University Innovation Fellows - User contributions [en]

Fellow:Aubrey Wigner

2017-06-07T02:03:00Z

Aubrey Wigner:

<tt><strike>[[File:Aubrey Wigner - Headshot 1-3-15.jpg]]</strike></tt>

<tt>Aubrey Wigner completed his PhD in Human and Social Dimensions of Science and Technology at Arizona State University in May 2017 and has been an active fellow since Spring 2015. He has a BS in Chemical and Biochemical Engineering and a MS in International Political Economy of Resources, both from the Colorado School of Mines. His research focuses on integrating Makerspaces and Hackerspaces with higher education to enhance learning through hands on interdisciplinary practices. His dissertation, titled The Maker Movement, the Promise of Higher Education, and the Future of work explored how education can be enhanced by adopting traits found in the Maker Movement to better prepare students for an increasingly automated and technologically integrated future. During his time as a fellow, he helped run Making and Tinkering camps for middle school students and pitched a new design space for ASU's main library, a variant of which will be built in 2019. Starting in the Fall, 2017, he will be teaching Prototyping for Entrepreneurs at the Eli Broad College of Business at Michigan State University. In addition to his research on Makerspaces, he is also a maker. He works on digital sculpture, 3d design, 3d scanning, Arduino and Raspberry Pi based electronic projects, and automotive mechanics in his spare time.</tt>
<div> </div><div>
 {{#Widget:Youtube|id=Jfy3CQFjM1c}}

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'''Related Links'''

[http://universityinnovation.org/wiki/Arizona_State_University Arizona State University Tempe]

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Arizona_State_University_Tempe_Student_Priorities Arizona State University Tempe Student Priorities]

</div>
[[Category:Student Contributors|a]]

Fellow:Aubrey Wigner

2017-06-07T01:58:01Z

Aubrey Wigner:

<tt><strike>[[File:Aubrey Wigner - Headshot 1-3-15.jpg]]</strike></tt>

<tt>Aubrey Wigner completed his PhD in Human and Social Dimensions of Science and Technology at Arizona State University in May 2017. He has a BS in Chemical and Biochemical Engineering and a MS in International Political Economy of Resources, both from the Colorado School of Mines. His research focuses on integrating Makerspaces and Hackerspaces with higher education to enhance learning through hands on interdisciplinary practices. His dissertation, titled The Maker Movement, the Promise of Higher Education, and the Future of work explored how education can be enhanced by adopting traits found in the Maker Movement. During his time as a fellow, he helped run Making and Tinkering camps for middle school students and pitched a new design space for ASU's main library, a varient of which will be built in 2019. Starting in the Fall, 2017, he will be teaching Prototyping for Entrepreneurs at Michigan State University. He is also interested in how organizations and individuals engage in technological innovation. In addition to his research on Makerspaces, he is also a maker. He works on digital sculpture, 3d design, 3d scanning, Arduino and Raspberry Pi based electronic projects, and automotive mechanics in his spare time.</tt>
<div> </div><div>
 {{#Widget:Youtube|id=Jfy3CQFjM1c}}

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'''Related Links'''

[http://universityinnovation.org/wiki/Arizona_State_University Arizona State University Tempe]

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Arizona_State_University_Tempe_Student_Priorities Arizona State University Tempe Student Priorities]

</div>
[[Category:Student Contributors|a]]

Fellow:Aubrey Wigner

2015-02-16T02:57:46Z

Aubrey Wigner:

<tt><strike>[[File:Aubrey Wigner - Headshot 1-3-15.jpg]]</strike></tt>

<tt>Aubrey Wigner is a PhD student in Human and Social Dimensions of Science and Technology at Arizona State University. He has an undergraduate degree in Chemical and Biochemical Engineering and a Masters in International Political Economy of Resources, both from the Colorado School of Mines. His research focuses on integrating Makerspaces and Hackerspaces with higher education to enhance learning through hands on interdisciplinary practices. He is also interested in how organizations and individuals engage in technological innovation. In addition to his research on Makerspaces, he is also a maker. He works on digital sculpture, 3d design, 3d scanning, Arduino and Raspberry Pi based electronic projects, and automotive mechanics in his spare time.</tt>
<div> </div><div>
 {{#Widget:Youtube|id=Jfy3CQFjM1c}}

----

'''Related Links'''

[http://universityinnovation.org/wiki/Arizona_State_University Arizona State University Tempe]

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Arizona_State_University_Tempe_Student_Priorities Arizona State University Tempe Student Priorities]

</div>

Priorities:Arizona State University Tempe Student Priorities

2015-02-15T19:50:07Z

Aubrey Wigner:

= Overview =

[http://asu.edu/ Arizona State University] has a slew of impressive innovation and entrepreneurship opportunities with which students may engage themselves.  With over 300 majors, across 15 different schools, several certificates, multiple campuses, and satellite research and innovation centers geared towards pushing students towards entrepreneurship, ASU has made it a priority to harness the ideas and talents of its students.  The central hub for entrepreneurship at Arizona State University is located online through the[http://entrepreneurship.asu.edu/ Office of][https://entrepreneurship.asu.edu/  Entrepreneurship & Innovation], as well as on campus resources such as Changemaker Central and the Startup Village.  These offices span the resources available on the ASU Tempe, Polytechnic, and SkySong campuses (those most involved with entrepreneurship and technological innovation) as well as other satellite research institutions affiliated with ASU.  Information contained on the Office of Entrepreneurship & Innovation website includes:

*Research at ASU

*Technology transfer services and programs

*The Entrepreneurship and Innovation Group

*Additional services and support for student and faculty entrepreneurs

With the new focus of ASU's entrepreneurship programming, the Skysong campus houses the [http://studentventures.asu.edu Edson Student Entrepreneur Initiative], a program which produces approximately 20 student-led startups each year.  Additional programming, including the Great Little Company Network, have been added to more than double the capacity of Skysong to produce student-led ventures.  Skysong is posited as a hub where industry connections, and other ASU networks are leveraged to produce well founded  student ventures. 

Additionally, new focus is being directed towards increasing makerspace and providing access to advanced tools and resources to facilitate venture and product development. A new and very large project, which is still under construction, is the [http://magazine.asu.edu/december-2012/articles/university-news/asu-chandler-innovation-center-host-techshop Chandler Innovation Center,] based about 40 minutes away from the Tempe campus. 

Though there appears to be a wealth of opportunities and resources available to students at ASU, there are some significant limiting factors to the usefulness and effectiveness of these facilities and resources.  These limiting factors include:

*Many of the ~50 courses which are geared towards entrepreneurship are upper division classes, or classes that require a specific major designation (and are limited to students within to that major) instead of being broad in scope and inclusive.  The nature of entrepreneurship itself is neglected in this administrative barrier.
*There is a lack of space dedicated to collaborative work in the entrepreneurship arena on the Tempe campus.  There are many spaces, but they are usually departmentally segregated.  No single space offers an open collaborative work area with access to the entrepreneurship resources available on campus.
*The existing workshops, labs, and makerspaces on campus are not networked in any meaningful fashion.  Each has its own requirements for access, tool safety, and cost of materials.

*Many students do not have the necessary transportation to reach many of these large -  almost superstructure type - facilities which are located very far off an already very large campus.  For example, there is no shuttle service at present (Spring 2015) between ASU's Tempe campus and TechShop in Chandler.  However [http://rubyride.co/techshop/ Ruby Rides] are available for free for individuals and small groups going to and from TechShop.

The following two strategies will address the physical and psychological barriers which confront students seeking help with their entrepreneurial and innovative ideas. These strategies focus on the accessibility of resources and how they can be improved to reach more students.

= 2015 Priorities - Collaboration Space and Networked Fabrication Spaces =

'''Strategy #1''' - Create an interdisciplinary innovation and entrepreneurship space at ASU’s Tempe campus which is open late, open to all students, and NOT part of an existing department.  This space will focus mostly on being a collaboration space, not a makerspace.  Instead of having large tools present, it will instead be a great place to whiteboard your plans, pitch your ideas, and find out where to go for the next step. This space is being envisioned and pitched for in Hayden Library, a central campus location which already boasts long hours, an attached coffee shop, and ample area for group collaboration. The existing group space will be replaced with an open floor plan, movable whiteboards and tables, and ceiling dropdowns for power. This space will be modeled off the Google Garage and serve a similar purpose, a place for teams of individuals from different parts of the organization to meet, brainstorm, and do simple prototyping. On the walls we will have large signs with the steps for design thinking, an example Business Model Canvas, and a connections board for entrepreneurs looking for individuals with specific skillsets. All of the campuses prototyping spaces will also be advertised with what tools they have and what you can do at each location along with how to get certified to work in a given space. We hope this will act as a central location for students to work in interdisciplinary teams and plan their next steps.



 {{#Widget:Youtube|id=Jfy3CQFjM1c}}





'''Strategy #2''' - Network the various small scale labs and makerspaces on campus together.  These spaces should be advertising that the other spaces exist, should be open to all students (with a caveat that they need to be primarily for their departmental students during finals/major project times), and should share certification for tool use. Currently, we have identified the Digital Culture FabLab, the Design School Digital Lab, and the CLAS Mechanical Instrument Shop as locations that could and should share resources and students. Making these spaces known, available, and networked is a second goal of this terms fellows.
<div> </div>

= Previous Year's Work =

= Strategy #1: Decentralized Access =

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

== Tactic #1: Peer-led Makerspace ==

*Description - A peer lead makerspace on campus which provides students access to design, creation, and prototyping spaces.  This space should be large enough to encourage multidisciplinary interaction among all vital parts of a successful student-led startup.  The space will be open to all majors, and the allocation of space to different student projects and teams will be decided and facilitated by a student filled board of directors.  
*Team Leader:: Mary Wilcox
*Milestones:
**Scout available/vacant or underutilized spaces on campus                           11/13
**Request space from current overseer
**Open discourse with Office of Knowledge Enterprise Development             12/13
**Propose plan for space                                                                                           01/14
**Initiate student involvement in beta testing of space                                         02/14
**Soft launch                                                                                                                 04/14
**Full launch                                                                                                       

== Tactic #2: Relaxing Administrative Barriers ==

*Description - Allowing students from one discipline to cross over into entrepreneurship related courses offered by a school that houses different majors is key to unlocking the cross disciplinary discourse necessary to branch out and create new ventures.  Perhaps a Graphic Design student with an interest in modeling would like to take a class on engineering entrepreneurship, or a Web Design student is looking for a class to learn skills necessary to partner with other students to create a campus wide network - these students would be better served by having access to entrepreneurship classes in which they will connect with other like-minded students while learning the necessary skills to be successful entrepreneurs.
*Team Leader:: TBD
*Milestones:
**Initiate discourse with Administration regarding I&E courses                         12/13 (for 08/14)

== Tactic #3: Expanding Opportunities for Funding: Devil's Dome ==

Along with the diverse range of programs already offered at Arizona State, such as Edson, or the Innovation Challenge, we are looking to put together a slightly less formal way for students to raise the funding they need for what may be the next big idea. 

*Description: A competitive platform which scales various disciplines and fields, in which students can easily showcase their creative innovations in front of a collection of local Venture Capitalists. After passing a preliminary, one-page application process where applicants lay out their idea, progress, and needs, they can be chosen as one of 30 teams to present at a "Devil's Dome" competition. During the competition, each team will get five to ten minutes to present their idea to a panel of potential business partners. In contrast to the traditional Shark Tank environment, the panel of potential funders will then have a week to review and respond to the teams who they think are the best investments. The notion here is that each team will earn the opportunity to present to competent and connected local business owners who can either help with funding, offer mentorship and/or connect the team to someone who may be interested in the venture. 
*Team Leader: Eden Shuster
*Milestones: 
**Assemble a team of leaders who are interested in putting the project together       2/10/15
**Put together a more extensive description and mission statement                           2/25/15
**Reach out to university officials to help gain support and credibility                         3/05/15
**Reach out to potential local Venture Capitalists (Confirm > 5)                                 3/25/15
**Create a Marketing plan and application process                                                    4/15/15
**Open the competition for potential applicants                                                          5/10/15
**Put together and organize a competition which will take place on                           8/10/15-8/25/15

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdHpyaXBEdE1MTWdRRVh2LWozUFRPOVE|width=1400|height=250}}

{{#widget:Google Form|key=1AHoHxcz971ZWZoCYnaJdjqX9Fpo4V7qgd2VNcEdp8Jc|width=1400|height=1400}}

= Related Links =

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Stephanie_Dolinger Stephanie Dolinger]

[http://universityinnovation.org/wiki/Jorge_Sanchez Jorge Sanchez]

[http://universityinnovation.org/wiki/Eden_Shuster Eden Shuster]

[http://universityinnovation.org/wiki/Brandon_Smith Brandon Smith]

[http://universityinnovation.org/wiki/User:Aubrey_Wigner Aubrey Wigner]

[http://universityinnovation.org/wiki/Mary_Wilcox Mary Wilcox]

----

<div id="ftn1"></div>
[http://universityinnovation.org/wiki/Arizona_State_University Arizona State University Tempe]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Arizona State University Tempe Student Priorities

2015-02-14T19:44:08Z

Aubrey Wigner:

= Overview =

[http://asu.edu/ Arizona State University] has a slew of impressive innovation and entrepreneurship opportunities with which students may engage themselves.  With over 300 majors, across 15 different schools, several certificates, multiple campuses, and satellite research and innovation centers geared towards pushing students towards entrepreneurship, ASU has made it a priority to harness the ideas and talents of its students.  The central hub for entrepreneurship at Arizona State University is located online through the[http://entrepreneurship.asu.edu/ Office of][https://entrepreneurship.asu.edu/  Entrepreneurship & Innovation], as well as on campus resources such as Changemaker Central and the Startup Village.  These offices span the resources available on the ASU Tempe, Polytechnic, and SkySong campuses (those most involved with entrepreneurship and technological innovation) as well as other satellite research institutions affiliated with ASU.  Information contained on the Office of Entrepreneurship & Innovation website includes:

*Research at ASU

*Technology transfer services and programs

*The Entrepreneurship and Innovation Group

*Additional services and support for student and faculty entrepreneurs

With the new focus of ASU's entrepreneurship programming, the Skysong campus houses the [http://studentventures.asu.edu Edson Student Entrepreneur Initiative], a program which produces approximately 20 student-led startups each year.  Additional programming, including the Great Little Company Network, have been added to more than double the capacity of Skysong to produce student-led ventures.  Skysong is posited as a hub where industry connections, and other ASU networks are leveraged to produce well founded  student ventures. 

Additionally, new focus is being directed towards increasing makerspace and providing access to advanced tools and resources to facilitate venture and product development. A new and very large project, which is still under construction, is the [http://magazine.asu.edu/december-2012/articles/university-news/asu-chandler-innovation-center-host-techshop Chandler Innovation Center,] based about 40 minutes away from the Tempe campus. 

Though there appears to be a wealth of opportunities and resources available to students at ASU, there are some significant limiting factors to the usefulness and effectiveness of these facilities and resources.  These limiting factors include:

*Many of the ~50 courses which are geared towards entrepreneurship are upper division classes, or classes that require a specific major designation (and are limited to students within to that major) instead of being broad in scope and inclusive.  The nature of entrepreneurship itself is neglected in this administrative barrier.
*There is a lack of space dedicated to collaborative work in the entrepreneurship arena on the Tempe campus.  There are many spaces, but they are usually departmentally segregated.  No single space offers an open collaborative work area with access to the entrepreneurship resources available on campus.
*The existing workshops, labs, and makerspaces on campus are not networked in any meaningful fashion.  Each has its own requirements for access, tool safety, and cost of materials.

*Many students do not have the necessary transportation to reach many of these large -  almost superstructure type - facilities which are located very far off an already very large campus.  For example, there is no shuttle service at present (Spring 2015) between ASU's Tempe campus and TechShop in Chandler.  However [http://rubyride.co/techshop/ Ruby Rides] are available for free for individuals and small groups going to and from TechShop.

The following two strategies will address the physical and psychological barriers which confront students seeking help with their entrepreneurial and innovative ideas. These strategies focus on the accessibility of resources and how they can be improved to reach more students.

= 2015 Priorities - Collaboration Space and Networked Fabrication Spaces =

'''Strategy #1''' - Create an interdisciplinary innovation and entrepreneurship space at ASU’s Tempe campus which is open late, open to all students, and NOT part of an existing department.  This space will focus mostly on being a collaboration space, not a makerspace.  Instead of having large tools present, it will instead be a great place to whiteboard your plans, pitch your ideas, and find out where to go for the next step. This space is being envisioned and pitched for in Hayden Library, a central campus location which already boasts long hours, an attached coffee shop, and ample area for group collaboration. The existing group space will be replaced with an open floor plan, movable whiteboards and tables, and ceiling dropdowns for power. This space will be modeled off the Google Garage and serve a similar purpose, a place for teams of individuals from different parts of the organization to meet, brainstorm, and do simple prototyping. On the walls we will have large signs with the steps for design thinking, an example Business Model Canvas, and a connections board for entrepreneurs looking for individuals with specific skillsets. All of the campuses prototyping spaces will also be advertised with what tools they have and what you can do at each location along with how to get certified to work in a given space. We hope this will act as a central location for students to work in interdisciplinary teams and plan their next steps.

'''Strategy #2''' - Network the various small scale labs and makerspaces on campus together.  These spaces should be advertising that the other spaces exist, should be open to all students (with a caveat that they need to be primarily for their departmental students during finals/major project times), and should share certification for tool use. Currently, we have identified the Digital Culture FabLab, the Design School Digital Lab, and the CLAS Mechanical Instrument Shop as locations that could and should share resources and students. Making these spaces known, available, and networked is a second goal of this terms fellows.
<div> </div>

= Previous Year's Work =

= Strategy #1: Decentralized Access =

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

== Tactic #1: Peer-led Makerspace ==

*Description - A peer lead makerspace on campus which provides students access to design, creation, and prototyping spaces.  This space should be large enough to encourage multidisciplinary interaction among all vital parts of a successful student-led startup.  The space will be open to all majors, and the allocation of space to different student projects and teams will be decided and facilitated by a student filled board of directors.  
*Team Leader:: Mary Wilcox
*Milestones:
**Scout available/vacant or underutilized spaces on campus                           11/13
**Request space from current overseer
**Open discourse with Office of Knowledge Enterprise Development             12/13
**Propose plan for space                                                                                           01/14
**Initiate student involvement in beta testing of space                                         02/14
**Soft launch                                                                                                                 04/14
**Full launch                                                                                                       

== Tactic #2: Relaxing Administrative Barriers ==

*Description - Allowing students from one discipline to cross over into entrepreneurship related courses offered by a school that houses different majors is key to unlocking the cross disciplinary discourse necessary to branch out and create new ventures.  Perhaps a Graphic Design student with an interest in modeling would like to take a class on engineering entrepreneurship, or a Web Design student is looking for a class to learn skills necessary to partner with other students to create a campus wide network - these students would be better served by having access to entrepreneurship classes in which they will connect with other like-minded students while learning the necessary skills to be successful entrepreneurs.
*Team Leader:: TBD
*Milestones:
**Initiate discourse with Administration regarding I&E courses                         12/13 (for 08/14)

== Tactic #3: Expanding Opportunities for Funding: Devil's Dome ==

Along with the diverse range of programs already offered at Arizona State, such as Edson, or the Innovation Challenge, we are looking to put together a slightly less formal way for students to raise the funding they need for what may be the next big idea. 

*Description: A competitive platform which scales various disciplines and fields, in which students can easily showcase their creative innovations in front of a collection of local Venture Capitalists. After passing a preliminary, one-page application process where applicants lay out their idea, progress, and needs, they can be chosen as one of 30 teams to present at a "Devil's Dome" competition. During the competition, each team will get five to ten minutes to present their idea to a panel of potential business partners. In contrast to the traditional Shark Tank environment, the panel of potential funders will then have a week to review and respond to the teams who they think are the best investments. The notion here is that each team will earn the opportunity to present to competent and connected local business owners who can either help with funding, offer mentorship and/or connect the team to someone who may be interested in the venture. 
*Team Leader: Eden Shuster
*Milestones: 
**Assemble a team of leaders who are interested in putting the project together       2/10/15
**Put together a more extensive description and mission statement                           2/25/15
**Reach out to university officials to help gain support and credibility                         3/05/15
**Reach out to potential local Venture Capitalists (Confirm > 5)                                 3/25/15
**Create a Marketing plan and application process                                                    4/15/15
**Open the competition for potential applicants                                                          5/10/15
**Put together and organize a competition which will take place on                           8/10/15-8/25/15

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdHpyaXBEdE1MTWdRRVh2LWozUFRPOVE|width=1400|height=250}}

{{#widget:Google Form|key=1AHoHxcz971ZWZoCYnaJdjqX9Fpo4V7qgd2VNcEdp8Jc|width=1400|height=1400}}

= Related Links =

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Stephanie_Dolinger Stephanie Dolinger]

[http://universityinnovation.org/wiki/Jorge_Sanchez Jorge Sanchez]

[http://universityinnovation.org/wiki/Eden_Shuster Eden Shuster]

[http://universityinnovation.org/wiki/Brandon_Smith Brandon Smith]

[http://universityinnovation.org/wiki/User:Aubrey_Wigner Aubrey Wigner]

[http://universityinnovation.org/wiki/Mary_Wilcox Mary Wilcox]

----

<div id="ftn1"></div>
[http://universityinnovation.org/wiki/Arizona_State_University Arizona State University Tempe]

[[Category:Student Priorities|Student_Priorities]]

School:Arizona State University

2015-02-14T19:43:09Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

For an in depth look at our campus's offerings, take a look at our [https://docs.google.com/spreadsheets/d/1Vq2MKJXk_ER8Rz-qkuAOeSyZX7sokRqkKNzp9llCu3Y/edit?usp=sharing University Innovation Landscape Canvas]. 

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

University Technology Transfer Functions

 [http://www.azte.com/ Arizona Technology Enterprises (AzTE)]is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's Innovation and Entrepreneurshipto bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.</li>
<li>ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals for startups.</li>
</ul>

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium(SenSIP)]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)]Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine healthcare, nanotechnology, and other technologies including global positioning systems.

[http://www.techshop.ws/ TechShop], To further develop creativity and the entrepreneurial spirit in the communities ASU serves, they have joined with TechShop, a membership-based, do-it-yourself facility that provides the public with tools, equipment, training and a vibrant, supportive community of creative people. TechShop membership provides access to over $1 million dollars worth of advanced machines and tools, sophisticated 2D and 3D design software, and other professional equipment. All full-time students at all 4 campuses are currently provided TechShop memberships free of charge. [http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state</li>
</ul>

 ASU's [http://www.biodesign.asu.edu/ Biodesign Institute]in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases(NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer]and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].
<div> </div>

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>ASU directly employsover 20,000 Arizonans, generating $961 million in wages;</li>
<li>Spending by visitors to ASU or sponsored eventsgenerated $69 million;</li>
<li>ASU student spendingdirectly generates $248 million of labor income in the state of Arizona;</li>
<li>ASU employee and student spendingpumps over $1.8 billion into the local economy every year; and</li>
<li>Arizona taxpayers invest$386 million a year in ASU, and realize a $3.4 billion economic yield on theirinvestmentestment</li>
</ul>

</ul>

= Deep-Dive Questions =

<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Is innovation an integral part of ASU’s institutional culture?</li>
<li>Why is it important? And how does it influence entrepreneurship and tech transfer?</li>
<li>How do you envision your program in the future?</li>
<li>What is your vision for each case study’s bucket, especially regional and local economic impact?</li>
<li>How does your institution leverage (or intend to leverage) geographic endowment?</li>
<li>Are your innovation, entrepreneurship, and tech transfer programs integrated?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Why, or why not?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?</li>
<li>Are there any unique successes (and/or challenges) you wish to highlight?</li>
</ul>

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[https://docs.google.com/spreadsheets/d/1Vq2MKJXk_ER8Rz-qkuAOeSyZX7sokRqkKNzp9llCu3Y/edit?usp=sharing Landscape Canvas]

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Arizona_State_University_Tempe_Student_Priorities Arizona State University Tempe Student Priorities]

[http://universityinnovation.org/wiki/Stephanie_Dolinger Stephanie Dolinger]

[http://universityinnovation.org/wiki/Jorge_Sanchez Jorge Sanchez]

[http://universityinnovation.org/wiki/Eden_Shuster Eden Shuster]

[http://universityinnovation.org/wiki/Brandon_Smith Brandon Smith]

[http://universityinnovation.org/wiki/User:Aubrey_Wigner Aubrey Wigner]

[http://universityinnovation.org/wiki/Mary_Wilcox Mary Wilcox]

----
<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
----
<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> 
</div> 

[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

School:Arizona State University

2015-02-14T19:38:43Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.
{{#widget:Google Spreadsheet|key=1Vq2MKJXk_ER8Rz-qkuAOeSyZX7sokRqkKNzp9llCu3Y|width=1300|height=700}}

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

University Technology Transfer Functions

 [http://www.azte.com/ Arizona Technology Enterprises (AzTE)]is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's Innovation and Entrepreneurshipto bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.</li>
<li>ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals for startups.</li>
</ul>

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium(SenSIP)]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)]Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine healthcare, nanotechnology, and other technologies including global positioning systems.

[http://www.techshop.ws/ TechShop], To further develop creativity and the entrepreneurial spirit in the communities ASU serves, they have joined with TechShop, a membership-based, do-it-yourself facility that provides the public with tools, equipment, training and a vibrant, supportive community of creative people. TechShop membership provides access to over $1 million dollars worth of advanced machines and tools, sophisticated 2D and 3D design software, and other professional equipment. All full-time students at all 4 campuses are currently provided TechShop memberships free of charge. [http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state</li>
</ul>

 ASU's [http://www.biodesign.asu.edu/ Biodesign Institute]in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases(NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer]and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].
<div> </div>

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>ASU directly employsover 20,000 Arizonans, generating $961 million in wages;</li>
<li>Spending by visitors to ASU or sponsored eventsgenerated $69 million;</li>
<li>ASU student spendingdirectly generates $248 million of labor income in the state of Arizona;</li>
<li>ASU employee and student spendingpumps over $1.8 billion into the local economy every year; and</li>
<li>Arizona taxpayers invest$386 million a year in ASU, and realize a $3.4 billion economic yield on theirinvestmentestment</li>
</ul>

</ul>

= Deep-Dive Questions =

<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Is innovation an integral part of ASU’s institutional culture?</li>
<li>Why is it important? And how does it influence entrepreneurship and tech transfer?</li>
<li>How do you envision your program in the future?</li>
<li>What is your vision for each case study’s bucket, especially regional and local economic impact?</li>
<li>How does your institution leverage (or intend to leverage) geographic endowment?</li>
<li>Are your innovation, entrepreneurship, and tech transfer programs integrated?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Why, or why not?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?</li>
<li>Are there any unique successes (and/or challenges) you wish to highlight?</li>
</ul>

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[https://docs.google.com/spreadsheets/d/1Vq2MKJXk_ER8Rz-qkuAOeSyZX7sokRqkKNzp9llCu3Y/edit?usp=sharing Landscape Canvas]

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Arizona_State_University_Tempe_Student_Priorities Arizona State University Tempe Student Priorities]

[http://universityinnovation.org/wiki/Stephanie_Dolinger Stephanie Dolinger]

[http://universityinnovation.org/wiki/Jorge_Sanchez Jorge Sanchez]

[http://universityinnovation.org/wiki/Eden_Shuster Eden Shuster]

[http://universityinnovation.org/wiki/Brandon_Smith Brandon Smith]

[http://universityinnovation.org/wiki/User:Aubrey_Wigner Aubrey Wigner]

[http://universityinnovation.org/wiki/Mary_Wilcox Mary Wilcox]

----
<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
----
<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> 
</div> 

[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

Priorities:Arizona State University Tempe Student Priorities

2015-02-14T00:17:16Z

Aubrey Wigner:

= Overview =

[http://asu.edu/ Arizona State University] has a slew of impressive innovation and entrepreneurship opportunities with which students may engage themselves.  With over 300 majors, across 15 different schools, several certificates, multiple campuses, and satellite research and innovation centers geared towards pushing students towards entrepreneurship, ASU has made it a priority to harness the ideas and talents of its students.  The central hub for entrepreneurship at Arizona State University is located online through the[http://entrepreneurship.asu.edu/ Office of][https://entrepreneurship.asu.edu/  Entrepreneurship & Innovation], as well as on campus resources such as Changemaker Central and the Startup Village.  These offices span the resources available on the ASU Tempe, Polytechnic, and SkySong campuses (those most involved with entrepreneurship and technological innovation) as well as other satellite research institutions affiliated with ASU.  Information contained on the Office of Entrepreneurship & Innovation website includes:

*Research at ASU

*Technology transfer services and programs

*The Entrepreneurship and Innovation Group

*Additional services and support for student and faculty entrepreneurs

With the new focus of ASU's entrepreneurship programming, the Skysong campus houses the [http://studentventures.asu.edu Edson Student Entrepreneur Initiative], a program which produces approximately 20 student-led startups each year.  Additional programming, including the Great Little Company Network, have been added to more than double the capacity of Skysong to produce student-led ventures.  Skysong is posited as a hub where industry connections, and other ASU networks are leveraged to produce well founded  student ventures. 

Additionally, new focus is being directed towards increasing makerspace and providing access to advanced tools and resources to facilitate venture and product development. A new and very large project, which is still under construction, is the [http://magazine.asu.edu/december-2012/articles/university-news/asu-chandler-innovation-center-host-techshop Chandler Innovation Center,] based about 40 minutes away from the Tempe campus. 

Though there appears to be a wealth of opportunities and resources available to students at ASU, there are some significant limiting factors to the usefulness and effectiveness of these facilities and resources.  These limiting factors include:

*Many of the ~50 courses which are geared towards entrepreneurship are upper division classes, or classes that require a specific major designation (and are limited to students within to that major) instead of being broad in scope and inclusive.  The nature of entrepreneurship itself is neglected in this administrative barrier.
*There is a lack of space dedicated to collaborative work in the entrepreneurship arena on the Tempe campus.  There are many spaces, but they are usually departmentally segregated.  No single space offers an open collaborative work area with access to the entrepreneurship resources available on campus.
*The existing workshops, labs, and makerspaces on campus are not networked in any meaningful fashion.  Each has its own requirements for access, tool safety, and cost of materials.

*Many students do not have the necessary transportation to reach many of these large -  almost superstructure type - facilities which are located very far off an already very large campus.  For example, there is no shuttle service at present (Spring 2015) between ASU's Tempe campus and TechShop in Chandler.  However [http://rubyride.co/techshop/ Ruby Rides] are available for free for individuals and small groups going to and from TechShop.

The following two strategies will address the physical and psychological barriers which confront students seeking help with their entrepreneurial and innovative ideas. These strategies focus on the accessibility of resources and how they can be improved to reach more students.

= 2015 Priorities - Collaboration Space and Networked Fabrication Spaces =

1 - Create an interdisciplinary innovation and entrepreneurship space at ASU’s Tempe campus which is open late, open to all students, and NOT part of an existing department.  This space will focus mostly on being a collaboration space, not a makerspace.  Instead of having large tools present, it will instead be a great place to whiteboard your plans, pitch your ideas, and find out where to go for the next step. This space is being envisioned and pitched for in Hayden Library, a central campus location which already boasts long hours, an attached coffee shop, and ample area for group collaboration. The existing group space will be replaced with an open floor plan, movable whiteboards and tables, and ceiling dropdowns for power. This space will be modeled off the Google Garage and serve a similar purpose, a place for teams of individuals from different parts of the organization to meet, brainstorm, and do simple prototyping. On the walls we will have large signs with the steps for design thinking, an example Business Model Canvas, and a connections board for entrepreneurs looking for individuals with specific skillsets. All of the campuses prototyping spaces will also be advertised with what tools they have and what you can do at each location along with how to get certified to work in a given space. We hope this will act as a central location for students to work in interdisciplinary teams and plan their next steps.

2 - Network the various small scale labs and makerspaces on campus together.  These spaces should be advertising that the other spaces exist, should be open to all students (with a caveat that they need to be primarily for their departmental students during finals/major project times), and should share certification for tool use. Currently, we have identified the Digital Culture FabLab, the Design School Digital Lab, and the CLAS Mechanical Instrument Shop as locations that could and should share resources and students. Making these spaces known, available, and networked is a second goal of this terms fellows.
<div> </div>

= Previous Year's Work =

= Strategy #1: Decentralized Access =

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

== Tactic #1: Peer-led Makerspace ==

*Description - A peer lead makerspace on campus which provides students access to design, creation, and prototyping spaces.  This space should be large enough to encourage multidisciplinary interaction among all vital parts of a successful student-led startup.  The space will be open to all majors, and the allocation of space to different student projects and teams will be decided and facilitated by a student filled board of directors.  
*Team Leader:: Mary Wilcox
*Milestones:
**Scout available/vacant or underutilized spaces on campus                           11/13
**Request space from current overseer
**Open discourse with Office of Knowledge Enterprise Development             12/13
**Propose plan for space                                                                                           01/14
**Initiate student involvement in beta testing of space                                         02/14
**Soft launch                                                                                                                 04/14
**Full launch                                                                                                       

== Tactic #2: Relaxing Administrative Barriers ==

*Description - Allowing students from one discipline to cross over into entrepreneurship related courses offered by a school that houses different majors is key to unlocking the cross disciplinary discourse necessary to branch out and create new ventures.  Perhaps a Graphic Design student with an interest in modeling would like to take a class on engineering entrepreneurship, or a Web Design student is looking for a class to learn skills necessary to partner with other students to create a campus wide network - these students would be better served by having access to entrepreneurship classes in which they will connect with other like-minded students while learning the necessary skills to be successful entrepreneurs.
*Team Leader:: TBD
*Milestones:
**Initiate discourse with Administration regarding I&E courses                         12/13 (for 08/14)

== Tactic #3: Expanding Opportunities for Funding: Devil's Dome ==

Along with the diverse range of programs already offered at Arizona State, such as Edson, or the Innovation Challenge, we are looking to put together a slightly less formal way for students to raise the funding they need for what may be the next big idea. 

*Description: A competitive platform which scales various disciplines and fields, in which students can easily showcase their creative innovations in front of a collection of local Venture Capitalists. After passing a preliminary, one-page application process where applicants lay out their idea, progress, and needs, they can be chosen as one of 30 teams to present at a "Devil's Dome" competition. During the competition, each team will get five to ten minutes to present their idea to a panel of potential business partners. In contrast to the traditional Shark Tank environment, the panel of potential funders will then have a week to review and respond to the teams who they think are the best investments. The notion here is that each team will earn the opportunity to present to competent and connected local business owners who can either help with funding, offer mentorship and/or connect the team to someone who may be interested in the venture. 
*Team Leader: Eden Shuster
*Milestones: 
**Assemble a team of leaders who are interested in putting the project together       2/10/15
**Put together a more extensive description and mission statement                           2/25/15
**Reach out to university officials to help gain support and credibility                         3/05/15
**Reach out to potential local Venture Capitalists (Confirm > 5)                                 3/25/15
**Create a Marketing plan and application process                                                    4/15/15
**Open the competition for potential applicants                                                          5/10/15
**Put together and organize a competition which will take place on                           8/10/15-8/25/15

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdHpyaXBEdE1MTWdRRVh2LWozUFRPOVE|width=1400|height=250}}

{{#widget:Google Form|key=1AHoHxcz971ZWZoCYnaJdjqX9Fpo4V7qgd2VNcEdp8Jc|width=1400|height=1400}}

= Related Links =

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Stephanie_Dolinger Stephanie Dolinger]

[http://universityinnovation.org/wiki/Jorge_Sanchez Jorge Sanchez]

[http://universityinnovation.org/wiki/Eden_Shuster Eden Shuster]

[http://universityinnovation.org/wiki/Brandon_Smith Brandon Smith]

[http://universityinnovation.org/wiki/User:Aubrey_Wigner Aubrey Wigner]

[http://universityinnovation.org/wiki/Mary_Wilcox Mary Wilcox]

----

<div id="ftn1"></div>
[http://universityinnovation.org/wiki/Arizona_State_University Arizona State University Tempe]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Arizona State University Tempe Student Priorities

2015-02-14T00:15:01Z

Aubrey Wigner:

= Overview =

[http://asu.edu/ Arizona State University] has a slew of impressive innovation and entrepreneurship opportunities with which students may engage themselves.  With over 300 majors, across 15 different schools, several certificates, multiple campuses, and satellite research and innovation centers geared towards pushing students towards entrepreneurship, ASU has made it a priority to harness the ideas and talents of its students.  The central hub for entrepreneurship at Arizona State University is located online through the[http://entrepreneurship.asu.edu/ Office of][https://entrepreneurship.asu.edu/  Entrepreneurship & Innovation], as well as on campus resources such as Changemaker Central and the Startup Village.  These offices span the resources available on the ASU Tempe, Polytechnic, and SkySong campuses (those most involved with entrepreneurship and technological innovation) as well as other satellite research institutions affiliated with ASU.  Information contained on the Office of Entrepreneurship & Innovation website includes:

*Research at ASU

*Technology transfer services and programs

*The Entrepreneurship and Innovation Group

*Additional services and support for student and faculty entrepreneurs

With the new focus of ASU's entrepreneurship programming, the Skysong campus houses the [http://studentventures.asu.edu Edson Student Entrepreneur Initiative], a program which produces approximately 20 student-led startups each year.  Additional programming, including the Great Little Company Network, have been added to more than double the capacity of Skysong to produce student-led ventures.  Skysong is posited as a hub where industry connections, and other ASU networks are leveraged to produce well founded  student ventures. 

Additionally, new focus is being directed towards increasing makerspace and providing access to advanced tools and resources to facilitate venture and product development. A new and very large project, which is still under construction, is the [http://magazine.asu.edu/december-2012/articles/university-news/asu-chandler-innovation-center-host-techshop Chandler Innovation Center,] based about 40 minutes away from the Tempe campus. 

Though there appears to be a wealth of opportunities and resources available to students at ASU, there are some significant limiting factors to the usefulness and effectiveness of these facilities and resources.  These limiting factors include:

*Many of the ~50 courses which are geared towards entrepreneurship are upper division classes, or classes that require a specific major designation (and are limited to students within to that major) instead of being broad in scope and inclusive.  The nature of entrepreneurship itself is neglected in this administrative barrier.
*There is a lack of space dedicated to collaborative work in the entrepreneurship arena on the Tempe campus.  There are many spaces, but they are usually departmentally segregated.  No single space offers an open collaborative work area with access to the entrepreneurship resources available on campus.
*The existing workshops, labs, and makerspaces on campus are not networked in any meaningful fashion.  Each has its own requirements for access, tool safety, and cost of materials.

*Many students do not have the necessary transportation to reach many of these large -  almost superstructure type - facilities which are located very far off an already very large campus.  For example, there is no shuttle service at present (Spring 2015) between ASU's Tempe campus and TechShop in Chandler.  However [http://rubyride.co/techshop/ Ruby Rides] are available for free for individuals and small groups going to and from TechShop.

The following two strategies will address the physical and psychological barriers which confront students seeking help with their entrepreneurial and innovative ideas. These strategies focus on the accessibility of resources and how they can be improved to reach more students.

= 2015 Priorities - Collaboration Space and Networked Fabrication Spaces =

1 - Create an interdisciplinary innovation and entrepreneurship space at ASU’s Tempe campus which is open late, open to all students, and NOT part of an existing department.  This space will focus mostly on being a collaboration space, not a makerspace.  Instead of having large tools present, it will instead be a great place to whiteboard your plans, pitch your ideas, and find out where to go for the next step. This space is being envisioned and pitched for in Hayden Library, a central campus location which already boasts long hours, an attached coffee shop, and ample area for group collaboration. The existing group space will be replaced with an open floor plan, movable whiteboards and tables, and ceiling dropdowns for power. This space will be modeled off the Google Garage and serve a similar purpose, a place for teams of individuals from different parts of the organization to meet, brainstorm, and do simple prototyping. On the walls we will have large signs with the steps for design thinking, an example Business Model Canvas, and a connections board for entrepreneurs looking for individuals with specific skillsets. All of the campuses prototyping spaces will also be advertised with what tools they have and what you can do at each location along with how to get certified to work in a given space. We hope this will act as a central location for students to work in interdisciplinary teams and plan their next steps.

2 - Network the various small scale labs and makerspaces on campus together.  These spaces should be advertising that the other spaces exist, should be open to all students (with a caveat that they need to be primarily for their departmental students during finals/major project times), and should share certification for tool use. Currently, we have identified the Digital Culture FabLab, the Design School Digital Lab, and the CLAS Mechanical Instrument Shop as locations that could and should share resources and students. Making these spaces known, available, and networked is a second goal of this terms fellows.
<div> </div>

= Previous Year's Work =

= Strategy #1: Decentralized Access =

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

== Tactic #1: Peer-led Makerspace ==

*Description - A peer lead makerspace on campus which provides students access to design, creation, and prototyping spaces.  This space should be large enough to encourage multidisciplinary interaction among all vital parts of a successful student-led startup.  The space will be open to all majors, and the allocation of space to different student projects and teams will be decided and facilitated by a student filled board of directors.  
*Team Leader:: Mary Wilcox
*Milestones:
**Scout available/vacant or underutilized spaces on campus                           11/13
**Request space from current overseer
**Open discourse with Office of Knowledge Enterprise Development             12/13
**Propose plan for space                                                                                           01/14
**Initiate student involvement in beta testing of space                                         02/14
**Soft launch                                                                                                                 04/14
**Full launch                                                                                                       

== Tactic #2: Relaxing Administrative Barriers ==

*Description - Allowing students from one discipline to cross over into entrepreneurship related courses offered by a school that houses different majors is key to unlocking the cross disciplinary discourse necessary to branch out and create new ventures.  Perhaps a Graphic Design student with an interest in modeling would like to take a class on engineering entrepreneurship, or a Web Design student is looking for a class to learn skills necessary to partner with other students to create a campus wide network - these students would be better served by having access to entrepreneurship classes in which they will connect with other like-minded students while learning the necessary skills to be successful entrepreneurs.
*Team Leader:: TBD
*Milestones:
**Initiate discourse with Administration regarding I&E courses                         12/13 (for 08/14)

== Tactic #3: Expanding Opportunities for Funding: Devil's Dome ==

Along with the diverse range of programs already offered at Arizona State, such as Edson, or the Innovation Challenge, we are looking to put together a slightly less formal way for students to raise the funding they need for what may be the next big idea. 

*Description: A competitive platform which scales various disciplines and fields, in which students can easily showcase their creative innovations in front of a collection of local Venture Capitalists. After passing a preliminary, one-page application process where applicants lay out their idea, progress, and needs, they can be chosen as one of 30 teams to present at a "Devil's Dome" competition. During the competition, each team will get five to ten minutes to present their idea to a panel of potential business partners. In contrast to the traditional Shark Tank environment, the panel of potential funders will then have a week to review and respond to the teams who they think are the best investments. The notion here is that each team will earn the opportunity to present to competent and connected local business owners who can either help with funding, offer mentorship and/or connect the team to someone who may be interested in the venture. 
*Team Leader: Eden Shuster
*Milestones: 
**Assemble a team of leaders who are interested in putting the project together       2/10/15
**Put together a more extensive description and mission statement                           2/25/15
**Reach out to university officials to help gain support and credibility                         3/05/15
**Reach out to potential local Venture Capitalists (Confirm > 5)                                 3/25/15
**Create a Marketing plan and application process                                                    4/15/15
**Open the competition for potential applicants                                                          5/10/15
**Put together and organize a competition which will take place on                           8/10/15-8/25/15

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdHpyaXBEdE1MTWdRRVh2LWozUFRPOVE|width=1400|height=250}}

{{#widget:Google Form|key=1AHoHxcz971ZWZoCYnaJdjqX9Fpo4V7qgd2VNcEdp8Jc|width=1400|height=1400}}

= Related Links =

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Stephanie_Dolinger Stephanie Dolinger]

[http://universityinnovation.org/wiki/Jorge_Sanchez Jorge Sanchez]

[http://universityinnovation.org/wiki/Eden_Shuster Eden Shuster]

[http://universityinnovation.org/wiki/Brandon_Smith Brandon Smith]

[http://universityinnovation.org/wiki/User:Aubrey_Wigner Aubrey Wigner]

[http://universityinnovation.org/wiki/Mary_Wilcox Mary Wilcox]

----

<div id="ftn1"></div>
[[Arizona State University Tempe]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Arizona State University Tempe Student Priorities

2015-02-13T05:38:24Z

Aubrey Wigner:

= Overview =

[http://asu.edu/ Arizona State University] has a slew of impressive innovation and entrepreneurship opportunities with which students may engage themselves.  With over 300 majors, across 15 different schools, several certificates, multiple campuses, and satellite research and innovation centers geared towards pushing students towards entrepreneurship, ASU has made it a priority to harness the ideas and talents of its students.  The central hub for entrepreneurship at Arizona State University is located online through the[http://entrepreneurship.asu.edu/ Office of][https://entrepreneurship.asu.edu/  Entrepreneurship & Innovation], as well as on campus resources such as Changemaker Central and the Startup Village.  These offices span the resources available on the ASU Tempe, Polytechnic, and SkySong campuses (those most involved with entrepreneurship and technological innovation) as well as other satellite research institutions affiliated with ASU.  Information contained on the Office of Entrepreneurship & Innovation website includes:

*Research at ASU

*Technology transfer services and programs

*The Entrepreneurship and Innovation Group

*Additional services and support for student and faculty entrepreneurs

With the new focus of ASU's entrepreneurship programming, the Skysong campus houses the [http://studentventures.asu.edu Edson Student Entrepreneur Initiative], a program which produces approximately 20 student-led startups each year.  Additional programming, including the Great Little Company Network, have been added to more than double the capacity of Skysong to produce student-led ventures.  Skysong is posited as a hub where industry connections, and other ASU networks are leveraged to produce well founded  student ventures. 

Additionally, new focus is being directed towards increasing makerspace and providing access to advanced tools and resources to facilitate venture and product development. A new and very large project, which is still under construction, is the [http://magazine.asu.edu/december-2012/articles/university-news/asu-chandler-innovation-center-host-techshop Chandler Innovation Center,] based about 40 minutes away from the Tempe campus. 

Though there appears to be a wealth of opportunities and resources available to students at ASU, there are some significant limiting factors to the usefulness and effectiveness of these facilities and resources.  These limiting factors include:

*Many of the ~50 courses which are geared towards entrepreneurship are upper division classes, or classes that require a specific major designation (and are limited to students within to that major) instead of being broad in scope and inclusive.  The nature of entrepreneurship itself is neglected in this administrative barrier.
*There is a lack of space dedicated to collaborative work in the entrepreneurship arena on the Tempe campus.  There are many spaces, but they are usually departmentally segregated.  No single space offers an open collaborative work area with access to the entrepreneurship resources available on campus.
*The existing workshops, labs, and makerspaces on campus are not networked in any meaningful fashion.  Each has its own requirements for access, tool safety, and cost of materials.

*Many students do not have the necessary transportation to reach many of these large -  almost superstructure type - facilities which are located very far off an already very large campus.  For example, there is no shuttle service at present (Spring 2015) between ASU's Tempe campus and TechShop in Chandler.  However [http://rubyride.co/techshop/ Ruby Rides] are available for free for individuals and small groups going to and from TechShop.

The following two strategies will address the physical and psychological barriers which confront students seeking help with their entrepreneurial and innovative ideas. These strategies focus on the accessibility of resources and how they can be improved to reach more students.

= 2015 Priorities - Collaboration Space and Networked Fabrication Spaces =

1 - Create an interdisciplinary innovation and entrepreneurship space at ASU’s Tempe campus which is open late, open to all students, and NOT part of an existing department.  This space will focus mostly on being a collaboration space, not a makerspace.  Instead of having large tools present, it will instead be a great place to whiteboard your plans, pitch your ideas, and find out where to go for the next step. This space is being envisioned and pitched for in Hayden Library, a central campus location which already boasts long hours, an attached coffee shop, and ample area for group collaboration. The existing group space will be replaced with an open floor plan, movable whiteboards and tables, and ceiling dropdowns for power. This space will be modeled off the Google Garage and serve a similar purpose, a place for teams of individuals from different parts of the organization to meet, brainstorm, and do simple prototyping. On the walls we will have large signs with the steps for design thinking, an example Business Model Canvas, and a connections board for entrepreneurs looking for individuals with specific skillsets. All of the campuses prototyping spaces will also be advertised with what tools they have and what you can do at each location along with how to get certified to work in a given space. We hope this will act as a central location for students to work in interdisciplinary teams and plan their next steps.

2 - Network the various small scale labs and makerspaces on campus together.  These spaces should be advertising that the other spaces exist, should be open to all students (with a caveat that they need to be primarily for their departmental students during finals/major project times), and should share certification for tool use. Currently, we have identified the Digital Culture FabLab, the Design School Digital Lab, and the CLAS Mechanical Instrument Shop as locations that could and should share resources and students. Making these spaces known, available, and networked is a second goal of this terms fellows.
<div> </div>

= Previous Year's Work =

= Strategy #1: Decentralized Access =

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

== Tactic #1: Peer-led Makerspace ==

*Description - A peer lead makerspace on campus which provides students access to design, creation, and prototyping spaces.  This space should be large enough to encourage multidisciplinary interaction among all vital parts of a successful student-led startup.  The space will be open to all majors, and the allocation of space to different student projects and teams will be decided and facilitated by a student filled board of directors.  
*Team Leader:: Mary Wilcox
*Milestones:
**Scout available/vacant or underutilized spaces on campus                           11/13
**Request space from current overseer
**Open discourse with Office of Knowledge Enterprise Development             12/13
**Propose plan for space                                                                                           01/14
**Initiate student involvement in beta testing of space                                         02/14
**Soft launch                                                                                                                 04/14
**Full launch                                                                                                       

== Tactic #2: Relaxing Administrative Barriers ==

*Description - Allowing students from one discipline to cross over into entrepreneurship related courses offered by a school that houses different majors is key to unlocking the cross disciplinary discourse necessary to branch out and create new ventures.  Perhaps a Graphic Design student with an interest in modeling would like to take a class on engineering entrepreneurship, or a Web Design student is looking for a class to learn skills necessary to partner with other students to create a campus wide network - these students would be better served by having access to entrepreneurship classes in which they will connect with other like-minded students while learning the necessary skills to be successful entrepreneurs.
*Team Leader:: TBD
*Milestones:
**Initiate discourse with Administration regarding I&E courses                         12/13 (for 08/14)

== Tactic #3: Expanding Opportunities for Funding: Devil's Dome ==

Along with the diverse range of programs already offered at Arizona State, such as Edson, or the Innovation Challenge, we are looking to put together a slightly less formal way for students to raise the funding they need for what may be the next big idea. 

*Description: A competitive platform which scales various disciplines and fields, in which students can easily showcase their creative innovations in front of a collection of local Venture Capitalists. After passing a preliminary, one-page application process where applicants lay out their idea, progress, and needs, they can be chosen as one of 30 teams to present at a "Devil's Dome" competition. During the competition, each team will get five to ten minutes to present their idea to a panel of potential business partners. In contrast to the traditional Shark Tank environment, the panel of potential funders will then have a week to review and respond to the teams who they think are the best investments. The notion here is that each team will earn the opportunity to present to competent and connected local business owners who can either help with funding, offer mentorship and/or connect the team to someone who may be interested in the venture. 
*Team Leader: Eden Shuster
*Milestones: 
**Assemble a team of leaders who are interested in putting the project together       2/10/15
**Put together a more extensive description and mission statement                           2/25/15
**Reach out to university officials to help gain support and credibility                         3/05/15
**Reach out to potential local Venture Capitalists (Confirm > 5)                                 3/25/15
**Create a Marketing plan and application process                                                    4/15/15
**Open the competition for potential applicants                                                          5/10/15
**Put together and organize a competition which will take place on                           8/10/15-8/25/15

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdHpyaXBEdE1MTWdRRVh2LWozUFRPOVE|width=1400|height=250}}

{{#widget:Google Form|key=1AHoHxcz971ZWZoCYnaJdjqX9Fpo4V7qgd2VNcEdp8Jc|width=1400|height=1400}}

= Related Links =

[[Mary Wilcox]]

[[Eden_Shuster|Eden_Shuster]]

[[Arizona State University Tempe]]

[[Category:Student Priorities|Student_Priorities]]

File:Wigner - 2015 - Garage with people working.jpg

2015-02-13T05:29:53Z

Aubrey Wigner: Google Garage as example collaboration space.

Google Garage as example collaboration space.

File:Wigner - 2015 - HaydenLowerConcourseWithDetails.jpg

2015-02-13T05:29:16Z

Aubrey Wigner: Current Lower concourse of Hayden Library, ASU Tempe Campus, with proposed collaboration and entrepreneurship area.

Current Lower concourse of Hayden Library, ASU Tempe Campus, with proposed collaboration and entrepreneurship area.

File:Wigner - 2015 - HaydenEntrancePic.jpg

2015-02-13T05:28:22Z

Aubrey Wigner: Picture of Hayden Library Entrance ASU Tempe Campus

Picture of Hayden Library Entrance ASU Tempe Campus

Priorities:Arizona State University Tempe Student Priorities

2015-02-13T05:18:19Z

Aubrey Wigner:

Priorities:Arizona State University Tempe Student Priorities

2015-02-13T05:17:43Z

Aubrey Wigner:

Priorities:Arizona State University Tempe Student Priorities

2015-01-31T01:21:06Z

Aubrey Wigner:

Priorities:Arizona State University Tempe Student Priorities

2015-01-31T01:20:39Z

Aubrey Wigner:

= Overview =

[http://asu.edu/ Arizona State University] has a slew of impressive innovation and entrepreneurship opportunities with which students may engage themselves.  With over 300 majors, across 15 different schools, several certificates, multiple campuses, and satellite research and innovation centers geared towards pushing students towards entrepreneurship, ASU has made it a priority to harness the ideas and talents of its students.  The central hub for entrepreneurship at Arizona State University is located online through the[http://entrepreneurship.asu.edu/ Office of][https://entrepreneurship.asu.edu/  Entrepreneurship & Innovation], as well as on campus resources such as Changemaker Central and the Startup Village.  These offices span the resources available on the ASU Tempe, Polytechnic, and SkySong campuses (those most involved with entrepreneurship and technological innovation) as well as other satellite research institutions affiliated with ASU.  Information contained on the Office of Entrepreneurship & Innovation website includes:

*Research at ASU

*Technology transfer services and programs

*The Entrepreneurship and Innovation Group

*Additional services and support for student and faculty entrepreneurs

With the new focus of ASU's entrepreneurship programming, the Skysong campus houses the [http://studentventures.asu.edu Edson Student Entrepreneur Initiative], a program which produces approximately 20 student-led startups each year.  Additional programming, including the Great Little Company Network, have been added to more than double the capacity of Skysong to produce student-led ventures.  Skysong is posited as a hub where industry connections, and other ASU networks are leveraged to produce well founded  student ventures. 

Additionally, new focus is being directed towards increasing makerspace and providing access to advanced tools and resources to facilitate venture and product development. A new and very large project, which is still under construction, is the [http://magazine.asu.edu/december-2012/articles/university-news/asu-chandler-innovation-center-host-techshop Chandler Innovation Center,] based about 40 minutes away from the Tempe campus. 

Though there appears to be a wealth of opportunities and resources available to students at ASU, there are some significant limiting factors to the usefulness and effectiveness of these facilities and resources.  These limiting factors include:

*Many of the ~50 courses which are geared towards entrepreneurship are upper division classes, or classes that require a specific major designation (and are limited to students within to that major) instead of being broad in scope and inclusive.  The nature of entrepreneurship itself is neglected in this administrative barrier.
*There is a lack of space dedicated to collaborative work in the entrepreneurship arena on the Tempe campus.  There are many spaces, but they are usually departmentally segregated.  No single space offers an open collaborative work area with access to the entrepreneurship resources available on campus.
*The existing workshops, labs, and makerspaces on campus are not networked in any meaningful fashion.  Each has its own requirements for access, tool safety, and cost of materials.

*Many students do not have the necessary transportation to reach many of these large -  almost superstructure type - facilities which are located very far off an already very large campus.  For example, there is no shuttle service at present (Spring 2015) between ASU's Tempe campus and TechShop in Chandler.

The following two strategies will address the physical and psychological barriers which confront students seeking help with their entrepreneurial and innovative ideas. These strategies focus on the accessibility of resources and how they can be improved to reach more students. 

Link to Prezi overview of campus ecosystem:

{{#Widget:Prezis|id=xgixa_dtdzeu}}

= Calling all Students =

Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: TBD
*When: TBD
*RSVP: TBD

= Strategy #1: Decentralized Access =

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

== Tactic #1: Peer-led Makerspace ==

*Description - A peer lead makerspace on campus which provides students access to design, creation, and prototyping spaces.  This space should be large enough to encourage multidisciplinary interaction among all vital parts of a successful student-led startup.  The space will be open to all majors, and the allocation of space to different student projects and teams will be decided and facilitated by a student filled board of directors.  
*Team Leader:: Mary Wilcox
*Milestones:
**Scout available/vacant or underutilized spaces on campus                           11/13
**Request space from current overseer
**Open discourse with Office of Knowledge Enterprise Development             12/13
**Propose plan for space                                                                                           01/14
**Initiate student involvement in beta testing of space                                         02/14
**Soft launch                                                                                                                 04/14
**Full launch                                                                                                       

== Tactic #2: Relaxing Administrative Barriers ==

*Description - Allowing students from one discipline to cross over into entrepreneurship related courses offered by a school that houses different majors is key to unlocking the cross disciplinary discourse necessary to branch out and create new ventures.  Perhaps a Graphic Design student with an interest in modeling would like to take a class on engineering entrepreneurship, or a Web Design student is looking for a class to learn skills necessary to partner with other students to create a campus wide network - these students would be better served by having access to entrepreneurship classes in which they will connect with other like-minded students while learning the necessary skills to be successful entrepreneurs.
*Team Leader:: TBD
*Milestones:
**Initiate discourse with Administration regarding I&E courses                         12/13 (for 08/14)

== Tactic #3: Expanding Opportunities for Funding: Devil's Dome ==

Along with the diverse range of programs already offered at Arizona State, such as Edson, or the Innovation Challenge, we are looking to put together a slightly less formal way for students to raise the funding they need for what may be the next big idea. 

*Description: A competitive platform which scales various disciplines and fields, in which students can easily showcase their creative innovations infront of a collection of local Venture Capitalists. After passing a preliminary, one-page application process where applicants lay out their idea, progress, and needs, they can be chosen as one of 30 teams to present at a "Devil's Dome" competition. During the competition, each team will get five to ten minutes to present their idea to a panel of potential business partners. In contrast to the traditional Shark Tank environment, the panel of potential funders will then have a week to review and respond to the teams who they think are the best investments. The notion here is that each team will earn the opportunity to present to competent and connected local business owners who can either help with funding, offer mentorship and/or connect the team to someone who may be interested in the venture. 
*Team Leader: Eden Shuster
*Milestones: 
**Assemble a team of leaders who are interested in putting the project together       2/10/15
**Put together a more extensive description and mission statement                           2/25/15
**Reach out to university officials to help gain support and credibility                         3/05/15
**Reach out to potential local Venture Capitalists (Confirm > 5)                                 3/25/15
**Create a Marketing plan and application process                                                    4/15/15
**Open the competition for potential applicants                                                          5/10/15
**Put together and organize a competition which will take place on                           8/10/15-8/25/15

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdHpyaXBEdE1MTWdRRVh2LWozUFRPOVE|width=1400|height=250}}

{{#widget:Google Form|key=1AHoHxcz971ZWZoCYnaJdjqX9Fpo4V7qgd2VNcEdp8Jc|width=1400|height=1400}}

= Related Links =

[[Mary Wilcox]]

[[Eden_Shuster|Eden_Shuster]]

[[Arizona State University Tempe]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Arizona State University Tempe Student Priorities

2015-01-30T23:24:47Z

Aubrey Wigner:

Priorities:Arizona State University Polytechnic Student Priorities

2015-01-30T23:19:48Z

Aubrey Wigner:

= Overview =

[http://asu.edu Arizona State University] has a slew of impressive innovation and entrepreneurship opportunities with which students may engage themselves.  With over 300 majors, across 15 different schools, several certificates, multiple campuses, and satellite research and innovation centers geared towards pushing students towards entrepreneurship, ASU has made it a priority to harness the ideas and talents of its students.  The central hub for entrepreneurship at Arizona State University is located online through the[http://entrepreneurship.asu.edu/ Office of][https://entrepreneurship.asu.edu/  Entrepreneurship & Innovation], as well as on campus resources such as Changemaker Central and the Startup Village.  These offices span the resources available on the ASU Tempe, Polytechnic, and SkySong campuses (those most involved with entrepreneurship and technological innovation) as well as other satellite research institutions affiliated with ASU.  Information contained on the Office of Entrepreneurship & Innovation website includes:

*Research locations and strategies on campus 
*Technology transfer services and programs 
*The Entrepreneurship and Innovation Group 
*Additional services and support for student and faculty entrepreneurs 
*Resources and funding opportunities for entrepreneurs

 With the new focus of ASU's entrepreneurship programming, the SkySong campus houses the [http://studentventures.asu.edu/ Edson Student Entrepreneur Initiative], a program which produces approximately 20 student-led startups each year.  Additional resources such as Techshop in Chandler, AZ, have transformed the way students interact with their ideas. Students can now conceptualize something and then take it to the production phase simply by seeking out the tools and knowledge to make it happen. Additionally, the creation and remodeling of the Startup Labs have added to the number of resources that students have at their disposal to make and tinker with. 

Though there appears to be a wealth of opportunities and resources available to students at ASU, there still needs to be a cultural evolution of the student body to become culturally motivated to utilize all of the resources available. This is primarily due to the lack of a place where students can come in and share ideas, brainstorming them into fruition. Students need to be able to come into a space with an idea and leave with the confidence that they can then head over to Techshop or the Startup labs able to bring it into reality. 

== '''YouTube Video''' ==

 {{#Widget:Youtube|id=f88WiFjIZ2g}}   

= Strategy #1: Cultural Evolution  =

 The following are an array of tactics that will be implemented over a 6-8 month period

== Tactic #1: A Peer-Led Idea Studio ==

*

Description: An Idea factory is a place where students can bring their ideas and whiteboard them with others, identifying the problem they are trying to solve and creating a solution. This idea of refinement, taking a big idea and making it a smaller concept that can be applied to one problem, is an incredible chance to take the open mind of students and apply them complex problems we face in the world. 

Team Leader: Brandon Smith

Milestones:

-Find a place on campus that is being underutilized to be revamed into an idea space  03/15

-Work with school officials to set a plan in motion to create this new space                    04/15

-Begin work on revamping new space                                                                             05/15                                                                

-Begin promotion of new space                                                                                        07/15

-First brainstorming sessions begin                                                                                  08/15 (New School Year)

== Tactic #2: Inspiring Students To Action ==

*Description: Students want to be creative. A project like this is at the very core of why the come to this campus at Arizona State University. By encouraging peers to share in the spirit of entreprenuerism, taking on big complex issues and then helping them create solutions that are easily implemented in modern society. This can be done by promoting things such as the MAKE club on campus, which promotes the idea of brainstorming and tackling large complex issues. Also involving other clubs and organizations for freshman, further instilling the idea of entreprenuism in students for generations to come.
*Team Leaders: Brandon Smith
*Milestones:
**Get students to back the creation of a new space                                                                                            03/15
**Gather the most entreprenuerial minded students on campus and start thinking of the best solutions            04/15
**Bring entrepernurial minded students into the new space to mentor fellow students                                       08/15                                                                        

= =

= Related Links =

 [[Jorge Sanchez|Jorge Sanchez]]

[[Arizona State University|Arizona State University]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Arizona State University Polytechnic Student Priorities

2015-01-30T23:17:25Z

Aubrey Wigner:

= Overview =

[http://asu.edu Arizona State University] has a slew of impressive innovation and entrepreneurship opportunities with which students may engage themselves.  With over 300 majors, across 15 different schools, several certficates, multiple campuses, and satalite research and innovation centers geared towards pushing students towards entrepreneurship, ASU has made it a priority to harness the ideas and talents of its students.  The central hub for entrepreneurship at Arizona State University is located online through the[http://entrepreneurship.asu.edu/ Office of][https://entrepreneurship.asu.edu/  Entrepreneurship & Innovation], as well as on campus resources such as Changemaker Central and the Startup Village.  These offices span the resources available on the ASU Tempe, Polytechnic, and SkySong campuses (those most involved with entrepreneurship and technological innovation) as well as other satalite research institutions affiliated with ASU.  Information contained on the Office of Entrepreneurship & Innovation website includes:

*Research locations and stragies on campus 
*Technology transfer services and programs 
*The Entrepreneurship and Innovation Group 
*Additional services and support for student and faculty entrepreneurs 
*Resources and funding oppertinities for entreprenuers

 With the new focus of ASU's entrepreneurship programming, the SkySong campus houses the [http://studentventures.asu.edu/ Edson Student Entrepreneur Initiative], a program which produces approximately 20 student-led startups each year.  Additional resources such as Techshop in Chandler, AZ, have transformed the way students interact with their ideas. Students can now conceputalize something and then take it to the production phase simply by seeking out the tools and knowledge to make it happen. Additionally, the creation and remodeling of the Startup Labs have added to the number of resources that students have at their disposal to make and tinker with. 

Though there appears to be a wealth of opportunities and resources available to students at ASU, there still needs to be a cultural evolution of the student body to become culturally motivated to utilze all of the resources available. This is primairly due to the lack of a place where students can come in and share ideas, brainstorming them into fruition. Students need to be able to come into a space with an idea and leave with the confidence that they can then head over to Techshop or the Startup labs able to bring it into reality. 

== '''YouTube Video''' ==

 {{#Widget:Youtube|id=f88WiFjIZ2g}}   

= Strategy #1: Cultural Evolution  =

 The following are an array of tactics that will be implemented over a 6-8 month period

== Tactic #1: A Peer-Led Idea Studio ==

*

Description: An Idea factory is a place where students can bring their ideas and whiteboard them with others, identifying the problem they are trying to solve and creating a solution. This idea of refinement, taking a big idea and making it a smaller concept that can be applied to one problem, is an incredible chance to take the open mind of students and apply them complex problems we face in the world. 

Team Leader: Brandon Smith

Milestones:

-Find a place on campus that is being underutilized to be revamed into an idea space  03/15

-Work with school officials to set a plan in motion to create this new space                    04/15

-Begin work on revamping new space                                                                             05/15                                                                

-Begin promotion of new space                                                                                        07/15

-First brainstorming sessions begin                                                                                  08/15 (New School Year)

== Tactic #2: Inspiring Students To Action ==

*Description: Students want to be creative. A project like this is at the very core of why the come to this campus at Arizona State University. By encouraging peers to share in the spirit of entreprenuerism, taking on big complex issues and then helping them create solutions that are easily implemented in modern society. This can be done by promoting things such as the MAKE club on campus, which promotes the idea of brainstorming and tackling large complex issues. Also involving other clubs and organizations for freshman, further instilling the idea of entreprenuism in students for generations to come.
*Team Leaders: Brandon Smith
*Milestones:
**Get students to back the creation of a new space                                                                                            03/15
**Gather the most entreprenuerial minded students on campus and start thinking of the best solutions            04/15
**Bring entrepernurial minded students into the new space to mentor fellow students                                       08/15                                                                        

= =

= Related Links =

 [[Jorge Sanchez|Jorge Sanchez]]

[[Arizona State University|Arizona State University]]

[[Category:Student Priorities|Student_Priorities]]

School:Arizona State University

2015-01-27T19:27:55Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

University Technology Transfer Functions [http://www.azte.com/ Arizona Technology Enterprises (AzTE)]is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's Innovation and Entrepreneurshipto bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.</li>
<li>ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals for startups.</li>
</ul>

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium(SenSIP)]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)]Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine healthcare, nanotechnology, and other technologies including global positioning systems.

[http://www.techshop.ws/ TechShop], To further develop creativity and the entrepreneurial spirit in the communities ASU serves, they have joined with TechShop, a membership-based, do-it-yourself facility that provides the public with tools, equipment, training and a vibrant, supportive community of creative people. TechShop membership provides access to over $1 million dollars worth of advanced machines and tools, sophisticated 2D and 3D design software, and other professional equipment. All full-time students at all 4 campuses are currently provided TechShop memberships free of charge. [http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state</li>
</ul>

 ASU's [http://www.biodesign.asu.edu/ Biodesign Institute]in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases(NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer]and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].
<div> </div>

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>ASU directly employsover 20,000 Arizonans, generating $961 million in wages;</li>
<li>Spending by visitors to ASU or sponsored eventsgenerated $69 million;</li>
<li>ASU student spendingdirectly generates $248 million of labor income in the state of Arizona;</li>
<li>ASU employee and student spendingpumps over $1.8 billion into the local economy every year; and</li>
<li>Arizona taxpayers invest$386 million a year in ASU, and realize a $3.4 billion economic yield on theirinvestmentestment</li>
</ul>

</ul>

= Deep-Dive Questions =

<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Is innovation an integral part of ASU’s institutional culture?</li>
<li>Why is it important? And how does it influence entrepreneurship and tech transfer?</li>
<li>How do you envision your program in the future?</li>
<li>What is your vision for each case study’s bucket, especially regional and local economic impact?</li>
<li>How does your institution leverage (or intend to leverage) geographic endowment?</li>
<li>Are your innovation, entrepreneurship, and tech transfer programs integrated?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Why, or why not?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?</li>
<li>Are there any unique successes (and/or challenges) you wish to highlight?</li>
</ul>

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Arizona_State_University_Tempe_Student_Priorities Arizona State University Tempe Student Priorities]

[http://universityinnovation.org/wiki/Stephanie_Dolinger Stephanie Dolinger]

[http://universityinnovation.org/wiki/Jorge_Sanchez Jorge Sanchez]

[http://universityinnovation.org/wiki/Eden_Shuster Eden Shuster]

[http://universityinnovation.org/wiki/Brandon_Smith Brandon Smith]

[http://universityinnovation.org/wiki/User:Aubrey_Wigner Aubrey Wigner]

[http://universityinnovation.org/wiki/Mary_Wilcox Mary Wilcox]

----
<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
----
<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> 
</div> 

[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

School:Arizona State University

2015-01-27T19:26:24Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

University Technology Transfer Functions [http://www.azte.com/ Arizona Technology Enterprises (AzTE)]is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's Innovation and Entrepreneurshipto bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.</li>
<li>ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals for startups.</li>
</ul>

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium(SenSIP)]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)]Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine healthcare, nanotechnology, and other technologies including global positioning systems.

[http://www.techshop.ws/ TechShop], To further develop creativity and the entrepreneurial spirit in the communities ASU serves, they have joined with TechShop, a membership-based, do-it-yourself facility that provides the public with tools, equipment, training and a vibrant, supportive community of creative people. TechShop membership provides access to over $1 million dollars worth of advanced machines and tools, sophisticated 2D and 3D design software, and other professional equipment. All full-time students at all 4 campuses are currently provided TechShop memberships free of charge. [http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state</li>
</ul>

 ASU's [http://www.biodesign.asu.edu/ Biodesign Institute]in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases(NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer]and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].
<div> </div>

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>ASU directly employsover 20,000 Arizonans, generating $961 million in wages;</li>
<li>Spending by visitors to ASU or sponsored eventsgenerated $69 million;</li>
<li>ASU student spendingdirectly generates $248 million of labor income in the state of Arizona;</li>
<li>ASU employee and student spendingpumps over $1.8 billion into the local economy every year; and</li>
<li>Arizona taxpayers invest$386 million a year in ASU, and realize a $3.4 billion economic yield on theirinvestmentestment</li>
</ul>

</ul>

= Deep-Dive Questions =

<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Is innovation an integral part of ASU’s institutional culture?</li>
<li>Why is it important? And how does it influence entrepreneurship and tech transfer?</li>
<li>How do you envision your program in the future?</li>
<li>What is your vision for each case study’s bucket, especially regional and local economic impact?</li>
<li>How does your institution leverage (or intend to leverage) geographic endowment?</li>
<li>Are your innovation, entrepreneurship, and tech transfer programs integrated?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Why, or why not?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?</li>
<li>Are there any unique successes (and/or challenges) you wish to highlight?</li>
</ul>

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Arizona_State_University_Tempe_Student_Priorities Arizona State University Tempe Student Priorities]

[http://universityinnovation.org/wiki/Jorge_Sanchez Jorge Sanchez]

[http://universityinnovation.org/wiki/Mary_Wilcox Mary Wilcox]

[http://universityinnovation.org/wiki/User:Aubrey_Wigner Aubrey Wigner]

[http://universityinnovation.org/wiki/Stephanie_Dolinger Stephanie Dolinger]

[http://universityinnovation.org/wiki/Brandon_Smith Brandon Smith]

[http://universityinnovation.org/wiki/Eden_Shuster Eden Shuster]

----
<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
----
<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> 
</div> 

[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

School:Arizona State University

2015-01-27T19:25:34Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

University Technology Transfer Functions [http://www.azte.com/ Arizona Technology Enterprises (AzTE)]is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's Innovation and Entrepreneurshipto bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.</li>
<li>ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals for startups.</li>
</ul>

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium(SenSIP)]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)]Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine healthcare, nanotechnology, and other technologies including global positioning systems.

[http://www.techshop.ws/ TechShop], To further develop creativity and the entrepreneurial spirit in the communities ASU serves, they have joined with TechShop, a membership-based, do-it-yourself facility that provides the public with tools, equipment, training and a vibrant, supportive community of creative people. TechShop membership provides access to over $1 million dollars worth of advanced machines and tools, sophisticated 2D and 3D design software, and other professional equipment. All full-time students at all 4 campuses are currently provided TechShop memberships free of charge. [http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state</li>
</ul>

 ASU's [http://www.biodesign.asu.edu/ Biodesign Institute]in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases(NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer]and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].
<div> </div>

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>ASU directly employsover 20,000 Arizonans, generating $961 million in wages;</li>
<li>Spending by visitors to ASU or sponsored eventsgenerated $69 million;</li>
<li>ASU student spendingdirectly generates $248 million of labor income in the state of Arizona;</li>
<li>ASU employee and student spendingpumps over $1.8 billion into the local economy every year; and</li>
<li>Arizona taxpayers invest$386 million a year in ASU, and realize a $3.4 billion economic yield on theirinvestmentestment</li>
</ul>

</ul>

= Deep-Dive Questions =

<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Is innovation an integral part of ASU’s institutional culture?</li>
<li>Why is it important? And how does it influence entrepreneurship and tech transfer?</li>
<li>How do you envision your program in the future?</li>
<li>What is your vision for each case study’s bucket, especially regional and local economic impact?</li>
<li>How does your institution leverage (or intend to leverage) geographic endowment?</li>
<li>Are your innovation, entrepreneurship, and tech transfer programs integrated?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Why, or why not?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?</li>
<li>Are there any unique successes (and/or challenges) you wish to highlight?</li>
</ul>

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[[Arizona State University Polytechnic Student Priorities|Arizona State University Polytechnic Student Priorities]]

[[Arizona State University Tempe Student Priorities|Arizona State University Tempe Student Priorities]]

[[Jorge Sanchez|Jorge Sanchez]]

[[Mary Wilcox|Mary Wilcox]]

----
<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
----
<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> </div> 
[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

School:Arizona State University

2015-01-27T19:25:07Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

University Technology Transfer Functions [http://www.azte.com/ Arizona Technology Enterprises (AzTE)]is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's Innovation and Entrepreneurshipto bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.</li>
<li>ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals for startups.</li>
</ul>

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium(SenSIP)]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)]Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine healthcare, nanotechnology, and other technologies including global positioning systems.

[http://www.techshop.ws/ TechShop], To further develop creativity and the entrepreneurial spirit in the communities ASU serves, they have joined with TechShop, a membership-based, do-it-yourself facility that provides the public with tools, equipment, training and a vibrant, supportive community of creative people. TechShop membership provides access to over $1 million dollars worth of advanced machines and tools, sophisticated 2D and 3D design software, and other professional equipment. All full-time students at all 4 campuses are currently provided TechShop memberships free of charge. [http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state</li>
</ul>

 ASU's [http://www.biodesign.asu.edu/ Biodesign Institute]in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases(NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer]and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].
<div> </div>

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>ASU directly employsover 20,000 Arizonans, generating $961 million in wages;</li>
<li>Spending by visitors to ASU or sponsored eventsgenerated $69 million;</li>
<li>ASU student spendingdirectly generates $248 million of labor income in the state of Arizona;</li>
<li>ASU employee and student spendingpumps over $1.8 billion into the local economy every year; and</li>
<li>Arizona taxpayers invest$386 million a year in ASU, and realize a $3.4 billion economic yield on theirinvestmentestment</li>
</ul>

</ul>

= Deep-Dive Questions =

<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Is innovation an integral part of ASU’s institutional culture?</li>
<li>Why is it important? And how does it influence entrepreneurship and tech transfer?</li>
<li>How do you envision your program in the future?</li>
<li>What is your vision for each case study’s bucket, especially regional and local economic impact?</li>
<li>How does your institution leverage (or intend to leverage) geographic endowment?</li>
<li>Are your innovation, entrepreneurship, and tech transfer programs integrated?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Why, or why not?</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?</li>
<li>Are there any unique successes (and/or challenges) you wish to highlight?</li>
</ul>

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[[Arizona State University Polytechnic Student Priorities|Arizona State University Polytechnic Student Priorities]]

[[Arizona State University Tempe Student Priorities|Arizona State University Tempe Student Priorities]]

[[Jorge Sanchez|Jorge Sanchez]]

[[Mary Wilcox|Mary Wilcox]]

----
<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
----
<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> </div> 
[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

School:Arizona State University

2015-01-27T19:24:55Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

University Technology Transfer Functions [http://www.azte.com/ Arizona Technology Enterprises (AzTE)]is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's Innovation and Entrepreneurshipto bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.</li>
<li>ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals for startups.</li>
</ul>

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium(SenSIP)]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)]Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine healthcare, nanotechnology, and other technologies including global positioning systems.

[http://www.techshop.ws/ TechShop], To further develop creativity and the entrepreneurial spirit in the communities ASU serves, they have joined with TechShop, a membership-based, do-it-yourself facility that provides the public with tools, equipment, training and a vibrant, supportive community of creative people. TechShop membership provides access to over $1 million dollars worth of advanced machines and tools, sophisticated 2D and 3D design software, and other professional equipment. All full-time students at all 4 campuses are currently provided TechShop memberships free of charge. [http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state</li>
</ul>

 ASU's [http://www.biodesign.asu.edu/ Biodesign Institute]in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases(NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer]and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].
<div> </div>

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>ASU directly employsover 20,000 Arizonans, generating $961 million in wages;</li>
<li>Spending by visitors to ASU or sponsored eventsgenerated $69 million;</li>
<li>ASU student spendingdirectly generates $248 million of labor income in the state of Arizona;</li>
<li>ASU employee and student spendingpumps over $1.8 billion into the local economy every year; and</li>
<li>Arizona taxpayers invest$386 million a year in ASU, and realize a $3.4 billion economic yield on theirinvestmentestment</li>
</ul>

</ul>

= Deep-Dive Questions =

= <ul style="margin-top:0pt;margin-bottom:0pt;">
<li>
Is innovation an integral part of ASU’s institutional culture?
</li>
<li>
Why is it important? And how does it influence entrepreneurship and tech transfer?
</li>
<li>
How do you envision your program in the future?
</li>
<li>
What is your vision for each case study’s bucket, especially regional and local economic impact?
</li>
<li>
How does your institution leverage (or intend to leverage) geographic endowment?
</li>
<li>
Are your innovation, entrepreneurship, and tech transfer programs integrated?
</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>
Why, or why not?
</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>
How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?
</li>
<li>
Are there any unique successes (and/or challenges) you wish to highlight?
</li>
</ul>
=

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[[Arizona State University Polytechnic Student Priorities|Arizona State University Polytechnic Student Priorities]]

[[Arizona State University Tempe Student Priorities|Arizona State University Tempe Student Priorities]]

[[Jorge Sanchez|Jorge Sanchez]]

[[Mary Wilcox|Mary Wilcox]]

----
<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
----
<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> </div> 
[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

School:Arizona State University

2015-01-27T19:24:32Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

University Technology Transfer Functions [http://www.azte.com/ Arizona Technology Enterprises (AzTE)]is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's Innovation and Entrepreneurshipto bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.</li>
<li>ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals for startups.</li>
</ul>

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium(SenSIP)]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)]Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine healthcare, nanotechnology, and other technologies including global positioning systems.

[http://www.techshop.ws/ TechShop], To further develop creativity and the entrepreneurial spirit in the communities ASU serves, they have joined with TechShop, a membership-based, do-it-yourself facility that provides the public with tools, equipment, training and a vibrant, supportive community of creative people. TechShop membership provides access to over $1 million dollars worth of advanced machines and tools, sophisticated 2D and 3D design software, and other professional equipment. All full-time students at all 4 campuses are currently provided TechShop memberships free of charge. [http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state</li>
</ul>

 ASU's [http://www.biodesign.asu.edu/ Biodesign Institute]in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases(NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer]and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].
<div> </div>

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>ASU directly employsover 20,000 Arizonans, generating $961 million in wages;</li>
<li>Spending by visitors to ASU or sponsored eventsgenerated $69 million;</li>
<li>ASU student spendingdirectly generates $248 million of labor income in the state of Arizona;</li>
<li>ASU employee and student spendingpumps over $1.8 billion into the local economy every year; and</li>
<li>Arizona taxpayers invest$386 million a year in ASU, and realize a $3.4 billion economic yield on theirinvestmentestment</li>
</ul>

</ul>

= Deep-Dive Questions =

*Is innovation an integral part of ASU’s institutional culture?
*Why is it important? And how does it influence entrepreneurship and tech transfer?
*How do you envision your program in the future?
*What is your vision for each case study’s bucket, especially regional and local economic impact?
*How does your institution leverage (or intend to leverage) geographic endowment?
*Are your innovation, entrepreneurship, and tech transfer programs integrated?
<ul style="margin-left: 40px; list-style-type: circle;">
<li>Why, or why not?</li>
</ul>

*How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?
*Are there any unique successes (and/or challenges) you wish to highlight?

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[[Arizona State University Polytechnic Student Priorities|Arizona State University Polytechnic Student Priorities]]

[[Arizona State University Tempe Student Priorities|Arizona State University Tempe Student Priorities]]

[[Jorge Sanchez|Jorge Sanchez]]

[[Mary Wilcox|Mary Wilcox]]

----
<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
----
<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> </div> 
[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

School:Arizona State University

2015-01-27T19:23:38Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

University Technology Transfer Functions [http://www.azte.com/ Arizona Technology Enterprises (AzTE)]is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's Innovation and Entrepreneurshipto bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.</li>
<li>ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals for startups.</li>
</ul>

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium(SenSIP)]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)]Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine healthcare, nanotechnology, and other technologies including global positioning systems.

[http://www.techshop.ws/ TechShop], To further develop creativity and the entrepreneurial spirit in the communities ASU serves, they have joined with TechShop, a membership-based, do-it-yourself facility that provides the public with tools, equipment, training and a vibrant, supportive community of creative people. TechShop membership provides access to over $1 million dollars worth of advanced machines and tools, sophisticated 2D and 3D design software, and other professional equipment. All full-time students at all 4 campuses are currently provided TechShop memberships free of charge. [http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state</li>
</ul>

 ASU's [http://www.biodesign.asu.edu/ Biodesign Institute]in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases(NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer]and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].
<div> </div>

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   

*'''ASU directly employs''' over 20,000 Arizonans, generating $961 million in wages;
*'''Spending by visitors to ASU or sponsored events''' generated $69 million;
*'''ASU student spending''' directly generates $248 million of labor income in the state of Arizona;
*'''ASU employee and student spending''' pumps over $1.8 billion into the local economy every year; and
*'''Arizona taxpayers invest''' $386 million a year in ASU, and realize a $3.4 billion economic yield on their investment

= Deep-Dive Questions =

*Is innovation an integral part of ASU’s institutional culture?
*Why is it important? And how does it influence entrepreneurship and tech transfer?
*How do you envision your program in the future?
*What is your vision for each case study’s bucket, especially regional and local economic impact?
*How does your institution leverage (or intend to leverage) geographic endowment?
*Are your innovation, entrepreneurship, and tech transfer programs integrated?
<ul style="margin-left: 40px; list-style-type: circle;">
<li>Why, or why not?</li>
</ul>

*How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?
*Are there any unique successes (and/or challenges) you wish to highlight?

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[[Arizona State University Polytechnic Student Priorities|Arizona State University Polytechnic Student Priorities]]

[[Arizona State University Tempe Student Priorities|Arizona State University Tempe Student Priorities]]

[[Jorge Sanchez|Jorge Sanchez]]

[[Mary Wilcox|Mary Wilcox]]

----
<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
----
<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> </div> 
[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

School:Arizona State University

2015-01-27T19:22:05Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

University Technology Transfer Functions [http://www.azte.com/ Arizona Technology Enterprises (AzTE)]is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's Innovation and Entrepreneurshipto bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.</li>
<li>ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals for startups.</li>
</ul>

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium (SenSIP) ]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)] Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine health care, nanotechnology, and other technologies including global positioning systems.

[http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.

*This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state

 ASU's'''[http://www.biodesign.asu.edu/ Biodesign Institute]''' in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases (NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer] and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   

*'''ASU directly employs''' over 20,000 Arizonans, generating $961 million in wages;
*'''Spending by visitors to ASU or sponsored events''' generated $69 million;
*'''ASU student spending''' directly generates $248 million of labor income in the state of Arizona;
*'''ASU employee and student spending''' pumps over $1.8 billion into the local economy every year; and
*'''Arizona taxpayers invest''' $386 million a year in ASU, and realize a $3.4 billion economic yield on their investment

= Deep-Dive Questions =

*Is innovation an integral part of ASU’s institutional culture?
*Why is it important? And how does it influence entrepreneurship and tech transfer?
*How do you envision your program in the future?
*What is your vision for each case study’s bucket, especially regional and local economic impact?
*How does your institution leverage (or intend to leverage) geographic endowment?
*Are your innovation, entrepreneurship, and tech transfer programs integrated?
<ul style="margin-left: 40px; list-style-type: circle;">
<li>Why, or why not?</li>
</ul>

*How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?
*Are there any unique successes (and/or challenges) you wish to highlight?

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[[Arizona State University Polytechnic Student Priorities|Arizona State University Polytechnic Student Priorities]]

[[Arizona State University Tempe Student Priorities|Arizona State University Tempe Student Priorities]]

[[Jorge Sanchez|Jorge Sanchez]]

[[Mary Wilcox|Mary Wilcox]]

----
<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
----
<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> </div> 
[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

School:Arizona State University

2015-01-27T19:20:59Z

Aubrey Wigner:

= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University]as the model for a New American University. A model that measures success not by who it excludes, but by who it includes; a model that pursues research and discovery that benefit the public good and assumes major responsibility for the economic, social and cultural vitality as well as the health and well-being of the community.

[http://ui.asu.edu/ The Office of University Initiatives(UI)]is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is the chief advocate for entrepreneurial thinking and activity across the university.

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative]is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

ASU previously had a unique two-distinct Engineering School model. [http://engineering.asu.edu/ The Ira A. Fulton Schools of Engineering]is the flagship traditional school, while [http://innovation.asu.edu/ TheCollege of Technology and Innovation]embodied the values of engaged learning, including a strong connection with industry and entrepreneurship. The hands-on approach model of the latter school requires students to build and design solutions to meet real industry needs; the model appears to be making an economic impact. The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

= At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof. =

At ASU, entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:

The Edson Student Entrepreneurship Initiativeharnesses the entrepreneurial energy, excitement and creativity of ASU’s student body. It provides funding, office space and training for teams of students across the university to explore their innovative ideas for business products and services. These teams typically work in partnership with faculty, researchers and successful entrepreneurs from both the academic and private sectors. The Edson Student Entrepreneur Initiative has been made possible by an investment of $5.4 million from Orin Edson to the Arizona State University Foundation.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding:The endowment provides a total of $200,000 annually in seed funding.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Each year, 10 to 15 teams will be granted $5,000 to $20,000 to subsidize expenses for developing their new venture. Money granted could be used for such things as market research, building a prototype, and legal fees</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Office Space:Winning teams are awarded office space at [http://skysongcenter.com/ SkySong], located in South Scottsdale, through their award year.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>The SkySongfacility provides a professional setting for early stage entrepreneurs to develop their ventures and also to interact and learn from peer entrepreneurs, local, and international businesses</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Training and Coaching:Throughout the award year teams participate in a series of workshops with guest speakers that include successful entrepreneurs and professionals with relevant expertise</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team members are offered entrepreneurial training courses at SkySongand/or nonprofit training courses by ASU’ s[https://lodestar.asu.edu/ Lodestar Center for Philanthropy and Nonprofit Innovation]. Teams are also provided ongoing entrepreneurial coaching by Edson staff.</li>
</ul>

 [http://innovationchallenge.asu.edu/ ASU Innovation Challenge]seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000to make their innovative project, prototype, venture or community partnership ideas happen.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>
</ul>

 [http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)]paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>
<li>Investment in, and support for, student initiated arts-based ventures, both for- and not-for-profit;</li>
<li>Faculty development and research in arts entrepreneurship; and</li>
<li>Public programming on arts entrepreneurship including speakers, workshops and symposia.</li>
</ul>

 [http://10000solutions.org/ 10,000 Solutions]is a place to showcase and collect innovative ideas that solve local and global challenges. ASU views this project as an experiment that leverages the power of collaborative wisdom to create a solutions bank. The 10,000 Solutions Project explores what can be accomplished when passionate people join a community that works together to build upon each other’s innovative ideas and create change.

Funding:The program is funded by [http://www.kauffman.org/what-we-do/programs/entrepreneurship/kauffman-campuses-initiative Kauffman Campuses Initiative]which supports innovation and entrepreneurship at ASU and beyond. The program provides up to $10,000 to fund good ideas from students, staff, faculty and community members.

[http://cronkite.asu.edu/ The Cronkite School]students (and faculty) are encouraged to submit ideas for [https://www.newschallenge.org/ Knight News Challenge](and won) and for [http://www.newmediawomen.org/site/about_this_initiative/ J-Lab Women Entrepreneurs]grants. Those winners are heralded as much as winners of journalism contests

ASU also strives to deliver research breakthroughs and achieve discovery in a broad range of strategic research areas including:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[http://nmil.jmc.asu.edu/ The New Media Innovation Lab], Operated by The Cronkite School, is a research and development program designed to help media companies create new and exciting multimedia products. The lab brings together students from across campus – journalism, business, computer engineering and design, to develop a variety of products, including an iPhone app and widgets and Facebook applications.</li>
<li>[https://nursingandhealth.asu.edu/ The ASU College of Nursing and Health Innovation]has had more than $27.5 million in awards from the National Institutes of Health (NIH) and other corporate agencies since 2005. The research focus of ASU nursing and health program provides short and long-term economic benefits. In the short term, Arizona benefits economically from grant funding. In the longer term, Arizonans benefit from medical improvements in research findings, and the commercial impact of potential tech transfer.</li>
<li>[http://www.azcati.com/ The Arizona Center for Algae Technology and Innovation(AzCATI)], located at ASU, has been a pioneer in algae research as a source of low-cost, sustainable biofuel. The Laboratory was contracted by the Department of Energy to research and develop algae conversion.</li>
</ul>

[http://innovation.asu.edu/startupvillage Startup Village]

Startup Village is a student led initiative to create a residential community of innovators and entrepreneurs who will lead the I&E movement on the ASU Polytechnic campus, and create companies and movements within an immersive and collaborative environment. Startup Village is made up of 16 houses that house 30 student entrepreneurs and innovators as well as a community house for the purpose of housing prototyping equipment and collaborative spaces. ASU Chandler Innovation Center =

= Faculty Entrepreneurship =

ASU’s The Pathways to Entrepreneurship Grant(PEG) program provides funding to faculty/staff who wish to implement or enhance entrepreneurship curricular or co-curricular programs. The following programs all have some roots grounded in the in the Pathways to Entrepreneurship Grant.

[http://www.law.asu.edu/tvg/InnovationAdvancementProgram.aspx Innovation Advancement Program]at the [http://www.law.asu.edu/ Sandra Day O’Connor College of Law]: This program provides legal and consulting services to start-up enterprises and entrepreneurs.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Team Leader: Eric Menkus, Innovation Advancement Program Director. Amount Awarded: $90,000. Number of Grants Awarded: 2.</li>
</ul>

 [http://innovationspace.asu.edu/ InnovationSpace]at the [http://herbergerinstitute.asu.edu/ Herberger Institute for Design and the Arts]: Team Leader: Prasad Boradkar, InnovationSpace Program Director. Amount Awarded: $115,000. Number of Grants Awarded: 4
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding introduces students to design concepts based on resilience theory (the ability of individuals to recover from destabilizing life events, such as a serious illness) and biomimicry (design inspired by nature). Students also worked with a local company to design toys for autistic children</li>
</ul>

 The following programs are run from the [http://clas.asu.edu/ College of Liberal Arts and Sciences]:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>First Innovations: Team Leader: Pat Mariella, American Indian Policy Institute Director. Amount Awarded: $68,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding provided for a two-day workshop, which was subsequently developed into three ASU courses and a summer program for high school students.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>[https://shesc.asu.edu/research/projects/phoenix-innovation-study Phoenix Innovation Study]: Team Leader: Sander van der Leeuw, School of Human Evolution and Social Change Director. Amount Awarded: $33,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funded research on ethnographic study of SkySong, the ASU Scottsdale Innovation Center.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Social Innovation and Social Enterprise: Team Leader: Vanna Gonzales, School of Social Transformation Assistant Professor. Amount Awarded: $30,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Grant funding enables students to work with local social entrepreneurs to advance their organization’s goals through innovation.</li>
</ul>

 The following programs are run out of The Polytechnic School:
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Global Resolve: Team Leader: Mark Henderson, Global Resolve Director. Amount Awarded: $59,000. Number of Grants Awarded: 2</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funds development of capstone courses that engage students in creating ventures in developing countries using technologies that solve local challenges. These courses are now part of the core courses for the social entrepreneurship focus in the technological entrepreneurship and management degree program.</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Startup Weekend ASU: Team Leader: Kevin Gary, College of Technology and Innovation Associate Professor. Amount Awarded: $39,000. Number of Grants Awarded: 1</li>
</ul>
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Funding supports the development of courses in software entrepreneurship and launched the inaugural Startup Weekend at ASU.</li>
</ul>

 The [http://education.asu.edu/ Mary Lou Fulton Teachers College]runs the Advancing P-20 Education Through Innovation and Entrepreneurship($5k), and the Innovation in Social Educational Entrepreneurship (I-SEE)($30k).

= University Technology Transfer Functions =

[http://www.azte.com/ Arizona Technology Enterprises (AzTE)] is the technology venture arm of Arizona State University. In addition to ASU technologies, AzTE also manages technologies developed by ASU's partner universities, Dublin City University in Ireland (through its technology commercialization organization, [https://www.dcu.ie/invent/index.shtml Invent DCU Limited]) and Tec de Monterrey in Mexico. AzTE is located at SkySong and works in collaboration with ASU's '''''Innovation and Entrepreneurship''''' to bolster these relationships. AzTE collaborates with each university to protect and commercialize their intellectual property in the United States.

ASU also has a number of activities focused on student entrepreneurship, global company attraction, and investor network development.  The addition of technology transfer to international collaborations increases the likelihood that global discoveries will be commercialized utilizing Arizona networks. Over time, ASU's development of vibrant global networks is expected to positively impact economic development in the State.

*Among U.S. institutions with at least $200 million in research expenditures, AzTE ranked in the top ten for invention disclosures, licenses and options, and startups formed per $10 million in research.
*ASU faculty submitted a record 187 invention disclosures in the fiscal year 2010. ASU expects these inventions will provide the technology inventory for the next generation of new deals or startups.

 

= University-Industry Collaboration =

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium (SenSIP) ]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)] Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine health care, nanotechnology, and other technologies including global positioning systems.

[http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.

*This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state

 ASU's'''[http://www.biodesign.asu.edu/ Biodesign Institute]''' in collaboration with industry is engaged in a $5 million, four-year project to identify protein biomarkers that could predict cardiovascular disease in people with type 2 diabetes. The collaboration is sponsored by the [http://www.niddk.nih.gov/Pages/default.aspx National Institute of Diabetes and Digestive and Kidney Diseases (NIDDK--part of the National Institutes of Health)]. Other collaborators in the project include [http://www.pfizer.com/ Pfizer] and the [http://www.phoenix.va.gov/ Phoenix VA Healthcare System]. The money comes from a fund that is designed to support scientists from different disciplines to work together on a common problem.

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].

= Regional and Local Economic Development =

ASU’s unique assets – including intellectual capital, advanced facilities and student talent – are invaluable in developing a regional economic ecosystem where innovation-based firms can thrive. As a regional economic engine, ASU injects revenue back into the community through student, visitor, and staff spending, and by providing a stable source of employment for thousands of Arizonans.

More specifically, ASU provides the following economic impact in the regional and local economic development:   

*'''ASU directly employs''' over 20,000 Arizonans, generating $961 million in wages;
*'''Spending by visitors to ASU or sponsored events''' generated $69 million;
*'''ASU student spending''' directly generates $248 million of labor income in the state of Arizona;
*'''ASU employee and student spending''' pumps over $1.8 billion into the local economy every year; and
*'''Arizona taxpayers invest''' $386 million a year in ASU, and realize a $3.4 billion economic yield on their investment

= Deep-Dive Questions =

*Is innovation an integral part of ASU’s institutional culture?
*Why is it important? And how does it influence entrepreneurship and tech transfer?
*How do you envision your program in the future?
*What is your vision for each case study’s bucket, especially regional and local economic impact?
*How does your institution leverage (or intend to leverage) geographic endowment?
*Are your innovation, entrepreneurship, and tech transfer programs integrated?
<ul style="margin-left: 40px; list-style-type: circle;">
<li>Why, or why not?</li>
</ul>

*How has ASU’s "one university in many places" (multiple campuses & online learning) model hindered or helped faculty and student innovation?
*Are there any unique successes (and/or challenges) you wish to highlight?

= Conclusion =

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

The Office of Innovation and Entrepreneurship welcomes ASU’s assistance with this case study, and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div>
== Related Links ==

[[Arizona State University Polytechnic Student Priorities|Arizona State University Polytechnic Student Priorities]]

[[Arizona State University Tempe Student Priorities|Arizona State University Tempe Student Priorities]]

[[Jorge Sanchez|Jorge Sanchez]]

[[Mary Wilcox|Mary Wilcox]]

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<div id="ftn1">
3 Comments by: James O'Brien, Vice President, & Chief of Staff Office Of The President
</div><div>
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<div id="edn1">
University Initiatives (UI): Edson Student Entrepreneurship Initiative: ASU Innovation Challenge: PAVE: 10,000 Solutions: From page 57: PEG: AzTE: $5 Million Collaboration: ASU Economic Impacts:
</div><div id="edn10">
Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.
</div></div> </div> 
[[Category:Deep Dives|Deep_Dives]] [[Category:Universities]]

School:Arizona State University

2015-01-27T19:20:09Z

Aubrey Wigner:

School:Arizona State University

2015-01-27T19:17:46Z

Aubrey Wigner:

School:Arizona State University

2015-01-27T19:17:03Z

Aubrey Wigner:

File:Aubrey Wigner - Headshot 1-3-15.jpg

2015-01-03T21:31:44Z

Aubrey Wigner: