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Currently Skimming:

Luncheon Address in the Great Hall
Pages 99-110

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From page 99...
... When, in 1998, Dr. Marburger moved into the post of director at Brookhaven National Laboratory (BNL)
From page 100...
... Also like Silicon Valley, the Research Triangle initiative had originated in academia and quickly engaged regional business leaders.
From page 101...
... Five categories embracing institutional participants in innovation systems were identified in a study prepared for PCAST, which Dr. Marburger cochaired with the prominent Silicon Valley venture capitalist Floyd Kvamme, by the Science and Technology Policy Institute (STPI)
From page 102...
... The director of Cold Spring Harbor Laboratory, the Nobel Laureate James Watson, was concerned about his scientific staff leaving the region to start biotech businesses in California and elsewhere. Nearby Brookhaven National Laboratory also had important resources for biomedical research although it was almost totally disconnected from regional industry.
From page 103...
... "There was a lot of controversy at the time about whether engaging in industrial-related research would somehow undermine the quality of academic programs or the purity of the research," Dr. Marburger recalled, adding: "You don't need the entire faculty to have an attitude that's favorable to development, but you do need a critical mass." These and related activities strengthened Stony Brook's applications to the state economic development agency for low-cost financing and grants to build a biotechnology incubator facility next to the hospital, which became a huge success.
From page 104...
... Stony Brook's conscious decision to make biomedical research a priority meant allocating university resources to proposals and projects that worked together to build a foundation for future successes -- even if, "in terms of some sort of absolute measure of quality," these were at times not the best proposals to come forward. While there were exceptions to this practice, a bias was maintained in favor of those fields that could be expected to help further the overall strategy.
From page 105...
... Some of the new companies may survive and add permanently to the economy, some may have to be replaced with others that are sufficiently similar to stabilize the workforce. It is because regional partnerships enhance mobility and multiply opportunities for workers and for businesses that a critical mass of mutually compatible businesses is needed to stabilize the inevitable effect of start-ups' moving away.
From page 106...
... He added that over the previous 5 years, he has visited over a dozen research parks in South Korea, Japan, Russia, and Europe. While "impressed with the similarities among the regions," he noted that research parks abroad have a "much stronger government component" than is found in the United States.
From page 107...
... For example, NSF funds centers that conduct competitions based around particular themes, such as materials research. In addition to this thematic focus, NSF also often requires these centers to cooperate with regional industry and state offices.
From page 108...
... A[n unidentified] questioner observed that size and resources afford the United States a very big advantage in a global economic environment that is growing much more competitive, but that other countries have achieved greater government/private-sector coordination.
From page 109...
... Responding to a question from Gregory Schuckman of the University of Central Florida about forecasting future workforce needs, Dr. Marburger noted that, while the issue was both extremely important and interesting, there is no model as yet that is capable of predicting success in economic development or that can predict future technical workforce needs.
From page 110...
... Marburger about the number of high school students taking physics was the best thing he had heard up to that point in the day's meeting.


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