the S T O R I E S their I M PA C T S our DIRECTION 2 0 1 3
R E P O R T
2013 REPORT | 1
table of CONTENTS 3
President’s Message
4
Looking Ahead
6
Key Indicators
8
Collaborative Solutions for Maryland
12
Contributing to Innovation in Education
14
Focus on Student Experience
16
Supporting Workforce Development
18
Our Skills and Talents
19
Our Centers, Institutes, and Offices
Signature Forums | 13
Common Core Curriculum | 12
Port Deposit Partnership | 8
2 | THE STORIES. THEIR IMPACTS. OUR DIRECTION.
president’s MESSAGE What’s the economic impact of natural gas development in Western Maryland? Which hospitals are fully functional during a major storm? What do elementary school teachers need to know about implementing the new common core standards, particularly as they relate to STEM? These questions represent just a fraction of the critical issues our researchers, students, and faculty addressed this past year. As a Marylander, and Towson’s President, I am so proud that the University has committed itself to improving our state and community through leadership, research, entrepreneurship, and partnerships. In 2013, we rolled out TU 2020: A Focused Vision for Towson University. This strategic plan articulates the University’s priorities, each of which aligns with the needs of our state, including a focus on innovation and entrepreneurship that “facilitates collaborations and strategic partnerships with the community and the state.” As a major employer representing the largest pipeline of talent for meeting the state’s workforce needs, we strive to keep our programs and research relevant. Towson University’s Division of Innovation and Applied Research helps us do this by building relationships with state agencies, non-profits, businesses, and community members to make connections to their issues and challenges. The Division works together with faculty and students to provide research and technical services that have become highly valued across the state’s government and business sectors. Further, the Division lends its expertise internally to the University by supporting faculty and students in the development of various projects and programs. A few examples include: } Collaborated with Dr. Ghent from the Fisher College of Science & Mathematics to write the new
CTE curriculum for Construction Design & Management in Maryland public schools. } Partnered with Electronic, Media, and Film within College of Fine Arts and Communication to explore the economic impact of the film industry at the 2013 Economic Outlook Conference. } Supported Dr. Nancy Grasmick’s Signature Forum series for educators bringing in the world’s foremost thought-leaders and innovators. As we look towards 2014, we will nurture our existing partnerships and develop new ones to make our region a great place to live, work, and learn. Building on this year’s successes, we will continue to increase the linkages between the Division’s research and services and the institution’s academic priorities to ensure we accomplish our collective vision for Towson University, Maryland, and our world.
Dr. Maravene Loeschke President, Towson University 2013 REPORT | 3
looking AHEAD
S t ra t e g i c Po s i t i o n i n g & 2 0 1 4 G o a l s It was an exciting year for the Division of Innovation and Applied Research and it brought many changes. We kicked off 2013 with a new name and renewed focus on integration and innovation. We went through organizational structure changes to realign our units and better facilitate collaboration among not only our staff, but our campus partners in Academic Affairs, Student Affairs, Administration and Finance, Advancement, Marketing and Communications, and Athletics. We adopted and embedded our guiding principles as a new lens for how we approach our projects, partnerships, and allocation of resources.
OUR GUIDING PRINCIPLES INCLUDE } } } }
Support faculty and university research projects Support student experience and opportunity Support the development of a strong workforce Support community welfare and economic development Dyan Brasington Vice President Innovation & Applied Research
S P O T L I G H T TU 2020: A Focused Vision for Towson University TU 2020 is the evolution of Towson University’s two previous strategic plans, TU 2010 and TU 2016, and focuses their 46 action items on 10 institutional priorities. Each is aligned with putting our students first and being a vital resource to our state’s economy and our community’s well-being. The 10 strategic priorities are: 1 2 3 4 5
Academic Excellence and Student Success Innovation in Teacher and Leader Preparation STEM Workforce Development Innovation, Entrepreneurship and Applied Research Internships and Experiential Learning Opportunities
4 | THE STORIES. THEIR IMPACTS. OUR DIRECTION.
6 7 8 9 10
A Model for Leadership Development A National and International Reputation for Arts and Arts Education A Model for Campus Diversity Student, Faculty, Staff and Community Well-Being Excellence in Athletics
As 2014 approaches, we are focused on supporting our students, our region’s economy, and our partners and creating collaborative and innovative solutions that address critical issues facing our community. IN 2014, WE WILL Grow Entrepreneurship & Integrate Across Campus } Establish a Student Launch Pad to promote entrepreneurship as a viable career choice
for any student, not just those working on a business degree } Support the growth of educational technology enterprises at Towson University and in the region by assisting, guiding, and providing expertise } Assist in the development of a Towson Entrepreneurship Seminar
Expand Continuing Education Programs & Increase Enrollment } Capitalize on the success of our FY13 continuing education programs to address
critical skill shortages in Maryland, increasing our enrollment by 47% over FY 2012. } Work with the Maryland Department of Aging to develop and deliver an Internet
Literacy Program to enrich the lives of older Marylanders across the state } Offer the Professional in Human Resources (PHR) certification online to enhance the expertise of today’s HR professionals
Formalize Partnership Coordination } Develop and publish a more formal structure for partnerships at TU in order to
better guide faculty, staff, and students involved in forming partnerships with external organizations } Expand and enhance existing partnerships in order to better serve our neighbors
Adopt New Economic Forecasting Tools } Expand service options to economic developers based on data from the National
Establishment Time-Series (NETS) Database, which will help our Regional Economic Studies Institute to perform analyses of business type, business characteristics, business activities, location decisions, and relocation behavior } Utilize the REMI PI+ model, a dynamic input-output tool, to provide more robust economic and fiscal impact analyses
Develop Leadership Programs } Develop leadership programs that are targeted toward women and young professionals } Collaborate with others on- and off-campus to implement leadership and training
programs for Maryland’s workforce 2013 REPORT | 5
key INDICATORS NATURE OF OUR WORK FY 2013 Project Categories
Public Safety and Emergency Management Support
Supporting Transportation Needs
10%
13%
Economic Development Support
9%
Addressing Staff Shortages
6%
Outreach and Communications
5%
Building IT Infrastructure Upskilling Maryland’s Workforce
20%
23%
Environmental Research and Analysis
5%
Supporting Maryland’s Education System
9%
BY THE NUMBERS
2,734
90.3%
73
231
The number of people who received workforce and career training through the Center for Professional Studies in FY 2013. This is a 25.9% increase from FY 2012.
The percent of the Division’s annual operating budget funded through grants, contracts, and training. Less than 10% of the overall budget comes from state resources.
The number of faculty and staff members that collaborated with the Division in FY 2013 on projects and programs.
The number of students that have gained real-world experience working as interns in the Division since its creation in 2004.
6 | THE STORIES. THEIR IMPACTS. OUR DIRECTION.
TU’s ECONOMIC IMPACT ON MARYLAND $23.3 million
The number of members in TowsonGlobal increased from 13 to 20 in FY 2013.
Towson University expenditures for FY 2011 generated $23.3 million in state and local tax revenues.
That’s a 54% increase Towson University’s expenditures supported (in FY 2011)
3,486 jobs
$428.9
$154.2
million in output million in wages
3700 In FY 2011, over 3,700 students contributed to Towson University and the community through Project Serve and various service days.
80% Over 80% of Towson University’s graduates live and work in Maryland. 2013 REPORT | 7
collaborative solutions FOR MARYLAND Collaboration has always been a key aspect of the Division's work and our projects involve individuals and groups from across the university, the state, and the region. We integrate students whenever we can and continually seek to connect our projects with the strategic priorities of Towson University. MARCELLUS SHALE The Regional Economic Studies Institute (RESI) of Towson University is working with the Maryland Department of the Environment to measure the potential impacts of Marcellus Shale natural gas development to Garrett and Allegany Counties, which are heavily dependent on recreation-based tourism and taxes from second homes. Although various studies document the boost to local economies by Marcellus Shale natural gas exploration and production—generating royalty payments to property owners, providing tax revenues to the government and creating jobs—the true benefits and costs are not as easily measured. The first of its kind, RESI’s comprehensive study will examine the economic, fiscal, and community impacts
of natural gas drilling in Western Maryland. Economic and fiscal impacts are determined by IMPLAN and REMI PI+ using inputs derived through surveying and applied research. RESI is also employing the use of GIS analysis to determine the potential impact to property values resulting from shale natural gas exploration and production. The project also entails a public engagement process, including stakeholder interviews, an in-person and online survey, and regular meetings with an advisory commission and elected officials. RESI’s analysis will assist State Legislators in decisionmaking, and act as a guide to other states considering adopting legislation as shale gas becomes a more viable source of natural gas.
IMPACTS
} The Marcellus Shale project helps inform
citizens of Garrett and Allegany Counties of the effects of natural gas drilling on their daily lives and gives them a chance to provide input. } This study will help Maryland State Legislators make informed decisions, taking into account constituent support and concerns, about the future of shale gas drilling in the state.
Marcellus Shale Project Team
8 | THE STORIES. THEIR IMPACTS. OUR DIRECTION.
Northern Map Turtle
NORTHERN MAP TURTLE PARTNERSHIP Since 2008, Dr. Richard Seigel, of the Towson University Department of Biological Sciences, and his team of students have been doing research on the Northern Map Turtle, which is a state endangered species that is found only in the Susquehanna River around the Town of Port Deposit in Cecil County, Maryland. Port Deposit has been very supportive of his work and has even adopted the turtle as a mascot for the Town.
(MOU) that outlines the goals and expectations of the Northern Map Turtle Partnership. The partnership and its associated activities are centered on four main tenets: } Conservation } Education } Research } Economic Development
Building on this support from the Town, Dr. Seigel was looking for a way to expand this partnership beyond conservation and research to include other departments and individuals across campus to address other opportunities and challenges associated with Port Deposit. He approached the Division of Innovation and Applied Research to help manage the growth of the partnership. The Division worked with all of the stakeholders to draft up a memorandum of understanding
An event was held on May 7, 2013 where TU President Maravene Loeschke and Port Deposit Mayor Wayne L. Tome signed the MOU to formally establish the partnership between the two entities. Both the University and the Town are continuing to work together to implement new and exciting ways to work together including the creation of an economic development plan with an ecotourism focus, a historical audio tour of the Town, a mural project, and more.
IMPACTS
} The collaboration between the Town and the University is helping Port Deposit
to attract new residents and visitors to the Town, to develop new revenue streams, and to move projects forward. } The assistance provided by the Division allows Dr. Seigel and his students to focus on the research of the Northern Map Turtle, while still building the relationship between Port Deposit and Towson University. Assistance provided by the Division includes administrative support, communications assistance, video support, identification of partners, and event planning. } Towson University has adopted the Northern Map Turtle Partnership as one of the stories in its new advertising campaign. The partnership has been featured in television commercials, news stories, and the TU website. 2013 REPORT | 9
collaborative solutions FOR MARYLAND MARYLAND EMERGENCY MANAGEMENT AGENCY OSPREY DASHBOARD The Center for GIS (CGIS) has worked with the Maryland Emergency Management Agency (MEMA) on spatial analysis, GIS applications, on-site staffing, and technical assistance for over 10 years. With the increasing prevalence of “super storms” like Hurricane Katrina, the Derecho, Hurricane Sandy and the flooding events in Colorado, sharing relevant real-time information during these storms has become essential. In response, CGIS has developed a dashboard with MEMA to communicate critical information to the public.
The Osprey Dashboard provides state officials and the public with a statewide view of several real-time data feeds related to emergency preparedness and response. The data includes power outages, NOAA weather alerts, traffic congestion and lane closures, hospital emergency room status, and shelter status. The Osprey Dashboard leverages these data feeds, which have been used in MEMA’s Osprey Emergency Operations Center (EOC) mapping application for several years.
IMPACTS
} The Osprey Dashboard will help citizens be more prepared by communicating
impending storm related dangers and impacts on key services. } MEMA and other agencies will quickly see what areas are most impacted and
need assistance most urgently.
The Dashboard Up Close These data feeds are continually monitored for threshold triggers. When a threshold is met, a green tile in the grid that represents a MEMA geographic region will change colors to yellow or red indicating the severity of the situation. Touching or clicking a tile shows the alert details for each category by county in a popup. Users can also access maps and webpages that are either from the authoritative source of the data or derived from data hosted at MEMA, such as MEMA’s Maryland Power Outages page, which was featured in last year’s Division report. The Dashboard allows users to quickly see status across the state, investigate further as needed, and follow recovery efforts in progress on your desktop, tablet, or phone browser.
Osprey Dashboard
10 | THE STORIES. THEIR IMPACTS. OUR DIRECTION.
INCREASING CITIZEN ENGAGEMENT FOR THE TOWN OF KENSINGTON The Town of Kensington in Montgomery County, Maryland wanted to better communicate and connect with citizens, expanding beyond traditional methods. The Town’s main concerns were that its staff members could not easily update their website in order to share information with their citizens and that the content was difficult to find within the site. Additionally, the Town wanted to share critical information with citizens easily through both email and its website.” The Division of Innovation and Applied Research was contacted to create a comprehensive solution for the municipality’s challenge. Using Wordpress as a content management system, the Division’s designers and programming staff developed a new site that included a dynamic calendar function, blog capability, and new site wide organization to ensure citizens could find the information they were looking for. The Division also developed email templates, such as a monthly newsletter, important announcements, upcoming events, and council meeting updates that further increase the ability of the Town to share information with its citizens.
Matt Hoffman, the Assistant Town Manager for the Town of Kensington, was very pleased with the finished project.
“
Town of Kensington blog
IMPACTS
} The Town of Kensington is able to efficiently engage its
citizens so that they can keep up with what is happening in town and get involved in the community. } During weather and other related emergencies the Town is able to share critical updates immediately. } The Town has control over its website and can easily change content without going through an intermediate channel.
I really think the new site looks great! It meets all of our objectives, especially ease of navigation.
2013 REPORT | 11
contributing to INNOVATION IN EDUCATION We are committed to supporting innovation in education across the state with the goal of making Maryland a more competitive and educated state ready to advance in a global economy. Evaluating the Impact of the Race to the Top Grant The Regional Economic Studies Institute (RESI) is continuing its work with TU’s Center for Application and Innovation Research in Education (CAIRE) to provide evaluation support for Maryland’s Race to the Top (RttT) grant. RESI is providing project management, quantitative data analysis, and technology expertise to help measure the impacts of 54 projects over 4 years. The RttT grant is expected to boost student achievement, reduce achievement gaps in minority students, improve struggling schools, and enhance the teaching profession. Taking input from the first three completed evaluations, the CAIRE team has revised the process to define outcome measures for each of the 54 projects.
Best Practices to Improve Early Childhood Education
Early Childhood Care & Education Research Forum
The Regional Economic Studies Institute (RESI) has been involved in work for the Child Care Subsidy Program, the national program which helps low-income parents with childcare when they work, receive training, or look for work, since 1996. RESI originally performed budget forecasting, but has expanded from that to include data analysis, economic impact analysis, and policy analysis. As a result of a shift in the public view of childcare to include education, RESI’s duties have expanded to include analysis of test data, especially Maryland’s MMSR Kindergarten entry exam. As part of this research, RESI annually collaborates with the Maryland State Department of Education to present the Early Childhood Care and Education Research Forum.
Construction Design Management Curriculum Development The Maryland State Department of Education selected the Towson University Center for Professional Studies (CPS) to develop the curriculum for the Construction Design and Management (CDM) program within the Career and Technical Education (CTE) program. In collaboration with the Maryland Center for Construction Education and Innovation, a long-time partner of the Division of Innovation and Applied Research, CPS brought together faculty, instructional design specialists, and industry professionals to develop the curriculum for the CDM program, which is designed to provide a new field of study creating a pathway to careers and higher education programs in the construction management and modeling field for high school students. 12 | THE STORIES. THEIR IMPACTS. OUR DIRECTION.
Educator Effectiveness Academy participants at Monocacy Middle School
Professional Development for Teachers Around the Common Core Curriculum As part of its Race to the Top award, the Maryland State Department of Education (MSDE) has been offering Educator Effectiveness Academies (EEAs), which support teacher development in the Maryland Common Core State Curriculum Standards and Framework, particularly in the STEM fields. In concurrence with the summer 2012 EEAs, MSDE approached CPS to develop a series of webinars to reinforce and build upon the summer EEA. CPS worked with MSDE subject area specialists to create webinar packages that showcase the content of the EEAs and provide viewers with practical examples from experts.
for Public S P O T L I G H T Preparing Education in the 21 Century st
The Preparing for Public Education in the 21st Century: Signature Forms speaker series, hosted by TU Presidential Scholar Dr. Nancy Grasmick, is focused on innovation in teacher and leader preparation. The series provides a unique opportunity for educators to interact with national experts at the top of their field. It provides access to the most up-to-date research for teacher preparation faculty, regional school system staff, and the community at-large and allows stakeholders to approach education in the 21st century with new, creative solutions. The Signature Forums have already hosted three speakers in 2013, with a combined attendance of approximately 1000, and more are planned for 2014. The following topics were covered in 2013: } How Students Learn } School Safety } Leadership and Its Role in Transforming Education The Office of External Affairs has been assisting Dr. Grasmick with the planning and promotion of these events. The next event will be held at Towson University on March 6, 2014. Dr. Nancy Grasmick, Presidental Scholar
2013 REPORT | 13
focus on STUDENT EXPERIENCE In 2013, thirty-two students were involved in Division projects and gained hands-on experience applying classroom knowledge. Employing students not only gives them great experience, but it allows the Division to support the University’s core mission and TU strategic priorities. Our students go on to successful careers across the region and sometimes even in the Division. Molly Rozran Molly has the unique experience of having worked in two units within the Division. She began working at TowsonGlobal as a front desk assistant during her junior year at Towson. She was following in her brother, Samuel Rozran’s, footsteps as he had also interned with TowsonGlobal. Working at TowsonGlobal made Molly more interested in the dynamics of building a business, so she added a minor in Business Administration to her major of Mathematics with a concentration in Actuarial Science and Risk Management. She wanted to explore the similarities of mathematics and economics, so she moved from TowsonGlobal to RESI. She has had to opportunity to work on a variety of different projects and get involved with several types of economic research.
Molly
Kurt Karolenko Kurt is a senior double majoring in Computer Science and Medicinal Chemistry. He is a four-time recipient of the Mid-Atlantic CIO Forum scholarship, as well as a winner of the Doris K. Lidtke Excellence in Service scholarship, which is awarded to one senior Computer Science student per year. In the summer before his senior year, Kurt began work as a web developer at CGIS, working closely with CGIS’ full-time professional staff on the Osprey Dashboard project. He has been working to streamline the underlying code of the application to make it load quickly and has reoriented the dashboard grid to allow for future data to be added. In addition to the OSPREY project, Kurt has worked on many applications and web services and learned a variety of new tools and languages. The knowledge he has gained with CGIS will help him in his future goals and occupations. 14 | THE STORIES. THEIR IMPACTS. OUR DIRECTION.
Kurt
Jade Clayton, Research Assistant, RESI
S P O T L I G H T Student to Staff: Jade Clayton In October 2011, Jade was hired as a Research Intern for the Regional Economic Studies Institute. With previous experience in marketing and research internships, she was able to apply knowledge gained from both past internships and undergraduate coursework to assist with data collection and research for a number of economic studies. The internship allowed her to further expand her skills in economic research and data analysis. In May 2012, Jade was offered a full-time position as a Junior Research Assistant. In December 2012, her job title changed to Research Assistant, and since then she has managed small studies and presentations in addition to working with her colleagues on their projects. Jade has also been helping RESI staff connect with TU faculty and students to increase opportunities for students in order to add value to the student experience.
Abdulelah Almalhem Abdulelah started as an international student at the English Language Center (ELC) at Towson University in Jan 2006 and completed his Bachelor of Science in IT in December 2012. In addition to working on several IT projects as an undergraduate, he was able to work closely with Dr. Jonathan Lazar of TU’s Computer and Information Sciences Department on the SoundsRight Audio project. Abdulelah worked with classmates to study and analyze state government sites for accessibility issues and in July 2013, the study was published in Government Information Quarterly. After completing his B.S., Abdulelah began his Master’s degree studies in the Applied IT program at TU, with a concentration in Information Systems Management. In June 2013, he joined the Office of IT Services as a Desktop Support Intern, where he is involved in several projects. He is eager to enrich his skills and expertise through this internship.
Abdulelah
2013 REPORT | 15
supporting WORKFORCE DEVELOPMENT The Center for Professional Studies (CPS) is committed to offering workforce programs aimed at addressing the critical skills gaps in Maryland. Our programs are flexible and affordable and give individuals a competitive edge in today’s market. COMPTIA A+ AND NETWORK+ The A+/Net+ program is an asynchronous, self-paced program that is offered online and in-person. It teaches students the skills to become computer and network technicians and fully prepares them to sit for, and pass, the CompTIA A+ and Network+ exams.
Aaron Davis, a System Administrator who completed the program in the Fall of 2012, discusses his experience:
“ “ “
Pursuing a Certification
The change in the job market, which is moving more toward required certification, prompted me to pursue a certificate in information technology or computer science.
Choosing a Continuing Education Program I was drawn to CPS for the A+/Net+ class because it has the most complete program in the area. It has a broad curriculum, is widely available, and has been that way for years. The A+/Net+ program has seasoned instructors that actually work in the IT field and have practical knowledge of what they’re teaching.
Career Success
After completing the class with CPS, I received the A+/Net+ certification, which fulfills the Department of Defense’s directive that says you must be certified if you work in IT. This helped me land a job as a System Administrator. The CPS staff supported me after my exam and continues to do so to this day!
16 | THE STORIES. THEIR IMPACTS. OUR DIRECTION.
Student participating in program
SPOTLIGHT Towson University Cisco Support and Training Center collaboration with Baltimore County Public Schools Over 15 years ago, the Baltimore County Public Schools (BCPS) system became one of the first school districts in the nation to implement the Cisco Networking Academy program as part of its Career and Technology Education (CTE) Information Technologies pathway and it now includes eight high schools. Many BCPS Cisco students have gone on to obtain certification through the Center for Professional Studies and BCPS hopes to transition more students to university programs.
PROJECT MANAGEMENT PROFESSIONAL The Project Management Professional (PMP) program is offered both online and in-class, based on demand. The PMP spans across industries and prepares students for careers as project managers, project associates, and project leads. It is the highest-paying IT certification.
Channon Young, IT Support Specialist who completed the program in November 2013, explains why he chose Towson’s PMP program:
“ “ “
Pursuing a Certification
I was looking to add an established accreditation to my resume. Since my past qualifications matched the skill sets needed to sit for the Project Management Professional exam, I felt that it was right for me. I was hoping that Towson University offered the Project Management education needed to fulfill my testing requirement, and they did!
Choosing a Continuing Education Program
I chose Towson University to pursue my PMP education because I wanted to study at an institution that was reputable. They also offered the class online which was really convenient.
Career Success
Because of the principles I have learned during this program, I have a solid foundation in resources management skills to a degree that I did not know existed. I have expanded career expectations based on my new skill set. I have also become more efficient and more confident in my abilities to manage large scale resources.I have recently begun establishing a new higher education curriculum for Software Engineering State Licensing. Due to the detailed principles I have learned in my PMP class, I am now able to conceptually combine the resources on a large scale. Most recently, I have created and implemented a viable plan to establish the new curriculum. 2013 REPORT | 17
our SKILLS & TALENTS The Division of Innovation and Applied Research provides the following services and support for Towson University and our partners in business, government, and the non-profit sectors. Analytical, Technical, & Research Services
Continuing Education
} Economic Analyses and Forecasting, Economic
} Industry Professional Certifications and
Impact Studies, Statistical Evaluation } IT Project Management, Business Process Consulting and Technical Writing, Application and Website Development, Hosting } Geospatial Web Development and Hosting, Enterprise GIS Solutions, Geospatial Database Development and Analysis, Custom GIS Training } Integrated Marketing, Marketing Strategy Development, Website Design and Usability Testing, Video Production, Event Planning and Promotion
Workforce Development } Corporate and Government Training } Lifelong Learning } Cisco Support and Training Center, Pearson VUE Testing Center
Entrepreneurship & Innovation } Incubator Business Facilities, Workshops and
Professional Development Opportunities, Customized Business Counseling } Business Plan Competitions and Networking Opportunities
External Affairs } Business Development Support } Community Outreach Projects Database and
Leadership Team Back row: Frank Bonsal, Jeff Beeson, Wayne Hart, Daraius Irani Front row: Cindy Knight, Dyan Brasington, Bobbie Laur, Erin Nueslein, Christina Morgan
18 | THE STORIES. THEIR IMPACTS. OUR DIRECTION.
Resource Center } Affiliation and Partnerships Coordination and Management
our CENTERS, INSTITUTES & OFFICES The mission of the Division of Innovation and Applied Research is to create a culture of innovation, entrepreneurship, and problem solving; making Towson a community connected and engaged university. Through cultivating leadership and embracing people, ideas, talent, and technology, the Division will support and advance student and faculty research, experiential learning, continuing education, and entrepreneurial initiatives.
Center for GIS
Office of IT Services
410-704-3887 cgis@towson.edu
410-704-4089 oits@towson.edu
Center for Professional Studies
Osher Lifelong Learning Institute
410-704-6569 cps@towson.edu
410-704-3535 osher@towson.edu
Office of Administration & Finance
Regional Economic Studies Institute
410-704-3445 diaradmin@towson.edu
410-704-6363 resi@towson.edu
Office of External Affairs
TowsonGlobal Business Incubator
410-704-3764 externalaffairs@towson.edu
410-769-6449 info@towsonglobal.com
LEARN MORE, CONTACT US towson.edu/innovation
www.tuinnovates.com
innovation@towson.edu
@tuinnovates
410-704-3764
facebook.com/tuinnovates
2013 REPORT | 19