=='''<span style="font-size: x-large;"><span id="docs-internal-guid-febb5ca1-430a-fb59-a126-921cae9c5df6"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">(2021) Strategy One: How might we enhance means for students to collaborate Revitalize Student Innovation Collective with one another to create start up initiatives or help sharpen their skills to inspire a career that empowers them as agents of change :refined mission and vision</span></span></span>''' ==
<span style="color:#0000cd;"><span style="font-size:medium;">'''<u>Mission & Vision:</u>'''</span></span>
During training, 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. " (Statement made by 2018 cohort still remains true)
The 2021 University Innovation Fellow cohort at CSUF is determined to tackle the lack of student engagement on campus with current resources. Our teamSINC'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. Un-incentivized call-Vision: To foster an environment for CSUF students topursue their dream job or start up initiative Mission for 2021-actions, weak social media presence, 2022: Make engaging workshops and inefficient information channels are concerns that events about about skills students, student leaders, can begin implementing in their collegiate career and faculty have echoedeasily transition into their path of choice. 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 <br />]
<br /><span style="color:#0000cd;"><span style="font-size:medium;">'''<u>Current Status:</u>'''</span></span>
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 idealfollowing issue with current student engagement in regards to their interest in I&E and their careers. Student Innovation Collective remained inactive from 2019 until now. On We reviewed the bright side, we have instilled better administrative systems for accountability operating principles and previous missions and visions of SINC and communication begun to further the projectcurate workshops and events with SINC's progressionrefined mission and vision. Currently, our team is in As we had the process of identifying ways opportunity to revitalize SINC as a medium to To compensate for the slight delay in progress, collect data about interested students during our cohort has also opted to work over the long-winded holiday breakuniversity's club rush event.
<span style="color:#0000cd;"><span style="font-size:medium;">'''<u>Future Outlook:</u>'''</span></span>
Since Once our primary project revolves around bolstering board members and 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 established within the Mihaylo College Business of Economicsnext two semesters, where many we are determined understand trends in recruitment and retention rates of our team members have already fostered numerous relationships with student leaders. We want to observe success on a smaller scale (hence business clubs) students and measure this success using metrics such as membership counts, event turnouts, email inquiries, how engagement and financial transactions. Eventually, these metrics will assist our team in bringing the project to a higher scale to both faculty and the student governmentcontent provided is affecting one another.
=='''<span style="font-size: x-large;"><span id="docs-internal-guid-febb5ca1-430a-fb59-a126-921cae9c5df6"><span style="font-family: Arial; vertical-align: baseline; white-space: pre-wrap;">Strategy One: Increase student engagement and bolster school spirit to increase I&E for the campus</span></span></span>'''==
*<span style="font-size:medium">Number of other students from different departments in an engineering team</span>
*<span style="font-size:medium">Success rate or ranking of engineering team in their final competition with a multidisciplinary team</span>
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[[File:SINC.png|center|SINC.png|link=Special:FilePath/SINC.png]]