Academic Profile

  • Increase the number of degrees and certificates awarded
  • Continue to grow enrollment of domestic students and sustain enrollment of international students
    • Enhance the university‚Äôs non-traditional enrollment and course offerings
      • Increase online and second block course availability and credit hour production
      • Expand the use of Zoom technology and enhance its efficiency
      • Create new iCourses in strategic areas
    • Expand summer school enrollment and evaluate changing the summer term to a 12-week period containing multiple time blocks for classes
    • Identify graduate programs with growth potential and initiate marketing campaigns to reach recruitment goals in those programs
    • Strengthen and maintain relationships with community college partners
  • Expand academic offerings
    • Create new academic programs and expand existing programs in strategic areas
    • Eliminate programs in areas of low interest or demand
    • Continue to develop collaborative degree programs, such as mechanical engineering, with other universities
    • Strategically unbundle programs into stackable, micro-credentials
    • Strategically bundle programs into tailored pathways, particularly in the Master of Professional Studies and Master of Science in Interdisciplinary Studies degree programs
    • Create non-degree training programs designed to provide participants with unique, employment-applicable skills in strategic areas (e.g. boot camps)
  • Improve retention and graduation rates
    • Expand and enhance transition support for new students
    • Expand and enhance academic advising
    • Strategically pre-register students to GEP 101 sections
    • Provide enhanced support for exploratory students
    • Integrate academic success services into one office
    • Develop an incentive program to encourage graduate students who have dropped out near program completion to re-enroll
    • Expand and evaluate the effectiveness of first-generation and college specific GEP 101 classes
    • Evaluate and implement changes to GEP 101 course design and curriculum
    • Develop strategies that encourage programs to monitor undergraduate and graduate student progress and promote degree completion
  • Decrease the average number of hours taken by students at graduation
    • Expand co-requisite course offerings, decrease developmental courses, and assess the effectiveness of co-requisite courses
    • Initiate structured scheduling pilot programs in business, nursing, and theatre and dance
    • Expand dual credit opportunities and accelerated degree programs
    • Collaborate with faculty senate to evaluate the reduction of the minimum number of hours required to graduate from 125 to 120
    • Expand use of the Student Educational Planner to develop degree plans for undergraduate and graduate students
    • Update and publish four-year degree plans for all undergraduate majors
    • Initiate long-term strategies to decrease the student-to-faculty ratio

Action plan table of contents