WEBER STATE UNIVERSITY: WEBER STATE UNIVERSITY: Numbers Strategic Issues: Clientele: Presently we serve 15,000 students: 13,000 on campus and 2,000 off campus. The University will continue to be challenged by the conflict between institutional constraints and environmental pressures. Specific concerns include the need to balance the use of current campus facilities (classroom, faculty offices and laboratories), the opportunity to increase enrollment of students in selected programs, and the need to respond to political pressures of access. Thus we will manage enrollment on campus within the limits of our current facilities and program capabilities, but will increase off-campus enrollment in the Davis and Ogden Metro Centers as well as at other appropriate locations based on statewide needs and our mission. not, how do we accommodate growth? In either position to fulfill ourmission? How should we use that position to attract new resources? case, what are our delivery options? ¢ An Integrated Educational System ¢ Student Quality & Preparation Should we shift our focus toward recruiting and graduating the "best" students? If so, what happens to the rest? Should our goal be "value added" to a broad spectrum of students? ¢ The Commuter Campus How can we improve teaching and learning specifically for commuter students? For example, should we rely more on them to teach each other? Should we expand support services, such as child day care, for them? « Student Retention Should we reexamine and change the types of programs and services we offer students? ¢ Diversity To foster diversification, should we create specialized courses or infuse multicultural perspectives throughout the curriculum? Should the same services be offered with sensitivity to all, or should there be special services for particular groups? ¢ Global Issues How may the University curriculum best be "globalized?" To what extent should we invest in particular projects, such as student or faculty travel abroad? ¢ Strategic Positioning What range of programs, level of marketing and public relations, and kinds of collaborative efforts with other institutions will put us in the best Should we increase or decrease our involvement in collaborative projects that blend precollege and higher education? ¢ Blending Liberal & Technical Education How can we use our complementary strengths to develop unique cross-disciplinary programs and more effective approaches to general education? ¢ Technology What degree of effort and resources should we invest in technology for delivery of instruction and services? What means should we develop? What will the role be of faculty in this effort? -¢ Image Enhancement Should we continue to pursue the strategic identity project? Should more resources be given to communication with the public, so that the quality of our faculty and achievements of our students are more widely recognized? ¢ Community Partnerships To what extent should we be involved in community partnerships? What kinds of partnership activities will best support our mission objectives? ¢ Accountability How much effort should we put into systematically collecting data usable for external accountability? STUDENTS Demographic Mix ~ The University wishes to reaffirm commitment to serving students as our major clientele while maintaining our dedication to a high level of student/faculty interaction. ¢ We will continue to serve traditional and nontraditional students, largely commuter, both on and off campus. e As we move into the future with changing demographic patterns, changing societal values and globalization, we recognize the need to increase the academic preparedness and diversity of our student body, both in terms of ethnicity and internationality, through active recruitment and retention programs. ¢ To make better use of limited state resources in preparing individuals for future challenges, we will raise admission standards and encourage articulation with public education to improve student preparation and appropriate placement. Specific program entrance standards will continue as needed. ¢ Because of our tradition of open-access, we will continue to provide opportunities for underprepared students to prove their capability to succeed in university studies by enrolling them in offcampus "skills enhancement” programs. Academic Mix We will continue to maintain an appropriate mix of liberal, professional and technical education, offering degrees at the associate and baccalaureate levels. The University will add selected masters programs only in areas where there is either a demonstrated need, a unique University niche/ role or the opportunity to build on existing strengths. Y ease Y daz) cm = OTHER CLIENTELE The University also serves the broader populace including business, industry and government, public education and the community at large. This service is provided through mission-related activities that enhance student and faculty development, meet demonstrated regional community needs and are not necessarily site limited. We do this because: ¢ We have expertise and specialized facilities that meet community needs ¢ It assists the community and economic development ¢ It attracts resources to the University g=) & os} DN 5) => N N pms = aT) Y <e) oS fos ~dusz} Specifically we serve: ¢ Business, industry and government through activities such as education and training for the work force, business and technical assistance, retraining, student internships and cooperative education. ¢ Public education through activities such as in-service education, technical assistance and curriculum articulation ¢ The larger community including alumni, donors and citizens of all ages through lifelong learning activities, cultural and entertainment activities and various types of public service. In the broadest sense, services to these other clientele establish the University as an integral part of the community. op —77 ¢ Enrollment Do we limit enrollment? If so, to what degree? If