more confidence and better chances of successful

collaboration.

Governance a. Recruit independent staff to manage partnerships.

b. Need of a broker: to work with tenant companies and Faculty/IITGN-resources for optimal

utilization and bring about flexibility in doing transactions

c. Study on University and park relationship: specially understanding the models where the

university and the park are governed by the same administration.



Tenant engagement:

Creating templates for agreement/ contracts with different companies

Strategies to deal with small/MSME and big companies for attracting and hosting: Including type of engagement and pricing.

Important documents to be created:

a. Strategic plan (MISSION)

b. Offerings (CULTURE)

c. SOPs (Directions)

d. Agreements

Other Comments:

IITGN can probably start Dean’s list for entrepreneurship and management related programs

It will be good to have information sessions on services of library to the industry visitors. Visit to the library can be kept as part of schedule as far as possible.



Annex D. Connections 2016 Agenda and Participants

Connections 2016

Creating opportunity to stimulate Industry-Academia partnership

September 30- October 1, 2016

Agenda

Day 1

30 September, 2016 Program

09:15-10:00 Registration

10:00-10:45 Inaugural session

Welcome address and context

Prof. Sudhir K Jain, Director IITGN

IIT Gandhinagar –FIERCE URGENCY of the NEW

Prof. Amit Prashant

Incubation and Research Park @ IITGN

Prof. S P Mehrotra

Q&A

10:45-11:45 Voice from the Industry

Dr. Arup Basu, President-Innovation Centre, Tata Chemicals

Mr. Anand Parekh, President Textile Business, Reliance Industries

Dr. Kapileswar Swain, Vice President, Wockhardt Research Center

Mr. R P Nangalia, President-Corporate, JSW Group

Mr. Gopal Krishna, Managing Director, Maxim India*

Q&A

11:45-12:15 Tea Break

12:15-01:30 Partners Speak

Brig Vikram Singh

Army Headquarters

Mr. R. A. Venkitachalam

Vice President & Managing Director, Underwriters Laboratories

Mr. Myles F. Elledge

Senior Director, RTI International USA

Mr. Vikas Sahay IPS

Director General, Raksha Shakti University

Q&A

01:30-02:30 Lunch

02:30-03:45 Walk by the Wall

Poster session and interactions with faculty, students

Lab Visits and Product Demonstrations



03:45-04:15 Tea Break

04:15-05:15 Translational Research @IIT Gandhinagar

Biomedical Engineering

Material Science and Technology

Biological Engineering

Chemical Technology

Electronics

Mechanical Engineering

05:15-06:00 Discussion: Opportunities and Models of working together

06:00-07:00 Campus Tour

07:00 Onward Dinner

Day 2 01 October, 2016 Program

10:00-11:00 Startups Speak @IITGN

Think 4dea Technologies

Geo-carte radar Technology

Whitepanda

11:00-11:30 IITGN Models of Engagement with Industry: Mr. Nirmal Jha, Advisor Industry Relations

11:30-12:00 Tea Break

12:00-12:20 Social outreach @ IITGN

12:20-12:40 Career Development Services @IITGN

12:40-01:00 Concluding session and Thanks

01:00 Onward Lunch



Connections 2016

Creating opportunity to stimulate Industry-Academia partnership

September 30- October 1, 2016

List of Participants

Name of Company Name of participant

1 Abellon Clean Energy Limited Dr. Beena Patel

2 Adani Mr. Sridhar Tambraparni

3 Adani Power Mr. Sandeep Dixit

4 Aditya Birla Group Dr. PD Landge

5 Aditya Birla Group Mr. Pramod Kumar

6 Aditya Birla Group Mr. Paras Jain

7 Aditya Birla Group Mr. Ram Kumar

8 Aditya Birla Group Mr Nirav Patel

9 AMBUJA CEMENT Mr. Anurag Solanki

10 Comfort Geosynthetics & Marketing Pvt. Ltd.

Mr. K Nagarajan

11 Comfort Geosynthetics & Marketing Pvt. Ltd.

Mr. A A Khan

12 Electronics Corporation of India Limited ECIL

Mr. Anurag Kumar

13 ESSAR PORTS Ltd. Mr. Bhaven Bhatt

14 Gujarat Energy Research and Management Institute

Prof. T. Harinarayana

15 Gujarat Knowledge Application & Facilitation Centre

Mr. K Srinivasa Murthy

16 GVFL Mr. Sanjay Randhar




17 Hitachi Hi-Rel Power Electronics Pvt Ltd Mr Dhiren Shah

18 Hitachi Hi-Rel Power Electronics Pvt. Ltd Mr. Piyush Shah

19 Hitachi Hi-Rel Power Electronics Pvt. Ltd. Mr. Keizo Shimada

20 iCREATE Mr. Anupam Jalote

21 Indian Army Breg Vikram Singh

22 Indian Army Col R Pankaj

23 Indian Textile Accessories & Machinery Manufacturer's Association

Mr. N D Mhatre

24 Ingersoll Rand (India) Limited Mr. Jeetendra Kumar Singh

25 J K Laxmi Cement Mr. Naveen Kumar Sharma

26 JSW Group Mr. R P Nangalia

27 KHS India Mr. YATINDRA SHARMA

28 KPIT Technologies Ltd. Mr. Mangesh Khare

29 Maruti Suzuki India Ltd. Mr N S Rao

30 Maxim India Integrated Circuit Design Pvt Ltd

Mr. Gopal Krishna

31 ONGC Dr. Mahendra Pratap

32 ONGC Ahmedabad Mr. Mahendra Pratap

33 Raksha Shakti University Mr. Vikas Sahay I.P.S.

34 Reliance Industries Limited Mr. Anand Parekh

35 Reliance Industries Limited, Mumbai Mr. Kamal Nanavaty

36 Ricoh Innovations Private Limited (RIPL) Mr. Tomio Mizuno

37 RTI International Mr. Myles F Elledge

38 Siemens Ltd. Mr Dhroo Saraiya




39 Siemens Ltd. Mr. Milind Patel

40 Strand Life Sciences Pvt. Ltd Mr. Ramesh Hariharan

41 Strata Geosystems (India) Pvt. Ltd Mr Nilesh Kulkarni

42 Swaraj Secutech Pvt Ltd Major Amitava Mittra

43 Tata Chemicals, Ahmedabad Mr. M Ravindranath

44 Tata Chemicals, Mumbai Dr. Arup Basu

45 Tata Consultancy Services Mr. Raj Shah

46 Torrent Research Center l Torrent Pharmaceuticals Ltd

Ms. Jaya Abraham

47 Torrent Research Center l Torrent Pharmaceuticals Ltd

Dr. Apurva R. Shah

48 Underwriters Laboratories, Bangalore Mr. R A Venkitachalam

49 USAID India | Center for Innovation and Partnership

Ms. Fatima Ali-Karagol

50 Wockhardt Research Center Mr. Kapileswar Swain











Annex E. Strategic Plan PowerPoint













































Annex F. Summary of Meetings IITGN University Research Park RTI – IITGN Support Program

This document summarizes key in-person meetings held between March and October 2016 as part of the RTI engagement with IITGN to launch their new university-led research park. 30 March 2016: Task planning in Gujarat, RTI’s Myles Elledge

IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Professor Sudhir Jain, Nirmal Jha 7-15 April 2016. Stakeholder Engagement in Gujarat, RTI’s Myles Elledge and Sara Van Lear

IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Professor Uttama Lahiri, Professor Sudhir Jain, Nirmal Jha, Professor Nihar Mohapatra, Professor Naran Pindoriya, Professor Chinmay Ghoroi, Professor Atul Bahrgava Industry: Sun Pharma (Vijay Chhabada, Sandip, Darji), PDPU: Palak Sheth, GeoCarte (Silky Agrawal), Cretif (Akash Keshav Singh), White Panda (Roshan Agrawal), Sky Quest (Akash Bhavsar), CII (Srinivasa Murthy, Gaurang Patel) Invent India (Sandy, Tejas Desai), Sunil Parekh Gujarat State Government: Gujarat State Biotechnology Mission (A.N. Bhadalkar), Department Industry & Mines (A Secretary Arvand Agrawal, Ramneet Gupta) 29-30 April 2016: Task planning & Stakeholder Engagement in Gujarat, RTI’s Myles Elledge

IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Professor Sudhir Jain, Nirmal Jha Industry: Sanil Parekh Government of Gujarat: Department Industry & Mines (A Secretary Arvand Agrawal, Ramneet Gupta), Department of Science and Technology (Secretary Dhananjay Dwivedi) 3 May 2016: Stakeholder Engagement in Singapore, Myles Elledge

Singapore Fusionopolis: Jonathan Kua and Melissa Guan 12 May 2016: Stakeholder engagement in RTP, Myles Elledge

IITGN: Professor Uttama Lahiri



13-15 June: Research Park Workshop in RTP, North Carolina

RTI: Myles Elledge, Eric Johnson, Brian Stoner, Dan Winfield, Ethan Klem, Jeff Piascik, Bill Wheaton, Jim Gibson, Lisa Green, Raghubir Gupta, Vic Rao, Sara Lawrence, Phil Watson, Amy Witsil, Andy Helminger, Cary Strickland, Steve McManus, Sonia Grego, Kevin Boggs USAID: Mitch Kirby IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Professor Sudhir Jain, Nirmal Jha, Professor Pratek Mutha RTP Universities: Leslie Boney (UNC), Tom White (NCSU), Jeff Glass (Duke), Leah Burton (NCSU) Industry: Ted Abernathy (Economic Leadership), Adam Klein (American Underground), John Austin (Groundworks Labs), Corey Liles (Research Triangle Foundation), Susan Sanford (Research Triangle CleanTech Cluster), Bo Carson (Research Triangle Regional Partnership), Sharon Hall (BASF), Leslie Walden (Fidelity Investments), Ben Oliver (Storyboard Media) 24 June 2016: RTP Workhop Debrief, Task planning & Stakeholder Engagement in Gujarat,

RTI’s Myles Elledge IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Professor Sudhir Jain, Nirmal Jha, Professor Pratek Mutha, Professor Sameer Dalvi, Professor Uttama Lahiri 15 September 2016: Task planning & Stakeholder Engagement in Gujarat, RTI’s Myles Elledge

IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Professor Sudhir Jain, Nirmal Jha, Professor Pratek Mutha, Professor Sameer Dalvi, Professor Uttama Lahiri Government of Gujarat: Department Industry & Mines (A Secretary Arvand Agrawal, Ramneet Gupta), Department of Science and Technology (Secretary Dhananjay Dwivedi) 21 September 2016: Strategic planning, industry conclave planning in Gujarat, RTI’s Myles

Elledge IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Professor Sudhir Jain, Nirmal Jha 30 September – 1 October 2016: Industry conclave at IITGN, RTI’s Myles Elledge 3 October 2016: Industry conclave debrief in Gujarat, RTI’s Myles Elledge

IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Nirmal Jha 18 October 2016: Higher Education Conclave in Gujarat, RTI’s Myles Elledge

IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Nirmal Jha, Professor Sudhir Jain



19 October 2016: Strategic planning at IITGN in Gujarat, RTI’s Myles Elledge

IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Nirmal Jha 21-22 October 2016: Gujarat Start-up Summit in Gujarat, RTI’s Myles Elledge

IITGN: Anand Pandey, Nirmal Jha 23 October 2016: Amalthea Symposium at IITGN, RTI’s Myles Elledge

IITGN: Professor Suray Pratap Mehrotra, Anand Pandey, Professor Amit Prashant, Nirmal Jha, Col. Kanpoor, Professor Sudhir Jain

Documents

Task Order 15: Data for Education Programming in Asia and … · pharmaceuticals, education and training, surveys and statistics, advanced technology, international development, economic