March 19, TO: David Bangert Chair, FSEC. FROM Steve Dawson Chair, CPC. Subject: Adjustment of admission procedure for the VEMBA Program

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1 March 19, 2007 TO: David Bangert Chair, FSEC FROM Steve Dawson Chair, CPC Subject: Adjustment of admission procedure for the VEMBA Program At its February 26th meeting the CPC approved by vote of four in favor, none against, a modification of the MBA Admissions process for the VEMBA Program. The present Admission policy says the VEMBA Faculty Director has the interview and essays completed in "the presence of or under the direct supervision of the Program Faculty Director." The current Faculty Directors, Jack Suyderhoud and Dana Alden requested that the interview and essays can also be prepared in the presence of the program's recruiter. The CPC agreed with the rationale presented and decided that the proposal meets the spirit of the existing policy as "under the direct supervision of the Program Faculty Director. Attached are the CPC minutes and the proposal.

2 DRAFT 2/27/07 Shidler College Curriculum and Programs Committee (CPC) Minutes of Meeting: February 26, 2007 Present: Members: Qimei Chen, Elizabeth Davidson, Steve Dawson (Chair), Eric Mais, Jenny Teruya; Others: Robert Bachini (OSAS), David Yang (Interim Associate Dean) 1. Called to order at 10:30 2. Minutes for February 5, 2007 approved. 3. Curriculum Approval Process flow chart: Revised Curriculum approval flow chart distributed with dates for spring semester actions. 4. VEMBA Admissions Procedures: Approval by 4 in favor, none against, of a request by the VEMBA Faculty Directors (Suyderhoud and Alden) to revise the admission procedure to enable David Evers, VEMBA Program Recruiter, to conduct the initial interviews and have the essays completed in his presence. The CPC determined the proposal is within existing guidelines for these activities to occur "in the presence of, or under the direct supervision of, the Program faculty Director." 5. CPC Tasks in the Strategic Plan: Steve Distributed a list of the CPC's tasks Discussion oftwo Strategic Plan Items for the CPC 6. "Evaluate a Grade Distribution or Disclosure Policy:" Extensive discussion of the pros and cons of (1) a grade distribution policy and (2) a grade disclosure policy. Consensus is that consistency and fairness of grades are important and our course grades can contribute to (1) promoting rigor in our programs, (2) distinguishing student effort and achievement, and (3) providing guidance to employers and graduate schools. Our starting point will be grade disclosure. Steve will collect information about grades in (1) the core courses and (2) electives by department, and for undergraduate and graduate courses. We'll also find out the grade policies in other professional schools. The CPC also discussed plus and minus grades and decided to revisit this subject last considered by the CPC in Spring At present there may be a problem of inconsistency leading to unfairness when some instructors use plus and minus grades and others do not.

3 7. "Increase the rigor ofour academic programs:" The Shidler College Strategic plan calls for rigor in classes and for our programs to be a full time undertaking for our students. The CPC began by considering student course load issues when a major's capstone course coincides with Business 345 in the student's final semester. The consensus was that (1) capstone courses, including Business 345, should normally be taken in the last semester as at present and (2) a resulting high student course load is consistent with the Strategic plan's intention of offering a rigorous full time program. Further discussion about the meaning of rigor concluded it is a combination of student preparation time, the level of course subject, depth and breathe, and the amount of material covered. A useful approach to offering a rigorous course is to check syllabi from other schools to seek out best practices. Ideas for further discussion include (1) a better, more inclusive definition of rigor, and (2) workshops about offering rigorous courses. New Business: 8. Request to consider a change in the Shidler College course drop policy to be in line with UH policy, which permits later drops. Consensus was for no change in Shidler College policy. 9. A request to OSAS from a student club for information about the number of students in each major was brought to the CPC. The consensus is this information should be made available to students. Meeting was adjourned at 11:55 Next Scheduled Meeting: March 19,2007 at 10:30-12:00 in E-301 Minutes prepared by Steve Dawson

4 MEMORANDUM February 7, 2007 To: SCB Curriculum and Programs Committee From: Jack Suyderhoud, Faculty Director, EMBA-Ho Chi Minh City Dana Alden, Faculty Director, EMBA-Hanoi Re: EMBA Vietnam Admissions Process The current (November 2006) MBA Admission Guidelines and Procedures say the following about the EMBA in Vietnam: "Because of the difficulty of taking the GMAT in Vietnam, the CPC and the Program's Faculty Director have set up an alternative process involving interviews, confidential letters of recommendation, and essays to be completed in the presence of or under the direct supervision of the Program Faculty Director. When taking the GMAT in Vietnam becomes less of a problem, this will be revisited." In the past, this has involved travel by the Faculty Director (or Executive Education Director or some experienced faculty members) to Vietnam to conduct the interview and supervise the essays. This adds costs to the program. The EMBA in Vietnam has recently increased its staff to include a recruiter for our programs. (See resume attached.) With this new person "on the ground", our admissions process should be modified to take advantage of this resource. We propose the following: 1. The initial interview and essay be conducted by the recruiter. 2. The recruiter sends to the Faculty Director a summary of the interview including an assessment of the candidate's oral English communication skills. 3. The recruiter also sends the original essay and the recommendation letters to the Faculty Director. 4. On the basis of these materials and other admissions materials (such as transcript and TOEFL scores) the Faculty Director will determine if a follow-up interview is needed. Such an interview will be with the Faculty Director or his/her designee (who shall be a member of the StB Faculty Senate). 5. If a follow-up is not deemed necessary, the candidate may be deemed admissible by SCB (but will still be subject to UH Graduate Division approval). We request that the SCB Curriculum and Programs Committee act on our request with cognizance ofthe timeline for VEMBA admissions. We are happy to respond to any comments or concerns the Committee may have. We are available to meet with the Committee.

5 David Evers 37 West 72 Street, llf New York, NY Ce1l EXPERIENCE AMERICAN EXPRESS, ESTABLISHMENT SERVICES New York, NY (2004 -Present) Manager Recruiting and Talent Development, Establishment Services Overall Management of Establishment Services campus recruiting program which included identifying talent needs, determining recruiting goals, implementing the recruiting process, managing program and presenting results to senior management. Developed and implemented new quantitative metric focused process for summer intern calibration to fairly and accurately calibrate interns. Lowered the offer rate to align with business needs and increased overall satisfaction among hiring managers with the process. Launched the first ES New Hire Orientation for NY based employees. D1'veloped the 1 ~ day program, recruited the participants, managed the New Hire orientation committee and facilitated the event. Awarded American Express monetary award for efforts. COLUMBIA BUSINESS SCHOOL, EXECUTIVE MBA PROGRAMS New York, NY ( ) The Executive MBA Programs enrolls over 600 students across three distinct programs; NY-EMBA, EMBA-Globa1 and the Berkeley-Columbia program. Director for Admissions, Marketing & Corporate Relations ( ) Managed admissions, marketing and corporate relations for the NY-EMBA, EMBA-Global and Berkeley Columbia programs with full responsibility for recruiting and admitting 400 sponsored students per year across all programs. Oversaw a 1.2 million marketing budget and supervised 5 admissions and front desk offtcers. Managed corporate relations for all EMBA programs; including initiating and coordinating corporate meetings and events, served as a primary contact for sponsors and sold in the value of the Executive MBA program to develop and retain talent. Top sponsoring firms include JP Morgan Chase, American Express, Citigroup, G.E., PWC, Novartis, Pfizer, Deutsche Bank, Bank ofnew York Designed and directed comprehensive marketing strategies for all EMBA programs, NY-EMBA, EMBA Global & Berkeley-Columbia, including the production of marketing brochures, advertising campaigns and developing websites Coordinated a five-person admissions team with responsibility for reviewing applications, interviewing candidates and counseling over 600 students through the admissions process each year. Planned, marketed and presented to potential students and sponsors at 20 information sessions per year at on-site and corporate locations in New York, Boston, Washington, San Francisco, London and Hong Kong. Initiated and developed programs to increase applications from minorities and women. Lead to an increase in applications of 10% and 15% respectively. Lead International Business Seminar in Asia attended by over 100 EMBA students each year. Associate Director for Partnership Programs, Marketing & Admissions ( ) Launched the new EMBA-Globaljoint international EMBA program with the London Business School leading to full enrollment of 65 students in the first year; developed corporate events, supervised all admissions, marketing and operations functions. Developed new marketing initiatives for recruiting students using web banners, and targeted s, Recruited, trained and managed first technology person for the EMBA program. RUTGERS BUSINESS SCHOOL Newark, NJ ( ) During my employment with Rutgers Business School I was the principle planner, along with a faculty member, in starting Executive MBA programs in Singapore and Beijing enrolling over 160 students per year.

6 0 Associate Director for International Programs ( ), Program Coordinator ( ) Served as principal planner for start-up Executive MBA Programs in Singapore and Beijing. Generated $400k annual profits initial year ofoperation. Won 1998 Rutgers "President's Award for Excellence in Administration", a highly competitive annual monetary award recognizing superior performance of 5 of 2500 employees. Recognized for coordinating the Rutgers Business School's first overseas business roundtable in Singapore Recruited and admitted 80 sponsored executive MBA students each year in Singapore and Beijing. Developed marketing and promotional materials for international programs, including web-site development, promotional brochures, PowerPoint presentations, and print ad design. Maintained international program budget of$1.8 million THE UNIVERSITY OF TOLEDO Toledo, Ohio ( ) Director International House Residence Hall Developed and implemented comprehensive marketing plan for opening of the new International House Residence Hall leading to full occupancy in the first year of operation. Managed new 15 million-dollar International House Residence Hall housing 400 students. PRINCETON-IN-ASIA INTERNATIONAL INTERNSHIP PROGRAM Pusan, Korea ( ) English Instructor Taught English classes for university students and business executives. ELECTRONIC DATA SYSTEMS Lyndhurst, NJ ( ) National Account Manager Served as sales and marketing representative for a 64 member, Fortune 500, telecommunication buying consortium. Managed 15 major accounts with responsibility for developing and growing revenue. Accounts included the Hearst Corporation, Times Mirror, Owens Illinois, Dexter Corporation Recognized as the top account manager in increasing revenue , increasing sales revenue of all accounts by a total of 40%. EDUCATION Columbia University, New York, NY ( ) Courses completed- Marketing Management, Negotiations, Essentials of Fundraising Management Rutgers University, Graduate School of Management, Newark, NJ 1992 MBA- Awarded NJ Sales and Marketing Association Scholarship The State University of New York at Binghamton, Binghamton, NY 1988 BA- Major in Political Science, Minor in Economics ADDITIONAL INFORMATION Worked and traveled extensively in Asia, Europe, and South America.

7 March 19, 2007 TO: David Bangert Chair, FSEC FROM Steve Dawson Chair, CPC Subject: Minimum Grade for a course prerequisite At its March 19th meeting the CPC approved by vote of five in favor, none against, a proposal that a minimum grade of C- for an undergraduate prerequisite and a B- for a graduate course be required. A copy of the proposal is below. We were asked to establish a minimum grade for a course prerequisite by the folks working on the automatic checking of prerequisites by Banner. We did not find an existing policy on minimum grade for a prerequisite except for two possible related categories. First, the pre-business core needs to have a grade of at least a C, and second grades of C- or higher are required in any required business course and Shidler College major courses. Discussion with OSAS revealed that the second category, a minimum grade ofc- in a required business course and Shidler College major course," is being used by OSAS. Given the choice between a C and a C-, we decided that as an issue of fairness, a C- grade should be the minimum for a course prerequisite. Since some courses are graded with plus and minus grades, and some are not, a student in the "no plus or minus" course could earn a C- and be awarded a C, while a student in a "plus and Minus" course could earn a C- and be awarded a C-. Since students with similar levels of achievement should be treated similarly, we recommend a C- as the minimum grade for a prerequisite course. G There is some time pressure to meet UH Catalogue deadlines and since this is a clarification of the existing practice, The FSEC might consider handling this on an expedited basis.

8 Minimum Grade for Prerequisites Approved by CPC on March 19,2007 The guidelines provided by Admissions and records for the automated checking of course prerequisites in Banner ask that a minimum require grade be established for prerequisites. The CPC recommends that C minus be the minimum grade for a prerequisite to a Shidler College undergraduate course. When a student takes a prerequisite course more than once, the more recent grade will be used. The CPC recommends that B minus be the minimum grade for a prerequisite to a Shidler College graduate course. When a student takes a prerequisite course more than once, the more recent grade will be used. Whether a 400 level course is an undergraduate course of a graduate course is determined by the student's degree program. Rationale: 1. Since some courses are graded plus and minus, and others are not, this will treat students equally in the two grading systems. 2. Further, a C minus cutoff for an undergraduate course matches the C minus grade minimum established for "required business courses (and their equivalencies) and CBA major courses completed at DR Manoa." ( UH Catalogue, p. 188) A B minus cutoff for a graduate course matches the required passing grade level for a graduate course.

9 March 19, 2007 TO: David Bangert Chair, FSEC FROM Steve Dawson Chair, CPC Subject: Minimum Grade in the Pre-Business core At its March 19th meeting the CPC approved by vote of five in favor, none against, having a C- be the minimum grade for a prerequisite course. In the discussion we discovered (1) that this a basically a question of consistency and fairness, and (2) a minimum grade of C is in the catalogue for prebusiness core courses. Since the same consistency and fairness issue is involved, the CPC recommends that the minimum grade for the pre business core be changed to a C-. A course graded with plus and minus grades means a student earning a C gets a C-. A course graded without plus and minus grades means a student earning a C- will get a C. In the present policy the first student's grade is not accepted, the second's is accepted. The CPC notes that the deadline for changes in the catalogue is fast approaching. Attached is the proposal.

10 Minimum Grade for Pre-Business Core Courses Approved by the CPC on March 19, 2007 The present policy of the Shidler College is that for admission students need to have completed the pre-business core courses "with a combined GPA of at least 2.5, with no grade below C. (C- grades will not be accepted for admission.)" In its investigation of the minimum grade for a prerequisite course, the CPC recommended that a minimum grade of C- be established. One of the reasons involved consistency and fairness. A course graded with plus and minus grades means a student earning a C- gets a C-. A course graded without plus and minus grades means a student earning a C- will get a C. In the present policy the first student's grade is not accepted, the second's is accepted. This is neither consistent nor fair, and the CPC recommends that a C- be establish as the minimum grade for a pre-business core course. When a student takes a pre-business core course more than once, the more recent grade will be used. Rationale: 1. Since some courses are graded plus and minus, and others are not, this will treat students equally in the two grading systems. 2. Further, a C minus cutoff for an undergraduate course matches the C minus grade minimum established for "required business courses (and their equivalencies) and CBA major courses completed at UR Manoa." ( UR Catalogue, p. 188)