PONDEROSA | ENHANCED FOCUS AREAS REPORT
4 | P a g e
mentee program throughout the past four years. Each year, there were less mentees involved in events such as
mix design and testing. This trend of decreasing mentee involvement was noticed when looking at past teams’
presentations and pictures. It could clearly be seen that a few years ago there was a large group of mentees
involved in work like the canoe construction as well as weekly mixes. As the years went on, less and less mentees
were seen involved in the technical work. Understanding the great commitment required to construct a full-scale
canoe, it was decided that sustaining and developing the mentee program was crucial to the success of the concrete
canoe program at NAU. The team recognized that COVID would pose many issues, so it was decided that the
more options for manpower available, meant the team may be able to continue its work even with one or a couple
of team members going into forced isolation. Improving the mentee program will not only benefit this year’s team
but will benefit future concrete canoe teams.
The premise of the mentee program as an enhanced focus area was to challenge this year’s project
management skills and inclusion. To complete this goal, this year’s team began by recruiting underclassmen in
the ASCE student chapter that showed interest in the project. The opportunity was also opened up to students not
yet involved in NAU ASCE through the general engineering department’s email list. This way, students who may
be interested in the program but are unsure how to get involved, had the opportunity as well. The team captains
took the responsibility of reaching out to each student separately to ensure they felt welcomed to the team. From
there, every mentee was invited to work with the team captains on technical work such as mix design and testing,
hull design, and structural design. It was not a requirement that mentees be in-person during these technical events.
A virtual option was always made available in the case that a mentee did not feel comfortable attending an in-
person event but still wished to be involved on the project. This virtual option included an ongoing Zoom session
during mix design testing that virtual mentees could join if unable to be in-person. Then as well as allowing
mentees to join during our weekly team meetings. Not only did mentee involvement increase the efficiency of
our project but also added brainpower to our designs. Including students that have not been involved in concrete
canoe before allowed for input from an outside source along with questions that may not have been brought to
the captain’s attention otherwise. Figure 4 below shows the visual representation of the flow of information
between the core team, mentees, and future canoe teams.
Although the value added through mentee involvement is difficult to quantify, there are a few numbers worthy
of recognizing. The core team was composed of 5 team leads. Each of these team leads had a specific
responsibility to the project whether that was mix design, hull design, etc. By opening up the team to other
engineering students, the team increased from 5 students to 9 students. This meant an 80% increase of members
that would not have been involved without the mentee program. This addition of members was a large help with
respect to the technical work performed as there were more people to help complete the work. Having
underclassmen mentees was also helpful because they may see things from an untrained or fresh mind which
could help the team leads to recognize components of the project that could be improved or just wouldn’t have
worked. The mentee involvement forced this year’s team to act as teachers and explain every aspect of the
technical work and theories. This form of teaching and learning can be seen in Figures 5, 6, & 7 below.
Figure 4: Flow of Knowledge