Changes

Priorities:California State University of Fullerton Student Priorities

3,557 bytes added, 4 years ago

Added 2021 Strategic priorities

=='''(2021) Strategy One: How might we enhance means for students to collaborate with one another to create start up initiatives or help sharpen their skills to inspire a career that empowers them as agents of change :''' ==

'''Mission & Vision:'''

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 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. Un-incentivized 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:'''

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 One: Increase student engagement and bolster school spirit to increase I&E for the campus'''==

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 ~~2021 University~~ 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:'''

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

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

=='''(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

=='''(2016) Strategy Two: Create a pop up incubator/makerspace in campus''' ==

MISSION AND VISION

----

==(2016) Strategy Three: Create more awareness for I&E Courses in the campus ==

MISSION AND VISION:

*Students who visited the I&E website

_________________________________________________________________________________________________________________

==Related Links==

Nireeksha.namjoshi

2021 Cohort

17

edits