2. ENROLLMENT, RETENTION, AND GRADUATION

2.1. Graduate Student Enrollment

Maintain graduate student enrollment close to 1,000 students.

SUPPORTING EVIDENCE:

Narrative

Data Source: Fall Certified Fact Sheets, UHD Office of Data Analytics and Institutional Research

Data source:

Narrative review:

OBJECTIVE STATUS:

NOT MET

OBJECTIVE STATUS:

2.2. Undergraduate Student Enrollment

Achieve and maintain the increase in undergraduate student enrollment at 2% annually.

SUPPORTING EVIDENCE:

Methodology note: During the Summer of 2022, the university’s “University College” was dissolved, and the “pre-major” students served in that college were reassigned to the college of discipline. Therefore, the college’s undergraduate student population grew by 51% in Fall 2022 (from 2,832 majors to 4,284 majors AND pre-majors). The data table below applies the logic of including pre-majors in enrollment totals to have historic references.

In addition, the methodology of pre-major inclusion has been retroactively changed in historic data back to Fall 2019 for comparison purposes. The university transitioned from the Banner student information system to PeopleSoft Campus Solutions in Fall 2019, so the retroactive change was only made in PeopleSoft Campus solutions. Data in this AACSB report goes back to Fall 2018 as that is the first fall term after our last accreditation cycle.

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Alternate view – smoothed look at enrollment from 2015 through 2021 using three-year averages and percent changes. This look could be used to justify our meeting the standard, though the three-year rolling average was not mentioned in the goal wording.

Data source: Fall Certified Fact Sheets, UHD Office of Data Analytics and Institutional Research

Narrative review:

2.3. Retention and Graduation

Achieve and maintain a retention rate of 85% and a graduation rate of 85% for both undergraduate and graduate students.

SUPPORTING EVIDENCE:

OBJECTIVE STATUS:

Change To Measurement

The retention and graduation rates provided previously were generated manually by the office of undergraduate advising based on students who had declared business majors. This methodology was not documented and cohorts were not clearly defined, so replicating the previous calculations is problematic.

Additionally, the university’s new strategic plan introduces new measures of student success. The college needs to align our measurements with the greater university.

From the new strategic plan, student success strategies are (bolded priorities A2 and A4 for academic year 2022-23):

Some examples of revised goal recommendations include:

Keep the proportion of full-time students at 55% or higher to maintain the desired Semester Credit Hour totals for the college.

Maintain 30% of enrolled Pre-Majors in order to feed the pipeline of declared majors.

Data source: DAIR Power BI Enrollment Dashboards; “A New Paradigm” Strategic Plan

Narrative review:

2.4. Graduation Rate within 3 years of entering the program

Graduate at least 90% of graduate students within 3 years of entering the MBA program and at least 90% of undergraduate students within 3 years of admission to the BBA program.

SUPPORTING EVIDENCE:

OBJECTIVE STATUS:

Change To Measurement

This goal does not currently include other graduate programs such as MPAC. We also need a measure to study MBA vs. Graduate Certificate behaviors.

We know that many students at UHD stop out of programs periodically for various reasons (many financial). The university has a persistence report that looks at students continuing to enroll term after term. The data could be taken at a point in time and compared across terms for a longevity study.

Sample snapshot from November 8, 2022:

Data source: Continuing Re-Enrollment Dashboard

Narrative review:

OBJECTIVE STATUS:

2.5. Instructor Responsiveness to Student Needs

By 2021, at least 80% of undergraduate students and 80% of graduate students will agree that their instructors were responsive to student needs. NOT

SUPPORTING EVIDENCE:

From IDEA Student Opinion Surveys

“The instructor provided meaningful feedback on students/ academic performance.” In process.

Data source:

Narrative review:

3. FACULTY/STAFF RECRUITMENT,PERFORMANCE, RETENTION

OBJECTIVE STATUS:

3.1. Faculty Recruitment

Hire faculty to maintain AACSB standards across all programs and locations.

SUPPORTING EVIDENCE:

AACSB’s 2020 revised standards indicate ratios need to be maintained in overall scope, by program, and by discipline (no longer by modality or location).

Data source: AACSB Table 3-1 Faculty Qualifications and Sufficiency

Narrative review:

3.2. Salary Distribution and Professional Development and Research

Annually secure an amount equal to at least 4% of total salaries to be distributed to faculty and staff for professional development and research contributing to educational excellence and business and industry practices.

SUPPORTING EVIDENCE:

In process. Recent report from Dr. Davis re Marilyn Davies endowment income funds use.

Data source:

Narrative review:

4. ENROLLMENT, RETENTION, AND GRADUATION

OBJECTIVE STATUS:

4.1. Student Scholarships

Double the number of students receiving scholarships.

SUPPORTING EVIDENCE:

NOT MET

Beginning in Fall 2020, the college updated the scholarship application process for the college, better integrating current student data systems with student scholarship applications. In the academic years most heavily impacted by the pandemic, the number of students receiving scholarships declined, but the average award amount increased. In the current academic year, the number of scholarship awards has increased, and the average award amount is higher than in aid year 2019-20.

The university is currently seeking a comprehensive software to purchase and implement university-wide for improved efficiency in the administration of scholarship programs (applications to awards). This tool will continue to broaden the reach of existing awards. The college and the university must next increase donations so that the number of scholarships benefiting students can continue to increase.

*College and University-level Scholarships

**Over time, we learned that the minimum scholarship amount to encourage full-time enrollment is $1,000 per year ($500 per semester fall/ spring)

The Ted Bauer Scholarship program was started in Fall 2019. The funds are requested and given on an annual basis for the beginning of the next year’s cohort. The scholarship is a two-year award, given to undergraduate business majors who are two years away from graduation. The recipients must maintain a cumulative GPA of 3.0 or better and maintain full-time enrollment. Each student receives $4,500 per semester for four semesters (fall/spring, fall/spring) as long as they maintain the award criteria.

Data source: PS Query UHD_STRM_ENRL_AID_PKG_DET2

Narrative Review: Justo Manrique, Assoc Dean; Xinxin Hu, Scholarship Committee Chair; Jameshia Granberry, College Business Administrator

OBJECTIVE STATUS:

4.2. Donations to MDCOB

Increase donations to the College of Business by 50%.

SUPPORTING EVIDENCE:

In Process. Narrative

FY19 – first Ted Bauer Scholars gift

Marilyn Davies gift is restricted to endowment

Data source: University Advancement; AACSB Business School Questionnaire (Financials)

Narrative Review: University Advancement; Jameshia Granberry, College Business Administrator