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Priorities:California State University of Fullerton Student Priorities

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→‎(2021) Strategy One: Revitalize Student Innovation Collective with a refined mission and vision

== '''(2021) Strategy One: ~~Increase student engagement~~ Revitalize Student Innovation Collective with a refined mission and ~~bolster school spirit to increase I&E for the campus~~vision''' ==

'''Mission & Vision:'''

During our training sponsored by Google and the Hasso-Platner Stanford Institute of Design, our team utilized the principles of design thinking to identify the following issue on CSUF's campus: a lack of student engagement. This is in part due to CSUF's reputation as a commuter school, which is garnered from its geographical location as a midpoint between cities. As students fight for parking and adhere to the practice of attending class only to immediately return home afterwards, they forego the various opportunities provided by our campus' numerous resources. Student and faculty-led organizations observe decreases in membership, sports events report less turnout, and students are unable to unearth their potential during their college experience. 

~~After ideating, empathizing, and defining this issue, the 2018 University Innovation Fellow cohort at CSUF has vowed to tackle the lack of student engagement on campus utilizing technology. Our team~~SINC's perspective was derived from a series of conversations with stakeholders including student leaders and higher education executives. From these meetings, we concluded that this underlying issue lies internally within the student and faculty organizations. Lack-luster communication channels, unincentivized call-to-actions, weak social media presence, and inefficient information channels are also concerns that both Vision: To foster an environment for CSUF students~~, student leaders, and faculty have echoed. Thus, it is our team's objective, or "strategic priority", is~~ to ~~enhance each of these organizational functions for our campus resources by connecting them with technological applications that may provide automation~~ pursue their dream job or ~~stronger infrastructure.~~start up initiative

~~More information~~ Mission for 2021-2022: Make engaging workshops and events about about skills students can ~~be found [https://www~~begin implementing in their collegiate career and easily transition into their path of choice.~~youtube.com/watch?v=P84L-KViigE here. ] '''Current Status:'''~~

Initially, our primary strategic priority did not revolve around student engagement. Instead, we had a goal of incorporating a General Education course about entrepreneurship and design thinking for all majors. However, halfway into our training, we performed a feasability analysis of this previous project alongside a seasoned faculty member, who helped us decide that the project was impractical given our personal time '''Current Status:'''

~~Due~~ During training, our team utilized the principles of design thinking to identify the ~~revision of our primary strategic priority, our progress is currently less than ideal~~following issue with current student engagement in regards to their interest in I&E and their careers. ~~However, we have~~ Student Innovation Collective remained inactive from 2019 until now ~~narrowly identified a project in which our team fully shares a passion for~~. ~~In addition, we have installed better adminstrative systems for accountability~~ We reviewed the operating principles and previous missions and visions of SINC and ~~communication~~ begun to ~~further the project~~curate workshops and events with SINC's ~~progression. Currently, our team is in the process of identifying techoological software that will best fit campus organizations' needs~~ refined mission and ~~compiling reccomendations that will be discussed amongst team members~~vision. ~~To compensate for~~ As we had the ~~slight delay in progress,~~ opportunity to collect data about interested students during our ~~cohort has also opted to work over the long-winded holiday break~~university's club rush event.~~  ~~

'''Future Outlook:''' Since our primary project revolves around bolstering student engagement through technology, we aim to have a powerpoint presentation completed by late January 2019. Around this time, we will use the powerpoint presentations, which consists of our technological reccomendations, to pitch our ideas for smaller organizations to adopt. Our primary target is the Mihaylo College Business of Economics, where many of our team members have already fostered numerous relationships with student leaders. We want to observe success on a smaller scale (hence business clubs) and measure this success using metrics such as membership counts, event turnouts, email inquiries, and financial transactions. Eventually, these metrics will assist our team in bringing the project to a higher scale to both faculty and the student government.

'''Future Outlook:''' Once our board members and student engagement is established within the next two semesters, we are determined understand trends in recruitment and retention rates of students and how engagement and content provided is affecting one another. =='''Strategy One: Increase student engagement and bolster school spirit to increase I&E for the campus'''== '''Mission & Vision:''' During our training sponsored by Google and the Hasso-Platner Stanford Institute of Design, our team utilized the principles of design thinking to identify the following issue on CSUF's campus: a lack of student engagement. This is in part due to CSUF's reputation as a commuter school, which is garnered from its geographical location as a midpoint between cities. As students fight for parking and adhere to the practice of attending class only to immediately return home afterwards, they forego the various opportunities provided by our campus' numerous resources.  After precisely defining this issue, the 2018University Innovation Fellow cohort at CSUF has vowed to tackle the lack of student engagement on campus with current resources. Our team's approach was derived from conversations with stakeholders including student leaders and higher education executives. These meetings helped us conclude that this issue lies internally within the student and faculty organizations. Unincentivized call-to-actions, weak social media presence, and inefficient information channels are  concerns that students, student leaders, and faculty have echoed. Thus, it is our team's objective, or "strategic priority", to improve these organizational functions for our campus resources by connecting them with technological applications that may provide automation or stronger infrastructure.[https://www.youtube.com/watch?v=P84L-KViigE ] '''Current Status:''' Initially, our primary strategic priority did not revolve around student engagement, but rather incorporating a General Education course about entrepreneurship and design thinking for all majors. However, halfway into our training, a seasoned faculty member helped us determine that the project was impractical given our personal time-frame goals. This resulted in our team scratching the previous project and searching for a new primary strategic priority.  Due to the revision of our primary strategic priority, our progress is currently less than ideal. On the bright side, we have instilled better administrative systems for accountability and communication to further the project's progression. Currently, our team is in the process of identifying ways to revitalize SINC as a medium to To compensate for the slight delay in progress, our cohort has also opted to work over the long-winded holiday break.   '''Future Outlook:''' Since our primary project revolves around bolstering student engagement through technology, we aim to have a powerpoint presentation completed by late January 2019. Around this time, we will use the powerpoint presentations, which consists of our technological recommendations, to pitch our ideas for smaller organizations to adopt. Our primary target is the Mihaylo College Business of Economics, where many of our team members have already fostered numerous relationships with student leaders. We want to observe success on a smaller scale (hence business clubs) and measure this success using metrics such as membership counts, event turnouts, email inquiries, and financial transactions. Eventually, these metrics will assist our team in bringing the project to a higher scale to both faculty and the student government.  == '''Strategy Two: Increase the presence of Student Innovation Collective (SINC) on Campus and Have it be a Primary'''~~ ~~ ==

Create Survey:

C. Have they attended any events held by SINC?

== '''Strategy Three: Host Workshops for campuswide students to Promote Innovation & Entrepreneurship'''~~ ~~ ==

A. Communicate with the campus career center to develop more innovation workshops

C. Publicize the innovative workshops

== '''Strategy Four: Provide a General Education course on Innovation and Entrepreneurship That is Open to All Majors and Students''' ==

A. Provide lectures on Design Thinking and Innovation

B. Provide opportunities for students to converse with stakeholders to ''apply'' their learning and skills outside of the classroom setting. 

~~== __________________________________________________________________________________ ==~~ ~~(2016)~~ == '''(2016) Strategy One:Create an organization called Student Innovation Collective (SINC) that brings together multidisciplinary departments to work on project oriented activities'''~~ ~~ ==

MISSION AND VISION

*Number of other students from different departments in an engineering team

*Success rate or ranking of engineering team in their final competition with a multidisciplinary team

[[File:Sinc4.jpeg|center|Sinc4.jpeg|link=Special:FilePath/Sinc4.jpeg]]