Changes

= <span class="mw-headline" id="Strategy_.231:_Realization" style="margin: 0px; padding: 0px; line-height: 133.45999984741211px;">Strategy #1: RealizationOverview</span><br/> =

The first area of focusOhio State University offers premier servives to its students, or ‘strategy,’ particular with regards to innovation in research settings. This is based off of made possible by organizations like the Realized section of Undergraduate Research Office, OSU Undergraudate Fellowship Office, as well as highly supportive student organizations like the landscape canvasBusiness Builder's Club and Undergraduate Student Government. This section deals with However, due to the ability inherently large nature of students the university, targeted and precise attention to commit to an opportunity, eg; licensing a technology, forming a venturestudent innovation is sometimes difficult, and/or attaining legal status. A review dissuades some of this section reveals that while there exist a few spaces for venture startup/incubation the most passionate and a TTO for protecting intellectual propertycapable students from pursuing long-term innovations. In an effort to remedy such perception, a stark lack of fundingand launch initatives to extend the long-term I&E Ecosystem at Ohio State to advise upon, grantincubate and accelrate student generated ideas, or investment assistance presents itselfthe following Student Priorities Map has been created.

= <span class="mw-headline" id="Strategy_.231:_Realization" style="margin: 0px; padding: 0px; line-height: 1.4;">Strategy #1: Realizing the Inherent Potential Value on Ohio State Campus</span><br/> = The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. The underlying theme by which this strategy is formed is the fact that there is no centralized institution for financial, advisory and basic technology services offered for student innovation incubation. As such, the tactics employed will seek to create innovation spaces modeled off of the nearby spaces which are off-campus, but include sponsorships and partnerships from the university. Following are an array of strategies over a 2-3 year period: == <span class="mw-headline" id="Tactic_.231:_Acquire_an_Innovation_Space" style="margin: 0px; padding: 0px; line-height: 1.4;">Tactic #1: Acquire an Development of Buckeye Innovation SpaceCenter</span> ==

<li>'''Description:''': In the process of mapping student perception of I&E on campus, it was elucidated that the student body population tends to be unaware of misinformed of an ideal resource or facility to move an impassioned idea to the next level. This analysis was performed primarily with science and engineering undergraduate and graduate students, and led to the conclusion that in order to provide an immersive experience for young innovators, innovators need to be better educated as to what resources are conveniently made available for them. As a result, the tactical solutions are two-tiered. Firstly, the university must greatly improve its communication of its resources under a centralized institution, so as to promote innovation and entrepreneurship in one general setting. Secondly, students must be provided with the basic resources necessary to transform an impassioned idea, theory, technology or concept into a pragmatic, human centric, validated initiative. The resources necessary to effectively do so will be discussed extensively below.</li>

<li>'''Team LeaderLeaders:'''&nbsp;Andrew Dalman - championoning the idea Peeyush Shrivastava, Samuel Whipple (USG), Dr. Michael Camp, PhD (Fisher College of Business), Dr. Amy Acton, MD, MPH (College of a student innovation space & currently in discussion for a few potential locationsPublic Health) and Krystal Geyer (Student Program Manager at TCO). ''Contact Person: Peeyush Shrivastava (peeyush.shrivastava@genetesis. So exciting!com)''</li>

<li>&nbsp;Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Leads: TCO accepting proposals for 2nd floor development plans. Schedule: Early-Mid November 2013January 2015</li><li>&nbsp;Creation of a shopping/salvage/'stealing'/donation potential features list for required items such as whiteboards, tableshigh speed internet, at least one pcadvisory services, high tech equipment etc. Schedule: Mid-late November 2013. Prerequisite: ScoutingJanuary 2015</li><li>&nbsp;Movement Identification of potential sponsors/donors/partners for purchase and installment of first equipment into roompotential features from 2. Putting a formal sign on the room to give it purpose! ScheduleLeads: Early December 2013USG, but heavily dependant on date we'll be able to move inTechColumbus, OSU Mechanical Engineering. This part isn't too much up to us.&nbsp; PrerequisiteSchedule: acquisition of&nbsp; required materials.February 2015</li><li>Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, &nbsp;Facility preparation for makerspace veterans, etc /incubation to get things started. begin Schedule: previous milestone completion + 1-2 weeksBy June 2015, facility should be prepared for incubation&nbsp; Est mid Dec 2013-early Jan 2014.</li><li>Designate student leader Design a team of Executive Board members (undergraduate and graduate students) to organize regular events promoting and encouraging facilitate I&EGrowth and Development with regular keynotes, to be held at this locationcrash sessions, social events, hackathons and more. UI fellow may take a backstage role at Ensure that this point, if desiredteam is well trained before the formal announcement of the center. Schedule: mid Jan 2014-mid Feb 2014August 2015 (prior to formal announcment in 6). Author note&nbsp;</li><li>"Buckeye Innovation Center" Ribbon Cutting: this time flows quite nicely with the tail end NDSUCampuswide announcement about grand opening of OSU's Innovation Challengefirst centralized space committed to immersive student entrepreneurship, innovation and design. The facility will ideally be up Thinking to organize a TEDx like event with keynotes and running for advisors of the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challengefacility.Schedule: August 2015 (Autumn Semester)</li>

== <br/>== == <span class="mw-headline" id="Tactic_.232233:_Acquire_Resources_Putting_it_all_Together" style="margin: 0px; padding: 0px; line-height: 1.4;">Tactic #2: Acquire ResourcesIntegrating Existing Frameworks into a Unified Buckeye Innovation Movement</span> ==

<li>'''Description:''': A separate but equally effective tactic to create the Buckeye Innovation movement would be to consolidate all of the existing I&nbsp;While E movements on campus to more of a room with a whiteboard is enough to get us startedsolidifed, and unified effort that would be well publicized, Iand would solve one of the most blatantly obvious problems in the entrepreneurial ecosystem:''d like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network &nbsp;good ideas are grown with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) feedback and see what kind experiences of extra equipment their department might be willing to lendlike-minded, passionate individuals. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' &nbsp;In other words, in order to run meet the I-space but would still contribute needs of the Buckeye Innovation movement, it is imperative to its usefulness. More importantly, anything not nailed down! People resources link together all of the people who are going involved in shaping this tactic as wellcommunity. The I-space will require a semi-regular pool of mentorsInterviews with several entrepreneurs and students have validated one key, be they faculty, community leaders, or just motivate volunteers. The purpose consistent problem: '''some of this group will be to offer more everyday advice the best entrepreneurs and counsel than bringing in a speaker or holding an eventinnovators on campus don't even know each other.&nbsp;'''&nbsp;</li></ul><ul style="margin: 0.3em 0px 0px 1.6em; padding: 0px; color: rgb(68, 68, 68); font-family: Arial, sans-serif; font-size: 14px;"><li>'''Team Leader::&nbsp;'''<span style="line-height: 20.1599998474121px;">Peeyush Shrivastava</span><span style="line-height: 19.6000003814697px;">&nbsp; Andrew Dalman pending response and Dr. Michael Camp, PhD (Fisher College of Business), along with assistance from a few mentors who may be able to champion this instead; TBD. I'm leaving undergraduate students interested in pursuing the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative championmovement.&nbsp;</li><lispan>'''Milestones:'''</li>

<li>'''DescriptionMilestones''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!<ul span style="margin: 0.3em 0px 0px 1.6em; padding: 0px; line-height: 120.41599998474121px;"><li>'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.</li></ul></li><lispan>'''Milestones''':</li>

<li>Fleshing out of &nbsp;Using the Landscape Canvas , identify all of the isolated components of the faculty and student I& reformatting it. The canvasE ecosystem, while 'done' (and never will be)identify their key players, movements, is still being tweaked programs and added whatnot. Some of the first to as busy faculty get around target include the Center for Entrepreneurship and their yearly trip to finding time to meet. Silicon Valley, The Canvas also requires a total reformat in order to be presentible in wiki formOhio State University Business Plan Competition, at leasy in the way Andy envisions itand TechColumbus's Concept Academy. Schedule: Early November 2013Novemeber 2014</li><li>Launch Identify the most promising components of each of wikithese different initiatives with the help of a team of undergraduate and graduate students. A wiki is expected to be a constantly evolving creatureMetrics for identification will include critical mass of students attained, so aside from risk of a 'premature' launch with no contentfunding provided, the wiki can be launched earlyand success stories. Schedule: Mid December 2013; Give 1 month to create and populate pages for all January 2014</li><li>Meet with the key personnel involved with spearheading each of the Landscape Canvas entriesidentified movements, discuss the research on other similar movements.Schedule: February 2014</li><li>Notification of Create an organization "Buckeye Innovation Movement" and group all entries of their presence in the wiki. It's now their responsibility students and key faculty involved with each successful submovement on campus to keep their pages up create one centralized movement to date. The objective is for consolidate all of the wiki to be THE resource amongst cogs involved with the NDSU I&E community, so groups will have motivation to keep their page upwell-to-dateoiled innovation machine on campus. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.April 2014</li>

= <br/><span class="mw-headline" id="Strategy_.232231:_Provide_Financial_and_Legal_Assistance_for_I.26E_Teams_Realization" style="margin: 0px; padding: 0px; line-height: 1.4;">Strategy #2: Provide Financial and Legal Assistance for I&E TeamsIncorporating Novel Learning Methods Into Curriculum Design</span><br/> =

It was noted upon review of The underlying theme by which this strategy is formed is the landscape canvas fact that NDSU I&E resources there is an increased need for student creativity and innovation in the workplace and in grantthe global market. Appropriately, legalthis has resulted in phenomena like reverse innovation, in which cost effective and financial assistance were found sorely wanting. The ability functional tools are created for teams/individuals to understand how to receive funding is of paramount importance applications in third world countries, and subsequently gain traction in more developed markets ascost saving alternatives. As such, much as we hate the tactics employed below seek to admit it, innovation generally isn't free....patents&nbsp;''definitely''create immersive entrepreneurial courses where processes&nbsp;aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

== <br/>'''<span classstyle="mwfont-headline" id="Tactic_.231size:_Distillation_of_Grants" style="margin: 0px; padding: 0pxlarge; line-height: 1.4;">Tactic #1: Distillation of GrantsStudent Led Discussion and Immersion</span> =='''

<li>'''Description''': Grants like SBIRs, Venture grants, NSF grants, etcMark Twain once said that "I never let my schooling interfere with my education"... aren't His purpose here was not to denounce the easiest thing value of education, but rather to just jump right into, especially considering explicate upon the fact that your main competition is established professors conventional education methods do not effectively promote creativity in and businesses- heck, some out of them even write grants exclusively for a living! We're going the classroom. They do not engage students to the point where individuals feel the passion or desire to find a diverse pool of grant recipients in be mission driven, and around NDSU and interview themwork towards an end goal that they design for themself. If possibleThe goal of this tactic is to ensure that experimentally successful techniques, we'd like to review their grant such as well. The objective? Distilling as much information as possible the Harkness Learning Method, be introduced into a 'how course which are inherently meant to' guide for writing grants. Generalizedteach immersive cocnepts like managerial economics, entrepreneurship, of coursebusiness plan development, but I foresee the document having a basic template of succesful grants along with at least a 'what worksalso courses likes Global Public Health, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- Medical Device Commercialization and how to get some for themselvesmore.</li><li>'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.</li><li>'''Milestones:'''nbsp;</li>

<li>Description&nbsp;With this tacticTeam Leaders: Peeyush Shrivastava, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the universityDr. Note that the point here is not to&nbsp;''constrain''&nbsp;but to&nbsp;''assist''. The purpose Michael Camp, PhD (Fisher College of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planningBusiness), for exampleDr. Late stage business-founding can be handled by the Research IncubatorAmy Acton, MD, MPH (College of Public Health).Dr.. but how do you know to contact them? That's precisely what we're going to fix.&nbsp;''At the very leastBalakrishna Hardias,''&nbsp;this tactic will produce a flow chart PhD (Director of steps, people, and processes that have been succesful in the past for starting businesses Device Commercialization at NDSU.</li><li>Team Leader:&nbsp;TBD</li><li>Milestones:University of Cincinnati)</li>

<li>Support Identify courses that would be able to incorporate Harkness learning methods (See list from potential team leadersabove). Compile a list of the faculty involved with these courses. Schedule: End of October 2014</li><li>Actually getting students to go to speakers, be active in clubs, take internships<span style="line-height: 1.4;">Meet with these faculty members and discuss and inform about Harkness method, and learn what they want create experimental plans to learn outside incorporate Harkness into some of the traditional classroomcurriculum, based off of existent Harkness frameworks.Schedule: December 2014</span></li><li>Students pressure higher<span style="line-ups height: 1.4;">Attempt to include Harkness style lessons to test the waters for the success of the university program. Model this Harkness method by creating problems, and simply allowing the lecturer to facilitate as opposed to cater teach how to their educational wantssolve.Class size should be small, and each individual should be assessed for responsiveness. Schedule: February 2015 (Spring Semester)</li><lispan>University and individual colleges alter ciriculums</li><li>Entire college culture is changed Use data and anecdotal successes from "Partying" small scale implementation to "Let's do something for ourselves along with validate the world"model of large scale Harkness method usage. Attempt to create courses as a part of a series on I&E. Schedule: June 2015</li>

== <span style="margin: 0px; padding: 0px; line-height: 1.4; font-size: x-large;">Tactic #2</span><span style="margin: 0px; padding: 0px; line-height: 1.4; font-size: large;">Tactic #2:Mentor Driven&nbsp;</span></span><span style="margin: 0px; padding: 0px; line-height: 1.4; font-size: large;">Experiences</span > ==<ul style="marginpadding: 0px; paddingmargin: 0.3em 0px0px 1.6em; line-height: 120.41599998474121px; color: rgb(68, 68, 68); font-family: Arial, sans-serif; font-size: x-large14px;"><li>Description:&nbsp;<span style="margin: 0px; padding: 0px; line-height: 120.4; font-size: large1599998474121px;">Classroom Driven ExperienceHaving laboratory classes incorporated into lecture classes is meant to provide students with hands on experience, but do to the very nature of the lab courses in the first few years of an undergrad's life, the passion and drive underlying an individual's creative process can be significantly hindered. Therefore, it is reccomended that immersive experiences be tailored for students who show their passion for problem solving. Mission driven students and entrepreneurs should be paired with researchers, advisors, mentors and other industry veterans involved on/near campus as part of an initiative to grow&nbsp;</span></spanli></spanul>&nbsp; ==  

<li>Description: Use critical thinking and problem solving educational tactics along with or after a&nbsp; traditional lecture class and lab is complete. Labs are where these problem solving strategies can be applied more. An additional lab course should be available that adhears to more of using what they learned in that lab and lecture in a more investigative/problem solving way. This critical thinking experience would come after the student has complete the previous course.The class would be structured around what I would say as mini-research experiments. The students would use previous knowledge to help guide themselves into theories and hypothesies of what they believe could be the answer to whatever they are working on. Then they would carry out experiments to tests these ideas. -A very rough outline on how the class would be structured.</li><li>Team Leaders: Jordan BrummondPeeyush Shrivastava, I have heard rumors of similiar sounding classes that will be starting up soon in my department by - Janice Haggart. I also believe Dr. Angela Hodgson is in her second year Michael Camp, PhD (Fisher College of a similiar class.</li><li>Milestones:<ul style="margin: 0.3em 0px 0px 1.6em; padding: 0px; line-height: 1.4Business), Krystal Geyer,&nbsp;"><li>Curriculum Assesments</li><li>Find evidence that students who take this class are more succesful academically/professionally and provide it to the masses- Brings hype to the class</li><li>Integrate into regular ciriculum</li><li>Faculty support from multiple departments</li><li>Development of similiar courses in other departments</li></ul></li>

<li>Small number Comprehensive list of mentors ready /advisors who have the ability to pave provide immersive experience for students (individuals involved with the waylarge Makerspace in Columbus Downtown, TCO, Tech Columbus, BioOhio startup companies with funding and more. Schedule: January 2015</li><li>Incorporate into already existing career fair</lispan style="line-height: 1.4;"><li>More mentors view it as Identify a recruitment tool small, targeted student population with the drive to attrack the best commit to an immersive experience, and brightest</li><li>"Career fair" specifically as use this to validate the recruitment toolmodel for a much larger integration. Schedule: Janurary 2015 (Concurrent with above)&nbsp;</li><lispan>Students rewarded for their work other than the experience</li><li>Succes stories as a recruitment tool Attempt to use this methodolgy for both students and new mentorsundergrads exploring research. Schedule: TBD</li>

= <br/><span class="mw-headline" id="Strategy_.234_Opening_up_Lab_spaces_for_all_Engineering_Majors" style="margin: 0px; padding: 0px; line-height: 1.4;">Strategy #43: Opening up Lab spaces for all Engineering MajorsAccelerated Programs to Encourage Translational Problem Solving</span> =

Students need a work Some innovative research universities like RPI have formed accelerated BS-PhD Programs so as to develop promote an interdiciplinary set of problem solving skills very early on for their ideasstudents. This is an initiative that would be incredibly effective at an institution as large as Ohio State, especially if it were tailored to a small program, much like the Biomedical Science Undergraduate Program. The college of Engineering This program has a number of labs with spacemajor emphasis on research, materials and equipment is limited to further these ideas but they are not open 25 students per year, enabling longitudinal analysis to all NDSU be quite pragmatic. An accelerated BS-PhD degree could potentially increase the quantity and quality of innovation being developed by students and even other Engineering by providing highly motivated students. The only way to get into many of with the labs is to go in during business hours resources, framework, and be of that particular major. Allowing any Engineering student peer ecosystem necessary to access these labs would help provide a starter innovation space pursue their innovations via research and show need for one in the futureimmersive learning.&nbsp;

== <br/><span class="mw-headline" id="Tactic_.231-_Develop_more_connections_between_various_engineering_majors_.28Senior_Design.2C_ect.29_to_encourage_students_not_as_far_in_the_program_to_begin_working_in_other_labs_from_an_earlier_date" style="margin: 0px; padding: 0px; line-height: 1.4;">Tactic #1: Develop more connections between various engineering majors Accelerated BS-PhD Program incorporated into Undergraduate Biomedical Science</span> ==<ul style="padding: 0px; margin: 0.3em 0px 0px 1.6em; line-height: 20.1599998474121px; color: rgb(Senior Design68, ect68, 68) ; font-family: Arial, sans-serif; font-size: 14px;"><li>Description:&nbsp;<span style="line-height: 20.1599998474121px;">The prupose of this tactic is to encourage students not develop a highly strategic relationship between the Undergraduate Biomedical Science Major and the Integrated Biomedical Graduate Program (IBGP) so as far in the program to begin working in other labs from an earlier datefaciliate a means of encouraging student innovation via research and problem solving as early as a student's first year of college.&nbsp;</span> ==</li></ul>

Team Leaders<ul style="padding: 0px; margin: 0.3em 0px 0px 1.6em; padding: 0px; line-height: 20.1599998474121px; color: rgb(68, 68, 68); font-family: Arial, sans-serif; font-size: 14px;"><li>Univ 189 Professors</li><li>Academic Advisors</li><li>Senior Design AdviorsTeam Leaders: Peeyush Shrivastava, Dr. Michael Camp, PhD (Fisher College of Business).</li>

== <br/><span class="mw-headline" id="Tactic_.232_Open_up_Computer_Labs_for_all_majors" ul style="margin: 0px; padding: 0px; line-height: 1.4;">Tactic #2: Open up Computer Labs for all majors</span> == Description- Allow key card access to all engineering computer labs by all engineering students Team Leaders<ul style="margin: 0.3em 0px 0px 1.6em; padding: 0px; line-height: 20.1599998474121px; color: rgb(68, 68, 68); font-family: Arial, sans-serif; font-size: 14px;"><li>Lab InstructorsMilestones:<ul style="padding: 0px; margin: 0.3em 0px 0px 1.6em; line-height: 1.4;"><li>Speak to Steven Mousetes and Dr. John Gunn from Undergraduate Biomedical Science Program, and arrange a meeting with the directors of the IBGP. Schedule: Novemeber 2014</li><li>IT Department<span style="line-height: 1.4;">Identify universities which have adopted such an accelerated program, and identify the successes and tangible impacts on I&E as well as the generic progress of the university in preparation for a series of meetings to address potential adoption. Schedule: December 2014</span></li><li>UIF StudentsMeet with the decision makers on this front. Schedule: TBD</li></ul></li>

Milestones== <span class="mw-headline" id="Tactic_.232_Open_up_Computer_Labs_for_all_majors" style="margin: 0px; padding: 0px; line-height: 1.4;">Tactic #2: Accelerated BS-MS Program for Ohio State University</span> ==<ul style="padding: 0px; margin: 0.3em 0px 0px 1.6em; padding: 0px; line-height: 20.1599998474121px; color: rgb(68, 68, 68); font-family: Arial, sans-serif; font-size: 14px;"><li>Gain computer lab accessDescription:&nbsp;<span style="line-height: 20.1599998474121px;">Similar to Tactic 1, this would be a method of attaining broader appeal for the university's emphasis on research innovation by creating a generic accelerated BS-MS Program for Ohio State. This would have the same impact as the above tactic, but would involve several different approvals from several different colleges. Dr. Drake seems supportive of this kind of path as it is resemblant of a 21st century emphasis on interdisciplinary team skills.&nbsp;</span></li>

Decription<ul style="padding: 0px; margin: 0.3em 0px 0px 1.6em; line- Open technical labs like the IMEheight: 20.1599998474121px; color: rgb(68, ME68, EE68); font-family: Arial, sans-serif; font-size: 14px;"><li>Team Leaders: Peeyush Shrivastava, AGDr. Michael Camp, and other labs so any Engineering major can enter themPhD (Fisher College of Business).</li></ul>

Milestones<ul style="padding: 0px; margin: 0.3em 0px 0px 1.6em; padding: 0px; line-height: 20.1599998474121px; color: rgb(68, 68, 68); font-family: Arial, sans-serif; font-size: 14px;"><li>Allow students Milestones:<ul style="padding: 0px; margin: 0.3em 0px 0px 1.6em; line-height: 1.4;"><li>Speak to work in labs during business hours (8-5)Steven Mousetes and Dr. John Gunn from Undergraduate Biomedical Science Program, and arrange a meeting with the directors of the IBGP. Schedule: Novemeber 2014</li><li>Look into getting off hours lab space for weeknights <span style="line-height: 1.4;">Identify universities which have adopted such an accelerated program, and identify the successes and weekends tangible impacts on I&E as well as the generic progress of the university in preparation for students a series of meetings to get into address potential adoption. Schedule: December 2014</span></li><li>Meet with the current labdecision makers on this front. Schedule: TBD</li></ul></li>