91¶ÌÊÓƵ

Academic Affairs

Strategic Priorities

The Academic Affairs Strategic Priorities focus on four areas of the Amplify strategic plan:

• Completion

  A number of 91¶ÌÊÓƵ (91¶ÌÊÓƵ) students have accumulated 90 to 120 credit hours or more without making substantial progress, completing less than 60% of their bachelor's degree. The institution is failing these students by not facilitating their educational goals and thus contributing to the perception of "higher education irrelevance" in terms of both time and money. After investigating several barriers to completion identified by students, staff, and faculty, the committee is developing a completion pathway with a "non-BIS completion degree." The first steps will be identifying eligible candidates and constraints, along with exploring the idea of the completion degree with specific emphases. Additionally, 91¶ÌÊÓƵ needs to conduct a peer assessment of degree availability at partner institutions, analyze market demand, and simplify curriculum where possible. Other solutions to help students progress and graduate on time include incorporating experiential learning in lower-level courses, (2) implementing end-of-freshman-year critical course checks, and (3) conducting curricular analytics analyses for new and existing programs.

• Faculty-Student Engagement

  91¶ÌÊÓƵ (91¶ÌÊÓƵ) is committed to boosting faculty/student engagement through an increased focus on experiential learning opportunities. A primary strategic goal is that 100% of our graduates participate in at least two high impact educational experiences during their time at 91¶ÌÊÓƵ. We intend to allow each student meaningful interactions with faculty members through experiential activities both inside and outside the classroom. One of the measurable outcomes of such interactions would be demonstrable skills showcased in e-portfolios. Critical questions revolve around removing barriers that prohibit increasing faculty/student engagement, supporting faculty in engaging students, incentivizing both faculty and students and identifying areas of strength for 91¶ÌÊÓƵ.

• First-Year Pathways

  Although first-year student retention is improving, it remains the case that Weber State loses about 40% of the students in the subsequent fall. To improve that rate, the First-Year Pathway strategic initiative addresses the need for the institution to intentionally enhance students' experience as they transition to college. Although the institution is resource-rich in having programs, courses, and services for first-year students, we could better coordinate those resources to ensure they are delivered to all students. Central in these discussions is creating a culture of first-year to ensure an experience for all students that validates their college status, recognizes their unique backgrounds, and provides tailored support for their academic achievement and success. The work around this initiative has included reviewing present resources and developing proposals to promote student understanding of what it means to be a college student, developing habits of intellectual inquiry, feeling a sense of belonging, and accessing support systems. Two specific proposals include developing attributes to include courses commonly taught to first-year students and creating a first-year seminar requirement. These and other proposals were presented at the 2024 First Year Summit, feedback from which will further the ongoing discussions and decision-making.

• Recruitment

  We're seizing the opportunity to innovate and adapt in response to recent enrollment trends. By recognizing the needs of learners, particularly those aged 25 and older, we're proactively addressing potential declines in Northern Utah's high school senior population by 2027. We're enhancing flexible pathways across disciplines, fostering partnerships with key entities like HAFB, technical colleges, and businesses, and improving communication channels. These initiatives aim to unlock new opportunities for adult learners and those seeking college credentials. We're also strengthening partnerships with organizations offering tuition assistance programs and enhancing engagement opportunities for concurrent enrollment students. We focus on creating flexible pathways, aligning academic programs with market demands, and increasing scholarship opportunities.