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Undergraduate Retention Committee

Committee Membership

Ten-member Committee: three administrative representatives designated by the AVP, one staff representative designated by the AVP, one faculty member selected by the MFA from among its members, four elected representatives of the McNichols faculty, one librarian, and two students. Up to three invited members may serve each year.

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    Members

    Members

    6 faculty representatives

    Mary-Catherine Harrison, Chairperson, English, College of Liberal Arts & Education (term expires 3/2017)

    Andrea Kwasky, Nursing, McAuley School of Nursing, College of Health Professions (term expires 3/2017)

    Sandra Wilson, Reference Department, McNichols Campus Library (term expires 3/2017)

    Amanda Hiber, English, College of Liberal Arts & Education (term expires 3/2018)

    Elaine Webber, Nursing, McAuley School of Nursing, College of Health Professions (term expires 3/2018)
     
    Judy Hetsler-Parr, Health Information Management, College of Health Professions (term expires 3/2018) (MFA)

    3 administrative representatives

    Emilie Wetherington, Director, Disability Services (term expires 3/2017)
     
    Monica Williams, Dean of Students (term expires 3/2017)

    Deborah Stieffel, Vice President for Enrollment Management and Student Affairs (term expires 8/2017)

    1 staff representative

    Megan Marshall, University Minister, University Ministery (term expires 8/2017) 

    Invited Participants

    The chairperson of a Team and/or the administrator to whom the team reports may add guests in an "Invited Participant" category. Individuals are invited because of their expertise, potential contributions, or history with the team but have no voting rights.  The term of service for invited participants is not to exceed two years.  Invited participants are not eligible for reappointment in this category.  A team may not exceed three invited participants at any given time.

    Kathleen Walker, BUILD Student Success Coordinator, Engineering & Science (term expires 8/2017)

    Susan Trudeau, Director, Student Success Center (term expires 3/2018)

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    2016-2017 Charge

    • Identify actionable and prioritized recommendations to promote a culture of belonging and inclusion at Detroit Mercy.
    • Identify specific short and long-term strategies to increase student success and retention of undergraduate transfer students.
    • Support student success and retention through campus communications and programming, e.g. Colleague Development Days.
    • Review annual, semi-annual, and longitudinal retention outcomes, including comparative outcomes by race, gender, Pell eligibility, and college.
    • Review comparative retention data for comparable institutions, regional competitors, AJCU members and Mercy sponsored institutions, and self-identified peer and aspirational institutions.
    • In collaboration with Institutional Research, create 2016-2017 Annual Retention Report to be distributed to the McNichols Faculty Assembly and submitted to Provost/VPAA for posting on the Academic Affairs website.
    • Keep the University community informed of committee activities by providing summary minutes of meetings and reports to be posted to the shared governance website. The secretary of the committee is responsible for sending these documents to sharedgovernance(at)udmercy.edu.
    • Establish procedures for keeping records of approved resolutions, determinations, advice, membership records and other actions.
    • Draft operational policies and procedures:
      • define the committee's organizational structure (officers/leadership e.g., chairperson, secretary, and/or other positions) and the responsibilities of each position;
      • frequency of meetings; 
      • timeline for preparation and approval of meeting minutes.
    • Verify whether team's operational policy and procedures are consistent with practice. Submit your revised document to the Shared Governance Task Force at govenancetaskforce@udmercy.edu by December 1 and also forward a copy to the MFA President Heather Hill-Vasquez at hillvahe@udmercy.edu. If there are no changes to be made notify the Task Force by the same date.  
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    Policies and Procedures

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    Initial Charges

    Initial Organizational Structure and Tasks

    • Determine Committee's organizational structure (officers/leadership e.g., chairperson, secretary, and/or other positions).
    • Draft operational policies and procedures (e.g., frequency of meetings, who calls meetings), notification time of meetings (e.g., 10 days), time period for distribution of agenda (e.g., five days), timeline for preparation and approval of meeting minutes.
    • Establish procedures for keeping records of approved resolutions, determinations, advice, membership records and other actions.
    • Draft general assessment process and goals for first year (to be updated annually).
    • Include clear time limits for action on various issues as per paragraph 4 under "Further Details" of Shared Governance Task Force proposal as approved by the university community. See also language under section on MFA indicating "During the pilot period, stringent timelines will be established both for committee and MFA processes and actions."
    • Deliberate and act on pending issues identified by the Academic Vice President and Provost.
    • Provide the Shared Governance Task Force with draft operational policies and procedures by December 1, 2005.
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    Committee Archive

    Organizational Structure and Tasks

    • Determine the most appropriate methodology to conduct a full campus climate study, focused on diversity and inclusive excellence, of all Detroit Mercy constituent groups (faculty, students, staff, and administrators) about their experiences and perceptions of the University workplace learning, living and working environment (climate) and where improvements can be made.
    • Analyze the survey outcomes to assess the campus climate — for people who go to school or work at Detroit Mercy.
    • Present actionable and prioritized recommendations for short and long-term strategies to address climate issues exposed in study.
    • Draft general assessment process and goals for first year (to be updated annually). 
    • Include clear time limits for action on various issues as per paragraph 4 under "Further Details" of Shared Governance Task Force proposal as approved by the University community. See also language under section on MFA indicating "During the pilot period, stringent timelines will be established both for committee and MFA processes and actions. 
    • Deliberate and act on pending issues identified by the Academic Vice President and Provost. 
    • Develop an operational definition and vision of Student Success for Detroit Mercy.
    • Determine the problem we are trying to solve – Example: Improve the retention rate of all first-time full-time students from the first to second year by 2 percent for the next three years for a total of 6 percent more students retained from the first to second year. 
    • Through carefully structured Student Success Teams, review recent Retention Committee publications & student retention data to determine and fill gaps in a comprehensive, rigorous and evidence-based institutional assessment. 
    • Examine best practices at “like” institutions and conduct a performance “gap analysis.” 
    • Establish goals for Detroit Mercy, 2013-2014 through 2023-2024, framed around policy, practices, programs, personnel and performance. 
    • Present actionable and prioritized recommendations for radically transforming Student Success at Detroit Mercy (by April 15, 2014). 
    • Utilize advising survey outcomes to work with other relevant committees (Undergrad Coordinators, Faculty Development Team, etc.) to make recommendation for a centralized advising model at Detroit Mercy. 
    • Research funding opportunities for centralized advising center. 
    • Complete Focus on Retention: Divergent Perspectives white paper. 
    • Review annual, semi-annual, & longitudinal retention outcomes and report observations to senior administrators and university leadership. 
    • Forward recommendations to appropriate administrators/areas regarding student life issues and strategies to improve student-faculty interaction and communication. 
    • Provide recommendations to the Provost/VPAA for key links that could be added to the Provost/VPAA website pertinent to student retention that would be a resource for faculty, administrators and staff. 
    • Upon request, provide input for University or college initiatives to support retention activities, i.e. centralized advising.
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