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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<br/><span style="font-frame goals. This resulted in our team scratching the previous project and searching for a new primary strategic priority. size:medium;">'''<u>Current Status:</u>'''</span>
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<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 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 precisely defining this issue, the 2018 University Innovation Fellow cohort at CSUF has vowed to tackle the lack of student engagement on campus utilizing with technology. Our team's perspective approach was derived from a series of conversations with stakeholders including student leaders and higher education executives. From these These meetings, we concluded helped us conclude that this underlying issue lies internally within the student and faculty organizations. Lack-luster communication channels, unincentivized 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 our campus resources by connecting them with technological applications that may provide automation or stronger infrastructure.
More information can be found [https://www.youtube.com/watch?v=P84L-KViigE here.<br/>]<br/><span style="font-size:medium;">'''<u>Current Status:</u>'''</span>
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. However, we have now narrowly identified a project in which our team fully shares a passion for. In additionOn the bright side, we have installed instilled better adminstrative systems for accountability and communication to further the project's progression. Currently, our team is in the process of identifying techoological technological 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 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.
