University Innovation Fellows - User contributions [en]

Priorities:Georgia Institute of Technology Student Priorities

2014-04-06T19:33:40Z

Rford31:

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=== What is your team name? ===

University Innovation Council

Please provide a description of your proposal:

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 and mostly unaware of the opportunities that they can utilize beyond big names resources such as the Invention Studio or the inVenture Competition.

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

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

Our program will exists to foster a passion and define a sustainability for innovative and entrepreneurial (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>'''Student Members of the Georgia Tech Community'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Provide access to a 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>'''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>'''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 helping students develop ideas and turn them into a reality</li>
</ul></li>
</ol>

Additionally, please refer to our Campus Landscape Map for both on-campus and off-campus resources, and local Atlanta-based resources:

[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]

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

How will this idea improve Georgia Tech's student-faculty interaction?

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

'''1. '''Students interested in getting involved in the I&E movement will be connect with a professor directly based on their idea, 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 introduction them to a student who is serious about their work and eager to network.

'''2.''' Faculty will be able to directly interact and engage with movements on campus that organizations and students are working on. Instead of having to be directed by several groups of people, they will know all I&E related movements are being directed by the University Innovation Council hub.

'''3. '''Resource for both students and faculty will be maximized due to the lack of overlap. The process of starting and I&E movement will be able to be streamlined through our organization.

How will this idea affect both undergraduate and graduate students?

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 is one that will exist for the betterment of the University; Not just one major, one club, or even one type of student.

Many undergraduate students are being inspired to create projects and invent in their classes and many graduate students are being encouraged to turn their research and theses into entrepreneurial companies. This would really help graduate students network with undergraduates to easily allocate research positions, internships, and special projects as well as vise versa. It is a much more desirable way for them to see what 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 finding the resources. The unique characteristic about I&E is that its not limited to undergraduate or graduate students.   

How will this idea have a lasting impact?Explain how funding this idea now will impact Georgia Tech student-faculty interaction for years to come:

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 off of.

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

Included below is a general outline of the financial aide that we have applied for through Georgia Tech's SGA Joint Finance Committee:

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

1. $500 - Organizing Umbrella Reaching Out

2. $2500 - Connect with Purpose

3. $2000 - I&E for Dummies

4. $5000 - GT Innovation Month

A rough implementation timeline for our proposal (deliverables):

[[File:Timeline.png]]

'''GT Innovation Month:'''

We hope to structure GT Innovation Month similarly to NYU UIF 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 strengthned and centralized.

[[File:Innovation Month.png]]

Priorities:Georgia Institute of Technology Student Priorities

2014-04-06T19:33:30Z

Rford31:

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=== ===

=== ===

=== Below is a rendering of the page up to the first error. ===
</parsererror>
=== What is your team name? ===

University Innovation Council

Please provide a description of your proposal:

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 and mostly unaware of the opportunities that they can utilize beyond big names resources such as the Invention Studio or the inVenture Competition.

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

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

Our program will exists to foster a passion and define a sustainability for innovative and entrepreneurial (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>'''Student Members of the Georgia Tech Community'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Provide access to a 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>'''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>'''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 helping students develop ideas and turn them into a reality</li>
</ul></li>
</ol>

Additionally, please refer to our Campus Landscape Map for both on-campus and off-campus resources, and local Atlanta-based resources:

[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]

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

How will this idea improve Georgia Tech's student-faculty interaction?

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

'''1. '''Students interested in getting involved in the I&E movement will be connect with a professor directly based on their idea, 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 introduction them to a student who is serious about their work and eager to network.

'''2.''' Faculty will be able to directly interact and engage with movements on campus that organizations and students are working on. Instead of having to be directed by several groups of people, they will know all I&E related movements are being directed by the University Innovation Council hub.

'''3. '''Resource for both students and faculty will be maximized due to the lack of overlap. The process of starting and I&E movement will be able to be streamlined through our organization.

How will this idea affect both undergraduate and graduate students?

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 is one that will exist for the betterment of the University; Not just one major, one club, or even one type of student.

Many undergraduate students are being inspired to create projects and invent in their classes and many graduate students are being encouraged to turn their research and theses into entrepreneurial companies. This would really help graduate students network with undergraduates to easily allocate research positions, internships, and special projects as well as vise versa. It is a much more desirable way for them to see what 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 finding the resources. The unique characteristic about I&E is that its not limited to undergraduate or graduate students.   

How will this idea have a lasting impact?Explain how funding this idea now will impact Georgia Tech student-faculty interaction for years to come:

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 off of.

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

Included below is a general outline of the financial aide that we have applied for through Georgia Tech's SGA Joint Finance Committee:

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

1. $500 - Organizing Umbrella Reaching Out

2. $2500 - Connect with Purpose

3. $2000 - I&E for Dummies

4. $5000 - GT Innovation Month

A rough implementation timeline for our proposal (deliverables):

[[File:Timeline.png]]

'''GT Innovation Month:'''

We hope to structure GT Innovation Month similarly to NYU UIF 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 strengthned and centralized.

[[File:Innovation Month.png]]

Priorities:Georgia Institute of Technology Student Priorities

2014-04-06T19:33:21Z

Rford31:

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<parsererror style="display: block; white-space: pre; border: 2px solid #c77; padding: 0 1em 0 1em; margin: 1em; background-color: #fdd; color: black">
=== ===

=== Below is a rendering of the page up to the first error. ===
</parsererror>
=== What is your team name? ===

University Innovation Council

Please provide a description of your proposal:

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 and mostly unaware of the opportunities that they can utilize beyond big names resources such as the Invention Studio or the inVenture Competition.

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

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

Our program will exists to foster a passion and define a sustainability for innovative and entrepreneurial (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>'''Student Members of the Georgia Tech Community'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Provide access to a 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>'''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>'''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 helping students develop ideas and turn them into a reality</li>
</ul></li>
</ol>

Additionally, please refer to our Campus Landscape Map for both on-campus and off-campus resources, and local Atlanta-based resources:

[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]

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

How will this idea improve Georgia Tech's student-faculty interaction?

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

'''1. '''Students interested in getting involved in the I&E movement will be connect with a professor directly based on their idea, 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 introduction them to a student who is serious about their work and eager to network.

'''2.''' Faculty will be able to directly interact and engage with movements on campus that organizations and students are working on. Instead of having to be directed by several groups of people, they will know all I&E related movements are being directed by the University Innovation Council hub.

'''3. '''Resource for both students and faculty will be maximized due to the lack of overlap. The process of starting and I&E movement will be able to be streamlined through our organization.

How will this idea affect both undergraduate and graduate students?

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 is one that will exist for the betterment of the University; Not just one major, one club, or even one type of student.

Many undergraduate students are being inspired to create projects and invent in their classes and many graduate students are being encouraged to turn their research and theses into entrepreneurial companies. This would really help graduate students network with undergraduates to easily allocate research positions, internships, and special projects as well as vise versa. It is a much more desirable way for them to see what 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 finding the resources. The unique characteristic about I&E is that its not limited to undergraduate or graduate students.   

How will this idea have a lasting impact?Explain how funding this idea now will impact Georgia Tech student-faculty interaction for years to come:

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 off of.

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

Included below is a general outline of the financial aide that we have applied for through Georgia Tech's SGA Joint Finance Committee:

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

1. $500 - Organizing Umbrella Reaching Out

2. $2500 - Connect with Purpose

3. $2000 - I&E for Dummies

4. $5000 - GT Innovation Month

A rough implementation timeline for our proposal (deliverables):

[[File:Timeline.png]]

'''GT Innovation Month:'''

We hope to structure GT Innovation Month similarly to NYU UIF 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 strengthned and centralized.

[[File:Innovation Month.png]]

Priorities:Georgia Institute of Technology Student Priorities

2014-04-06T19:32:43Z

Rford31:

<parsererror style="display: block; white-space: pre; border: 2px solid #c77; padding: 0 1em 0 1em; margin: 1em; background-color: #fdd; color: black">
=== ===

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=== This page contains the following errors: ===
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=== Below is a rendering of the page up to the first error. ===
</parsererror>
=== What is your team name? ===

University Innovation Council

Please provide a description of your proposal:

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 and mostly unaware of the opportunities that they can utilize beyond big names resources such as the Invention Studio or the inVenture Competition.

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

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

Our program will exists to foster a passion and define a sustainability for innovative and entrepreneurial (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>'''Student Members of the Georgia Tech Community'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Provide access to a 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>'''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>'''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 helping students develop ideas and turn them into a reality</li>
</ul></li>
</ol>

Additionally, please refer to our Campus Landscape Map for both on-campus and off-campus resources, and local Atlanta-based resources:

[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]

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

How will this idea improve Georgia Tech's student-faculty interaction?

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

'''1. '''Students interested in getting involved in the I&E movement will be connect with a professor directly based on their idea, 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 introduction them to a student who is serious about their work and eager to network.

'''2.''' Faculty will be able to directly interact and engage with movements on campus that organizations and students are working on. Instead of having to be directed by several groups of people, they will know all I&E related movements are being directed by the University Innovation Council hub.

'''3. '''Resource for both students and faculty will be maximized due to the lack of overlap. The process of starting and I&E movement will be able to be streamlined through our organization.

How will this idea affect both undergraduate and graduate students?

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 is one that will exist for the betterment of the University; Not just one major, one club, or even one type of student.

Many undergraduate students are being inspired to create projects and invent in their classes and many graduate students are being encouraged to turn their research and theses into entrepreneurial companies. This would really help graduate students network with undergraduates to easily allocate research positions, internships, and special projects as well as vise versa. It is a much more desirable way for them to see what 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 finding the resources. The unique characteristic about I&E is that its not limited to undergraduate or graduate students.   

How will this idea have a lasting impact?Explain how funding this idea now will impact Georgia Tech student-faculty interaction for years to come:

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 off of.

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

Included below is a general outline of the financial aide that we have applied for through Georgia Tech's SGA Joint Finance Committee:

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

1. $500 - Organizing Umbrella Reaching Out

2. $2500 - Connect with Purpose

3. $2000 - I&E for Dummies

4. $5000 - GT Innovation Month

A rough implementation timeline for our proposal (deliverables):

[[File:Timeline.png]]

'''GT Innovation Month:'''

We hope to structure GT Innovation Month similarly to NYU UIF 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 strengthned and centralized.

[[File:Innovation Month.png]]

Priorities:Georgia Institute of Technology Student Priorities

2014-04-06T19:32:02Z

Rford31:

<parsererror style="display: block; white-space: pre; border: 2px solid #c77; padding: 0 1em 0 1em; margin: 1em; background-color: #fdd; color: black">
=== ===

<parsererror style="display: block; white-space: pre; border: 2px solid #c77; padding: 0 1em 0 1em; margin: 1em; background-color: #fdd; color: black">
=== This page contains the following errors: ===
<div style="font-family:monospace;font-size:12px">error on line 1 at column 11126: Opening and ending tag mismatch: table line 0 and colgroup </div>
=== Below is a rendering of the page up to the first error. ===
</parsererror>
=== What is your team name? ===

University Innovation Council

Please provide a description of your proposal:

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 and mostly unaware of the opportunities that they can utilize beyond big names resources such as the Invention Studio or the inVenture Competition.

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

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

Our program will exists to foster a passion and define a sustainability for innovative and entrepreneurial (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>'''Student Members of the Georgia Tech Community'''<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>Provide access to a 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>'''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>'''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 helping students develop ideas and turn them into a reality</li>
</ul></li>
</ol>

Additionally, please refer to our Campus Landscape Map for both on-campus and off-campus resources, and local Atlanta-based resources:

[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]

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

How will this idea improve Georgia Tech's student-faculty interaction?

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

'''1. '''Students interested in getting involved in the I&E movement will be connect with a professor directly based on their idea, 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 introduction them to a student who is serious about their work and eager to network.

'''2.''' Faculty will be able to directly interact and engage with movements on campus that organizations and students are working on. Instead of having to be directed by several groups of people, they will know all I&E related movements are being directed by the University Innovation Council hub.

'''3. '''Resource for both students and faculty will be maximized due to the lack of overlap. The process of starting and I&E movement will be able to be streamlined through our organization.

How will this idea affect both undergraduate and graduate students?

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 is one that will exist for the betterment of the University; Not just one major, one club, or even one type of student.

Many undergraduate students are being inspired to create projects and invent in their classes and many graduate students are being encouraged to turn their research and theses into entrepreneurial companies. This would really help graduate students network with undergraduates to easily allocate research positions, internships, and special projects as well as vise versa. It is a much more desirable way for them to see what 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 finding the resources. The unique characteristic about I&E is that its not limited to undergraduate or graduate students.   

How will this idea have a lasting impact?Explain how funding this idea now will impact Georgia Tech student-faculty interaction for years to come:

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 off of.

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

Included below is a general outline of the financial aide that we have applied for through Georgia Tech's SGA Joint Finance Committee:

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

1. $500 - Organizing Umbrella Reaching Out

2. $2500 - Connect with Purpose

3. $2000 - I&E for Dummies

4. $5000 - GT Innovation Month

A rough implementation timeline for our proposal (deliverables):

[[File:Timeline.png]]

''''''

''''''

''''''

''''''

''''''

'''GT Innovation Month:'''

''''''We hope to structure GT Innovation Month similarly to NYU UIF 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 strengthned and centralized.

[[File:Innovation Month.png]]

File:Innovation Month.png

2014-04-06T19:28:12Z

Rford31:

File:Timeline.png

2014-04-06T19:26:21Z

Rford31:

Priorities:Georgia Institute of Technology Student Priorities

2014-04-06T19:23:24Z

Rford31:

<parsererror style="display: block; white-space: pre; border: 2px solid #c77; padding: 0 1em 0 1em; margin: 1em; background-color: #fdd; color: black">
=== ===

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=== Below is a rendering of the page up to the first error. ===
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=== What is your team name? ===

University Innovation Council

Please provide a description of your proposal:

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 and mostly unaware of the opportunities that they can utilize beyond big names resources such as the Invention Studio or the inVenture Competition.

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

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

Our program will exists to foster a passion and define a sustainability for innovative and entrepreneurial (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>
'''Student Members of the Georgia Tech Community'''
<ul style="margin-top: 0pt; margin-bottom: 0pt;">
<li>
Provide access to a 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>
'''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>
'''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 helping students develop ideas and turn them into a reality
</li>
</ul></li>
</ol>



Additionally, please refer to our Campus Landscape Map for both on-campus and off-campus resources, and local Atlanta-based resources:



https://docs.google.com/spreadsheet/ccc?key=0AkIeZwL27QHbdFY5bXZtWkZJcUhFQ0JiN2ZwbVZtclE&usp=drive_web#gid=0



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



How will this idea improve Georgia Tech's student-faculty interaction?

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

'''1. '''Students interested in getting involved in the I&E movement will be connect with a professor directly based on their idea, 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 introduction them to a student who is serious about their work and eager to network.

'''2.''' Faculty will be able to directly interact and engage with movements on campus that organizations and students are working on. Instead of having to be directed by several groups of people, they will know all I&E related movements are being directed by the University Innovation Council hub.

'''3. '''Resource for both students and faculty will be maximized due to the lack of overlap. The process of starting and I&E movement will be able to be streamlined through our organization.

 

How will this idea affect both undergraduate and graduate students?

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 is one that will exist for the betterment of the University; Not just one major, one club, or even one type of student.

Many undergraduate students are being inspired to create projects and invent in their classes and many graduate students are being encouraged to turn their research and theses into entrepreneurial companies. This would really help graduate students network with undergraduates to easily allocate research positions, internships, and special projects as well as vise versa. It is a much more desirable way for them to see what 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 finding the resources. The unique characteristic about I&E is that its not limited to undergraduate or graduate students.   

 

How will this idea have a lasting impact?Explain how funding this idea now will impact Georgia Tech student-faculty interaction for years to come:

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 off of.

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

 

Included below is a general outline of the financial aide that we have applied for through Georgia Tech's SGA Joint Finance Committee:

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

1. $500 - Organizing Umbrella Reaching Out

2. $2500 - Connect with Purpose

3. $2000 - I&E for Dummies

4. $5000 - GT Innovation Month

A rough implementation timeline for our proposal (deliverables):

<div dir="ltr" style="margin-left:-3pt;">
{| style="border: none; border-collapse: collapse;"
|}
</div>

School:Georgia Institute of Technology

2014-04-05T23:15:30Z

Rford31:

= 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.

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

https://docs.google.com/spreadsheet/ccc?key=0AkIeZwL27QHbdFY5bXZtWkZJcUhFQ0JiN2ZwbVZtclE&usp=drive_web#gid=0

= 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.

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. 

= 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.

= 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.

= 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?
*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?

 

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

Priorities:Georgia Institute of Technology Student Priorities

2014-04-05T23:04:55Z

Rford31: Created page with "Under Construction! :)"

Under Construction! :)

School:Georgia Institute of Technology

2014-03-13T23:59:20Z

Rford31:

= 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.

= 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.

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. 

= 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.

= 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.

= 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?
*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?

 

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

School:Georgia Institute of Technology

2014-03-13T23:55:35Z

Rford31:

= 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.

= 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.

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. 

= 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.

= 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.

 

= 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?
*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?

 

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

Organization:Engineers Changing the Conversation

2014-02-28T00:15:40Z

Rford31: Created page with "= Overview & Purpose = The National Academy of Engineering, an entity of T..."

= Overview & Purpose =

The National Academy of Engineering, an entity of The National Academies ([http://www.nas.edu/]), has made it a primary goal to equip engineers with the skills necessary to comminicate effectively about their profession and those who practice it. The first step in accomplishing this goal was the publication of ''Changing the Conversation: Messages for Improving Public Understanding of Engineering'', in which research-based results focusing on the development and testing of complelling messages regarding engineering were published. To further this inititative, a web platform was developed which encourages viewers to understand the threefold plan to increase effective communication regarding engineering: 

1. Understand the Problem(s)

*Engineers most commonly want to be publicly perceived as partaking in a profession that is both challenging and important to society; however, the public often has difficulty understanding what differentiates engineers from various professions broadly catergorized as "science" and "technology".
*Engineers unintentionally communicate off-putting messages in overly technical terminology, discouraging further conversation.
*Many Americans do not fully understand the engineering profession or what it entails, and most believe engineers to be less engaged with community and societal concerns than scientists. This failure to understand the engineering profession often surfaces in the media as well.
*Engineering is largely under-diversified; there is a significant need to enroll more women and minorities in engineering education.
*The United States is fairly uncompetitive in its output of college graduates in engineering careers. Compared to Asia and Europe, America has an engineering graduation rate of 4.5%, versus 21% and 12.5%, respectively. 

2. Understand the Solution(s) 

*The Naitonal Academy of Engineering has proposed four basic, yet inspirational messages that can be used in discussions regarding engineering, and has provided on-line examples of publications, brochures, news articles, etc. that utilize these messages to correctly demonstrate the value that engineers contribute to their communities and to society as a whole.
<ol style="margin-left: 40px;">
<li>Engineers are creative problem solvers</li>
<li>Engineers make a world of difference</li>
<li>Engineering is essential to our health, happiness, and safety</li>
<li>Engineers help shape the future</li>
</ol>

3. Understand How to Take Action

*Website viewers are encouraged to take action in their community, to understand what engineers do, and to help engineers become increasingly effective in their communication about their profession. These "Take Action" offerings include:
<ol style="margin-left: 40px;">
<li>Suggested examples, which are archived under the "Actions Taken" page to serve as a resource pool to those looking to promote awareness.</li>
<li>The Changing the Conversation (CTC) blog, with updated writings and examples to share advice and experiences that promote constructive engagement in discussions on engineering.</li>
<li>The CTC Tool Kit, which includes a wealth of promotional and educational materials such as posters and Powerpoint slides.</li>
</ol>

= Distinct Differences From Other Offerings =

While other offerings simply point to the reasons why engineers are not effective communicators, Changing the Conversation poses the question directly to engineers, asking them: "Engineers - How are you changing the conversation?" This, in turn, elicits a response that not only educates the viewer about possible solutions, but about the underlying problems. By educating both engineers and the public about engineers' common barriers to effective conversation, the solutions suggested can be found to be increasingly beneficial to overcome these prevalent issues.  

The [http://www.engineeringmessages.org/ website] created for this purpose distinctly organizes suggestions for solutions and educational material in their "Tool Kit", described above.

Additionally, engineerings students and professionals can "join in the conversation" and sign up to receive email contact. This "facilitates dialogue among organizations that have developed implementation strategies for those that have exercised engineering messages and those that have not".

= Impact Achieved For Students and Campus =

Employing the specific messages listed above, students can associate their engineering education with a higher purpose towards their community and society, and learn how to effectively communicate these contributions to those outisde of the engineering profession. Understanding the common problems regarding the misconceptions of engineering is vital to having the know-how to combat these beliefs. Actively utilizing the brief messages promoted by the CTC Tool Kit while in the midst of engineering education will benefit students by preventing the eventual lack of effective communication experienced by so many of those in the engineering profession today.

= Steps Required To Bring Resource to Campus =

While the CTC is not a reource that is normally initiated in the form of a club or student organization on campuses, the creation of such an entity could have more significance to students versus brief presentations on the messages outlined above. Creating an entity on campus merely requires "joining the conversation" online, and using the resources provided to create awareness on campus regarding the effective communication of the engineering profession and its societal effects. Having a CTC organization in place on a campus would ensure that students in engineering schools would understand the increased value of their education and therefore the effective communication of its goals.

= Contact Information =

National Academy of Engineering

500 Fifth Street NW

Washington, D.C. 20001

Telephone: (202) 334 - 3200

Website: [http://www.engineeringmessages.org/]

Fellow:Rachel Ford

2014-02-27T19:54:53Z

Rford31:

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

Rachel Ford is a <span data-scaytid="2" data-scayt_word="4th" style="padding-bottom: 0px !important; background-image: url(data:image/gif;base64,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) !important; background-color: transparent !important; background-position: 50% 100%; background-repeat: repeat no-repeat !important;">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 <span data-scaytid="52" data-scayt_word="Nemours" style="padding-bottom: 0px !important; background-image: url(data:image/gif;base64,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) !important; background-color: transparent !important; background-position: 50% 100%; background-repeat: repeat no-repeat !important;">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 <span data-scaytid="177" data-scayt_word="InVenture" style="padding-bottom: 0px !important; background-image: url(data:image/gif;base64,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) !important; background-color: transparent !important; background-position: 50% 100%; background-repeat: repeat no-repeat !important;">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 <span data-scaytid="395" data-scayt_word="UIF" style="padding-bottom: 0px !important; background-image: url(data:image/gif;base64,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) !important; background-color: transparent !important; background-position: 50% 100%; background-repeat: repeat no-repeat !important;">UIF friends can leave a lasting and significant impact at Georgia Tech.

Fellow:Rachel Ford

2014-02-23T16:39:11Z

Rford31: Created page with "border Hey y'all! My name is Rachel Ford, and I am a fourth year (out of the "standard" five) at Georgia Tech studying Biomedical E..."

[[File:RachelFord.JPG|border]]

 Hey y'all! My name is Rachel Ford, and I am a fourth year (out of the "standard" five) at Georgia Tech studying Biomedical Engineering. I have a passion for device design, especially regarding pediatrics, and hope to pursue this in the future as my career path!

File:RachelFord.JPG

2014-02-23T16:33:11Z

Rford31: Georgia Institute of Technology - Biomedical Engineering

Georgia Institute of Technology - Biomedical Engineering