University Innovation Fellows - User contributions [en]

Fellow:Conner Hazelrigg

2014-09-26T14:52:12Z

Hazelriggconner:

[[File:Conner Hazelrigg.jpg|thumb|right|200px|Conner Hazelrigg.jpg]]

I am Conner Hazelrigg, and I hope to be a future business owner. I am almost complete with my undergraduate studies of Physics and Math, but why stop there? I will further my education and get another undergraduate degree in Electrical Engineering.

I love working with my hands to build things and test them. One of my favorite things I built is a solar paneled cell phone charger for a couple villages in Haiti. Using this idea, I have created a venture business Sollular Connections. My biggest goals for this business is to help and touch as many lives as possible in the world.

Personally, I have an identical twin sister who is my best friend. We both play tennis and are doubles partners for the school's women's tennis team. At one point in our collegiate journey, we were ranked in the top 24 doubles teams for the NCAA D2.

== Related Resources ==

[[William Jewell College|William Jewell College]]

[[Category:Student Changemakers|Student_Changemakers]]

Priorities:William Jewell College Strategic Priorities

2014-09-26T14:47:54Z

Hazelriggconner:

= Strategic Priorities at William Jewell College =

= Priority 1: Promoting Student Voice & Events =

== Paperless @ Jewell ==
<div>Recent campus changes have brought about a new “library of the 21st century,” the Pryor Learning Commons (PLC). The PLC has revolutionized the way our campus works with regards to reducing paper waste and fully embraces its role as a “paperless building.” However, many traditional modes of student communication such as flyers are disallowed from buildings that are paperless. The advent of social media has not stemmed the problem, but has in some ways exacerbated it. Students invite their existing social connections to events, and a broader audience effectively cannot be reached by an organization looking to expand its outreach efforts. However, new efforts like the program called JewellVerse may be a viable avenue for the production of a technological solution to this problem.</div><div><br/></div><div>JewellVerse is an initiative begun this school year, in which every student, faculty, and staff has an iPad, enabling a single-device synergy that empowers mobile technology in and around the classroom. Professors are beginning to integrate digital materials into their pedagogical approaches in new ways, and the technology is facilitating collaboration and a spread of ideas that previously would have been too arduous to orchestrate without a unified device ecosystem.</div><div><br/></div><div>The gradual transition that many colleges and universities have seen towards working in a digital environment is more complete at Jewell than at many comparable institutions. This presents an interesting dilemma: as the learning curve of a digital campus becomes easier and easier, William Jewell College is experiencing the advantages of working in a digital environment. At the same time, many of the historical means by which students market organizational activities rely on paper and printers, which have perhaps the widest accessibility of any classroom technology ever. Developing digital solutions to work in a digital ecosystem can take a substantial investment of time and energy, and there are few people capable of software development. We consider a Lean approach to this problem, where the problem will be validated, key stakeholder input will be collected, resources identified, and a fail-fast, agile approach to development will be taken.</div><div><br/></div>
== Marketing to Advance Innovation and Entrepreneurship ==
<div>The solution identified through Lean customer interviews involves creating an application to replace the existing “#jewellplc” Twitter feed TV that would include additional content feeds, particularly calendar/event feeds for organizations. On a TV, the application would scroll through content and change feeds from Twitter to Instagram to Campus Events. The same framework that has been used to prototype this project can be used to develop mobile applications, and could lead to an iPad version of the project complete with push notifications of new events.</div><div><br/></div><div>One key consideration is how this project can help advance innovation and entrepreneurship on campus. Primarily, this project aims to increase '''collision frequency'''. This is a key predictive metric for innovation and the exchange of ideas. By catalyzing a broader campus involvement, the culture of William Jewell College becomes a better environment for sharing ideas. As a liberal arts institution, William Jewell has a diverse group of interdisciplinary thinkers, makers, and researchers. We aim to improve our “return on collisions,” as Zappos CEO Tony Hsieh phrases it in [https://www.youtube.com/watch?v=1kaAVbf-I7w his talk about the Downtown Project in Las Vegas], embracing three core elements: Collision, Co-learning, and Connectedness. These are crucial for entrepreneurial mindsets and creative thinking to flourish.</div><div><br/></div><div>Another way that this can help our campus entrepreneurs is through establishing policies that would allow not only student organizations and staff to utilize the board, but also student entrepreneurs seeking to promote their ventures. By having an established channel, the awareness of entrepreneurship at Jewell will help normalize the idea that students are capable of designing and running a startup, combatting the currently risk-averse nature of the student body.</div><div><br/></div><div>As for any communications channel, it is important that the spirit of William Jewell College is conveyed as a part of our message. Our commitments to academic excellence, experiential learning, and service would be furthered by connecting students to resources such as the Academic Achievement Center, Office of Global Studies, and Center for Justice and Sustainability. This helps these infrastructural elements of William Jewell get closer to students’ everyday lives.</div><div><br/></div>
== Campus Data ==
<div>In the development of this project, many streams of data will be consumed and placed into the application. One side effect of this process is that the data feeds could be made available to students. Innovation benefits from an open campus data policy, adhering to ideas such as those stated by [http://campusdata.org/ the Campus Data initiative]. By bringing this sort of openness to the “JewellVerse” program, student makers and innovators would have the opportunity to do civic-hacking-style projects and improve their campus community.</div><div><br/></div>
= Priority 2: Leveraging Research Internships & Industry Mentorship =

<span style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;">William Jewell College students, researchers, and entrepreneurs struggle to gain industry experience with their academic projects and curriculum that would be necessary for long-term pursuits. Projects are used to benefit the students education in an academic setting but does not benefit the invested student in  being more marketable for a future career. By accessing the distinguished alumni, local business owners, and professionals of all trade to help guide these academic projects would help students develop professional relationship, a future mentor, and skills for the industry.</span>
<div style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;"><br/></div><div style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;">More or less, students participate in outstanding academic research and work while being students of William Jewell College. However to integrate these projects into internships with local business owners and entrepreneurs, students would gain an understanding of how their education and work is used in a job setting. These relationships with students would develop a possible mentorship.</div><div style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;"><br/></div>
== Taking Initiative ==

To guide a better mentor and internship program for student to excel their research experience a preliminary study needs to be conducted to assess how many students are participating in research. The hardest part of starting this initiative will be finding enough people in the industry to accept this task of advising students through research or projects. 

Students who want to gain a stronger set of skills for working in the industry would talk to their department faculty about doing research through a business or mentor program. The research project itself can be determined through the faculty and student; or it can be discussed between the student and mentor to decide how their research can best play into their future in the industry to formulate what the project should be. Preferrably, the project would end up being very similar or exactly like an internship but with integrated reserach. 

These types of research internship and industrial mentorships would provide students with a greater netowrk of how their education and studies will benefit in a future career path. Ultimately, this would prepare the student, researcher, and future entrepreneur with a more broad understanding of how their knowledge is used to innovate in an industry that is constantly changing for new ways and ideas. 

== Difference ==

A research internship would be similar but not exactly like any other type of research or internship. By combining the two aspects of research and an internship, there is a level of learning to adapt previous knowledge with constant change of a competitive industry. Students will learn to be more innovative to succeed in this competitive atmosphere. This type of learning is something that can not be replicated in the academic reserach facility. The mentoring business will benefit from acquiring the student's research for innovative thinking and problem solving. 

= Priority 3: Developing Innovative Curricular Endeavors =
<div>
William Jewell College Students and Faculty have had difficulty starting large-scale projects with longevity and a diverse set of smaller interdisciplinary avenues/projects due to the lack of student and faculty body support. Students face barriers of hard-to-inspire colleagues and professors that have begun accepting the status quo. Students, Faculty, and staff have succumbed to excessive risk aversion. Facilitating the creation of large scale projects that utilize the resources of the local community and the forged relationships between students and faculty will invigorate the innovative and entrepreneurial spirit and results of the College.

More specifically, the curriculum at Jewell is lacking interdisciplinary projects in all majors. Jewell should launch broad projects, with smaller projects intertwined that students can complete over their four year college career. These said projects would give students experience that would have a quantifiable solution to use to market themselves as they enter the job world in the future. This solution would not only benefit the student but also the beneficiaries of the project. For example if a broad project taken on by the college was to reduce poverty in Kansas City, then the small project would have to show a reduction in poverty on some quantitative level. A small project could be a psychology demographic research project of residents in Kansas City living in poverty. Finally, the college and faculty would benefit from a curriculum change such as this. Even as it would be more work, for faculty it would allow the college to be able to have marketing solutions and have a more concrete way of showing successful community outreach.

== Task 1: Collecting Initial Data ==

The first task is to complete research and map the demographics and plausibility of this proposal. As we talk to more faculty and students, we will learn more potential problems. Therefore the first task will be a base survey to collect and sort aggregate data as to the amount of support both from the college and for the surrounding community.

== Task 2: Developing Policy ==

Drafting a white page document that will serve as a formal proposal is the most important process. During this drafting process we will use expert insight into legal and contractual requirements. Eventually this document will be overhauled by student, faculty, and community leader committees before submitting the document to administration of the college.

== Task 3: Launching Initiative ==

Once support has been mapped, the next goal is start the marketing process. This will be done through social media, and campus engagement at first. Then later we will have a launch day where funding will be used to incentivize attendance and a website for the initiative will also be launched on this launch day.
</div>
= Priority 4: Interdisciplinary Communication =

== Tactic 1: Building Relationships<br/> ==
<div>Building relationships with leadership and faculty will allow for a means of entry into the faculty communication circle. Reaching out to faculty and attend a faculty meeting to open conversation about how William Jewell College can move from "polydisciplinary" - in which students are simultaneously engaged in many disciplines - to truly "interdiscplinary" - in which faculty and students connect disparate ideas and have investment in programs beyond the department.</div>
== Tactic 2: Pitching Interdisciplinary Ideas<br/> ==
<div>Communicating between areas of study and departments for the purpose of collaboration will benefit the community by expanding the effects of the liberal arts approach at William Jewell College. Inviting faculty from other departments to lectures, shadow a class, collaborate on curriculum, and share ideas are the objectives of interdepartmental communication. For example, if a class is discussing a subject that relates to that of another discipline, it could be enriching to bring a faculty member from the other department to speak on the subject. Furthermore, if a department had a program that could be of interest to a student outside the major, faculty to faculty communication could facilitate communicating this program to their students.</div><div><br/></div>
== Tactic 3: Unifying Silos<br/> ==
<div>As students have expressed, they feel comfortable communicating with faculty in their own discipline, but are hesitant to contact those who are not in their disciple. Breaking down silos that block communication could aid in encouraging students talking to faculty in other disciplines. As William Jewell is a liberal arts institution, it is a goal of the college to create well rounded individuals who value critical thinking. This goal can be facilitated through accessibility to the whole faculty, not just those in one's department.</div><div><br/></div><div><br/></div>

= Related Links =

[[William Jewell College|William Jewell College]]

Priorities:William Jewell College Strategic Priorities

2014-09-26T14:47:15Z

Hazelriggconner:

Priorities:William Jewell College Strategic Priorities

2014-09-26T14:14:15Z

Hazelriggconner:

= Strategic Priorities at William Jewell College =

= Priority 1: Promoting Student Voice & Events =

== Paperless @ Jewell ==
<div>Recent campus changes have brought about a new “library of the 21st century,” the Pryor Learning Commons (PLC). The PLC has revolutionized the way our campus works with regards to reducing paper waste and fully embraces its role as a “paperless building.” However, many traditional modes of student communication such as flyers are disallowed from buildings that are paperless. The advent of social media has not stemmed the problem, but has in some ways exacerbated it. Students invite their existing social connections to events, and a broader audience effectively cannot be reached by an organization looking to expand its outreach efforts. However, new efforts like the program called JewellVerse may be a viable avenue for the production of a technological solution to this problem.</div><div><br/></div><div>JewellVerse is an initiative begun this school year, in which every student, faculty, and staff has an iPad, enabling a single-device synergy that empowers mobile technology in and around the classroom. Professors are beginning to integrate digital materials into their pedagogical approaches in new ways, and the technology is facilitating collaboration and a spread of ideas that previously would have been too arduous to orchestrate without a unified device ecosystem.</div><div><br/></div><div>The gradual transition that many colleges and universities have seen towards working in a digital environment is more complete at Jewell than at many comparable institutions. This presents an interesting dilemma: as the learning curve of a digital campus becomes easier and easier, William Jewell College is experiencing the advantages of working in a digital environment. At the same time, many of the historical means by which students market organizational activities rely on paper and printers, which have perhaps the widest accessibility of any classroom technology ever. Developing digital solutions to work in a digital ecosystem can take a substantial investment of time and energy, and there are few people capable of software development. We consider a Lean approach to this problem, where the problem will be validated, key stakeholder input will be collected, resources identified, and a fail-fast, agile approach to development will be taken.</div><div><br/></div>
== Marketing to Advance Innovation and Entrepreneurship ==
<div>The solution identified through Lean customer interviews involves creating an application to replace the existing “#jewellplc” Twitter feed TV that would include additional content feeds, particularly calendar/event feeds for organizations. On a TV, the application would scroll through content and change feeds from Twitter to Instagram to Campus Events. The same framework that has been used to prototype this project can be used to develop mobile applications, and could lead to an iPad version of the project complete with push notifications of new events.</div><div><br/></div><div>One key consideration is how this project can help advance innovation and entrepreneurship on campus. Primarily, this project aims to increase '''collision frequency'''. This is a key predictive metric for innovation and the exchange of ideas. By catalyzing a broader campus involvement, the culture of William Jewell College becomes a better environment for sharing ideas. As a liberal arts institution, William Jewell has a diverse group of interdisciplinary thinkers, makers, and researchers. We aim to improve our “return on collisions,” as Zappos CEO Tony Hsieh phrases it in [https://www.youtube.com/watch?v=1kaAVbf-I7w his talk about the Downtown Project in Las Vegas], embracing three core elements: Collision, Co-learning, and Connectedness. These are crucial for entrepreneurial mindsets and creative thinking to flourish.</div><div><br/></div><div>Another way that this can help our campus entrepreneurs is through establishing policies that would allow not only student organizations and staff to utilize the board, but also student entrepreneurs seeking to promote their ventures. By having an established channel, the awareness of entrepreneurship at Jewell will help normalize the idea that students are capable of designing and running a startup, combatting the currently risk-averse nature of the student body.</div><div><br/></div><div>As for any communications channel, it is important that the spirit of William Jewell College is conveyed as a part of our message. Our commitments to academic excellence, experiential learning, and service would be furthered by connecting students to resources such as the Academic Achievement Center, Office of Global Studies, and Center for Justice and Sustainability. This helps these infrastructural elements of William Jewell get closer to students’ everyday lives.</div><div><br/></div>
== Campus Data ==
<div>In the development of this project, many streams of data will be consumed and placed into the application. One side effect of this process is that the data feeds could be made available to students. Innovation benefits from an open campus data policy, adhering to ideas such as those stated by [http://campusdata.org/ the Campus Data initiative]. By bringing this sort of openness to the “JewellVerse” program, student makers and innovators would have the opportunity to do civic-hacking-style projects and improve their campus community.</div><div><br/></div>
= Priority 2: Leveraging Research Internships & Industry Mentorship =

<span style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;">William Jewell College students, researchers, and entrepreneurs struggle to gain industry experience with their academic projects and curriculum that would be necessary for long-term pursuits. Projects are used to benefit the students education in an academic setting but does not benefit the invested student in  being more marketable for a future career. By accessing the distinguished alumni, local business owners, and professionals of all trade to help guide these academic projects would help students develop professional relationship, a future mentor, and skills for the industry.</span>
<div style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;"><br/></div><div style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;">More or less, students participate in outstanding academic research and work while being students of William Jewell College. However to integrate these projects into internships with local business owners and entrepreneurs, students would gain an understanding of how their education and work is used in a job setting. These relationships with students would develop a possible mentorship.</div><div style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;"><br/></div>
== <br/> ==

= Priority 3: Developing Innovative Curricular Endeavors =
<div>
William Jewell College Students and Faculty have had difficulty starting large-scale projects with longevity and a diverse set of smaller interdisciplinary avenues/projects due to the lack of student and faculty body support. Students face barriers of hard-to-inspire colleagues and professors that have begun accepting the status quo. Students, Faculty, and staff have succumbed to excessive risk aversion. Facilitating the creation of large scale projects that utilize the resources of the local community and the forged relationships between students and faculty will invigorate the innovative and entrepreneurial spirit and results of the College.

More specifically, the curriculum at Jewell is lacking interdisciplinary projects in all majors. Jewell should launch broad projects, with smaller projects intertwined that students can complete over their four year college career. These said projects would give students experience that would have a quantifiable solution to use to market themselves as they enter the job world in the future. This solution would not only benefit the student but also the beneficiaries of the project. For example if a broad project taken on by the college was to reduce poverty in Kansas City, then the small project would have to show a reduction in poverty on some quantitative level. A small project could be a psychology demographic research project of residents in Kansas City living in poverty. Finally, the college and faculty would benefit from a curriculum change such as this. Even as it would be more work, for faculty it would allow the college to be able to have marketing solutions and have a more concrete way of showing successful community outreach.

== Task 1: Collecting Initial Data ==

The first task is to complete research and map the demographics and plausibility of this proposal. As we talk to more faculty and students, we will learn more potential problems. Therefore the first task will be a base survey to collect and sort aggregate data as to the amount of support both from the college and for the surrounding community.

== Task 2: Developing Policy ==

Drafting a white page document that will serve as a formal proposal is the most important process. During this drafting process we will use expert insight into legal and contractual requirements. Eventually this document will be overhauled by student, faculty, and community leader committees before submitting the document to administration of the college.

== Task 3: Launching Initiative ==

Once support has been mapped, the next goal is start the marketing process. This will be done through social media, and campus engagement at first. Then later we will have a launch day where funding will be used to incentivize attendance and a website for the initiative will also be launched on this launch day.
</div>
= Priority 4: Interdisciplinary Communication =

== Tactic 1: Building Relationships<br/> ==
<div>Building relationships with leadership and faculty will allow for a means of entry into the faculty communication circle. Reaching out to faculty and attend a faculty meeting to open conversation about how William Jewell College can move from "polydisciplinary" - in which students are simultaneously engaged in many disciplines - to truly "interdiscplinary" - in which faculty and students connect disparate ideas and have investment in programs beyond the department.</div>
== Tactic 2: Pitching Interdisciplinary Ideas<br/> ==
<div>Communicating between areas of study and departments for the purpose of collaboration will benefit the community by expanding the effects of the liberal arts approach at William Jewell College. Inviting faculty from other departments to lectures, shadow a class, collaborate on curriculum, and share ideas are the objectives of interdepartmental communication. For example, if a class is discussing a subject that relates to that of another discipline, it could be enriching to bring a faculty member from the other department to speak on the subject. Furthermore, if a department had a program that could be of interest to a student outside the major, faculty to faculty communication could facilitate communicating this program to their students.</div><div><br/></div>
== Tactic 3: Unifying Silos<br/> ==
<div>As students have expressed, they feel comfortable communicating with faculty in their own discipline, but are hesitant to contact those who are not in their disciple. Breaking down silos that block communication could aid in encouraging students talking to faculty in other disciplines. As William Jewell is a liberal arts institution, it is a goal of the college to create well rounded individuals who value critical thinking. This goal can be facilitated through accessibility to the whole faculty, not just those in one's department.</div><div><br/></div><div><br/></div>

= Related Links =

[[William Jewell College|William Jewell College]]

Resource:How to lead national policy change (IP Student Rights)

2014-09-07T23:41:10Z

Hazelriggconner:

= <span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 24px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">Why leading a national policy change is important</span></span> =

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;"> Leading a national policy movement becomes necessary when university educational structures stifle innovation and entrepreneurship on their respective campuses. In the context of student intellectual property rights, leading a movement for change becomes even more important since the current system in place only lets students/researchers keep 25% of what they make.  If students and researchers are under the impression they are not going to have ownership of what they create, they become dissuaded from exploring new ventures, entrepreneur opportunities, and creative endeavours. What this translates into is a flight of these very universities most valuable asset: human capital.</span></span>

= <span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 24px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">Current student IP rights </span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;"> </span></span> =

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">The situation for entrepreneurs, students, and researchers at Universities is bleak. The key players within the entrepreneurial community are holding off on creating new game changing innovations, all because they are concerned about ownership. The current system used by almost all universities across the country allocates IP in the following manner:</span></span>

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">   25% Office of technology transfer</span></span>

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">   25% Chancellor</span></span>

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">   25% Provost  </span></span>

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">   25% Actual owner (student, researcher)</span></span>

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">It is almost insane to think that you can only keep 25% of the intellectual property and 25% of the profits from invention you created, while attending school. In reality, this system should be completely switched, and the owner of the idea should get at least 75%, allocating the rest to the Office of Technology Transfer.</span></span>

= <span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 24px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">Why this should be changed</span></span> =

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Intellectual property has never been an important policy for the federal government. That is why that there does not exist any federal policies for students right to intellectual property. The federal government has never seen undergraduate research as full researchers. The team pushing this movement see that there is an opportunity to institute policy for change. The movement so far has attracted support from the White House and US officials. The current percentages of ownership give students reason to not want to do research. By creating a federal policy, each institution would not have to construct their own policy. This type of system will produce a more uniform structure for students IP rights for all institutions and also will be fair to the innovative student.</span></span>

= <span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 24px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">Team currently working on this</span></span> =

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Caleb Carr is a top researcher at University of Colorado and is leading the movement for student IP rights. Under Caleb, there are students all across the country working to make this change possible. The students associated with this movement are apart of the University Innovators Fellowship program. Even though this is a UIF project, it does not share the same affiliates such as NCIIA. This would be a conflict of interest due to that these organizations are federally funded programs.</span></span><span style="font-family: Arial; font-size: 16px; white-space: pre-wrap;">Caleb Carr and possible team members plan to present this student IP change to Legislature in November.</span>

= <span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 24px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">Prepare</span></span> =

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Preparation is just as important as execution when leading a national policy change movement. At the macro level, you must analyze where you want your movement to end up, and work backwards from there. Create a list of everything that needs to happen between right now, and the day your movement succeeded. For a policy movement this means:</span></span>

<span style="font-size: 16px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">1) </span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Go to Capitol Hill, and talk to everyone. See where politicians, companies, lobbyist, and citizens stand on the issue. This will be an important tool to map out how you must move forward.</span>

<span style="font-size: 16px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">2) </span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Create a strategy. What is going to make this movement successful, and stand out from the rest? It is important to ask yourself this and identify the key characteristic or plan which will make your movement succeed and reach the goals you set for it. Insights from the previous step will help you create a policy that many can get behind.</span>

<span style="font-size: 16px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">3)</span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Figure out what the decision makers will support. From the previous two steps, you should have a pretty good idea of what people will want, and not just what you want. Build the core principles and purpose of your movement around what everyone wants to see happen.</span>

<span style="font-size: 16px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">4)</span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Recruit. Get as much man power as possible. You are going to need a ton of volunteers to help you build, market, and operate a complex movement.</span>

<br/><span style="font-family: Arial; font-size: 24px; font-weight: bold; white-space: pre-wrap;">Start The Movement</span>

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">The next step is to start the movement. Follow this framework to get the ball rolling on your national policy initiative, and make sure to follow each step in order!</span></span>

<span style="font-size: 16px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">1) </span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Get support. Pitch your initiative to those with influence. This means talking to politicians, lobbyists, school administrators, and those who can possibly fund your campaign later down the line.   </span>

<span style="font-size: 16px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">2) </span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Define key tasks. What needs to be done? Create a laundry list of key tasks, meetings, and calls you need to make.</span>

<span style="font-size: 16px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">3) </span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Recruit project leaders. These people will be your inner circle for the movement, and need to be reliable good leaders.</span>

<span style="font-size: 16px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">4)</span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Recruit volunteers. You will need a serious amount of volunteers to help with the daily operations of your movement. Anywhere from 5 to 15 volunteers should be supporting each project lead.</span>

<span style="font-size: 16px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">5)</span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Delegate tasks to project leaders, and then volunteers. Compile everything that needs to be done into a few major categories, and delegate these to the team leads. Team leads will then work to delegate tasks to volunteers underneath them, and make sure their aspect of project is moving forward.</span>

<span style="font-size: 16px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">6) </span><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Communicate with project leaders. Keep an open line of communication with your inner circle, and monitor each teams progress. It is important to manage every aspect of the movement at first, and have tight quality control.</span>

= <span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 24px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">Manage the team</span></span> =

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">There are many different management styles out there, but the important thing is to be always thinking about the movement. You have to rely on every member of your organization to succeed, and it is always necessary to contingency plan.  If a volunteer is sick, or cannot complete their work,it falls back on you to delegate that back out. It really comes down to communication, if there is an issue your team needs to be comfortable enough with you to call, text, or email you right away. Always check up on everyones progress, and don’t be afraid to have a backup for every task. If you have one person that is supposed to hand out fliers, tell another person they may be needed as well. This mitigates the risk of a team member flaking, and also engages more volunteers.</span></span>

= <span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 24px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">Budget</span></span> =

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Budgeting is a key issue that must be completely thought out prior to launching your campaign. Even if your movement never intends to turn a profit, you will undoubtedly encounter costs in your daily operations. Key financials concerns will mostly comprise advertising and promotion. Your logo, social media campaigns, website, and other marketing collateral will all cost money, and no matter how much people support your movement, your not getting all of that for free.</span></span>

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">In addition, a key cost is sending team members to Washington DC to lobby. Team members need to be on site talking with changemakers and decision makers, and if you are not located closely to capitol hill, travel costs can build up quickly. Typical movements send about 10 volunteers to Washington DC for about 1 week.</span></span>

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Funding can come through many different avenues, whether it be via grants, other policy movements, or donation. The important thing to keep in mind is the obligations of your grants, as they may restrict funding and support from specific types of organizations.  </span></span>

= <span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 24px; font-family: Arial; font-weight: bold; vertical-align: baseline; white-space: pre-wrap;">Obstacles you encounter  </span></span> =

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">As with creating any organization, there will be obstacles on the road to success. The biggest hold up on moving forward will always be lobbying. The outcome of the entire effort of the movement must be a clear policy change, and the only way to do this is to pressure politicians. You basically must be pushing congressional leaders constantly, and sometimes you don't get the best responses.</span></span>

<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Fundraising may also be an obstacle you encounter, but if you study the operations of similar movements you may figure out how they obtained robust funding. You must be persistent and resilient throughout the ups and downs of the perpetual funding process.</span></span>

''<span id="docs-internal-guid-9a7b44c3-5279-e015-0e0c-b5c7b662c213"><span style="font-size: 16px; font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Just remember that at the end of the day, it’s all politics.</span></span>''
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Resource:How to lead national policy change (IP Student Rights)

2014-09-07T23:39:52Z

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