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= Project Pitch Video =
Spring 2016<br/>{{#Widget:Youtube|id=QpxvfaKQY34zy2L6TDY8hM}}
Fall 2015<br/>{{#Widget:Youtube|id=QpxvfaKQY34}}
= '''Strategic Priority No.1: Initiating Outreach''' =
Initiating Outreach between the students and faculty on the local and regional communities can highlight the prioritization in three different areas of analysis: entrepreneur education and creativity, engineering education and design thinking, and finally development experiential learning. An actionable agenda will be provided for a simplified overview and implementation.
== Student Entrepreneurship Society ==
Develop a group of students interested in Innovation and Entrepreneurship who meet up across campus to discuss ideas, meet with entrepreneurs and attends events around innovation and Entrepreneurship.
=== Engaging in Entrepreneurship Education ===
Working on building our creativity, innovation and entrepreneurship is priority number one, however we could facilitate interest among k-12 students as well. This would be a draw for the University with us being the only university with a school of Entrepreneurship in the region, but more importantly instill beneficial skills in the youth of our region.
=== Helping our startup community ===
Working with startups on select projects locally would provide beneficial learning opportunities for the students, while being a boon to startups in the region. We believe a diverse group of students (ie. Engineers, entrepreneurs, graphic designers, etc.) would benefit from this real world experience. Also, the students will be able to get a feel for startups as a potential career path after school.
=== Strategic Action Agenda No. 1 ===
· Grassroots campaign to build a network of students interested in Innovation and Entrepreneurship, regardless of major.
· Hold first meeting to outline priorities, brainstorm vision for organization
· Target students while they are Freshman and Sophomore level standing
· Bring in a collection of mentors and speakers to educate, motivate and guide our group on future projects.
== Engaging in Entrepreneur Education ==
Developing the talent that UND students possess must be prioritized by faculty in order for a student to grow academically. There are three main areas where the development of talent can blossom into experiences that shape a student’s ability to take on new challenges: looking at resources at the university, improving the development culture and building a sustainable process to support development.
== Grand Challenge Program ==
The University of North Dakota College of Engineering and Mines (CEM) is among more than 120 US Engineering colleges to have committed to the Grand Challenge Scholars Program. Our task is lay the groundwork from a student and faculty perspective to this program designed to broaden Engineer’s academic and practical experience beyond the traditional engineering education.
=== Resources at UND<br/> ===
<span style="font-size: 12px;">We will be working with the Jodsaas Center, which is designed to further Engineering leadership and Entrepreneurship by providing students opportunities within business, entrepreneurship and leadership. We will combining this with the opportunities already available through the Center for Innovation, and our Student Entreprenuership Club to leverage this opportunity for the benefit of the students.</span>
=== Peer to Peer Networking and Learning<br/> ===
<span style="font-size: 12px;">We have noticed that with the Engineering program housed in their own building, students within that program are not engaging with students within the Entrepreneurship, Business and Liberal Arts programs. Our goal will be to use this as a starting point to engage all of the students, and get creativity and innovation flowing across campus.</span>
=== Building a Sustainable Program ===
We are looking to build off of 1 Grand Challenge event regarding interviewing skills, to build a set up 6-8 sessions during the 2016-2017 academic year. If we can build a beneficial program designed for students, we believe we can sustain the program for years to come.
=== Strategic Action Agenda No. 2: ===
· Recruit a group of 15-30 students who are interested in improving their interviewing skills
· Bring in outside speakers who are experienced with this topic
· Provide a half-day experiential learning opportunity for the students with a mix of lecture and practice.
· Report results back to the CEM to show progress, with a plan for future series of events next academic year.
== Resources available at UND ==
The facilitation of networking in a local and regional venue can lead to relationships that can result in tangible change within an area. There are 4 main areas of analysis that can improve networking at UND. This includes the development of strong interpersonal communications and curating the right mix of people, constructing the experience and lasting value, having the shared vision and value as the common goal.
== Faculty Awareness ==
Improve the awareness of faculty towards innovation and entrepreneur programs that are being done campus wide.
== Student Awareness ==
We have two approaches to reach students across campus about the current programs on campus, and ones that we are envisioning. The first is to go directly to the students, as students to build a group of like-minded individuals. The second, will be to have the faculty help push our programs within the colleges, and classrooms.
== Development of Strong Interpersonal Communications and Curating the Right Mix of People ==
Establishing ventures is not necessarily the normal action starting a business and operating for profit. The term venture also can refer to concepts in social entrepreneurship, with collaborative ideation at the forefront. There are two main implications for establishing ventures. First is embracing the alternative though process and finally, leveraging problems as opportunities.
== Create an Advanced Venture Lab ==
Establish working Venture Lab, modeled after the startup sauna at Aaltoes University, where students can meet, envision and prototype new ventures.
=== Faculty/Student Engagement ===
We believe a state-of-the-art facility on campus where students can meet, network and develop projects free from the University IP confines will be beneficial for all stakeholders involved. We had two members of our faculty (Dr. Tim O’Keefe and Dr. William Paulin), visit Aaltoes University this year and believe we can model their institution at the University of North Dakota. It will be important to get faculty engagement in the Venture Lab in order for it to reach its full potential.
=== Leveraging Other Initiatives ===
We can use the Student Entrepreneur Club and the Grand Challenge Initiative to drive interest in the Venture Lab. In addition, the combination of the Jodsaas Center, Dakota Venture Group and the Center for Innovation can help create an ecosystem that fits the needs of a Venture Lab.
=== Strategic Action Agenda No. 4: ===
· Send 2-4 students to Aaltoes University over the summer to share ideas, and learn from each other
· Build a mobile venture lab within the Jodsaas Center to gain insight and interest into the Advanced Venture Lab
· Gather funding and determine site for the lab
== Thought Processes ==
· Craft curriculum that makes graduating with a combined degree in different fields more possible for multiple students
= Student Priority No. 5 Enable Students = <span style="font-family:arial,helvetica,sans-serif;"><span style="color: rgb(0, 0, 0); -webkit-text-stroke-color: rgb(0, 0, 0); -webkit-text-stroke-width: initial;">Many students do not believe their voice makes a difference. They feel powerless and unable to create change and they think they lack the experience necessary to take on positions of leadership, which ultimately causes them lose their drive and confidence to work towards their ambitions. The current education system fails to address this issue. Discoveries through communication with faculty and administration show that the University’s overall perception of students is not in harmony with the ideals they convey. UND’s mission is to encourage students to be intellectually curious and creative while preparing the next generation of leaders. However, they also hold the perception that students are immature, incapable, and only here to acquire a degree.</span></span> == Provide the Environment & Trust to Grow == To foster innovation and entrepreneurship, the environment must be changed to flourish creativity. === Faculty and Student Collaboration === In late 2015 and early 2016, the University of North Dakota has faced several budget cuts that has led to removal of programs and elimination of positions. Faculty feel overwhelmed in their work and lack the time to experiment, prioritize research, and collectively create. However, the University of North Dakota has many incredibly talented students that can help alleviate some of their stress, but they must be given trust to take intiative. Examples of such duties include, but are not limited to, students being responsible for the social media platforms of departments and programs, students creating interdisciplinary events through their program to raise awareness and potentially recruit, and students providing their perspective on challenges and solutions to the leadership of departments and administration. === Enabling Students by Giving Trust === Dedicated Individuals Bettering Society (DIBS) collaborates with faculty of the School of Entrepreneurship on a Communication- and Enrollment Plan to better communicate the brand of the School of Entrepreneurship and recruit students. Their collaboration has been well received and has already produced results. As the initiative grows it should branch into new departments to help its faculty and staff as well as enabling students to step up into positions that require leadership and creative thinking. === Strategic Action Agenda No. 5: === · Recruit students to join Dedicated Individuals Bettering Society (DIBS) · Propose the collaborative initiative to other departments to assist the faculty as well as providing students the experience · Host a student-led forum for all students, faculty, staff, and administration to voice their current concerns at the University of North Dakota · Research other University Innovation Fellow initiatives and learn from them = Related Links = [[University of North Dakota]] '''University of North Dakota Student Priorities''' [https://drive.google.com/open?id=1S1vg4UlpVMayKMqeywROasJuU_KseajCmsF9gcFiBIQ University of North Dakota Landscape Canvas] University Innovation Fellows Fall 2016: [[Atle Alexander Berglie Johansen|Atle Alexander Berglie Johansen]] [[Brian Porter]] [[Jonathan Puhl]] Spring 2016: [[Dan Daffinrud|Daniel Daffinrud]] [[Emily O'Brien|Emily O'Brien]] Fall 2015: [[Benjamin Olson|Benjamin Olson]] [[Category:Student Priorities|u]][[Category:Student Priorities]][[Category:Student Priorities]][[Category:University_of_North_Dakota]][[Category:Student_Priorities]]
