WSC requests name change to university (Editor’s Note: Weber State recently made an official request to the state’s Board of Regents that the college’s name be changed to Weber State University. In support of that request Weber State submitted a proposal discussing the five major issues involved. The following article is an edited version of that proposal.) Issue One: National Patterns of Nomenclature in Higher Education The most recent data show that among the 214 nondoctoral-granting institutions such as Weber State 83 percent carry the title “university.” Ninty-four percent of the institutions in that category with a fall headcount enrollment of 10,000 or above are called universities. While some may perceive the term *university“ to be reserved for research and doctorate-granting institutions, the data show this not to be the case. Common usage in American higher education today leaves Utah in the company of only three other states who do not systematically refer to their medium-sized, public, comprehensive institutions as universities. Issue Two: Institutional Mission In reality, Weber State is unique among Utah higher education institutions in its recent refinement of its own mission which was formally approved by the Board of Regents in May 1988. That mission is compatible with university nomenclature, evident by the invitation Weber State received to be among 45 founding participants in a national movement emerging under the title “metropolitan university.” Furthermore, despite the absence of “university” in its name, the college will be specifically noted in the first issue of the movement’s forthcoming journal as an exemplar of this type of public institution. Issue Three: Resource and Program Implications © Because the existing, Regent-endorsed mission of Weber State is already compatible with university nomenclature, resource implications of the name change alone do not extend beyond such trivial costs as converting letterhead, signage, and publicity materials. It is instructive, nevertheless, in support of this assertion to examine the salient parts of the college’s current legislative request: 1. Salary Adjustment. Weber State’s faculty salary situation is assessed annually against a national cross-section of peer institutions, the composition of which has been essentially constant since 1983. They were chosen for comparability in terms of size and range of programs; ten of the twelve institutions on that list are called universities. This year, however, in recognition of years of stagnation, the Board of Regents is recommending the same basic percentage increase for all Utah institutions. Clearly, under either approach, institutional name is irrelevant to the request for funding. 2. Higher Education Access. Some may postulate that a name change would, in and of itself, increase enrollment demand. In fact, enrollment pressures are severe enough already, with demographic data predicting no letup in the near term. We are now in the process of changing our admission standards from the open access of the community colleges. Our approach will allow us to manage enrollment at any appropriate level, regardless of demand. 3. Other Urgent Priorities. visitors typically assume they are at Weber State University until told otherwise. Issue Four: Implications for the Utah System of Higher Education Far from diminishing the existing universities, recognition of a different kind of university in Utah is more likely to benefit the state as a whole. Positive recognition of any member of the Utah System of Higher Education reflects well on all its members and should be welcomed by all. 2,900- 5,000 5,000-10,000 10,000+} 86 19 105 82 48 3 31 94 Total It is instruc- tive to note the nature of Weber State’s current budget project requests. They include undergraduate teacher education; ongoing in-service teacher training; industrial technology-transfer partnerships involving undergraduate participation; vocational training of biotechnology and medical records technicians; and undergraduate writing and speaking skills. All these priorities follow directly from a mission that emphasizes developing student intellectual skills, helping to improve public schools, stimulating community economic development, and specializing in roles uniquely assigned by the Board of Regents. As the only Wasatch Front institution north of Salt Lake City offering associate degree programs, the college has a special obligation to maintain a strong vocationaltechnical commitment. A name change would have no effect on this commitment. Despite recent static salaries Weber State has been quite fortunate in attracting many bright, productive professors to join its senior faculty in maintaining a reputation for academic quality with a personal touch. Undergraduate involvement in research has been standard at the college for many years, and annual sponsorship of national symposia for presentation of undergraduate scholarly work is well established. Such activities are equally appropriate to a university; indeed, Issue Five: The Role of Teaching Other states have come to recognize that the term “university” is ennobled as much by creative teaching as by productive research. Both are the products of lively intellects, whether one’s dominant values tilt toward advancing knowledge in a research setting or toward synthesizing and representing knowledge in a classroom, laboratory, or field setting. Summary Given the size, diversity, and strength of its programs, the term “college” applied to Weber State is increasingly misleading to the public, employers, students, and potential faculty and staff members. The single most immediate benefit to the institution would be clarity of communication in today’s high education world. In view of its proud history as a distinctive alternative to traditional universities; its unusually strong, collective sense of mission; and the congruence of that mission with an emerging component of American higher education, Weber State would be more accurately identified as the university it already has become. Surpassed $13 million goal Centennial fund drive raises over $16 million The celebrants for Weber State’s 100th year birthday party have gone home, the confetti is swept, the time capsule sealed, and the college has settled into making the next century a reality. An important part of that reality is the $16.3 million Weber State raised during its centennial fund-raising campaign. “We started the campaign with a goal of the excitement and interest of the faculty, staff, donors and non-donors alike,” Spainhower added. The three-year campaign set new records. for the amount of money donated to the college, and did so while setting national standards for low-cost fund raising. ‘We managed to raise $16.3 million at a cost of 80 cents per $100. The national $13.1 million. Outside consultants told us it average is $10 to $15 in cost for each $100 would be difficult to raise that much, but we thought we could do it,” said Don Spainhower, director of college development. “The centennial campaign has been a great boost to the college. It has captured raised,” Spainhower said. The money to run the capital campaign came from a private, non-profit foundation associated with the college, and used the small development staff at the college as well as hundreds of hours of volunteer work under the direction of campaign chairman John Hinckley. “His influence, his work were just outstanding, and he’s not even an alumni. We couldn’t have had a better chairman,” Spainhower said. ‘John's efforts made a tremendous difference,” he added. The money raised establishes a number of student scholarships and will help promote excellence in teaching. Additional monies are ear-marked for equipment purchase. — See FUND DRIVE, Page 3