University Innovation Fellows - User contributions [en]

Priorities:University of North Florida Student Priorities

2022-09-26T16:15:48Z

Mohamedelbatouty95:

<big><big>'''UNF 2022 UIF Cohort Strategic Priorities'''</big></big>

<big>'''''Strategic Priority 1: Student Collaboration'''''</big>

''Project Leaders: Aliesha Brown & Nicholas Swanger''

The transition from high school to college is a daunting experience. New students have a week to adjust to a new roommate, explore an entirely new environment, set themselves up for academic and social success, and simply figure out how thrive independently. Additionally, one of the UNF President Limayem's goal is to improve student retention, and to effectively address this issue, we believe that students need to have a strong social support network.

Past the first year, students are locked into their "departmental silos", and collaboration between students is restricted to the group projects, which many students dread, or an opportunity such as a fellowship that allows similarly-minded students to connect. Without appropriately developing the framework that connects students with one another, students are missing out on valuable experiences and lessons for their future professional and personal success.

To address these issues, we wish to establish a mentorship network between students to provide support at critical transition points, primarily for incoming freshman. We believe that this program can be expanded to tackle other related issues such as faculty-student collaboration through linking mentors with faculty mentors, and it we also hope to expand it to other departments and areas to help address UNF's low student retention.

<big>'''''Strategic Priority 2: Marketing and Communications Reboot''''' </big>

''Project Leaders: Emma Dvorovy''

A huge initiative of this priority consists of trying to help create a more accessible pathway between students and resources. There are so many great resources that are already available at UNF such as the writing center, however we are seeing not much use of them. The easy answer would be that all the students are just not needing this, but that isn't the case. We believe that UNF needs a bit of a start over when it comes to communicating that there are such programs already in place to help struggling students.

We hope to tackle this issue by working with the communication director and restructuring a webpage that already exists. This will be made to be structured in a way that makes information and resources easily accessible and all in one place so students don't have to look in so many different places and ultimately get discouraged.

<big>'''''Strategic Priority 3: Indisciplinary Research and Collaboration'''''</big>

''Project Leaders: Katherine Evans, Mohamed Elbatouty''

After professors, advisors consist of whom students reach out to most when it comes to not only planning their path at any university but also any problems or difficulties they face along the way. We believe that every profession should be open to feedback and insight from whom they are representing as this will allow them to tailor to the environment they find themselves in. At UNF we have an optional Instructional Satisfaction Questionnaire (ISQ) at the end of every semester which asks a wide variety of questions where students rate with a Likert scale of Strongly Agree to Strongly Disagree in order to rate a professor in a qualitative manner. Sticking on the subject of advisors, we also want to try to create a better relationship between different departments in order to promote interdisciplinary majors rather than your ordeal, set in stone majors.

We believe that by adding this component, the relationship between advisors and students would improve dramatically as it would create an open dialogue to help assist both parties feel they are seeking what they truly out for.

<big>'''''Strategic Priority 4: Reframing of the Innovative and Entrepreneurial Mindset'''''</big>

''Project Leaders: Aliesha Brown, Nicholas Swanger, Emma Dvorovy, Katherine Evans, Mohamed Elbatouty, Jalen Echenique, Jeffery Perera''

When asking others about the terms "innovation" and "entrepreneurship", many students seem to have the incorrect mindset that these are limited to certain fields; students assume that entrepreneurship is restricted to those pursuing business degrees, and, similarly, they assume that innovation is limited to STEM majors. Without changing this mentality and encouraging the UNF I&E culture inclusive of other majors, it will be more difficult to gain traction in future endeavors, and we believe that many students will be discouraged to pursue the opportunities we hope to create.

The underlying goal for our initiatives and projects are to create a shift in this mindset to one that:

*Promotes innovation and entrepreneurship in every major and department
*Communicates with faculty to promote innovative opportunities within classes
*Encourages collaborative social and academic environments on campus
*Empowers students to believe they can innovate and change the world 

<big><big>'''UNF 2021 UIF Cohort Strategic Priorities'''</big></big>

''As a Preface: Mental Health is a serious issue on campus that we would like to address, especially after this past year and a half of the COVID-19 pandemic; many of our projects focus on addressing mental health and the struggles that are sometimes inherent to it, in order to provide a grounding for facilitating innovation on campus. ''

[https://www.youtube.com/watch?v=3TTs3DYQHMQ Change Story Video]

<big>'''''Strategic Priority 1: Therapeutics to Promote Morale ''''' </big>

''Project Leaders: Kathryn Fox, Keegan Colunga''

As is common to the college experience, UNF students often find themselves overwhelmed amidst the host of classes, meetings, extracurricular involvements, etc. that they engage in. Burnout is a very real consequence of this aspect of the student's life going unmodulated. In addition, this may manifest itself differently in students, as stress management is not a universal skill; providing a mode by which students can de-stress or otherwise participate in therapeutic resources on campus is arguably paramount to ensuring students make the most of their time in college.

One way this could take place is by hosting a dedicated event whereby people can bring 'therapy dogs' on campus - in essence providing a space where students can simply de-stress by interacting with the animals. There is much research to back up its efficacy as a therapy method, and it is also a low-cost and low-commitment resource for students as well. In addition, this could also serve as a forum for those with service animals to educate others on proper etiquette, as an effort to raise awareness. We could also use this idea for self-report data to determine its value, using such metrics as students' stress level and grades, to see if there is any causal relationship between the idea and improved performance in academics or otherwise.

<big>'''''Strategic Priority 2: Allyship as a Vehicle for Inclusion ''''' </big>

''Project Leaders: Kathryn Fox, Jacqueline Small, Keegan Colunga''

In the context of discussing and taking heed of mental health, we believe it is important to set up frameworks for the University at large to facilitate inclusivity and raising awareness. Thus, it is important to establish resources for both students and faculty to have at their disposal when aiming to tackle such a multifaceted issue.

Tangible ways to implement this include:

*Workshops on mental health issues and how to be supportive;
*Opt-in training seminars for professors to tackle mental health issues and implement strategies in the classroom;
*Provide training for student RA's and LCA's on navigating mental health crises; among others.

<big>'''''Strategic Priority 3: Facilitating Solidarity Among Students ''''' </big>

''Project Leaders: Jacqueline Small''

It is our conviction that in order to 'grease the wheels' of the I&E dynamic on campus, we must facilitate a sense of camaraderie amongst students. Fostering a sense of community can help greatly in bringing together the collective strengths students bring to the table. Additionally, in the spirit of tackling mental health, this can also serve as a means to provide a colloquy for students who may need a steady support group.

This would most likely take the form of a recurring fellow-hosted (or appointed student) event whereby students can gather together in a 'vent space' - simply put, a safe space for students to vent their frustrations, or even discuss high points in their personal/professional lives. There is no imperative to frame it negatively; but rather to characterize it as a no-judgement space for students to conglomerate and discuss the state of their mental health. Drawing from candidates' experiences within UNF's Honors College, perhaps the 'fishbowl' conversation model can be implemented.

<big>'''''Strategic Priority 4: Creative Outlet ''''' </big>

''Project Leaders: Matthew Lashenick''

As aforementioned, student burnout can be a crippling issue. Therapeutic methods for stress management are an easy way for students to better manage their academic experience. For our first strategic priority we discussed the merits and efficacy of the use of therapy animals with students. In contrast, with this priority we aim to provide a more student-centric model, as well as implement a way for more impactful student involvement.

To that end, this project would entail providing a recurring walk-in event for students whereby they are given materials and drawing prompts as a pseudo-art therapy; it can be as structured (i.e. a defined game with rules) or unstructured (i.e. minimal direction, student can draw whatever they envision) as the students wish. The aim is twofold; provide another mode for stress reduction, as well as provide a means for students to get involved as facilitators, once again feeding into the point about community-building from the previous project.

<big><big>'''UNF 2020 UIF Cohort Strategic Priorities'''</big></big>

<big>'''''Strategic Priority 1: Introducing Innovation on Campus'''''

''Project Leaders: Erisa Gjoka, Rory Hampson, Tala Sartawi''

Showcasing Innovation to bring awareness and inspiration to the student body at the University of North Florida is a priority to our cohort. We want to enable students to thrive by equipping them with resources that motivate them to think more creatively in their respective fields. Innovation is hardly something that is confined to one or two disciplines; it is a versatile enhancement to all fields. If put forth utilizing the proper strategies (design thinking, prototyping, team collaboration, etc.), students should be able to take principles and wisdom from the opportunities provided to them and take that forth into their daily lives, finding unique ways to contribute to the creative and innovative atmosphere at UNF.

1. Perhaps through a TEDx conference series, or a mock Shark Tank event in which students could pitch their ideas to successful entrepreneurs and potential investors. These experiences would allow I&E to reach students from all disciplines. Through events like these, students would be able to brainstorm, prototype, collaborate, network, and possibly gain mentors along the way.

2. An open Maker Space called MindHUb at UNF

*This open design thinking space would be a center located on campus that would provide students with a space to work on ideas and prototypes
*MindHub at UNF makerspace would include: rooms for teams to work on ideas, a huge whiteboard wall for students to brainstorm ideas and think out loud, 3D printers and other tools necessary for making various prototypes.
*Available to the students will also be an I&E advisor that would provide the students with opportunities on and off-campus for innovation and entrepreneurship. This advisor would be the middle person between the center at UNF and the Entrepreneurship Center Downtown.
*Provided by Mindhub are seminars and events focused on design thinking, productivity, team collaboration, innovation and entrepreneurship in various fields of studies on campus.

'''''Strategic Priority 2: Marketing & Communications'''''

''Project Leader: Maxwell Twardowski''

Something that we have noticed as we have begun to investigate potential issues at UNF is a major lack of marketing and communication in regards to the resources offered to students at our university. UNF has many resources to offer, and students may know about some of the better marketed ones, such as the counseling center and the international center, however certain other resources the university has to offer, such as the Center for Entrepreneurship and Innovation, which hosts startup businesses and offers different entrepreneurial services to UNF students and members of the community, as well as the Office of Research and Sponsored Programs, which deals with research done by graduate and undergraduate students and can offer grants or other different project management services to students. These resources, although extremely useful and can be major assets to UNF students, are not well advertised or marketed, and a solution such as a website with information on every resource UNF has to offer could be a major help to make sure these services are properly utilized.

'''''Strategic Priority 3: Mental Health'''''

''Project Leader: Jules Gerstein''

Although students report that they believe UNF is an environment that actively encourages positive mental health and the wellbeing of students, they also report that marketing among organizations and resources promoting positive mental healthcare fall short. We believe students should actively be aware of their mental health and have sustainable resources to address it. While the counseling center offers various resources, the lack of participation and centralized outreach may cause students to withdraw from seeking mental healthcare or miss out on opportunities. Perhaps, through a campus-wide Mental Health Awareness week students could benefit from events led by mostly students, but also the psychology department and counseling center to spread awareness about the importance of mental health. We would use this week as an opportunity to highlight resources available and to stress how mental health practices can improve not only our personal success but academic and professional success. This week would not only be a temporary fix but have a long-term plan to address mental health inequities. Furthermore, we would approach departments across campus to partake in the promotion of mental health resources on campus and to encourage open dialogue among students and professors. With a reported decrease in the quality of education due to the pandemic, students are missing out on personal connections and opportunities to engage in meaningful conversations. Addressing departments about this issue could also improve how students view their education and their mental health during this difficult time.

'''During Mental Health Awareness Week:'''

*Mental Healthcare Resource Fair, exposing students to resources on campus
*Suicide Awareness Walk, 5k walk to promote suicide awareness, and physical activity that is scientifically proven to increase dopamine levels
*Workshops, such as: How to Manage Stress, How to Cope with Academic Failure or Unmet Expectations, Mediation Practices
*Guest lecturers from professors on the correlation between taking care of your mental health and productivity
*Guest speakers from students who could share their personal struggles with mental health and strategies

'''''Strategic Priority 4: Building a More Interactive Community'''''

''Project Leader: Tala Sartawi''

A big issue that UNF students often complain about is the lack of a strong student community on campus. This is due to the commuter nature of UNF. As a team, we believe that helping create a well-knitted community on campus is an essential first step to help students.

'''Community Room:'''

*As simple as this sounds this idea would help create unity amongst the UNF student body as it would provide them with the place where they can go and hang out and mingle.
*It would have comfy couches, a snack bar, a coffee machine, and a few board games, and a TV screen.
*The idea behind it is to provide commuting students with a place to relax and hang out in-between classes instead of sitting in the library. As the library is already a crowded place with not enough seating.
*For the idea to be successful it needs to be properly marketed and strategically placed in the middle of campus in an obvious location in order for students to easily locate it. The location is crucial as it has to be close to most buildings to make it more accessible and practical so that students can go there in between classes
</big>

The Change Story of the 2020 UIF Cohort

https://www.youtube.com/watch?v=FBmpo3R6EWw&feature=youtu.be

<big><big>'''Strategic Priorities: 2019 Cohort'''</big></big>

'''Strategic Priority 1: Connecting Students With Resources'''

''Project Leader: Courtney Ardizzoni''

 Discuss the marketing of innovation, through multiple social media sites for a large selection of students to give their ideas for innovative solutions. Both upper and undergraduate students are excited to give their opinions on change at the university and hope to actually have an opportunity to speak on these aspects in the future.  Using social media and flyers to promote upcoming events and innovative programs are the best way currently to share this information, but in the future we are hoping to continue to innovate using multiple platforms to provide all students with the chance to get involved.

Strategic Priority 2&4: Innovation Solution Challenge

''Project Leader: Anastasia Daniels''

The third prototype we created was an event similar to an escape room that challenged teams of students to create a solution to a problem in an hour. The event is called “Innovative Solution Challenge”. The students will be given a prompt to solve a real-world problem. Each team will consist of 4-6 members and they will be in the rooms at the same time. They will all be given the same prompt to solve and can only use the materials provided in the room. Ideally, the solution to the problem will be theoretical and they would use the materials to be able to illustrate the solution. Real-world problems could range from income inequality to racism. Materials that would be in the room would range from markers and papers. At the end of the hour, the students would present their ideas to the other groups. The goal of the event is to encourage innovation and design thinking among each group and for the groups to also see how others from different backgrounds decided to solve the same problem. 

For the actual development of the project that I would lead, I would have to book rooms in the Student Union for each team to be in as well as a bigger room for all the teams to present their project in at the end. All of the team members would have to put up flyers and spread the word around campus for students to start creating their teams. Ideally, we would have 4 teams of 4-6 people. Once these teams RSVP, we send them the basic rules of the game and have them arrive early. Prior to their arrival, we set the rooms up with the materials. When the teams arrive, each fellow debriefs a team and they all begin at the same time. After doing this event once, we will learn from the students what worked and what didn’t and make improvements for the next. We would hold this event twice a semester. 

Strategic Priority 3: Teaching Innovation Institute

''Project Leader: Evan Maslin''

Priority three in our two-year strategic plan is a formal redesign of the Teaching Innovation Institute offered by the Office of Faculty Enhancement. The curriculum of the institute will focus on equipping faculty with the tools needed to integrate creativity, critical thinking, and problem solving skill-building activities into the classroom. This project is going to require the coordination of resources and the collaboration between several different departments/institutes/offices on-campus. 
<ul style="margin-top:0;margin-bottom:0;">
<li>Determine if there is funding available to provide faculty members with a stipend and/or future development funds <ul style="margin-top:0;margin-bottom:0;">
<li>The value of the stipend or the future development funds must be equivalent to what the faculty member would have received if they had taught a summer course </li>
</ul></li>
<li>Collect quantitative data pertaining to student engagement/participation in the classroom, benefits of utilizing alternative teaching methods (on GPA, retention rates, etc.), and faculty interest in the program<ul style="margin-top:0;margin-bottom:0;">
<li>This will be collected via academic journals, speaking with professionals in the field, and by conducting a student opinion research survey </li>
</ul></li>
<li>Establish a partnership between the Office of Faculty Enhancement, Taylor Leadership Institute, and University Innovation Fellows <ul style="margin-top:0;margin-bottom:0;">
<li>Ensure that each party involved designates an official liaison tasked with developing and administering the institute <ul style="margin-top:0;margin-bottom:0;">
<li>Office of Faculty Enhancement: Dr. Dan Richard </li>
<li>Taylor Leadership Institute: Dr. Matthew Olhson </li>
<li>University Innovation Fellows: Evan Maslin </li>
</ul></li>
</ul></li>
<li>Redesign the current training curriculum to focus on innovative teaching methods and student skill-building while ensuring to receive both faculty and student input <ul style="margin-top:0;margin-bottom:0;">
<li>Host multiple brainstorming and prototyping sessions with both faculty and students<ul style="margin-top:0;margin-bottom:0;">
<li>Two of each type of session per semester  </li>
</ul></li>
</ul></li>
<li>Secure a venue for the program, advertise, and select participating faculty<ul style="margin-top:0;margin-bottom:0;">
<li>Host the institute at either the College of Education or Adam W. Herbert University Center </li>
<li>Advertise the institute to faculty members by sending out a university-wide email, posting information on social media, and meeting with faculty members identified as premier candidates</li>
</ul></li>
<li>Have faculty reflect on their experience at the institute and if there used any of the methodologies taught in the semester immediately following their completion of the institute <ul style="margin-top:0;margin-bottom:0;">
<li>The initial reflection should be completed no more than one week after the conclusion of the institute </li>
<li>Faculty will be sent a survey and asked to complete at the end of the first term immediately preceding their successful completion of the institute </li>
</ul></li>
<li>Improve the institute for the next year </li>
</ul>

Strategic Priority 5: Funding Student Innovation

''Project Leader: Thatcher Hart''

The last priority of the long term planning of promoting innovative thinking at UNF would be to help encourage and incentivize students to come up with innovative solutions to the problems that they see on campus. Coordinating different funding sources in order to come up with a substantial pot of money that could be allocated for these innovative purposes. Combined with the previous steps in our overall plan this would help create an environment on campus that would highly encourage innovative ideas to be spread across campus 

<ul style="margin-top:0;margin-bottom:0;">
<li>Survey students about likelihood of participating if eligible for financial compensation <ul style="margin-top:0;margin-bottom:0;">
<li>Get a better understanding of where the money needs to go and the amount of students that would be interested. </li>
</ul></li>
<li>Talk to Student Government, the Honors College, and other colleges about donating money <ul style="margin-top:0;margin-bottom:0;">
<li>Construct an agreement to see what percentage of the funds would come from each donor or if a single entity on campus would be funding the entire scholarship / TLO</li>
</ul></li>
<li>Set up committee/group that would allocate the funding to the students <ul style="margin-top:0;margin-bottom:0;">
<li>Have this croup encompass both students and faculty having representation from all levels of the university to better gage the amount of impact that each project would have on the university as a whole.</li>
</ul></li>
<li>Create more awareness of the opportunity on campus once it is put into place. <ul style="margin-top:0;margin-bottom:0;">
<li>Put up flyers on campus and have teachers spread the word in classes and have them try to identify students with these ideas to persuade them to step forward and pursue the objective they have in mind</li>
<li>Send out email blasts to the students faculty and administration of the university to further spread awareness. </li>
<li>Start having current social media accounts that are aimed toward the correct target having posts that would persuade these innovative projects to collect the money to advance the idea.</li>
</ul></li>
</ul>
https://universityinnovation.org/wiki/Fellow:Maxwell_Twardowski
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:University_of_North_Florida]]
[[Category:Student_Priorities]]
{{CatTree|University_of_North_Florida}}

Priorities:University of North Florida Student Priorities

2022-09-26T00:24:48Z

Mohamedelbatouty95:

<big><big>'''UNF 2022 UIF Cohort Strategic Priorities'''</big></big>

<big>'''''Strategic Priority 1: Student Collaboration'''''</big>

''Project Leaders: Aliesha Brown & Nicholas Swanger''

The transition from high school to college is a daunting experience. New students have a week to adjust to a new roommate, explore an entirely new environment, set themselves up for academic and social success, and simply figure out how thrive independently. Additionally, one of the UNF President Limayem's goal is to improve student retention, and to effectively address this issue, we believe that students need to have a strong social support network.

Past the first year, students are locked into their "departmental silos", and collaboration between students is restricted to the group projects, which many students dread, or an opportunity such as a fellowship that allows similarly-minded students to connect. Without appropriately developing the framework that connects students with one another, students are missing out on valuable experiences and lessons for their future professional and personal success.

To address these issues, we wish to establish a mentorship network between students to provide support at critical transition points, primarily for incoming freshman. We believe that this program can be expanded to tackle other related issues such as faculty-student collaboration through linking mentors with faculty mentors, and it we also hope to expand it to other departments and areas to help address UNF's low student retention.

<big>'''''Strategic Priority 2: Marketing and Communications Reboot''''' </big>

''Project Leaders: Emma Dvorovy''

<big>'''''Strategic Priority 3: Indisciplinary Research and Collaboration'''''</big>

''Project Leaders: Katherine Evans, Mohamed Elbatouty''

After professors, advisors consist of whom students reach out to most when it comes to not only planning their path at any university but also any problems or difficulties they face along the way. We believe that every profession should be open to feedback and insight from whom they are representing as this will allow them to tailor to the environment they find themselves in. At UNF we have an optional Instructional Satisfaction Questionnaire (ISQ) at the end of every semester which asks a wide variety of questions where students rate with a Likert scale of Strongly Agree to Strongly Disagree in order to rate a professor in a qualitative manner. Sticking on the subject of advisors, we also want to try to create a better relationship between different departments in order to promote interdisciplinary majors rather than your ordeal, set in stone majors.

We believe that by adding this component, the relationship between advisors and students would improve dramatically as it would create an open dialogue to help assist both parties feel they are seeking what they truly out for.

<big>'''''Strategic Priority 4: Reframing of the Innovative and Entrepreneurial Mindset'''''</big>

''Project Leaders: Aliesha Brown, Nicholas Swanger, Emma Dvorovy, Katherine Evans, Mohamed Elbatouty, Jalen Echenique, Jeffery Perera''

When asking others about the terms "innovation" and "entrepreneurship", many students seem to have the incorrect mindset that these are limited to certain fields; students assume that entrepreneurship is restricted to those pursuing business degrees, and, similarly, they assume that innovation is limited to STEM majors. Without changing this mentality and encouraging the UNF I&E culture inclusive of other majors, it will be more difficult to gain traction in future endeavors, and we believe that many students will be discouraged to pursue the opportunities we hope to create.

The underlying goal for our initiatives and projects are to create a shift in this mindset to one that:

*Promotes innovation and entrepreneurship in every major and department
*Communicates with faculty to promote innovative opportunities within classes
*Encourages collaborative social and academic environments on campus
*Empowers students to believe they can innovate and change the world 

<big><big>'''UNF 2021 UIF Cohort Strategic Priorities'''</big></big>

''As a Preface: Mental Health is a serious issue on campus that we would like to address, especially after this past year and a half of the COVID-19 pandemic; many of our projects focus on addressing mental health and the struggles that are sometimes inherent to it, in order to provide a grounding for facilitating innovation on campus. ''

[https://www.youtube.com/watch?v=3TTs3DYQHMQ Change Story Video]

<big>'''''Strategic Priority 1: Therapeutics to Promote Morale ''''' </big>

''Project Leaders: Kathryn Fox, Keegan Colunga''

As is common to the college experience, UNF students often find themselves overwhelmed amidst the host of classes, meetings, extracurricular involvements, etc. that they engage in. Burnout is a very real consequence of this aspect of the student's life going unmodulated. In addition, this may manifest itself differently in students, as stress management is not a universal skill; providing a mode by which students can de-stress or otherwise participate in therapeutic resources on campus is arguably paramount to ensuring students make the most of their time in college.

One way this could take place is by hosting a dedicated event whereby people can bring 'therapy dogs' on campus - in essence providing a space where students can simply de-stress by interacting with the animals. There is much research to back up its efficacy as a therapy method, and it is also a low-cost and low-commitment resource for students as well. In addition, this could also serve as a forum for those with service animals to educate others on proper etiquette, as an effort to raise awareness. We could also use this idea for self-report data to determine its value, using such metrics as students' stress level and grades, to see if there is any causal relationship between the idea and improved performance in academics or otherwise.

<big>'''''Strategic Priority 2: Allyship as a Vehicle for Inclusion ''''' </big>

''Project Leaders: Kathryn Fox, Jacqueline Small, Keegan Colunga''

In the context of discussing and taking heed of mental health, we believe it is important to set up frameworks for the University at large to facilitate inclusivity and raising awareness. Thus, it is important to establish resources for both students and faculty to have at their disposal when aiming to tackle such a multifaceted issue.

Tangible ways to implement this include:

*Workshops on mental health issues and how to be supportive;
*Opt-in training seminars for professors to tackle mental health issues and implement strategies in the classroom;
*Provide training for student RA's and LCA's on navigating mental health crises; among others.

<big>'''''Strategic Priority 3: Facilitating Solidarity Among Students ''''' </big>

''Project Leaders: Jacqueline Small''

It is our conviction that in order to 'grease the wheels' of the I&E dynamic on campus, we must facilitate a sense of camaraderie amongst students. Fostering a sense of community can help greatly in bringing together the collective strengths students bring to the table. Additionally, in the spirit of tackling mental health, this can also serve as a means to provide a colloquy for students who may need a steady support group.

This would most likely take the form of a recurring fellow-hosted (or appointed student) event whereby students can gather together in a 'vent space' - simply put, a safe space for students to vent their frustrations, or even discuss high points in their personal/professional lives. There is no imperative to frame it negatively; but rather to characterize it as a no-judgement space for students to conglomerate and discuss the state of their mental health. Drawing from candidates' experiences within UNF's Honors College, perhaps the 'fishbowl' conversation model can be implemented.

<big>'''''Strategic Priority 4: Creative Outlet ''''' </big>

''Project Leaders: Matthew Lashenick''

As aforementioned, student burnout can be a crippling issue. Therapeutic methods for stress management are an easy way for students to better manage their academic experience. For our first strategic priority we discussed the merits and efficacy of the use of therapy animals with students. In contrast, with this priority we aim to provide a more student-centric model, as well as implement a way for more impactful student involvement.

To that end, this project would entail providing a recurring walk-in event for students whereby they are given materials and drawing prompts as a pseudo-art therapy; it can be as structured (i.e. a defined game with rules) or unstructured (i.e. minimal direction, student can draw whatever they envision) as the students wish. The aim is twofold; provide another mode for stress reduction, as well as provide a means for students to get involved as facilitators, once again feeding into the point about community-building from the previous project.

<big><big>'''UNF 2020 UIF Cohort Strategic Priorities'''</big></big>

<big>'''''Strategic Priority 1: Introducing Innovation on Campus'''''

''Project Leaders: Erisa Gjoka, Rory Hampson, Tala Sartawi''

Showcasing Innovation to bring awareness and inspiration to the student body at the University of North Florida is a priority to our cohort. We want to enable students to thrive by equipping them with resources that motivate them to think more creatively in their respective fields. Innovation is hardly something that is confined to one or two disciplines; it is a versatile enhancement to all fields. If put forth utilizing the proper strategies (design thinking, prototyping, team collaboration, etc.), students should be able to take principles and wisdom from the opportunities provided to them and take that forth into their daily lives, finding unique ways to contribute to the creative and innovative atmosphere at UNF.

1. Perhaps through a TEDx conference series, or a mock Shark Tank event in which students could pitch their ideas to successful entrepreneurs and potential investors. These experiences would allow I&E to reach students from all disciplines. Through events like these, students would be able to brainstorm, prototype, collaborate, network, and possibly gain mentors along the way.

2. An open Maker Space called MindHUb at UNF

*This open design thinking space would be a center located on campus that would provide students with a space to work on ideas and prototypes
*MindHub at UNF makerspace would include: rooms for teams to work on ideas, a huge whiteboard wall for students to brainstorm ideas and think out loud, 3D printers and other tools necessary for making various prototypes.
*Available to the students will also be an I&E advisor that would provide the students with opportunities on and off-campus for innovation and entrepreneurship. This advisor would be the middle person between the center at UNF and the Entrepreneurship Center Downtown.
*Provided by Mindhub are seminars and events focused on design thinking, productivity, team collaboration, innovation and entrepreneurship in various fields of studies on campus.

'''''Strategic Priority 2: Marketing & Communications'''''

''Project Leader: Maxwell Twardowski''

Something that we have noticed as we have begun to investigate potential issues at UNF is a major lack of marketing and communication in regards to the resources offered to students at our university. UNF has many resources to offer, and students may know about some of the better marketed ones, such as the counseling center and the international center, however certain other resources the university has to offer, such as the Center for Entrepreneurship and Innovation, which hosts startup businesses and offers different entrepreneurial services to UNF students and members of the community, as well as the Office of Research and Sponsored Programs, which deals with research done by graduate and undergraduate students and can offer grants or other different project management services to students. These resources, although extremely useful and can be major assets to UNF students, are not well advertised or marketed, and a solution such as a website with information on every resource UNF has to offer could be a major help to make sure these services are properly utilized.

'''''Strategic Priority 3: Mental Health'''''

''Project Leader: Jules Gerstein''

Although students report that they believe UNF is an environment that actively encourages positive mental health and the wellbeing of students, they also report that marketing among organizations and resources promoting positive mental healthcare fall short. We believe students should actively be aware of their mental health and have sustainable resources to address it. While the counseling center offers various resources, the lack of participation and centralized outreach may cause students to withdraw from seeking mental healthcare or miss out on opportunities. Perhaps, through a campus-wide Mental Health Awareness week students could benefit from events led by mostly students, but also the psychology department and counseling center to spread awareness about the importance of mental health. We would use this week as an opportunity to highlight resources available and to stress how mental health practices can improve not only our personal success but academic and professional success. This week would not only be a temporary fix but have a long-term plan to address mental health inequities. Furthermore, we would approach departments across campus to partake in the promotion of mental health resources on campus and to encourage open dialogue among students and professors. With a reported decrease in the quality of education due to the pandemic, students are missing out on personal connections and opportunities to engage in meaningful conversations. Addressing departments about this issue could also improve how students view their education and their mental health during this difficult time.

'''During Mental Health Awareness Week:'''

*Mental Healthcare Resource Fair, exposing students to resources on campus
*Suicide Awareness Walk, 5k walk to promote suicide awareness, and physical activity that is scientifically proven to increase dopamine levels
*Workshops, such as: How to Manage Stress, How to Cope with Academic Failure or Unmet Expectations, Mediation Practices
*Guest lecturers from professors on the correlation between taking care of your mental health and productivity
*Guest speakers from students who could share their personal struggles with mental health and strategies

'''''Strategic Priority 4: Building a More Interactive Community'''''

''Project Leader: Tala Sartawi''

A big issue that UNF students often complain about is the lack of a strong student community on campus. This is due to the commuter nature of UNF. As a team, we believe that helping create a well-knitted community on campus is an essential first step to help students.

'''Community Room:'''

*As simple as this sounds this idea would help create unity amongst the UNF student body as it would provide them with the place where they can go and hang out and mingle.
*It would have comfy couches, a snack bar, a coffee machine, and a few board games, and a TV screen.
*The idea behind it is to provide commuting students with a place to relax and hang out in-between classes instead of sitting in the library. As the library is already a crowded place with not enough seating.
*For the idea to be successful it needs to be properly marketed and strategically placed in the middle of campus in an obvious location in order for students to easily locate it. The location is crucial as it has to be close to most buildings to make it more accessible and practical so that students can go there in between classes
</big>

The Change Story of the 2020 UIF Cohort

https://www.youtube.com/watch?v=FBmpo3R6EWw&feature=youtu.be

<big><big>'''Strategic Priorities: 2019 Cohort'''</big></big>

'''Strategic Priority 1: Connecting Students With Resources'''

''Project Leader: Courtney Ardizzoni''

 Discuss the marketing of innovation, through multiple social media sites for a large selection of students to give their ideas for innovative solutions. Both upper and undergraduate students are excited to give their opinions on change at the university and hope to actually have an opportunity to speak on these aspects in the future.  Using social media and flyers to promote upcoming events and innovative programs are the best way currently to share this information, but in the future we are hoping to continue to innovate using multiple platforms to provide all students with the chance to get involved.

Strategic Priority 2&4: Innovation Solution Challenge

''Project Leader: Anastasia Daniels''

The third prototype we created was an event similar to an escape room that challenged teams of students to create a solution to a problem in an hour. The event is called “Innovative Solution Challenge”. The students will be given a prompt to solve a real-world problem. Each team will consist of 4-6 members and they will be in the rooms at the same time. They will all be given the same prompt to solve and can only use the materials provided in the room. Ideally, the solution to the problem will be theoretical and they would use the materials to be able to illustrate the solution. Real-world problems could range from income inequality to racism. Materials that would be in the room would range from markers and papers. At the end of the hour, the students would present their ideas to the other groups. The goal of the event is to encourage innovation and design thinking among each group and for the groups to also see how others from different backgrounds decided to solve the same problem. 

For the actual development of the project that I would lead, I would have to book rooms in the Student Union for each team to be in as well as a bigger room for all the teams to present their project in at the end. All of the team members would have to put up flyers and spread the word around campus for students to start creating their teams. Ideally, we would have 4 teams of 4-6 people. Once these teams RSVP, we send them the basic rules of the game and have them arrive early. Prior to their arrival, we set the rooms up with the materials. When the teams arrive, each fellow debriefs a team and they all begin at the same time. After doing this event once, we will learn from the students what worked and what didn’t and make improvements for the next. We would hold this event twice a semester. 

Strategic Priority 3: Teaching Innovation Institute

''Project Leader: Evan Maslin''

Priority three in our two-year strategic plan is a formal redesign of the Teaching Innovation Institute offered by the Office of Faculty Enhancement. The curriculum of the institute will focus on equipping faculty with the tools needed to integrate creativity, critical thinking, and problem solving skill-building activities into the classroom. This project is going to require the coordination of resources and the collaboration between several different departments/institutes/offices on-campus. 
<ul style="margin-top:0;margin-bottom:0;">
<li>Determine if there is funding available to provide faculty members with a stipend and/or future development funds <ul style="margin-top:0;margin-bottom:0;">
<li>The value of the stipend or the future development funds must be equivalent to what the faculty member would have received if they had taught a summer course </li>
</ul></li>
<li>Collect quantitative data pertaining to student engagement/participation in the classroom, benefits of utilizing alternative teaching methods (on GPA, retention rates, etc.), and faculty interest in the program<ul style="margin-top:0;margin-bottom:0;">
<li>This will be collected via academic journals, speaking with professionals in the field, and by conducting a student opinion research survey </li>
</ul></li>
<li>Establish a partnership between the Office of Faculty Enhancement, Taylor Leadership Institute, and University Innovation Fellows <ul style="margin-top:0;margin-bottom:0;">
<li>Ensure that each party involved designates an official liaison tasked with developing and administering the institute <ul style="margin-top:0;margin-bottom:0;">
<li>Office of Faculty Enhancement: Dr. Dan Richard </li>
<li>Taylor Leadership Institute: Dr. Matthew Olhson </li>
<li>University Innovation Fellows: Evan Maslin </li>
</ul></li>
</ul></li>
<li>Redesign the current training curriculum to focus on innovative teaching methods and student skill-building while ensuring to receive both faculty and student input <ul style="margin-top:0;margin-bottom:0;">
<li>Host multiple brainstorming and prototyping sessions with both faculty and students<ul style="margin-top:0;margin-bottom:0;">
<li>Two of each type of session per semester  </li>
</ul></li>
</ul></li>
<li>Secure a venue for the program, advertise, and select participating faculty<ul style="margin-top:0;margin-bottom:0;">
<li>Host the institute at either the College of Education or Adam W. Herbert University Center </li>
<li>Advertise the institute to faculty members by sending out a university-wide email, posting information on social media, and meeting with faculty members identified as premier candidates</li>
</ul></li>
<li>Have faculty reflect on their experience at the institute and if there used any of the methodologies taught in the semester immediately following their completion of the institute <ul style="margin-top:0;margin-bottom:0;">
<li>The initial reflection should be completed no more than one week after the conclusion of the institute </li>
<li>Faculty will be sent a survey and asked to complete at the end of the first term immediately preceding their successful completion of the institute </li>
</ul></li>
<li>Improve the institute for the next year </li>
</ul>

Strategic Priority 5: Funding Student Innovation

''Project Leader: Thatcher Hart''

The last priority of the long term planning of promoting innovative thinking at UNF would be to help encourage and incentivize students to come up with innovative solutions to the problems that they see on campus. Coordinating different funding sources in order to come up with a substantial pot of money that could be allocated for these innovative purposes. Combined with the previous steps in our overall plan this would help create an environment on campus that would highly encourage innovative ideas to be spread across campus 

<ul style="margin-top:0;margin-bottom:0;">
<li>Survey students about likelihood of participating if eligible for financial compensation <ul style="margin-top:0;margin-bottom:0;">
<li>Get a better understanding of where the money needs to go and the amount of students that would be interested. </li>
</ul></li>
<li>Talk to Student Government, the Honors College, and other colleges about donating money <ul style="margin-top:0;margin-bottom:0;">
<li>Construct an agreement to see what percentage of the funds would come from each donor or if a single entity on campus would be funding the entire scholarship / TLO</li>
</ul></li>
<li>Set up committee/group that would allocate the funding to the students <ul style="margin-top:0;margin-bottom:0;">
<li>Have this croup encompass both students and faculty having representation from all levels of the university to better gage the amount of impact that each project would have on the university as a whole.</li>
</ul></li>
<li>Create more awareness of the opportunity on campus once it is put into place. <ul style="margin-top:0;margin-bottom:0;">
<li>Put up flyers on campus and have teachers spread the word in classes and have them try to identify students with these ideas to persuade them to step forward and pursue the objective they have in mind</li>
<li>Send out email blasts to the students faculty and administration of the university to further spread awareness. </li>
<li>Start having current social media accounts that are aimed toward the correct target having posts that would persuade these innovative projects to collect the money to advance the idea.</li>
</ul></li>
</ul>
https://universityinnovation.org/wiki/Fellow:Maxwell_Twardowski
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:University_of_North_Florida]]
[[Category:Student_Priorities]]
{{CatTree|University_of_North_Florida}}

Priorities:University of North Florida Student Priorities

2022-09-21T15:04:31Z

Mohamedelbatouty95: Strategic Priority 3

<big><big>'''UNF 2022 UIF Cohort Strategic Priorities'''</big></big>

<big>'''''Strategic Priority 1: Student Collaboration'''''</big>

''Project Leaders: Aliesha Brown & Nicholas Swanger''

<big>'''''Strategic Priority 2: Marketing and Communications Reboot''''' </big>

''Project Leaders: Emma Dvorovy''

<big>'''''Strategic Priority 3: Indisciplinary Research and Collaboration'''''</big>

''Project Leaders: Katherine Evans, Mohamed Elbatouty''

After professors, advisors consist of whom students reach out to most when it comes to not only planning their path at any university but also any problems or difficulties they face along the way. We believe that every profession should be open to feedback and insight from whom they are representing as this will allow them to tailor to the environment they find themselves in. At UNF we have an optional Instructional Satisfaction Questionnaire (ISQ) at the end of every semester which asks a wide variety of questions where students rate use a Likert scale of Strongly Agree to Strongly Disagree in order to rate a professor in a qualitative manner.

We believe that by adding this component, the relationship between advisors and students would improve dramatically as it would create an open dialogue to help assist both parties feel they are seeking what they truly out for.

<big>'''''Strategic Priority 4: Reframing of the Innovative and Entrepreneurial Mindset'''''</big>

''Project Leaders: Aliesha Brown, Nicholas Swanger, Emma Dvorovy, Katherine Evans, Mohamed Elbatouty, Jalen Echenique, Jeffery Perera''

<big><big>'''UNF 2021 UIF Cohort Strategic Priorities'''</big></big>

''As a Preface: Mental Health is a serious issue on campus that we would like to address, especially after this past year and a half of the COVID-19 pandemic; many of our projects focus on addressing mental health and the struggles that are sometimes inherent to it, in order to provide a grounding for facilitating innovation on campus. ''

[https://www.youtube.com/watch?v=3TTs3DYQHMQ Change Story Video]

<big>'''''Strategic Priority 1: Therapeutics to Promote Morale ''''' </big>

''Project Leaders: Kathryn Fox, Keegan Colunga''

As is common to the college experience, UNF students often find themselves overwhelmed amidst the host of classes, meetings, extracurricular involvements, etc. that they engage in. Burnout is a very real consequence of this aspect of the student's life going unmodulated. In addition, this may manifest itself differently in students, as stress management is not a universal skill; providing a mode by which students can de-stress or otherwise participate in therapeutic resources on campus is arguably paramount to ensuring students make the most of their time in college.

One way this could take place is by hosting a dedicated event whereby people can bring 'therapy dogs' on campus - in essence providing a space where students can simply de-stress by interacting with the animals. There is much research to back up its efficacy as a therapy method, and it is also a low-cost and low-commitment resource for students as well. In addition, this could also serve as a forum for those with service animals to educate others on proper etiquette, as an effort to raise awareness. We could also use this idea for self-report data to determine its value, using such metrics as students' stress level and grades, to see if there is any causal relationship between the idea and improved performance in academics or otherwise.

<big>'''''Strategic Priority 2: Allyship as a Vehicle for Inclusion ''''' </big>

''Project Leaders: Kathryn Fox, Jacqueline Small, Keegan Colunga''

In the context of discussing and taking heed of mental health, we believe it is important to set up frameworks for the University at large to facilitate inclusivity and raising awareness. Thus, it is important to establish resources for both students and faculty to have at their disposal when aiming to tackle such a multifaceted issue.

Tangible ways to implement this include:

*Workshops on mental health issues and how to be supportive;
*Opt-in training seminars for professors to tackle mental health issues and implement strategies in the classroom;
*Provide training for student RA's and LCA's on navigating mental health crises; among others.

<big>'''''Strategic Priority 3: Facilitating Solidarity Among Students ''''' </big>

''Project Leaders: Jacqueline Small''

It is our conviction that in order to 'grease the wheels' of the I&E dynamic on campus, we must facilitate a sense of camaraderie amongst students. Fostering a sense of community can help greatly in bringing together the collective strengths students bring to the table. Additionally, in the spirit of tackling mental health, this can also serve as a means to provide a colloquy for students who may need a steady support group.

This would most likely take the form of a recurring fellow-hosted (or appointed student) event whereby students can gather together in a 'vent space' - simply put, a safe space for students to vent their frustrations, or even discuss high points in their personal/professional lives. There is no imperative to frame it negatively; but rather to characterize it as a no-judgement space for students to conglomerate and discuss the state of their mental health. Drawing from candidates' experiences within UNF's Honors College, perhaps the 'fishbowl' conversation model can be implemented.

<big>'''''Strategic Priority 4: Creative Outlet ''''' </big>

''Project Leaders: Matthew Lashenick''

As aforementioned, student burnout can be a crippling issue. Therapeutic methods for stress management are an easy way for students to better manage their academic experience. For our first strategic priority we discussed the merits and efficacy of the use of therapy animals with students. In contrast, with this priority we aim to provide a more student-centric model, as well as implement a way for more impactful student involvement.

To that end, this project would entail providing a recurring walk-in event for students whereby they are given materials and drawing prompts as a pseudo-art therapy; it can be as structured (i.e. a defined game with rules) or unstructured (i.e. minimal direction, student can draw whatever they envision) as the students wish. The aim is twofold; provide another mode for stress reduction, as well as provide a means for students to get involved as facilitators, once again feeding into the point about community-building from the previous project.

<big><big>'''UNF 2020 UIF Cohort Strategic Priorities'''</big></big>

<big>'''''Strategic Priority 1: Introducing Innovation on Campus'''''

''Project Leaders: Erisa Gjoka, Rory Hampson, Tala Sartawi''

Showcasing Innovation to bring awareness and inspiration to the student body at the University of North Florida is a priority to our cohort. We want to enable students to thrive by equipping them with resources that motivate them to think more creatively in their respective fields. Innovation is hardly something that is confined to one or two disciplines; it is a versatile enhancement to all fields. If put forth utilizing the proper strategies (design thinking, prototyping, team collaboration, etc.), students should be able to take principles and wisdom from the opportunities provided to them and take that forth into their daily lives, finding unique ways to contribute to the creative and innovative atmosphere at UNF.

1. Perhaps through a TEDx conference series, or a mock Shark Tank event in which students could pitch their ideas to successful entrepreneurs and potential investors. These experiences would allow I&E to reach students from all disciplines. Through events like these, students would be able to brainstorm, prototype, collaborate, network, and possibly gain mentors along the way.

2. An open Maker Space called MindHUb at UNF

*This open design thinking space would be a center located on campus that would provide students with a space to work on ideas and prototypes
*MindHub at UNF makerspace would include: rooms for teams to work on ideas, a huge whiteboard wall for students to brainstorm ideas and think out loud, 3D printers and other tools necessary for making various prototypes.
*Available to the students will also be an I&E advisor that would provide the students with opportunities on and off-campus for innovation and entrepreneurship. This advisor would be the middle person between the center at UNF and the Entrepreneurship Center Downtown.
*Provided by Mindhub are seminars and events focused on design thinking, productivity, team collaboration, innovation and entrepreneurship in various fields of studies on campus.

'''''Strategic Priority 2: Marketing & Communications'''''

''Project Leader: Maxwell Twardowski''

Something that we have noticed as we have begun to investigate potential issues at UNF is a major lack of marketing and communication in regards to the resources offered to students at our university. UNF has many resources to offer, and students may know about some of the better marketed ones, such as the counseling center and the international center, however certain other resources the university has to offer, such as the Center for Entrepreneurship and Innovation, which hosts startup businesses and offers different entrepreneurial services to UNF students and members of the community, as well as the Office of Research and Sponsored Programs, which deals with research done by graduate and undergraduate students and can offer grants or other different project management services to students. These resources, although extremely useful and can be major assets to UNF students, are not well advertised or marketed, and a solution such as a website with information on every resource UNF has to offer could be a major help to make sure these services are properly utilized.

'''''Strategic Priority 3: Mental Health'''''

''Project Leader: Jules Gerstein''

Although students report that they believe UNF is an environment that actively encourages positive mental health and the wellbeing of students, they also report that marketing among organizations and resources promoting positive mental healthcare fall short. We believe students should actively be aware of their mental health and have sustainable resources to address it. While the counseling center offers various resources, the lack of participation and centralized outreach may cause students to withdraw from seeking mental healthcare or miss out on opportunities. Perhaps, through a campus-wide Mental Health Awareness week students could benefit from events led by mostly students, but also the psychology department and counseling center to spread awareness about the importance of mental health. We would use this week as an opportunity to highlight resources available and to stress how mental health practices can improve not only our personal success but academic and professional success. This week would not only be a temporary fix but have a long-term plan to address mental health inequities. Furthermore, we would approach departments across campus to partake in the promotion of mental health resources on campus and to encourage open dialogue among students and professors. With a reported decrease in the quality of education due to the pandemic, students are missing out on personal connections and opportunities to engage in meaningful conversations. Addressing departments about this issue could also improve how students view their education and their mental health during this difficult time.

'''During Mental Health Awareness Week:'''

*Mental Healthcare Resource Fair, exposing students to resources on campus
*Suicide Awareness Walk, 5k walk to promote suicide awareness, and physical activity that is scientifically proven to increase dopamine levels
*Workshops, such as: How to Manage Stress, How to Cope with Academic Failure or Unmet Expectations, Mediation Practices
*Guest lecturers from professors on the correlation between taking care of your mental health and productivity
*Guest speakers from students who could share their personal struggles with mental health and strategies

'''''Strategic Priority 4: Building a More Interactive Community'''''

''Project Leader: Tala Sartawi''

A big issue that UNF students often complain about is the lack of a strong student community on campus. This is due to the commuter nature of UNF. As a team, we believe that helping create a well-knitted community on campus is an essential first step to help students.

'''Community Room:'''

*As simple as this sounds this idea would help create unity amongst the UNF student body as it would provide them with the place where they can go and hang out and mingle.
*It would have comfy couches, a snack bar, a coffee machine, and a few board games, and a TV screen.
*The idea behind it is to provide commuting students with a place to relax and hang out in-between classes instead of sitting in the library. As the library is already a crowded place with not enough seating.
*For the idea to be successful it needs to be properly marketed and strategically placed in the middle of campus in an obvious location in order for students to easily locate it. The location is crucial as it has to be close to most buildings to make it more accessible and practical so that students can go there in between classes
</big>

The Change Story of the 2020 UIF Cohort

https://www.youtube.com/watch?v=FBmpo3R6EWw&feature=youtu.be

<big><big>'''Strategic Priorities: 2019 Cohort'''</big></big>

'''Strategic Priority 1: Connecting Students With Resources'''

''Project Leader: Courtney Ardizzoni''

 Discuss the marketing of innovation, through multiple social media sites for a large selection of students to give their ideas for innovative solutions. Both upper and undergraduate students are excited to give their opinions on change at the university and hope to actually have an opportunity to speak on these aspects in the future.  Using social media and flyers to promote upcoming events and innovative programs are the best way currently to share this information, but in the future we are hoping to continue to innovate using multiple platforms to provide all students with the chance to get involved.

Strategic Priority 2&4: Innovation Solution Challenge

''Project Leader: Anastasia Daniels''

The third prototype we created was an event similar to an escape room that challenged teams of students to create a solution to a problem in an hour. The event is called “Innovative Solution Challenge”. The students will be given a prompt to solve a real-world problem. Each team will consist of 4-6 members and they will be in the rooms at the same time. They will all be given the same prompt to solve and can only use the materials provided in the room. Ideally, the solution to the problem will be theoretical and they would use the materials to be able to illustrate the solution. Real-world problems could range from income inequality to racism. Materials that would be in the room would range from markers and papers. At the end of the hour, the students would present their ideas to the other groups. The goal of the event is to encourage innovation and design thinking among each group and for the groups to also see how others from different backgrounds decided to solve the same problem. 

For the actual development of the project that I would lead, I would have to book rooms in the Student Union for each team to be in as well as a bigger room for all the teams to present their project in at the end. All of the team members would have to put up flyers and spread the word around campus for students to start creating their teams. Ideally, we would have 4 teams of 4-6 people. Once these teams RSVP, we send them the basic rules of the game and have them arrive early. Prior to their arrival, we set the rooms up with the materials. When the teams arrive, each fellow debriefs a team and they all begin at the same time. After doing this event once, we will learn from the students what worked and what didn’t and make improvements for the next. We would hold this event twice a semester. 

Strategic Priority 3: Teaching Innovation Institute

''Project Leader: Evan Maslin''

Priority three in our two-year strategic plan is a formal redesign of the Teaching Innovation Institute offered by the Office of Faculty Enhancement. The curriculum of the institute will focus on equipping faculty with the tools needed to integrate creativity, critical thinking, and problem solving skill-building activities into the classroom. This project is going to require the coordination of resources and the collaboration between several different departments/institutes/offices on-campus. 
<ul style="margin-top:0;margin-bottom:0;">
<li>Determine if there is funding available to provide faculty members with a stipend and/or future development funds <ul style="margin-top:0;margin-bottom:0;">
<li>The value of the stipend or the future development funds must be equivalent to what the faculty member would have received if they had taught a summer course </li>
</ul></li>
<li>Collect quantitative data pertaining to student engagement/participation in the classroom, benefits of utilizing alternative teaching methods (on GPA, retention rates, etc.), and faculty interest in the program<ul style="margin-top:0;margin-bottom:0;">
<li>This will be collected via academic journals, speaking with professionals in the field, and by conducting a student opinion research survey </li>
</ul></li>
<li>Establish a partnership between the Office of Faculty Enhancement, Taylor Leadership Institute, and University Innovation Fellows <ul style="margin-top:0;margin-bottom:0;">
<li>Ensure that each party involved designates an official liaison tasked with developing and administering the institute <ul style="margin-top:0;margin-bottom:0;">
<li>Office of Faculty Enhancement: Dr. Dan Richard </li>
<li>Taylor Leadership Institute: Dr. Matthew Olhson </li>
<li>University Innovation Fellows: Evan Maslin </li>
</ul></li>
</ul></li>
<li>Redesign the current training curriculum to focus on innovative teaching methods and student skill-building while ensuring to receive both faculty and student input <ul style="margin-top:0;margin-bottom:0;">
<li>Host multiple brainstorming and prototyping sessions with both faculty and students<ul style="margin-top:0;margin-bottom:0;">
<li>Two of each type of session per semester  </li>
</ul></li>
</ul></li>
<li>Secure a venue for the program, advertise, and select participating faculty<ul style="margin-top:0;margin-bottom:0;">
<li>Host the institute at either the College of Education or Adam W. Herbert University Center </li>
<li>Advertise the institute to faculty members by sending out a university-wide email, posting information on social media, and meeting with faculty members identified as premier candidates</li>
</ul></li>
<li>Have faculty reflect on their experience at the institute and if there used any of the methodologies taught in the semester immediately following their completion of the institute <ul style="margin-top:0;margin-bottom:0;">
<li>The initial reflection should be completed no more than one week after the conclusion of the institute </li>
<li>Faculty will be sent a survey and asked to complete at the end of the first term immediately preceding their successful completion of the institute </li>
</ul></li>
<li>Improve the institute for the next year </li>
</ul>

Strategic Priority 5: Funding Student Innovation

''Project Leader: Thatcher Hart''

The last priority of the long term planning of promoting innovative thinking at UNF would be to help encourage and incentivize students to come up with innovative solutions to the problems that they see on campus. Coordinating different funding sources in order to come up with a substantial pot of money that could be allocated for these innovative purposes. Combined with the previous steps in our overall plan this would help create an environment on campus that would highly encourage innovative ideas to be spread across campus 

<ul style="margin-top:0;margin-bottom:0;">
<li>Survey students about likelihood of participating if eligible for financial compensation <ul style="margin-top:0;margin-bottom:0;">
<li>Get a better understanding of where the money needs to go and the amount of students that would be interested. </li>
</ul></li>
<li>Talk to Student Government, the Honors College, and other colleges about donating money <ul style="margin-top:0;margin-bottom:0;">
<li>Construct an agreement to see what percentage of the funds would come from each donor or if a single entity on campus would be funding the entire scholarship / TLO</li>
</ul></li>
<li>Set up committee/group that would allocate the funding to the students <ul style="margin-top:0;margin-bottom:0;">
<li>Have this croup encompass both students and faculty having representation from all levels of the university to better gage the amount of impact that each project would have on the university as a whole.</li>
</ul></li>
<li>Create more awareness of the opportunity on campus once it is put into place. <ul style="margin-top:0;margin-bottom:0;">
<li>Put up flyers on campus and have teachers spread the word in classes and have them try to identify students with these ideas to persuade them to step forward and pursue the objective they have in mind</li>
<li>Send out email blasts to the students faculty and administration of the university to further spread awareness. </li>
<li>Start having current social media accounts that are aimed toward the correct target having posts that would persuade these innovative projects to collect the money to advance the idea.</li>
</ul></li>
</ul>
https://universityinnovation.org/wiki/Fellow:Maxwell_Twardowski
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:University_of_North_Florida]]
[[Category:Student_Priorities]]
{{CatTree|University_of_North_Florida}}

School:University of North Florida

2022-09-18T19:21:06Z

Mohamedelbatouty95: /* Actively Supporting the University Technology Transfer Function: */

==The University of North Florida==
[[File:UNF Student Union pic.jpg|thumb|490x490px|link=Special:FilePath/UNF_Student_Union_pic.jpg]]

The University of North Florida (UNF) is a nationally ranked university located in the scenic Northeastern Florida city of Jacksonville. Composed of six colleges of distinction, the University currently has an enrollment of nearly 17,000 students and employs more than 500 full-time faculty as well as over 1,000 staff members.

==Promoting Student Innovation and Entrepreneurship==
UNF is an emerging center for entrepreneurship in Jacksonville, and in Northeast Florida. UNF’s Coggin College of Business is primarily responsible for the increased emphasis on entrepreneurship and innovation. Most recently, after a $1 million dollar donation, UNF created the Center for Entrepreneurship and Innovation.

<div>[[File:UNF Center for Entrepreneurship and Innovation.jpg|left|640x640px|link=Special:FilePath/UNF_Center_for_Entrepreneurship_and_Innovation.jpg|UNF's Center for Entrepreneurship and Innovation in downtown Jacksonville. Each of the two floors provides start-up companies with about 7,000 square feet of lab space.|thumb]]The [https://www.unf.edu/coggin/CEI/About_the_Center.aspx UNF Center for Entrepreneurship and Innovation] (CEI) is open to 15 start-up companies per year where entrepreneurs undergo a year-long development program at the 13,000-square-foot living, learning lab, located in the center of downtown Jacksonville in the Barnett National Bank Building. The CEI is a space available to any students in business, engineering, health, education, and arts and sciences, providing access to necessary services and living-learning lab space to help foster start-up growth. Some of the provided resources include developing business plans, finding student interns for support, professional advising, and networking. Involved entrepreneurs are also able to propose their ideas to a local panel of experts who have applied to support UNF's CEI. In 2022, the CEI sponsored events such as the Innovation Challenge Week sponsored by [https://www.unf.edu/coggin/CEI/Crowley_Innovation_Challenge.aspx#contact Crowley] and [https://www.unf.edu/coggin/CEI/Community_First_Challenge.aspx Community First] and the [https://www.unf.edu/coggin/CEI/Cohort_Information.aspx Swisher Growth Pitch Competition] which specifically helps minority entrepreneurs.

The Coggin College of Business also offers a minor in entrepreneurship that all students have the opportunity to partake in. The minor itself is predominantly business-oriented but does offer courses that teach creativity and design thinking. This minor coincides with the 200 registered student organizations on campus, one of which is the Entrepreneurs, Creators, and Innovators club. In addition, UNF offers courses such as GEB4942: Entrepreneurial Internship, which stimulates innovation and allows students to gain real-world experiences in entrepreneurial business. Other courses such as MAN4294: Creativity and Innovation in the Workplace, teach students how to have a creative mindset when exploring different possibilities in complex and uncertain environments. There may be an opportunity to expand the number of clubs or students involved with social innovation because the UNF Student Government, which has an annual budget of roughly $4.5 million dollars, just announced the creation of a new Student Involvement Center.

The Office of Research and Sponsored Programs is one of the ways UNF encourages student innovation and entrepreneurship through funding a variety of different research-based projects. The final way that UNF encourages student innovation and entrepreneurship are through Transformational learning opportunities (TLOs). TLOs may take a myriad of forms that include study abroad experiences, service-learning experiences, research/directed independent study experiences with a faculty member, and leadership experiences.

==Encouraging Faculty Innovation and Entrepreneurship: ==
</div>The University of North Florida does not offer a tremendous amount of resources for faculty interested in entrepreneurship and innovation. The Office of Faculty Enhancement hosts the [https://www.unf.edu/newsroom/innovation.html Teaching Innovation Institute] every summer. The institute focuses on redesigning an existing course of developing a new course while involving innovative instructional strategies. The interdisciplinary focus of the institute allows for all faculty and department teams to participate, underlining the opportunity for innovation and entrepreneurship to become a university-wide point of focus. 

UNF also has an [https://www.unf.edu/research/Research_Development.aspx Office for Research & Sponsored Programs] (ORSP) which assists faculty in complying with university, federal, state, and funding agency guidelines, rules, and regulations during budget preparation when determining costs applicable to grants, contracts, and other agreements. If a faculty member would like to involve a student, or students, with their research, students are eligible to apply for an undergraduate research grant through the [https://www.unf.edu/our/ Office of Undergraduate Research (OUR)]. Students can receive up to $3,500 in funding towards research-related expenses. 

UNF also offers a [https://https://www.unf.edu/acadaffairs/development_grants/Faculty_Summer_Development_Grants_Program.aspx Faculty Scholarship Development Grant] sponsored by Academic Affairs to help support research, scholarship, and creative activities generated by faculty. The grant are seen as seed funding for developing, publishing and writing new research, and experimenting with new forms of creative expression. Academic Affairs offers $7500 per funded individual, or $10,000 each for up to three faculty members working together on selected multidisciplinary projects. This money goes towards travel, materials, student assistance, or other expenses related to project activities.

<span style="background-color: transparent; font-size: 12pt; font-family: Arial; color: rgb(0, 0, 0); font-variant-numeric: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;"> Another program that UNF offers to support its faculty body is [https://https:https://www.unf.edu/ofe/Faculty_Fellows.aspx Faculty Development Fellows Program].  This Program is a collaboration between faculty holding specific interests and expertise and the [https://www.unf.edu/ofe/About_Our_Office.aspx Office of Faculty Enhancement] with the goal of providing professional development opportunities for faculty across campus. These opportunities include designing and presenting forums or workshops on current topics, supporting faculty development initiatives, as well as organizing faculty development materials related to teaching and learning, and serving as facilitators during faculty development summer institutes.

 

==Actively Supporting the University Technology Transfer Function: ==

UNF views [https://autm.net/about-tech-transfer/what-is-tech-transfer technology transfer] as an aspect of community engagement, a value that is highly rooted in the history of this university. Through the [https://www.unf.edu/research/ Office of Research & Sponsored Programs (ORSP)], and the amazing work by John Kantner, Cheresa Boston, Rosalyn Gilbert, and the rest of the staff, there is a good foundation for ideas to move into something bigger. UNF's Intellectual property is normally transferred to the private sector, after the right procedures are taken into place that will allow corporations to develop new or updated services with the common goal of enhancing the community and it's quality of life. Through marketing and licensing activities, ORSP brings technology forward to public use and for the benefit of the inventor, the University, and the community. Income is generated for both the inventor and the University through licensing agreements, and ORSP encourages agreements with local and regional companies. ORSP and the Center for Entrepreneurship and Innovation have been working in conjunction with to advance idea development and technology transfers. A successful transfer from a university almost always requires a partnership with a private sector, which makes this a very exciting partnership for all parties.

This relationship between university and private sectors can also go the other way where a company takes advantage of the [https://www.unf.edu/research/Innovation/Partner_with_industry.aspx research and development (R&D) Collaboration] that UNF has to offer. R&D collaboration allows for a partnership that comes full circle by gaining the ability to use the universities research and capabilities to add to a product or service that could go out to help the community in a multitude of ways. All research and partnerships are conducted under appropriate and approved on agreements to protect the rights of all parties involved.

A successful transfer from a university almost always requires a partnership with a private sector, while a corporation can gain assistance in improving and tailoring a product to Jacksonville, which makes this a very exciting partnership for all parties.

==Facilitating University-Industry Collaboration: ==

In recent years, UNF has continued to expand and further develop relationships with external organizations and corporations. For example, the [https://www.unf.edu/coggin/CEI/ Center for Entrepreneurship and Innovation] has partnered with the Life Sciences Incubator at Mayo Clinic, Beaver Street Enterprise, PS27 Ventures, Source Fuse, The Jim Moran Institute, and the Jacksonville Chamber of Commerce’s Center for Entrepreneurial Growth. In addition, four of the 15 ideas selected by the incubator this year relate to the healthcare and technology industries. This is incredibly important because Baptist Health, Florida Blue, and the Mayo Clinic are three of the largest employers in Jacksonville. 
<div>[[File:4th pic.jpg|thumb|right|200x200px|link=Special:FilePath/4th_pic.jpg]]</div>
[[File:5th pic.jpg|thumb|right|200x200px|5th pic.jpg|link=Special:FilePath/5th_pic.jpg]]
<div><div> </div><div>Another major aspect of developing private-public relationships is UNF’s continued dedication to earning the Carnegie Foundation “Community Engagement” designation. The University has established numerous public outreach and community partnerships that include the Osher Lifelong Learning Institute, HandsOn Jacksonville, Public Opinion Research Lab, Small Business Development Center, Center for Community Initiatives, Volunteers in Medicine, and the Blue Cross Blue Shield Center for Ethics, Public Policy, and the Professions. These community partnerships allow faculty members, and dedicated student assistants, to utilize their disciplinary expertise to produce “applied scholarship” that directly addresses an array of regional concerns.  

</div>The Andrew A. Robinson School of Communication's initiative called [https://www.youtube.com/watch?v=-8mojzfU_Rs Campaigns] is a great example of the university's dedication to facilitating industry collaboration. Senior students on the Public Relations major track design and carry out a full scale PR campaign for a local Jacksonville non-profit. This allows UNF students to gain experience working with a client and gain hard skills for their resumes but also gives back to the community. <div>
===Engaging With Regional and Local Economic Development Efforts: ===
 The University of North Florida has an annual economic impact of nearly $1 billion on the regional economy. Despite this general impact, the university is committed to contributing to the growth of the regional economy through specialized initiatives, institutes/centers, and programs. One of the University’s largest center is [[The Florida Small Business Development Center at the University of North Florida(SBDC)|The Florida Small Business Development Center at the University of North Florida (SBDC)]]. With funding from the U.S. Small Business Administration, the University of North Florida, the City of Jacksonville, the Clay County Chamber of Commerce, Marion County, Nassau County, St. Johns County, Putnam County, Suwannee County and other public and private sector sources, the Florida SBDC at UNF is able to provide its management assistance services at little or no charge to the client. SBDC programs deliver up-to-date management advice, training and information to help business owners make sound decisions and to assist potential owners in getting started on the right foot. For every federal dollar invested in the SBDC program, nearly $10 is returned in the form of tax revenue. 
<div> </div></div>
[[File:6th pic.jpg|link=Special:FilePath/6th_pic.jpg]]

UNF has now created an entire cycle of support for aspiring innovators by offering courses on entrepreneurship, to the new Center for Entrepreneurship and Innovation for start-ups, to the SBDC for growing small businesses. Together, these resources will allow the university and local community to continue to grow. [https://www.unf.edu/ccbl/The_Northeast_Florida_Coastal_Research___Education_Corridor.aspx The Northeast Florida Coastal Research and Education Corridor] is a regional connection that allows students, faculty, and visitors alike the opportunity to learn about their coastal ecosystems through seminars, conducting research, field studies, etc.

With a sponsorship from Enterprise Rent-A-Car, the university has constructed the [https://www.unf.edu/coggin/Career_Management_Center/students/ExecutiveMentors.aspx Coggin Executive Mentor Program]. This program is designed to enhance the classroom experience by linking students with leading executives for one-on-one mentoring. Mentors share career advice and valuable insight into the transition from college to work. Students build career networks and develop skills to become better professionals and leaders.

A similar but different program, [https://www.unf.edu/cass/ Community Alliance for Student Success (CASS)], is a program and community that was created to serve traditionally underrepresented students. Students are paired with experienced minority members, including industry leaders and local business owners to learn about job opportunities and network in Jacksonville. </div>

A regional source that UNF interacts with in order to provide a financial opportunity to students is [https://www.floridastudentfinancialaidsg.org/ Bright Futures], which is a merit- and service-based scholarship awarded to students by the state of Florida for their academic achievement and community involvement during their high school years. UNF also recognizes that financial assistance is one of the biggest barriers to students completing a four-year degree and offers [https://scholarship.law.cornell.edu/cilj/vol27/iss2/1/ Competitive and Decentralized Scholarships] promoted through their Student Government.
[[Category:Schools]]
[[Category:University_of_North_Florida]]
{{CatTree|University_of_North_Florida}}
<references />

School:University of North Florida

2022-09-18T19:20:21Z

Mohamedelbatouty95: /* Actively Supporting the University Technology Transfer Function: */

==The University of North Florida==
[[File:UNF Student Union pic.jpg|thumb|490x490px|link=Special:FilePath/UNF_Student_Union_pic.jpg]]

The University of North Florida (UNF) is a nationally ranked university located in the scenic Northeastern Florida city of Jacksonville. Composed of six colleges of distinction, the University currently has an enrollment of nearly 17,000 students and employs more than 500 full-time faculty as well as over 1,000 staff members.

==Promoting Student Innovation and Entrepreneurship==
UNF is an emerging center for entrepreneurship in Jacksonville, and in Northeast Florida. UNF’s Coggin College of Business is primarily responsible for the increased emphasis on entrepreneurship and innovation. Most recently, after a $1 million dollar donation, UNF created the Center for Entrepreneurship and Innovation.

<div>[[File:UNF Center for Entrepreneurship and Innovation.jpg|left|640x640px|link=Special:FilePath/UNF_Center_for_Entrepreneurship_and_Innovation.jpg|UNF's Center for Entrepreneurship and Innovation in downtown Jacksonville. Each of the two floors provides start-up companies with about 7,000 square feet of lab space.|thumb]]The [https://www.unf.edu/coggin/CEI/About_the_Center.aspx UNF Center for Entrepreneurship and Innovation] (CEI) is open to 15 start-up companies per year where entrepreneurs undergo a year-long development program at the 13,000-square-foot living, learning lab, located in the center of downtown Jacksonville in the Barnett National Bank Building. The CEI is a space available to any students in business, engineering, health, education, and arts and sciences, providing access to necessary services and living-learning lab space to help foster start-up growth. Some of the provided resources include developing business plans, finding student interns for support, professional advising, and networking. Involved entrepreneurs are also able to propose their ideas to a local panel of experts who have applied to support UNF's CEI. In 2022, the CEI sponsored events such as the Innovation Challenge Week sponsored by [https://www.unf.edu/coggin/CEI/Crowley_Innovation_Challenge.aspx#contact Crowley] and [https://www.unf.edu/coggin/CEI/Community_First_Challenge.aspx Community First] and the [https://www.unf.edu/coggin/CEI/Cohort_Information.aspx Swisher Growth Pitch Competition] which specifically helps minority entrepreneurs.

The Coggin College of Business also offers a minor in entrepreneurship that all students have the opportunity to partake in. The minor itself is predominantly business-oriented but does offer courses that teach creativity and design thinking. This minor coincides with the 200 registered student organizations on campus, one of which is the Entrepreneurs, Creators, and Innovators club. In addition, UNF offers courses such as GEB4942: Entrepreneurial Internship, which stimulates innovation and allows students to gain real-world experiences in entrepreneurial business. Other courses such as MAN4294: Creativity and Innovation in the Workplace, teach students how to have a creative mindset when exploring different possibilities in complex and uncertain environments. There may be an opportunity to expand the number of clubs or students involved with social innovation because the UNF Student Government, which has an annual budget of roughly $4.5 million dollars, just announced the creation of a new Student Involvement Center.

The Office of Research and Sponsored Programs is one of the ways UNF encourages student innovation and entrepreneurship through funding a variety of different research-based projects. The final way that UNF encourages student innovation and entrepreneurship are through Transformational learning opportunities (TLOs). TLOs may take a myriad of forms that include study abroad experiences, service-learning experiences, research/directed independent study experiences with a faculty member, and leadership experiences.

==Encouraging Faculty Innovation and Entrepreneurship: ==
</div>The University of North Florida does not offer a tremendous amount of resources for faculty interested in entrepreneurship and innovation. The Office of Faculty Enhancement hosts the [https://www.unf.edu/newsroom/innovation.html Teaching Innovation Institute] every summer. The institute focuses on redesigning an existing course of developing a new course while involving innovative instructional strategies. The interdisciplinary focus of the institute allows for all faculty and department teams to participate, underlining the opportunity for innovation and entrepreneurship to become a university-wide point of focus. 

UNF also has an [https://www.unf.edu/research/Research_Development.aspx Office for Research & Sponsored Programs] (ORSP) which assists faculty in complying with university, federal, state, and funding agency guidelines, rules, and regulations during budget preparation when determining costs applicable to grants, contracts, and other agreements. If a faculty member would like to involve a student, or students, with their research, students are eligible to apply for an undergraduate research grant through the [https://www.unf.edu/our/ Office of Undergraduate Research (OUR)]. Students can receive up to $3,500 in funding towards research-related expenses. 

UNF also offers a [https://https://www.unf.edu/acadaffairs/development_grants/Faculty_Summer_Development_Grants_Program.aspx Faculty Scholarship Development Grant] sponsored by Academic Affairs to help support research, scholarship, and creative activities generated by faculty. The grant are seen as seed funding for developing, publishing and writing new research, and experimenting with new forms of creative expression. Academic Affairs offers $7500 per funded individual, or $10,000 each for up to three faculty members working together on selected multidisciplinary projects. This money goes towards travel, materials, student assistance, or other expenses related to project activities.

<span style="background-color: transparent; font-size: 12pt; font-family: Arial; color: rgb(0, 0, 0); font-variant-numeric: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;"> Another program that UNF offers to support its faculty body is [https://https:https://www.unf.edu/ofe/Faculty_Fellows.aspx Faculty Development Fellows Program].  This Program is a collaboration between faculty holding specific interests and expertise and the [https://www.unf.edu/ofe/About_Our_Office.aspx Office of Faculty Enhancement] with the goal of providing professional development opportunities for faculty across campus. These opportunities include designing and presenting forums or workshops on current topics, supporting faculty development initiatives, as well as organizing faculty development materials related to teaching and learning, and serving as facilitators during faculty development summer institutes.

 

==Actively Supporting the University Technology Transfer Function: ==

UNF holds [https://autm.net/about-tech-transfer/what-is-tech-transfer technology transfer] as an aspect of community engagement, an value that is highly rooted in the history of this university. Through the [https://www.unf.edu/research/ Office of Research & Sponsored Programs (ORSP)], and the amazing work by John Kantner, Cheresa Boston, Rosalyn Gilbert, and the rest of the staff, there is a good foundation for ideas to move into something bigger. UNF's Intellectual property is normally transferred to the private sector, after the right procedures are taken into place that will allow corporations to develop new or updated services with the common goal of enhancing the community and it's quality of life. Through marketing and licensing activities, ORSP brings technology forward to public use and for the benefit of the inventor, the University, and the community. Income is generated for both the inventor and the University through licensing agreements, and ORSP encourages agreements with local and regional companies. ORSP and the Center for Entrepreneurship and Innovation have been working in conjunction with to advance idea development and technology transfers. A successful transfer from a university almost always requires a partnership with a private sector, which makes this a very exciting partnership for all parties.

This relationship between university and private sectors can also go the other way where a company takes advantage of the [https://www.unf.edu/research/Innovation/Partner_with_industry.aspx research and development (R&D) Collaboration] that UNF has to offer. R&D collaboration allows for a partnership that comes full circle by gaining the ability to use the universities research and capabilities to add to a product or service that could go out to help the community in a multitude of ways. All research and partnerships are conducted under appropriate and approved on agreements to protect the rights of all parties involved.

A successful transfer from a university almost always requires a partnership with a private sector, while a corporation can gain assistance in improving and tailoring a product to Jacksonville, which makes this a very exciting partnership for all parties.

==Facilitating University-Industry Collaboration: ==

In recent years, UNF has continued to expand and further develop relationships with external organizations and corporations. For example, the [https://www.unf.edu/coggin/CEI/ Center for Entrepreneurship and Innovation] has partnered with the Life Sciences Incubator at Mayo Clinic, Beaver Street Enterprise, PS27 Ventures, Source Fuse, The Jim Moran Institute, and the Jacksonville Chamber of Commerce’s Center for Entrepreneurial Growth. In addition, four of the 15 ideas selected by the incubator this year relate to the healthcare and technology industries. This is incredibly important because Baptist Health, Florida Blue, and the Mayo Clinic are three of the largest employers in Jacksonville. 
<div>[[File:4th pic.jpg|thumb|right|200x200px|link=Special:FilePath/4th_pic.jpg]]</div>
[[File:5th pic.jpg|thumb|right|200x200px|5th pic.jpg|link=Special:FilePath/5th_pic.jpg]]
<div><div> </div><div>Another major aspect of developing private-public relationships is UNF’s continued dedication to earning the Carnegie Foundation “Community Engagement” designation. The University has established numerous public outreach and community partnerships that include the Osher Lifelong Learning Institute, HandsOn Jacksonville, Public Opinion Research Lab, Small Business Development Center, Center for Community Initiatives, Volunteers in Medicine, and the Blue Cross Blue Shield Center for Ethics, Public Policy, and the Professions. These community partnerships allow faculty members, and dedicated student assistants, to utilize their disciplinary expertise to produce “applied scholarship” that directly addresses an array of regional concerns.  

</div>The Andrew A. Robinson School of Communication's initiative called [https://www.youtube.com/watch?v=-8mojzfU_Rs Campaigns] is a great example of the university's dedication to facilitating industry collaboration. Senior students on the Public Relations major track design and carry out a full scale PR campaign for a local Jacksonville non-profit. This allows UNF students to gain experience working with a client and gain hard skills for their resumes but also gives back to the community. <div>
===Engaging With Regional and Local Economic Development Efforts: ===
 The University of North Florida has an annual economic impact of nearly $1 billion on the regional economy. Despite this general impact, the university is committed to contributing to the growth of the regional economy through specialized initiatives, institutes/centers, and programs. One of the University’s largest center is [[The Florida Small Business Development Center at the University of North Florida(SBDC)|The Florida Small Business Development Center at the University of North Florida (SBDC)]]. With funding from the U.S. Small Business Administration, the University of North Florida, the City of Jacksonville, the Clay County Chamber of Commerce, Marion County, Nassau County, St. Johns County, Putnam County, Suwannee County and other public and private sector sources, the Florida SBDC at UNF is able to provide its management assistance services at little or no charge to the client. SBDC programs deliver up-to-date management advice, training and information to help business owners make sound decisions and to assist potential owners in getting started on the right foot. For every federal dollar invested in the SBDC program, nearly $10 is returned in the form of tax revenue. 
<div> </div></div>
[[File:6th pic.jpg|link=Special:FilePath/6th_pic.jpg]]

UNF has now created an entire cycle of support for aspiring innovators by offering courses on entrepreneurship, to the new Center for Entrepreneurship and Innovation for start-ups, to the SBDC for growing small businesses. Together, these resources will allow the university and local community to continue to grow. [https://www.unf.edu/ccbl/The_Northeast_Florida_Coastal_Research___Education_Corridor.aspx The Northeast Florida Coastal Research and Education Corridor] is a regional connection that allows students, faculty, and visitors alike the opportunity to learn about their coastal ecosystems through seminars, conducting research, field studies, etc.

With a sponsorship from Enterprise Rent-A-Car, the university has constructed the [https://www.unf.edu/coggin/Career_Management_Center/students/ExecutiveMentors.aspx Coggin Executive Mentor Program]. This program is designed to enhance the classroom experience by linking students with leading executives for one-on-one mentoring. Mentors share career advice and valuable insight into the transition from college to work. Students build career networks and develop skills to become better professionals and leaders.

A similar but different program, [https://www.unf.edu/cass/ Community Alliance for Student Success (CASS)], is a program and community that was created to serve traditionally underrepresented students. Students are paired with experienced minority members, including industry leaders and local business owners to learn about job opportunities and network in Jacksonville. </div>

A regional source that UNF interacts with in order to provide a financial opportunity to students is [https://www.floridastudentfinancialaidsg.org/ Bright Futures], which is a merit- and service-based scholarship awarded to students by the state of Florida for their academic achievement and community involvement during their high school years. UNF also recognizes that financial assistance is one of the biggest barriers to students completing a four-year degree and offers [https://scholarship.law.cornell.edu/cilj/vol27/iss2/1/ Competitive and Decentralized Scholarships] promoted through their Student Government.
[[Category:Schools]]
[[Category:University_of_North_Florida]]
{{CatTree|University_of_North_Florida}}
<references />

Fellow:Mohamed Elbatouty

2022-08-26T14:02:55Z

Mohamedelbatouty95:

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[File:OOjs UI icon userAvatar.svg|300px]]
|-
|
;Name:Mohamed Elbatouty
;School (Cohort):University of North Florida (2022 cohort)
;Majoring in:Computer Science
;Country:United States of America
;Email:[[Special:EmailUser/Mohamedelbatouty95]]
|}

==Bio==
Mohamed Elbatouty was born and raised in Jacksonville Florida while also taking multiple trips to Egypt, where his family is originally from. Mohamed went to Stanton College Preparatory school and participated in the AP program, helping him best prepare for life as a college student. Classes such as AP Computer science and AP physics are what have driven him to choose the career and aspirations he has today.

Mohamed is currently a student at the University of North Florida. He hopes to fulfill a degree in Computer Science and continue his education to gain a master's degree in this field. Currently, in his second year at University, Mohamed hopes to be able to focus on extracurriculars to help gain some experience in the world, like this fellowship.

In any free time that can be found in the day, Mohamed enjoys anything physically active or anything that deals with the outdoors. Running, swimming, and playing any sport are a few of what he has been seen doing. Mohamed also puts a huge emphasis on family and friends, with belief that they are what continues to push him on a day-to-day basis.

==Achievements==
• University of North Florida Dean’s List (x4)

• RF-SMART and Morales Family Scholarship

• University of North Florida Presidental Scholarship

• Hicks Honors College Student

==Social media profiles==
[https://www.instagram.com/moham.ede/ Instagram]

[https://www.linkedin.com/in/mohamed-elbatouty-0314bb1a8/ LinkedIn]

[[Category:University of North Florida (2022 cohort)]]
[[Category:Student Contributors]]

{{CatTree|University of North Florida}}

Fellow:Mohamed Elbatouty

2022-08-26T14:01:45Z

Mohamedelbatouty95:

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[:File:Mohamed.jpg|File:Mohamed.jpg]][[File:OOjs UI icon userAvatar.svg|300px]]
|-
|
;Name:Mohamed Elbatouty
;School (Cohort):University of North Florida (2022 cohort)
;Majoring in:Computer Science
;Country:United States of America
;Email:[[Special:EmailUser/Mohamedelbatouty95]]
|}

==Bio==
Mohamed Elbatouty was born and raised in Jacksonville Florida while also taking multiple trips to Egypt, where his family is originally from. Mohamed went to Stanton College Preparatory school and participated in the AP program, helping him best prepare for life as a college student. Classes such as AP Computer science and AP physics are what have driven him to choose the career and aspirations he has today.

Mohamed is currently a student at the University of North Florida. He hopes to fulfill a degree in Computer Science and continue his education to gain a master's degree in this field. Currently, in his second year at University, Mohamed hopes to be able to focus on extracurriculars to help gain some experience in the world, like this fellowship.

In any free time that can be found in the day, Mohamed enjoys anything physically active or anything that deals with the outdoors. Running, swimming, and playing any sport are a few of what he has been seen doing. Mohamed also puts a huge emphasis on family and friends, with belief that they are what continues to push him on a day-to-day basis.

==Achievements==
• University of North Florida Dean’s List (x4)

• RF-SMART and Morales Family Scholarship

• University of North Florida Presidental Scholarship

• Hicks Honors College Student

==Social media profiles==
[https://www.instagram.com/moham.ede/ Instagram]

[https://www.linkedin.com/in/mohamed-elbatouty-0314bb1a8/ LinkedIn]

[[Category:University of North Florida (2022 cohort)]]
[[Category:Student Contributors]]

{{CatTree|University of North Florida}}

File:Mohamed.jpg

2022-08-26T14:00:00Z

Mohamedelbatouty95: Picture of Mohamed Elbatouty

== Summary ==
Picture of Mohamed Elbatouty

Topic:X1x4nu9h9ncidnf6

2022-08-26T00:01:42Z

Mohamedelbatouty95 (talk | contribs) commented on "Mohamed's Why" (Hi, my name is Mohamed Elbatouty and this is a question that really needs to be answered from the heart. Not only does motivation have to...)

Fellow:Mohamed Elbatouty

2022-08-25T18:12:10Z

Mohamedelbatouty95: /* Bio */

Fellow:Mohamed Elbatouty

2022-08-25T18:11:47Z

Mohamedelbatouty95: /* Social media profiles */

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[File:OOjs UI icon userAvatar.svg|300px]]
|-
|
;Name:Mohamed Elbatouty
;School (Cohort):University of North Florida (2022 cohort)
;Majoring in:Computer Science
;Country:United States of America
;Email:[[Special:EmailUser/Mohamedelbatouty95]]
|}

==Bio==
Mohamed Elbatouty was born and raised in Jacksonville Florida while also taking multiple trips to Egypt, where his family is originally from. Mohamed went to Stanton College Preparatory school and participated in the AP program, helping him best prepare for life as a college student. Classes such as AP Computer science and AP physics are what have driven him to choose the career and aspirations he has today.
Mohamed is currently a student at the University of North Florida. He hopes to fulfill a degree in Computer Science and continue his education to gain a master's degree in this field. Currently, in his second year at University, Mohamed hopes to be able to focus on extracurriculars to help gain some experience in the world, like this fellowship.
In any free time that can be found in the day, Mohamed enjoys anything physically active or anything that deals with the outdoors. Running, swimming, and playing any sport are a few of what he has been seen doing. Mohamed also puts a huge emphasis on family and friends, with belief that they are what continues to push him on a day-to-day basis.

==Achievements==
• University of North Florida Dean’s List (x4)

• RF-SMART and Morales Family Scholarship

• University of North Florida Presidental Scholarship

• Hicks Honors College Student

==Social media profiles==
[https://www.instagram.com/moham.ede/ Instagram]

[https://www.linkedin.com/in/mohamed-elbatouty-0314bb1a8/ LinkedIn]

[[Category:University of North Florida (2022 cohort)]]
[[Category:Student Contributors]]

{{CatTree|University of North Florida}}

Fellow:Mohamed Elbatouty

2022-08-25T18:11:34Z

Mohamedelbatouty95: /* Achievements */

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[File:OOjs UI icon userAvatar.svg|300px]]
|-
|
;Name:Mohamed Elbatouty
;School (Cohort):University of North Florida (2022 cohort)
;Majoring in:Computer Science
;Country:United States of America
;Email:[[Special:EmailUser/Mohamedelbatouty95]]
|}

==Bio==
Mohamed Elbatouty was born and raised in Jacksonville Florida while also taking multiple trips to Egypt, where his family is originally from. Mohamed went to Stanton College Preparatory school and participated in the AP program, helping him best prepare for life as a college student. Classes such as AP Computer science and AP physics are what have driven him to choose the career and aspirations he has today.
Mohamed is currently a student at the University of North Florida. He hopes to fulfill a degree in Computer Science and continue his education to gain a master's degree in this field. Currently, in his second year at University, Mohamed hopes to be able to focus on extracurriculars to help gain some experience in the world, like this fellowship.
In any free time that can be found in the day, Mohamed enjoys anything physically active or anything that deals with the outdoors. Running, swimming, and playing any sport are a few of what he has been seen doing. Mohamed also puts a huge emphasis on family and friends, with belief that they are what continues to push him on a day-to-day basis.

==Achievements==
• University of North Florida Dean’s List (x4)

• RF-SMART and Morales Family Scholarship

• University of North Florida Presidental Scholarship

• Hicks Honors College Student

==Social media profiles==
[https://www.instagram.com/moham.ede/ Instagram]
[https://www.linkedin.com/in/mohamed-elbatouty-0314bb1a8/ LinkedIn]

[[Category:University of North Florida (2022 cohort)]]
[[Category:Student Contributors]]

{{CatTree|University of North Florida}}

User:Mohamedelbatouty95

2022-08-25T18:10:38Z

Mohamedelbatouty95: Redirect to Fellow Page

#REDIRECT [[Fellow:Mohamed Elbatouty]]

Fellow:Mohamed Elbatouty

2022-08-25T18:10:37Z

Mohamedelbatouty95: Created Fellow Page - 2022

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[File:OOjs UI icon userAvatar.svg|300px]]
|-
|
;Name: Mohamed Elbatouty
;School (Cohort): University of North Florida (2022 cohort)
;Majoring in: Computer Science
;Country: United States of America
;Email: [[Special:EmailUser/Mohamedelbatouty95]]
|}

==Bio==
Mohamed Elbatouty was born and raised in Jacksonville Florida while also taking multiple trips to Egypt, where his family is originally from. Mohamed went to Stanton College Preparatory school and participated in the AP program, helping him best prepare for life as a college student. Classes such as AP Computer science and AP physics are what have driven him to choose the career and aspirations he has today.
Mohamed is currently a student at the University of North Florida. He hopes to fulfill a degree in Computer Science and continue his education to gain a master's degree in this field. Currently, in his second year at University, Mohamed hopes to be able to focus on extracurriculars to help gain some experience in the world, like this fellowship.
In any free time that can be found in the day, Mohamed enjoys anything physically active or anything that deals with the outdoors. Running, swimming, and playing any sport are a few of what he has been seen doing. Mohamed also puts a huge emphasis on family and friends, with belief that they are what continues to push him on a day-to-day basis.

==Achievements==
• University of North Florida Dean’s List (x4)
• RF-SMART and Morales Family Scholarship
• University of North Florida Presidental Scholarship
• Hicks Honors College Student

==Social media profiles==
[https://www.instagram.com/moham.ede/ Instagram]
[https://www.linkedin.com/in/mohamed-elbatouty-0314bb1a8/ LinkedIn]

[[Category:University of North Florida (2022 cohort)]]
[[Category:Student Contributors]]

{{CatTree|University of North Florida}}