Identifying the Problem

Increased engagement among members is vital to the long-term health and impact of the Taiwanese Student Association (TSA). Engagement goes beyond attendance—it cultivates a sense of belonging, empowers students to take initiative, and strengthens the cultural and professional networks within the organization. When members are actively engaged, they are more likely to contribute ideas, participate in planning, and take ownership of the group’s mission, which leads to richer programming and stronger community impact. TSA itself benefits from higher morale, more consistent volunteer participation, and improved organizational continuity. More importantly, individual members benefit from increased social connection, cultural affirmation, and leadership opportunities.

This issue directly builds on the lessons I developed in Key Insight 3, where I applied strategic restructuring techniques learned in ENTR 401 to increase TSA’s event attendance. While the new communication strategies and targeted programming led to measurable success in participation rates, I now recognize that sustainable impact depends on deeper levels of involvement. To truly elevate TSA, our goal must move beyond attendance metrics to cultivating meaningful and lasting member engagement.

Recommendations & Strategic Solutions

Drawing from my learning in Key Insight 3, particularly the business model innovation framework from ENTR 401, I propose developing a member engagement pipeline grounded in user-centric design. This involves identifying specific member journeys, mapping out their stages of engagement (e.g., new member, event attendee, active volunteer, committee lead), and designing targeted interventions to support movement through each stage. Just as I used the business model canvas to restructure TSA’s financial strategy and programming logistics, I will now apply it to community-building, using feedback loops, data analytics, and experimentation to test and refine engagement strategies.

My goal is to shift TSA from an event-based club to a relationship-driven community. I envision students not only attending events but forming lasting friendships, collaborating on cultural projects, and feeling empowered to contribute to the club’s direction. For example, I want to see more peer-initiated events, member-led workshops, and mentorship pairings. I believe these initiatives will lead to a stronger sense of identity and connection among members, which in turn builds long-term sustainability for the organization.

To revitalize engagement and ensure a sustainable leadership transition, I propose two interconnected strategic initiatives:

1. Mentorship Pipeline: Establish a structured mentorship program pairing new executive board members with experienced external advisors and active alumni from the Taiwanese Fellowship Association in Columbia. This ensures continuity, provides personalized leadership development, and maintains active community engagement.

2. Leadership Handbook: Develop a comprehensive leadership handbook detailing role responsibilities, event planning best practices, communication strategies, and historical insights. This document will serve as a practical guide and reference, ensuring each new leadership cohort can quickly adapt, learn from past successes, and avoid common pitfalls.

Both solutions are informed by strategic planning principles learned in ENTR 401. The course emphasized structured frameworks, clear documentation, and the importance of iterative learning—elements essential for the long-term growth and sustainability of any organization.

Implementation Plan

Key Stakeholders:

Key Stakeholders: The key stakeholders involved will include the incoming TSA Executive Board, external advisors, and representatives from the Taiwanese Fellowship Association (TFA) in Columbia.

Action Steps & Timeline: The implementation process will begin with initial planning in the first month, which involves forming an implementation team consisting of current TSA leaders, external advisors, and TFA representatives. During this phase, bi-weekly planning meetings will be scheduled to ensure consistent progress and communication.