University Innovation Fellows - User contributions [en]

Fellow:Drew Spooner

2017-02-01T00:53:48Z

Drewspooner:

[[File:DrewSpooner.jpg|thumb]]

= Related Links =

[[North Dakota State University]]

[[North Dakota State University Student Priorities]]

University Innovation Fellows

Spring 2016:

[[Denielle Danielson|Denielle Danielson]]

[[Ben Ferguson|Benjamin Ferguson]]

[[Kyle Stapleton|Kyle Stapleton]]

Fall 2015:

[[Diedrich Harms|Diedrich Harms]]

[[Robert Kringler|Robert Kringler]]

Fall 2014:

[[Jordan Brummond|Jordan Brummond]]

[[Jacob Larson|Jacob Larson]]

'''Drew Spooner'''

Fall 2013:

[[Andrew Dalman|Andrew Dalman]]

[[Category:Student Contributors|d]]

Priorities:North Dakota State University Student Priorities

2014-10-01T22:26:36Z

Drewspooner:

= Overview[[File:NDSU.png]] =

Here at North Dakota State University, we are going to develop a community that lays the framework for Innovation & Entrepreneurship. Although events, programs, and resources are needed for an entrepreneurial community to flourish, they are not the most important part of the process. The most important part is the community, and we feel the community has not been given enough attention. 

= 1. Build & Connect the Community =

== Tactic #1 Hammock Initiative ==

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do''. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= 2. Improve Existing Programs =

== Tactic #1 Revamp Innovation Challenge ==

The innovation challenge is great and opens up many opportunities to the student body. However, it is heavily based on a business plan and requires the proposal to fit in a specific track, that is Product, Service, or Corn. Because of this, we are suggesting we rework the criteria for the challenge and look at ways we can get more students involved and promote or collobroate on other school functions such as the Clinton Global Initiative. 

== Tactic #2 Clinton Global Initiative ==

Furthering the Innovation Challenge by augmenting it with the Clinton Global Initiative is one of the methods to make it better. The CGI is more social based and will allow those who do not have a business plan to not only enter a innovation club but will give the chance of moving even farther on than just NDSU.

= 3. Knock Down Barriers =

== Tactic #1 Engineering Wide Lab Access ==

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

'''Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date'''

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Advisors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

'''Tactic #2 Open up Computer Labs for all majors'''

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

'''Tactic #3 Open up Technical Labs for all majors'''

Description- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

== Tactic #2 I&E Whitepages ==

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneurship. NDSU overhauled its organization database recently but it is not all-inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal- Create a wiki-based whitepage style repository of all innovative and entrepreneurial events on campus and in the community.

Method- Create a wiki page for the university organizations

Method- Compile a list of current on campus activities and allow students to add or edit activities as needed

= 4. Imagine the Future =

== Tactic #1 Critical Thinking Classes ==

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor DrivenExperience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

== Tactic #2 Futhering I&E ==

Further strategies for future development of I&E on NDSU campus include

=== Aquire an Innovation Space ===

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.

=== Provide Legal and Financial Assistant to I&E Teams ===

The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.

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= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Jordan_Brummond|Jordan_Brummond]] [[Drew_Spooner|Drew_Spooner]]

[[Category:Student Priorities|Student_Priorities]]

School:North Dakota State University

2014-10-01T20:28:51Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation ''''''Challenge''' competition is the university's most advertized effort for entrprenuership and innovation. The 5-month annual program focuses on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. $20,000 is distributed to amidst winning teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. The certificate is offered through the College of Business and is open to any major. There are also several schlarship opportunities avaialble from the Larson Foundation to enorll in this course.  In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

NDSU is a "Student Focused, Land Grant, Research University". Students are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. We are also working on opening up lab access across majors. 

The '''Bison Microventure '''is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

Some faculty members are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the '''Fargo Startup House''', found at [http://www.fargostartuphouse.com/, offer http://www.fargostartuphouse.com/, offer] a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU has yet to get huge innovation momentum going, but the resources are there to make it happen. By focusing on building a community of people at NDSU first and connecting them with the Fargo Startup Community we will see everything start to fall in plae. 

= Landscape Canvas =

<[https://docs.google.com/spreadsheet/ccc?key=0AoBtfdQ3qmy5dGNpMVEtNEFDdEtSZkNZYjJRYW9VRlE&usp=sharing https://docs.google.com/spreadsheet/ccc?key=0AoBtfdQ3qmy5dGNpMVEtNEFDdEtSZkNZYjJRYW9VRlE&usp=sharing]>\

= Video =
<div>[https://www.youtube.com/watch?v=8_Cmm6l5iUY&feature=youtu.be https://www.youtube.com/watch?v=8_Cmm6l5iUY&feature=youtu.be] </div>

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-10-01T20:13:00Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation ''''''Challenge''' competition is the university's most advertized effort for entrprenuership and innovation. The 5-month annual program focuses on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. $20,000 is distributed to amidst winning teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. The certificate is offered through the College of Business and is open to any major. There are also several schlarship opportunities avaialble from the Larson Foundation to enorll in this course.  In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

NDSU is a "Student Focused, Land Grant, Research University". Students are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. We are also working on opening up lab access across majors. 

The '''Bison Microventure '''is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

Some faculty members are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the '''Fargo Startup House''', found at [http://www.fargostartuphouse.com/, offer http://www.fargostartuphouse.com/, offer] a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU has yet to get huge innovation momentum going, but the resources are there to make it happen. By focusing on building a community of people at NDSU first and connecting them with the Fargo Startup Community we will see everything start to fall in plae. 

= Landscape Canvas =

<[https://docs.google.com/spreadsheet/ccc?key=0AoBtfdQ3qmy5dGNpMVEtNEFDdEtSZkNZYjJRYW9VRlE&usp=sharing https://docs.google.com/spreadsheet/ccc?key=0AoBtfdQ3qmy5dGNpMVEtNEFDdEtSZkNZYjJRYW9VRlE&usp=sharing]>
<div>{{#Widget:Youtube|}}id=8_Cmm6l5iUY}} </div><div> </div><div>[https://www.youtube.com/watch?v=8_Cmm6l5iUY&feature=youtu.be https://www.youtube.com/watch?v=8_Cmm6l5iUY&feature=youtu.be] </div>

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-10-01T20:07:07Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation ''''''Challenge''' competition is the university's most advertized effort for entrprenuership and innovation. The 5-month annual program focuses on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. $20,000 is distributed to amidst winning teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. The certificate is offered through the College of Business and is open to any major. There are also several schlarship opportunities avaialble from the Larson Foundation to enorll in this course.  In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

NDSU is a "Student Focused, Land Grant, Research University". Students are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. We are also working on opening up lab access across majors. 

The '''Bison Microventure '''is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

Some faculty members are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the '''Fargo Startup House''', found at [http://www.fargostartuphouse.com/, offer http://www.fargostartuphouse.com/, offer] a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program or method to get students involved. 

= Landscape Canvas =

<[https://docs.google.com/spreadsheet/ccc?key=0AoBtfdQ3qmy5dGNpMVEtNEFDdEtSZkNZYjJRYW9VRlE&usp=sharing https://docs.google.com/spreadsheet/ccc?key=0AoBtfdQ3qmy5dGNpMVEtNEFDdEtSZkNZYjJRYW9VRlE&usp=sharing]>
<div>{{#Widget:Youtube|}}id=8_Cmm6l5iUY}} </div><div> </div><div>[https://www.youtube.com/watch?v=8_Cmm6l5iUY&feature=youtu.be https://www.youtube.com/watch?v=8_Cmm6l5iUY&feature=youtu.be] </div>

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-10-01T20:05:44Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation ''''''Challenge''' competition is the university's most advertized effort for entrprenuership and innovation. The 5-month annual program focuses on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. $20,000 is distributed to amidst winning teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. The certificate is offered through the College of Business and is open to any major. There are also several schlarship opportunities avaialble from the Larson Foundation to enorll in this course.  In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

NDSU is a "Student Focused, Land Grant, Research University". Students are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. We are also working on opening up lab access across majors. 

The '''Bison Microventure '''is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the '''Fargo Startup House''', found at [http://www.fargostartuphouse.com/, offer http://www.fargostartuphouse.com/, offer] a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program or method to get students involved. 

= Landscape Canvas =

<[https://docs.google.com/spreadsheet/ccc?key=0AoBtfdQ3qmy5dGNpMVEtNEFDdEtSZkNZYjJRYW9VRlE&usp=sharing https://docs.google.com/spreadsheet/ccc?key=0AoBtfdQ3qmy5dGNpMVEtNEFDdEtSZkNZYjJRYW9VRlE&usp=sharing]>
<div>{{#Widget:Youtube|}}id=8_Cmm6l5iUY}} </div><div> </div><div>[https://www.youtube.com/watch?v=8_Cmm6l5iUY&feature=youtu.be https://www.youtube.com/watch?v=8_Cmm6l5iUY&feature=youtu.be] </div>

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

Priorities:North Dakota State University Student Priorities

2014-10-01T18:16:40Z

Drewspooner:

= Overview[[File:NDSU.png]] =

Here at North Dakota State University, we are going to develop a community that lays the framework for Innovation & Entrepreneurship. Although events, programs, and resources are needed for an entrepreneurial community to flourish, they are not the most important part of the process. The most important part is the community, and we feel the community has not been given enough attention. 

= 1. Build & Connect the Community =

== Tactic #1 Hammock Initiative ==

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do''. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= 2. Improve Existing Programs =

== Tactic #1 Revamp Innovation Challenge ==

The innovation challenge is great and opens up many opportunities to the student body. However, it is heavily based on a business plan and requires the proposal to fit in a specific track, that is Product, Service, or Corn. Because of this the development of the Clinton Global Initiative to work in tandem with the Innovation Challenge has been proposed. 

== Tactic #2 Clinton Global Initiative ==

Furthering the Innovation Challenge by augmenting it with the Clinton Global Initiative is one of the methods to make it better. The CGI is more social based and will allow those who do not have a business plan to not only enter a innovation club but will give the chance of moving even farther on than just NDSU.

= 3. Knock Down Barriers =

== Tactic #1 Engineering Wide Lab Access ==

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

'''Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date'''

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Advisors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

'''Tactic #2 Open up Computer Labs for all majors'''

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

'''Tactic #3 Open up Technical Labs for all majors'''

Description- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

== Tactic #2 I&E Whitepages ==

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneurship. NDSU overhauled its organization database recently but it is not all-inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal- Create a wiki-based whitepage style repository of all innovative and entrepreneurial events on campus and in the community.

Method- Create a wiki page for the university organizations

Method- Compile a list of current on campus activities and allow students to add or edit activities as needed

= 4. Imagine the Future =

== Tactic #1 Critical Thinking Classes ==

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor DrivenExperience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

== Tactic #2 Futhering I&E ==

Further strategies for future development of I&E on NDSU campus include

=== Aquire an Innovation Space ===

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.

=== Provide Legal and Financial Assistant to I&E Teams ===

The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.

=== <blockquote type="cite" style="color: rgb(33, 33, 33); font-family: 'Segoe UI', 'Segoe WP', 'Segoe UI WPC', Tahoma, Arial, sans-serif; font-size: 15px;"><div style="word-wrap: break-word;"><div id="main" style="margin: 0px; padding: 28.0208339691162px 84.0625px; line-height: 1.4; position: relative; color: rgb(68, 68, 68); font-family: Arial, sans-serif; font-size: 14.4444446563721px;"><div id="main-content" style="margin: 0px; padding: 10px 15px 40px; line-height: 1.4; overflow: hidden; background-image: none; background-attachment: scroll; background-size: initial; background-origin: initial; background-clip: initial; background-position: 0px 0px; background-repeat: repeat;"><div id="mw-content-text" lang="en" dir="ltr" class="mw-content-ltr" style="margin: 0px; padding: 0px; line-height: 1.4; direction: ltr;"></div></div></div></div></blockquote> ===

= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Jordan_Brummond|Jordan_Brummond]] [[Drew_Spooner|Drew_Spooner]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:North Dakota State University Student Priorities

2014-10-01T18:14:55Z

Drewspooner:

= Overview[[File:NDSU.png]] =

Here at North Dakota State University, we are going to develop a community that lays the framework for Innovation & Entrepreneurship. Although events, programs, and resources are needed for an entrepreneurial community to flourish, they are not the most important part of the process. The most important part is the community, and we feel the community has not been given enough attention. 

= 1. Build & Connect the Community =

== Tactic #1 Hammock Initiative ==

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do''. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= 2. Improve Existing Programs =

== Tactic #1 Revamp Innovation Challenge ==

The innovation challenge is great and opens up many opportunities to the student body. However, it is heavily based on a business plan and requires the proposal to fit in a specific track, that is Product, Service, or Corn. Because of this the development of the Clinton Global Initiative to work in tandem with the Innovation Challenge has been proposed. 

== Tactic #2 Clinton Global Initiative ==

Furthering the Innovation Challenge by augmenting it with the Clinton Global Initiative is one of the methods to make it better. The CGI is more social based and will allow those who do not have a business plan to not only enter a innovation club but will give the chance of moving even farther on than just NDSU.

= 3. Knock Down Barriers =

== Tactic #1 Engineering Wide Lab Access ==

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

'''Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date'''

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Advisors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

'''Tactic #2 Open up Computer Labs for all majors'''

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

'''Tactic #3 Open up Technical Labs for all majors'''

Description- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

== Tactic #2 I&E Whitepages ==

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneaurship. NDSU overhauled its organization database recently but it is not all inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal- Create a wiki-based whitepage style repository of all innovative and entreprenearistic events on campus and in the community.

Method- Create a wiki page for the university organizations

Method- Compile a list of current on campus activities and allow students to add or edit activites as needed

= 4. Imagine the Future =

== Tactic #1 Critical Thinking Classes ==

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor DrivenExperience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

== Tactic #2 Futhering I&E ==

Further strategies for future development of I&E on NDSU campus include

=== Aquire an Innovation Space ===

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.

=== Provide Legal and Financial Assistant to I&E Teams ===

The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.

=== <blockquote type="cite" style="color: rgb(33, 33, 33); font-family: 'Segoe UI', 'Segoe WP', 'Segoe UI WPC', Tahoma, Arial, sans-serif; font-size: 15px;"><div style="word-wrap: break-word;"><div id="main" style="margin: 0px; padding: 28.0208339691162px 84.0625px; line-height: 1.4; position: relative; color: rgb(68, 68, 68); font-family: Arial, sans-serif; font-size: 14.4444446563721px;"><div id="main-content" style="margin: 0px; padding: 10px 15px 40px; line-height: 1.4; overflow: hidden; background-image: none; background-attachment: scroll; background-size: initial; background-origin: initial; background-clip: initial; background-position: 0px 0px; background-repeat: repeat;"><div id="mw-content-text" lang="en" dir="ltr" class="mw-content-ltr" style="margin: 0px; padding: 0px; line-height: 1.4; direction: ltr;"></div></div></div></div></blockquote> ===

= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Jordan_Brummond|Jordan_Brummond]] [[Drew_Spooner|Drew_Spooner]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:North Dakota State University Student Priorities

2014-10-01T18:12:04Z

Drewspooner:

= Overview[[File:NDSU.png]] =

Here at North Dakota State University, we are going to develop a community that lays the framework for Innovation & Entrepreneurship. Although events, programs, and resources are needed for an entrepreneurial community to flourish, they are not the most important part of the process. The most important part is the community, and we feel the community has not been given enough attention. 

= 1. Build & Connect the Community =

== Tactic #1 Hammock Initiative ==

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do''. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= 2. Improve Existing Programs =

== Tactic #1 Revamp Innovation Challenge ==

The innovation challenge is great and opens up many opportunities to the student body. However, it is heavily based on a business plan and requires the proposal to fit in a specific track, that is Product, Service, or Corn. Because of this the development of the Clinton Global Initiative to work in tandem with the Innovation Challenge has been proposed. 

== Tactic #2 Clinton Global Initiative ==

Furthering the Innovation Challenge by augmenting it with the Clinton Global Initiative is one of the methods to make it better. The CGI is more social based and will allow those who do not have a business plan to not only enter a innovation club but will give the chance of moving even farther on than just NDSU.

= 3. Knock Down Barriers =

== Tactic #1 Engineering wide Lab Access ==

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

'''Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date'''

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Adviors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

'''Tactic #2 Open up Computer Labs for all majors'''

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

'''Tactic #3 Open up Technical Labs for all majors'''

Decription- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

== Tactic #2 I&E Whitepages ==

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneaurship. NDSU overhauled its organization database recently but it is not all inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal- Create a wiki-based whitepage style repository of all innovative and entreprenearistic events on campus and in the community.

Method- Create a wiki page for the university organizations

Method- Compile a list of current on campus activities and allow students to add or edit activites as needed

= 4. Imagine the Future =

== Tactic #1 Critical Thinking Classes ==

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor DrivenExperience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

== Tactic #2 Futhering I&E ==

Further strategies for future development of I&E on NDSU campus include

=== Aquire an Innovation Space ===

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.

=== Provide Legal and Financial Assistant to I&E Teams ===

The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.

=== <blockquote type="cite" style="color: rgb(33, 33, 33); font-family: 'Segoe UI', 'Segoe WP', 'Segoe UI WPC', Tahoma, Arial, sans-serif; font-size: 15px;"><div style="word-wrap: break-word;"><div id="main" style="margin: 0px; padding: 28.0208339691162px 84.0625px; line-height: 1.4; position: relative; color: rgb(68, 68, 68); font-family: Arial, sans-serif; font-size: 14.4444446563721px;"><div id="main-content" style="margin: 0px; padding: 10px 15px 40px; line-height: 1.4; overflow: hidden; background-image: none; background-attachment: scroll; background-size: initial; background-origin: initial; background-clip: initial; background-position: 0px 0px; background-repeat: repeat;"><div id="mw-content-text" lang="en" dir="ltr" class="mw-content-ltr" style="margin: 0px; padding: 0px; line-height: 1.4; direction: ltr;"></div></div></div></div></blockquote> ===

= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Jordan_Brummond|Jordan_Brummond]] [[Drew_Spooner|Drew_Spooner]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:North Dakota State University Student Priorities

2014-10-01T18:09:38Z

Drewspooner:

= Overview[[File:NDSU.png]] =

Here at North Dakota State University, we are going to develop a community that lays the framework for Innovation & Entrepreneurship. Although events, programs, and resources are needed for an entrepreneurial community to flourish, they are not the most important part of the process. The most important part is the community, and we feel the community has not been given enough attention. 

= 1. Build & Connect the Community =

== Tactic #1 Hammock Initiative ==

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do''. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= 2. Improve Existing Programs =

== Tactic #1 Revamp Innovation Challenge ==

The innovation challenge is great and opens up many oportunites to the student body. However, it is heavily based on a business plan and requires the proposal to fit in a specific track, that is Product, Service, or Corn. Because of this the development of the Clinton Global Initiative to work in tandem with the Innovation Challenge has been proposed. 

== Tactic #2 Clinton Global Initiative ==

Furthering the Innovation Challenge by augmenting it with the Clinton Global Initiative is one of the methods to make it better. The CGI is more social based and will allow those who do not have a business plan to not only enter a innovation club but will give the chance of moving even farther on than just NDSU.

= 3. Knock Down Barriers =

== Tactic #1 Engineering wide Lab Access ==

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

'''Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date'''

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Adviors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

'''Tactic #2 Open up Computer Labs for all majors'''

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

'''Tactic #3 Open up Technical Labs for all majors'''

Decription- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

== Tactic #2 I&E Whitepages ==

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneaurship. NDSU overhauled its organization database recently but it is not all inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal- Create a wiki-based whitepage style repository of all innovative and entreprenearistic events on campus and in the community.

Method- Create a wiki page for the university organizations

Method- Compile a list of current on campus activities and allow students to add or edit activites as needed

= 4. Imagine the Future =

== Tactic #1 Critical Thinking Classes ==

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor DrivenExperience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

== Tactic #2 Futhering I&E ==

Further strategies for future development of I&E on NDSU campus include

=== Aquire an Innovation Space ===

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.

=== Provide Legal and Financial Assistant to I&E Teams ===

The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.

=== <blockquote type="cite" style="color: rgb(33, 33, 33); font-family: 'Segoe UI', 'Segoe WP', 'Segoe UI WPC', Tahoma, Arial, sans-serif; font-size: 15px;"><div style="word-wrap: break-word;"><div id="main" style="margin: 0px; padding: 28.0208339691162px 84.0625px; line-height: 1.4; position: relative; color: rgb(68, 68, 68); font-family: Arial, sans-serif; font-size: 14.4444446563721px;"><div id="main-content" style="margin: 0px; padding: 10px 15px 40px; line-height: 1.4; overflow: hidden; background-image: none; background-attachment: scroll; background-size: initial; background-origin: initial; background-clip: initial; background-position: 0px 0px; background-repeat: repeat;"><div id="mw-content-text" lang="en" dir="ltr" class="mw-content-ltr" style="margin: 0px; padding: 0px; line-height: 1.4; direction: ltr;"></div></div></div></div></blockquote> ===

= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Jordan_Brummond|Jordan_Brummond]] [[Drew_Spooner|Drew_Spooner]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:North Dakota State University Student Priorities

2014-09-28T20:38:24Z

Drewspooner:

= Overview[[File:NDSU.png]] =

Here at North Dakota State Unversity, we are going to develop a community that lays the framework for Innovation & Entreprenearship. Although events, programs, and resouirces are needed for an entprernerial community to flourish, they are not the most important part of the process. The most important part is the community, and we feel the community has not been given enough attention. 

= 1. Build & Connect the Community =

== Tactic #1 Hammock Initiative ==

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do''. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= 2. Improve Existing Programs =

== Tactic #1 Revamp Innovation Challenge ==

== Tactic #2 Clinton Global Initiative ==

= 3. Knock Down Barriers =

== Tactic #1 Engineering wide Lab Access ==

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

'''Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date'''

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Adviors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

'''Tactic #2 Open up Computer Labs for all majors'''

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

'''Tactic #3 Open up Technical Labs for all majors'''

Decription- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

== Tactic #2 I&E Whitepages ==

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneaurship. NDSU overhauled its organization database recently but it is not all inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal-Create a wiki-based whitepage style repository of all innovative and entreprenearistic events on campus and in the community. 

Tactic- Create a wiki page for the university organizations

Tactic- Compile a list of current on campus activities and allow students to add or edit activites as needed

= 4. Imagine the Future =

== Tactic #1 Critical Thinking Classes ==

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor DrivenExperience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

== Tactic #2 Futhering I&E ==

=== Aquire an Innovation Space ===

= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:North Dakota State University Student Priorities

2014-09-28T20:37:41Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T20:36:34Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T20:35:37Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T20:35:11Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T19:16:19Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T19:10:17Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:58:07Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:19:12Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:18:59Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:18:47Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:18:39Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:18:24Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:18:12Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:18:03Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:17:52Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:15:57Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:15:47Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:14:35Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:13:04Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:12:44Z

Drewspooner:

Priorities:North Dakota State University Student Priorities

2014-09-28T18:08:34Z

Drewspooner:

= Overview[[File:NDSU.png]] =

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. 

= =

= Strategy #1: Realization =

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

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

== Tactic #1: Acquire an Innovation Space ==

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

== Tactic #2: Acquire Resources ==

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

== Tactic #3: Putting it all Together ==

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

= Strategy #2: Provide Financial and Legal Assistance for I&E Teams =

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

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

== Tactic #1: Distillation of Grants ==

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

= Tactic #2: Intellectual Property Management =

*'''Description''': The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*'''Team Leader''':: TBD
*'''Milestones:'''

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: Creation of a streamlined program to START BUSINESSES!'''

*'''Description''' With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to ''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.
*'''Team Leader:''' TBD
*'''Milestones:'''

#Meeting with boots on the ground at as many levels of business development as possible- as they relate to students on campus. Schedule: now-August 2014.
#Establishing a rough chart for 'how and who' an idea progresses through the pipeline and who can assist with each step. Schedule: summer '14-January 2015.
#Formally launching a 'fast track to business creation' (name definitely not final!) program, or at least being able to feature it as one of the services of the I-space. Schedule: Spring semester 2015. Reason: The fulfillment of this tactic requires that almost every other tactic listed thus far be fairly well completed before it can be done. This is also one of the more ambitious tactics in play, banking on the success of the I-space and cooperation between multiple departments.

'''Strategy #3: Creating a More Applied, Hands on, Undergraduate Experience'''

2-3 year period:

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor Driven''''''Experience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

= Strategy #4 Opening up Lab spaces for all Engineering Majors =

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

=== Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date ===

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Adviors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

=== Tactic #2 Open up Computer Labs for all majors ===

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

=== Tactic #3 Open up Technical Labs for all majors ===

Decription- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

= University Wide Involvement Whitepages =

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneaurship. NDSU overhauled its organization database recently but it is not all inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

=== Tactic #1-Pull together resources on campus ===

Goal-Create a wiki-based whitepage style repository of all innovative and entreprenearistic events on campus and in the community. 

Tactic- Create a wiki page for the university organizations

Tactic- Compile a list of current on campus activities and allow students to add or edit activites as needed

= =

= Taking a Step Back... =

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do''. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= University Wide Involvement Whitepages =

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneaurship. NDSU overhauled its organization database recently but it is not all inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal-Create a wiki-based whitepage style repository of all innovative and entreprenearistic events on campus and in the community. 

Tactic- Create a wiki page for the university organizations

Tactic- Compile a list of current on campus activities and allow students to add or edit activites as needed

= =

= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:North Dakota State University Student Priorities

2014-09-25T18:38:20Z

Drewspooner:

= Overview =

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[http://prezi.com/8xzmdf4l2mf-/the-journey/ Link to Prezi overview of campus ecosystem.]

= Calling all Students =

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

*'''Where''': Presented to NDSU Bison Microventure research group
*'''When''': 10-24-13
*'''RSVP''': N/A
*'''Attendance:''' 8 students, 1 faculty
*'''Duration''': 40 minutes, incl. Q+A

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

*'''Where''': NDSU Student Union
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*'''Where''': TBD
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

= Strategy #1: Realization =

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

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

== Tactic #1: Acquire an Innovation Space ==

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

== Tactic #2: Acquire Resources ==

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

== Tactic #3: Putting it all Together ==

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

= Strategy #2: Provide Financial and Legal Assistance for I&E Teams =

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

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

== Tactic #1: Distillation of Grants ==

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

= Tactic #2: Intellectual Property Management =

*'''Description''': The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*'''Team Leader''':: TBD
*'''Milestones:'''

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: Creation of a streamlined program to START BUSINESSES!'''

*'''Description''' With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to ''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.
*'''Team Leader:''' TBD
*'''Milestones:'''

#Meeting with boots on the ground at as many levels of business development as possible- as they relate to students on campus. Schedule: now-August 2014.
#Establishing a rough chart for 'how and who' an idea progresses through the pipeline and who can assist with each step. Schedule: summer '14-January 2015.
#Formally launching a 'fast track to business creation' (name definitely not final!) program, or at least being able to feature it as one of the services of the I-space. Schedule: Spring semester 2015. Reason: The fulfillment of this tactic requires that almost every other tactic listed thus far be fairly well completed before it can be done. This is also one of the more ambitious tactics in play, banking on the success of the I-space and cooperation between multiple departments.

'''Strategy #3: Creating a More Applied, Hands on, Undergraduate Experience'''

2-3 year period:

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor Driven''''''Experience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

= Strategy #4 Opening up Lab spaces for all Engineering Majors =

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

=== Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date ===

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Adviors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

=== Tactic #2 Open up Computer Labs for all majors ===

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

=== Tactic #3 Open up Technical Labs for all majors ===

Decription- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

= =

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdDNTeENZVS1qNE8xUnlnUkNvRkk5Zmc|width=800|height=250}}

{{#widget:Google Form|key=13LSSzaAWpCNgqs33SUrClgzS4t7gY-aXVqZ0TV3vhLI|width=1400|height=1400}}

= Taking a Step Back... =

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do''. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= University Wide Involvement Whitepages =

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneaurship. NDSU overhauled its organization database recently but it is not all inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal-Create a wiki-based whitepage style repository of all innovative and entreprenearistic events on campus and in the community. 

Tactic- Create a wiki page for the university organizations

Tactic- Compile a list of current on campus activities and allow students to add or edit activites as needed

= =

= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:North Dakota State University Student Priorities

2014-09-25T18:38:06Z

Drewspooner:

= Overview =

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[http://prezi.com/8xzmdf4l2mf-/the-journey/ Link to Prezi overview of campus ecosystem.]

= Calling all Students =

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

*'''Where''': Presented to NDSU Bison Microventure research group
*'''When''': 10-24-13
*'''RSVP''': N/A
*'''Attendance:''' 8 students, 1 faculty
*'''Duration''': 40 minutes, incl. Q+A

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

*'''Where''': NDSU Student Union
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*'''Where''': TBD
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

= Strategy #1: Realization =

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

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

== Tactic #1: Acquire an Innovation Space ==

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

== Tactic #2: Acquire Resources ==

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

== Tactic #3: Putting it all Together ==

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

= Strategy #2: Provide Financial and Legal Assistance for I&E Teams =

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

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

== Tactic #1: Distillation of Grants ==

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

= Tactic #2: Intellectual Property Management =

*'''Description''': The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*'''Team Leader''':: TBD
*'''Milestones:'''

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: Creation of a streamlined program to START BUSINESSES!'''

*'''Description''' With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to ''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.
*'''Team Leader:''' TBD
*'''Milestones:'''

#Meeting with boots on the ground at as many levels of business development as possible- as they relate to students on campus. Schedule: now-August 2014.
#Establishing a rough chart for 'how and who' an idea progresses through the pipeline and who can assist with each step. Schedule: summer '14-January 2015.
#Formally launching a 'fast track to business creation' (name definitely not final!) program, or at least being able to feature it as one of the services of the I-space. Schedule: Spring semester 2015. Reason: The fulfillment of this tactic requires that almost every other tactic listed thus far be fairly well completed before it can be done. This is also one of the more ambitious tactics in play, banking on the success of the I-space and cooperation between multiple departments.

'''Strategy #3: Creating a More Applied, Hands on, Undergraduate Experience'''

2-3 year period:

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor Driven''''''Experience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

= Strategy #4 Opening up Lab spaces for all Engineering Majors =

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

=== Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date ===

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Adviors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

=== Tactic #2 Open up Computer Labs for all majors ===

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

=== Tactic #3 Open up Technical Labs for all majors ===

Decription- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

= =

= Impact =

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{{#widget:Google Form|key=13LSSzaAWpCNgqs33SUrClgzS4t7gY-aXVqZ0TV3vhLI|width=1400|height=1400}}

= Taking a Step Back... =

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do''. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]'

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= University Wide Involvement Whitepages =

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneaurship. NDSU overhauled its organization database recently but it is not all inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal-Create a wiki-based whitepage style repository of all innovative and entreprenearistic events on campus and in the community. 

Tactic- Create a wiki page for the university organizations

Tactic- Compile a list of current on campus activities and allow students to add or edit activites as needed

= =

= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:North Dakota State University Student Priorities

2014-09-25T18:37:20Z

Drewspooner:

= Overview =

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[http://prezi.com/8xzmdf4l2mf-/the-journey/ Link to Prezi overview of campus ecosystem.]

= Calling all Students =

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

*'''Where''': Presented to NDSU Bison Microventure research group
*'''When''': 10-24-13
*'''RSVP''': N/A
*'''Attendance:''' 8 students, 1 faculty
*'''Duration''': 40 minutes, incl. Q+A

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

*'''Where''': NDSU Student Union
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*'''Where''': TBD
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

= Strategy #1: Realization =

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

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

== Tactic #1: Acquire an Innovation Space ==

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

== Tactic #2: Acquire Resources ==

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

== Tactic #3: Putting it all Together ==

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

= Strategy #2: Provide Financial and Legal Assistance for I&E Teams =

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

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

== Tactic #1: Distillation of Grants ==

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

= Tactic #2: Intellectual Property Management =

*'''Description''': The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*'''Team Leader''':: TBD
*'''Milestones:'''

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: Creation of a streamlined program to START BUSINESSES!'''

*'''Description''' With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to ''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.
*'''Team Leader:''' TBD
*'''Milestones:'''

#Meeting with boots on the ground at as many levels of business development as possible- as they relate to students on campus. Schedule: now-August 2014.
#Establishing a rough chart for 'how and who' an idea progresses through the pipeline and who can assist with each step. Schedule: summer '14-January 2015.
#Formally launching a 'fast track to business creation' (name definitely not final!) program, or at least being able to feature it as one of the services of the I-space. Schedule: Spring semester 2015. Reason: The fulfillment of this tactic requires that almost every other tactic listed thus far be fairly well completed before it can be done. This is also one of the more ambitious tactics in play, banking on the success of the I-space and cooperation between multiple departments.

'''Strategy #3: Creating a More Applied, Hands on, Undergraduate Experience'''

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

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor Driven''''''Experience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

= Strategy #4 Opening up Lab spaces for all Engineering Majors =

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

=== Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date ===

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Adviors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

=== Tactic #2 Open up Computer Labs for all majors ===

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

=== Tactic #3 Open up Technical Labs for all majors ===

Decription- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

= =

= Impact =

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{{#widget:Google Form|key=13LSSzaAWpCNgqs33SUrClgzS4t7gY-aXVqZ0TV3vhLI|width=1400|height=1400}}

= Taking a Step Back... =

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want''to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]'

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= University Wide Involvement Whitepages =

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneaurship. NDSU overhauled its organization database recently but it is not all inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal-Create a wiki-based whitepage style repository of all innovative and entreprenearistic events on campus and in the community. 

Tactic- Create a wiki page for the university organizations

Tactic- Compile a list of current on campus activities and allow students to add or edit activites as needed

= =

= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:North Dakota State University Student Priorities

2014-09-25T18:35:52Z

Drewspooner:

= Overview =

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[http://prezi.com/8xzmdf4l2mf-/the-journey/ Link to Prezi overview of campus ecosystem.]

= Calling all Students =

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

*'''Where''': Presented to NDSU Bison Microventure research group
*'''When''': 10-24-13
*'''RSVP''': N/A
*'''Attendance:''' 8 students, 1 faculty
*'''Duration''': 40 minutes, incl. Q+A

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

*'''Where''': NDSU Student Union
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*'''Where''': TBD
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

= Strategy #1: Realization =

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

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

== Tactic #1: Acquire an Innovation Space ==

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

== Tactic #2: Acquire Resources ==

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

== Tactic #3: Putting it all Together ==

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

= Strategy #2: Provide Financial and Legal Assistance for I&E Teams =

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

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

== Tactic #1: Distillation of Grants ==

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

= Tactic #2: Intellectual Property Management =

*'''Description''': The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*'''Team Leader''':: TBD
*'''Milestones:'''

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: Creation of a streamlined program to START BUSINESSES!'''

*'''Description''' With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to ''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.
*'''Team Leader:''' TBD
*'''Milestones:'''

#Meeting with boots on the ground at as many levels of business development as possible- as they relate to students on campus. Schedule: now-August 2014.
#Establishing a rough chart for 'how and who' an idea progresses through the pipeline and who can assist with each step. Schedule: summer '14-January 2015.
#Formally launching a 'fast track to business creation' (name definitely not final!) program, or at least being able to feature it as one of the services of the I-space. Schedule: Spring semester 2015. Reason: The fulfillment of this tactic requires that almost every other tactic listed thus far be fairly well completed before it can be done. This is also one of the more ambitious tactics in play, banking on the success of the I-space and cooperation between multiple departments.

'''Strategy #3: Creating a More Applied, Hands on, Undergraduate Experience'''

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

'''Tactic #1:Hit the Ground Running- Student Driven Experience.'''

*Description: The sooner students realize that the faster they can get involved with the campus, potential employers, real world work and experience the more excited they will be about taking the bull by the horns to steer their desires in whichever way they want them to go. Many students dreaded the way their high school educations were conducted. In high school lots of people say, "When am I ever going to use this stuff?" Now is time! Unforetunately, many freshman students have no clue what they want to do with their lives, and others just need to follow the directions to the map they have made in their heads (minority of students). The catering to these "undecided" students is essential to change the mindset of what it is to experience college. (Not just going to parties) The basis of this tactic is to empower students to actively seek hands on skills in their choosen career path. This maybe in the form of jobs, volunteering, clubs, and other outgoing groups.
*Team Leaders: UNIV 189 professors? Dorm RAs? People responsible for scheduling motivational speakers (Specifically for college students)? I placed question marks behind each of these leaders because this is just what comes to mind of people who would be able to aid in this tactic. Possibly more.
*Milestones:
**Support from potential team leaders
**Actually getting students to go to speakers, be active in clubs, take internships, and learn what they want to learn outside of the traditional classroom.
**Students pressure higher-ups of the university to cater to their educational wants.
**University and individual colleges alter ciriculums
**Entire college culture is changed from "Partying" to "Let's do something for ourselves along with the world"

'''Tactic #2''': '''Classroom Driven Experience''' (Science Student Perspective)

*Description: Use critical thinking and problem solving educational tactics along with or after a  traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.
*Team Leaders: Jordan Brummond, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year of a similiar class.
*Milestones:
**Curriculum Assesments
**Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class
**Integrate into regular ciriculum
**Faculty support from multiple departments
**Development of similiar courses in other departments

'''Tactic #3: Mentor Driven''''''Experience'''

*Description: Having outside entrepreneurs, businesses, or research professors "take in" students as mentees/apprentices/interns. A good comparison would be like a "Big Brother, Big Sister" for students with drive and passion to get right out into the real world while they work on their degrees.
*Team Leaders: TBD
*Milestones:
**Small number of mentors ready to pave the way
**Incorporate into already existing career fair
**More mentors view it as a recruitment tool to attrack the best and brightest
**"Career fair" specifically as the recruitment tool
**Students rewarded for their work other than the experience
**Succes stories as a recruitment tool for both students and new mentors

= Strategy #4 Opening up Lab spaces for all Engineering Majors =

Students need a work to develop their ideas. The college of Engineering has a number of labs with space, materials and equipment to further these ideas but they are not open to all NDSU students and even other Engineering students. The only way to get into many of the labs is to go in during business hours and be of that particular major. Allowing any Engineering student to access these labs would help provide a starter innovation space and show need for one in the future.

=== Tactic #1- Develop more connections between various engineering majors (Senior Design, ect) to encourage students not as far in the program to begin working in other labs from an earlier date ===

Description- Form bonds between all majors under the College of Engineering

Team Leaders

*Univ 189 Professors
*Academic Advisors
*Senior Design Adviors

Milestones

*Convince the Dean of Engineering and department heads that it is beneficial to get outside of their specific major
*Form more interdisciplinary senior designs
*Develop strong ties between majors

=== Tactic #2 Open up Computer Labs for all majors ===

Description- Allow key card access to all engineering computer labs by all engineering students

Team Leaders

*Lab Instructors
*IT Department
*UIF Students

Milestones

*Gain computer lab access

=== Tactic #3 Open up Technical Labs for all majors ===

Decription- Open technical labs like the IME, ME, EE, AG, and other labs so any Engineering major can enter them

Team Leaders

*Lab Instructors
*Department Heads
*UIF Students
*Students

Milestones

*Allow students to work in labs during business hours (8-5)
*Look into getting off hours lab space for weeknights and weekends for students to get into the current lab

= =

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdDNTeENZVS1qNE8xUnlnUkNvRkk5Zmc|width=800|height=250}}

{{#widget:Google Form|key=13LSSzaAWpCNgqs33SUrClgzS4t7gY-aXVqZ0TV3vhLI|width=1400|height=1400}}

= Taking a Step Back... =

The best opportunities for entrepreneurship and innovation mean nothing if people aren't involved. We feel that to create a community of entrepreneurs we have to first create a community where people can just be people. That is why one of our main priorities is to bring an organization to campus that will host events where all expectations to be innovative or have creative ideas are eliminated. It's called the Hammock Initiative, or Hi for short and its vision is simple.

''We want ''to see people gathered together for the purpose of relaxing, enjoying each other’s company and, literally, hanging out. This vision may not sound audacious or ambitious, and that’s the point. It’s an opportunity for people to be, not do. - [http://hammockinitiative.tumblr.com/post/97170910339/whats-hammock-initiative @HiFargo]''''

By getting people together to hammock for the sake of just being, we believe natural conversation where ideas and innovation are born will start all on their own. And with how busy people are, I think we can all agree that some time set aside to relax is needed. 

= University Wide Involvement Whitepages =

There is a large number of organizations on and off campus that are beneficial to innovation and entrepreneaurship. NDSU overhauled its organization database recently but it is not all inclusive the and search button does not work like it should. The other issue is that it does not tie into the community. The Fargo/Moorhead area has a strong I&E culture but there is no easy way for students to search and see what is available. 

Goal-Create a wiki-based whitepage style repository of all innovative and entreprenearistic events on campus and in the community. 

Tactic- Create a wiki page for the university organizations

Tactic- Compile a list of current on campus activities and allow students to add or edit activites as needed

= =

= Related Links =

[[North Dakota State University]]

[[Andrew Dalman]]

[[Category:Student Priorities|Student_Priorities]]

School:North Dakota State University

2014-09-14T03:35:02Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. In 2013,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. For 2014 the trend contiuned with keynote speaker Andre Taylor speaking on the importance of innovation on our future. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. 

Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  Many student clubs on campus also are innovating but not dealing with the business side of things and there are a number of business clubs such as the entrepreneaurs club but the two rarely connect. 

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the Fargo Startup House, found at [http://www.fargostartuphouse.com/, offer http://www.fargostartuphouse.com/, offer] a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program or method to get students involved. 

= Landscape Canvas =

<https://docs.google.com/spreadsheet/ccc?key=0AoBtfdQ3qmy5dGNpMVEtNEFDdEtSZkNZYjJRYW9VRlE&usp=sharing>

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-09-14T02:04:12Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. In 2013,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. For 2014 the trend contiuned with keynote speaker Andre Taylor speaking on the importance of innovation on our future. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. 

Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  Many student clubs on campus also are innovating but not dealing with the business side of things and there are a number of business clubs such as the entrepreneaurs club but the two rarely connect. 

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the Fargo Startup House, found at [http://www.fargostartuphouse.com/, offer http://www.fargostartuphouse.com/, offer] a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program or method to get students involved. 

= Landscape Canvas =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdERuYnBwUE5BYmFHMTJmVXJHcmJKcEE|width=1300|height=700}}

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-09-14T02:02:26Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. In 2013,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. For 2014 the trend contiuned with keynote speaker Andre Taylor speaking on the importance of innovation on our future. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. 

Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  Many student clubs on campus also are innovating but not dealing with the business side of things and there are a number of business clubs such as the entrepreneaurs club but the two rarely connect. 

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the Fargo Startup House, found at [http://www.fargostartuphouse.com/, offer http://www.fargostartuphouse.com/, offer] a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program to aggregate and advertise them to students.

= Landscape Canvas =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdERuYnBwUE5BYmFHMTJmVXJHcmJKcEE|width=1300|height=700}}

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-09-14T02:01:50Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. In 2013,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. For 2014 the trend contiuned with keynote speaker Andre Taylor speaking on the importance of innovation on our future. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. 

Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  Many student clubs on campus also are innovating but not dealing with the business side of things and there are a number of business clubs such as the entrepreneaurs club but the two rarely connect. 

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the Fargo Startup House, found at [http://www.fargostartuphouse.com/, offer http://www.fargostartuphouse.com/, offer] a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program to aggregate and advertise them to students.

= Landscape Canvas =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdERuYnBwUE5BYmFHMTJmVXJHcmJKcEE|width=1300|height=700}}

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-09-14T02:01:35Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. In 2013,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. For 2014 the trend contiuned with keynote speaker Andre Taylor speaking on the importance of innovation on our future. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. 

Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  Many student clubs on campus also are innovating but not dealing with the business side of things and there are a number of business clubs such as the entrepreneaurs club but the two rarely connect. 

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the Fargo Startup House, found at [http://www.fargostartuphouse.com/, offer http://www.fargostartuphouse.com/, offer] a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program to aggregate and advertise them to students.

= Landscape Canvas =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdERuYnBwUE5BYmFHMTJmVXJHcmJKcEE|width=1300|height=700}}

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-09-14T01:40:27Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. In 2013,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. For 2014 the trend contiuned with keynote speaker Andre Taylor speaking on the importance of innovation on our future. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. 

Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  Many student clubs on campus also are innovating but not dealing with the business side of things and there are a number of business clubs such as the entrepreneaurs club but the two rarely connect. 

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the Fargo Startup House, found at [http://www.fargostartuphouse.com/, offer http://www.fargostartuphouse.com/, offer] a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program to aggregate and advertise them to students.

= Landscape Canvas =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdERuYnBwUE5BYmFHMTJmVXJHcmJKcEE|width=1300|height=700}}

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-09-14T01:40:15Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. In 2013,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. For 2014 the trend contiuned with keynote speaker Andre Taylor speaking on the importance of innovation on our future. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. 

Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  Many student clubs on campus also are innovating but not dealing with the business side of things and there are a number of business clubs such as the entrepreneaurs club but the two rarely connect. 

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the Fargo Startup House, found at http://www.fargostartuphouse.com/, offer a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp]; 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program to aggregate and advertise them to students.

= Landscape Canvas =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdERuYnBwUE5BYmFHMTJmVXJHcmJKcEE|width=1300|height=700}}

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-09-14T01:39:42Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. In 2013,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. For 2014 the trend contiuned with keynote speaker Andre Taylor speaking on the importance of innovation on our future. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. 

Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  Many student clubs on campus also are innovating but not dealing with the business side of things and there are a number of business clubs such as the entrepreneaurs club but the two rarely connect. 

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the Fargo Startup House, found at http://www.fargostartuphouse.com/, offer a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: [http://cocomsp.com/locations/fargo/.&nbsp http://cocomsp.com/locations/fargo/.&nbsp];

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program to aggregate and advertise them to students.

= Landscape Canvas =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdERuYnBwUE5BYmFHMTJmVXJHcmJKcEE|width=1300|height=700}}

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-09-14T01:39:23Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. In 2013,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. For 2014 the trend contiuned with keynote speaker Andre Taylor speaking on the importance of innovation on our future. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. 

Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  Many student clubs on campus also are innovating but not dealing with the business side of things and there are a number of business clubs such as the entrepreneaurs club but the two rarely connect. 

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as the Fargo Startup House, found at fargostartuphouse.com, offer a place where innovators can live for at least six months for free with the only stipulation being to work full time on their start up. The Fargo Startup House also offers memberships to CoCo, a collaborative working space that is partnered with Google for Entrepreneurs. CoCo can be found at: http://cocomsp.com/locations/fargo/. 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program to aggregate and advertise them to students.

= Landscape Canvas =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdERuYnBwUE5BYmFHMTJmVXJHcmJKcEE|width=1300|height=700}}

= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

School:North Dakota State University

2014-09-14T01:08:52Z

Drewspooner:

= Student Innovation and Entrepreneurship =

NDSU's '''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. In 2013,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. For 2014 the trend contiuned with keynote speaker Andre Taylor speaking on the importance of innovation on our future. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question. Efforts are also hampered by many departments closing off lab space to other majors. This is changing slowly and resources are expanding. For example, the library just obtained a new Makerbot 3d printer available to all majors at the rate of $3 an hour. 

Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

NDSU is fortunate enough to be located in a community with a strong innovative culture. There are a number of events such as TedX, Health Pitch, and a large number of events put on by Emerging Praire such as start up weekend, start up drinks, one million cups and many others.  Many student clubs on campus also are innovating but not dealing with the business side of things and there are a number of business clubs such as the entrepreneaurs club but the two rarely connect. 

= Faculty Innovation and Entrepreneurship =

Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

= University Technology Transfer Function =

NDSU maintains a Technology Transfer office through the '''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

NDSU IP Policies are available here: [http://www.ndsu.edu/fileadmin/policy/190.pdf http://www.ndsu.edu/fileadmin/policy/190.pdf]

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

= University-Industry Collaboration =

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

= Regional and Local Economic Development Efforts =

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

'''Funding and support '''is not bursting from the seams from the university directly for innovation but it is available in many areas in the community and state. Grants such as InnovateND are available and local places such as CoCo house, found at http://cocomsp.com/locations/fargo/ a place where innovators can live for six months for free with the only stipulation being to work on your business or innovation are becoming more popular. 

= Other =

'''Take-Away message''': NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program to aggregate and advertise them to students.

= Landscape Canvas =

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= Related Links =

[[North Dakota State University Student Priorities]]

[[Andrew Dalman]] [[Jacob_Larson|Jacob_Larson]] [[Drew_Spooner|Drew_Spooner]] [[Jordan_Brummond|Jordan_Brummond]]

[[Category:Universities]]

Fellow:Drew Spooner

2014-08-25T17:58:44Z

Drewspooner: Created page with "thumb Drew Spooner is a marketing major at North Dakota State University. He co-founded the Hammock Initiative and is the project manager of DinnerTi..."

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Drew Spooner is a marketing major at North Dakota State University. He co-founded the Hammock Initiative and is the project manager of DinnerTies.com. Drew credits much of entrepreneurial projects to experiential learning and believes anyone can make things happen if they have the right mindset. In past years, while working as a camp counselor on the North Shore of Oahu and as a trail crewmember with AmeriCorps in the Rocky Mountains, Drew learned the value of perspective and how to work on an effective team. In high school, Drew directed a feature length film and co-founded a competitive croquet league where he and his team won the Midwest High School Croquet Championship. 

File:DrewSpooner.jpg

2014-08-25T17:58:01Z

Drewspooner: Drewspooner uploaded a new version of "File:DrewSpooner.jpg"

NDSU, UIF Fall 2014

File:DrewSpooner.jpg

2014-08-25T17:29:34Z

Drewspooner: NDSU, UIF Fall 2014

NDSU, UIF Fall 2014