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== '''<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;">'''<u>Mission & Vision:</u>'''</span>
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 fro 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's perspective was derived from a series of conversations and interviews with stakeholdres including student leaders, professors, and higher education executives. As a result of these meetings, we concluded that at first, this problem may seem to occur due to a lack of intrinsic student motivation. However, the real issues 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 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 the resources on campus by connecting them with technological applications that may provide automation or stronger infrastructure.<br/><br/><span style="font-size:medium;">'''<u>Current Status:</u>'''</span>
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. After several long-winded discussions that considered the project's practicality and the team's overall passions, we decided that the project was impractical given our personal time-frame to complete the project. 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. However, we have now narrowly identified a project in which our team fully shares a passion for. In addition, we have installed better adminstrative systems for accountability and communication to further the project's progression. Currently, our team is in the process of identifying techoological software that will best fit campus organizations' needs and compiling reccomendations that will be discussed amongst team members. To compensate for the slight delay in progress, our cohort has also opted to work over the long-winded holiday break.
<span style="font-size:medium;">'''<u>Future Outlook:</u>'''</span><br/>Since our primary project revolves around bolstering student engagement by connecting organizations with the best technology, we hope to have a powerpoint presentation completed by late January before our spring semester begins. 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 much 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. <br/>
Prototype A: Technological Application