Changes

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== STRATEGIC PRIORITY 1. Provide opportunity for student-led innovation, commercialization, and entrepreneurship experience. <span style="color:#ff0000;">through POP-UP classes!</span> ==

''Goal 1: Introduce innovation a. Identify a day and entrepreneurship concepts during the freshman year.''time many students are free to participate in extracurriculars!

Objectives: ab. Identify a freshman year course where the ICE concept can be introduced (Fall 2014). b. A presentation and discussion between faculty members should occur where the course coordinator and instructors are informed about the mission of NCIIA and the positive consequences best location for these classes that will result from implementing innovation and entrepreneurship in their classrooms (Fall 2014). c. Develop a module integrating YouTube videos and case studies allow the most space for the previously identified course (Spring 2015). d. This course content, if necessary, must be approved by the appropriate authorities (i.e., deans, provost, and/or university academic council) (Fall 2014- Spring 2015). e. Evaluation of the curriculum by students, faculty, and administration (Spring 2015). f. Adjust any needed changes and continue (Spring 2015-Spring 2016). <br/>''Goal 2: Encourage students of all disciplines in innovation and entrepreneurship activity through elective course work.''&nbsp;

ad. Develop an introductory Entrepreneurship elective course which will encourage campus wide partnership among students of all disciplines, including pharmacy, public health, business, science, pre-engineering, Use Enactus donations and mathematics to foster technology innovation (Spring 2015)SGA donation for our first class.

be. Encourage students through email This course content, if necessary, must be approved by the appropriate authorities (i.e., deans, provost, and campus bulletin boards to register in this course /or university academic council) (Fall 2014- Spring 2015).

cf. Evaluation of the course curriculum by students, faculty, and administration (Spring 2015).

dg. Adjust any needed changes and continue (Spring 2015-Spring 2016).

<br/>''Goal 3. Establish a multidisciplinary Innovation Club(XU CREATE).''

a. Recruit student members from different disciplines (Fall 2014). b. Appoint officers among student members for the club through election (Fall 2014). c. Recruit at least six but no more than eight faculty from different disciplines to serve on an Executive Board (Fall 2014).

db. Develop Appoint officers among student members for the roles and responsibility of the Executive Board (Spring 2015)club through election.

ec. Create a Maker Space (Recruit at least six but no more than eight faculty from different disciplines to serve on an atmosphere conducive to multidisciplinary collaboration and innovation) (Fall 2014). f. Invite guest speakers (Fall 2014-Spring 2016)Executive Board.

gd. Organize an innovation challenge competitionDevelop the roles and responsibility of the Executive Board.

ie.. The executive board plans out the events for the 2015-2016 school year including guest speakers, fundraisers, community service, and challenges/competitions. This plan must be approved by the Office of Student Services advisor and Campus Activities; dates will be subject to change (Spring 2015).

iif. A simple problem can be selected where students compete to design a prototype in hopes of winning a prize. This challenge must be advertised in the newspaper, bulletin board, website, etc. The challenge occurs outdoors, satisfying its aim to gain more student members (Fall 2015).

iiig. Encourage the growth of a successful innovation and entrepreneurship ecosystem (Fall 2015–Spring 2016). iv. Evaluation by student, faculty, and administration (Fall 2015-Spring 2016). v. Adjust any needed changes and continue (Fall 2015-Spring 2016).

= Collaborate with SFA SGA and Other Clubs&nbsp; =

An atmosphere conducive to innovation is important to maintain and not just begin an innovative and entrepreneurial ecosystem. The Entrepreneurship Institute has designed an incubator with computers, tables, and chairs for members of Enactus to meet and work on business plans or gain business experience. A similar space is needed for innovation on Xavier’s campus. A space that [[File:MS.jpg|frame|MS.jpg]]&#x5B;&#x5B;File:MS.jpg|thumb|MS.jpg&#x5D;&#x5D;is set up with white boards, dry erase markers, crafty materials, and tables that student can use to design prototypes and models of their ideas. Having a permanent space allows students to convene on their own time and work on group or independent projects that they might not have otherwise been able to accomplish. An under-utilized classroom or storage area can be transformed into an innovative maker space with the funds gained from fundraising. Approval of this space must also be gained by students, faculty, and administration through petitions or SGA. This will be the long term goal of the innovation club, hopefully to be implemented by 2016.

The information obtained from the OPEN 2014 2015 conference revealed so many resources that could be brought back to Xavier’s campus. The employees from LinkedIn, Google, and Stanford University were excited to speak with the university innovation fellows and give feedback to improve innovation and entrepreneurship on their campuses. The New Orleans Bio Innovation Center is a local company that is committed to biomedical research and technology. Xavier University places a strong emphasis on health and science and getting people from this organization to speak to Xavier students would encourage creativity. There are local entrepreneurs that currently speak weekly hosted by the Entrepreneurship Institute in the Business Department. However, there are only a small percentage of students that attend. By opening the current gap to include local innovators as well as entrepreneurs, more students might be interested in the NCIIA’s goal and see that this movement is relevant to them as well. [[File:Eilogo.png|thumb]]