University Innovation Fellows - User contributions [en]

Priorities:University of Delaware Student Priorities

2016-06-10T15:13:37Z

Mushenski210:

= Project Pitch Video =

{{#Widget:Youtube|id=19ZVYzoeiKM}}

= Encouraging Collaboration Between Engineering and Business Students =

Engineers tend to be interested in innovation, but do not have an interest in entrepreneurship. They would rather pass this responsibility on to someone else. This separation of interests is not inherently problematic, as members of teams typically have different areas of expertise. Engineering and business students can have great success founding companies together. The issue on campus is that there is very little collaboration between these fields. Technical clubs and business clubs do not interact much.

A project that can help tackle the issue would be to form an Innovation Council. This council would exist to share opportunities between the many clubs that otherwise do not interact. The council would meet once per month in a setting where members from different registered student organizations (RSOs) could meet each other and make connections. The council could also establish a showcase session, at the beginning of each year, where different groups can present their projects to potential collaborators. While a detailed timeline remains to be established, the project can be implemented over Spring 2015.

'''Project 1: Innovation Council to Organize Innovation Centric RSOs'''

'''To implement this project, the steps that need to be taken are:'''

#Identify RSOs that would be interested in being part of the Innovation Council
#Reach out to RSOs leaders to present our case
#Identify schedules of each RSO to come up with a date and time where maximum people from each RSO can attend a common meeting
#Present the objective of the Innovation Council to RSO members at the first common meeting
#From the first common meeting, identify the needs of each RSO group that could benefit from a collaboration
#From the first common meeting, establish (or refute) the perceived benefit of the Innovation Council, based on feedback from RSO members and leaders
#Proceed with the formation and registration of the Innovation Council, and establish a location, time and day of monthy meetings, based on the information from steps above
#Establish metrics (number of people attending each meeting, number of collaborations between different RSOs) and an online database to collect meeting minutes, which would help with continual validation of the Innovation Council

= Encouraging engineering students to take entrepreneurship courses =

Through our interviews and research for the University Innovation Fellowship (UIF) program, we identified multiple course offerings related to entrepreneurship and technology innovation. What we found, however, is that the number of engineering students taking these courses was very limited.

Investigating the issue further, we found that courses related to entrepreneurship and technology innovation would typically be classified as "breadth electives" for an engineering student. Next, we checked the college of engineering breadth requirement list for the most recent year. We finally realized that entrepreneurship and technology innovation courses were not explicitly included on the list, while a lot of other courses were specifically included on the list. The result was that it was not clear whether or not courses related to entrepreneurship and technology innovation count towards breadth requirements, and students generally resorted to selecting breadth electives from courses that were explicitly mentioned on the list.

We presented our findings at the stakeholder meeting, and we found that the undergraduate director for biomedical engineering had been working on clarifying and modifying breadth requirements. To that end, we would like to work towards inclusion of entrepreneurship courses in the breadth electives list, which should encourage students with an interest in the field to take those courses. While a detailed timeline remains to be established, the project can be implemented over Winter 2015.

'''Project 2: Inclusion of entrepreneurship courses in the engineering breadth electives list. '''

To implement this project, the steps that need to be taken are:

#Reach out to the undergraduate director for biomedical engineering, to evaluate the steps taken so far, related to the project
#Reach out to the Director of the Horn Program in Entrepreneurship to verify the courses that would be most useful for engineering students
#Reach out to the Assistant Dean for Undergraduate Services to present the issue
#Collect and evaluate feedback about the reasons why or why not the entrepreneurship courses can be included in the breadth electives list
#Identify steps that need to taken to officially change the breadth electives list for the next academic semester and year

= Eliminating Fear of Judgment =

Through our interviews, we found that many students on campus have a fear of judgment. For example, students during a lecture will not answer questions even though they might know the answer. This happens because they fear being judged, in case they are wrong. This fear also seems to translate into not coming up and/or expressing new innovative ideas. The students fear that others may think their idea is silly or will not work. We think that an environment that allows students to express themselves would be helpful to promote flow of ideas and discussions.

To that end, we would like to propose that a "20,000 pitches" day be held on campus. The idea would be to encourage students to speak about either an idea they are passionate about, or a problem they would like to solve. The next step would be identify the top passions and ideas expressed through a voting system for campus students, and grouping students based on common themes. This would lay the groundwork for elimating fear of judgement, increasing interdisciplinary participation, and increasing enthusiasm for identifying problems and implementing solutions. While a detailed timeline needs to be established, the project can be implemented over Spring 2015

'''Project 3: Set up a "20,000 pitches" day on campus. '''

To implement the project, the steps that need to be taken are:

#Collect feedback pertaining to the project from the stakeholder meeting
#Establish steps that need to be taken to implement the idea
#Discuss the pros and cons of establishing the event online vs. in person, during classes on campus, for example
#Identify members from faculty and administration who would need to be enlisted for organizing the event
#Work on logistics for implementing the project, and a timeline
#Establish steps that need to be taken to collect and disperse information across campus.

= Fostering an Environment of Influence Among Peers =

It is a known fact that environment has a large influence on students and the way they approach activities outside of the classroom. Focusing on the environment on campus, we believe that students need to be surrounded by peers that strive to do that same things they aim to do. Whether the goal is to excel in the classroom, to start a new Registered Student Organization (RSO), or to pursure groundbreaking research, we believe that we become the average of the top five people that we hang out with. To that end we would like to propose an initiative that would provide a space for students to immerse themselves among peers they want to be influenced by, in their area of interest. This would be an environment where students feel as if they are all working towards similar goals and shared ambitions. In fact, this was one of the goals for the Delaware Design Institute (DDI), which was established over a year ago on campus, but eventually, the initiative lost momentum. We would like to revive the DDI, which would be a place for students to pursue and explore interdisciplinary collaboration, a place to understand and employ design processes for projects they care about. DDI would serve as an institute that supports and promotes interdisciplinary collaboration and design thinking. This would be a long term project.

'''Project 4: Revive the Delaware Design Institute (DDI).'''
<div>To implement this project, the steps that need to be taken are:</div>
#Identify the reasons why the DDI initiative lost momentum
#Re-establish a steering committee and committed faculty members along with administrative support
#Begin re-recognition of DDI as a campus initiative
#Secure a space on campus that would serve as the maker space for the DDI initiative

= Establishing a legal support system for undergraduate students =

During our research for the University Innovation Fellowship (UIF) program, we realized that the Office of Economic Innovation and Partnerships (OEIP) primarily caters to the needs of faculty members and graduate students, when it comes to legal advice and support. While OEIP has supported a few undergraduate teams in the past, undergraduate students might benefit from a student-led law clinic. The idea would be to identify students who are interested in pursuing law as a career, and match them with students who need legal advice pertaining to filing a patent or establishing a startup, for example. This idea might provide guidance to students who may not completely understand the implications of patent violations and lawsuits, and might work as a preventive measures to avoid such a detrimental scenario. The idea is inspired by the concept established by [http://news.mit.edu/2015/support-students-business-cyber-law-0909 MIT and Boston University School of Law]. This would be a long term project. 

'''Project 5: Establish a law clinic for undergraduate students'''
<div>To implement this project, the steps that need to be taken are:</div>
#Present the idea at the stakeholder meeting
#Follow up with a survey to record instances where legal help was required by undergraduate students, but was not available
#Identify potential collaborators for the project

== Related Links  ==

[[University of Delaware|University of Delaware]]

[http://universityinnovation.org/University%20of%20Delaware%20Student%20Priorities University of Delaware Student Priorites]

[[Jason_Bamford|Jason Bamford]]

[[Zachary_Jones|Zachary Jones]]

[[Ashutosh_Khandha|Ashutosh Khandha]]
<div>[[Nadia_Kiamilev|Nadia Klamilev]]</div>
[[Category:Student Priorities|u]]

Priorities:University of Delaware Student Priorities

2016-06-10T15:11:54Z

Mushenski210:

= Project Pitch Video =

{{#Widget:Youtube|id=19ZVYzoeiKM}}

= Encouraging Collaboration Between Engineering and Business Students =

Engineers tend to be interested in innovation, but do not have an interest in entrepreneurship. They would rather pass this responsibility on to someone else. This separation of interests is not inherently problematic, as members of teams typically have different areas of expertise. Engineering and business students can have great success founding companies together. The issue on campus is that there is very little collaboration between these fields. Technical clubs and business clubs do not interact much.

A project that can help tackle the issue would be to form an Innovation Council. This council would exist to share opportunities between the many clubs that otherwise do not interact. The council would meet once per month in a setting where members from different registered student organizations (RSOs) could meet each other and make connections. The council could also establish a showcase session, at the beginning of each year, where different groups can present their projects to potential collaborators. While a detailed timeline remains to be established, the project can be implemented over Spring 2015.

'''Project 1: Innovation Council to Organize Innovation Centric RSOs'''

'''To implement this project, the steps that need to be taken are:'''

#Identify RSOs that would be interested in being part of the Innovation Council
#Reach out to RSOs leaders to present our case
#Identify schedules of each RSO to come up with a date and time where maximum people from each RSO can attend a common meeting
#Present the objective of the Innovation Council to RSO members at the first common meeting
#From the first common meeting, identify the needs of each RSO group that could benefit from a collaboration
#From the first common meeting, establish (or refute) the perceived benefit of the Innovation Council, based on feedback from RSO members and leaders
#Proceed with the formation and registration of the Innovation Council, and establish a location, time and day of monthy meetings, based on the information from steps above
#Establish metrics (number of people attending each meeting, number of collaborations between different RSOs) and an online database to collect meeting minutes, which would help with continual validation of the Innovation Council

= Encouraging engineering students to take entrepreneurship courses =

Through our interviews and research for the University Innovation Fellowship (UIF) program, we identified multiple course offerings related to entrepreneurship and technology innovation. What we found, however, is that the number of engineering students taking these courses was very limited.

Investigating the issue further, we found that courses related to entrepreneurship and technology innovation would typically be classified as "breadth electives" for an engineering student. Next, we checked the college of engineering breadth requirement list for the most recent year. We finally realized that entrepreneurship and technology innovation courses were not explicitly included on the list, while a lot of other courses were specifically included on the list. The result was that it was not clear whether or not courses related to entrepreneurship and technology innovation count towards breadth requirements, and students generally resorted to selecting breadth electives from courses that were explicitly mentioned on the list.

We presented our findings at the stakeholder meeting, and we found that the undergraduate director for biomedical engineering had been working on clarifying and modifying breadth requirements. To that end, we would like to work towards inclusion of entrepreneurship courses in the breadth electives list, which should encourage students with an interest in the field to take those courses. While a detailed timeline remains to be established, the project can be implemented over Winter 2015.

'''Project 2: Inclusion of entrepreneurship courses in the engineering breadth electives list. '''

To implement this project, the steps that need to be taken are:

#Reach out to the undergraduate director for biomedical engineering, to evaluate the steps taken so far, related to the project
#Reach out to the Director of the Horn Program in Entrepreneurship to verify the courses that would be most useful for engineering students
#Reach out to the Assistant Dean for Undergraduate Services to present the issue
#Collect and evaluate feedback about the reasons why or why not the entrepreneurship courses can be included in the breadth electives list
#Identify steps that need to taken to officially change the breadth electives list for the next academic semester and year

= Eliminating Fear of Judgment =

Through our interviews, we found that many students on campus have a fear of judgment. For example, students during a lecture will not answer questions even though they might know the answer. This happens because they fear being judged, in case they are wrong. This fear also seems to translate into not coming up and/or expressing new innovative ideas. The students fear that others may think their idea is silly or will not work. We think that an environment that allows students to express themselves would be helpful to promote flow of ideas and discussions.

To that end, we would like to propose that a "20,000 pitches" day be held on campus. The idea would be to encourage students to speak about either an idea they are passionate about, or a problem they would like to solve. The next step would be identify the top passions and ideas expressed through a voting system for campus students, and grouping students based on common themes. This would lay the groundwork for elimating fear of judgement, increasing interdisciplinary participation, and increasing enthusiasm for identifying problems and implementing solutions. While a detailed timeline needs to be established, the project can be implemented over Spring 2015

'''Project 3: Set up a "20,000 pitches" day on campus. '''

To implement the project, the steps that need to be taken are:

#Collect feedback pertaining to the project from the stakeholder meeting
#Establish steps that need to be taken to implement the idea
#Discuss the pros and cons of establishing the event online vs. in person, during classes on campus, for example
#Identify members from faculty and administration who would need to be enlisted for organizing the event
#Work on logistics for implementing the project, and a timeline
#Establish steps that need to be taken to collect and disperse information across campus.

= Fostering an Environment of Influence Among Peers =

It is a known fact that environment has a large influence on students and the way they approach activities outside of the classroom. Focusing on the environment on campus, we believe that students need to be surrounded by peers that strive to do that same things they aim to do. Whether the goal is to excel in the classroom, to start a new Registered Student Organization (RSO), or to pursure groundbreaking research, we believe that we become the average of the top five people that we hang out with. To that end we would like to propose an initiative that would provide a space for students to immerse themselves among peers they want to be influenced by, in their area of interest. This would be an environment where students feel as if they are all working towards similar goals and shared ambitions. In fact, this was one of the goals for the Delaware Design Institute (DDI), which was established over a year ago on campus, but eventually, the initiative lost momentum. We would like to revive the DDI, which would be a place for students to pursue and explore interdisciplinary collaboration, a place to understand and employ design processes for projects they care about. DDI would serve as an institute that supports and promotes interdisciplinary collaboration and design thinking. This would be a long term project.

'''Project 4: Revive the Delaware Design Institute (DDI).'''
<div>To implement this project, the steps that need to be taken are:</div>
#Identify the reasons why the DDI initiative lost momentum
#Re-establish a steering committee and committed faculty members along with administrative support
#Begin re-recognition of DDI as a campus initiative
#Secure a space on campus that would serve as the maker space for the DDI initiative

= Establishing a legal support system for undergraduate students =

During our research for the University Innovation Fellowship (UIF) program, we realized that the Office of Economic Innovation and Partnerships (OEIP) primarily caters to the needs of faculty members and graduate students, when it comes to legal advice and support. While OEIP has supported a few undergraduate teams in the past, undergraduate students might benefit from a student-led law clinic. The idea would be to identify students who are interested in pursuing law as a career, and match them with students who need legal advice pertaining to filing a patent or establishing a startup, for example. This idea might provide guidance to students who may not completely understand the implications of patent violations and lawsuits, and might work as a preventive measures to avoid such a detrimental scenario. The idea is inspired by the concept established by [http://news.mit.edu/2015/support-students-business-cyber-law-0909 MIT and Boston University School of Law]. This would be a long term project. 

'''Project 5: Establish a law clinic for undergraduate students'''
<div>To implement this project, the steps that need to be taken are:</div>
#Present the idea at the stakeholder meeting
#Follow up with a survey to record instances where legal help was required by undergraduate students, but was not available
#Identify potential collaborators for the project

== Related Links  ==

[[University_of_Delaware|University of Delaware]]

[http://universityinnovation.org/University%20of%20Delaware%20Student%20Priorities University of Delaware Student Priorites]

[http://universityinnovation.org/Jason%20Bamford Jason Bamford]

[http://universityinnovation.org/Zachary%20Jones Zachary Jones]

[http://universityinnovation.org/Ashutosh%20Khandha Ashutosh Khandha]

[http://universityinnovation.org/Nadia%20Kiamilev Nadia Kiamilev]
<div> </div>
[[Category:Student Priorities|u]]

Priorities:University of Delaware Student Priorities

2016-06-10T15:11:30Z

Mushenski210:

= Project Pitch Video =

{{#Widget:Youtube|id=19ZVYzoeiKM}}

= Encouraging Collaboration Between Engineering and Business Students =

Engineers tend to be interested in innovation, but do not have an interest in entrepreneurship. They would rather pass this responsibility on to someone else. This separation of interests is not inherently problematic, as members of teams typically have different areas of expertise. Engineering and business students can have great success founding companies together. The issue on campus is that there is very little collaboration between these fields. Technical clubs and business clubs do not interact much.

A project that can help tackle the issue would be to form an Innovation Council. This council would exist to share opportunities between the many clubs that otherwise do not interact. The council would meet once per month in a setting where members from different registered student organizations (RSOs) could meet each other and make connections. The council could also establish a showcase session, at the beginning of each year, where different groups can present their projects to potential collaborators. While a detailed timeline remains to be established, the project can be implemented over Spring 2015.

'''Project 1: Innovation Council to Organize Innovation Centric RSOs'''

'''To implement this project, the steps that need to be taken are:'''

#Identify RSOs that would be interested in being part of the Innovation Council
#Reach out to RSOs leaders to present our case
#Identify schedules of each RSO to come up with a date and time where maximum people from each RSO can attend a common meeting
#Present the objective of the Innovation Council to RSO members at the first common meeting
#From the first common meeting, identify the needs of each RSO group that could benefit from a collaboration
#From the first common meeting, establish (or refute) the perceived benefit of the Innovation Council, based on feedback from RSO members and leaders
#Proceed with the formation and registration of the Innovation Council, and establish a location, time and day of monthy meetings, based on the information from steps above
#Establish metrics (number of people attending each meeting, number of collaborations between different RSOs) and an online database to collect meeting minutes, which would help with continual validation of the Innovation Council

= Encouraging engineering students to take entrepreneurship courses =

Through our interviews and research for the University Innovation Fellowship (UIF) program, we identified multiple course offerings related to entrepreneurship and technology innovation. What we found, however, is that the number of engineering students taking these courses was very limited.

Investigating the issue further, we found that courses related to entrepreneurship and technology innovation would typically be classified as "breadth electives" for an engineering student. Next, we checked the college of engineering breadth requirement list for the most recent year. We finally realized that entrepreneurship and technology innovation courses were not explicitly included on the list, while a lot of other courses were specifically included on the list. The result was that it was not clear whether or not courses related to entrepreneurship and technology innovation count towards breadth requirements, and students generally resorted to selecting breadth electives from courses that were explicitly mentioned on the list.

We presented our findings at the stakeholder meeting, and we found that the undergraduate director for biomedical engineering had been working on clarifying and modifying breadth requirements. To that end, we would like to work towards inclusion of entrepreneurship courses in the breadth electives list, which should encourage students with an interest in the field to take those courses. While a detailed timeline remains to be established, the project can be implemented over Winter 2015.

'''Project 2: Inclusion of entrepreneurship courses in the engineering breadth electives list. '''

To implement this project, the steps that need to be taken are:

#Reach out to the undergraduate director for biomedical engineering, to evaluate the steps taken so far, related to the project
#Reach out to the Director of the Horn Program in Entrepreneurship to verify the courses that would be most useful for engineering students
#Reach out to the Assistant Dean for Undergraduate Services to present the issue
#Collect and evaluate feedback about the reasons why or why not the entrepreneurship courses can be included in the breadth electives list
#Identify steps that need to taken to officially change the breadth electives list for the next academic semester and year

= Eliminating Fear of Judgment =

Through our interviews, we found that many students on campus have a fear of judgment. For example, students during a lecture will not answer questions even though they might know the answer. This happens because they fear being judged, in case they are wrong. This fear also seems to translate into not coming up and/or expressing new innovative ideas. The students fear that others may think their idea is silly or will not work. We think that an environment that allows students to express themselves would be helpful to promote flow of ideas and discussions.

To that end, we would like to propose that a "20,000 pitches" day be held on campus. The idea would be to encourage students to speak about either an idea they are passionate about, or a problem they would like to solve. The next step would be identify the top passions and ideas expressed through a voting system for campus students, and grouping students based on common themes. This would lay the groundwork for elimating fear of judgement, increasing interdisciplinary participation, and increasing enthusiasm for identifying problems and implementing solutions. While a detailed timeline needs to be established, the project can be implemented over Spring 2015

'''Project 3: Set up a "20,000 pitches" day on campus. '''

To implement the project, the steps that need to be taken are:

#Collect feedback pertaining to the project from the stakeholder meeting
#Establish steps that need to be taken to implement the idea
#Discuss the pros and cons of establishing the event online vs. in person, during classes on campus, for example
#Identify members from faculty and administration who would need to be enlisted for organizing the event
#Work on logistics for implementing the project, and a timeline
#Establish steps that need to be taken to collect and disperse information across campus.

= Fostering an Environment of Influence Among Peers =

It is a known fact that environment has a large influence on students and the way they approach activities outside of the classroom. Focusing on the environment on campus, we believe that students need to be surrounded by peers that strive to do that same things they aim to do. Whether the goal is to excel in the classroom, to start a new Registered Student Organization (RSO), or to pursure groundbreaking research, we believe that we become the average of the top five people that we hang out with. To that end we would like to propose an initiative that would provide a space for students to immerse themselves among peers they want to be influenced by, in their area of interest. This would be an environment where students feel as if they are all working towards similar goals and shared ambitions. In fact, this was one of the goals for the Delaware Design Institute (DDI), which was established over a year ago on campus, but eventually, the initiative lost momentum. We would like to revive the DDI, which would be a place for students to pursue and explore interdisciplinary collaboration, a place to understand and employ design processes for projects they care about. DDI would serve as an institute that supports and promotes interdisciplinary collaboration and design thinking. This would be a long term project.

'''Project 4: Revive the Delaware Design Institute (DDI).'''
<div>To implement this project, the steps that need to be taken are:</div>
#Identify the reasons why the DDI initiative lost momentum
#Re-establish a steering committee and committed faculty members along with administrative support
#Begin re-recognition of DDI as a campus initiative
#Secure a space on campus that would serve as the maker space for the DDI initiative

= Establishing a legal support system for undergraduate students =

During our research for the University Innovation Fellowship (UIF) program, we realized that the Office of Economic Innovation and Partnerships (OEIP) primarily caters to the needs of faculty members and graduate students, when it comes to legal advice and support. While OEIP has supported a few undergraduate teams in the past, undergraduate students might benefit from a student-led law clinic. The idea would be to identify students who are interested in pursuing law as a career, and match them with students who need legal advice pertaining to filing a patent or establishing a startup, for example. This idea might provide guidance to students who may not completely understand the implications of patent violations and lawsuits, and might work as a preventive measures to avoid such a detrimental scenario. The idea is inspired by the concept established by [http://news.mit.edu/2015/support-students-business-cyber-law-0909 MIT and Boston University School of Law]. This would be a long term project. 

'''Project 5: Establish a law clinic for undergraduate students'''
<div>To implement this project, the steps that need to be taken are:</div>
#Present the idea at the stakeholder meeting
#Follow up with a survey to record instances where legal help was required by undergraduate students, but was not available
#Identify potential collaborators for the project

== Related Links  ==

[http://universityinnovation.org/University%20of%20Delaware University of Delaware]

[http://universityinnovation.org/University%20of%20Delaware%20Student%20Priorities University of Delaware Student Priorites]

[http://universityinnovation.org/Jason%20Bamford Jason Bamford]

[http://universityinnovation.org/Zachary%20Jones Zachary Jones]

[http://universityinnovation.org/Ashutosh%20Khandha '''Ashutosh Khandha''']

[http://universityinnovation.org/Nadia%20Kiamilev Nadia Kiamilev]
<div> </div>
[[Category:Student Priorities|u]]

School:University of Delaware

2016-06-10T15:10:34Z

Mushenski210:

School:University of Delaware

2016-06-10T15:10:22Z

Mushenski210:

School:University of Delaware

2016-06-10T15:08:55Z

Mushenski210:

= Promoting student innovation and entrepreneurship  =

Student innovation and entrepreneurship is encouraged in select fields, namely business and to a certain extent, in engineering. There are a huge variety of course offerings that focus on a strong entrepreneurial emphasis. In all of these courses, students create new product or business ideas, which they further develop over the course of the semester by talking to potential consumers. While this is promising for business students, engineering students are primarily interested in innovation and recognize it as a skill required of them. All students have a basic awareness that there are a multitude of resources on campus for them, if they are interested in pursuing entrepreneurship. Faculty members and stakeholders are very supportive of implementing an innovation and entrepreneursip initiative on campus.
<div> </div>

= Encouraging faculty innovation and entrepreneurship =

The Office of Economic Innovation and Partnerships (OEIP) plays a significant role in assisting faculty members with innovation. Faculty members are also allowed to take a day every week to work on their own ideas, which could potentially lead to product innovation, a startup or a licensing opportunity. OEIP also provides assistance with training related to SBIR (Small Business Innovation Research) and STTR (Small Business Technology Transfer) grant application process. OEIP is working on making their online interface easier for faculty members to navigate.

Faculty members are excited and passionate about innovation, but do need assistance when it comes to exploring the commercial viability of an idea or a product. Besides OEIP, the University of Delaware library offers access to latest data related to industry research, marketing research and small business and entrepreneurship. This resource is useful to evaluate the viability of an idea.

Faculty members are also encouraged to present their ideas and prototypes during the “Entrepreneurship and Risk: Meeting the Challenges” course (listed as MSEG 425). The course is attended by a group of engineering and business majors who develop a business plan for the faculty members to pursue it further.

= Actively supporting the university technology transfer function =

The Technology Transfer Center (TTC) within the Office of Economic Innovation and Partnerships (OEIP) is responsible for the protection, management and commercialization of the University of Delaware's intellectual property assets. The TTC also provides advice to UD faculty, staff and graduate students regarding the disclosure of innovations, IP protection in the form of patents, copyrights, trademarks, as well as contracts and other research-related agreements.

As inventors become entrepreneurs, the TTC, in cooperation with the Delaware Small Business Development Center (SBDC), assists with the growth of new businesses by providing consulting and training in areas such as business strategy and planning, funding strategy, team development, and management skill development.

= Facilitating University-Industry Collaboration =

The Delaware technology park offers a space for new startups and established companies. STAR campus is home to the universities rehabilitation centers and health science laboratories. With the completion of a new building adjacent to STAR, startups and small companies will be able to lease office space on campus, and also provide opportunities for students.  Leading Edge Venture, First State Innovation, Vital venture Capital, and Yet2ventures are financial venture firms that students can contact for investments. A good mentor network can also be found by either talking to a Horn Advisory Board member or a Lerner Executive Mentor.

= Engaging with regional and local economic development efforts =

 The Small Business Development Center (SBDC) is a potential resource for new businesses. Along with advising, they can help with procuring space to set up their business, in the Delaware technology park. Also, the Office of Economic Innovation and Partnerships (OEIP) help university employees with patent filing and commercializing potentially viable ideas. Undergraduate students go through the Venture Development Center (VDC) for assistance with the above.

= Landscape Resource Links =

 [https://docs.google.com/presentation/d/1ss-He1jYSGS-QNoVQsxTSVJp66--56vId2YnBNPaQ9o/edit?usp=sharing Landscape Canvas Presentation]

[https://docs.google.com/spreadsheets/d/1cm6KuKVZdHeaWKyfB6aKfIC9FZ2lmcAQOofgfKXv4G8/edit?usp=sharing Landscape Canvas Google Spreadsheet ]

[http://universityinnovation.org/University%20of%20Delaware University of Delaware]

[http://universityinnovation.org/University%20of%20Delaware%20Student%20Priorities University of Delaware Student Priorites]

[http://universityinnovation.org/Jason%20Bamford Jason Bamford]

[http://universityinnovation.org/Zachary%20Jones Zachary Jones]

[[Ashutosh_Khandha|'''Ashutosh Khandha''']]

[http://universityinnovation.org/Nadia%20Kiamilev Nadia Kiamilev]

[[Category:Student Contributors|a]]

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| width="250" style="box-sizing: border-box; margin: 0px; padding: 9px 12px; border-style: none solid solid none; border-color: rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline;" | 
|}

[[Category:Universities]]

School:University of Delaware

2016-06-10T15:07:16Z

Mushenski210:

= Promoting student innovation and entrepreneurship  =

Student innovation and entrepreneurship is encouraged in select fields, namely business and to a certain extent, in engineering. There are a huge variety of course offerings that focus on a strong entrepreneurial emphasis. In all of these courses, students create new product or business ideas, which they further develop over the course of the semester by talking to potential consumers. While this is promising for business students, engineering students are primarily interested in innovation and recognize it as a skill required of them. All students have a basic awareness that there are a multitude of resources on campus for them, if they are interested in pursuing entrepreneurship. Faculty members and stakeholders are very supportive of implementing an innovation and entrepreneursip initiative on campus.
<div> </div>

= Encouraging faculty innovation and entrepreneurship =

The Office of Economic Innovation and Partnerships (OEIP) plays a significant role in assisting faculty members with innovation. Faculty members are also allowed to take a day every week to work on their own ideas, which could potentially lead to product innovation, a startup or a licensing opportunity. OEIP also provides assistance with training related to SBIR (Small Business Innovation Research) and STTR (Small Business Technology Transfer) grant application process. OEIP is working on making their online interface easier for faculty members to navigate.

Faculty members are excited and passionate about innovation, but do need assistance when it comes to exploring the commercial viability of an idea or a product. Besides OEIP, the University of Delaware library offers access to latest data related to industry research, marketing research and small business and entrepreneurship. This resource is useful to evaluate the viability of an idea.

Faculty members are also encouraged to present their ideas and prototypes during the “Entrepreneurship and Risk: Meeting the Challenges” course (listed as MSEG 425). The course is attended by a group of engineering and business majors who develop a business plan for the faculty members to pursue it further.

= Actively supporting the university technology transfer function =

The Technology Transfer Center (TTC) within the Office of Economic Innovation and Partnerships (OEIP) is responsible for the protection, management and commercialization of the University of Delaware's intellectual property assets. The TTC also provides advice to UD faculty, staff and graduate students regarding the disclosure of innovations, IP protection in the form of patents, copyrights, trademarks, as well as contracts and other research-related agreements.

As inventors become entrepreneurs, the TTC, in cooperation with the Delaware Small Business Development Center (SBDC), assists with the growth of new businesses by providing consulting and training in areas such as business strategy and planning, funding strategy, team development, and management skill development.

= Facilitating University-Industry Collaboration =

The Delaware technology park offers a space for new startups and established companies. STAR campus is home to the universities rehabilitation centers and health science laboratories. With the completion of a new building adjacent to STAR, startups and small companies will be able to lease office space on campus, and also provide opportunities for students.  Leading Edge Venture, First State Innovation, Vital venture Capital, and Yet2ventures are financial venture firms that students can contact for investments. A good mentor network can also be found by either talking to a Horn Advisory Board member or a Lerner Executive Mentor.

= Engaging with regional and local economic development efforts =

 The Small Business Development Center (SBDC) is a potential resource for new businesses. Along with advising, they can help with procuring space to set up their business, in the Delaware technology park. Also, the Office of Economic Innovation and Partnerships (OEIP) help university employees with patent filing and commercializing potentially viable ideas. Undergraduate students go through the Venture Development Center (VDC) for assistance with the above.

= Landscape Resource Links =

 [https://docs.google.com/presentation/d/1ss-He1jYSGS-QNoVQsxTSVJp66--56vId2YnBNPaQ9o/edit?usp=sharing Landscape Canvas Presentation]

[https://docs.google.com/spreadsheets/d/1cm6KuKVZdHeaWKyfB6aKfIC9FZ2lmcAQOofgfKXv4G8/edit?usp=sharing Landscape Canvas Google Spreadsheet ]

{| width="500" style="box-sizing: border-box; margin: 0px 0px 20px; padding: 0px; border: 0px rgb(225, 225, 225); font-stretch: inherit; font-size: 13px; line-height: 23.1px; font-family: 'Open Sans', HelveticaNeue, 'Helvetica Neue', Helvetica, Arial, sans-serif; vertical-align: baseline; border-collapse: collapse; border-spacing: 0px; width: 833px; color: rgb(102, 102, 102); background: rgb(252, 252, 252);"
|- style="box-sizing: border-box; margin: 0px; padding: 0px; border: 0px rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; font-size: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline; color: rgb(145, 145, 145); background-color: rgb(255, 255, 255);"
| width="250" style="box-sizing: border-box; margin: 0px; padding: 9px 12px; border-style: none solid solid; border-color: rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline;" | [http://universityinnovation.org/wiki/Jason_Bamford Jason Bamford]
| width="250" style="box-sizing: border-box; margin: 0px; padding: 9px 12px; border-style: none solid solid none; border-color: rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline;" | Fall 2015
|- style="box-sizing: border-box; margin: 0px; padding: 0px; border: 0px rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; font-size: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline; background-image: initial; background-attachment: initial; background-size: initial; background-origin: initial; background-clip: initial; background-position: initial; background-repeat: initial;"
| width="250" style="box-sizing: border-box; margin: 0px; padding: 9px 12px; border-style: none solid solid; border-color: rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline;" | [http://universityinnovation.org/wiki/Zachary_Jones Zachary Jones]
| width="250" style="box-sizing: border-box; margin: 0px; padding: 9px 12px; border-style: none solid solid none; border-color: rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline;" | Fall 2015
|- style="box-sizing: border-box; margin: 0px; padding: 0px; border: 0px rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; font-size: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline; color: rgb(145, 145, 145); background-color: rgb(255, 255, 255);"
| width="250" style="box-sizing: border-box; margin: 0px; padding: 9px 12px; border-style: none solid solid; border-color: rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline;" | [http://universityinnovation.org/wiki/Ashutosh_Khandha Ashutosh Khandha]
| width="250" style="box-sizing: border-box; margin: 0px; padding: 9px 12px; border-style: none solid solid none; border-color: rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline;" | Fall 2015
|- style="box-sizing: border-box; margin: 0px; padding: 0px; border: 0px rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; font-size: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline; background-image: initial; background-attachment: initial; background-size: initial; background-origin: initial; background-clip: initial; background-position: initial; background-repeat: initial;"
| width="250" style="box-sizing: border-box; margin: 0px; padding: 9px 12px; border-style: none solid solid; border-color: rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline;" | [http://universityinnovation.org/wiki/Nadia_Kiamilev Nadia Kiamilev]
| width="250" style="box-sizing: border-box; margin: 0px; padding: 9px 12px; border-style: none solid solid none; border-color: rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline;" | Fall 2015
|}

{| width="500" style="box-sizing: border-box; margin: 0px 0px 20px; padding: 0px; border: 0px rgb(225, 225, 225); font-stretch: inherit; font-size: 13px; line-height: 23.1px; font-family: 'Open Sans', HelveticaNeue, 'Helvetica Neue', Helvetica, Arial, sans-serif; vertical-align: baseline; border-collapse: collapse; border-spacing: 0px; width: 833px; color: rgb(102, 102, 102); background: rgb(252, 252, 252);"
|- style="box-sizing: border-box; margin: 0px; padding: 0px; border: 0px rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; font-size: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline; background-image: initial; background-attachment: initial; background-size: initial; background-origin: initial; background-clip: initial; background-position: initial; background-repeat: initial;"
| colspan="2" style="box-sizing: border-box; margin: 0px; padding: 9px 12px; border-style: solid; border-color: rgb(225, 225, 225); font-style: inherit; font-variant: inherit; font-weight: inherit; font-stretch: inherit; line-height: inherit; font-family: inherit; vertical-align: baseline;" |
|}

[[Category:Universities]]

Fellow:Jason Force

2016-05-19T13:29:49Z

Mushenski210:

'''Jason Force''' is an Electrical Engineering student at George Mason University, and is the founder and CEO of Iron Goat Technology.[[File:Jforce profile1.jpg|thumb]]

Jason sees the need to have internal innovation at academic institutions, and believes that the University Innovation Fellow program is a critical part of that effort.  The renewed interest in aligning business models with stakeholder needs, combined with the information leveling power of the internet should usher in a new age of learning institutions. 

Although Jason's career has substantially been in the defense electronics industry, a new interest in global solutions for a sustainable world has led to a search for business models and technical solutions around biomass-powered robotics.  The search for academic support and partners in this area led to a better understanding of the challenges faced by innovative leaders in academic institutions.

Jason gives general I&E outreach talks for students, with a focus on IT, Engineering, and Biochemistry.

== Related Links ==

[[George Mason University|George Mason University]]

[[George Mason University Student Priorities|George Mason University Student Priorities]]

[[Jade_Garrett|Jade Garrett]]

[[Ethan_Ellert|'''Ethan Ellert''']]

[[Tetis Chang|Tetis Chang]]

'''Jason Force'''

[[Nicole Parker|Nicole Parker]]

[[Category:Student Contributors|j]]

Fellow:Tetis Chang

2016-05-19T13:29:20Z

Mushenski210:

[[File:ProfilePic.jpg]]

Tetis Chang is a University Innovation Fellow completing a Master’s Degree in Applied Information Technology (AIT) at George Mason University. She is currently active in both STEM outreach coordinator and a Maker. Making is a new experience that she has discovered  this past year resulting in a active participation of all things 3D printing, microcontroller, etc. As a STEM outreach coordinator on campus, she main role is to increase the numbers of women in STEM. She conducts outreach through camps and workshops to local middle and high school students.  

Tetis is excited to implement programs that promote Innovation and entrepreneurship on campus through the UIF program. Many resources already exist, however there is problem with both awareness and the lack of multidisciplinary resources. One goal that Tetis is striving towards in to increase students awareness of all the possible activities that promote Innovation and entrepreneurship but also to create new opportunities such as biweekly lightning pitches through multidisciplinary participation.

== Related Links ==

[[George Mason University|George Mason University]]

[[George Mason University Student Priorities|George Mason University Student Priorities]]

[[Jade_Garrett|Jade Garrett]]

[[Ethan Ellert|'''Ethan Ellert''']]

'''Tetis Chang'''

[[Jason Force|Jason Force]]

[[Nicole Parker|Nicole Parker]]

[[Category:Student Contributors|t]]

Fellow:Ethan Ellert

2016-05-19T13:29:02Z

Mushenski210:

Ethan is a fourth-year Global Affairs student at George Mason University. His concentration is in Global Economy and Management, and he thoroughly enjoys researching and analyzing political and business topics and trends, specifically relating to China. He spent this summer in Shanghai and took mandarin courses while interning for a sports technology startup.

[[File:E.Ellert.jpg|thumb|right|E.Ellert.jpg]]Although not an engineer or computer science major, Ethan has plenty of tech ideas and hopes to develop one this year through a few business programs on campus. It was this, along with the desire to help others build their own ideas that pushed him to apply to become a University Innovation Fellow. 

== Related Links ==

[[George Mason University|George Mason University]]

[[George Mason University Student Priorities|George Mason University Student Priorities]]

[[Jade_Garrett|Jade Garrett]]

'''Ethan Ellert'''

[[Tetis Chang|Tetis Chang]]

[[Jason Force|Jason Force]]

[[Nicole Parker|Nicole Parker]]

[[Category:Student Contributors|e]]

Priorities:George Mason University Student Priorities

2016-05-19T13:28:43Z

Mushenski210:

[[File:GMU.png]]

'''Overview '''

George Mason University has been taking great strides to support Innovation and Entrepreneurship on campus. So far, there are multiple organization and spaces open for students.
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>MIX (Mason Innovation Exchange)<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Opening this October, The MIX will act as a open space for both Mason Students and the local community (on weekends) to have access to equipment such as 3D printers, microcontroller library and much more.</li>
<li>This space is student-run and also will host competitions and workshops.</li>
</ul></li>
<li>Innovation Lab<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Run by the School of Business, Innovation Lab is a 2 month program that helps students and alumni develop a focused business plan and a MVP (Minimum Viable Product)</li>
</ul></li>
<li>Startup Mason</li>
</ul>

'''Strategy 1: Increase Awareness of current I&E'''

George Mason has several resources to offer, but often times our students are unaward of them or who to contact. Projects are interdisciplinary and will almost always require insight from different areas of study in order to succeed. We want to see more involvement in our clubs, especially now with the establishment of the Mason Innovation Exchange.

Fliers and listsev emails are the most common ways of advertising on campus. This can be effective, and attract the people who are looking, but with a school of three campuses and over 33,000 students this can only go so far.

'''Task 1: Expand visiting lecture programs '''

George Mason has a TEDx program that hosts muliplte speakers in addition to an anual conference. Inviting a successful entrepreneur/startup in the DC area, or a Mason alum to give a talk would be an excellent way to inspire students. 

 '''Task 2: Pitches in classrooms'''

Making short pitches in business and engineering courses is the most direct way to engage with students and advertise I&E opportunities around campus. A simple and effectivep pitch is a cheap but powerful tool. Our fellows do have limited time and scheduling visits with professors must be done well in advance.

'''Strategy 2: Introduce new (zero-credit to start) Course '''

Innovation requires collaboration. Creating and running a company requires brining in diverse skill sets to complete a variety of different tasks. Why keep students within their respective schools for most of their college careers then?

Many majors have senoior capstone or design courses, and while these are useful and often times require a few years of experience and knowledge to complete, it may be worth while to create an early stage design class. This one will be interdisciplinary, with the intention of forging creative and strong relationships with different schools and majors early on.

'''Task 1: meet with target departments'''

'''Task 2: develop course outline '''

'''Task 3: gauge opinion of students (lean startup, right?!)'''

'''Strategy 3: Interdisciplinary app/web building organization '''

This idea was inspired by successful projects at other schools. This institution would operated as a quasi-business under control of the university. Students would be selected through a hiring process and work on projects in three main categories:

1) app and web development

2) web and graphic design

3) maintenaince and analytics

Students can earn money, develop connections, and build a portfolio that will help secure successful jobs upon graduation. It also serves as a focal point for others who lack programming experience to seek out assistance on projects and business ideas. Foreign students have much to gain as well, as their visas prohibit work outside of the school. Because this would be a part of the university, we can provide solid, career related work.

'''Task 1: Meet with relevant groups and departments'''

'''Task 2: Recruit members'''

'''Task 3: Draft proposal to send to Provost and departments'''

'''Task 4: Pound the pavement and use school networks to assemble client list'''

'''Task 5: Seek out partnerships - Google Partners, establish Google Developers Group '''

'''Task 6: Develop school hackathon '''

'''Strategy 4: Centralized website'''

There is a very basic structure website (makers.onmason.com) that currenly serves as our hub for resources and groups on campus. This could use a little revamp into something more user and mobile friendly, and that provides more information. Ideally, every project, place, group, etc. that relates to I&E would get their own web page(s). This would be easier to acchomplish with the above mentioned strategy and could possibly serve as a first project.

'''Task 1: scout for (and secure) talent'''

Mason SRCT (student run computing and technology), web/graphic design courses are the first places to recruit.

'''Task 2: contact relevent organizations, projects, and people'''

This is meant to be a central online hub for students to connect and learn about everythign I&E on campus, which means that every relevant stakeholder should have a spot. These include

*RSOs (registered student organizations)
*Innovation Lab
*MIX
*LITE
*Inventors Club
*Startup Mason
*Startup Vixens
*Business Plan Competition
*Pragmatics Pitch (LITE)
*Center for I&E
*Center for Social Entrepreneurship
*External workspaces (1776, MEC, Nova Labs)
*many more...



'''Task 3: secure funding from school'''

Students will be paid for their work, both for construction and maintainence. Funding could come from departments, the Provost office, or grants offered through a few departments. The Auxiliary Enterprises grant is one particular option, and awards funding for projects that fall within the school's mission statement. 

'''Strategy 5: Create I&E Living and Learning Community (LLC)'''

 George Mason has a Business and Economics living and learning community for freshman. Expanding this to incorporate other years and a more entrepreneurial curriculum/atmoshper will allow students at various levels and backgrounds to become involved in our growing I&E environment. Students at various experience levels can mentor the younger members, and the multidisciplinary approach will allows the program to be much more comprehensive - from idea generation, construction, and depolyment.  

'''Strategy 6: Mason I&E Fellows/ University Innovation Freshman'''

Another project we as a team plan to pursue is to create a Mason-run Innovation and Entreprenuership cohort. The proposal is to bring in a team of students early on as freshmans or sophmores and through their time as Mason students, have them plan and execute projects all over campus that promote innovation and entreprenuerhip. This plan's objective is to make I&E part of the Mason culture and in addition to have a self-sustaining model. 

'''Task 1: Develop guidelines/curriculum - mission statement'''

'''Task 2: Develop projects and initiatives for students to pursue '''

'''Task 2: Advertise in specific courses'''

=  Related Links: =

[[George Mason University|George Mason University]]

'''George_Mason_University_Student_Priorities'''

[[Ethan Ellert|'''Ethan Ellert''']]

'''[[Tetis Chang|Tetis_Chang]]'''

'''[[Jason Force|Jason_Force]]'''

[[Nicole Parker|Nicole Parker]]

[[Jade_Garrett|Jade Garrett]]

[[Category:Student Priorities|g]]

School:George Mason University

2016-05-19T13:28:07Z

Mushenski210:

[[File:GMU.png]]

'''Overview'''

George Mason University has been taking great strides to support Innovation and Entrepreneurship on campus. So far, there are multiple organization and spaces open for students.
<ul style="margin: 0pt 0px 0pt 1.6em; padding: 0px; line-height: 20.16px; color: rgb(102, 102, 102); font-family: 'Open Sans', sans-serif; font-size: 14.4px;">
<li>MIX (Mason Innovation Exchange)<ul style="margin: 0pt 0px 0pt 1.6em; padding: 0px; line-height: 1.4;">
<li>Opening this October, The MIX will act as a open space for both Mason Students and the local community (on weekends) to have access to equipment such as 3D printers, microcontroller library and much more.</li>
<li>This space is student-run and also will host competitions and workshops.</li>
</ul></li>
<li>Innovation Lab<ul style="margin: 0pt 0px 0pt 1.6em; padding: 0px; line-height: 1.4;">
<li>Run by the School of Business, Innovation Lab is a 2 month program that helps students and alumni develop a focused business plan and a MVP (Minimum Viable Product)</li>
</ul></li>
<li>Startup Mason</li>
<li></li>
</ul>

'''Promoting student innovation and entrepreneurship'''

Mason has shown strong committment to expanding resources and support for student I&E. The Innovation Lab, added in 2014, provides curriculum, mentors, shared work space, activities, and a small stipend for student teams to develop and accelerate their ideas. The Laboratory for IT Entrepreneurshipp, run by professors in the School of Engineering provides advising to student teams and hosts two pitch competitons annually. 

The Mason innovation Exchange was opended this semester (Fall 2015), and provides a large open area for student to interact and build with 3D printers, sodering equipment, and (hopefully) a laser cutter. The MIX is located in a large academic bulding that is not associated with any particuluar department, with the intent of attracting students from a vairety of backgrounds and interests. 

[[File:GMUMIX.png]]

'''Encouraging faculty innovation and entrepreneurship'''

Our faculty are one of our most vital I&E resources on campus and can be a catalyst for student entrepreneneurship. Several of Mason professors are actively invovled in award winning research, product development, and startups.

Dr. Lofaro, a robotics professor in the School of Engineering, created Lofaros Labs, which is home to several cutting edge research projects focused on the development of innovative and low cost robotics systems.

Jim Wolfe, our entrepreneur in residence has either created, advides, or invested in over 50 startups in his career. He is currently working on a company with technology developed by and owned by the school called FirstGuard.

A team lead by computer science Professor Jeff Offutt was awarded a large grant from Google's Computer Science Capacity Awards program this past spring. The project aims to create an innovative teaching model of self-paced introductory programming courses.

'''Actively supporting the unniverstiy technology transfer function'''

The George Mason Office of Tech Transfer provides assistance with students and staff projects through inventor disclosure, guides to commercialization, and patent advice. One goal for the incoming Fellows is to develop a strong outline of school IP and commercialization policies that can be used to advise student ventures and projects. 

'''Facilitating university-industry collaboration'''

George Mason is ever expanding and growing our relationships with companies within the region. Northern Virginia is a hotbed for software companies and government contractors, so the opportunities for collaborations is virtually endless.  

The Volgenau School of Engineering has a deep partnership program with companies within the DC region. A list of valuable, micellaneous support include:

{| cellpadding="10" cellspacing="5" style="border-collapse: collapse; border-spacing: 0px; clear: both; color: rgb(0, 0, 0); font-family: Arial, Helvetica, Verdana, sans-serif; font-size: small; line-height: 18.2px;"
|-
| valign="top" width="50%" style="margin: 0px; padding: 5px;" | [http://www.accenture.com/home/default.htm Accenture] [http://www.aero.org/ The Aerospace Corporation] The Beck Foundation [http://www.boeing.com/boeing/careers/collegecareers/ Boeing] [http://www.boozallen.com/ Booz Allen Hamilton] [http://www.caci.com/ CACI] [http://www.cexec.com/index.php/careers CEXEC] [http://www.cgi.com/en/home CGI] [http://www.csc.com/ CSC] [http://www.dewberry.com/Careers Dewberry] [https://www.dom.com/ Dominion] [http://www.ensco.com/ ENSCO, Inc.] [http://www.freddiemac.com/ Freddie Mac] [http://www.gd-ais.com/ General Dynamics Advanced Information Systems] [http://www.gdit.com/Careers/Careers/ General Dynamics Information Technology] [http://www.gtsi.com/home.aspx?ShopperID= GTSI] [http://harris.com/ HARRIS] [http://www.healthrx.com/ Health RX] [http://www.imc.com/ IMC] [http://www.knowledgecg.com/ KCG][http://www.mantech.com/Pages/Home.aspx , a ManTech Company] [http://www.lockheedmartin.com/ Lockheed Martin] [http://www.mantech.com/ ManTech ][http://www.mantech.com/Pages/Home.aspx International Corporation]
| valign="top" width="50%" style="margin: 0px; padding: 5px;" | [http://www.metronaviation.com/ Metron Aviation, an Airbus Company] [http://www.micron.com/ Micron] [http://www.me-sys.com/ Millennium Enterprise] [http://www.mitre.org/ MITRE Corporation] [http://www.noblis.org/ Noblis] [http://www.northropgrumman.com/ Northrop Grumman] [http://www.palantir.com/careers/OpenPositionLanding Palantir] [http://www.pragmatics.com/ Pragmatics] [http://www.rayjobs.com/campus/index.cfm?Tool=Welcome Raytheon] [http://www.seguetech.com/ Segue Technologies] [http://www.sra.com/ SRA International] [http://www.tasc.com/ TASC] [http://www.telos.com/careers/index.cfm Telos] [http://www.vninet.net/ Vision Networks] [http://www.volkswagengroupamerica.com/ Volkswagen Group of America] [http://www.widelity.com/news.php Widelity] [http://www.vencore.com/ VENCORE]
|}

'''Engaging with regional and local economic development efforts'''

Mason's Center for Regional Analysis provides research and indicators on the Washington DC area economy and housing market. 

----

 '''Landscape Canvas '''

[https://docs.google.com/spreadsheets/d/1ph_99TL2E3vFspyIb6y-LxKDyss_AhyAJI2zBihrI8E/edit#gid=0 https://docs.google.com/spreadsheets/d/1ph_99TL2E3vFspyIb6y-LxKDyss_AhyAJI2zBihrI8E/edit#gid=0]

'''Slide Deck Presentation'''

[https://docs.google.com/presentation/d/1Hr4VuJeqUfk1-hB0dYATWCqVg0PqFLbtrI2DPuK9UVk/edit#slide=id.gded0dd295_2_14 https://docs.google.com/presentation/d/1Hr4VuJeqUfk1-hB0dYATWCqVg0PqFLbtrI2DPuK9UVk/edit#slide=id.gded0dd295_2_14]

= Related Links =

'''George Mason University'''

[[George Mason University Student Priorities|George Mason University Student Priorities]]

[[Ethan Ellert|Ethan Ellert]]

[[Tetis Chang|Tetis Chang]]

[[Jason Force|Jason Force]]

[[Nicole Parker|Nicole Parker]]

[[Jade_Garrett|Jade Garrett]]

[[Category:Universities]]

Priorities:Texas Tech University Student Priorities Page

2016-05-02T15:36:20Z

Mushenski210:

= Project Pitch Video =

2016 Spring {{#Widget:Youtube|id=q215_OUzDSw}}

2015 Spring {{#Widget:Youtube|id=JgicWR6wN-M}}

=Student Strategies=

== Strategy # 1: Resource Consolidation on Website ==

'''Leadership Circle Representative:''' Valente Rodriguez

=== Tactic #1: Organize each resource by category ===
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Description: Create a user-friendly interface for students/faculty/staff to easily access I&E related resources<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Milestones:<ol style="margin-top:0pt;margin-bottom:0pt;">
<li>Meet with OVPR administration</li>
<li>Meet with point of contact for each resource</li>
<li>Develop draft for web layout</li>
<li>Relay information to director of communication for web development</li>
</ol></li>
</ul></li>
</ul>

Update: This project is no longer run by a UI Fellow at TTU, instead the OVPR has taken ownership of it and is currently working on a page. UIF is contributing by making the landscape canvas and working on display tools, like a Google Map.

== Strategy # 2: OTC opportunities and collaboration between colleges ==

'''Leadership Circle Representative:''' Frank Atore

=== Tactic #1: Have interdisciplinary classes that are taught by at least two professors from different departments or colleges ===
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Description: Train and provide hands on learning on how to design around a problem from conceptual to finished product in a one semester course.  </li>
<li>Milestones:<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Reach out to current departments and colleges to facilitate cross talk and find volunteers: 2/14</li>
<li>Either create an institute for design in the research park or retro fit existing department: 3/15</li>
<li>Obtain funding for the program at $500 per student group and funding for travel to need areas (market) : 4/15</li>
<li>Promote program to undergraduate seniors and graduate students 7/15</li>
</ul></li>
</ul>

=== Tactic #2: Internship opportunities in the Office of Technology Commercialization for students ===
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Description: Gain hands on learning on how to market technology and form a business around a technology</li>
<li>Milestones<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Reach out to the office of the VPR on openness to do program: 2/15</li>
<li>Find funding sources for the program and the IP backlog in the OTC: 3/15</li>
<li>Send out student survey for program: 4/15</li>
<li>Promote program to undergraduate and graduate students: 5/15</li>
</ul></li>
</ul>

=== Tactic #3: Departmental “Champions” or points of contact for entrepreneurial design and studies ===
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Description: Be a point of reference for faculty to communicate their current research endeavors and a reference for the OTC to relay market or industry interests to faculty.</li>
<li>Milestones:<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Find experienced and enthusiastic innovators: 3/15</li>
<li>Create a database or knowledge base for faculty to vote on each others ideas or suggestions (before posting, they rank others ideas, but not theirs): 4/15</li>
<li>Discuss funding availability with the OVPR 5/15</li>
<li>Discuss with OTC about employing subject matter experts in the OTC to be counterparts to the departmental champions.9/15</li>
</ul></li>
</ul>

Update: This project is discontinued, but we like the vision of it and will try to get around to it (or similar goals) in the future.

== Strategy # 3: Transportation improvement ==

'''Leadership Circle Representative:''' Frank Atore

=== Tactic #1: Rental Bikes on Campus ===
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Description: Have bikes stationed on areas around parking lots and campus perimeter</li>
<li>Milestones:<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Liability and restrictions</li>
<li>Funding availability in current transportation budget</li>
<li>Establish payment system (use student ID)</li>
<li>Security cameras at bike stations</li>
</ul></li>
</ul>

== Strategy #4: Reduce Shortage of Software Developers for I&E ==

'''Leadership Circle Representative:''' [http://universityinnovation.org/wiki/Isaac_Griswold-Steiner Isaac Griswold-Steiner]

'''Problem Statement:''' Tech has many students with ideas, but most of these ideas require software developers (and talented ones) to some degree. Our Computer Science department is mostly theory focused and most students don't do side projects, which causes many students studying CS to not feel comfortable working on industry level projects as undergrads.

'''Solution Overview:''' Solving this issue is going to require several overall strategies. These involve working with the department to have more software engineering projects (and ones with more rigor), working with student organizations to develop more of a "try, fail, try again till you succeed" culture. It's entirely possible to learn everything you need to know on your own, and as a full-time engineer you'll be required to do this. Finally, the last part involves creating coding courses for non-CS majors that help them gain the confidence to go out and learn on their own.

=== Tactic #1: Implementing Web-CAT Autograder in CS Department ===

*Description: Have the Computer Science department use an auto-grader for labs and develop better programming assignments.
*Milestones:
**December 2015:
***Get the chair and associate chair of the department onboard with the project.
***Secure funding for a server to run the system.
**January 2016:
***Get a working Web-CAT server up and running (and capable of grading Python, Java, or C++ assignments)
**February 2016:
***Find professors willing to test the autograder
***Finish getting Python, Java, and C++ working on Web-CAT
**March 2016:
***Finish documenting how to setup and use Web-CAT (hopefully make some videos for that as well).
***Create additional demo projects to show how to use Web-CAT
***Trial run the system with students and TAs/Faculty and get feedback.
**April 2016:
***Secure a way for students to get elective credit if they develop good programming assignments for courses (or plugins for the system).
**May-August 2016:
***Test run the system with TAs, Students, and Professors. Take additional feedback and try to solve issues.
**Fall 2016:
***Run a course or courses using this system.
**2017 and after:
***Expand the system to other departments at TTU.
***Maintain and build a support structure for the system in the CS department.
***Reach out to other schools and try to help them do the same.

=== Tactic #2: Programming Courses for Non-CS Majors ===

*Description: Have a course in the concepts of programming (run by students or the department) for non-CS majors.
*Milestones:
**May-August 2016:
***Use CS For All (from Harvey Mudd) to create a trial run of a course for Non-CS majors (2-6 motivated individuals).
***Use the feedback to develop a larger course that can be run by students each semester.
**Fall 2016 and Spring 2017:
***Run a trial course for non-CS majors, larger this time (10-20 students).
***Take feedback and improve
**Stretch Goals for 2017+ (or, if I can find the support):
***Build enough interest to get the CS department to have an official course based off of CS For All.
***Use the CS For All course as a way to improve CS education within the department as a whole (more implementation in addition to the theory).

=== Tactic #3: Software Development Club Community Integration ===

*Description: Currently the Software Development Club is somewhat small and casual. The goal is to make it larger and more driven, integrating it more with the I&E community on campus (and hopefully the country).
*Milestones:
**Summer 2016:
***Build a framework for integrating new officers and motivating them to overachieve. Possibly build a points system for the entire club. Rewards would include getting money to go to conferences.
***Take select individuals and ensure they have (and continue) projects through the summer to act as inspiration for the rest of the team.
***Train officers to relate on a personal level with members.
**Fall 2016:
***Get the members more self-motivated and in smaller teams (3-5 per team).
***Change the culture and encourage members to work on projects for at least 5 hours per week instead of the 2 we do now.
***Change weekly meetings to be more team-building, planning, getting help, and less about sitting quietly and coding.
**2017 and after:
***Work with other student organizations to find out what software they need. Teach design thinking to the CS majors during the process of doing these projects.
***Get the Software Development Club traveling more, visiting conferences and hackathons.

=== '''Strategy #5: Encourage growth of I&E through incenticvizing students through a competitively based hackaton & research project competition (HackConf)''' ===

'''Description''': Implement a hackathon + research presentation competition for high school students as well as Texas Tech University students to teach an important skill set for those interested in STEM fields. 

Milestones:

*February 2016:
**Have core member board meeting. Establish date, involvement, and events to include. 
*March 2016:
**Secure location, solicit additional funding, create website/social media profiles, and create agenda for event.
*April 2016:
**Perform classroom visits, post ads, and raise awareness. 
*May 2016:
**Host event. Have debriefing session with members to see what went well, what participants did/did not like, and how to improve for next years HackConf.

*June-September 2016:
**Create new core member board group. Establish responsibilities, roles, and outcomes.
*October-December 2016:
**Speak with professors/teachers to gain additional support through extra credit points, assigned work, or any other means to drive higher participation for next HackConf.
*January-February 2017:
**Begin classroom visits and pursue outreach channels.
*March-April 2017:
**Contact local news for press release, solicit additional sponsorship/funding, finalize event details.
*May 2017:
**Host event. Have debriefing session with members to see what went well, what participants did/did not like, and how to improve for next years HackConf.

*June-September 2017:
**Recruit more members to establish responsibilities, roles, and outcomes. 
*October-December 2017:
**Re-establish relationships with professors, faculty, and teachers showing the impact/results of past events. Look to expand to other geographical areas (high schools) nearby.
*January-February 2018:
**Do classroom visits, and pursue outreach channels.
*March-April 2018:
**Contact local news channels/newspapers for press release. Solicit funding from local businesses in similar fields (TimeForge, SmoothFusion, etc.) and give prospects for interns/employment opportunities.
*May 2018:
**Host event. Determine outcomes and how to improve for next year. 

== '''Strategy #6: Develop the university´s future innovation ecosystem''' ==

'''Leadership Circle Representative:''' [http://universityinnovation.org/wiki/Alfonso_Alarcon#Texas_Tech_student_majoring_in_Industrial_Engineering Alfonso Alarcon]

'''Problem Statement:''' It has been really challenging to get college students involved in the university´s innovation ecosystem. We think that if we start to foster innovation and entrepreneurship among young high school students, we can ensure that they develop their entrepreneurial mindset at a young age and continue engaged in university. High school students want to get hands on experiences and they consider that starting a company can be a good career choice. 

'''Solution Overview:''' The Lubbock Chamber of Commerce is already in the process of launching the Young Entrepreneurs Academy in Lubbock, Texas. They want Texas Tech students to get invovled in the program to motivate students to apply to college and possibly continue their entrepreneurial ventures at the university. They also want to integrate the program with TTIME (Texas Tech Innovation Mentorship & Entrepreneurship), the entrepreneurial student organization at Tech, to have students that have been succesful in their own ventures mentor the high schoolers. 

'''Background:'''The [http://www.yeausa.org Young Entrepreneurs Academy] (YEA!), is a program that guides students through the process of launching a company. Throughout the school year, students attend one weekly session in the evening where they learn how to write a business plan, conduct market research, validate their idea, and about the legal business startup process. By the end of the program, they have the opportunity to pitch their idea to a panel of investor and even launch their startup. 

=== Tactic #1: Designing a new high-impact community service project for Texas Tech students ===
<div>
*Description: Undergraduate and graduate students will have the opportunity to mentor the students participating in the program. 
*Milestones:
**May 2016: Get the Fall 2016 schedule from the Lubbock Chamber of Commerce to identify the dates, times and the location of the sessions.
**June 2016: Draft a description of the program and a list of responsabilities that the student involvement entails.  
**July 2016: Define the amount of students needed for each session. 
**August 2016: Come up with a list of potential student assistants that belong to the entrepreneurial student organizations on campus and invite them to apply to the program. Extend invitations to student entrepreneurs to get involved as mentors as well. 
**September 2016: Conduct interviews to select a small number of student assistant (around 10).  
</div>
=== Tactic #2: Running the program throughout the school year ===
<div>
*Description: The program will run the whole school year; it starts in October and ends in April. The sessions will be scheduled every Tuesday from 4:00 p.m. to 7:00 p.m. at the Texas Tech Innovation Hub at the Research Park. 
*Milestones:
**October 2016: Define the dates that each students will be involved in the program and send calendar invites to serve as reminders. Defining specific days when students will attend the sessions is more effective than just having them drop by "whenever they have time".
**October 2016 to April 2017: Participate actively in the program. 
</div>
== '''Strategy #7: Further Cultivate the I&E Culture at Texas Tech by Hosting our First UIF Regional Meet-up''' ==

'''Leadership Circle Representative:''' [[Alyx Horace|Alyx Horace]]

'''Problem Statement:''' Texas Tech University has a vast amount of resources for students to learn about and engage in entrepreneurship and innovation; but most often these resources go unnoticed. A way to interest the student body, faculty, and surrounding lubbock community in innovation and entrepreneurship is crucial in fostering the innovation and entrepreneurial culture that Texas Tech is striving to achieve. 

'''Solution Overview:''' Hosting a UIF Regional Meet-Up is a great way to attract attention from students, fellows, and the community, all while showcasing the initiatives that Tech is working towards in I&E. Additionally, having a themed regional meetup is a great way to spark ideas and solutions to some of the problems we are facing in todays society. Bringing together a group of bright minds with similar interests in drive will undoubtedly yield noteworthy results.

=== Tactic #1: Expanding Upon our Theme ===

'''Description:''' Having an intriguing, creative, and fun theme is of notable importance in every area of a meet-up. Themes not only help attract attendees, or gain sponsorships and partnerships, they most importantly guide the creative, idea-generating process. While TTU is still in the beginning stages of planning, the chosen theme is “Regional Problems and Ingenious Solutions.” We live in a unique climate and culture of which many standard solutions to community problems aren’t applicable. Not only would Tech gain from a weekend of solution generation, but our community, and attending UIF’s from nearby areas would take home tangible pieces of knowledge and experience.

'''Milestones: '''

February 2016
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Meet with Faculty Sponsor to run by theme ideas.</li>
<li>Reach out to Lubbock Economic Development Association (LEDA), who work tirelessly looking for solutions to community problems.<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Gauge their interest in the event and possible outcomes.</li>
<li>Seek partnership with LEDA.</li>
</ul></li>
</ul>

=== Tactic #2: Planning--Events, Invites, & Budgets ===

'''Description:''' The second phase of the meet-up is essentially extensive research. From this research we can begin to outline an event plan that will include invitees, each event within the weekend meet-up, and budgets to cover accommodation, meals, and entertainment.

'''Milestones: '''

February 2016
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Meet with TTU Administration to discuss I&E funding.</li>
<li>Obtain available dates from UIF Leadership to attend/host workshops at meet-ups.</li>
<li>Choose date.</li>
<li>Begin communication with other schools to find any necessary university held events that TTU should plan around.</li>
</ul>

March 2016
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Calculate approximate number of attendees.<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Find accompanying accommodation and create budget for meals.</li>
</ul></li>
<li>Speak with LEDA about sponsorship.</li>
</ul>

May 2016
<ul style="margin-top:0pt;margin-bottom:0pt;">
<li>Send Invitations to surrounding schools.</li>
<li>Secure funding from various sources.</li>
</ul>

 '''Video Presentation:'''

{{#Widget:Youtube|id=q215_OUzDSw}}

= Related Links: =

Spring 2016 UIF Leadership Circle Candidates:

[http://universityinnovation.org/wiki/Alyx_Horace Alyx Horace]

[[Alfonso Alarcon|Alfonso Alarcon]]

[[Alberto Garcia|Berto Garcia]]

[http://universityinnovation.org/wiki/Isaac_Griswold-Steiner Isaac Griswold-Steiner]

[[Jared Steele|Jared Steele]]

Spring 2015 UIF Leadership Circle:

[http://universityinnovation.org/wiki/Francis_Atore Francis Atore]

[http://universityinnovation.org/wiki/Benjamin_Simmons Benjamin Simmons]

[http://universityinnovation.org/wiki/Valente_Rodriguez Valente Rodriguez]

[http://universityinnovation.org/wiki/Victoria_Young Victoria Young]

[http://universityinnovation.org/wiki/Taylor_Person Taylor Person]

South Plains Connection:

[http://universityinnovation.org/wiki/Marshal_Head Marshal Head]

=== ===

[[Category:Student Priorities|t]]

Priorities:South Plains College Student Priorities

2016-05-02T15:35:32Z

Mushenski210:

= Overview =

Since the establishment of South Plains College (SPC) the focus of the university has been the betterment of the student. While many aspects of life has changed since 1957, the college's focus has not. Increasing the capacity of the individual to learn, produce, and be enlightened has always been the focus. To be the first community college in the history to participate in a program such as the University Innovation Fellows Program is something that they gladly welcome.

South Plains College has continued to grow adding satellite campuses including; Reese Technology Center, Bryon Martin Advanced Technology Center. Innovation and entrepreneurship (I&E) are nothing new to the campus but have yet to have a catalyst to grow this culture of I&E. With it's roots firmly planted in the sense of community, South Plains College is centered on changing for the needs and opportunities of the community. Grants and contracts are available to students and faculty in order to pursue projects and research. As of right now, the Math and Engineering department is in the process of obtaining a grant to build a new facility for collaboration amongst all the STEM majors at SPC. 

= Calling ALL Students =

We want this program to be one that reaches the bulk of the student body. We want to engage students who are just coming into SPC for the first time as well as students who have been attending but haven't been involved. There is a major lacking in the culture of I&E on campus and we hope that by introducing a new program for students to come and get an understanding of innovation and entrepreneurship, the culture will spread like fire. We want our students to not feel limited by their status, or their background. We want students to understand that if they have an idea, all they need is the right mindset and the right tools to get it going. Not all ideas will succeed, but we want our students to be able to learn from their failures and not feel trapped by them, so they can find out what doesn't work when they fail and then just keep trying! For more information on this program follow the contact information below:  

Tad Davis -tdavis4295@students.southplainscollege.edu

Dr. Ramesh (Krams) Krishnan - rkrishnan@southplainscollege.edu

= Strategy #1: Get Students Involved - Introducing "I&E @ SPC" =

== Tactic #1: Creat a Forum ==

Our first priority is going to be establishing a group where students can come and learn about I&E, and feel free to share their thoughts and ideas openly. We want these students to learn from eachother as well as through hands on activities. Our first goal should be to find out what students are interested in I&E, and then expose them to all the hands on training provided to us by the UIF. We are meant to share our knowledge and watch what others can do with it! Once we've established a good background of I&E for these students, the next step will be to see what they can do with it. 

Project Leader - Tad Davis

Projected Completion Date: Beginning of Spring 2016 semester

== Tactic #2: Teamwork Makes the Dream Work ==

Once we've equipped our students interested in I&E with the knowledge that they need, let's get them involved in identifying problems and proposing solutions! Let's find out what issues there are on campus that maybe the innovation fellow candidates have missed and let's see if we can find the best solution to these problems together! We would want to have weekly meetings where students come together, share what they've identified as an issue on campus and give a proposal on how they're going to fix it. We can accomplish a lot more as a team than as individuals. 

Project Lead - Tad Davis

Projected Completion Date - Mid Spring 2016 Semester

== Tactic #3: Just Do It!  ==

Lets work together to garner support from staff and faculty to make our ideas a reality. Once we've established issues on campus it's time to come up with the best solutions. We listen to the ideas presented, then in an open discussion we talk about the best possible solutions for each proposed topic. We discuss what needs to be addressed when, and everyone works together to bring these ideas to fruition. We have leads on the individual projects and give eachother guidance and support throughout each stage. If something fails we take it back to the drawing board and we learn from our mistakes. The most important thing is that we push through as a group and continually gain experience from the tasks that we're trying to accomplish. 

Project Lead -Tad Davis

Projected Completion Date - Mid Spring 2016 Semester

= Strategy #2: Exposure =

== Tactic #1: Let's Get it Started in Here!  ==

We need the faculty and administration to understand just how important I&E is to the student body! Let's give our group of innovative students a voice to be had. We need a way to reach the rest of the student body and engage them so they know that the culture is changing. We need to adjust people's thinking. To do this, we host speakers, but not just any speakers. We need speakers who are going to do more than just give a motivational speech about how great I&E is. We need speakers & events that will promote a culture of change, that when students leave, they feel as though they received something quantifiable and feel like they can take that something and apply it to their daily lives. This is what the student body wants, and as the leaders of this culture change, it is our responsibility to provide it. 

Project Lead - Future Innovation Fellow

Projected Completion Date - Spring 2017

= Strategy #3: Let it Grow!  =

== Tactic #1: Just Keep Swimming!  ==

After the above mentioned steps, this machine that has been created needs to continually churn out people with this new mindset that has been repressed through traditional schooling. In turn, having people leaving with their minds expanded we will constantly need a fresh supply of new minds. Seeing their peers and students get excited, this will spark the next wave of students who want to be a part of this movement. To keep the system from collapsing we propose having a governing factor in the group. Of course you have the President, but then you also need the President Elect. Someone who you can train and entrust that once you've left the next semester, they will be able to pick right back up where you left off. To keep the system from crumbling everytime leadership has gone, this will be a necessary part of the group. We can do this for many different roles, leader/co-leader, treasurer, etc...

Our overall goal here is going to be seeing this group grow from semester to semester, and eventually have a chapter at Tech to encourage recruitment of students from SPC, to help contribute to the I&E ecosystem at Texas Tech and SPC. 

 Project Leader - Future Innovation Fellow

Projected Completion Date - Spring 2018

== Project Pitch Spring 2016, SPC and TTU ==

{{#Widget:Youtube|id=q215_OUzDSw}}

= Related Links =

'''[[South Plains College|South Plains College]]'''

'''[[Tad Davis|Tad Davis]]'''

'''[[Marshal_Head|Marshal_Head]]'''

School:South Plains College

2016-05-02T15:34:39Z

Mushenski210:

= South Plains College =

== Background ==

In 1958, the college opened its doors primarily as a two-year academic transfer institution, the first such college in Texas in over ten years. South Plains College(SPC) welcomed the expansion of community colleges in Texas, arguably the most significant development in Texas' higher education in the last half of the twentieth century. SPC has continued to grow and expand, opening an extension at Reese Air Force Base in 1970, and a technical branch in Lubbock in 1973. In 1977, the college acquired and refurbished the West Texas Hospital building in downtown Lubbock, and in the fall of 1978 established the Lubbock Campus at the site. With the closing of Reese Air Force Base in 1997, the college acquired, through public conveyance, six educational buildings at the base. Thus, South Plains College continues to develop the unfolding intellectual environment of a community. A community that is taking responsibility for the future.

== Encouraging Innovation and Entrepreneurship ==

- NASA Community College Aerospace Scholars(NCCAS)

-Bridges Program

-Student Government Association

- Phi Theta Kappa

These opportunities are some of the few that are available at SPC. However, of them the only truly active ones are the NCCAS and bridges program, as far as getting students involved in innovation and entrepreneurship. Fortunately SPC offers a class that challenges students to create an innovative product. These items are designed to solve some the major issues of the modern world. Some of these projects include:

- Solar powered DC outlet

- Styrofoam drone

- High efficiency incinerator

- Stair stepping furniture dolly,

- and many more that have yet to be designed by the brilliant young minds coming to South Plains College.

These two programs and this one class only reach a very small portion of the student body and this needs to drastically change. 

== Encouraging Faculty Innovation and Entrepreneurship ==

Though there are some faculty that are no strangers to entrepreneurship and thinking with an innovative mindset, this does not appear to be something that is really pushed for on campus. Part of our goal is going to be to change this mindset and introduce a new way of thinking for all the staff and faculty. We want there to be a push in the direction of I&E. If our focus is only on seeing our students graduate and transfer to 4 year universities or start a job after getting their certificate, we will not move forward. So we need to have a strong push for I&E amongst the facutly. If we instill this mindset in the people running things, then we can guarantee it will trickle down to our students, opening up a new way of thinking for everyeon that passes through SPC. 

= Actively Supporting the Unviersity Technology Transfer Function =

As of right now there are no policies in place supporting IP Policies at SPC. We do not have a technology transfer office, and from my research I found nothing in regards to intellectual property of students, and supporting the transition from IP to patenting and marketing the actual product. This is something that will need to be addressed over the long haul. 

= Facilitating University-Industry Collaboration =

The present situation in regards to innovation on campus has made this something that is non-existent as well. There are no research parks, innovation hubs, or anything of the sort on campus. However the Math and Engineering department are in the process of writing a grant proposal for a new facility on campus for STEM majors to come together in collaboration. This will be the perfect place for a maker-space to take hold and will set the groundwork for establishing policies in regards to the Technology Transfer Function indicated above. 

= Engaging with Regional and Local Economic Development Efforts =

One of SPC's main goals is to assist in the economic development of the surrounding area. In 2008 SPC commissioned Economic Modeling Specialists, Inc. to do a study trying to find the socioeconomic impact of SPC on the surrounding areas. The results were very promising, with SPC stimulating the economy by about 2.3% of the total income. However, these results stem mainly from student spending and employment of former students in the area. If our students were to create a lasting impact on the community through innovative ideas and products, the stimulation of the economy by SPC would increase substantially.

Below is the Landscape Canvas for Texas Tech University, a campus that we at SPC are partnering with. Looking at their system, though it's not perfect, would give good insight on what we can do to improve our own culture of Innovation and Entrepreneurship, so we can have a working landscape canvas ourselves. Lets make it our goal to bring I&E to SPC by the end of 2016, and give our future fellows and students something to work with.

= Landscape Canvas 2016 =

{{#widget:Google Spreadsheet|key=1e4bkNOheO7K47l6kEptWB0UzZiR0wqep1J34vAsXe7w|width=1000|height=650}}

 

= Related Links =

[[Tad Davis|Tad_Davis]]

[[Marshal Head|Marshal Head]]

[[South Plains College Student Priorities]]

[[Texas Tech University|Texas_Tech_University ]]

[[Texas Tech University Student Priorities Page|Texas_Tech_University_Student_Priorities_Page]]

[[Category:Universities]]

School:South Plains College

2016-05-02T15:34:05Z

Mushenski210:

= South Plains College =

== Background ==

In 1958, the college opened its doors primarily as a two-year academic transfer institution, the first such college in Texas in over ten years. South Plains College(SPC) welcomed the expansion of community colleges in Texas, arguably the most significant development in Texas' higher education in the last half of the twentieth century. SPC has continued to grow and expand, opening an extension at Reese Air Force Base in 1970, and a technical branch in Lubbock in 1973. In 1977, the college acquired and refurbished the West Texas Hospital building in downtown Lubbock, and in the fall of 1978 established the Lubbock Campus at the site. With the closing of Reese Air Force Base in 1997, the college acquired, through public conveyance, six educational buildings at the base. Thus, South Plains College continues to develop the unfolding intellectual environment of a community. A community that is taking responsibility for the future.

== Encouraging Innovation and Entrepreneurship ==

- NASA Community College Aerospace Scholars(NCCAS)

-Bridges Program

-Student Government Association

- Phi Theta Kappa

These opportunities are some of the few that are available at SPC. However, of them the only truly active ones are the NCCAS and bridges program, as far as getting students involved in innovation and entrepreneurship. Fortunately SPC offers a class that challenges students to create an innovative product. These items are designed to solve some the major issues of the modern world. Some of these projects include:

- Solar powered DC outlet

- Styrofoam drone

- High efficiency incinerator

- Stair stepping furniture dolly,

- and many more that have yet to be designed by the brilliant young minds coming to South Plains College.

These two programs and this one class only reach a very small portion of the student body and this needs to drastically change. 

== Encouraging Faculty Innovation and Entrepreneurship ==

Though there are some faculty that are no strangers to entrepreneurship and thinking with an innovative mindset, this does not appear to be something that is really pushed for on campus. Part of our goal is going to be to change this mindset and introduce a new way of thinking for all the staff and faculty. We want there to be a push in the direction of I&E. If our focus is only on seeing our students graduate and transfer to 4 year universities or start a job after getting their certificate, we will not move forward. So we need to have a strong push for I&E amongst the facutly. If we instill this mindset in the people running things, then we can guarantee it will trickle down to our students, opening up a new way of thinking for everyeon that passes through SPC. 

= Actively Supporting the Unviersity Technology Transfer Function =

As of right now there are no policies in place supporting IP Policies at SPC. We do not have a technology transfer office, and from my research I found nothing in regards to intellectual property of students, and supporting the transition from IP to patenting and marketing the actual product. This is something that will need to be addressed over the long haul. 

= Facilitating University-Industry Collaboration =

The present situation in regards to innovation on campus has made this something that is non-existent as well. There are no research parks, innovation hubs, or anything of the sort on campus. However the Math and Engineering department are in the process of writing a grant proposal for a new facility on campus for STEM majors to come together in collaboration. This will be the perfect place for a maker-space to take hold and will set the groundwork for establishing policies in regards to the Technology Transfer Function indicated above. 

= Engaging with Regional and Local Economic Development Efforts =

One of SPC's main goals is to assist in the economic development of the surrounding area. In 2008 SPC commissioned Economic Modeling Specialists, Inc. to do a study trying to find the socioeconomic impact of SPC on the surrounding areas. The results were very promising, with SPC stimulating the economy by about 2.3% of the total income. However, these results stem mainly from student spending and employment of former students in the area. If our students were to create a lasting impact on the community through innovative ideas and products, the stimulation of the economy by SPC would increase substantially.

Below is the Landscape Canvas for Texas Tech University, a campus that we at SPC are partnering with. Looking at their system, though it's not perfect, would give good insight on what we can do to improve our own culture of Innovation and Entrepreneurship, so we can have a working landscape canvas ourselves. Lets make it our goal to bring I&E to SPC by the end of 2016, and give our future fellows and students something to work with.

= Landscape Canvas 2016 =

{{#widget:Google Spreadsheet|key=1e4bkNOheO7K47l6kEptWB0UzZiR0wqep1J34vAsXe7w|width=1000|height=650}}

 

= Related Links =

[[Tad Davis|Tad_Davis]]

[[Marshal_Head|Marshall Head]]

[[South Plains College Student Priorities]]

[[Texas Tech University|Texas_Tech_University ]]

[[Texas Tech University Student Priorities Page|Texas_Tech_University_Student_Priorities_Page]]

[[Category:Universities]]

Fellow:Quintcey Parrish

2016-04-13T18:46:54Z

Mushenski210:

[[File:Picture1.png]]

I am a second-year student dual majoring in Mechanical Engineering and STEM Education at Florida Tech. I am one of two presidents of the EMpwr student chapter sponsored by KEEN, promoting entrepreneurship in engineering. I am also a member of the Research in Information Science of Engineering (RiSE) lab. I grew up in Virginia Beach, Virginia, and my love of the beach led me to Florida for school. I do not know what I specifically want to do after college, but I plan on working in the engineering field and then becoming a teacher in a beach town. I am excited to meet new people and work to make a positive impact through UIF. 

= Related Links =
Florida Institute of Technology]]

[[Florida Institute of Technology Student Priorities]]

Fall 2015 Leadership Circle

[[Chris Ballentine|Chris_Ballentine]]

[[Gerid Paquette|Gerid_Paquette]]

[[Chris Woodle|Chris_Woodle]]

Spring 2016 Leadership Circle

[http://universityinnovation.org/wiki/Briana_Cantos Briana Cantos]

[http://universityinnovation.org/wiki/Thomas_Haynie Thomas Haynie]

[http://universityinnovation.org/wiki/Alexander_Rumsey Alexander Rumsey]

[http://universityinnovation.org/wiki/Nicole_Telega Nicole Telega]

[[Quintcey Parrish|Quintcey_Parrish]]

[[Category:Student Contributors|q]]

Fellow:Nicole Telega

2016-04-13T18:46:32Z

Mushenski210:

[[File:2013-09-01 18.07.54.png]]
<div class="gmail_default" style="font-size: small; font-family: georgia, serif; display: inline;"></div>
Nicole Telega is a sophomore studying chemical engineering at Florida Institute of Technology. She is a dedicated student and an active member in many organizations on campus. 

 In the fall of 2015 she, along with Quintcey Parrish, was selected to be a student representative of KEEN at Florida Tech. Through this opportunity she was able to start the new student organization EMpwr. This organization was created to help students become more entrepreneurial and make connections with businesses before leaving college. She's also a member of the AIChE, American Institute of Chemical Engineers. Additionally she is the Vice President of Membership Recruitment in her sorority Alpha Phi.

 Her ability to engage many different responsibilities and take on new challenges makes her an asset to the entrepreneurial movement happening at Florida Tech.

= Related Links =
Florida Institute of Technology]]

[[Florida Institute of Technology Student Priorities]]

Fall 2015 Leadership Circle

[[Chris Ballentine|Chris_Ballentine]]

[[Gerid Paquette|Gerid_Paquette]]

[[Chris Woodle|Chris_Woodle]]

Spring 2016 Leadership Circle

[http://universityinnovation.org/wiki/Briana_Cantos Briana Cantos]

[http://universityinnovation.org/wiki/Thomas_Haynie Thomas Haynie]

[http://universityinnovation.org/wiki/Alexander_Rumsey Alexander Rumsey]

[http://universityinnovation.org/wiki/Nicole_Telega Nicole Telega]

[[Quintcey Parrish|Quintcey_Parrish]]

[[Category:Student Contributors|n]]

Fellow:Alexander Rumsey

2016-04-13T18:46:14Z

Mushenski210:

[[File:ARumseyUIF.jpg]]

Alexander is a student at Florida Institute of Technology. He is majoring in Business Administration, and is expected to graduate Spring 2017. After that he plans to stay at FIT to get his MBA. Originally from Quincy, Illinois, he has lived in Melbourne since 2007. 

 Alexander has spent the last 3 years growing the [http://sbi.fit.edu/ Momentum Student Business Incubator] at FIT. During his time with Momentum over 10 business have launched, including his own [http://www.luxoconsulting.com/ Luxo Consulting]. He help students by teaching them the Lean Launch Pad program and utilizing the Business Model Canvas.

Alexander has also co-founded TEDxFloridaTech which had its first event in December 2015. He also serves as an advisory to a NAF Academy of Finance program at Melbourne High School, where he graduated from.

= Related Links =
Florida Institute of Technology]]

[[Florida Institute of Technology Student Priorities]]

Fall 2015 Leadership Circle

[[Chris Ballentine|Chris_Ballentine]]

[[Gerid Paquette|Gerid_Paquette]]

[[Chris Woodle|Chris_Woodle]]

Spring 2016 Leadership Circle

[http://universityinnovation.org/wiki/Briana_Cantos Briana Cantos]

[http://universityinnovation.org/wiki/Thomas_Haynie Thomas Haynie]

[http://universityinnovation.org/wiki/Alexander_Rumsey Alexander Rumsey]

[http://universityinnovation.org/wiki/Nicole_Telega Nicole Telega]

[[Quintcey Parrish|Quintcey_Parrish]]
[[Category:Student Contributors|a]]

Fellow:Thomas Haynie

2016-04-13T18:46:00Z

Mushenski210:

[[File:Thomas haynie.jpg|200x200px|Thomas haynie.jpg]]

Thomas is an undergraduate student at Florida Institute of Technology pursuing a degree in Business Administration. He is a driven and dedicated student who has taken on multiple extracuricular activities to help students at his university start businesses. Having grown up in a military family, and with most of his life spent in Europe, Thomas has a unique persepective he brings to the table. 

Thomas has spent the last 3 years developing the [http://sbi.fit.edu/ Momentum Student Business Incubator] at Florida Institute of Technology, and is currently running workshops on Lean Launch and the Business Model Canvas. Over the last 3 years, Thomas has helped multiple student businesses launch, including his own, [http://www.luxoconsulting.com/ Luxo Consulting].

Continuing his recent progress, Thomas hopes to build a comprehensive and strong innovation ecosystem on his campus, and see more students launch businesses in the near future.

= Related Links =
[[Florida Institute of Technology]]

[[Florida Institute of Technology Student Priorities]]

Fall 2015 Leadership Circle

[[Chris Ballentine|Chris_Ballentine]]

[[Gerid Paquette|Gerid_Paquette]]

[[Chris Woodle|Chris_Woodle]]

Spring 2016 Leadership Circle

[http://universityinnovation.org/wiki/Briana_Cantos Briana Cantos]

[http://universityinnovation.org/wiki/Thomas_Haynie Thomas Haynie]

[http://universityinnovation.org/wiki/Alexander_Rumsey Alexander Rumsey]

[http://universityinnovation.org/wiki/Nicole_Telega Nicole Telega]

[[Quintcey Parrish|Quintcey_Parrish]]
[[Category:Student Contributors|t]]

Fellow:Briana Cantos

2016-04-13T18:45:41Z

Mushenski210:

Briana Cantos is a sophomore Electrical Engineering student at Florida Institute of Technology. She loves mentoring and helping her peers become better engineers as the Chair of the Florida Tech IEEE student branch. Briana is eager to collaborate with other innovators and can be contacted at bcantos2014@my.fit.edu.

[[File:Briana-Cantos.JPG|thumb]]

At  the end of Spring 2015 semester Briana was elected the Chair of the IEEE student branch and has worked hard this year planning events like the Region 3 IEEE Leadership Workshop, networking with members of the IEEE Melbourne Section and leading the technical team for the 2016 SECON hardware competition. For the Fall 2015 semester she planned a total of ten general meetings and has planned another ten general meeting for the Spring 2016 semester. Briana has been a part of the Society of Women Engineers executive board as the webmaster for the past two years. On April 19, 2015, she was initiated into the Tau Beta Pi engineering honor society at Florida Tech and has volunteered as member of the programming committee to help prepare events like chapter meetings and the Engineers Week opening ceremony. In addition, she volunteers to be the leader of the planning committee for the 2016 Engineers Week hosted at Florida Tech from February 22, 2016 to February 27, 2016.

= Related Links =

Florida Institute of Technology]]

[[Florida Institute of Technology Student Priorities]]

Fall 2015 Leadership Circle

[[Chris Ballentine|Chris_Ballentine]]

[[Gerid Paquette|Gerid_Paquette]]

[[Chris Woodle|Chris_Woodle]]

Spring 2016 Leadership Circle

[http://universityinnovation.org/wiki/Briana_Cantos Briana Cantos]

[http://universityinnovation.org/wiki/Thomas_Haynie Thomas Haynie]

[http://universityinnovation.org/wiki/Alexander_Rumsey Alexander Rumsey]

[http://universityinnovation.org/wiki/Nicole_Telega Nicole Telega]

[[Quintcey Parrish|Quintcey_Parrish]] </div>
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 </div>

[[Category:Student Contributors|b]]

Fellow:Briana Cantos

2016-04-13T18:45:29Z

Mushenski210:

Fellow:Chris Woodle

2016-04-13T18:44:57Z

Mushenski210:

[[File:ChrisWoodle.jpeg|thumb|250x250px|ChrisWoodle.jpeg]]Chris is a student at Florida Institute of Technology. Because of his high school experience at the Center for Advanced Technologies, he has aspired to search for elegant solutions to complex problems. Chris has experience putting the many moving pieces together at Melbourne based internet of things startup company [http://www.getdroplit.com/ Droplit Inc].

 As a volunteer at the newly founded non-profit, [https://www.projects4learning.org/ Project Based Learning], Chris helps teach a variety of skills to people of varying ages. This includes creating classes that involve a hands-on and interactive teaching style. These classes usually focus around creating software, graphic design and presentation, prototyping techniques, and other topics of similar nature. He also helps students and enthusiasts design and build projects at the [https://www.spacecoastfablab.org/ Space Coast Fab Lab.]

He has several hobbies, the most notable being lutherie: designing and building stringed instruments. He builds electric guitars with a focus on ergonomics and long term player health. He is a musician at heart and plays extended range guitar, as well as upright bass in orchestra and jazz band.
= Related Links =
Florida Institute of Technology]]

[[Florida Institute of Technology Student Priorities]]

Fall 2015 Leadership Circle

[[Chris Ballentine|Chris_Ballentine]]

[[Gerid Paquette|Gerid_Paquette]]

[[Chris Woodle|Chris_Woodle]]

Spring 2016 Leadership Circle

[http://universityinnovation.org/wiki/Briana_Cantos Briana Cantos]

[http://universityinnovation.org/wiki/Thomas_Haynie Thomas Haynie]

[http://universityinnovation.org/wiki/Alexander_Rumsey Alexander Rumsey]

[http://universityinnovation.org/wiki/Nicole_Telega Nicole Telega]

[[Quintcey Parrish|Quintcey_Parrish]]

[[Category:Student Contributors|c]]

Fellow:Gerid Paquette

2016-04-13T18:44:45Z

Mushenski210:

<div>Gerid is a student pursuing a M.S. degree in Mechanical Engineering from Florida Institute of Technology in Melbourne, FL. Gerid’s future career goal is to earn his PhD in Mechanical Engineering and be at the forefront of the research community, utilizing his skills in leadership, analysis, design, and [[File:Gerid Paquette.jpg|thumb]]programming to continue to make new discoveries and solve problems. His current research is focused on measuring requirement volatility through network models. He also has a sincere passion for teaching, which was brought about through mentoring his peers and instructing outreach events for local elementary, middle, and high school students. on the importance of engineering. He conducted these events during his two year presidency of the Florida Tech chapter of ASME. This passion has lead Gerid to pursue a career as a professor, as this position would align with his career goals and allow him to integrate his passion for teaching into his work. </div><div>Gerid has had internships and externships at several companies across the United States, including BAE Systems in Nashua, NH, Lockheed Martin in Cape Canaveral, FL, and NASA JPL in Pasadena, CA. He has also received various awards during his undergraduate collegiate career including ASME Charles T. Main Leadership Award, Florida Tech Outstanding Senior Award, and an ASME CIE Student Design Poster Award. </div><div>If you would like to get in touch with him, please email him at gerid.paquette@gmail .com or visit his LinkedIn profile at www.geridpaquette.com.</div>
= Related Links =
Florida Institute of Technology]]

[[Florida Institute of Technology Student Priorities]]

Fall 2015 Leadership Circle

[[Chris Ballentine|Chris_Ballentine]]

[[Gerid Paquette|Gerid_Paquette]]

[[Chris Woodle|Chris_Woodle]]

Spring 2016 Leadership Circle

[http://universityinnovation.org/wiki/Briana_Cantos Briana Cantos]

[http://universityinnovation.org/wiki/Thomas_Haynie Thomas Haynie]

[http://universityinnovation.org/wiki/Alexander_Rumsey Alexander Rumsey]

[http://universityinnovation.org/wiki/Nicole_Telega Nicole Telega]

[[Quintcey Parrish|Quintcey_Parrish]]
[[Category:Student Contributors|g]]

Fellow:Chris Ballentine

2016-04-13T18:44:20Z

Mushenski210:

Christopher Ballentine is an undergraduate student at Florida Institute of Technology pursuing degrees in Electrical, Mechanical and Computer [[File:Ballentine.jpg|thumb]]Engineering. He is driven to inspire innovation amongst all persons. He believes that an individual’s capabilities are far greater than they believe and enjoys teaching them how to tap into it. Chris holds a job on campus at the Electronic Support Lab where he has assisted students in areas ranging from CAD software to electronic circuit design, he once even helped someone find an apartment near the school.Chris is involved with many hands-on projects at Florida Tech.  Between quadcopters, wireless power transmission, non-mechanically controlled drive systems and chemical free batteries he still finds time to participate in on and off organizations and societies. For the past year, Chris and a team of students developed a product that has shown great progress. Currently the team is in the process of forming a company around the product in hope to aid hobbyists around the globe.
<div>
A couple other interesting facts about Chris are the reasons why he’s at college and his plans for after college. Chris attends Florida Tech. not only to expand his knowledge, but to create connections with generations of highly educated students, professors and faculty. These connections will serve as the basis for whom he desires to hire. After school he plans to start his company and bring in many of his connections as employees.  His goal to the company is to deliver a facility to foster the growth of innovation and design. His goal to his employees is to give them the opportunity to harness their creativity and passion in a way that suits them for maximum efficiency.

Being allowed to work with the UIF's has Chris exciting to start implementing more innovative, entrepreneurial and hands-on activities by working with the current and upcoming clubs and groups to bring together student innovation. He wishes to express his inspiration and create a forward change on his campus.

= Related Links =

[[Florida Institute of Technology]]

[[Florida Institute of Technology Student Priorities]]

Fall 2015 Leadership Circle

[[Chris Ballentine|Chris_Ballentine]]

[[Gerid Paquette|Gerid_Paquette]]

[[Chris Woodle|Chris_Woodle]]

Spring 2016 Leadership Circle

[http://universityinnovation.org/wiki/Briana_Cantos Briana Cantos]

[http://universityinnovation.org/wiki/Thomas_Haynie Thomas Haynie]

[http://universityinnovation.org/wiki/Alexander_Rumsey Alexander Rumsey]

[http://universityinnovation.org/wiki/Nicole_Telega Nicole Telega]

[[Quintcey Parrish|Quintcey_Parrish]]

[[Category:Student Contributors|c]]

School:Florida Institute of Technology

2016-04-13T18:43:56Z

Mushenski210:

= Student Innovation and Entrepreneurship =

The Florida Institute of Technology is a private research university located in Melbourne, Florida. The university has 5 academic divisions, focusing mainly on engineering, science and mathematics. Over the past year Florida Tech has begun to focus on Innovation and Entrepreneurship, bringing in faculty with an I&E background, as well as starting up a student business incubator last year. Currently the student business incubator has 12 student start-ups and is still growing. Currently most of the innovation and entrepreneurship work is being done in the college of business, but Florida Tech is working on involving the engineering school and get more engineering students and faculty involved.

Florida Tech also has dedicated educational programs at graduate and undergraduate levels for Innovation and Entreprenuership. More information abou those programs can be found [http://cob.fit.edu/innovation-entrepreneurship.php here]

= Faculty Innovation and Entrepreneurship =

Florida Institutew of Technology has multiple faculty members across many disciplines who have a history of actively practicing and encouraging Innocation and Entreprenuership.

'''Dr. Beshoy Morkos'''

Beshoy Morkos is an assistant professor in the Department of Mechanical and Aerospace Engineering at the Florida Institute of Technology where he directs the STRIDE Lab (SysTems Research on Intelligent Design and Engineering). His engineering design research focuses on developing computational representation and reasoning support for managing complex system design. The goal of Dr. Morkos’ research is to fundamentally reframe our understanding and utilization of system representations and computational reasoning capabilities to support the development of system models which help engineers and project planners intelligently make informed decisions at earlier stages of engineering design. On the engineering education front, Dr. Morkos’ research explores means to integrate innovation and entrepreneurship in engineering education through entrepreneurially-minded learning, improve persistence in engineering, address challenges in senior design education, and promote engineering education in international teams and settings. Dr. Morkos’ research is currently supported by the National Science Foundation (NSF), Kern Entrepreneurial Engineering Network (KEEN), and NASA JPL.

 Dr. Morkos received his Ph.D. from Clemson University in the Clemson Engineering Design and Applications Research (CEDAR) lab under Dr. Joshua Summers. In 2014, he was awarded the ASME CIE Dissertation of the year award for his doctoral research. He graduated with his B.S. and M.S in Mechanical Engineering in 2006 and 2008 from Clemson University and has worked on multiple sponsored projects funded by partners such as NASA, Michelin, and BMW. His past work experience include working at the BMW Information Technology Research Center (ITRC) as a Research Associate and Robert Bosch Corporation as a Manufacturing Engineer. Dr. Morkos was a postdoctoral researcher in the Department of Engineering & Science Education at Clemson University performing NSF funded research on engineering student motivation and its effects on persistence and the use of advanced technology in engineering classroom environments. Dr. Morkos’ research thrust include: design automation, design representations, computational reasoning, systems modeling, engineering education, design education, collaborative design, and data/knowledge management.

'''Dr. Chiradeep Sen'''

Dr. Sen is an Assistant Professor of Design at Florida Institute of Technology. He teaches a series of courses in the area of design and manufacturing, including courses in advanced design theory and methods, design for manufacturing, creativity and innovation, artificial intelligence in engineering, and computer-aided design automation. His current research explores the mental models and cognitive processes of innovative design and creativity. Dr. Sen received his M.S. and Ph.D. in Mechanical Design from Clemson University’s CEDAR Lab, and his B.S. in Mechanical Engineering from Jadavpur University in India. He received the 2011 ASME Best Dissertation Award for his doctoral dissertation on the formal representation and reasoning on mechanical functions, a mental model used in innovative design for modeling complex systems in the absence of the knowledge about their components and structure. Dr. Sen has a total of 14 years of experience in new product development in a variety of industries around the globe, including six years as a consultant, where he helped companies develop computer-supported processes for their innovative and routine designs. The companies and business verticals he served range from consumer product design and manufacturing, tools and dies, large industrial energy equipment, automotive, and medical equipment. At Florida Tech, Dr. Sen directs the Research in Information Science for Engineering (RiSE) research group.

Dr. Scott Benjamin

Dr. Scott Benjamin is a successful entrepreneur turned academic whose passions include helping students create and launch business ventures. He received his undergraduate degree in entrepreneurship and real estate from the University of Miami and his masters of business administration from the University of Maryland. After 20 years of business ventures including real estate development & investment, continuing medical education, hospital supplies and restaurants, he earned his doctorate degree in Entrepreneurship and Strategic Management from the University of Maryland.

In addition to currently serving as a principle for Signature Properties, he is actively involved the development of several companies providing a range of products including software, consulting services and apparel development. As time allows, Dr. Benjamin consults for several companies on strategic management issues, business plan review and negotiation training.

In August 2012, Dr. Benjamin came to Florida Tech as the Director of the Center for Entrepreneurship and Business Development. His first initiative was to launch the Incubation Station at Florida Tech. This innovative center provides physical space, resources, capital and mentoring services to student entrepreneurs seeking to launch a new venture. At the center, students learn to not only conduct the research necessary to develop the business plan but actually engage in the step of generating revenue for their businesses.

In his spare time, he coaches youth soccer, and plays anything that involves a ball or a puck.

'''Dr. Carlos Otero'''
Carlos E. Otero, Ph.D, is Associate Professor of Computer Engineering at Florida Institute of Technology.  He has been a tenure-track faculty in the College of Engineering at University of South Florida, Tampa, and the University of Virginia, Wise. Prior to that, he worked for 11 years in private industry as a computer software engineer for military computer systems, including satellite communications, command and control, wireless security, and unmanned aerial vehicle systems. His research interests are in computer systems engineering, with particular emphasis on the design, performance evaluation, and optimization of systems and processes across a variety of domain areas (including wireless, intelligence, and big data systems).  Dr. Otero is a senior member of the IEEE.<div> </div>
'''Dr. Abram Walton'''

Dr. Abram Walton is an Associate Professor of Technology Management and Innovation at Florida Tech. He received his Ph.D. and M.S. in Technology and Innovation Management from Purdue University. Before his academic life, he was a Fire Fighter and EMT, and he later held leadership positions as a Manager of Wal-Mart Stores. He is a co-founder of the International Journal of Innovation Science, an academic journal cited by most major indexing organizations and available at thousands of libraries throughout the world. Dr. Walton has authored numerous publications, conference proceedings, and his textbooks on Leadership and Management have sold over 15,000 copies. Dr. Walton serves on the Executive Committee for the Board of Directors for the International Association of Innovation Professionals. He is the Director of the Center for Lifecycle and Innovation Management at Florida Tech, as well as for the Center for Ethics and Leadership, and was instrumental in launching the new B.S. and M.S. in Innovation and Entrepreneurship.

In addition to his academic pursuits, he is the Principal of a boutique technology commercialization consulting firm, serves as a Senior Consultant of Systems Engineering to the COO of a DOD firm specializing in counter-IED technologies, and enjoys dabbling in real estate investments. He has recently been a Fellow for the National Intellectual Property and Knowledge Management Task force and serves as a consultant for an Intellectual Property and Patent Management Organization (PMO). He frequently consults on a variety of topics, including leadership, lean process improvement, six sigma, innovation strategies, technology commercialization, product lifecycle management, and new product development. He has successfully helped launch several new technology ventures and works with companies on early-stage technology commercialization efforts, new product development, and leadership development.

As an Associate Professor of Technology and Innovation at the Florida Institute of Technology, his research efforts focus on impacting technology-sensitive industries by creating sustainable, lean business models through the deployment of innovative continuous improvement methodologies. He takes a unique systems-thinking approach to innovation and technology, lean, healthcare, and product lifecycle management, which has cultivated multi-disciplinary collaborations, generating research and scholarship on innovative organizational strategies and best practices for engineering and innovation initiatives.

Program Chair of M.S. in Innovation and Entrepreneurship

Director of Center for Lifecycle and Innovation Management

Director of Center for Ethics and Leadership

= University Technology Transfer Function =

Florida Tech's University Technology Transfer Function ([http://www.fit.edu/research/committees/ipc/ http://www.fit.edu/research/committees/ipc/]) is handled under the umbrella of the office of Research. The current value of Research Sponsored Projects is over $94 million. The number of Florida Tech faculty who serve as principal investigators has also doubled in the last three years to 90—four of which have received prestigious NSF Career Awards. University faculty expended $16.5 million to buy equipment, support students, pay salaries and to cover general expenses. In addition to over a dozen research centers, five new interdisciplinary research institutes were initiated that are the focal point for Florida Tech undergraduate and graduate research. These new research university institutes include: Human Centered Design Institute, Institute for Energy Systems, Institute for Marine Research, Institute for Materials Science & Nanotechnology and Institute for Research on Global Climate Change.

= University-Industry Collaboration =

Florida Tech has a lot of collaboration with Harris Corporation ([http://harris.com http://harris.com]) The main collaboration between Harris and the University is the Harris Institute for Assured Information([http://harris-institute.fit.edu/ http://harris-institute.fit.edu/]) The Harris Institute for Assured Information is an interdisciplinary center that focuses on high-risk disruptive work aimed at helping us trust the information that we so often rely on. Founded in 2009 by a grant from Harris Corporation, the Harris Institute brings together computer science, psychology, business and biology to carry out cutting-edge research in computer security. Our goal is lofty: to change the way we think about the information that flows around us, and to help drive a fundamental shift in how we protect it.

= Regional and Local Economic Development Efforts =

Currently Florida Tech is working on forming more regional and local economic development efforts, but the main one currently in place is ([http://weventure.fit.edu http://weventure.fit.edu]). The vision of weVenture at Florida Institute of Technology is to help women and men become entrepreneurial leaders and thinkers and to successfully achieve economic independence through entrepreneurship. weVenture at Florida Institute of Technology is a community organization that provides business coaching, mentoring, training programs and seminars, and networking opportunities to assist startup and second stage entrepreneurs in Brevard, St. Lucie and Indian River Counties with starting, growing and sustaining their businesses.

= Landscape Canvas =

{{#widget:Google Spreadsheet|key=1wE3ktqioldOasLaJ6YfwBRXHdWLlOenFvcifFcxpbeo|width=1300|height=700}}

= Related Links =

'''Florida Institute of Technology'''

[[Florida Institute of Technology Student Priorities]]

Fall 2015 Leadership Circle

[[Chris Ballentine|Chris_Ballentine]]

[[Gerid Paquette|Gerid_Paquette]]

[[Chris Woodle|Chris_Woodle]]

Spring 2016 Leadership Circle

[http://universityinnovation.org/wiki/Briana_Cantos Briana Cantos]

[http://universityinnovation.org/wiki/Thomas_Haynie Thomas Haynie]

[http://universityinnovation.org/wiki/Alexander_Rumsey Alexander Rumsey]

[http://universityinnovation.org/wiki/Nicole_Telega Nicole Telega]

[[Quintcey Parrish|Quintcey_Parrish]]

[[Category:Universities]]

Fellow:Rachel Ford

2016-04-13T18:40:56Z

Mushenski210:

[[File:RachelFord.JPG|border|RachelFord.JPG]]

Rachel Ford is a 4th-year biomedical engineering major and finance minor at the Georgia Institute of Technology in Atlanta, Georgia. Beginning her higher education career in chemical engineering, Rachel realized through her co-op with E.I. DuPont de Nemours & Co. in Richmond, Virginia, that she desired a more medical-focused education. Thus, as a sophomore, Rachel enrolled in the Wallace H. Coulter Department of Biomedical Engineering - and has been having a blast ever since! She has a passion for device design, specializing in pediatric applications. 

On campus, she is actively involved in outreach for the President's Scholarship Program, of which she is a recipient, and continues to develop her professional network through the student-faculty-industry interactions facilitated by the Georgia Tech Executive Roundtable. As a member of her sorority, Alpha Gamma Delta, Rachel has held positions as both the Social Coordinator and Delta Experience Coordinator, focusing on increasing Alpha Gam's presence on campus and preparing her senior sisters for life after college. 

Rachel has developed and furthered her taste for entrepreneurship and innovation throughout multiple experiences during her time at Georgia Tech. The first of which was her device design class, where she developed an optimized pacifier with fellow teammates, which subsequently qualified their participation in Georgia Tech's InVenture Prize Competition. Next, she joined a class, Startup Lab, with other GT University Innovation Fellows, igniting her desire to continue down the entrepreneurial path by exposure to serial entrepreneurs and lean startup methodologies. 

Rachel loves to give back to her community in whatever way possible, and is greatly humbled by the support she receives from the various organizations that she is a part of. She actively speaks to secure fundraising for the Technology Association of Georgia's Education Collaborative, which focuses on recruiting K-12 students for STEM programs. She often speaks at her high school about the importance of STEM education, specifically for women. Rachel is ecstatic to have been accepted into the University Innovation Fellowship program, and is excited to learn how she and her fellow UIF friends can leave a lasting and significant impact at Georgia Tech.

= Related Links =

[[Georgia Institute of Technology]]

[[Georgia Institute of Technology Student Priorities]]

University Innovation Fellows

Spring 2016:

[[Thomas W. Clifton V|Thomas Clifton]]

[[Kshitij Kulkarni|Kshitij Kulkarni]]

[[Arshiya Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh Garg|Utkarsh Garg]]

Spring 2014:

[[Alex Flohr|Alex Flohr]]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]

[[Category:Student Contributors|r]]

Fellow:Megna Saha

2016-04-13T18:40:33Z

Mushenski210:

[[File:MegnaSaha.jpg|border|Megna Saha]]

= =

My name is Megna Saha and I am a 4th year at Georgia Institute of Technology wiht a Biomedical Engineering Major and a Pre-health and Computer Science minor. At Tech, I keep myself occupied with Chorale, Orientation Leader, SGA, and YEP(a tutoring program). I am very passionate about cardiovascular systems, but also how technology could be used in the medical industry. I also like gaming, design, and computers. I would pick an Apple product any day. I hope to get my MBA/MD one day.Some of my passions include photography, traveling, guitar, and social justice.

Contact Information:

----

Megna Saha

msaha3@gatech.edu

= Related Links =

[[Georgia Institute of Technology]]

Georgia Institute of Technology Student Priorities

University Innovation Fellows

Spring 2016:

[[Thomas W. Clifton V|Thomas Clifton]]

[[Kshitij Kulkarni|Kshitij Kulkarni]]

[[Arshiya Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh Garg|Utkarsh Garg]]

Spring 2014:

[[Alex Flohr|Alex Flohr]]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]
[[Category:Student Contributors|m]]

Fellow:Alex Flohr

2016-04-13T18:40:08Z

Mushenski210:

My entrepreneurial experience goes back to my junior year in high school when I started my first company. “Altronex” provided manufacturing services to two local companies in addition to preforming iPhones repairs for everyone at school. I am still “self employed” repairing iPhones on campus today. After a scary personal experience during my senior year in high school, I came up with a concept for a medical emergency information system on which I filed a US provisional patent. I brought the idea with me to Georgia Tech in hopes of developing it further.  Before arriving at Tech, I accepted an invitation to join the first year of the Grand Challenges living, learning, and leading community. Last summer, I had two internships at ATDC with start-ups Sytheros and Soneter. At the beginning of this school year, I started taking on more leadership responsibilities by becoming an executive member of En2Em as well as GT-MDEA (where I connected up with the Medicine 2.0 team over at Emory to gain more information on medical emergency services). I am also in the process of bringing Design to America to Georgia Tech.  I am presently involved in ThinkBig’s Sustainability and Outdoor Leadership Program and on the Sophomore Leadership Council as well. This past winter, I was nominated to be a University Innovations Fellow to represent Georgia Tech. After a 6 week instructional course, we attended the Open 2014 conference. We are part of a national movement to ensure that students gain the necessary attitudes, skills and knowledge required for them to compete in the economy of the future. I enjoy doing all of these things and while I have a lot on my plate, my academics are still my priority.

= Related Links =

[[Georgia Institute of Technology]]

Georgia Institute of Technology Student Priorities

University Innovation Fellows

Spring 2016:

[[Thomas W. Clifton V|Thomas Clifton]]

[[Kshitij Kulkarni|Kshitij Kulkarni]]

[[Arshiya Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh Garg|Utkarsh Garg]]

Spring 2014:

'''Alex Flohr'''

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]

[[Category:Student Priorities|a]]

Fellow:Alex Flohr

2016-04-13T18:39:26Z

Mushenski210:

My entrepreneurial experience goes back to my junior year in high school when I started my first company. “Altronex” provided manufacturing services to two local companies in addition to preforming iPhones repairs for everyone at school. I am still “self employed” repairing iPhones on campus today. After a scary personal experience during my senior year in high school, I came up with a concept for a medical emergency information system on which I filed a US provisional patent. I brought the idea with me to Georgia Tech in hopes of developing it further.  Before arriving at Tech, I accepted an invitation to join the first year of the Grand Challenges living, learning, and leading community. Last summer, I had two internships at ATDC with start-ups Sytheros and Soneter. At the beginning of this school year, I started taking on more leadership responsibilities by becoming an executive member of En2Em as well as GT-MDEA (where I connected up with the Medicine 2.0 team over at Emory to gain more information on medical emergency services). I am also in the process of bringing Design to America to Georgia Tech.  I am presently involved in ThinkBig’s Sustainability and Outdoor Leadership Program and on the Sophomore Leadership Council as well. This past winter, I was nominated to be a University Innovations Fellow to represent Georgia Tech. After a 6 week instructional course, we attended the Open 2014 conference. We are part of a national movement to ensure that students gain the necessary attitudes, skills and knowledge required for them to compete in the economy of the future. I enjoy doing all of these things and while I have a lot on my plate, my academics are still my priority.

= Related Links =

[[Georgia Institute of Technology]]

Georgia Institute of Technology Student Priorities

University Innovation Fellows

Spring 2016:

[[Thomas W. Clifton V|Thomas Clifton]]

[[Kshitij Kulkarni|Kshitij Kulkarni]]

[[Arshiya Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh Garg|Utkarsh Garg]]

Spring 2014:

[[Alex Flohr|Alex Flohr]]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]

Fellow:Utkarsh Garg

2016-04-13T18:38:46Z

Mushenski210:

I am Utkarsh, and I am a senior at Georgia Tech. I am majoring in computer science. I have worked on projects in a LOT of fields, simply because I [[File:Utkarsh Garg.jpg|thumb|Utkarsh Garg.jpg]]am curious and hungry to learn. I have worked in disaster relief, finance, sustainability, robotics, artificial intelligence, early childhood development, medicine, education, nutrition, and augmented reality. I am interested in learning about, and ultimtely solving different problems in various fields; solutions that can have an impact on the lives of others.

I am currently the co-founder of an education technology startup in Atlanta, competing for the $15,000,000 Global Learning Xprize, and am working on a travel concept with my team from an MIT Entrepreneurship Bootcamp that I was part of, earlier this year. I am also the technical advisor to a startup working on connecting mothers in the United Kingdom, and to another startud in South Africa, bringing mobile medicine solutions to everyone. I am a graduate TA for a machine learning class (I loce working with data and performing all kinds of analyses on it).

I have taken Entrepreneurship classes at Tech and have been exposed to almost all I&E resources no campus, and through the University Innovation Fellows program I wouldl ike to fill in the tiny gaps to make Georgia Tech a more successful entrepreneurial ecosystem.

= Related Links =

[[Georgia Institute of Technology]]

[[Georgia Institute of Technology Student Priorities]]

University Innovation Fellows

Spring 2016:

[[Thomas W. Clifton V|Thomas Clifton]]

[[Kshitij Kulkarni|Kshitij Kulkarni]]

[[Arshiya Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh Garg|Utkarsh Garg]]

Spring 2014:

[[Alex Flohr|Alex Flohr]]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]

[[Category:Student Contributors|u]]

Fellow:Arshiya Lal

2016-04-13T18:38:14Z

Mushenski210:

== '''Meet Arshiya Lal''' ==
<div class="ng-scope" style="margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px; line-height: 18px;">
==== '''Technology Enthusiast,''''''Creative Thinker, Futurist''' ====

Arshiya Lal is a third year Business Administration major with a concentration in Finance and a minor in Industrial Design at the Georgia Institute of Technology. She enjoys traveling, painting, and meeting new people. She has interned in a variety of areas, from marketing with Ogilvy & Mather to intellectual property law with The Coca-Cola Company, and currently works with Coca-Cola Enterprises in Technology Innovation. She believes in the importance of global work experience and has worked in India, Peru, Germany, and the UK. She enjoys working with other students to help them find their interests and achieve their goals, and is a mentor and tutor to kids in her free time. She hopes to reform Georgia Tech's curriculum to include more corporate collaboration and cross-major classes as well as bring design skills into traditionally technical majors.

[[File:Arshiyaprofile.jpg]] </div></div>

= Related Links =

[[Georgia Institute of Technology]]

[[Georgia Institute of Technology Student Priorities]]

University Innovation Fellows

Spring 2016:

[[Thomas W. Clifton V|Thomas Clifton]]

[[Kshitij Kulkarni|Kshitij Kulkarni]]

[[Arshiya Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh Garg|Utkarsh Garg]]

Spring 2014:

[[Alex Flohr|Alex Flohr]]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]
[[Category:Student Contributors|a]]

Fellow:Kshitij Kulkarni

2016-04-13T18:37:47Z

Mushenski210:

Kshitij Kulkarni is a first-year undergraduate student in Electrical Engineering at Georgia Tech interested in the intersection of entrepreneurship, education, [[File:Kshitij Kulkarni.jpg|thumb|Kshitij Kulkarni.jpg]]healthcare, and technology. At Georgia Tech, he conducts research at the Laboratory for Neuroengineering, is a member of the Investments Committee's Technology Sector, and participates in the Design Bloc, an interdisciplinary space for design thinking and lean methodology instruction. He hopes to use the University Innovation Fellows platform to expand the entrepreneurial community at Georgia Tech.

= Related Links =

[[Georgia Institute of Technology]]

[[Georgia Institute of Technology Student Priorities]]

University Innovation Fellows

Spring 2016:

[[Thomas W. Clifton V|Thomas Clifton]]

[[Kshitij Kulkarni|Kshitij Kulkarni]]

[[Arshiya Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh Garg|Utkarsh Garg]]

Spring 2014:

[[Alex Flohr|Alex Flohr]]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]

[[Category:Student Contributors|k]]

Fellow:Thomas W. Clifton V

2016-04-13T18:37:27Z

Mushenski210:

Hi! My name is Thomas W. Clifton V, and I am a first year graduate student in the Industrial Design program at Georgia Tech. At Tech I am a Teaching [[File:Thomas Clifton.JPG|thumb|Thomas Clifton.JPG]]Assistant for the Design Bloc, which is an interdisciplinary teaching space where lectures and classes take place revolving around design thinking and empathy. My personal passion is entrepreneurship, I have had the opportunity to launch several successful ventures and look forward to continuing my education with first hand experience.

 

[mailto:Tclifton3@gatech.edu Tclifton3@gatech.edu]

Treativity.com

@treativity_studio – IG

@treativity - twitter

= Related Links =

[[Georgia Institute of Technology]]

[[Georgia_Institute_of_Technology_Student_Priorities|Georgia Institute of Technology Student Priorities]]

University Innovation Fellows

Spring 2016:

'''Thomas Clifton'''

[[Kshitij Kulkarni|Kshitij Kulkarni]]

[[Arshiya Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh Garg|Utkarsh Garg]]

Spring 2014:

[[Alex Flohr|Alex Flohr]]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]

[[Category:Student Contributors|t]]

Fellow:Thomas W. Clifton V

2016-04-13T18:37:07Z

Mushenski210:

Hi! My name is Thomas W. Clifton V, and I am a first year graduate student in the Industrial Design program at Georgia Tech. At Tech I am a Teaching [[File:Thomas Clifton.JPG|thumb|Thomas Clifton.JPG]]Assistant for the Design Bloc, which is an interdisciplinary teaching space where lectures and classes take place revolving around design thinking and empathy. My personal passion is entrepreneurship, I have had the opportunity to launch several successful ventures and look forward to continuing my education with first hand experience.

 

[mailto:Tclifton3@gatech.edu Tclifton3@gatech.edu]

Treativity.com

@treativity_studio – IG

@treativity - twitter

= Related Links =

[[Georgia Institute of Technology]]

Georgia Institute of Technology Student Priorities

University Innovation Fellows

Spring 2016:

[[Thomas W. Clifton V|Thomas Clifton]]

[[Kshitij Kulkarni|Kshitij Kulkarni]]

[[Arshiya Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh Garg|Utkarsh Garg]]

Spring 2014:

[[Alex Flohr|Alex Flohr]]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]

[[Category:Student Contributors|t]]

Priorities:Georgia Institute of Technology Student Priorities

2016-04-13T18:36:53Z

Mushenski210:

== Project Pitch Videos ==

2016 Spring

{{#Widget:Youtube|id= SVBUIA2K4XQ}}

2015 Fall

{{#Widget:Youtube|id=ePECOY5goKs}}

2014 Spring

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

= Overview =

The primary priorities for this year are to:

#Teach students to be more innovative, by involving the industry in all capstone projects and internships.
#Build a sustainable and accesible resource center for first time innovators and entrepreneurs.
#Create student-company partnerships that allow both parties to learn and engage with one another. 

= '''Strategy #1: Motivate students to be more innovative, by involving the industry in all capstone projects''' =

*Validate the idea through more thorough faculty and student interviews.
*Incentivize better capstone projects and more student effort into them by introducing the industry involvement of potential employers.
*Get a system where both professors and the respective industry professionals have access to the work done by student teams.
*Get those industry professionals on campus for capstone judging.

= Strategy #2:'' '''''Build a sustainable and accesible resource center for first time innovators and entrepreneurs.''' =

*'''Tactic #1:'''
**Elaborate on our online guide for first time entrepreneurs, with the content provided using existing entrepreneurship education material online and through the experiences of entrepreneurs from georgia Tech.
**Popularize this resource through organizations like the startup exchange.
**Create a resource to share and access prototyping tools, such as a check-out service. 
*'''Tactic #2:'''
**Introduce some sort of mentoring program/office hours with students experienced in entrepreneurshipi so that first timers can be given the right knoweldge and direction.
*'''Tactic #3:'''
**Organize a week long bootcamp with lectures in the morning and actual business and project development during the rest of the day, ending in a pitch-off with actual VCs to get feedback on the pitch and the business components.

= Strategy #3: '''Create student-company partnerships that allow both parties to learn and engage with one another.''' =

*

'''''''''Tactic #1: '''Reach out to companies in the local area and analyze company issues and roadblocks that can be solved with the help of students.''

*

'''Tactic #2: '''Create more job opportunities and internships for students to access through Career Buzz which gives them a chance to practice their entrepreneurship and innovation skills.

*

'''Tactic #3: '''Create opportunities for students to tackle issues and hold workshops on creative thinking for local companies and start-ups. A hackathon layout would be ideal for this situation.

= Georgia Tech Student Vision =

 We believe GT students can change the world. Our campus offers many resources, and even better faculty, to help innovation and creativity on campus. We need to connect the GT community by creating an umbrella organization to help students flow toward these resources on campus, and create channels for student-faculty relationships. 

== 2016 Spring Cohort Project Pitch ==

{{#Widget:Youtube|id= SVBUIA2K4XQ}}

== 2015 Fall Cohort Project Pitch ==

{{#Widget:Youtube|id=ePECOY5goKs}}

== 2014 Spring Cohort Project Pitch ==

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

= University Innovation Council =

Despite the many great resources Georgia Tech currently has, the innovation and entrepreneurial movement, which is currently overtaking the nation, has been stalled on our campus due to lack of organization.

Students are unsure of, and mostly unaware of, the opportunities available to them beyond big-name resources such as [http://inventionstudio.gatech.edu/ the Invention Studio] or the [http://inventureprize.gatech.edu/ inVenture Prize] competition.

Organizations are struggling to grow, hold large events, or simply stay operational, because of a lack of assisted communication and constant overlap.

Professors are additionally wasting large amounts of time trying to connect with students, due to a lack of protocol and standardized connection.

Our program will exist to foster a passion and create sustainability for innovation and entrepreneurship (I&E) among all members of the Georgia Tech community.

The University Innovation Council will support three main areas: the student body, current campus organizations, and faculty/administration. This will improve the community by: eliminating overlap, bringing students of all backgrounds and ages together, and encouraging administrative involvement. This will be done in the following ways:
<ol style="margin-top: 0pt; margin-bottom: 0pt;">
<li>'''For Student Members of the Georgia Tech Community'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Provide access to an umbrella calendar of I&E events</li>
<li>Connect individual student interests to the I&E movement with others in the Georgia Tech community</li>
<li>Formulate methods to encourage innovation at Tech</li>
<li>Provide updates and other opportunities on a regular basis</li>
</ul></li>
<li>'''For I&E Campus Organizations'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Host Forums</li>
<li>Connect I&E organizations</li>
<li>Provide consulting advice, support, and membership numbers</li>
<li>Provide a yearly I&E wheel featuring individual organizations</li>
</ul></li>
<li>'''For the Administration'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Dissolve the communication barrier between students, organisations, and the administration</li>
<li>Form strategic partnerships with supporters of entrepreneurship</li>
<li>Provide ‘voice’ of I&E for consulting</li>
<li>Create a mentoring program for faculty to get involved in; help students develop ideas and turn them into a reality</li>
</ul></li>
</ol>

Additionally, please refer to our [https://docs.google.com/spreadsheet/ccc?key=0AkIeZwL27QHbdFY5bXZtWkZJcUhFQ0JiN2ZwbVZtclE&usp=drive_web#gid=0 Campus Landscape Canvas] for both on-campus and off-campus resources, as well as local Atlanta-based resources.

This Campus Landscape Canvas illustrates all the resources on Georgia Tech’s campus for undergraduates, graduates, organizations, and faculty through perceived, potential, applied, realized, reframing, and institutional resources.Through this map, we are able to fully maximize student, faculty, undergraduate, and graduate student interactions and improve the map for the future, based on our knowledge of the current environment.

= Student-Faculty Relations =

Through the University Innovation Council, student-faculty interaction will be facilitated in three main ways:

#Students interested in getting involved with the I&E movement will be directly connected with a professor based on their ideas, needs, and goals. This introduction will save valuable time for the student by removing the searching process. This will also save time for the professor by introducing them to a student who is serious about their work and eager to network.
#Faculty will be able to directly interact and engage with movements on campus that organizations and students are working on. Instead of being directed by several groups of people, faculty members will know all I&E-related movements are being directed by the University Innovation Council.
#Resources for both students and faculty will be maximized due to a new lack of overlap. The process of starting an I&E movement will have the ability to become streamlined, through its implementation in our organization.

= Wide Net Impact =

By creating a centralized hub, the University Innovation Council will be able to run all I&E movements that Georgia Tech is starting. Our organization, the University Innovation Council, is one that will exist for the betterment of the entire university; not just one major, one club, or even one type of student.

Many undergraduate students have been inspired to create projects and invent in their classes and many graduate students have also been encouraged to turn their research and theses into entrepreneurial companies. This organization would really help graduate students network with undergraduates to easily allocate research positions, internships, and special projects, as well as vice-versa. It is a much more desirable way for them to see what undergraduate students are passionate about, instead of just going off of resumes and shallow connections.

Again, by providing an overarching umbrella, students will be able to focus on their ideas and goals, rather than spending so much time finding the necessary resources. The unique characteristic about I&E is that it's not limited to undergraduate and graduate students, it's for everyone.   

= Sustainable Impact =

By providing a council and infrastructure for I&E to operate under, new students will not have to worry about finding resources or connections (because they will already be provided). They will be able to just focus on the movement and their ideas, goals, and design processes. It will make the entrepreneurial experience less of a trial-and-error process, and more success stories will come out of the Georgia Tech entrepreneurial landscape. In addition, it will create a foundation on campus for other I&E movements to be built upon.

Through the University Innovation Council, students and faculty will be able to grow the I&E movement on campus together, as well as facilitate other movements going forward. This means that they will become more reliant on, and trusting of, each other. If both students and faculty are invested in the same issue and working together to make change happen, Georgia Tech's campus landscape in I&E will continue to grow in the future, which will only perpetuate the success of the I&E campus.

= Funds Needed =

This budget is based on a $10,000 fund.

#$500 - Organize Umbrella Reaching Out
#$2,500 - Connect with Purpose
#$2,000 - I&E for Dummies
#$5,000 - GT Innovation Month

= Timeline =

[[File:Timeline.png]]

= GT Innovation Month =

We hope to structure GT Innovation Month in a similar fashion to what NYU's UIF, [http://universityinnovation.org/wiki/Terrence_Agbi Terrence], did for his school. We aim to showcase unique I&E entities across campus, and off-campus in the Atlanta area, by holding programs in their respective spaces. This will increase awareness of I&E, gain students for the campus movement, and allow the I&E community at GT to be strengthened and centralized.

[[File:Innovation Month.png]]

= Related Links =

[[Georgia Institute of Technology]]

Georgia Institute of Technology Student Priorities

University Innovation Fellows

Spring 2016:

[[Thomas W. Clifton V|Thomas Clifton]]

[[Kshitij Kulkarni|Kshitij Kulkarni]]

[[Arshiya Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh Garg|Utkarsh Garg]]

Spring 2014:

[[Alex Flohr|Alex Flohr]]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]

[[Category:Student Priorities|g]]

Priorities:Georgia Institute of Technology Student Priorities

2016-04-13T18:36:38Z

Mushenski210:

== Project Pitch Videos ==

2016 Spring

{{#Widget:Youtube|id= SVBUIA2K4XQ}}

2015 Fall

{{#Widget:Youtube|id=ePECOY5goKs}}

2014 Spring

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

= Overview =

The primary priorities for this year are to:

#Teach students to be more innovative, by involving the industry in all capstone projects and internships.
#Build a sustainable and accesible resource center for first time innovators and entrepreneurs.
#Create student-company partnerships that allow both parties to learn and engage with one another. 

= '''Strategy #1: Motivate students to be more innovative, by involving the industry in all capstone projects''' =

*Validate the idea through more thorough faculty and student interviews.
*Incentivize better capstone projects and more student effort into them by introducing the industry involvement of potential employers.
*Get a system where both professors and the respective industry professionals have access to the work done by student teams.
*Get those industry professionals on campus for capstone judging.

= Strategy #2:'' '''''Build a sustainable and accesible resource center for first time innovators and entrepreneurs.''' =

*'''Tactic #1:'''
**Elaborate on our online guide for first time entrepreneurs, with the content provided using existing entrepreneurship education material online and through the experiences of entrepreneurs from georgia Tech.
**Popularize this resource through organizations like the startup exchange.
**Create a resource to share and access prototyping tools, such as a check-out service. 
*'''Tactic #2:'''
**Introduce some sort of mentoring program/office hours with students experienced in entrepreneurshipi so that first timers can be given the right knoweldge and direction.
*'''Tactic #3:'''
**Organize a week long bootcamp with lectures in the morning and actual business and project development during the rest of the day, ending in a pitch-off with actual VCs to get feedback on the pitch and the business components.

= Strategy #3: '''Create student-company partnerships that allow both parties to learn and engage with one another.''' =

*

'''''''''Tactic #1: '''Reach out to companies in the local area and analyze company issues and roadblocks that can be solved with the help of students.''

*

'''Tactic #2: '''Create more job opportunities and internships for students to access through Career Buzz which gives them a chance to practice their entrepreneurship and innovation skills.

*

'''Tactic #3: '''Create opportunities for students to tackle issues and hold workshops on creative thinking for local companies and start-ups. A hackathon layout would be ideal for this situation.

= Georgia Tech Student Vision =

 We believe GT students can change the world. Our campus offers many resources, and even better faculty, to help innovation and creativity on campus. We need to connect the GT community by creating an umbrella organization to help students flow toward these resources on campus, and create channels for student-faculty relationships. 

== 2016 Spring Cohort Project Pitch ==

{{#Widget:Youtube|id= SVBUIA2K4XQ}}

== 2015 Fall Cohort Project Pitch ==

{{#Widget:Youtube|id=ePECOY5goKs}}

== 2014 Spring Cohort Project Pitch ==

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

= University Innovation Council =

Despite the many great resources Georgia Tech currently has, the innovation and entrepreneurial movement, which is currently overtaking the nation, has been stalled on our campus due to lack of organization.

Students are unsure of, and mostly unaware of, the opportunities available to them beyond big-name resources such as [http://inventionstudio.gatech.edu/ the Invention Studio] or the [http://inventureprize.gatech.edu/ inVenture Prize] competition.

Organizations are struggling to grow, hold large events, or simply stay operational, because of a lack of assisted communication and constant overlap.

Professors are additionally wasting large amounts of time trying to connect with students, due to a lack of protocol and standardized connection.

Our program will exist to foster a passion and create sustainability for innovation and entrepreneurship (I&E) among all members of the Georgia Tech community.

The University Innovation Council will support three main areas: the student body, current campus organizations, and faculty/administration. This will improve the community by: eliminating overlap, bringing students of all backgrounds and ages together, and encouraging administrative involvement. This will be done in the following ways:
<ol style="margin-top: 0pt; margin-bottom: 0pt;">
<li>'''For Student Members of the Georgia Tech Community'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Provide access to an umbrella calendar of I&E events</li>
<li>Connect individual student interests to the I&E movement with others in the Georgia Tech community</li>
<li>Formulate methods to encourage innovation at Tech</li>
<li>Provide updates and other opportunities on a regular basis</li>
</ul></li>
<li>'''For I&E Campus Organizations'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Host Forums</li>
<li>Connect I&E organizations</li>
<li>Provide consulting advice, support, and membership numbers</li>
<li>Provide a yearly I&E wheel featuring individual organizations</li>
</ul></li>
<li>'''For the Administration'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Dissolve the communication barrier between students, organisations, and the administration</li>
<li>Form strategic partnerships with supporters of entrepreneurship</li>
<li>Provide ‘voice’ of I&E for consulting</li>
<li>Create a mentoring program for faculty to get involved in; help students develop ideas and turn them into a reality</li>
</ul></li>
</ol>

Additionally, please refer to our [https://docs.google.com/spreadsheet/ccc?key=0AkIeZwL27QHbdFY5bXZtWkZJcUhFQ0JiN2ZwbVZtclE&usp=drive_web#gid=0 Campus Landscape Canvas] for both on-campus and off-campus resources, as well as local Atlanta-based resources.

This Campus Landscape Canvas illustrates all the resources on Georgia Tech’s campus for undergraduates, graduates, organizations, and faculty through perceived, potential, applied, realized, reframing, and institutional resources.Through this map, we are able to fully maximize student, faculty, undergraduate, and graduate student interactions and improve the map for the future, based on our knowledge of the current environment.

= Student-Faculty Relations =

Through the University Innovation Council, student-faculty interaction will be facilitated in three main ways:

#Students interested in getting involved with the I&E movement will be directly connected with a professor based on their ideas, needs, and goals. This introduction will save valuable time for the student by removing the searching process. This will also save time for the professor by introducing them to a student who is serious about their work and eager to network.
#Faculty will be able to directly interact and engage with movements on campus that organizations and students are working on. Instead of being directed by several groups of people, faculty members will know all I&E-related movements are being directed by the University Innovation Council.
#Resources for both students and faculty will be maximized due to a new lack of overlap. The process of starting an I&E movement will have the ability to become streamlined, through its implementation in our organization.

= Wide Net Impact =

By creating a centralized hub, the University Innovation Council will be able to run all I&E movements that Georgia Tech is starting. Our organization, the University Innovation Council, is one that will exist for the betterment of the entire university; not just one major, one club, or even one type of student.

Many undergraduate students have been inspired to create projects and invent in their classes and many graduate students have also been encouraged to turn their research and theses into entrepreneurial companies. This organization would really help graduate students network with undergraduates to easily allocate research positions, internships, and special projects, as well as vice-versa. It is a much more desirable way for them to see what undergraduate students are passionate about, instead of just going off of resumes and shallow connections.

Again, by providing an overarching umbrella, students will be able to focus on their ideas and goals, rather than spending so much time finding the necessary resources. The unique characteristic about I&E is that it's not limited to undergraduate and graduate students, it's for everyone.   

= Sustainable Impact =

By providing a council and infrastructure for I&E to operate under, new students will not have to worry about finding resources or connections (because they will already be provided). They will be able to just focus on the movement and their ideas, goals, and design processes. It will make the entrepreneurial experience less of a trial-and-error process, and more success stories will come out of the Georgia Tech entrepreneurial landscape. In addition, it will create a foundation on campus for other I&E movements to be built upon.

Through the University Innovation Council, students and faculty will be able to grow the I&E movement on campus together, as well as facilitate other movements going forward. This means that they will become more reliant on, and trusting of, each other. If both students and faculty are invested in the same issue and working together to make change happen, Georgia Tech's campus landscape in I&E will continue to grow in the future, which will only perpetuate the success of the I&E campus.

= Funds Needed =

This budget is based on a $10,000 fund.

#$500 - Organize Umbrella Reaching Out
#$2,500 - Connect with Purpose
#$2,000 - I&E for Dummies
#$5,000 - GT Innovation Month

= Timeline =

[[File:Timeline.png]]

= GT Innovation Month =

We hope to structure GT Innovation Month in a similar fashion to what NYU's UIF, [http://universityinnovation.org/wiki/Terrence_Agbi Terrence], did for his school. We aim to showcase unique I&E entities across campus, and off-campus in the Atlanta area, by holding programs in their respective spaces. This will increase awareness of I&E, gain students for the campus movement, and allow the I&E community at GT to be strengthened and centralized.

[[File:Innovation Month.png]]

= Related Links =

[[Georgia Institute of Technology]]

Georgia Institute of Technology Student Priorities

University Innovation Fellows

Spring 2016:

[[Thomas_W._Clifton_V|Thomas Clifton]]

[[Kshitij_Kulkarni|Kshitij Kulkarni]]

[[Arshiya_Lal|Arshiya Lal]]

Fall 2015:

[[Utkarsh_Garg|Utkarsh Garg]]

Spring 2014:

[[Alex_Flohr|Alex Flohr]]

[[Megna_Saha|Megna Saha]]

[[Rachel_Ford|Rachel Ford]]

[[Category:Student Priorities|g]]

Priorities:Georgia Institute of Technology Student Priorities

2016-04-13T18:34:59Z

Mushenski210:

== Project Pitch Videos ==

2016 Spring

{{#Widget:Youtube|id= SVBUIA2K4XQ}}

2015 Fall

{{#Widget:Youtube|id=ePECOY5goKs}}

2014 Spring

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

= Overview =

The primary priorities for this year are to:

#Teach students to be more innovative, by involving the industry in all capstone projects and internships.
#Build a sustainable and accesible resource center for first time innovators and entrepreneurs.
#Create student-company partnerships that allow both parties to learn and engage with one another. 

= '''Strategy #1: Motivate students to be more innovative, by involving the industry in all capstone projects''' =

*Validate the idea through more thorough faculty and student interviews.
*Incentivize better capstone projects and more student effort into them by introducing the industry involvement of potential employers.
*Get a system where both professors and the respective industry professionals have access to the work done by student teams.
*Get those industry professionals on campus for capstone judging.

= Strategy #2:'' '''''Build a sustainable and accesible resource center for first time innovators and entrepreneurs.''' =

*'''Tactic #1:'''
**Elaborate on our online guide for first time entrepreneurs, with the content provided using existing entrepreneurship education material online and through the experiences of entrepreneurs from georgia Tech.
**Popularize this resource through organizations like the startup exchange.
**Create a resource to share and access prototyping tools, such as a check-out service. 
*'''Tactic #2:'''
**Introduce some sort of mentoring program/office hours with students experienced in entrepreneurshipi so that first timers can be given the right knoweldge and direction.
*'''Tactic #3:'''
**Organize a week long bootcamp with lectures in the morning and actual business and project development during the rest of the day, ending in a pitch-off with actual VCs to get feedback on the pitch and the business components.

= Strategy #3: '''Create student-company partnerships that allow both parties to learn and engage with one another.''' =

*

'''''''''Tactic #1: '''Reach out to companies in the local area and analyze company issues and roadblocks that can be solved with the help of students.''

*

'''Tactic #2: '''Create more job opportunities and internships for students to access through Career Buzz which gives them a chance to practice their entrepreneurship and innovation skills.

*

'''Tactic #3: '''Create opportunities for students to tackle issues and hold workshops on creative thinking for local companies and start-ups. A hackathon layout would be ideal for this situation.

= Georgia Tech Student Vision =

 We believe GT students can change the world. Our campus offers many resources, and even better faculty, to help innovation and creativity on campus. We need to connect the GT community by creating an umbrella organization to help students flow toward these resources on campus, and create channels for student-faculty relationships. 

== 2016 Spring Cohort Project Pitch ==

{{#Widget:Youtube|id= SVBUIA2K4XQ}}

== 2015 Fall Cohort Project Pitch ==

{{#Widget:Youtube|id=ePECOY5goKs}}

== 2014 Spring Cohort Project Pitch ==

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

= University Innovation Council =

Despite the many great resources Georgia Tech currently has, the innovation and entrepreneurial movement, which is currently overtaking the nation, has been stalled on our campus due to lack of organization.

Students are unsure of, and mostly unaware of, the opportunities available to them beyond big-name resources such as [http://inventionstudio.gatech.edu/ the Invention Studio] or the [http://inventureprize.gatech.edu/ inVenture Prize] competition.

Organizations are struggling to grow, hold large events, or simply stay operational, because of a lack of assisted communication and constant overlap.

Professors are additionally wasting large amounts of time trying to connect with students, due to a lack of protocol and standardized connection.

Our program will exist to foster a passion and create sustainability for innovation and entrepreneurship (I&E) among all members of the Georgia Tech community.

The University Innovation Council will support three main areas: the student body, current campus organizations, and faculty/administration. This will improve the community by: eliminating overlap, bringing students of all backgrounds and ages together, and encouraging administrative involvement. This will be done in the following ways:
<ol style="margin-top: 0pt; margin-bottom: 0pt;">
<li>'''For Student Members of the Georgia Tech Community'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Provide access to an umbrella calendar of I&E events</li>
<li>Connect individual student interests to the I&E movement with others in the Georgia Tech community</li>
<li>Formulate methods to encourage innovation at Tech</li>
<li>Provide updates and other opportunities on a regular basis</li>
</ul></li>
<li>'''For I&E Campus Organizations'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Host Forums</li>
<li>Connect I&E organizations</li>
<li>Provide consulting advice, support, and membership numbers</li>
<li>Provide a yearly I&E wheel featuring individual organizations</li>
</ul></li>
<li>'''For the Administration'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Dissolve the communication barrier between students, organisations, and the administration</li>
<li>Form strategic partnerships with supporters of entrepreneurship</li>
<li>Provide ‘voice’ of I&E for consulting</li>
<li>Create a mentoring program for faculty to get involved in; help students develop ideas and turn them into a reality</li>
</ul></li>
</ol>

Additionally, please refer to our [https://docs.google.com/spreadsheet/ccc?key=0AkIeZwL27QHbdFY5bXZtWkZJcUhFQ0JiN2ZwbVZtclE&usp=drive_web#gid=0 Campus Landscape Canvas] for both on-campus and off-campus resources, as well as local Atlanta-based resources.

This Campus Landscape Canvas illustrates all the resources on Georgia Tech’s campus for undergraduates, graduates, organizations, and faculty through perceived, potential, applied, realized, reframing, and institutional resources.Through this map, we are able to fully maximize student, faculty, undergraduate, and graduate student interactions and improve the map for the future, based on our knowledge of the current environment.

= Student-Faculty Relations =

Through the University Innovation Council, student-faculty interaction will be facilitated in three main ways:

#Students interested in getting involved with the I&E movement will be directly connected with a professor based on their ideas, needs, and goals. This introduction will save valuable time for the student by removing the searching process. This will also save time for the professor by introducing them to a student who is serious about their work and eager to network.
#Faculty will be able to directly interact and engage with movements on campus that organizations and students are working on. Instead of being directed by several groups of people, faculty members will know all I&E-related movements are being directed by the University Innovation Council.
#Resources for both students and faculty will be maximized due to a new lack of overlap. The process of starting an I&E movement will have the ability to become streamlined, through its implementation in our organization.

= Wide Net Impact =

By creating a centralized hub, the University Innovation Council will be able to run all I&E movements that Georgia Tech is starting. Our organization, the University Innovation Council, is one that will exist for the betterment of the entire university; not just one major, one club, or even one type of student.

Many undergraduate students have been inspired to create projects and invent in their classes and many graduate students have also been encouraged to turn their research and theses into entrepreneurial companies. This organization would really help graduate students network with undergraduates to easily allocate research positions, internships, and special projects, as well as vice-versa. It is a much more desirable way for them to see what undergraduate students are passionate about, instead of just going off of resumes and shallow connections.

Again, by providing an overarching umbrella, students will be able to focus on their ideas and goals, rather than spending so much time finding the necessary resources. The unique characteristic about I&E is that it's not limited to undergraduate and graduate students, it's for everyone.   

= Sustainable Impact =

By providing a council and infrastructure for I&E to operate under, new students will not have to worry about finding resources or connections (because they will already be provided). They will be able to just focus on the movement and their ideas, goals, and design processes. It will make the entrepreneurial experience less of a trial-and-error process, and more success stories will come out of the Georgia Tech entrepreneurial landscape. In addition, it will create a foundation on campus for other I&E movements to be built upon.

Through the University Innovation Council, students and faculty will be able to grow the I&E movement on campus together, as well as facilitate other movements going forward. This means that they will become more reliant on, and trusting of, each other. If both students and faculty are invested in the same issue and working together to make change happen, Georgia Tech's campus landscape in I&E will continue to grow in the future, which will only perpetuate the success of the I&E campus.

= Funds Needed =

This budget is based on a $10,000 fund.

#$500 - Organize Umbrella Reaching Out
#$2,500 - Connect with Purpose
#$2,000 - I&E for Dummies
#$5,000 - GT Innovation Month

= Timeline =

[[File:Timeline.png]]

= GT Innovation Month =

We hope to structure GT Innovation Month in a similar fashion to what NYU's UIF, [http://universityinnovation.org/wiki/Terrence_Agbi Terrence], did for his school. We aim to showcase unique I&E entities across campus, and off-campus in the Atlanta area, by holding programs in their respective spaces. This will increase awareness of I&E, gain students for the campus movement, and allow the I&E community at GT to be strengthened and centralized.

[[File:Innovation Month.png]]

= Related Links =

[[Georgia Institute of Technology]]

Georgia Institute of Technology Student Priorities

University Innovation Fellows

Spring 2016:

[http://universityinnovation.org/Thomas%20W.%20Clifton%20V Thomas Clifton]

[http://universityinnovation.org/Kshitij%20Kulkarni Kshitij Kulkarni]

[http://universityinnovation.org/Arshiya%20Lal Arshiya Lal]

Fall 2015:

[http://universityinnovation.org/Utkarsh%20Garg Utkarsh Garg]

Spring 2014:

[http://universityinnovation.org/Alex%20Flohr Alex Flohr]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]
[[Category:Student Priorities|g]]

School:Georgia Institute of Technology

2016-04-13T18:34:29Z

Mushenski210:

= Background =

In April 2010, more than 140 leaders from higher education endorsed and submitted a letter to then Commerce Secretary Gary Locke through his National Advisory Council on Innovation and Entrepreneurship (NACIE). These leaders, including Georgia Tech’s president, G.P. “Bud” Peterson, committed to work more closely with industry, private foundations, investors, and local, state, and federal governments to promote innovation, entrepreneurship, and the commercialization of research results. Underlying their commitment was a willingness to employ strategies, enhance existing activities, and expand efforts in several areas, including:

*Promoting student innovation and entrepreneurship
*Encouraging faculty innovation and entrepreneurship
*Actively supporting the university technology transfer function
*Facilitating university – industry collaboration
*Engaging with regional and local economic development efforts

 The Department of Commerce’s Office of Innovation and Entrepreneurship (OIE) recently followed up with the signatories to better understand their efforts to embody and implement the ideas contained within the letter, as well as to improve their ability to develop policies and programs that support innovation, entrepreneurship, and the commercialization of research results. OIE is conducting phone calls with every respondent to discuss their strategies and develop a general outline of each of their initiatives. 

For a select few institutions, including some who did not sign the NACIE letter, OIE has conducted a more thorough exploration of their strategies and initiatives. The goals of these “deep dives” are to discuss the historical and cultural context for the relevant work being done at leading institutions, highlight innovative practices, and uncover future trends. Through this exploration, OIE will be better equipped to advise on policies and develop future programs.

= Georgia Tech Campus Landscape =

The University Innovation Fellows of GT 2014 and 2015, created a campus map that guides students on the ways they can engage in innovation and entrepreneurship on campus. 

To view the complete landscape canvas for Georgia Tech's campus, and surrounding Atlanta area, please follow the link below:

GT 2014 - [https://docs.google.com/spreadsheet/ccc?key=0AkIeZwL27QHbdFY5bXZtWkZJcUhFQ0JiN2ZwbVZtclE&usp=drive_web#gid=0 https://docs.google.com/spreadsheet/ccc?key=0AkIeZwL27QHbdFY5bXZtWkZJcUhFQ0JiN2ZwbVZtclE&usp=drive_web#gid=0]

GT 2015 - [https://docs.google.com/presentation/d/1FdeurpjypjVfQEM8I6c71komCnjwX0CkeijiY-AeVMg/edit#slide=id.gded0dd295_2_14 https://docs.google.com/presentation/d/1FdeurpjypjVfQEM8I6c71komCnjwX0CkeijiY-AeVMg/edit#slide=id.gded0dd295_2_14]

GT 2016 - [https://drive.google.com/folderview?id=0B844vlWIDJatbmdlX19lMnppV2s&usp=sharing&tid=0B9GRsz4i6ggaaEF0SnMya0ctc3c&nbsp https://drive.google.com/folderview?id=0B844vlWIDJatbmdlX19lMnppV2s&usp=sharing&tid=0B9GRsz4i6ggaaEF0SnMya0ctc3c&nbsp]

= Overview – A Focus on Industry and Collaboration4 =

The Georgia Institute of Technology (Georgia Tech), a public research university in Atlanta, Georgia, is part of the University System of Georgia. Established in the 1880s on the heels of the Industrial Revolution, Georgia Tech’s mission has always focused on assisting industry. For example, the university’s basic and applied research efforts have been instrumental for the global aerospace industry, with Georgia Tech scientists playing key roles in the development of radar and other flight technologies. Georgia Tech focuses intently on the basic-to-applied research continuum throughout its comprehensive research programs in engineering, physical and life sciences, computing, and policy. Georgia Tech’s Strategic Vision and Plan () infuses a focus on innovation and entrepreneurism across the spectrum of basic and applied research as well as in its educational programs. Viewed in broad themes, research at Georgia Tech includes work in:

*Big Data;
*Biotechnology and Biomedicine;
*Electronics and Nanotechnology;
*Manufacturing, Trade, and Logistics;
*Materials;
*National Security;
*Paper and Science Technology;
*People and Technology;
*Public Service, Leadership, and Policy;
*Robotics;
*Sustainable Infrastructure and Energy; and
*Systems.

 Georgia Tech’s culture embodies a collaborative approach. It enlists outside partners and contributors including academic, governmental, industry, and nonprofit institutions in an effort to better understand and ensure the benefit of research to the nation. In 1937, Georgia Tech established what is now the Georgia Tech Research Corporation (GTRC), an internal outpost for engineering experimentation and entrepreneurial applications of engineering, science, and technology. Georgia Tech also operates the oldest and largest university-based business incubator in the United States, the Advanced Technology Development Center, which was established in the 1980s to provide a range of services and facilities for entrepreneurs to launch and build new companies. Recognized by Forbes in 2010, the Advanced Technology Development Center has graduated 143 new companies, which have helped create millions of dollars in revenues and which together have attracted nearly $2.5 billion in capital activity. Capital activity includes venture capital funding, other investment, and the value of mergers and acquisitions.

Georgia Tech incorporates several strategies to ensure that it continually improves and expands its services to industry. To ensure it meets its fiduciary responsibilities and maintains public trust and confidence, the university continually strives to reduce bureaucratic barriers and modify underperforming initiatives. For example, the university has launched the Georgia Tech Integrated Program for Startups, GT:IPS™, which combines a streamlined licensing program with organized support for faculty and student inventor-entrepreneurs. The program provides information and education for entrepreneurs to help them form stronger, more successful companies, and the streamlined GT:IPS license agreement helps simplify negotiations and “take the drama off the table.”

Three of Georgia Tech’s more recent initiatives to promote innovation and entrepreneurship based on broad stakeholder partnerships include Flashpoint, NSF I-Corps, and the Global Center for Medical Innovation. Flashpoint, a Georgia Tech startup accelerator program established in 2011, encourages basic and applied research and facilitates their transfer to the marketplace through entrepreneurial education and access to experienced mentors, experts, investors, and stars in an open, immersive, shared-learning workspace.

In July 2012, Georgia Tech was named as a node for the National Science Foundation’s I-Corps program. NSF Director Subra Suresh describes I-Corps as a program to “leverage productive public-private partnerships and extend the impact of fundamental research discoveries.” He noted that it has “inspired the research and business communities to collaborate in new ways.” Georgia Tech is serving as a teaching site for the hands-on I-Corps curriculum.

Finally, the Global Center for Medical Innovation, which opened in 2012 with support from the Economic Development Authority’s i6 Program, will bring together core members of the medical device community — including universities, research centers, clinicians, established device and drug companies, investors, and early-stage companies — with the goal of accelerating the commercialization of innovative medical technology.

The NACIE commitment letter was broadly disseminated to Georgia Tech faculty and administrators and elicited general consensus prior to President Peterson’s endorsement. University stakeholders who were invited to review and comment on the letter were found to be already committed to its expressed ideas and goals. The letter’s real impact was to add “force” and “intentionality” to Georgia Tech’s innovation, entrepreneurship, and tech transfer strategic vision by providing a time scale for faculty and administration efforts, documenting their commitment, and holding them accountable.

Innovation and entrepreneurism are hallmarks of educational programs as well as research and technology transfer. Problem-based learning gives students an opportunity to develop ideas and technologies within their disciplines, and increasingly, activities such as the General Electric Smart Grid Challenge () provide a venue for companies to explore disruptive concepts through student engagement.

Over the past few years, Georgia Tech's entrepreneurial ecosystem has been growing rapidly, with both, faculty led and student led initiatives. There are startup clubs, startup discussions and even new funds through Georgia Tech that foster student innovation and encourage students to develop their idea/innovations into marketable products.

Below is an enumeration of several Georgia Tech programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

= Student Entrepreneurship =

Students at Georgia Tech are an active part of research and discovery. In fact, over 70 percent of invention disclosures name one or more students among the inventors. As part of a broader effort to foster innovation and entrepreneurship within its student community, Georgia Tech has several initiatives, including:

*'''Georgia Tech Invention Studio '''— student-run design-build-play space open to all Georgia Tech students. It is staffed by University Lab Instructors, student volunteers who are on hand to train new students on machines and help with invention prototypes.The space provides resources for designing, prototyping, and sharing ideas through workshops, vendor networks, experienced guidance, and access to cutting edge machines.<div> </div><div> </div>
*'''Georgia Tech Integrated Program for Startups, GT:IPS''' — An initiative that supports faculty and student inventor-entrepreneurs through two components: '''''GT:IPS Facilitation''''', a graduated program of support, information, and education for new company founders; and '''''GT:IPS License''''', which offers the same terms to all Georgia Tech startups in the same field and provides them with transparency into Georgia Tech Research Corporation’s (GTRC) licensing processes.

 

*'''InVenture™ Prize —''' An annual competition that inspires undergraduate teams to create inventions that will be judged by experts for more than $30,000 in cash prizes from Georgia Tech and sponsoring corporations. First and second place winners receive patent filings funded by GTRC, and in March 2011, a “People’s Choice” award was sponsored by NCR Corporation.

 

*'''TI:GER''' — An award-winning program and partnership between Georgia Tech and Emory University School of Law that brings together PhD, MBA, and law students to experience the challenges of commercializing innovative technologies. Now approaching its 10th anniversary in 2012, TI:GER is expanding to global entrepreneurship and has become an established part of the entrepreneurial education of graduate students on both campuses.

 

*'''Business Plan Competition''' — An annual competition, now in its 11th year, held by the Scheller College of Business and the Institute for Leadership and Entrepreneurship to foster entrepreneurship among Georgia Tech students and recent alumni. Since its inception, more than 650 participants have received approximately $570,000 in cash and services, and each year several teams launch companies to take their product concepts to market. To date, eight winning teams have been accepted into Georgia Tech’s Advanced Technology Development Center.

 

*'''Ideas to SERVE (I2S)''' — An annual competition of ideas where creativity, imagination, and the use of technology are applied innovatively to solve community and social issues and sustain the environment. Started as a specialty track of the Business Plan Competition in 2009, I2S has quickly grown into a separate event, contributing to Georgia Tech’s portfolio of programs that foster entrepreneurship. I2S is open to Georgia Tech students and recent alumni.

*'''Georgia Tech Starter '''— The world’s first peer-reviewed, university-based crowdfunding platform for science and engineering projects. It is a platform for students, scientists, and engineers to engage directly with the world wide community, and to receive market feedback on their projects. GaTechStarter is also an experiment to see if the world is ready for a more active role in the scientific process. 

*'''Startup Summer '''— A GT program that offers student teams $20,000 and mentorship over the summer to pursue their startup with a full time commitment. This program is entering its second year with the summer of 2016.

*'''Startup Semester '''— This is a student run program conducted during the semester, and aims to provide entrepreneurship education, guidance, and mentorship to students with ideas, and a motivation to pursue them.

*'''Startup Exchange''' — This is a student run organization that meets weekly, and organizes huddles and meetups with other student entrepreneurs, students looking to be entrepreneurs and successful entrepreneurs from the Atlanta area.

*'''Idea to Prototype''' - This is a GT run program that offers course credit, research grants and faculty mentorship to student teams that want to pursue their idea and turn it into an actual product, over a period of 1-2 semesters.

*'''MIS Business Plan Competition''' - This is a business plan competition organized every semester, by the new Management Information Systems club at GT. It is judged by industry professionals from companies like Bank of America and Deloitte.

*'''3 Day Startup''' - This is a traditiional 3-day startup initiative at GT, organized every semester. Students and professionals (selected through an application) get together and try to build a business in 72 hours.

*'''Global Social Venture Challenge''' - This is a global competition for student entrepreneurs in the social sector. Georgia Tech is the East Coast hub of the GSVC, with Berkeley in the West Coast.

*'''Convergence Innovation Competition''' - This is a technology innovation competition organized by the GT RNOC every semester, in to foster innovation in specific areas of technology, like telecommunications and transport. [http://cic.gatech.edu/ http://cic.gatech.edu/]
*'''Design Bloc''' – A classroom and prototyping space that emphasizes design thinking through design behavior. The 5 tenants that students are taught are Empathy, Rapid Iteration, Contextual Awareness, Entrepreneurial Spirit and Creative Craft.

= Faculty Entrepreneurship =

Georgia Tech has several awards and programs to incentivize faculty to mentor graduate students, or themselves, to pursue innovative research and entrepreneurial ideas. These include:

*'''Bio-impact Commercialization Team (BCT)''' — An initiative focusing on research in biomedicine whereby faculty members and the venture capital community work closely with experts in the biomedical device space to facilitate translational research and commercialization. The Wallace H. Coulter Foundation will fund the BCT’s translational research and development projects.

 

*'''The Georgia Tech Fund for Innovation in Research and Education (GT FIRE)''' — A program that facilitates planning for large extramural proposals — those of strategic value to the Institute that have more than $500,000 in direct costs per year—and provides support for feasibility studies of transformative ideas in research and/or education. This past spring, faculty submitted 42 transformative proposals, from which three research-related ideas and four education-related ideas were selected for funding.

*'''I Corps '''- The [http://venturelab.gatech.edu/nsf-innovation-corps Innovation Corps (I-Corps)] teaches National Science Foundation (NSF) grantees to identify valuable product opportunities that can emerge from academic research and offers entrepreneurship training to student participants. I-Corps is a public-private partnership that prepares students to extend your focus beyond the laboratory by broadening the impact of select, NSF-funded basic-research projects.  The primary goal of I-Corps is to foster entrepreneurship that will lead to the commercialization of technology that has been supported by NSF-funded research.

*'''Humanitarian Design and Engineering Studio''' - [http://www.catea.gatech.edu/rearlab.php The Rehabilitation Engineering and Applied Research (REAR) Lab] undertakes applied research and device development targeting the increased heath and function of persons with disabilities. Specific areas of interest include: wheeled mobility and seating, pressure ulcer prevention and treatment; design of diagnostic tissue interrogation devices; design of assistive technology.

*'''Enterprise Innovation Institute - '''Enterprise Innovation Institute is Georgia Tech’s chief business outreach and economic development organization. The core mission is to help business, industry, entrepreneurs, and economic developers across Georgia grow and remain competitive.

= University Technology Transfer Functions =

*'''The Georgia Tech Research Corporation (GTRC)''' — The contracting entity responsible for several of the university’s tech transfer and licensing processes. GTRC also aims to accelerate the formation of robust Georgia Tech spinout companies and broaden participation in entrepreneurship among faculty and students. In addition, GTRC has revised master agreement terms and developed new template agreements to meet the needs of industry sponsors as technologies progress in development.

 

*'''Georgia Tech VentureLab''' — A one-stop-shop providing comprehensive assistance to faculty, research staff, and  students who want to take their technology innovations from the laboratory to the commercial market. VentureLab specialists help these innovators “start up” by assisting in business plan development, connecting them with experienced entrepreneurs, and locating sources of early-stage financing, including seed grants from the Georgia Research Alliance. The program has fostered, on average, one new spinout each month over the last three years.

 

*'''Georgia Tech Edison Fund — '''A source for modest investments into early-stage technology startups that have a strong connection to Georgia Tech. This fund makes use of targeted charitable contributions from Georgia Tech alumni and friends.

*'''Flashpoint  — '''Flashpoint creates better startups, faster, welcoming committed founders with domain knowledge and a passoin for responding to the needs of their customers. Flashpoint helps shape startups with true market + product fit, reduced risks, lower costs, and a better chance of high quality success. Flashpoint is not classfified as an incubator nor accelerator, but rather a rigorous management and education program that works closely with founders to creat companies.

*'''Advanced Technology Development Center (ATDC) - '''ATDC is a startup incubator at Georgia Tech that helps technology entrepreneurs in Georgia launch and build successful companies. Headquartered in Atlanta's Technology Square, ATDC serves as the hub for technology entrepreneurship in Georgia. ATDC Select is a three-year incubator program for high potential technology companies.  

= University-Industry Collaboration =

*'''University-Industry Demonstration Partnership (UIDP)''' — An activity of the National Academies that works to demonstrate innovative approaches to research engagement and improve relationships with private industry for research and commercialization of inventions. Georgia Tech has been a member and active participant since the UIDP was founded in 2005. The recently published Researcher Guide, a collaborative effort of UIDP university and industry members, provides information for university and company scientists and engineers who wish to engage in sponsored or collaborative research.

 

*'''The Office of Industry Collaborations and Affiliated Licenses (ICAL)''' — An organization that works in close coordination with faculty, academic units, and university offices, including the Office of Sponsored Programs, Office of Innovation Commercialization and Translational Research, Enterprise Innovation Institute (EI²), and Advanced Technology Development Center, in their partnerships with private industry to help promote industry-sponsored research and further technology commercialization. Types of agreements facilitated by ICAL include nondisclosure, industry collaboration, consortium, memorandum of understanding, center bylaws, testing, and SBIR.

 

= Regional and Local Economic Development =

An economic impact study by the Selig Center for Economic Growth at the University of Georgia’s Terry College of Business indicates that Georgia Tech made a $2.3 billion economic impact during the fiscal year 2011, the highest of any institution in the University System of Georgia (USG). The study also found that Georgia Tech generated 18,640 full- and part-time jobs. Most of the economic impact in the study consists of initial spending by USG institutions for salaries and benefits, supplies and expenses, and other budgeted expenditures, as well as spending by students who attend the institutions.

Georgia Tech also impacts the local and regional economy in several others ways, including:

*Research partnerships with business and industry in the state of Georgia and throughout the Southeast;
*Economic development services to help make Georgia’s small and medium-sized businesses and communities more innovative and efficient;
*The more than 48,000 Georgia Tech alumni who live and work in the state;
*Research labs that produce more than 300 invention disclosures annually;
*A strong patent portfolio, ranked eighth among the top 124 universities according to the 2009 Universities Patent Scorecard;
*Spinning off an average of ten new companies a year;
*The Economic Development Authority i6 grant, which we received in 2010 to support innovation and entrepreneurship and boost the quality of high-growth startups in the region. EDA funding has helped advance economic development activities through Georgia Tech’s University Center of Excellence and also through a recent Jobs Accelerator award, where Georgia Tech partners with Gwinnett Tech to prepare students for work in health information technology; and
*EI2, which serves Georgia through a network of industry specialists located in nine regions throughout the state. These specialists provide local businesses with direct technical and engineering assistance, professional education courses, networking opportunities, and connections to Georgia Tech resources.

 

During fiscal year 2011 alone, Georgia Tech’s Enterprise Innovation Institute (EI2):

*Evaluated 219 Georgia Tech innovations and helped form 17 new companies based on this intellectual property, which attracted nearly $100 million in investment;
*Helped manufacturing companies reduce operating costs by $35 million, increase sales by $191 million, and create or save 950 jobs through the Georgia Manufacturing Extension Partnership program, a program funded by the National Institute of Standards and Technology Manufacturing Extension Partnership, the state of Georgia, and industry clients;
*Assisted 493 start-up technology companies through the Advanced Technology Development Center. These companies attracted nearly $100 million in venture capital investment and mergers/acquisitions; and

*Helped Georgia companies win $492 million in government contracts, creating an estimated 9,843 jobs through the Georgia Tech Procurement Assistance Center. 

 

= Deep-Dive Questions =

*Is innovation an integral part of Georgia Tech’s institutional culture?
**How can Georgia Tech's focus be shifted more towards innovation?
**Is it possible to do the same for entrepreneurship?
*Why is it important? And how does it influence entrepreneurship and tech transfer?
*How do you envision your program in the future?
*What is your vision for each of the case study’s buckets?
*How does your institution leverage (or intend to leverage) geographic endowment?
*Are your innovation, entrepreneurship, and tech transfer programs integrated?
<ul style="margin-left: 40px; list-style-type: circle;">
<li>Why, or why not?</li>
</ul>

*Are there any unique successes (and or challenges) you may wish to highlight?
*What can be done to alter the student and faculty mindset on campus, to make it more entrepreneurial in its entirety?
*Since GT is so industry focused, how can that be used to motivate innovation on campus?

 

= Conclusion =

The Georgia Institute of Technology is a top-10 public research university and an Association of American Universities (AAU) member school. Jilda Garton’s comments have been instructive in better understanding Georgia Tech’s many entrepreneurship, research, and technology transfer programs, in addition to the impact of the NACIE commitment letter in framing Georgia Tech’s strategic plans and institutional culture.

The Georgia Tech entrepreneurship ecosystem is well in its advanced stages, yet it lacks in some minor areas. When addressed, GT will truly be an entrepreneurial campus, where every student can pursue entrepreneurship without any fear, and with the full support of all around them.

The Office of Innovation and Entrepreneurship thanks Georgia Tech’s assistance with this case study and looks forward to a continued close and collaborative relationship in building America’s innovation infrastructure.
<div> 
----
<div id="ftn1">
4Comments By Jilda D. Garton, Vice Provost for Research, General Manager, GTRC and GTARC
</div></div><div> 
----
<div id="edn1">
New Entrepreneurship & Innovations Programs:
</div><div id="edn2">
New Entrepreneurship & Innovations Programs:
</div><div id="edn3">
The Office of Industry Collaborations and Affiliated Licenses (ICAL):
</div><div id="edn4">
Economic Impact of University System Reaches $13.2 Billion: www.usg.edu/news/release/economic_impact_of_university_system_reaches_13.2_billion
</div><div id="edn5">
Tech's Economic Impact on Georgia:

 Source: "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus", Department of Commerce, October 2013.
</div></div>
= Related Links =

Georgia Institute of Technology

[[Georgia Institute of Technology Student Priorities|Georgia Tech Student Priorities]]

University Innovation Fellows

Spring 2016:

[http://universityinnovation.org/Thomas%20W.%20Clifton%20V Thomas Clifton]

[http://universityinnovation.org/Kshitij%20Kulkarni Kshitij Kulkarni]

[http://universityinnovation.org/Arshiya%20Lal Arshiya Lal]

Fall 2015:

[http://universityinnovation.org/Utkarsh%20Garg Utkarsh Garg]

Spring 2014:

[http://universityinnovation.org/Alex%20Flohr Alex Flohr]

[[Megna Saha|Megna Saha]]

[[Rachel Ford|Rachel Ford]]

[[Category:Universities|g]]

School:Georgia Institute of Technology

2016-04-13T18:34:10Z

Mushenski210:

Fellow:Sierra Kennelly

2016-04-13T18:27:47Z

Mushenski210:

<div>"Whenever someone asks me what my passion is, I like to related it back to an analogy. Say that you are [[File:Sierra Kennelly.JPG|thumb|Sierra Kennelly.JPG]]surrounded by darkness, but inside you, you feel this light that is glowing from within. Soon, other people start to notice and they strive tounderstand it. The more they learn the more lights start to develop within them. Soon this will spread and create a whole sea of light and inspiration unlike any before. What I mean by this is that sometimes there can be struggling or "darkness". If you bring your light, inspiration, and motiviation, you can help someone else find their own light. It is important to not only strive to make yourself better, but to also help others along the way."</div><div class="row-fluid ng-scope" style="margin: 0px; padding: 0px; width: 453.941px; color: rgb(51, 51, 51); font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px; line-height: 18px;"><div style="margin: 0px; padding: 0px;"></div></div><div class="row-fluid ng-scope" style="margin: 0px; padding: 0px; width: 453.941px; color: rgb(51, 51, 51); font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px; line-height: 18px;"><div style="margin: 0px; padding: 0px;"> </div></div><div> </div><div>
Sierra Kennelly is studying Marketing at IUPUI. She is currently a Resident Assistant for IUPUI Housing and Residence Life. When Sierra first came to college, she thought she wanted to be a Physical Therapist. Her family and friends told her that this is what would be best for her. It took some time for Sierra to realize that she needed to think about herself and not just what others wanted of her. It was at that point that she came to find marketing as what she really wanted to do.Throughout Sierra's journey, she may have lost the stereotypical glam and glory of putting the title "Dr." in front of her name but that was not what really important to her. She needed to find something that she loved and that reflected her skills. Sierra believes that because she found her passion, she can now make a difference in her lifetime.

Realted Links

[[Indiana University Purdue University Indianapolis]]

[[Indiana_University_Purdue_University-Indianapolis_Student_Priorities|Indiana University Purdue University Indianapolis Student Priorities ]]

University Innovation Fellows

Spring 2016:

[http://universityinnovation.org/wiki/Amadin_Agho Amadin Agho]

 [http://universityinnovation.org/wiki/Elizabeth_creamer Elizabeth Creamer]

 [http://universityinnovation.org/wiki/Cody_Howell Cody Howell]

 [http://universityinnovation.org/wiki/Sierra_Kennelly Sierra Kennelly]
</div>
[[Category:Student Contributors|s]]

Fellow:Sierra Kennelly

2016-04-13T18:25:43Z

Mushenski210:

Fellow:Sierra Kennelly

2016-04-13T18:24:15Z

Mushenski210:

Fellow:Cody Howell

2016-04-13T18:23:50Z

Mushenski210:

[[File:Cody Howell Profile 2.jpg]]

'''Adventurer, Student and Truth Seeker'''

My name is Cody Howell, I am a 19 year old undergraduate student at Indiana University Purdue University Indianapolis (IUPUI); pursuing a double major in Forensic Science and Biology. To be honest I'm not sure how to best introduce my self, so I'll rely on the trusty "If you had to describe yourself in one sentence" cliché. I am a seeker of truth, or probably more accurately a seeker of knowledge.

Knowledge is defined as the awareness or familiarity gained by experience of a fact or situation and I go to great lengths to obtain it. (Particularly the experiential aspect, just ask any of my friends who have anxiously watched me brave the edges of building roofs and mountainsides simply for the thrill of it). This innate desire to know is what drove me to higher education. With my first year of college under my belt, I've come to realize that simply knowing facts and information is not enough; said knowledge must be applied and utilized. With that in mind I made two major endeavors this summer, first: I applied for and was accepted for a Life Health Sciences Internship (LHSI) at the Indiana University School of Medicine. Where I conduct quantitative image analysis for various clinical medical trials. Secondly, with the leadership of my good friend Richard Anderson I helped to found a new student organization at IUPUI known as the Brain Trust. Our goal is to facilitate innovation on campus, and aid students in turning their ideas to action. It was through our efforts to get this organization off the ground that we were made aware of UIF, and that's how I got here.

So, with the "serious" stuff out of the way, some fun facts you may like to know about me: I am an nerd (if you need a specific sub-genre of nerd, science fiction has always thrilled me the most), I enjoy reading books of all kinds ( particularly classics), and when weather permits a favorite pastime of mine is riding my bike around Indianapolis.

= Related Links =

'''Indiana University Purdue University Indianapolis'''

[[Indiana University Purdue University-Indianapolis Student Priorities|Indiana University Purdue University Indianapolis Student Priorities]]

University Innovation Fellows

Spring 2016:

[http://universityinnovation.org/wiki/Amadin_Agho Amadin Agho]

 [http://universityinnovation.org/wiki/Elizabeth_creamer Elizabeth Creamer]

 [http://universityinnovation.org/wiki/Cody_Howell Cody Howell]

 [http://universityinnovation.org/wiki/Sierra_Kennelly Sierra Kennelly]

[[Category:Student Contributors|c]]

Fellow:Elizabeth creamer

2016-04-13T18:23:36Z

Mushenski210:

Elizabeth Creamer, an aspiring data scientist, is a junior on the urban campus of Indiana University Purdue [[File:Elizabeth Creamer.jpg|thumb|Elizabeth Creamer.jpg]]University - Indianapolis (IUPUI). Her overlying goal is to use math and statistics in such a way that brings a positive change to the world. Being in the city has given Elizabeth the opportunity to be a positive mentor in young girls lives through Girls Inc. When she's not trying to save the world, she enjoys riding her bike through the six with her woes, listening to tunes, and swiping her plastic card on the latest fashions.

'''Related Links '''

'''LinkedIn'''
= Related Links =

'''Indiana University Purdue University Indianapolis'''

[[Indiana University Purdue University-Indianapolis Student Priorities|Indiana University Purdue University Indianapolis Student Priorities]]

University Innovation Fellows

Spring 2016:

[http://universityinnovation.org/wiki/Amadin_Agho Amadin Agho]

 [http://universityinnovation.org/wiki/Elizabeth_creamer Elizabeth Creamer]

 [http://universityinnovation.org/wiki/Cody_Howell Cody Howell]

 [http://universityinnovation.org/wiki/Sierra_Kennelly Sierra Kennelly]

[[Category:Student Contributors|E]]

Fellow:Amadin Agho

2016-04-13T18:23:11Z

Mushenski210:

[[File:Amadin.jpg]]

Amadin is a student leader on campus at Indiana University - Purdue University Indianapolis. He is <span class="details" style="margin: 0px 0px 10px; padding: 0px; color: rgb(51, 51, 51); font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px; line-height: 18px; display: inline-block;">heavily involved in multiple departments and organizations on campus. Amadin is pursuing his Bachelors degree from the Kelley School of Business with concentrations on Marketing. Amadin aspires to work in marketing research and ultimately to one day be a successful entrepreneur. He is dedicated not only to his own success, but the success of his peers as well. He also works as a Resident Assistant at the Riverwalk Apartments & Townhomes. In that role he oversees and is a resource for the sixty students in his respective community. Amadin has a great work ethic, effective communication skills and a positive attitude.

'''Contact '''

'''Facebook'''

[https://www.facebook.com/amadin.agho https://www.facebook.com/amadin.agho]

'''Instagram'''

[https://www.instagram.com/amadinagho/ https://www.instagram.com/amadinagho/]

'''Linkedin'''

[https://www.linkedin.com/in/amadin-agho-41668a83 https://www.linkedin.com/in/amadin-agho-41668a83]

= Related Links =

[[Indiana University Purdue University Indianapolis]]

[[Indiana University Purdue University-Indianapolis Student Priorities|Indiana University Purdue University Indianapolis Student Priorities]]

University Innovation Fellows

Spring 2016:

[http://universityinnovation.org/wiki/Amadin_Agho Amadin Agho]

 [http://universityinnovation.org/wiki/Elizabeth_creamer Elizabeth Creamer]

 [http://universityinnovation.org/wiki/Cody_Howell Cody Howell]

 [http://universityinnovation.org/wiki/Sierra_Kennelly Sierra Kennelly]

[[Category:Student Contributors|a]]

Fellow:Amadin Agho

2016-04-13T18:22:43Z

Mushenski210:

[[File:Amadin.jpg]]

Amadin is a student leader on campus at Indiana University - Purdue University Indianapolis. He is <span class="details" style="margin: 0px 0px 10px; padding: 0px; color: rgb(51, 51, 51); font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px; line-height: 18px; display: inline-block;">heavily involved in multiple departments and organizations on campus. Amadin is pursuing his Bachelors degree from the Kelley School of Business with concentrations on Marketing. Amadin aspires to work in marketing research and ultimately to one day be a successful entrepreneur. He is dedicated not only to his own success, but the success of his peers as well. He also works as a Resident Assistant at the Riverwalk Apartments & Townhomes. In that role he oversees and is a resource for the sixty students in his respective community. Amadin has a great work ethic, effective communication skills and a positive attitude.

'''Contact '''

'''Facebook'''

[https://www.facebook.com/amadin.agho https://www.facebook.com/amadin.agho]

'''Instagram'''

[https://www.instagram.com/amadinagho/ https://www.instagram.com/amadinagho/]

'''Linkedin'''

[https://www.linkedin.com/in/amadin-agho-41668a83 https://www.linkedin.com/in/amadin-agho-41668a83]
= Related Links =

[[Indiana University Purdue University Indianapolis]]

[[Indiana University Purdue University-Indianapolis Student Priorities|Indiana University Purdue University Indianapolis Student Priorities]]

University Innovation Fellows

Spring 2016:

[http://universityinnovation.org/wiki/Amadin_Agho Amadin Agho]

 [http://universityinnovation.org/wiki/Elizabeth_creamer Elizabeth Creamer]

 [http://universityinnovation.org/wiki/Cody_Howell Cody Howell]

 [http://universityinnovation.org/wiki/Sierra_Kennelly Sierra Kennelly]

Priorities:Indiana University Purdue University-Indianapolis Student Priorities

2016-04-13T18:21:43Z

Mushenski210:

= Overview =

Indiana University Purdue University-Indianapolis has very recently been developing its identity as a sight of innovation and entrepreneurship. Ideas have been in place for a while among students and faculty and now over the last semester, plans have started to take shape.

= Project Pitch Video =

{{#Widget:Youtube|id= Ha7FWfImHZA}}

= Strategy #1 Promote Innovation and Entrepreneurship to the general student body =

Students at IUPUI are still largely unaware of the vision for IUPUI to become an innovation hub. Because of its proximity to so many business and large corporations, IUPUI has an amazing physical location to natural resources of Entrepreneurship as well as access to some crucially helpful individuals. However, there is no direct flow or outstanding knowledge of these resources; they are all hidden in the depths of the schools websites and commonly unknown to the student body. 

- Collect resource information and keep it organized

- Make connections with the faculty who are in charge of and aware of the opportunities in and outside of IUPUI

- Meet with the individuals to expand information

- Promote a plan for distributing information to students through workshops, lectures, etc. 

= Strategy #2 Bring an innovation space to IUPUI =

Students at IUPUI are still largely unaware of the future plans for the campus, but one of the soon to be accomplished goals is to create and utilize more maker spaces. These spaces are for student creativity and collaboration to come to life and to provide the necessary equipment for anything to happen.

-Receive training through UIF to establish a complete goal for the future space 

-Stay in contact with faculty who are already interested in helping to create this space

-Continue to reach out to more individual who would be interested in a makerspace 

= Related Links =

[[Indiana_University_Purdue_University_-_Indianapolis|In]][[Ndiana University Purdue University Indianapolis|diana University Purdue University Indianapolis]]

'''Indiana University Purdue University Indianapolis Student Priorities'''

University Innovation Fellows

Spring 2016:

[http://universityinnovation.org/wiki/Amadin_Agho Amadin Agho]

 [http://universityinnovation.org/wiki/Elizabeth_creamer Elizabeth Creamer]

 [http://universityinnovation.org/wiki/Cody_Howell Cody Howell]

 [http://universityinnovation.org/wiki/Sierra_Kennelly Sierra Kennelly]

[[Category:Student Priorities|i]]

Priorities:Indiana University Purdue University-Indianapolis Student Priorities

2016-04-13T18:20:46Z

Mushenski210:

= Overview =

Indiana University Purdue University-Indianapolis has very recently been developing its identity as a sight of innovation and entrepreneurship. Ideas have been in place for a while among students and faculty and now over the last semester, plans have started to take shape.

= Project Pitch Video =

{{#Widget:Youtube|id= Ha7FWfImHZA}}

= Strategy #1 Promote Innovation and Entrepreneurship to the general student body =

Students at IUPUI are still largely unaware of the vision for IUPUI to become an innovation hub. Because of its proximity to so many business and large corporations, IUPUI has an amazing physical location to natural resources of Entrepreneurship as well as access to some crucially helpful individuals. However, there is no direct flow or outstanding knowledge of these resources; they are all hidden in the depths of the schools websites and commonly unknown to the student body. 

- Collect resource information and keep it organized

- Make connections with the faculty who are in charge of and aware of the opportunities in and outside of IUPUI

- Meet with the individuals to expand information

- Promote a plan for distributing information to students through workshops, lectures, etc. 

= Strategy #2 Bring an innovation space to IUPUI =

Students at IUPUI are still largely unaware of the future plans for the campus, but one of the soon to be accomplished goals is to create and utilize more maker spaces. These spaces are for student creativity and collaboration to come to life and to provide the necessary equipment for anything to happen.

-Receive training through UIF to establish a complete goal for the future space 

-Stay in contact with faculty who are already interested in helping to create this space

-Continue to reach out to more individual who would be interested in a makerspace 

= Related Links =

[[ndiana University Purdue University Indianapolis]]

[[Indiana University Purdue University-Indianapolis Student Priorities|Indiana University Purdue University Indianapolis Student Priorities]]

University Innovation Fellows

Spring 2016:

[http://universityinnovation.org/wiki/Amadin_Agho Amadin Agho]

 [http://universityinnovation.org/wiki/Elizabeth_creamer Elizabeth Creamer]

 [http://universityinnovation.org/wiki/Cody_Howell Cody Howell]

 [http://universityinnovation.org/wiki/Sierra_Kennelly Sierra Kennelly]

[[Category:Student Priorities|i]]

School:Indiana University Purdue University - Indianapolis

2016-04-13T18:19:53Z

Mushenski210:

= Overview =

IUPUI is just starting to break the surface of innovation and entrepreneurship. Even though we have a few classes and competitions we really didn't have a basis of innovation on our campus. According to some of the higher ups, that work at IUPUI, they are currently looking to find ways to help boost student interest and make IUPUI a more I&E conscience campus. 

= IUPUI Student Efforts =

Student have been trying for a few years to have more of a push for I&E on campus. It proved difficlult as clubs and student organizations that were formed, either died out or had very low to no attendence. Recently, a devoted group of individuals has come together to create a new innovation based student organization known as The Brain Trust.

The main goal of the Brain Trust at IUPUI is to provide an environment for students to bring ideas into action. Although this student organization has only been around for one semester, these 12 students have already begun the process of bringing a designated innovation space to IUPUI and are now in the planning stages with faculty to develop a lasting entrepreneurial structure on campus. Beyond that, they hope to continue to bring students from very fragmented backgrounds and disciplines together to focus on singular projects to improve and contribute to IUPUI.

In an effort to get the ball rolling from the student end towards improving IUPUI's innovative mindset. The Brain Trust's first goal was to apply to the University Innovation Fellows program to gain the knowlledge and know how to most effectively change the campus landscape. The Brain Trust has also brought a TEDx licence holder to the IUPUI campus named David Miller. He is also a member of the Brain Trust and works passionalty to get thing done. 

= Courses on Entrepreneurship =
<div>'''Graduate Level Courses'''</div><div> </div><div>BUS-F 517 Venture Capital & Entrepreneurial Finance</div><div>BUS-W 511 Venture Strategy</div><div>BUS-J 522 Strategic Management of Technology & Innovation </div><div> </div><div>'''Undergraduate Level Courses'''</div><div> </div><div><div>BUS-W 212 - Explore Entrepreneurship</div><div>ME 26200 - Engineering Design, Ethics, and Entrepreneurship</div><div>BUS-W 311 - New Venture Creation ECET 29700 - Electronic Prototype Development BIOL 10014 - Biomedical Innovation</div><div>BITN 25000 - Biotechnology Internship</div></div>
= Campus I&E Efforts =

Faculty Proposal for Developing Culture of Innovation on Campus:

In the Fall of 2015 the was an assembly of the Deans of the individual schools of study, discussing different ways to promote innovation on campus. The main point conveyed in the meeting was that the movement had to be student led. Unfortunately this movement proposal fell to the wayside under the red tape of running a university. Fortunately, The Brain Trust was recently made aware of the proceedings of this meeting and is currently following up with the Vice Chancellor of IUPUI in an effort to allocate funds and the people needed to make this proposal a reality.

Think It Make It Lab: 

The Herron School of Art and Design has recently spent $1.3 million to design a makerspace known as the Think It Make It Lab. This area houses computers equipped with design software, 3D printers, laser engravers and CNC machinery. Although this space is currently mainly reserved for Art and Design students and Informatics students; the end goal is to make it available to the general IUPUI student population.

JagStart - IUPUI Student Pitch Competition: 

JagStart is a annual competition where students can pitch their ideas for solving campus, local, national and even world issues. This competition is in elevator pitch format and can be taken on by an individual or a team. It is the hope that this gets students in touch with their more innovative and passionate side. It is a good opportunity to get a small feel of what pitching an idea to an audience is like.

= University Technology Transfer Functions =

The Indiana University Research and Technology Corporation (IURTC) is an off campus organization that serves as IUPUI's technology transfer office. Whether a student's goal is to commercialize their product, secure rights on intellectual property or a patent an invention, the IURTC helps them accomplish their goals.

Commercialization: The technology commercialization process can be started with IURTC by completing an Invention Disclosure Form that is reviewed and copied to the student's department chair, the dean of their school or college, and the chancellor or provost at their campus.

Startups: The IURTC has helped multiple undergraduate and graduate student run startups get their feet off the ground including:

[http://www.assemblybio.com/ Assembly]: a startup biopharmaceutical company researching treatment for hepatitis B and CDAD Anagin: another start up developing an over the counter medication for PTSD

Software Licensing and Intellectual Property Rights: The IURTC also assists in helping students secure intellectual property rights for ideas that they develop but are unsure of what steps to take next as well as licensing software to companies.

Website Link: [http://iurtc.iu.edu/index.shtml http://iurtc.iu.edu/index.shtml]

= University-Industry Collaboration =

IUPUI is currently collabortating with active research at the Lugar Center for Alt. Energy Resources. IUPUI's affiliation with the Luger Center for Alternative Energy Research stems from the school's dedication to innovative solutions to enivironmental problems as a research-based institution. In pursuit of alternative energies, student organizations such as The Brain Trust, Sustainability Councils, and SEDS actively attempt to bring student-led initiatives to a public and professional developmental level. Currently in progress is a bid for a self-sustained orbital space station for human life support, programs to increase environment-sustainable awareness in the community, and a project to produce self-contained shipping crate housing solutions for students interested in sustainability, entrepreneurship, and innovation.

= Local Economic Development =

With its urban location, IUPUI not only has strong interior innovation opportunity, but exteriorly, too.  Leaders of Indianapolis have a vision of Indianapolis becoming the "Silicon Valley of the Midwest."  Connecting IUPUI to this ecosystem will provide students with resources and mentors to jumpstart their projects.

'''16 Tech Indy'''

16 Tech is a planned Innovation Community and one of the largest talent attraction, retention and development opportunities in Indianapolis’ history.

The Innovation Community is purpose-built to attract the best talent to collaborate, innovate and commercialize new ideas across a spectrum of advanced industries, including life sciences, technology and advanced manufacturing. The community is built to respond to the way innovation occurs today ─ in open environments where collaboration occurs naturally, while breaking down barriers that sometimes exist in the cross-pollination of ideas across industries.

Innovation communities like 16 Tech draw companies and talent from around the world; they also provide job training and development opportunities for residents of the surrounding neighborhoods. It’s this mix of talent and industry diversity that makes for a truly inclusive and vibrant community for innovation and business and community development.

Like any community, 16 Tech will be a place where people not only work, but live, play and learn. Its millions of square feet of custom, open, modern innovation space is coupled with retail and housing development, generous green space and walking/biking trails for a rich, urban living experience.

-taken from 16techindy.com

= Related Links =

'''Indiana University Purdue University Indianapolis'''

[[Indiana University Purdue University-Indianapolis Student Priorities|Indiana University Purdue University Indianapolis Student Priorities]]

University Innovation Fellows

Spring 2016:

[http://universityinnovation.org/wiki/Amadin_Agho Amadin Agho]

 [http://universityinnovation.org/wiki/Elizabeth_creamer Elizabeth Creamer]

 [http://universityinnovation.org/wiki/Cody_Howell Cody Howell]

 [http://universityinnovation.org/wiki/Sierra_Kennelly Sierra Kennelly]

[https://theden.iupui.edu/organization/iupuibraintrust/roster https://theden.iupui.edu/organization/iupuibraintrust/roster]

[https://www.facebook.com/The-Brain-Trust-1496881017269097/ https://www.facebook.com/The-Brain-Trust-1496881017269097/]

[http://iupui-irhoc.wix.com/the-brain-trust http://iupui-irhoc.wix.com/the-brain-trust]

[https://www.youtube.com/watch?v=Ha7FWfImHZA https://www.youtube.com/watch?v=Ha7FWfImHZA]

[[Category:Universities|i]]