Georgetown University is a leading academic and research institution that offers a unique educational experience in Washington D.C. In an effort to better serve students, the Chief Operating Officer of Georgetown saw engagement as an essential component for academic improvement. And, in order to make innovative discussion even more accessible to a broader student population, Georgetown chose to introduce a virtual IdeaScale community to further enrich the discussion. Learn how: - Georgetown garnered student interest in its initial promotion - students and staff saved Georgetown money in their first year - the community improved university efficiencies and offerings

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GEORGETOWN UNIVERSITY
UNIVERSITY CASE STUDY
IDEASCALE

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Georgetown University is a leading academic and research institution that offers a unique
educational experience in Washington D.C. Since 1789, Georgetown has provided students with
a world-class learning experience focused on educating the whole person.
In an effort to better serve students, Chris Augostini, Chief Operating Officer of Georgetown,
saw engagement as an essential component for academic improvement. Augostini first instituted
Hoya Roundtables (a series of two-­‐hour in-­‐person sessions between administrators and
students to discuss issues). And, in order to make innovaIve discussion even more accessible
to a broader student populaIon, AugosIni chose to introduce a virtual IdeaScale community
to further enrich the discussion.
When launching the community, the innovation community was publicized with the help of the
student government and open to all individuals with a university email. It was promoted through
emails, in-­‐person Roundtable menIons, and passionate idea followers.
In its first year of use, Georgetown’s digital Roundtable community:
• Attracted more than 3,000 members who generated hundreds of ideas with more than
26,000 votes.
• Numerous money-saving and convenience suggestions, including bringing class evaluations
online, which is estimated to save insItuIons an average of 20% per year in its first year,
and 60% every year thereafter. 1
• On-­‐campus Zipcar rentals, which is esImated to save students hundreds of dollars so that
they don’t have to purchase their own vehicles. 2 Although it was an initiative that the
University already had on deck for a long time, its overwhelming IdeaScale popularity allowed
them to fast-track the process.
• Empowered university staff to respond more rapidly to problems both long-term and
immediate.
• Numerous other ideas that were acted on, including on-campus food trucks, blackboard, and
more.
2IdeaScale Case Studies
Georgetown University
Savings for Students and Faculty

3. 3IdeaScale Case Studies
“The simplicity of the IdeaScale product truly lowered the barriers to par6cipa6on,” said Z.
Michael Wang, Program Manager for New Media Strategy & Digital Partnerships at Georgetown
University, “We enjoyed high levels of engagement and one of the reasons for this was because the
solution was so intuitive for members to use.”
For more information about Georgetown University, visit georgetown.edu.
I. Kronholm, E. A., Wisher, R. A., Curnow, C. K., & Poker, F. (1999). The transformation of a distance learning training enterprise
to an Internet base: From advertising to evaluation. Paper presented at the Northern Arizona University NAU/Web99
Conference, Flagstaff, AZ.
II. Zipcar. Advertisement. Zipcars on Campus. Zipcar, n.d. Web. 07 Mar. 2013. <http://www.zipcar.com/parents>.
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