2015-2020 Strategic Plan

Year 2 Report 2

Executive Summary 3

1.0 Growing Enrollments ______________________________________________________ 7

1.1 Building Partnerships ________________________________________________________________9 1.2 Improve Recruiting ________________________________________________________________ 12 1.3 Innovative Academic Programs ______________________________________________________ 15 1.4 Enhance Retention ________________________________________________________________ 18 1.5 Improve Employability _____________________________________________________________ 20 1.6 Growth in Graduate Programs _______________________________________________________ 23 1.7 Upgrade Facilities for Science and Technology __________________________________________ 26 1.8 Improve Facilities for Health Care and Social Services Programs ____________________________ 28 1.9 Increase Community College Transfers ________________________________________________ 30 1.10 Examine Allocation of Recruiters ____________________________________________________ 33

2. Collegiate Experience _____________________________________________________ 35

2.1 Improve Student Access To Health and Wellness ________________________________________ 37 2.2 Grow Capacity for Greek Life ________________________________________________________ 39 2.3 Augment Competitveness in Intercollegiate Athletics _____________________________________ 41 2.4 Futuristic Approach to University Libraries _____________________________________________ 47 2.5 Expand Outreach to At-Risk Students _________________________________________________ 50 2.6 Enhance eTroy ___________________________________________________________________ 52

3. Maintain Affordability ____________________________________________________ 57

3.1 Right Sizing Human Resources _______________________________________________________ 59 3.2 More Endowed Scholarships ________________________________________________________ 61 3.3 Reduce Facility and Utility Costs _____________________________________________________ 63 3.4 Increase Grant Applications and Awards _______________________________________________ 67

4. International Perspective ___________________________________________ 77

4.1 Increase Study-Abroad Opportunities _________________________________________________ 79 4.2 Expand International and Domestic Student Engagement _________________________________ 81 4.3 Expand International Student Enrollment ______________________________________________ 83 4.4 Enhance Global Opportunities for Faculty ______________________________________________ 90

5. Military Focus ___________________________________________________________ 93 5.1 Focus on Serving Students at Military Bases ____________________________________________ 95 5.2 Increase Service at TROY for Troops Centers ____________________________________________ 97 5.3 Increase Service to Army Reserve and National Guard Members___________________________ 101

6. Values & Diversity _______________________________________________________ 105

6.1 Engage Trustees, Foundation and Alumni Boards _______________________________________ 107 6.2 Manintain Network of Advisory Boards _______________________________________________ 108 6.3 Harness Alumni Involvement _______________________________________________________ 110 6.4 Increase Diverse Participation in Professional Organizations ______________________________ 111 6.5 Grow Leadership Opportunities _____________________________________________________ 113 6.6 Engage with the City of Troy _______________________________________________________ 118

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7.Alumni Engagement ______________________________________________________ 119

7.1 Develop New Collaborations with Alumni and Admissions Recruiters _______________________ 121 7.2 Develop and Emphasis on Planned Giving _____________________________________________ 123 7.3 Increase Alumni Participation in Campus Events _______________________________________ 125 7.4 Increase Communication with Alumni ________________________________________________ 128

8.Economic Growth ________________________________________________________ 129

8.1 Increase Access to Fine Arts Education _______________________________________________ 131 8.2 Solidify Role as Leader in Entrepreneurialism __________________________________________ 134 8.3 Transition Operations to New Phenix City Campus ______________________________________ 136 8.4 Enhance Montgomery Campus _____________________________________________________ 137 8.5 Support Development of Aviation, Biomedical, and Food Processing Industries _______________ 139 8.6 Solidify Leadership Role Regarding Regional Water Resources Policy _______________________ 140 8.7 Expand Expertise Related to International Trade _______________________________________ 142 8.8 Improve Cross-Cultural Understnding ________________________________________________ 144

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2015-2020 Strategic Plan

2017 Update

Executive Summary

1.0 Growing Enrollment

The University continues many strategies to increase enrollments. Results from the second

year of the planning cycle include:

a. An increase from 65 MOU partnerships in 2016 to 99 in 2017, with a total number of

933 students recruited through partnerships to date.

b. Expansion of Lunch and Learn program in Mobile, Birmingham, and Columbus /

Phenix City.

c. Selection of a new Learning Management System (Canvas) and training of over 500

faculty members to date. Full transition from Blackboard to Canvas will be completed

by August, 2017.

d. The number of students participating in internships and practicums has increased

from 174 in AY 11-12 to 347 in AY 15-16. Data from AY 16-17 is being collected.

e. Troy Honors Graduate Admissions policy has been expanded to all graduates of

regionally accredited universities to help increase graduate school enrollments.

f. International Programs has added a recruiter who is fluent in Spanish to recruit in

Latin American countries.

2.0 College Experience

Many advances continue to be made to enhance student’s collegiate experience.

a. Design of new Student Recreation Center has been completed. The project will go

out for bid in the summer of 2017.

b. Designs and plans for the expansion of the Food Court in the Adams Student Center

have been completed. The Food Court will expand Einstein’s Bagels, expand

Chick-Fil-A, eliminate A&W Root Beer, add a Steak-N-Shake, and add Marble

Slab Ice Cream.

c. Alpha Omicron Pi was selected as the University’s newest sorority. The sorority

currently has two staff member working on campus and will begin operations in

Hill Crest House this fall.

d. Athletics established a student athletic leadership program with 20 students in the

fall. Students tailgating events increased student attendance at football games and

other sports. Specific meet and great events are engaging more students in

supporting their teams.

e. University Libraries hosted multiple events for students including a Holocaust

Exhibit, added the Vollrath reading room, created two more study rooms, added

snack vending machines, and expanded evening hours to provide more access to the

library for study individual and group study space.

f. A writing center was added to support students on the Dothan campus.

g. Overall measures of student satisfaction with academic advising increased from

overall positive evaluations of 66.4% in 2015 to 73.1% in 2016 (up 6.7%).

h. A new advisor training workshop has been developed by Troy Online.

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3.0 Maintain Affordability

a. Negotiations are ongoing with Valiant Cross Academy possibly to lease Building 136

on the Montgomery campus and to move the faculty housed in that building to

Bartlett Hall.

b. Analysis is under way to determine how to move the remaining staff in the Adams

Building on the Phenix City campus so that the building could leased or sold.

c. Energy savings will result from current projects to replace the chiller in Malone Hall,

replace windows in Eldridge Hall, convert to LED campus lighting , and update

mechanical controls in Everett Hall. New automotion features have been added to

Malone and Adams Hall on the Dothan Campus.

d. Online tuition did not increase for the new 2017 academic year.

4.0 International Perspective

a. A workshop with a national leader in international education, Krishna Bista, PhD, was

conducted with faculty and staff.

b. Fall 2016 had 981 international student on the Troy campus compared to 1,089 in the fall

of 2015.

c. The University added a Lunar New Year (Tet) festival for Vietnamese students.

d. The University opened the International Arts Facility and the terra cotta warriors display.

e. Troy University began developing plans to offer the baccalaureate degree in Hospitality

and Sport Management in Danang, Vietnam and has submitted a proposal to SACS.

5.0 Military Focus

a. TROY’s Salute veterans National Honor Society increased to 373 members.

b. Renewed emphasis on Fr. Rucker increased base visits from 12 in 2015-2016 to 28 in

2016-17.

c. Admissions implemented an “Unclassified” admissions classification to streamline

enrollment by all active duty, National Guard, or reserve applicants.

d. Admissions initiated new recruitment activities at the Mobile Army Reserve / Air

National Guard Fair Day and military Fair Day in Anniston, Alabama associated with the

Army Depot.

6.0 Values, Diversity, and Leadership

a. The College of Education has established a new advisory board.

b. Troy University participated in the October 2016 meeting of the Alabama Association of

Higher Education Diversity officers held at the University of Alabama – Huntsville.

c. The University now has 202 registered student organizations which provide 588

leadership roles for students.

d. This year the University added two new academic student organization – The Pre-

Pharmacy Club and The Masters in Public Administration Club.

e. Total number of students in Greek organizations increased from 1,499 in Fall of 2015 to

1522 in Fall 2016.

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f. The University’s Annual Alabama Leadership Conference in Montgomery had 110

participants in May 2017.

g. Attendance at the African American Leadership Conference was 568.

7.0 Alumni Engagement

a. The University chartered its 63rd alumni chapter in 2016-2017.

b. The Alumni Mentoring program grew from 11 to 22 students this year.

c. Alumni, Development, and the Rosa Parks Museum staff partnered to conduct the Hall-

Waters lecture honoring Cassandra King on April 21 and the Baum Atrium dedication on

April 22nd.

d. The University has launched new blogs for communication with alumni which have over

100,000 hits to date.

8.0 Economic Growth

a. The College of Communications and Fine Arts extended the Flying West Theatrical

performance to the Dothan Opera House, the POPulus music performance to the Dothan

Opera House, the Pied Pipers theatre performance to the Dothan Opera House and

Frequency (The University’s Jazz’s ensemble) to the Dothan area.

b. The University established the Montgomery Homeschool Band on the Montgomery

Campus and has scheduled Summer Spotlight programs in Montgomery.

c. Troy University closed the deal to establish the Idea Bank, and economic development

center for students, on the town square in Troy.

d. 169 Community events were hosted at the Riverfront Campus in Phenix City in 2016-

2017 serving 5117 participants.

e. New Community partnerships were established in Montgomery with Montgomery Public

Safety and the Prattville YMCA.

f. The third annual Water Resource Conference was held October 19-21, 2016 with 70

attendees.

g. The Sorrell College of Business is exploring the possible scope of a potential office for

international affairs to promote international trade through seminars scholarships, trade

missions, and mentoring.

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1.0 Growing Enrollments

Number of new enrollments per term and semester Total number of

enrollments per term and semester Number of Community College

Transfer Students Credit hour production by college by location

Number of academic Programs offered and number offered online.

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1.1

Building PartnershipsBuild partnerships with business, health care, educational, and government organizationsin all locations where TROY has a physical presence to increase enrollments, and marketmulti­disciplinary academic programs to each organization

Judgment Complete In Progress No Progress Canceled

Scope of Team The Strategic Plan 1.1 team will build relationships with businesses and organizationsresulting in memoranda of understanding to provide academic programs that will benefitthe partner’s employees and build TROY’s enrollment.

Priorities are businesses, health care providers, educational entities and governmentalorganizations that meet the following criteria­ offer tuition assistance or reimbursement to employees, ­ are in proximity to TROY locations, and ­ are not membership organizations such as Chambers of Commerce.

TROY will not seek to create MOUs for academic programs, courses or certificates thatare not currently offered by TROY.

This action item is focused on relationship building, whereas action item 1.2 is focused onthe individual recruiting process.

Action Plan Approach The team will develop a business to business (B­to­B) plan that will

1. Identify. Identify potential partners with educational and training needs that can bemet by existing TROY academic programs, courses or certificates.

2. Understand. Build relationships that will permit TROY to understand a potentialpartner's multiple needs. (One partner may have multiple needs. For example,Baptist South may have needs for human resources development as well asadvanced nursing programs.)

3. Engage. Negotiate memoranda of understanding that will include opportunities topromote and recruit.

4. Promote. Build awareness of and desire for TROY programs among the partner'semployees.

The fifth step, recruitment, is the focus of Strategic Plan Action Item 1.2.

MetricsMetric 1: Number of partnership MOUs. o Benchmark: As of Oct. 26, 2015, TROY has 49 partnerships (MOUs).

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o Benchmark: As of Oct. 26, 2015, TROY has 49 partnerships (MOUs). o Target: 100 partnerships MOUs will have been signed by 2020.

Metric 2: Number of students enrolled through a partner MOU. o Benchmark: 387 students were enrolled through a partner MOU in Academic Year2015­16. o Target: 1000 students will have been enrolled through a partner MOU by 2020.

Team1. Dr. John Dew (champion) 2. Dr. Earl Ingram (champion) 3. Gen. Walter Givhan (champion) 4. Marcus Paramore (leader) 5. Donna Schubert (leader)7. Dr. Don Jeffrey, Dothan Campus Vice Chancellor 8. Dr. Lance Tatum, Montgomery Campus Vice Chancellor 9. Dr. Dave White, Phenix City Vice Chancellor 10. Staci Hutto, Corporate Partnerships Coordinator

11. Mr. Buddy Starling, Associate Vice Chancellor for Enrollment Management12. Dr. Steven Taylor, Dean, College of Arts and Sciences13. Dr. Larry Blocher, Dean, College of Communication and Fine Arts14. Dr. Judson Edwards, Dean, Sorrell College of Business15. Dr. Denise Green, Interim Dean, College of Health and Human Services16. Dr. Lance Tatum, Interim Dean, College of Education

Updates Updated Metrics as of April 25, 2017 Metric 1: Number of partnership MOUsTracking Date Number10/26/20157/27/20161/18/20174/25/2017TargetTarget completionPercentage

4990969910099%

Metric 2: Number of students enrolled through a partner MOU

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Tracking Date NumberAcademic Year 2015­16Academic Year 2016­17 as of17/T4TotalTargetTarget Completion Percentage

3875469331,00093%

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1.2

Improve RecruitingImprove recruiting through innovative practices such as corporate partnerships, enhancedrecruiting software, social media, students as recruiters, faculty engagement with highschool teachers and guidance counselors, and sector­specific marketing.

Judgment Complete In Progress No Progress Canceled

Scope of Team Team Members: Lee Ammons, Malerie Filiault, Tiffani Schmidt, Staci Hutto, Matt Clower,Samantha Johnson Buddy StarlingThe team will analyze current recruitment initiatives in all prospective student markets todetermine where deficiencies and opportunities exist. For planning purposes, specialattention will be paid to technical innovations and social media needs. Based on theteam's analysis, proposals for improvement and enhancement will be identified.

Action Plan Action Plans: 1. Extend Troy Badge System to admitted students.

2. Deploy two new DRIPs our of Recruiter: Parents, Military

3. Enhance Corporate Partnerships through creation of sophisticated solicitation kit andgreater utilization of Trojan Café

4. Create Social Engagement Package and provide to admitted students

Updates Troy University Enrollment ManagementStrategic Planning for Action Item 1.2

Team Meeting MinutesWednesday, March 1, 2017

UP Training Room3:00 – 4:00 p.m.

Team Members Present: AVC Buddy Starling, leader; Malerie Filiault, Tiffani Schmidt,Matt Clower and Samantha Johnson.Absent: Staci Hutto (on maternity leave) and Carl Collins no longer employed with Troy.Guest: Dendy MoseleyMinutes Recorded by: Patty Stone, Administrative Secretary, Office of Associate ViceChancellor for Enrollment Management Action Item 1.2: Improve recruiting through innovative practices such as

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Action Item 1.2: Improve recruiting through innovative practices such ascorporate partnerships, enhanced recruiting software, social media, students asrecruiters, faculty engagement with high school teachers and guidancecounselors, and sector­specific marketing. Champion: Dr. John Dew Leader: Mr. Buddy Starling, AVC for Enrollment Management Meeting called to order by AVC Buddy Starling. Mr. Starling welcomed team and reviewedminutes from last meeting on January 29, 2016. 1. Action Plan 1 DRIP for Corporate Partnerships (Business to Business) –Active/Ongoing

Sent out requests to Corporate Partners – DRIP of Collateral pieces to main HR officesfor distribution. Currently we have 76 Corporate Partners. Ms. Staci Hutto currentlymanages the partnerships and is on maternity leave.

2. Action Plan 2 – Spend Additional Funds on Current Partnership MarketingMaterials ­ Develop New Solicitation Kits/Packages for Current Partners –Active/Ongoing

Provided new materials to current partners. Ms. Samantha Johnson stated we currentlyhave packages that include posters, mini view books, and assorted flyers that have beenput on hold for sending out due to budget reduction, as one drop cost $21,000.00.Ms. Samantha Johnson mentioned sending digital banners to partners.Not sending solicitation kits to those that are no longer partners.Consider spotlighting corporate partners by sharing personal success stories on the Troyblog. Contact Mr. Matt Clower to put on the blog first and then consider expanding toputting a plug in the Trojan Café. To view the blog visit http://troy.todayReminders:

Goal ‐ to deploy 2 new partnersGoal ‐ 1 enrollment or “new start” per term per partnerNeed to send corporate partners regular reports of employees who are taking classes withTROYSpotlight ‐ Publish and promote students/employees of the Corporate Partnerships in in TroyBlog and Trojan Café.Mr. Buddy Starling will see what informaĕon and contacts that Mr. Carl Collins used forMontgomery. 3. Acon Plan 3 – Conduct Lunch and Learns with Guidance Counselors and Teachers – Acve/Ongoing

March 20, 2017 Lunch & Learn with the Mobile/Baldwin County Counselors –Location for Lunch & Learn – Trip to Troy Campus and Chancellor speaks. Charteredtransportation for counselors included.

4. Action Plan 4 – Develop a Social Engagement Package Branding TROY –assigned to Matt Clower (Partner with Marketing to produce this package) –

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assigned to Matt Clower (Partner with Marketing to produce this package) –Active/Ongoing

Completed target with Facebook with the ONE TROY temporary profile taĥoo in background –very successful. Students can also view and post pictures on Instagram, Facebook & Twiĥer bylogging into hĥp://troy.edu/taketroy/Suggested to give new students at IMPACT sessions ‐ Social engagement and idenĕty assetsinformaĕon poinĕng them to the social hub athĥp://troy.edu/news/socialhub.html where students can go post photos on Instagram,Facebook and Twiĥer. Promote at IMPACT digital assets that show TROY Pride such as profilepics, background cover photos that can be delivered through email. – Samantha & MaĥSuggested puħng something in packet that says Go to Troy.edu/social to show your TrojanSpirit/Class of 2021/22Great effort with Merit Badges iniĕaĕve by Mr. Maĥ Clower. Successful and completed acĕonitem. 5. Acon Plan 5 – Expand TROY Badge Merit System to include newly accepted studentsentering Troy Campus to include Non‐Tradional Students Online – Acve/Ongoing

Badges are associated with Troy Email Account.

Process – Ms. Malerie Filiault sends Mr. Maĥ Clower the acceptance list, recipients ofscholarships list. Badges given with scholarship awards (sent scholarship badges monthly)

Completed Awarding Badges to Students accepted/admitted bi­weekly by Mr.Matt Clower and then switched in July 2016 to award badges monthly. Awardingbadges to students ongoing.

Maĥ reported 70% engagement in July 2016 and an increase in October, 2016 to 85.7%engagement.Great effort and first touch point with students.Mr. Buddy Starling stated the merit badges was a great engagement, sustained acĕon and weaccomplished what we wanted with this effort.Discussed that we need to clean up the merit badge that says “Congratulaĕons! You’ve BeenAccepted!” It was suggested that we have Rob Drinkard design a custom merit badge forMilitary Scholarship recipients in an effort to complete an acĕon/plan to send out to recipientsand employees list to the Corporate Partnerships.Discussion to have Ms. Malerie Filiault update military quesĕons and gender in recruiter.Discussed Press Releases in local newspapers. Decided to leave that with the high schools andindividual recipients to post in local newspapers. 6. Acon Plan 6 – Organize DRIP for Parents and Military – Acve/Ongoing

Military DRIP report by Ms. Samantha Johnson – New Display Box/Packageincluded view book, tri­fold brochure, new military magazine, online brochure andposters. There are 24 base locations. Four drops yearly cost $45,000.00.

Consider providing digital assets to bases for cost efficiency due to budget reducĕons. Delayeddue to resource limitaĕons.

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1.3

Innovative Academic ProgramsContinue to innovate in developing and delivering academic programs that blendclassroom teaching and all forms of learning technology to meet the emerging needs ofstudents across the University.

Judgment Complete In Progress No Progress Canceled

Scope of Team Purpose and Scope of the Team The purpose of the team for Action Item 1.3 is to:

Develop opportunities to foster communication and collaboration between andamong Colleges and departments and TROY Online to identify blended technologyneeds,Determine if current tools meet the need, or if the need exists to explore newsolutions,Explore (or possibly develop), then adopt software or apps to enhanceeffectiveness of faculty as pertains to knowledge transfer, through intelligent use oflearning technology, with the goal to enhance satisfaction and in turn retention ofstudents.Identify and encourage use of educational technology best practices by faculty,Identify and encourage blending of technology and instructional design utilizingtheories of pedagogy and andragogy across all Colleges.Develop means to communicate information (spread the word).

Team Charter In order to meet established goals, the team will do the following:

Gather information about learning technology that blends best­practice classroomteaching theory (pedagogy), with technology that meets the emerging needs ofcurrent and future students. This information includes the functionality it provides,how it works, how it is used by other Universities, and the results that can beexpected.

Analyze the needs of the students and faculty to determine size, scope, and natureof the technology gap and to set framework for work of team.Change faculty and student understanding and adoption culture of educationaltechnology.

Determine reasonable time frame for research, selection, budgeting, acquisition,procurement, and deployment of systems.

Team MembershipKim Shaver, Alisha Harkless, Sven Aelterman, Dr. Tammy Esteves, and Dr. Glynn Cavin(team lead)

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Action Plan Goal 1: Identify and acquire learning technology

Information to be gathered/evaluated

1. Determine desired minimum functionality and performance standards2. Actively participate in and review literature from several sources such as theOnline Learning Consortium, eLearning blogs and websites, to evaluatelearning technology3. This will include information about:

Learning management system add­ons, Content management systems, Instructional design systems, Proctoring, tutoring, and testing systems, Student verification systems. Measures: To be determined by team.· Help desk tickets.

· End of course surveys · Adoption rates Goal 2: Acquire, deploy, and support chosen technology

Where possible, incorporate expected functionality and performancestandards into contract/purchase agreement.

Time to accomplish will depending on complexity and cost of the system

Prepare and submit budget proposals as required

Depending on complexity: self­deploy or vendor deploy system

Measures: To be determined by team.

Goal 3: Train users

Where possible, we will design and deploy training

Where too complex, vendor will deploy training

Measures: To be determined by team.

Goal 4: Review and adjust program as necessary

Using functionality standards set in first step above, and minimumacceptable performance standards, review system on recurring basis.

If standards not met, seek remedy with vendor or terminate system andbegin process again.

Measures: To be determined by team.

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Updates The Blackboard Learning Management System (LMS) has been judged as failing to meetthe needs of Troy University. Thus we formed a LMS replacement task force (Item 1.3team members formed the core of the task force) to explore potential replacements forTroy's Blackboard LMS. The task of the team was to research the LMS functionalitydesired by FullTime and Adjunct instructors in order to provide the best quality and mosteffective instruction possible, in both an online environment and a face­to­faceenvironment. The study began by surveying the faculty in mid­September 2016. We received 368responses, and based upon the results of that research, the team then explored thevarious LMS systems to determine which systems would meet the functionality needsreported as critical by the faculty. Vendors of five LMS systems that met our needs wereinvited to present their products in October and submit proposals. All faculty were invitedto view the presentations, and upon completion of the presentations, participants weresurveyed to vote on the system they felt met our needs best; 82.3% voted for theCanvas LMS. Thus after a competitive review and risk analysis, on January 13, 2017 the Chancellorapproved the move to the Canvas LMS. During February, March, and April 2017, with theassistance of onsite Canvas representatives we will provide robust training opportunitiesfor faculty and students, and TROY Online and Troy IT will be working to migrate coursesfrom Blackboard to Canvas. Courses in the Colleges of Education, Health and HumanServices, and Fine Arts will use Canvas beginning in Summer/Term 5 2017, and theCollege of Arts and Sciences and the Sorrel College of Business will offer all classes inCanvas in the Fall/Term 1 of 2017. As of April 27, 2017 over 300 instructors have completed the face­to­face and webinarCanvas certification training sessions, and another 300 have taken or have signed up forthe online certification courses. We are hearing very positive results from the trainees. We have reached out to students with local news articles, e­mail notifications, TrojanCafé articles, and participation in the Student Appreciation Day informing them of themove to Canvas, how to take the orientation course, and availability of round­the­clockhelp. The next initiative for the team includes exploring software that will help faculty discoverand investigate course materials. One such program is called Intellus Learning, andalthough not designed exclusively for Open Educational Resources use, the tool:

Helps instructors find high quality, low or no­cost materialCan use selected material to help instructors design a new course, or adapt tomodules within an existing course.Provides robust analytics capability reporting student engagement and studentachievement which helps to identify at­risk students for instructor / advisorintervention, and helps instructors identify course content that needs improvement.Provides students day­one access to material, which enhances probability forstudent success, retention, and progression to graduation.Provides low­cost / no­cost material to student.Studies have shown this haspositive effect on economically disadvantaged students, allowing them to persist,and in many cases increasing the credit hour production of the institution.

The team will investigate and make a recommendation to senior leadership.

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1.4

Enhance RetentionDevelop improved methods for enhancing retention and completion rates among allgroups of students, with emphasis on adult students.

Judgment Complete In Progress No Progress Canceled

Scope of Team Hal Fulmer, Work Group LeaderIvan Merritt, Associate Dean of First Year StudiesTamara Jones, Assistant Dean of First Year StudiesTeresa Rodgers, Director of Student Development, Troy CampusAmy Farver, Coordinator, Dothan Campus Center for Student SuccessMarilyn Cook, Director, Montgomery Campus Center for Student SuccessRonnie Creel, Associate Dean, Global Campus Student SuccessMary Griffin, Director, TRIO programs, Troy UniversityJames Thompson, Coordinator of Disability Services, Phenix City Campus

Action Plan Champion: Dr. Earl IngramLeader: Dr. Hal Fulmer Each of the team members have responsibilities directly focused on student retention andprogression to degrees. The team members are also members of the campus­specificRetention Task Forces (RTF). As such, this SP 1.4 team will review materials presentedby the campus­specific RTFs and serve as a communication clearinghouse of materialspresented by the campus­specific RTFs. SP 1.4 action goals are: 1. Increase Troy Campus freshman retention by 10% from the baseline 80% in 2015 to90% by Fall 20202. Establish a baseline of Troy Campus second­year student retention for Fall 2016 3. Increase the Troy Campus second­year student retention from the baseline of Fall2016 by 20% by Fall 20204. Establish a baseline of first­time student retention for non­residential Alabamacampuses for Fall/T1 20165. Increase the non­residential Alabama campuses first­time student retention by 30%by Fall/T1 20206. Establish a baseline of first­time student retention for TROY Online students for Fall/T120167. Increase the first­time student retention for TROY Online students by 30% for Fall/T1

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20208. Increase Troy University degree completion percentage by 25% by end of Fall/T22020 using end of Fall/T2 2015 as a baseline

Updates The work group did not meet during the Spring due to significant scheduling conflicts butwork continued on the Retention issue nonetheless. Of primary concern during this timeperiod was the review of data reflecting "time to degree" for the four Alabama campusesand TROY Online. The Montgomery Campus, in particular, had a lengthy "time to degree"average for its students, stretching up to, and beyond, eight years. This is a concern ona number of fronts because it is the opinion of the Retention Task Force members and theRTF sub­committee members and those individuals which are part of 1.4 of this Plan thatthe longer a student takes to complete his/her degree, the greater the chancethe student will not finish. While each of the four Alabama campuses, plus TROYOnline, had data which suggested a need for shorter degree completion times,Montgomery is especially troubling because of the recurring MGM Campus belief (bymany of the faculty and staff) that M01 students can remain on their original Catalogrequirements no matter how long they have been enrolled. University policy requires aCatalog upgrade after 8 years of enrollment. Further, this "no upgrade" belief apparentlystems from decisions made by the staff at TSU­Montgomery just prior to the August 2005merger. This "no upgrade" belief is contrary to University policy and is working againstdegree completion by the M01 students. It should be brought to a complete halt throughsenior level communication. Overall, the work group for 1.4 will be revised with MGM, DTH and PhxC appointmentshopefully by end of May and a full, face to face, meeting will be held in June. In theinterim, communications will occur with group's individuals via electronic means. 4­27­17Hal Fulmer

Sources

NYT article on factors affecting timely graduation

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1.5

Improve EmployabilityExpand the availability of internships to improve the employability of TROY graduates.

Judgment Complete In Progress No Progress Canceled

Scope of Team Purpose and scope of the teamThe purpose of the team for Action Item 1.5 is to (a) facilitate engagement andnetworking opportunities between TROY students and employers, primarily in the form ofinternships, (b) establish a method for employers to publicize internships to students, and(c) increase persistence to degree by setting TROY students on a career path earlier intheir collegiate career. Which Departments need to be represented on the team?If Career Services is to house the internship database, representatives from theMontgomery, Dothan, Phenix City, eTROY and Troy Career Services offices should beincluded as to provide viewpoints from across the whole university. This will allow for thediscussion to incorporate not only the traditional student but the adult and online learneras well. For academic representation, one individual should be chosen from the areas ofLiberal Arts and Social Sciences, since these are the primary areas where internships arenot already well established.

Action Plan Action Plan In order to meet established goals, the team will do the following:

Establish a clearinghouse for student internshipsAnalyze current departmental internships and establish what colleges/departmentsneed to be more heavily assistedResearch methods of disseminating internship information at other universitiessimilar to TROY’s demographics and rural locationEvaluate current available data to establish correlation between internships andprogression to degreeGenerate reporting procedures to track internship clearinghouse success

What metrics will be helpful in tracking progress?A baseline will be established, after receiving data from IRPE, on the number of TROYstudents who have to date held an internship for credit. The primary metric measuredwill be (a) the number of student internships for credit per academic calendar year.Additional metrics recommended by the team may include: (b) best practices foremployers offering internships, and (c) whether internships provide students withenhanced job readiness skills. What targets might be desirable for measuring outcomes?

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What targets might be desirable for measuring outcomes?I am waiting on baseline numbers from IRPE to establish the current percentage ofstudents who are enrolled/taken internship classes for credit. From there we will projecta feasible increase in the percentage of internships for credit taken by TROY students onan annual basis. Updated on targets Jan 2017:Targets Updated: Data was obtained from Troy University’s IRPE office and shows the following internships (forcredit) were offered and enrolled by the following number of students:AY 2011‐2012 2012‐2013 2013‐2014 2014‐2015 2015‐2016 %change

over ’11‐‘12Total AllCampuses

174 266 333 316 347 99.43%

Grant Total of all Troy students enrolled in an undergraduate internship or pracĕcum class for credit brokendown by College from Fall 2011‐Spring 2016:College of Arts & Sciences: 47College of Communicaon & Fine Arts: 23College of Educaon: 850College of Health & Human Services: 492College of Business: 24Total: 1436 In Report 2, it’s menĕoned that we would focus our efforts on the colleges and departments that should bemore heavily assisted due to lower number of internships provided. These include the College of Arts &Sciences, College of Communicaĕon & Fine Arts and the College of Business. Since the data above is based oninternship classes for credit, accounted for by enrollment in specific courses offered in the appropriatecurriculum, we believe there are many internships that go unreported because they are not for credit (both paidand unpaid) and oen these are found in Business. Data will be updated with AY 2016‐2017 aer Spring 2017graduaĕon.

Updates March 2017: The Strategic Plan 1.5 Committee on Improving Employability met in March2017 and focused our conversation on the need to increase student opportunity for workexperience, especially during the freshmen and sophomore years. The idea was proposedto establish an internship at the General Studies level, possibly an IDS class, that wouldallow lowerclassmen to gain first hand experience in a field they are interested in whilereceiving college credit at the same time. This would serve as an experiential learningactivity to reinforce the student's major selection or steer them away from amajor/career field they thought they were interested in pursuing. The placement ingeneral studies was an effort to give students a better opportunity to have the classcovered by financial aid rather than sit outside as an elective. In addition, the fit ingeneral studies would not overlap with their major­specific internships within their majorcurriculum. The format of this class may vary by campus. On the Troy campus, this would primarilybe offered during summers so the student will not be limited on work locations and willhave the opportunity to intern a sufficient number of hours (probably 100) to accumulateclass credit. Student Learning Outcomes and assignments will also be established in thiscourse and be run online in the summers for the Troy campus. Assignments such as

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course and be run online in the summers for the Troy campus. Assignments such aspapers based on their response to their work environment, how that compares with theirskills and personality, and what they have learned, will be required and reviewed by theteacher of record, most likely someone within Troy's Centers for Student Success. Agrade of pass or fail will be awarded. On the Dothan, Montgomery and Phenix City campuses, this class could potentially be runas a hybrid since each of those locations have a wider selection of employers forstudents to work. The student would still have to meet the minimum number of hoursrequired to qualify the internship for credit, but in­class training could also take place onoccasion to ensure the student is prepared for the work place. This could also includetraining in areas such as developing transferable skills and resume and interviewenhancement. This committee is well positioned to carry out this task due to its makeup.With faculty from Social Sciences (Annette Allan) and English (Theresa Johnson), they arethe bridge to the general studies curriculum and arm of promotion to the underclassmen.Donna Brown from TROY Online Career Services and Amy Farver from Dothan CampusStudent Development volunteered to use their expertise to develop the online classmodule in Canvas. Lauren Cole, Emily Reiss and Teresa Rodgers from Troy campusCareer Services and Student Development plan to implement the program on the groundand work to build a base of employers to call on if the student does not have one inmind. The student can, and is encouraged, to network and find their own employer torecommend as their internship site, but staff will vet them out as well as establish acontract to ensure duties are being preformed that warrant class credit being awarded.An employer on site will be required to sign off as the site supervisor and will besurveyed following the end of the program. A faculty adviser will also be assigned toensure quality and grant grades. April 2017: After a conversation with Dr. Ingram, his input was to incorporate thisinitiative in a class that is already established, such as the Career Exploration class. Hisconcern was that "internships" should primarily be to refine the major­specific skills thatare learned in the classroom at an upperclassman level, as opposed to the generalstudies end of the spectrum. He agreed the field experience in a shadowing format wasneeded but advised against having credit awarded for an internship experience when itdoes not lie in the student's major curriculum. The committee understands this adviceand will move forward with implementing this experience into Troy 1102, CareerExploration.

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1.6

Growth in Graduate ProgramsFoster selective growth in graduate programs and increase graduate student enrollments.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team for Action Item 1.6 is to (a) determine which programs may beexpanded to additional campus locations, (b) make recommendations for deletion programs atlocations as determined by enrollments and graduates, (c) develop ideas for areas ofrecruitment to specific programs and graduate programs in general, and (d) developrecommendations for retention of current and future graduate students.

Action Plan Goal 1: To evaluate each graduate program based on the following to determine viabilityand ways to increase enrollments. Information to be gathered/evaluated:1. Total enrollment and credit hour production per campus by program2. Persistence to degree completion3. Maximum cap for each program. Is the cap reasonable based on enrollment andshould additional faculty hires be considered for growing programs?4. Determination of whether course offerings fit the needs of the student population ineach program (time offered). Measures:

1. Elimination of programs that do not have a sufficient number of students or credithour production.

2. Identification of areas for potential program growth. Goal 2: To evaluate recruitment practices for graduate programs Information to be gathered/evaluated:1. Determine types of training needed for recruiters.2. Evaluate current recruitment activities by all colleges and ways to increasecollege/faculty involvement. Measures:1. Increase in recruitment activities by each college and faculty members.2. Training developed for recruiters that is program specific.3. Recommendations developed for at risk students (defined as conditionally admittedstudents) Goal 3: To determine how comparable Troy University practices are to other universitiesin the state/region

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in the state/region Information to be gathered/evaluated1. Evaluate admission standards compared to other universities by program.2. Cost of attendance to include online and traditional classes (including all fees) Goal 4: To determine the needs of at risk students (defined at conditionally admittedstudents) Information to be gathered/evaluated:1. Evaluate the needs of at risk students based on campus (survey)2. Analyze persistence to degree data for conditionally admitted students.3. Analyze persistence to degree data for students who are readmitted followingacademic suspension. Measures:1. Retention of conditionally admitted students2. Retention of students readmitted following academic suspension

Updates 2015­2020 Troy University Strategic Plan

April 27, 2017 Update Action Item 1.6: Foster Selective growth in graduate programs and increasegraduate student enrollments. Champion: Dr. Earl Ingram Leader: Dr. Mary Anne Templeton Committee Members: Dr. Mary Anne Templeton Dr. Wade Forehand Mr. Ronnie Creel Mrs. Jessica Acord Mr. Peter Lundbye Dr. Carrie Miller Dr. Bob Wheatley Dr. Bridgett Colaco Dr. Joe Reynolds Dr. Leora Waldner Goal 1: To evaluate each graduate program based on the following todetermine viability and ways to increase enrollments.

1. Total enrollment and credit hour production per campus by program2. Persistence to degree completion3. Maximum cap for each program4. Determination of whether course offerings fit the needs of the studentpopulation in each program (time offered)

Goal 2: To evaluate recruitment practices for graduate programs

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Goal 3: To determine how comparable Troy University practices are toother universities in the state/region. Goal 4: To determine the needs of at risk students (defined asconditionally admitted students) Overall Update: The committee will continue tracking information related to Goals 1­4. At thenext meeting, we will also discuss the need to add goals or edit those currently in placeas part of the planning for the next academic year.Dr. Leora Waldner has been added to the group. One area for expansion that could assistin the recruitment and retention of new students is the creation of an Online GraduateOrientation. An Online Orientation has been created for the College of Arts and Sciences.Using this as a model, we can expand the current orientation being used to cover issuesrelated to graduate student issues and apply to all programs easily. This would givestudents the necessary information about TROY practices and procedures prior to startingclasses, thereby hopefully eliminating common issues. Second, the Graduate AcademicCouncil recently approved an expansion of the Troy Honors Graduate Admission policy toinclude students who graduate from regionally accredited institutions rather than justTroy University graduates. This team will be kept up to date on the impact of the newpolicy in terms of new enrollments from the new policy.

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1.7

Upgrade Facilities for Science and TechnologyUpgrade the University’s facilities and resources for providing students with academicprograms in the School of Science and Technology, and promote enrollment growth.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team for Action item 1.7 is to determine

a. the needed class room technology,b. the need for office space,c. the needed laboratory space,d. the infrastructure needs for science laboratories, and to identify the method bywhich improvements and maintenance can be made on a continuous basis.

Action Plan In order to meet established goals, the team will do the following

a. work with the department chairs to identify the needs of the school of science andtechnology

b. Identify a building “manager” for future projects and to coordinate activitiesc. work with the dean of the college of Arts and Science to establish a budget forimplementing the identified needs

d. work with office of advancement to seek external funds

Updates Facilities Update The following action is currently being considered by facilities for academic programs inthe School of Science and Technology:

Space Utilization Assessment ­ academic space utilization at the Math and ScienceComplex have been completed in 2015 and 2016. Plans for another assessment arescheduled for fall 2017.

Outcomes from the assessment have identified the following:

1. Opportunities for non­traditional scheduling of classroom instruction such as mid to

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1. Opportunities for non­traditional scheduling of classroom instruction such as mid tolate afternoons and during the early evening hours.

2. Faculty office space is limited.

We are working on an external grant to fund an expansion of the Science building at TroyUniversity. This application will be submitted EDA. We are working on a NIST funded grant to expand our laboratory infrastructure.

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1.8

Improve Facilities for Health Care and Social Services ProgramsImprove the University’s facilities and capacity for providing students with academicprograms in the areas of health care and social services, and promote enrollmentgrowth.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team for Action Item 1.8 is to (a) determine which programs in healthcare and social services are limited in growth by the facilities in which they are currentlybeing housed, (b) identify which facilities currently being used to serve students in theareas of health care and social services are in need of repair, renovation, orreplacement, (c) make recommendations regarding improvements to existing facilitiessuch that program growth is facilitated, (d) develop ideas and recommendations for thecreation of new facilities that will increase the growth of existing programs whileenriching the ability to recruit and retain qualified students in health care and socialservices programs.

Action Plan Team charter

In order to meet established goals, the team will do the following:

Gather information on growth potential for undergraduate and graduate programsAnalyze current enrollment data and growth potential to determine if facility qualityand size are limiting factorsSpeak to administrators, faculty, and other stake holders when necessaryResearch facilities at other universities in Alabama and surrounding states todetermine if Troy University facilities are in line with current standards for similarprogramsMake recommendations for how current facilities can be improvedMake recommendations for the creation of new facilitiesTrack enrollments and student credit hour production in health care and socialservices programs as improvements are implemented

The result of the information gathered will be the formulation of an Action Plan to beapproved by the Champions for this Action Item, Drs. Jim Bookout and Earl Ingram. TheAction Plan will include the steps that will be taken by the team to meet establishedgoals.

Which organizations need to be represented on the team?

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Which organizations need to be represented on the team?

Each department within the College of Health and Human Services will have onerepresentative chosen by the Dean of the college. Individuals should be chosen based ontheir experience working with undergraduate and graduate programs in their area as wellas their understanding of other programs within the college (when applicable).

Who are potential team members?

The college Dean will be contacted for team member recommendations. To date, thefollowing have been appointed:

School of Hospitality, Sport, and Tourism Management: Fred Green Department of Kinesiology and Health Promotion: Michael Green School of Nursing: Diane WeedDepartment of Social Work and Human Services:

What metrics will be helpful in tracking progress?

The metrics to measure progress will be the number of new starts, active enrollments,credit hour production, and persistence to degree completion for undergraduate andgraduate programs in health care and social services. Once the team has met anddeveloped and Action Plan, additional metrics to measure the group’s progress may bedeveloped.

What targets might be desirable for measuring outcomes?

Increase student credit hour production in health care and social services programs by10% annually.

Updates Facilities Consideration for improving and expanding University facilities and capacity for providingstudents with academic programs in the areas of health care and social services, thatsupports enrollment growth, is on­going. It is anticipated that sustained growth for theseprograms will occur again in the fall 2017 enrollment of students. As a result lab spacewill be maximized more than last year. Opportunities for non­traditional scheduling ofclassroom instruction, such as mid to late afternoons and during the early evening hours,is a consideration but remains a question about how practical this option is for theseprograms. McCartha Hall remains viable as swing space for relief to student enrollment growth inthe short term. However, physical, design, and age limitations of the building mechanicalsystems are well beyond their design and useful life. As a result required renovation ofthe facility or new construction of academic space, specifically, lab space for nursing andexercise science is needed.

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1.9

Increase Community College TransfersDevelop a focused plan to increase the number of Community College transfer studentsat all locations by leveraging University Athletic events.

Judgment Complete In Progress No Progress Canceled

Scope of Team Team Members: Dendy Moseley, Sandy Atkins, Heike Ly, Buddy Starling

Action Plan Action Goals: 1. Improve Community College Transfer Day

2. Use Troy athletic events being played in TROY service areas as opportunities forspecial recruitment events

3. Coordinate special events “road shows” with academic departments and units withinthose departments

Updates Troy University Enrollment ManagementStrategic Planning for Action Item 1.9

Team Meeting MinutesWednesday, March 1, 2017

UP Training Room1:00­2:00 p.m.

All Team Members Present: AVC Buddy Starling, leader; Dendy Moseley, Sandy Atkinsand Heike Ly (By phone).Minutes Recorded by: Patty Stone, Administrative Secretary, Office of Associate ViceChancellor for Enrollment Management Action Item 1.9: Develop a focused plan to increase the number of CommunityCollege transfer students at all locations by leveraging University Athleticevents. Champion: Dr. John Dew Leader: Mr. Buddy Starling, AVC for Enrollment Management Meeting called to order by AVC Mr. Buddy Starling. Mr. Starling welcomed team membersand reviewed the minutes from last meeting on January 28, 2016.

Mr. Starling began the discussion by sharing what was accomplished last year beginning with

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Mr. Starling began the discussion by sharing what was accomplished last year beginning withthe conĕnued efforts of College Community Transfer Day at Troy. Mr. Starling asked thequesĕon “How can we beer achieve and build on Acon Item 1.9? Response below by Ms.Sandy Atkins on a new program the Athleĕc department is looking at currently that would be abeĥer way of communicaĕng with students and tracking for this event. 1. Acon/Plan 1 – Connue Community College Transfer Day – Acve/Ongoing

Ms. Sandy Atkins assigned to do the perimeters concerning taking athleĕc events to campusand community colleges. Ms. Sandy Atkins shared that the Fall & Spring are already securedwith Athleĕc events. Last year this team put together events such as Community CollegeTransfer Day and ĕed it to a Troy game to include students, faculty & staff to encourage moreaĥendance at both the Community College Transfer Day and at other spotlighted athleĕcevents.This is also being achieved by the Troy Affinity Program (T.A.P.). This program was fosteredfrom within the SGA to encourage students to aĥend athleĕc events on the Troy Campus, aswell as to reward them for doing so. Ms. Atkins shared that the ĕckeĕng and donormanagement program is not compaĕble with TAP. Currently have stopped scanning student IDCards for admission to events. Looking at something new where students download an apponto cell phone. Hoping this will be an aĥainable piece for us. Great way to get CommunityCollege students aĥending athleĕc events and track it at the same ĕme. This could be aprecursor for the TAP program and if we really dive into it, it could be very useful. This newphone app works as a phone tracking program and requires a joint admissions and CommunityColleges. It would be open to enrollments who are admiĥed. The applicant would be providedinformaĕon about athleĕc events. More informaĕon will be forthcoming as they find out moreon cost. Usage does dictate cost. However, the goodwill that we extend to our local CommunityColleges like Wallace – Dothan, Enterprise Community College and LBW and the loyalty to TroyAthleĕcs could be beneficial. Ms. Atkins will follow‐up and report back to Mr. Starling on thisnew program.

2. Action/Plan 2 – Recommended an improved partnership package for transferstudents at Wallace­Dothan, ESCC and LBW – Active/Ongoing

This was included in the TAP (new version mentioned above).

3. Action/Plan 3 – Games at Troy and plans to take games on the road ­ Ms.Sandy Atkins – Active/Ongoing

Pensacola Alumni Chapter and Troy Campus joint event – Discontinued. Selected anew recruitment effort for Mobile area with the Mobile Baybears. Our distal recruiterwill be setting up a booth at the games. Small advertisement piece included withpackage per Mr. Dendy Moseley.

Also gave ĕckets to Troy prospects this year to aĥend game against South Alabama. Successful.

Football season is always a good recruitment opportunity. Suggested that for the awayfootball games to offer complimentary ticket package. Target dates listed below by Ms.Sandy Atkins.

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Troy season kicks off on Saturday, Sept. 2, 2017 with an away game against Boise State.Scheduled to be on ESPN.Target ‐ Saturday, September 9th – Troy vs. Alabama State at home – good target date for bigevent!Target Saturday, Sept. 23, 2017 – Troy vs. Akron at home – good opportunity.Target Wednesday, October 11th at home – Troy vs. South Alabama. Also on ESPN2. – It wassuggested that this could be Community College Transfer Day game.Target Saturday, October 21st Georgia State versus Troy in football (Away) –Troy Football withGeorgia State would be more for Atlanta target. Suggesĕon: We could partner with Alumni toleverage recruitment on this event.October 28th – Homecoming for Troy vs. Georgia SouthernNovember 2nd – Troy vs. Idaho at home and on ESPNU.November 25th – Troy vs. Texas State at home.4. Meeng Adjourned at 1:55 p.m.

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1.10

Examine Allocation of RecruitersExamine the allocation of recruiters and marketing resources to enhance coordinatedrecruiting in Birmingham and Mobile.

Judgment Complete In Progress No Progress Canceled

Scope of Team Team Members: Alicia Bookout, Tiffani Schmidt, Samantha Johnson, Dendy Moseley,Buddy Starling

Action Plan 1. Utilize “lunch and learn” concept in Birmingham and Mobile and incorporate alumni inthose areas to target non­traditional student

2. Intensify marketing and promotion of TROY Online in Birmingham and Mobile

3. Develop program­centric campaigns in Birmingham and Mobile: RN to BSN, MSM,etc.

Updates Troy University Enrollment ManagementStrategic Planning for Action Item 1.10

Team Meeting MinutesWednesday, March 1, 2017

UP Training Room4:00 – 5:00 p.m.

All Team Members Present: AVC Buddy Starling, leader; Tiffani Schmidt, SamanthaJohnson, Dendy Moseley and Alicia Bookout.Minutes Recorded by: Patty Stone, Administrative Secretary, Office of Associate ViceChancellor for Enrollment Management Action Item 1.10: Examine the allocation of recruiters and marketing resources toenhance coordinated recruiting in Birmingham and Mobile. Champion: Dr. John Dew Leader: Mr. Buddy Starling, AVC for Enrollment Management Meeting called to order by AVC Buddy Starling. Mr. Starling welcomed team members andwent over the minutes from last meeting on 1­28­16. 1. Action Plan 1 – Hire and Train Regional Recruiters for Birmingham andMobile –Active/Complete

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Completed and finalized establishing a baseline (hired starting positions forBirmingham, Mobile & added Huntsville Recruiters). We are still finding our way onhow to drive the messages where the distal recruiters are located. Currently doing majorpush in promoting online and extending the message to a little traditional.

2. Action Plan 2 – Sponsor Quarterly Lunch and Learns – Active/Ongoing

Lunch and Learns have been regularly promoted and attended by Mr. Carl Collins atthe Montgomery Campus. Also, Ms. Heike Ly had 10 Lunch & Learns in 2016.

The Birmingham, Mobile & Huntsville distal adverĕsing markets are much larger markets andthey are funded less. However, the distal recruiters are heavily engaged in local schools,community acĕviĕes, events and busy with the Chamber of Commerce.With the distal locaĕons we need more awareness in markeĕng these areas. Preferably needsome with free access.Quesĕon asked by Ms. Alicia Bookout, “Can we add Dallas, Texas as a distal adverĕsing marketand receive more funds?” Mr. Buddy Starling presented the quesĕon, “Should we spend more in Alabama markets thanin other states as we receive much of our enrollment from Alabama?”

Highlight programs for distance learning –Major Push for TROY Online – done.Note: Ms. Samantha Johnson will provide information. Get with Samantha to senddetails.Highlight programs for Troy campus – done. Ms. Samantha Johnson will provideinformation. Get with Samantha to send the details.

3. Action Plan 3 – Sponsor Lunch and Learns with Guidance Counselors (Onceper semester) – Active/Ongoing

March 20, 2017 Lunch & Learn with the Mobile/Baldwin County Counselors –Location for Lunch & Learn – Trip to Troy Campus and Chancellor speaks. Charteredtransportation for counselors included.

4. Action Plan 4 – Conduct Marketing Analysis to find visibility of how toproceed with branding – Samantha Johnson will check into this. Active/Ongoing

No research money available for market analysis per Ms. Samantha Johnson.Note: No actions items or to do lists for this Action Item 1.10 team.

5. Meeting Adjourned at 5:00 p.m.

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2.0 Collegiate Experience

Student retention

Completion rates

Employment and graduate school acceptance

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2.1

Improve Student Access to Health and WellnessImprove student access to quality health and wellness facilities to remain competitive inrecruiting students.

Judgment Complete In Progress No Progress Canceled

Scope of Team Dr. John Dew, SVC for Student Services and AdministrationDr. Jim Bookout, SVC for Business and FinanceDr. Mark Tillman, Dean of Health and Human ServicesDerrick Brewster, Assistant Dean for Student ServicesDr. Christina Martin, Faculty­Hospitality, Sport and Tourism ManagementShane Tatum, Director of Health and WellnessTony Ferrante, Associate Director of AthleticsDan Smith, City of Troy Recreation DirectorOlivia Melton, SGA PresidentPatrick Smith, StudentDexavia Turner, StudentAshli Morris, Student

Action Plan To work collaboratively with various departments on campus in the development andconstruction of a new state­of­the­art Student Wellness and Fitness Activity Center.

Updates The committee met on February 27 & 28, 2017 in the Adams Executive Conference Room.The subject of the meeting was design development. A series of meetings/presentations were held on the above mentioned dates to discussoverall project progress, program space allocated for a “juice bar” and various designand procurement aspects related to site work, pool, exterior façade, interior finishes,fitness equipment, furnishings, and environmental graphics. The meetings concluded with a formal direction to the architect in moving the projectforward and direction was given on the following: >Juice Bar­ Sodexo’s in­housedesigner to determine space and equipment needs >Vehicular Roundabout­ Architect was given direction to incorporate a design of aroundabout to be located at the intersection of Luther Drive and University Avenue >Sports & Recreation Equipment Layout and Procurement (Fitness Equipment)­ Architectunderstanding is that planning, design, documentation, and procurement of sports and

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recreation equipment will be led and executed by Troy and others.

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2.2

Grow Capacity for Greek LifeGrow the University’s capacity to support an increasing number of residential studentsparticipating in Greek life.

Judgment Complete In Progress No Progress Canceled

Scope of Team The following are members of the team addressing this initiative: Herbert Reeves, Dean of Student ServicesBarbara Patterson, Director of Student Involvement and LeadershipChris Hager, Coordinator of Student InvolvementMary Griffin, TRIO Director/NPHC AdvisorLuAnn Knight, Coordinator of Residence LifeDouglas Dicks, IFC Student MemberBrogan Freeland, NPC Student MemberKnyra Ratcliff, NPHC Student Member

Action Plan The committee will examine the following areas:

Growth in the IFC fraternity system, NPC sorority system and among the NPHCfraternities and sororities. The committee will look at trends over the last five to tenyears in comparison to enrollment growth and work to plan accordingly for continuedenrollment growth in the areas of:

Fraternity and sorority expansion (with an emphasis on sorority expansion first).Availability of housing as it relates to fraternities and sororities.Ways to strengthen the health and stability of all Greek organizations on campus toinsure the sustainability of Greek housing.Development of ways to assist all groups in the area of recruitment, scholarship,leadership and campus involvement.

Updates A new sorority has been selected (Alpha Omicron Pi) to begin recruitment and operations

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A new sorority has been selected (Alpha Omicron Pi) to begin recruitment and operationsimmediately following fall 2017 formal recruitment. The sorority will have tworepresentatives on campus recruiting new members and working with this group to beginoperations of the sorority in the fall 2017. Beginning spring 2018, AOPi wil be given temporary access of the current Hill CrestHouse to use as a sorority house for activities and members to live. This will be untilsuch time as a longer range plan is developed for new sorority housing for all groups.

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2.3

Augment Competitiveness in Intercollegiate AthleticsAugment the University’s competitiveness in intercollegiate athletics as a vital part ofstudent, alumni and community engagement.

Judgment Complete In Progress No Progress Canceled

Scope of Team Review the competitiveness of each of the 16 intercollegiate athletics teams within theNCAA and Sun Belt Conference. Additionally, secure staff and facility which will allow forthe recruitment of top level prospective student­athletes. Engage the student body, alumni groups and community base to become active andvigorous supporters. Furthermore, continue solicitation of these groups to secure fundingand financial growth. Each team member was designated an area within the Action Plan. The team memberthen formed their own committees to work on 3­5 action items. Team members areDerrick Brewster, Tony Ferrante, Steve Stroud, Adam Prendergast and Faith Ward.

Action Plan Troy University’s Strategic Plan1. Complete each season with a top 3 finish in the Bubas Cup along withaccomplishing multiple postseason berths.

Complete annual coaches’ evaluations focusing on competitive place finish andpostseason competition.Maintain competitive budgets within Sun Belt.Retain quality coaches by allowing incentives for postseason competition andensuring commensurate salaries within the Sun Belt.Enable coaches to recruit top level prospective student­athletes by providingapproved NCAA competitive incentives (e.g., cost of attendance stipends).

2. Maximize revenue and secure funding.

Conduct 400+ athletics­related donor contacts per year to identify, qualify,cultivate, solicit and steward new and existing donors for annual and capitalprojects.Continue to elevate and improve facilities comparable with regional and peerinstitutions.Improve technology to better engage donors and the fan base.

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3. Increase community attendance from 5­10% growth

Promote Troy Athletics ticket opportunities within the University, community,alumni, and regional events.Increase sales of football premium seats by 5% annually and sell all football andbasketball suites.Schedule and promote different theme­days throughout the athletic year. Focus on in­game promotional opportunities, product giveaways, and interactiveprograms at sporting events.

4. Monitor student attendance to optimize maximum attendance.

Establish a Student Athletic Leadership Group/Board comprised of studentleadership from each established student organizations (e.g., Student AthleticLeadership Group or Student Athletic Executive Board) to focus on Athleticinitiatives. (Drive students to take ownership.)Implement on­site, interactive programs to increase student attendance andinvolvement.Continue with the Trojan Affinity Program (TAP).

5. Enhance Troy’s brand identity with students, alumni and the community.

Improve technology to better engage students, alumni and the community.Increase Athletics presence at Welcome Week with the inclusion of student­athletescoaches and administrators to create an increased visual presence and personalizedinteraction with students.Maximum usage of digital content and continue to monitor and implement newmediums as applicable.Increase Troy’s presence at campus, community and regional events.Continue to partner with the Alumni office to promote involvement through reunionsand “at event” tailgates.

Updates 1. Competitive finish and postseason opportunities

Volleyball­Finished the 2016­17 season in 9th place in the Sun Belt Conference. Made a coaching change following the conclusion of the season. Hired AssociateHead Coach from the University of Georgia. Budget is very competitive in theleague and we allow for 2,000 per student­athlete cost of attendance stipend whichis also very competitive in the league.Soccer­Finished the 2016­17 season in 8th place overall. Was a disappointingseason as we were picked to finish the season in second place. Had several keyinjuries and lost several, several matches by one point. Head Coach decided toleave following the conclusion of the season. Hired Head Coach from St. LeoUniversity, Ged O'Connor. Coach O'Connor was an extremely successful coach atthe Division II level. Budget is very competitive in the league and we allow forcumulative $30,000 cost of attendance stipends to be provided to student­athletesat coach's discretion which is also very competitive in the league.Cross Country­Finished the season with the Women in 9th place and the Men in 7thplace. SBC finish is based on one cross country event at the conclusion of theseason. Although didn't finish SBC tournament in the top 5, Cross Country madegreat strides (no pun intended) from the previous three seasons. The currentcoaching staff is recruiting better quality student­athletes in the track and field

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coaching staff is recruiting better quality student­athletes in the track and fieldprogram with an emphasis on distance. (Our current program is good in sprintsand throws, but increasing focus on distance.) It will take some time to build thedistance program to be competitive in the SBC. Budget is very competitive in theleague and we allow for cumulative $30,000 cost of attendance stipends for womenstudent­athletes and $10,000 for men student­athletes. Football­Finished the 2016­17 season in 3rd place with a record of 10­3. Had avery successful year which culminated with a postseason opportunity to participatein the Dollar General Bowl. Current coaching staff has been provided withincentives for making the postseason. Budget is very competitive in the league andwe allow for 3,000 per student­athlete cost of attendance stipend for all footballstudents which is also very competitive in the league. Head Coach and Assistantcontracts were reconfigured to ensure commensurate salaries within the Sun BeltConference.Men's Basketball­Finished the season with a record of 22­15. Ended the year on avery successful note, winning 10 of the last 13 contests. They also won the SunBelt Conference Tournament and participated against Duke University in the NCAARegional Tournament. Budget is very competitive in the league and we allow for3,000 per student­athlete cost of attendance stipend for all MBB students which isalso very competitive in the league. Current coaching staff has been provided withincentives for making the postseason. Head Coach contract is currently beingreconfigured. Women's Basketball­Completed the year with a record of 22­11. Had a anothervery successful year, culminating with winning the Sun Belt ConferenceTournament. Participated for the second year in a row in the NCAA postseasontournament playing Mississippi State. Budget is very competitive in the league andwe allow for 3,000 per student­athlete cost of attendance stipend for all WBBstudents which is also very competitive in the league. Current coaching staff hasbeen provided with bonus and salary incentives for making the postseason. Men's Tennis­played a very aggressive schedule and ended the year at 14­11. Finished in 3rd place at the SBC tournament. Budget is very competitive in theleague and we allow for cumulative $3,500 cost of attendance stipends to beprovided to student­athletes at coach's discretion which is also very competitive inthe league. Women's Tennis­also played a very aggressive nonconference schedule in theSpring. Finished with a record of 8­15 overall and went 5­2 in Conference play. Ended the year ranked 4th in the SBC. Budget is very competitive in the leagueand we allow for cumulative $12,000 cost of attendance stipends to be provided tostudent­athletes at coach's discretion which is also very competitive in the league.Women's Golf­Completed the year by winning the Sun Belt Conference tournament. They will compete in the NCAA postseason tournament during May 8 ­ 10. Budgetis very competitive in the league and we allow for cumulative $10,000 cost ofattendance stipends to be provided to student­athletes at coach's discretion whichis also very competitive in the league.

2. Maximize revenue and secure funding.

For the 2017 calendar year, we are on pace to conduct over 450+ donor contacts,spread between the stages of identification, qualification, cultivation, solicitationand stewardship in support of annual and capital needs. Construction continues on the North End Zone facility and currently has a scheduledcompletion date in May of 2018. In addition, we have begun to receive quotes tocompletely re­surface our track facility and make much needed repairs to thedrainage system throughout the facility. It is our intention to have this project

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drainage system throughout the facility. It is our intention to have this projectcomplete within the next 6­12 months. This will elevate the football facilities to bevery competitive with regional and peer institutions. Just began implementation of a new software package, AudienceView, to manageTicketing, Donor Management and Customer Relationship Management. While wehave always had a ticketing software, this is our first time with the donor/customersoftware. AudienceView allows us the ability to to manage and in house system tomonitor, target, communicate and provide a higher level of customer service to ourdonors. It also allows us to create and send targeted emails to our database and,through the ability to purchase online tickets, was instrumental during preparationsand sales for the Dollar General Bowl. We now send weekly emails to all 900+donors and utilize email to market towards all 8000+ emails in our database. Additionally, AudienceView permitted us to sell Football Bowl Game Deposits uponvictory #6 last year and for donors to convert those deposits over to tickets whenthe game was announced weeks later. We are now in the process of renewalswhich, for the first time, many of which are being conducted by the consumeronline. Marketing Automation­ Inside our Ticket Software, Audience View, we have nowbegun to systemically send and target donors, ticket holders and lapsed ticketholders via email communication. This will greatly help make constant connectionswith our stakeholders and allow for increased revenue generation via email andonline transitions for tickets, T­Club, Trojan Warrior Fund, season tickets, and kidsclub. The use of automated calls to better inform and engage our fan base ofupcoming games, events, promotions, sales. Working on creating a more robust e­commerce site for fans to purchase officialTroy University apparel.

3. Increase community attendance.

Season ticket sales for 16­17 along with individual game day ticket sales were upby 10%. Season tickets up to 8,800. Overall attendance increased to an averageof 23,765.Football premium seats for 16­17 (stadium club, chairback, benchback categories)were down by 49 total seats from 1769 to 1720. Stadium club sales were the sameas the previous year and after an 85% renewal rate and the addition of 130 newseats sold. Chairback and benchback sales were slightly down. For 2016, twofootball suites remained. Prospects have been identified to purchase all opensuites for the 2017 season. For any open basketball suites, we have begun topromote a four­game suite package for the basketball season and will continue tosolicit game by game purchasers.We are focused on selling football tickets much earlier than we have in years past. For the upcoming 17­18 season, we are currently in the process of planning oursummer schedule, which will partner with the Alumni Association and Admissiondepartment to have a ticket sales presence at IMPACT (June/July) and the SummerSend­Off Series (July/August). We had or will have representation at AlumniChapter meetings throughout spring and summer. Trojan Tour, a joint­venture withthe Alumni Association, will begin in late May and go through June. Additionally for the 17­18 year, we have averaged sales of 15­20 new footballpremium season tickets per week since early March. Also, currently working withprospects to purchase or upgrade football suites.Developing a comprehensive and detailed marketing and sales plan for each of theticketed sports that focuses on engaging, informing, and influencing our fans. Thisplan will establish goals and offer a detailed timeline for execution of items andelements. This plan will include numerous different departments and staff membersincluding marketing and sales, development, communications, ticket office,external operations, and video operations. Included in this plan will include a

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external operations, and video operations. Included in this plan will include adetailed advertising plan for all ticket sports.Producing a yearlong retention and engagement plan for all season ticket holdersfocusing on consistent engagement that allows for communication, feedback andinput from season ticket holders. Additionally, develop engaging and interactive ingame promotions throughout all home athletic events will be tailored towardenhancing the overall fan experience and providing entertainment value for fans ofall ages.Developing a detailed theme day plan that will have a targeted approach on drivingattendance and increasing revenue. These themes will include opportunities toengage, inform and influence our alumni, community and student body. Game daythemes included Lettermen Day, Pike County Schools Day, High School Band Day,Extra Yard for Teachers, Parents Weekend, Homecoming, Sound of the SouthAlumni, Troy Preview Day, and Military Appreciation Day.We have also worked closely with our corporate sales partner (Outfront Media) toprovide a richer in game experience for fans at cost saving to the department. These events consisted of a sponsored tire giveaway for each home football game,Chick­Fil­A kids club taligate experience and team autographs, Hardees half courtshot, fan cam, Papa Johns pizza giveaways, and the Half Shell Oyster shuffle.

4. Monitor and maximize student attendance.

We established a student athletic leadership group this Fall. This group comprisedof 20 students from various areas of campus as well as administrators fromathletics, student services and office of the Dean of Students. This group hasalready met on 5 occasions to gauge the thoughts of the student body interest. Ithas led to changes in football tailgate set ups as well as changes tocommunications being released from the Department of Athletics. We are currentlyworking on a student led initiative to name the student section at athletic events..Prior to the football season, an international football 101 event was re­introducedto gain involvement from the international office. As mentioned, student tailgatinghelped increase attendance numbers at football through student led initiatives tocreate a better student atmosphere on game day. In game giveaways to studentswere maintained from the previous season. Live DJ was introduced to basketballgames to give students more current music and the opportunity for extraentertainment at games.We have increased the number of student giveaways at our home football events;totaling 2500 units of giveaways. These have included Koozies, sun glasses, rallytowels, and "blackout" t­shirts provided by Guardian Credit Union. Athletics hasalso sponsored several sport specific meet and greets. Volleyball invited studentsto a practice and participate with the team. This proved very successful and adirect reflection of increased student attendance. Additionally, we have increasedattendance at home events by hosting SGA/university activities surrounding otherathletic events, including homecoming skit/dance nights around home volleyballmatches and football pep rally's around soccer home matches.The Trojan Affinity Program has been put on hold for this year as we hadtremendous software issues with our hand held scanners. While the new software,AudienceView, has been fantastic on the ticket and donor management side, it hasnot worked with our student scanners. Working with SuperFanU to build a robustand all encompassing mobile app that will be used by our fans, ticket holders,students, donors, and alumni. This app will be also used as the main platform forthe student affinity rewards program. This program will encourage and trackstudent attendance while rewarding students for attending athletic events.

5. Enhance the Brand

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5. Enhance the Brand

One great accomplishment this year has been the implementation of ESPN3broadcasts to all conference volleyball home matches, all home football games,almost all home men's and women's home basketball games, fifteen home gamesof the baseball season and the Sun Belt Conference Softball Tournament which hasallowed for greater access to our constituents. This also allowed us the opportunityto provide a live look­in during the NCAA women's basketball selection showWe have continued to maximize the use of digital content with a continued barrageof social media. Also, with the implementation of the new ticketing system, it hasallowed for tracking of ticket usage and data collection. This allows us toimplement better target marketing and donor solicitation. We have expanded our use of Instagram across all our sports’ accounts, includingtaking advantage of the new feature of Instagram stories. Additionally, we workedwith Instagram to get the majority of our accounts verified. Acquired new technology that allows us to transfer photos directly from our NikonD500 camera to our smartphones for instant publication to all social mediaplatforms. This allows us to push out higher quality images in a more timelymanner to our fan base. Developed a multi city media relations plan for Coach Brown to maximize hisprogram’s success and excitement surrounding the 2017 seasonEnsuring that we are aggressively promoting Troy Athletics to our students, faculty,staff, alumni, donors, and fans as well as ensuring that the Troy Athletics Brand isrepresented in the city of Troy, The Wiregrass Region, in the State of Alabama andNationally.Create a Marketing and Media Advertising Trade Program that will allow TroyAthletics to be featured around the state through the use of radio, TV, billboards,magazines, newspapers, and social/ digital media.Licensing­ develop a licensing campaign that encourages fans to wear and buy Troyapparel. Partner with local and regional outlets to carry and sell Troy Universityitems in Troy, Montgomery, Dothan, Enterprise, and Birmingham. Creating a media plan to visit and engage with all local and regional media outletsto ensure the Troy Athletic message is being heard.State of The Trojans­ producing an annual report highlighting the previous year inreviewAs we have in the past, we continue to partner with Alumni every opportunityavailable. We partnered with alumni at events for way football games. Also, wecontinue to engage all alumni chapters through the use of athletic departmentcoaches and staff speakers at chapter meetings. Additionally, we held a largealumni event at the Dollar General Bowl.

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2.4

Futuristic Approach to University LibrariesDevelop a futuristic approach to the role and scope of the University’s Libraries.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team for Action Item 2.4 is to (a) determine what Troy’s libraries(physical and virtual) and services will look like in the future, (b) make recommendationsfor the future direction of the libraries, (c) develop ideas for new improvements andservices for faculty and students, and (d) develop a comprehensive and cohesive visionof the role of libraries is to be within the context of Troy University in the 21st century.

Action Plan Team charter In order to meet established goals, the team will do the following:

Through surveys, evaluate student and faculty opinions of current library servicesThrough surveys, evaluate student and faculty opinions about their perceived needsfor improvementsExamine modern library trends, by examining current relevant literature andcomparing Troy’s libraries with similar sized schools

Which organizations need to be represented on the team? A variety of organizations will be chosen by the Dean of Library Services. Atleast two members will be from academic colleges, one representing an area that usestraditional library services, and one who predominantly uses virtual library services.There will also be a representative from First Year Studies, International Programs,Student Support Services, and the University Libraries. Who are team members? College of Arts and Sciences: Dr. Jeneve Brooks First Year Studies: Elaine Bassett International Programs: Christian Galle Student Support Services: Derrick Brewster Libraries: Rachel Hooper

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What metrics will be helpful in tracking progress? Metrics to measure progress will be more qualitative than quantitative.Comparisons with other libraries of similar size and scope will be made. Surveys offaculty and staff will be given to determine their opinions on current library surveys andwhat future direction the University Libraries should take. Once the team has met,further metrics will be developed to measure the group’s progress. What targets might be helpful in measuring outcomes? Increase gate count by 5% annually Increase visits to website 5% annually Continued growth of programming Continued grant writing activity

Updates Troy Campus

1. Dedicated room for makerspace established2. Room added to create the Vollrath Reading Room3. Preparing for renovations of IT area, which will create 2 more study rooms4. Expansion of new carpet and tile will occur this summer5. An ebook collection from ProQuest has added 140,000 volumes to the collection6. EBSCO Digital Archives purchase will allow the library to purge 6 large collectionsof bound periodicals, and create student­centric space

7. Addition of wall art has improved the second floor’s mojo8. Snack vending machine added9. Two more ranges are expected to be taken down this summer as GovernmentDocuments continues to deselect materials available online.

10. Evening hours are being well­used by students11. Dean received Intellectual Freedom Award from Alabama Library Association

Dothan Campus

1. Elizabeth Dill hired as Director, to begin July 1, 20172. Dr. Martin Olliff is currently interim director3. Hosted an exhibit on the Holocaust that is now on display in Troy4. Hosted Cassandra King, who spoke in Sony Hall on April 20th

Montgomery Campus

1. Alyssa Martin implemented a successful Big Read grant. 2,000 copies of the bookSilver Sparrow were distributed on all 4 campuses. Multiple partners and venuesfor events

2. Mr. Jeff Simpson will continue as interim director through July 31, 20183. Mr. Simpson received the Librarian of the Year award from the SLIS Honor Society

1. Phenix City Campus

1. Conversations are underway to possibly give students access to the CVCC Library2. Repeated requests have been made to add a library to the Phase 2 plans at the newcampus

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campus

Outreach

1. Wade Hall Postcard Exhibit2. On­going grant funded activities: Two NEA grants will be applied for over thesummer

Discussion following the agenda centered on how to improve outreach to Universityteaching faculty with such a small cadre of librarians.

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2.5

Expand Outreach to At­Risk StudentsExpand academic and social outreach to at­risk students.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team for Action Item 2.5 is to:

Define the parameters of at­risk students and identify the students at non­residential University campus locations that should be categorized as at­risk.Determine efforts aimed at assisting at­risk students that need to be implementedat non­residential University campus locations.Help TROY University decision makers better understand the contextual factors,both controllable and uncontrollable, affecting retention of at­risk students at non­residential University campus locations.Develop recommendations for TROY University decision makers to considerimplementing in effort toward increased retention rate of at­risk students at non­residential University campus locations.

Action Plan In order to fulfill the purposes for Action Item 2.5, the team will:

Define and refine the characteristics which constitute an “at risk” student on a non­residential campus.

Gather available data to establish a database of current students at each non­residential University campus location whose academic performance level would becategorized as at­risk.Analyze available data (if any) on the reasons at­risk students at non­residentialUniversity campus locations who did not remain at TROY University during the pasttwo years made their decision to depart.Survey the current at­risk students at each non­residential University campuslocation in effort to examine the current needs of at­risk students.Consult with applicable TROY University administrators and staff involved withretention of at­risk students.As a solution think tank, meet regularly as necessary to examine data and establishthe courses of action to recommend toward increasing the retention rate of at­riskstudents at non­residential University campus locations.

Updates

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Updates General observations: 1. The transfer back to the Montgomery Campus Vice Chancellor the oversight of theMGM Center for Student Success is viewed as a positive step toward assisting non­residential at­risk students. Continued discussion is in order for the supervision of theDothan Campus CSS.2. The opening of the Dothan Campus Writing Center has been a very positive addition toassisting at­risk students (and other students) on the Dothan Campus. Current efforts toopen a Math/Science Center are important as well.3. Securing permission to hire a staff member for the Dothan Campus CSS to replaceJonathan Broyles who was hired at the Troy Campus was very important but the DC­CSSwas without this position for almost the entirety of Fall 2016.4. The MGM CSS is actively seeking a new Director and a new advisor and permission isstill needed to fill the Career Services coordinator and a member of the Testing Center. The MGM CSS cannot move forward in its efforts to assist at­risk students on thatcampus without these positions. Continued low enrollments (and overall declining enrollments) at the non­residentialcampuses of Dothan, Montgomery and Phenix City make this work group's activities veryimportant. At the same time, the enrollment issues and continuing discussions aboutthese campuses and the academic directions each will take create a more fluidenvironment for the work group's efforts. Update:1. Materials were reviewed.2. Mr. Jonathan Cellon, Associate Dean of First Year Studies, is recommended as Col.Merritt's replacement3. The group did not meet due to continued incomplete staffing (ie, MGM's Director ofthe Center for Student Success and the extended leave via FMLA of the Director for DTH'sCenter). An early summer meeting will be scheduled. Major activities: 1. The MGM Center was formally returned to the office of the MGM CVC. A search, stillunderway as of April 26, for the Director of the Center will hopefully conclude during themonth of May. 2. The DTH Center was formally returned to the office of the DTH CVC. 3. The opening of the Math Tutoring Lab on the DTH Campus has not yet been resolvedbut work continues to create this unit. 4. A budget has been offered for the Writing Tutoring Lab on the DTH Campus. Previousfinancial resources for the DTH Writing Lab came from the JWS Center on the TroyCampus 5. The Career Services position on the MGM Campus remains open and a decisionregarding a search and filling of the role will be at the discretion of the MGM CVC. 4 26 17Hal Fulmer

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2.6

Enhance Troy OnlineEnhance the quality and competitiveness of eTROY and non­residential academicprograms and student services, including career planning and advising.

Judgment Complete In Progress No Progress Canceled

Scope of Team Purpose and Scope of the Team A primary purpose of this committee is to enhance current advising practices. In orderto meet this established goal, the team will collect current data and analyze it to create abaseline statistic. The team will establish a goal to increase overall satisfaction withadvising by ___% over the next ___ (time period). IRPE created an advising surveywhich was used in years past. The items on the survey will be reexamined to ensure itmeets the current needs of our team. Thereafter, it will be tweaked and reinstated byIRPE. Longitudinal data will be collected in order to track progression regarding meetingour goal of enhancing current advising practices in TROY Online and non­residentialacademic programs. A second and equal purpose of the committee is to enhance current career services. Toachieve this, Career Services will undertake several strategic initiatives, including:

Educating faculty and student services personnel about career services resourcesCreate a career service supplemental training course in Canvas

Liaison between students and faculty to satisfy discipline­specific requirements andbest practices

Create career coach positions in each college to answer discipline­specificquestions, inform students about licenses, insurances, etc. required in theworkplace & provide advice for continued education.

Enhancing outreach to studentsIncrease the number of Trojan Link users through additional marketingstrategiesConduct real­time career coaching sessions via WebEx or Skype as thedemand of students contacting career services increases

Extending career services through shadowing, volunteering, and internshipopportunities

Campus to career tours for traditional and online students. These toursprovide students the opportunity to experience the real work environmentExperiential learning included in current career classes

Team Charter In order to meet established goals, the team will do the following:

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In order to meet established goals, the team will do the following:

Gather historical and current data reflecting the efficacy of student advisingusing the Academic Advising Survey from IRPE. Develop an integrated institutional database that aggregates and alignsstudent and course information across campuses. Create a process map for advising (may be able to use some of the work ofthe TROY Online Pipeline Process Review Team which is currently meeting).

Proposed Steps/Items for Consideration:

Inventory all forms/sources of predictive analytics for student successcurently in use within the University and determine if there is duplicationand/or if we need to expand/change the variables that are being assessed. For example in the UMUC report student online engagement along withcommunity college GPA was a predictor of success. Is this a similarvariable for TRPU's students? Identify top three institutions that have successful student analytic modelingapproaches and extract features of each to customize Troy's predictivemodel fo rstudent success. Investigate the use of an outside consultant to help us build a predictivemodel if expertise is not available in­house. Investigate use of student­to­student (peer) mentoring model to support at­risk students.

Helps to address capacity issue of reaching out to all at­riskstudents Helps mentors earn service hours.

Team Membership Ronnie Creel, Donna Brown, Mary Anne Templeton, Dionne Rosser­Mims, Leora Waldner,Carmen Lewis, Abby Peters, John Van Doorn, Linda Jordan, Glynn Cavin

Action Plan We will use the results of a survey regarding the student experience for Student Planningin 2015 as a baseline. Each year a new survey will be conducted to observe and trackhow students utilize Student Planning and to determine if advising is more efficient by theuse of the Student Planning Portal. The results from this survey will be compared to theresults from the Advisor Satisfaction Survey. What metrics will be helpful in tracking progress?

Student use of services (delta) Reduction in instances of student taking incorrect courses IRPE metrics (Dr. Carmen Lewis has reached out to IRPE) Faculty attitudes (source: Faculty Senate)

What targets might be desirable for measuring outcomes?

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Every student have an assigned advisor and know how to get advisingservice Academic Advising Survey improvement Change in telephone culture (hot hand­off)

Updates Advising Satisfaction Study ResultsIRPE (Ms. Somer Givens) and Dr. Carmen Lewis have analyzed the student satisfactiondata and provide the following info as our baseline. First, the national evidence as reported in the Noel Levitz 2015­16 National StudentSatisfaction and Priorities Report indicates that 64% of students at four­year publicinstitutions are satisfied with their advisor’s knowledge about their major.

Second, Ms. Givens provided our team with a summary of the Advising Data as presentedon pages 8­10 of the 2016 Troy New Student Survey Report. She combined the stronglyagree and agree percentages together to get a total satisfaction percentage forcomparison sake. The results appear to indicate that the satisfaction level of ourstudents for item #4 (highlighted) is slightly above the National average. The chart alsoprovides a view of the differences in student satisfaction from Fall 15 to Fall 16.

Overall % Agree

New Student Survey Questions Fall2015

Fall2016 % Diff

1 My academic advisor is readily available. 68.3% 74.2% 5.9%

2My academic advisor is helpful in scheduling myclasses. 64.6% 71.7% 7.2%

3My academic advisor is helpful in the registrationprocess. 64.6% 70.1% 5.5%

4My advisor provides accurate info about my majorand my program requirements. 66.9% 72.1% 5.2%

5Consulting with my advisor enables me to betterunderstand my program of study. 62.7% 70.1% 7.4%

6My advisor respects his/her students and isinterested in them as individuals. 69.9% 74.9% 5.0%

7 I feel comfortable working with my advisor. 68.8% 74.4% 5.7%

8The academic advising process at Troy Universityadequately meets my needs. 65.8% 71.5% 5.7%

9Overall, I am satisfied with the academic advisingprovided at Troy University. 66.4% 73.1% 6.7%

* Overall % Agree is represented by combining Agree and Strongly Agree %

together Advisor Training Update

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Advisor Training UpdateA new advisor training course is under development by Dr. Paige Paquette, Ms. LaurenCole, Ms. Angela Johnson, Dr. Leora Waldner, and Dr. Glynn Cavin. Our research onadvisor training has uncovered several open sources of course content such as CanvasCommons, and Wake Tech Community College has graciously allowed us to use theiradvisor training course. In addition the team members are using scholarly workspublished by NACADA to begin design of the comprehensive, research based onlineadvising course. The team’s goal is to have a beta version of the course ready for peergroup testing late summer 2017, refine it, then deploy the course in October 2017. Thetarget audience is faculty and staff involved in advising. Senior leadership will determineif the course is mandatory for advisors. Career CoachingThe team was pleased to hear recently that the University has purchased EMSI's CareerCoach software. Team 2.6 recommends that the University proceed with all possiblespeed to provide the students and career development advisors with this very importanttool. Additional Advising InitiativesThe committee has also identified several additional advising initiatives to explore. Inthe third quarter of 2017, the committee anticipates assessing the value and viability ofthese additional initiatives to promote advising quality, including but not limited to:

Identifying strategies to further incentivize advisingEstablishing prototype advising areas similar to Trojan Café that would allow eachdegree program to provide tailored 24/7 on­demand advising resources.Exploring technological features that would allow faculty to better identify andcommunicate with advisees;Enabling departments to provide quality control to ensure accurate and equitablefaculty advisor assignments;Developing model faculty advisor protocols for departments

The committee will develop metrics that will measure the outcomes of the initiatives thatare implemented to enhance the career services offered to TROY students.

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3.0 Maintain Affordability

Tuition and fees

Fundraising results

Grant awards

Facilities costs

Faculty and Staff Productivity

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3.1

Right Sizing Human ResourcesContinue Right Sizing efforts to optimize human resources.

Judgment Complete In Progress No Progress Canceled

Scope of Team The Right Sizing Team is a continuation of a project started in 2013 that reviewed staffinglevels at all campuses.For its ongoing work, the team will continue to examine staffing levels at Troy UniversitySupport Centers, and will monitor the replacement of retiring faculty and staff across theinstitution.The team will continue to be chaired by Dr. John Dew and, going forward, will consist ofthe Associate Vice Chancellor for Enrollment Management, Mr Buddy Starling, VP forHuman Resources, Mr. Ray White, Associate Provost Dr. Lee Vardaman, and Dr. DougPatterson.With the retirement of Mr. Ray White, Dr. James Bookout was added to the team.

Action Plan 1. The team will convene in the spring semester of 2016 to review staffing patterns fromthe fall semester of 2015.2. The team will convene over the summer of 2016 to review staffing patterns from thespring semester of 2016.3. The team will subsequently meet each semester to review staffing patterns.

Updates The Rightsizing Team met in the spring of 2017 to review the status of potential facultyand staff retirements.The committee has examined the number and location of faculty and staff who arecurrently eligible for drawing fullSocial Security and who are qualified to retire with the Retirement System of Alabama. The committee hasreviewed the possibility of developing an incentive plan to help select faculty or staffretire if they are in anarea where we could either not replace them or replace with an adjunct or lecturer. The team decided to wait until June of 2017 to meet and review the actual number ofretirements thatoccur at the end of the spring semester. A preliminary review of the number ofretirements suggests that

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an incentive plan may not be needed due to a robust number of retirements.

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3.2

More Endowed ScholarshipsEstablish more endowed scholarships to help ensure affordability of a TROY education.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team for Action Item 3.2 is to work with University colleagues whoare involved with the solicitation and administration of scholarships to identify strategiesto increase the number, size and type of endowed scholarships, including identifying newpotential donors and/or donors who might be willing to add to existing scholarships. Current scholarships will be addressed as well. Also to be examined will be the way wecommunicate available scholarships to students.Committee members: Dr. Jean Laliberte, Faith Ward, Tonye Frith, Melody Denson, KathyNinas, Rob Ackerman, Tara Morelock, Tiffany Schmidt, Jerry Williams, Dr. HarrelMcKinney and Larry Hughes.

Action Plan Identify potential donors for endowed scholarships ­ both new and existing.Identify potential donors for current scholarships.Identify specific areas where more scholarships are particularly needed.Examine how we market existing scholarships to students.In order to meet established goals, the team will do the following:

We will meet (at least) quarterly.We will examine other universities/colleges to learn from them/benchmark ouractivity.We will examine our current inventory of scholarships to determine areas wheremore scholarships are particularly needed.We will examine why individuals give to scholarships as well as why potentialdonors have not pursued establishing scholarships.We will develop strategies to increase new scholarships/add to existingscholarships.We will examine our website to determine the navigability for students who areseeking to apply for scholarships and, if necessary, make improvements to ourwebsite.We will be creative.

The results of the information gathered will be the formulation of an Action Plan to beapproved by the Champion for this Action Item, Mr. Walter Givhan. TThe Action Plan willinclude the steps that will be taken by the team to meet established goals.The areas to be represented on the committee include:

DevelopmentAlumni Affairs

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Alumni AffairsAdmissions

Metrics to measure progress will be the number of new scholarships established as wellas the dollars added to existing scholarships. Initial targets for outcomes include:

Add at least 10 new scholarships each year.Add a minimum of $250,000 to endowed scholarships through new scholarships andadditions to existing scholarships.

Updates Dr. Laliberte began the meeting by telling the committee how pleased she was withwhat is being done with scholarships by the Alumni Association. She then asked Mr. JerryWilliams to speak on behalf of the Alumni Association. Mr. Williams said that for many years the Alumni Association had almost become anarm of the Athletics Dept., but recently decided to refocus and put more emphasis onscholarships. He challenged the Board to make donations to scholarships and /or createand endow new scholarships. The Student Alumni Association endowed a scholarshipyear, as well. The challenge is in place and several chapters are trying to createendowed scholarships of their own. Dr. Laliberte said that 5 or 6 chapters have now established, or are in the process ofestablishing, endowed scholarships. However, we need to continue to work hard andmore closely with the major gift officers to make sure these alums are being reached. Scholarships are growing but so is the University and we need so much more. The Committee raised the question, "Is there a way to implement what the AlumniBoard have done, within each department here at TROY?" Tara Morelock said thatInformation Systems realilzed there is not a sxholarship for IS students so they startedone and are working to raise the funds to endow it. We need to try to replicate this withother departments. Mr. Williams had a great idea to challenge all the Fraternities and Sororities on campusto create or add to endowed scholarships for their organizations. This could work withnon­Greek organizations, as well. There are many ways to give and many reasons to give to scholarships. We need toreach out to our alumni and encourage them to give to a department or organization thatis important to them. We need to talk to faculty and staff and remind them that throughthe Annual Fund they can give to a scholarship as well. We also need to let alumni knowthat they can create a scholarship in honor of a special professor who made an impact intheir lives and careers. Everyone has one teacher who they feel really made a differencefor them. We need to plant that idea with alums.

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3.3

Reduce Facility and Utility CostsContinue aggressive efforts to reduce facility and utility costs.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team is to reduce facility costs and utility costs while, at the sametime maintaining and/or improving the effectiveness and efficiency of campus operationsfor all campus locations within Alabama. Facility Costs The team will review and identify opportunities to reduce facility costs that improveefficiency yet preserving and/or enhancing the education experience of students, facultyand staff. Utility Costs The team will review and identify opportunities to reduce utility costs and consumption,while at the same time ensuring building systems are operating effectively andefficiently.

Action Plan To meet the established scope, the team will focus on the following items: Facility Costs Identify opportunities for facilities cost savings in the following areas: 1. Procurement of supplies and materials2. Operations staffing levels3. Construction standards for quality of building materials4. Advancements in the use of technology to reduce facilities operation cost (example ­automation systems)5. Campus security and individual safety6. Advances and usage of technology in facilities7. Water treatment8. Solid waste removal Utility Costs

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Identify opportunities for utility cost savings in the following areas: 1. Water and irrigation systems2. Electricity3. Lighting4. Major mechanical systems (example ­ HVAC)5. Natural gas6. Motor pool/fleet vehicles and consumption of fuel7. Food service operations Action Plan Reporting As the team identifies cost saving opportunities for facilities and utilities this informationwill be formulated into an action plan. All action plans will be reviewed with thechampion of this strategic objective, Dr. Jim Bookout. Action plans that are approved willbe implements and reported on as they are completed. Team Members 1. Wayne Shirley: Montgomery Campus Physical Plant Director2. Scot Craig: Dothan Campus Physical Plant Director3. VACANCY: Director of Procurement4. Ibrahim Yildirim, Food Service Director5. VACANCY: Troy Campus Grounds Manager6. Lin Cloninger, Energy Specialist Metrics for Tracking Progress Facilities 1. Reporting of operations reviews conducted within facilities ­ efficiencies and costsavings opportunities identified Utilities 1. Tracking and reviews of utility consumption and costs2. Reporting of identified consumption and cost savings opportunities

Updates FACILITY COSTS ­ Identify opportunities for facilities cost savings in operationsstaffing levels. Staffing levels for custodial operations continue to be reviewed and analyzed on the TroyCampus. With new construction of the north end zone project in Memorial Stadium andnew construction of the joint training center project at University Park, it is anticipatedthat 2­3 new positions will be needed in 2018. Staffing assessment of the day shift custodial program is on­going with an anticipatedwork loading completion date of September 2017. Assessment of the night shift staffingwill also be completed in September 2017. Assessment for custodial staffing and maintenance staffing on the Dothan Campus is

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proceeding with a completion date of Thanksgiving 2017. Similar assessments for theMontgomery and Phenix City Campuses have started and will be completed this fall. Specific to the Phenix City campus is the planned space assessment study during themonth of May to determine if the Adams Building can be shut down on campus. Specificto the Montgomery campus is the current space assessment of Building 136 to determineif this property can also be shut down or leased to other users external to the University. FACILITY COSTS ­ Identify opportunities for facilities cost savings through theuse of technology to reduce facilities operation costs. Currently the use of wireless technology in building systems to control HVAC equipmentis being pursued. If this technology is effective then installation costs will be reducedduring renovation and new construction of building projects. The recent renovation ofSorrell Wing in the Math and Science Complex is a pilot for this wireless technology. Anassessment of cost savings through the use of this technology will be consideredduring 2018. FACILITY COSTS ­ Identify opportunities for facilities cost savings fromconstruction standards regarding quality of building materials and systems. Efforts are on­going to update and expand the construction document called TroyUniversity Instructions to Architects and Engineers (A&E). This document contains ahistory of lessons learned from construction and renovation projects over the last 15­20years, that capture issues pertaining to quality and integrity in the construction processof new buildings. The Instructions to A&E is emerging out of the Asset ManagementStrategy of the University that considers the whole life cycle of assets and assetsystems. Optimization of controlling costs and risks is considered against obtainingmaximum asset performance and long term sustainability of assets and asset system. As we proceed into the summer several projects have been identified that will improvebuilding performance in conditioned spaces while at the same time provide long termenergy savings:

1. Malone Hall ­ chiller replacement2. Eldridge ­ window replacement3. Campus ­ exterior lighting safety improvements (use of LED technology)4. Everett Hall (Dothan Campus) ­ mechanical controls replacement

UTILITY COSTS ­ Identify opportunities for utility cost savings in majormechanical systems. The following are identified opportunities and actions being worked on for utility costsavings:

1. Update the "static" 2015 energy master plan into a "dynamic" energy master plan ­anticipated completion March 2018.

2. Proceed with implementing actions to reduce weekend scheduling of events intoconsolidated building usage ­ this is a system wide initiative. Anticipatedcompletion is May 2017 with implementation underway at all four Alabamacampus locations. The Academic Steering Committee accepted this initiative duringtheir meeting on 11 April 2017 after a presentation by Mark Salmon.

3. Decommission the steam plant and replace this service with building specificsystems that provide domestic hot water and HVAC needs. The return oninvestment is a major factor in considering this project for the near future. Recommendation and plan will be prepared and submitted in March 2018.

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Recommendation and plan will be prepared and submitted in March 2018.4. On the Dothan Campus implement controls in Malone and Adams that provide costeffective building automation features with a payback of less than 12 months ­anticipated completion June 2017.

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3.4

Increase Grant Applications and AwardsIncrease grant awards applications and awards.

Judgment Complete In Progress No Progress Canceled

Scope of Team Office of Sponsored Programs, College of Health and Human Services, and theChancellor's Fellows are all looking at ways and models we can use to increase thenumber and amount of grant applications

Action Plan Champions: Dr. Earl Ingram & Mr. Walter GivhanLeaders: Ms. Judy Fulmer & Dr. Denise Green The action plan is still in development. The Chancellor's Fellows have been given theproject of looking broadly at different models and methods for increasing grantapplications and awards then reporting back to senior leadership. The Office of Sponsored Programs and the College of Health and Human Services arealso working on pulling together a team that will examine the issues as well. Theattached PDFs outline actions that OSP and CHHS respectively advocate for approachingthe problem.

Updates Sponsored Programs has reviewed the Chancellor's Fellows report and recommendationsand has provided to the Deans and Dr. Ingram responses to the recommendations. Theseresponses are included in the first attachment. Sponsored Programs continues to work with faculty, staff and students in the seeking andsecuring of partner dollars to enhance the mission of the university. A report on theprogress of OSP in meeting the measurable objectives as noted in the OSP strategicplanning document are included in the second attachment.

Sources

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Fellows Recommendations

OSP Measurable Objectives April 2017

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Sponsored Program Responses to Chancellor Fellows Recommendations Incentives can be created and obstacles can be removed that could potentially increase faculty/staff engagement in the pursuit and acquisition of externally sponsored funds, such as:

Recommendation: Allow faculty/staff to be reimbursed for managing successfully funded

grants.

Follow up: Deans/Supervisors determine what merits additional compensation. Some federal

partnerships restrict compensation – the university has a published policy and guidance about

compensation on the OSP website here:

http://www.troy.edu/osp/writinggreatproposals/extra‐compensation‐policy.html

For the past two fiscal years (14/15 and 15/16), the Office of Sponsored Programs has supported grant and contract supplemental payment as well as course load reductions totaling $451,896.08.

Fiscal year 14/15 – total was $222,554.53

Fiscal year 15/16 – total was $229,341.55

Dr. Shaoyang Liu ‐ SouthFresh Aquaculture for the Chemical Analysis of Catfish Filet research partnership – summer salary for this project.

Dr. Kewei Yu – National Science Foundation, Geobiology and Low Temperature Geochemistry partnership for the Impact of Rapid Sea Level Rise on Succession of Soil Enzymatic Activities Controlling Carbon Dynamics in a Gulf Coast Forest – The PI is in a 10‐month appointment at Troy University, and will request 1‐month summer salary support each year. Troy University will reduce the PI’s teaching load by one lecture (3 credit hours) and one lab (1 credit hour) to fulfill the research commitment for this project.

Dr. Michael Stewart & Jonathan Miller – U.S. Department of the Navy for the Survey and Riparian Habitat Suitability Assessment for the Inflated Heelsplitter Mussel ‐ additional compensation for their work for this project.

Jonathan Miller ‐ Barry Moore Industries, Southern Pride land Services contract for the Presence/Absence of Threatened and Endangered Species at a Surface Mine in Enterprise, Alabama – additional compensation for this project.

Dr. Green & B.C. Farnham– Alabama Medicaid Agency for the Utilization Review of Services of Intermediate Care Facilities (Year 1 of 2) – additional compensation for their work for this project.

Dr. Rui Feng, Dr. Iris Xu and Charles Jones – The National Foreign Language Center for the STARTALK Student & Teacher Program –additional compensation for their work for this project.

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Recommendation: Allow support staff to be compensated for assisting with management duties.

Follow Up: Deans/supervisors determine what merits additional compensation. Some federal

partnerships restrict compensation – the university has a published policy and guidance about

compensation on the OSP website here:

http://www.troy.edu/osp/writinggreatproposals/extra‐compensation‐policy.html

Recommendation: Allow faculty to buy course release time to manage successfully funded grants.

Follow Up: Faculty load reductions must be approved by the supervisor/Dean. We have had

numerous faculty who have received course load reductions for sponsored partnerships. We

have an online resource for calculating course load buyouts here:

http://www.troy.edu/osp/writinggreatproposals/reduction.html

Recommendation: Allow unfunded grants to carry more weight in the tenure and promotion

process (a process currently in place in the Sorrell College of Business and the College of Health

and Human Services).

Follow Up: Dr. Ingram and the Deans are reviewing the tenure and promotion policies to

ensure that the seeking of partner funding is positively considered.

Recommendation: Identify and reward faculty/staff who are willing to serve as grant writing

mentors;

Follow Up: OSP regularly connects faculty/staff/resources into teams to develop competitive

proposals. Examples of these kinds of collaborative partnerships can be found in our published

Year in Review under “Collaborative Proposals” linked here:

http://www.troy.edu/osp/luncheon/index.html

Additionally – faculty/staff can look at a listing of projects written by their colleagues on the

OSP reports page here: http://www.troy.edu/osp/assets/documents/reports/2016‐

2017_Activity.pdf ‐‐ the annual reports are grouped by college/department/division for ease in

identifying collaborators

Recommendation: In addition to the workshops currently provided by the OSP, workshops

presented by experts with actual grant writing experience should be offered.

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Follow Up: Limited staff precludes the ability of OSP offering face to face workshops –

however; over the years, OSP has supported numerous expert/sponsor supported workshops

both online and travel connected workshops. Declining numbers of online workshops offered

are due to a variety of factors including 1) the limit of on campus support to host the streaming

of sponsor supported webinars 2) diminishing attendance and 3) increased responsibilities by

OSP staff due to increased campus faculty/staff/student demand

Fiscal Year # Workshops & Training

2005‐2006 4

2006‐2007 13

2007‐2008 28

2008‐2009 30

2009‐2010 83

2010‐2011 89

2011‐2012 103

2012‐2013 74

2013‐2014 27

Upon Dean/Supervisor request, OSP has supported the travel of numerous faculty and staff to attend discipline/content specific grant writing workshops. Examples for 2016 are listed below:

NSF Grant Writing Workshop, Tuscaloosa, AL, Dr. Zhiyong Wang, May 2015

Dr. Qurat Ul Ann Ijaz NSF Technology Conference ‐ Mississippi ‐ 2016

Dr. Govind Menon US News STEM Conference Baltimore, MD ‐ 2016

Jonathan Cellon – Campus Kitchens Bootcamp Conference – Washington, DC ‐ 2016

Dr. Skip Ames and Kathy Ninas – State Science and Tech Webinar Entrepreneurship

Jonathan Cellon – Growing Minds Farm to School Conference ‐ 2016

Jerry Johnson Alabama Downtown Laboratory Training and Presentation – Birmingham ‐ 8‐2016

Jonathan Cellon – Mathews Deliberation and Dialogue – Maryland

Dr. Paige Paquette – Grant Training Center – Grant Writer Training – Savannah, GA ‐ 2015

Reeves, Salmon and S. Tatum – ADECA Recreational Trails Program Grant Workshop – Montgomery, AL 2016

Dr. Kelly Jewell – Grant Training Center Professional Development Workshop ‐2017 Recommendation: Identify current faculty/staff with successful grant writing experience who are willing to mentor inexperienced faculty.

Follow Up: OSP regularly connects faculty/staff/resources into teams to develop competitive

proposals. Examples of these kinds of partnerships can be found in our published year in

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review under “Collaborative Proposals” linked here:

http://www.troy.edu/osp/luncheon/index.html

Additionally – faculty/staff can look at a listing of projects written by their colleagues on the OSP reports page here: http://www.troy.edu/osp/assets/documents/reports/2016‐2017_Activity.pdf ‐‐ the annual reports are grouped by college/department/division for their ease in identifying collaborators

Recommendation: Improve the OSP website so that it is more easily navigated and as

sophisticated as comparable peer institutions.

Follow Up: OSP updates the website monthly. Information for all aspects of OSP is available to

help faculty/staff/student writers navigate from inspiration to management.

Recommendation: Clearly state the roles and duties of the OSP in that the OSP appears, in

some cases, to exceed its authority in dictating the terms of a grant.

Follow Up: OSP takes seriously the role of working with faculty/staff/administrators to ensure

that the university maintains institutional compliance with regulations. Mismanagement of

partner dollars could negatively impact on the university’s ability to receive financial aid.

Recommendation: Increase the capacity of the OSP. This office is understaffed and appears to

be working at maximum capacity.

Follow Up: OSP is operating at maximum capacity; however, even with the limit of operation

resources, partner dollars pursued have increased positively over the past 10 years. Additional

staff is necessary for OSP to continue to maintain and expand partner resources to support our

global university.

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3.4 Increase grant awards applications and awards

The performance measures below represent the ways in which we should measure our progress and success in seeking and securing external partner dollars.

Performance Measures ‐‐ Measurable Questions

1. Are we continuing year after year to pursue partner dollars? (OSP Activity Report provided monthly by Sponsored Programs)

Status: Dollars pursued as of April 2017 have exceeded total dollars pursued in FY 2015‐2016 by over $6 million.

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2. Are we consistently collecting partner revenue? (Revenue report provided monthly by Sponsored Program Accounting)

Status: Revenue collected in 2015‐2016 exceeded dollars collected in 2014‐2015 by $865,000+. Projections for revenue collected are impacted by personnel changes in both grant administration and supervisory roles; however, projections for revenue to be collected for 2016‐2017 are anticipated to either be the same or exceed last year’s revenue collected.

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3. Are we meeting the university’s budget for the collection of indirect cost? (Indirect cost report provided monthly by Sponsored Program Accounting)

Status: The university budget for indirect cost has increased every year since 2013. Indirect cost collected for each year since 2013 has exceeded the university’s budget. Indirect cost collected for 2015‐2016 exceeded the university budget by 168,000+. Projections for indirect cost collection for 2016‐2017 are anticipated to meet or exceed the university budget.

Fiscal Year Amount Budgeted

Actual Amount Charged

Percentage

University 2017 1,326,373 545,737 41%

University 2016 1,286,926 1,551,932 121%

University 2015 1,258,575 1,383,356 110%

University 2014 1,005,000 1,294,852 129%

University 2013 1,155,950 1,240,289 107%

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4.0 International Perspective

International student enrollments

Domestic students studying abroad

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4.1

Increase Study­Abroad OpportunitiesIncrease the efficiency and number of study­abroad opportunities for American studentsby developing a few overseas locations for high volume use.

Judgment Complete In Progress No Progress Canceled

Scope of Team Purpose and scope of the team The purpose of the team for Action Item 4.1 is to a) develop models that fit theculture and needs of Troy faculty and students b) develop implementation strategies forthe study abroad models c) explore processes that streamlines the study abroadexperience

Action Plan Team Charter In order to meet established goals, the team will do the following:

evaluate current study abroad locations to identify sustainable sitesanalyze current and past study abroad programs for program sites that workefficientlyresearch other universities’ study abroad models that focus on a specific number oflocations and programsdevelop recommendations for incorporating study abroad in settings such asadvising sessions and curriculum design.research study abroad processes at universities with successful study abroadprograms

1. student application process2. faculty led program submission process3. risk management and insurance policy

research resources needed to support a rising number in study abroad opportunitiesdevelop recommendations for successful marketing to traditional and non­traditional students at all Troy University locations.recommend tools for measuring efficiency and success with a study abroadprogram

Updates 5/17/17Somer Givens has set up a survey that we as a committee are reviewing and hope tohave ready to deploy to students when they return in August. The purpose of the survey is to see when, where, and for how long students would be

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The purpose of the survey is to see when, where, and for how long students would beinterested in studying abroad.

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4.2

Expand International and Domestic Student EngagementExpand opportunities for international and domestic students to engage together in allaspects of academic and social life within the University.

Judgment Complete In Progress No Progress Canceled

Scope of Team Team members for this initiative include:Herbert Reeves, Dean of Student ServicesDarlene Stewart, Dean of International Student ServicesMegan Simon, International Student AdvisorDerrick Brewster, Assistant Dean of Student ServicesNguyen Nguyen, Student MemberMyia Calhoun, Student Member

Action Plan The committee will examine the following areas:

Ways in increase the interaction between international and domestic students in theareas of academics, housing, campus life and activities, and external activities forthe students.Examine academic partnerships or study buddies, roommate opportunities,conversation partners, sporting activities and focus on interaction between the twogroups, and trips and leisure activities that are geared toward and open to allstudents.Look at ways in increase the use of Leadership Scholars to serve in roles of helpingto acclimate new international students to campus life and to encourageinvolvement in campus activities.Look at ways that various campus offices can partner to develop programs andactivities to encourage interaction on the part of both international and domesticstudents.

Updates The committee met on April 3, 2017 to discuss fall 2017 ideas to integrate internationalstudents into the mainstream of the campus and to better coordinate interaction betweeninternational and domestic students. The following ideas and decisions were discussed:

Need to work with Academics and some departments on ways to better engageinternational students into departmental activities within Academics.

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international students into departmental activities within Academics.Continue to engage all students in UAC activities and events. This has been verysuccessful.Need to continue to promote ISCO to domestic students. Some domestic studentshave joined; however we need to increase participation form our domesticstudents.Need to work with all Student Service Departments to help provide support toInternational students and to engage them in the activities of these departments.Continue to incorporate joint tailgates between domestic and international groups.Continue to strengthen the involvement of leadership scholars with internationalstudents and international participation.Engage international students and organizations in the planning and implementationof Welcome Week Activities.Ensure there is international representation in SGA and on SGA committees.Plan and implement an International/Greek activities with fraternities and sororitiesin the fall.Do more to engage international students into athletic events particularlybasketball, baseball and softball.Continue efforts to host ping­pong tournaments and cricket tournaments.Look at hosting a joint field day with games and activities through the residencehalls.

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4.3

Expand International Student EnrollmentExpand enrollment of international students on the Alabama campuses, at overseaslocations, and through online programs.

Judgment Complete In Progress No Progress Canceled

Scope of Team Action Item 4.3: Expand enrollment of international students on the Alabamacampuses, at overseas locations, and through online programs. Champion: Dr. Earl Ingram Leader: Mr. Peter Lundbye Team Leader would like to express his appreciation for everyone participating andproviding valuable contribution towards the stated mission. Current updates was enteredas a result of April 26, 2017 meeting. In anticipation and the need for measurable goals,the groups has made the decision that the next adjustments will include format andoutline changes that will list specific targets pull from the existing review. The Group willbe assign an “owner” for each of the specific targets. The plan will be to track progressof each and measure the results. At the end of a one year cycle, recommendations andassessment will be submitted the Champion. All updates in this review have been markedwith yellow: Purpose and Scope of the Team Given the purpose and scope for Action Item 4.3 – finding ways to expand internationalenrollment, the team took the approach of (1st) identifying the current reality ofinternational student enrollment throughout the University system; (2nd) moving on toanalyze the availability and lack of availability of current study programs; and (3rd) fromthat point, we moved on to cover areas where we believe there is room for growth; (4th)pros and cons with specific programs at specific locations; (5th) evaluate the specificenrollment process by programs/location; and finally (6th) evaluate and review thecurrent enrollment practice in order to adopt new processes, if needed. The aim remains to develop recommendations for Action Plan to expand internationalenrollment throughout the Troy University system. Which Organizations need to be represented on the Team? Given that the task of this Team is University wide, there would seem to be a need for abroad, but targeted representation on the Team. Ideally, the Team would need arepresentative from each departments that are most sought­after by internationalstudents and thus holds the highest value when it comes to international student

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enrollment at Troy University. Group 4.3 has realized that it needs consultation (if not a full­time member) representingE­Troy to get more information and resources about how E­Troy currently work when itcomes to process/admission and keeping up with international non­visa students. Who are the potential Team members? Leader: Mr. Peter Lundbye √ plundbye@troy.eduInternational Programs: Mr. Chris Miller √ cmiller2@troy.eduMontgomery Campus: Mr. James Smith √ jesmith@troy.eduSorrell College of Business: Dr. Scott Bailey √ ssbailey@troy.eduCollege of Arts and Science: Dr. Bill Zhong √ jzhong@troy.eduCollege of Comm. and Fine Arts: Dr. Hui­Ting Yang √ hyang42134@troy.eduCollege of Comm. and Fine Arts: Mr. David “Doc” Kirby √ dkirby36321@troy.eduGlobal Campus (int’l. sites): Mrs. Sharron Becton­Carter √ sbcarter@troy.edu

Action Plan Team Charter The Team, covered the six points from the Action Plan and hope these will assist towardsmeeting the established goals, The Team has provided the following:

1. Review the current enrollment of international students:The spring 2017 numbers were updated by the end of January. In addition to theupdate, the numbers are now listed side­by­side to show progress. At the time ofthe report update it had not been possible to get exact info about the other areas of“international” non­visa students. Query access to get this info for the internationalsites has been requested, but not yet granted. International E­Troy students do nothave any unique traceable form, making it very hard to get accurate info aboutenrollment. Group 4.3 will seek consultation from E­Troy to find a way to make thispossible.Like the use of a map, it is important to not only know where you want to go,having an idea about where you are makes the map a lot more useful. As a resultand in order to set reasonable goals and expectations, we must have an idea of ourcurrent international enrollment. The numbers represents the best approximatecount available:Report: 1st(FA15) 3rd(FA16) 4th (SP17)

T01: 868 1039 931M01: 25 31 28T02: 1 1 0D01: 1 3 3Other: 63 121 172

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Other: 63 121 172Total: 958 1195 1134 (All on a TROY studentvisa)Other=Extended stay such as Optional Practical Training – OPTTraditionally the overall student numbers drop a bit in the spring due to thelower new arrivals. As a result the overall numbers dropped slightly after thespring 2017 census deadline. In addition, there are several other areas that constitute internationalenrollment:Report: 1st(FA15)/3rd(FA16)//4th(SP17)Sites: 300/348/358 (Students enrolled in Vietnam and Malaysia)E­Troy: 10 ? (International non­visa students taking Troyclasses online)ACC: 3 0 (International Accelerate students outside theUS)Other: 20 20 (International non/other visa students in the US)Total: 333 378 (Represents approximately all “other”international students)After the fall 2016 we have now developed the tools to take active report ofcurrent students enrolled at the sites. Good news is that the sites are slowlygrowing again. As a result of the review the actual numbers of “international” in the Troy­wide university system constitute around 1,500 students in one format oranother.

2. Analyze the programs available to international students by location anddetermine key programs ready for growth:No new findings or updates. The Group Leader will design specific progressindicators for the members/responsible for each specific college to take to their“local” meeting and start a dialogue about the issues discussed below.Initially some general concern and notions:

A general concern for growth and the plausible reason for specific individualsand departments to see international as a barrier is the issue and language.There was a general consent around the table that many internationalstudents do not have strong enough language aptitude to provide valuablecontribution to the classroom. This point should be considered in greaterdetails at some point;International Students constitute the “lifeline” of many graduate programs atthe university. International saturation within certain programs can lead tovarious negative drawbacks: lack of cultural connection; urgent need ofassistantship and general work opportunities; faculty fatigue among others;MSCS has seen rapid growth, but recognize a need to develop additionalprograms to feed the demand;Creating and approving new programs according to specific departmentdesire and reality of need;New program development/approval is too slow;Certificate programs and requirements in some departments are useless anda barrier for international growth in those departments;Suggestion to record short video/podcast current student experience in their

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Suggestion to record short video/podcast current student experience in theirprogram and post these department website (NOTE: department websitesmust be developed and become more visible and easy to find). [Thissuggestion could work similar to the “feelers” we had with Active Admission];Create and organize career fairs within colleges and departments, either onsite or virtual job fairs (NOTE: international students continue to find barrierdue to immigration policy restricting hire process);Each department should develop their own alumni network that links currentstudents with students who have passed before them. From the initial discussion, the group went around the table for specificsuggestions:Create a crossover master degree program between resources already inplace from information systems and Computer Science – the program wouldmerge analytical and applied skills. Programs to consider hereunder MS DataAnalyst and Cyber Security;The group pointed out that a clear link between recruitment efforts and joboptions/opportunities are important for retention and as such a profound partof getting and keeping students interested. The group reflected is generaldisappointment with the University’s ability and ability to link the two acrossthe board and sees this both as weakness and threat to the overall mission;

3. University divisions and other stakeholders ability to increase focus andaccept additional international students into their programs:Only minor update was made to this point.The general consent is that the University has capacity to growth and it is assumedthat most departments would view increased numbers favorable. In addition, wehave programs that could receive growth, but we have no space for growth in otherareas such as nursing.The group was surprised about the interest in the psychology program in Malaysiaand was thinking out loud that other “non­traditional” programs may have a futureat the overseas sites. It was pointed out that Vietnam in general is interested inexpanding its offerings.A few specific suggestions were made for new possible programs: MS Leadership,MS HRM / Project Management, MS Managerial Accounting, BA inMusic/Dance/Theater, MS in Creative Arts among others. Clarification to this point,that both manpower and restrictions added by moving towards AACSB accreditationas well as the uncertainty about which programs would actually be successful hasmade the prospect of new programs highly unlikely, at least in the near mediumdistance.The group spend some time reviewing the external sites and found that only M01seems interested and have some ability to cope with increased number ofinternational students.The group has very little experience with E­Troy, but made the suggestion thatthere should be potential if incorporated into international programs as anadditional opportunity.

4. Determine the pros and cons by specific programs and locations:There are currently no changes under this part. However, Group 4.3 will seek aconsultant from E­Troy to try to get better understanding of process and currentinternational studying E­Troy. The further goal of such consultation would be toidentify room for growth as well as target for growth. Finally, the topic ofInternational Site Locations are currently undergoing reorganization. The Group is

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International Site Locations are currently undergoing reorganization. The Group ispleased to welcome Sharron Carter as replacement for Morgan Jackson. As a resultof the change, it has not been possible to get a clear update. Query access hasbeen requested for the international sites, but this has still not been granted. Thequery access has been achieved, which as shown on page 1 will now allow us toactively track the enrollment at the international locations. We are seeking ways toconfirm that our reported numbers are correct.The group agreed that only T01 has a significant variety of programs to attract andhost international students. One could say that a specific location could become a“hub” for a specific program(s), but that the “hub” would need to have all the toolsin place to host and service international students. At this point only M01 poses thedesire and is working on improving the infrastructure needed to supportinternational students. However, lack of full­time in­class programs limits theavailability of programs on site. On the other hand, T01 has a significant amount ofprograms and the tools to host international students. The struggle in Troy is theoutlook to keep up with growth, both logistically and in terms of servicing thestudents while they are on campus and offering opportunities when they completetheir programs.In addition to the conversation about specific in­state location/programs severalother points were raised for considerations:

The “General” programs that we are offering offshore seems to be toogeneral, the sites have requested more specific concentrations, for exampleinstead of general business to offer accounting, finance or marketing etc.;The STEM programs are more attractive as they offer 24 months OPT;MSCS is far more employable than most other majors that we offer;The group was concerned about some requirements and restrictions causedby accreditation in business and public admin. The group agrees that AACSBaccreditation is a good thing, but it will most likely continue to affect thenumbers of international applications, as it is very much a restriction formany of our traditional students. On the other hand, MPA recently droppedtheir accreditation which should result in our ability gain more internationalstudents to this program;General consent is that the University need to do more to bring morecompanies in, effectively creating more opportunities and “brag posts” for theUniversity;E­Troy is currently not a program under International Programs. Suggestionswere made to effectively make it part of the program and integrate it muchmore specifically as a part of the recruitment process. InternationalPrograms could attempt to offer the E­Troy more aggressively, especially toadmitted students who do not show or as an alternative enrollment option ora pathway for those students who may find it too expensive or too difficult toleave their country for the full study period. The result of including moreoptions may facilitate their eventual enrollment on campus or other location.

5. Examine the specific enrollment process by program and location: The current recruitment process for the Alabama locations are the same. Theoffshore recruitment process needs to be closer linked with the regularinternational recruitment and enrollment process to create a broader spectrum ofcurriculum options. As part of this spectrum, coordination between offshore and thedomestic effort should be increased and E­Troy (International) should be integratedinto International Programs offering and administration to make it morecompetitive.

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competitive. The International Recruiter, who was specifically designated as a dedicated role torecruit for the International Site has begun (attempted) to make better coordinationin regards to availability and making it clear to the partner sites that he is availablefor their use to the extent possible. This has been slow at best to begin with, butseems to take shape of some form of coordination. Mr. Miller has visited the sitestwice a year and will be directly involved with local recruitment at both Malaysiaand Vietnam locations in March­April of 2017. On the other front, the change ofhome location from international sites to the Alabama campuses also seem to besmoother. This spring we had the first two Malaysian students coming from the newSEGi partner in Penang.

6. Evaluate/review the current enrollment (recruit and admission) practicesin order to adopt new processes if necessary;

After two successful processing intakes, for spring 2016 and fall 2016 with the highestadmit and matriculation numbers ever, it is clear that the restructuring of the admissionprocess has been successful. The International Enrollment Director will strive to continueto streamline the admission process to the highest level of efficiency and productivity.It has long been the idea and vision of the Enrollment Director to have external review, asecond and third pair of eyes review the entire enrollment process and take points of anyfeedback that could improve the process we work under.However, due to timing the group was not able to complete this task at this point andhave agreed to defer this part to a later stage. The Enrollment Director will attempt toinvite peers that are relevant to admission process such as Dean Starling and Mark Davisand someone with high level data process knowledge as this may be the weakest point. ACTION PLAN: The result of the information gathered will be formulated into an Action Plan to beapproved by the Champion for this Action Item, Dr. Earl Ingram. The Action Plan willinclude the recommendations for steps that will be taken by the Team to meet theestablished goals. What metrics will be helpful in tracking progress? Overall, metrics to measure progress will be determined by active enrollments. TheTeam should set specific realistic targets for enrollment at each location. Once the Teamhas met and developed an Action Plan, additional metrics to measure the progress maybe developed. However, given that the Team members are not executive actors for multiple locations,the locations target becomes somewhat dubious. As a result, the target remains limitedto the overall desirable outcome for the institution as a whole. At the same time, anydepartment and/or location interested in path for specific growth can be proposed to theEnrollment Director who can take specific steps to meet those desires. What targets might be desirable for measuring outcomes?

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What targets might be desirable for measuring outcomes? Ultimately, the goal is to reach and sustain a target number, for Troy campus in my mindthat number is 1200 by 2020… The Team would need to look at eachcampus/location/program for specific targets to fit within the overall institutional goal forenrollment growth.

Sources

Full file update 4.3 Review 6

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4.4

Enhance Global Opportunities for FacultyEnhance developmental opportunities for faculty to become Global Scholars.

Judgment Complete In Progress No Progress Canceled

Scope of Team Hal Fulmer, Work Group Leader Michael Slobodchikoff, College of Arts and SciencesTeresa Johnson, College of Health and Human ServicesJerry Johnson, College of Communication and Fine ArtsScott Nokes, College of Communication and Fine ArtsMary Catherine Colley, Sorrell College of BusinessKirk Davis, College of Education

Action Plan Champion: Dr. Earl IngramLeader: Dr. Hal Fulmer The SP 4.4 work group will work to achieve the following: 1. Establish an operational definition for "global scholarship" which can be used torequest and review applicable Troy University data2. Establish a baseline of activity for "global scholarship" for Fall 20163. Increase "global scholarship" in all of its operational definition and categories by 50%by Fall 2020

Updates While the end of Spring Semester is approaching, the "clearer picture" hoped for in theFeb 2017 update remains cloudy and uncertain. University resources for facultyinternational travel are limited and most, if not virtually all, such travel is directly linkedto student study abroad trips. Faculty travel to present papers at internationalconferences or travel to international archives of resources is very limited; academicadministrators do not have sufficient fiscal resources to support this kind of travel in anykind of systematic or expansive way. The international context continues to be unclearas the current POTUS administration moves into its first 100 days. International students,throughout the US including Troy University, are applying for admission to CONUS

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universities in much smaller numbers than the previous years. While Troy Universityremains committed to be Alabama's International University, the need for significant,non­study abroad resources to support faculty international travel, remains high. 4­26­17Hal Fulmer

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5.0 Military Focus

Active duty, Guard and Reserve enrollments

Veteran enrollments

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5.1

Focus on Serving Students at Military BasesIncrease focus on serving students at military bases.

Judgment Complete In Progress No Progress Canceled

Scope of Team Coordinate the efforts of various University resources including Academic, MilitaryPrograms, Student Services, Financial Services, and Veterans Affairs to enhance theexperience of currently serving military members and their families. 5.1 Team Members:Dr. Don Jeffrey, Vice ChancellorDanielle Pankey, Director, Troy for Troops CenterDr. Glynn Cavin, Associate Vice Chancellor, TROY OnlineDr. Mike Whitlock, Associate Vice Chancellor, Academic OperationsMr. Jay Houghton, Associate Director & Director of Military Programs Military Education Affairs Council Members (MEAC):Vice Chancellor, Military AffairsVice Chancellor, Dothan CampusVice Chancellor, Phenix CityVice Chancellor, Montgomery Director, Troy for Troops CenterDean, College of Communication and Fine Arts Dean, Sorrell College of Business Dean, College of Arts & SciencesDean, College of Education Dean, Health & Human Services Associate Vice Chancellor, TROY OnlineAssociate Provost/Dean First­Year Studies/Dean Undergraduate Studies Associate Director & Director of Military ProgramsSpecial Assistant to the ChancellorAssociate Vice Chancellor of MarketingAssociate Vice Chancellor, Academic OperationsAssociate Vice Chancellor of Financial AidAssociate Vice Chancellor for Enrollment ManagementStudent Veterans Association PresidentVSOC Counselor

Action Plan 1. Increase visibility on selected military bases where we have enrollments

a. Establish a regular visit schedule to include briefing of Ed Center Staff and visits

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with currently enrolled students. b. Provide quarterly institutional updates to key base personnel c. Consider asking our faculty members / staff to write articles for basenewspapers. d. Attend as many Education Fairs as possible.

2. Increase efforts to include spouses and dependents in our outreach and recruitingactivities

a. Establish and / or maintain connections with “spouse” groups on identified bases. b. Investigate opportunities for “sponsorship” through MWR and other on baseorganizations. c. Insure widespread exposure to the new Family and Military Scholarship program

3. Identify a small group of bases (3­ 5) where we have very limited enrollments andbuild a relationship leading to enrollment growth.4. Strive to match our program offerings to identified needs of base populations.

a. Monitor needs assessment data from individual bases; communicate with ServiceChiefs and the DNS to secure recent info on enrollment trends.

5. Provide additional substance to our efforts with promotional/marketing support a. In areas where we do not have a physical location, consider regular advertisingin base newspapers. b. Provide “free” tickets to enrolled military students for TROY away games whenappropriate.

6. Establish connections and contacts with the National Guard in key states outside of the300 miles (CO, CA, and WA).7. Communicate quarterly with our enrolled military students through the Office ofMilitary Affairs (how are you doing messaging, etc.) to better demonstrate our culture ofservice and support and to, ultimately, contribute to improved retention, graduation ratesand enrollment growth.8. Work more closely with current community college partners who are actively servingon­base students.9. Enhance military specific student services through formal training.

Updates

A new Military Task Force has been created by the request of Chancellor Hawkins tobe led by the Vice Chancellor of Military Affairs, Dr. Don Jeffrey. The primary goalof this task force is to increase military related enrollments. The first meeting ofthis task force was held on April 13, 2017. During this meeting, portions of this strategic objective were further discussedincluding striving to match our program offerings to identified needs of bases andour military students, working with marketing, and enhancing military specificstudent services through formal training.Dr. Don Jeffrey and Phil Rausch will be attending the United States PacificCommand Education Services Contracts ”How Goes It” Meetings and QualityAssurance Training In June 2017.After returning from the Council of College and Military Educators ProfessionalDevelopment Symposium, Dr. Jeffrey provided a briefing of CCME to ChancellorHawkins.

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5.2

Increase Service at TROY for Troops CentersIncrease number and level of service at TROY For Troops centers.

Judgment Complete In Progress No Progress Canceled

Scope of Team Purpose and Scope of the 5.2 Team The Strategic Plan for 2015­2020 contains an area on Military Focus. One of the subsetsis item 5.2 which states “Increase the number and level of service at Troy for TroopsCenters.”In DecemAber 2012, the Board of Trustees adopted Resolution No. 10 which establishedthe Troy for Troops Center. The key elements of the resolution were: establish adistinct virtual support center and create of the TROY FOR TROOPS CENTER that willsupport military and veteran students’ academic and career success. These keyelements were fulfilled prior to writing of this new strategic plan. Beyond the resolution,Troy for Troops Centers have been established the Troy, Montgomery and Dothancampuses with another center planned for the Phenix City campus. Item 5.2 shows that Troy University will continue to support our military affiliatedstudents by striving to improve the offering and service to military affiliated students atthe Troy for Troops Centers. The 5.2 Team will pursue courses of action to evaluate, augment, sustain, and improvethe support available at the Troy for Troops Centers for military affiliated students. Team Members:

Danielle PankeyDan TennimonSandy HenryDwayne McClentonKeith CatesDenise GreenFran ScheelRick LeDet

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Action Plan The 5.2 Team Action Plan

Goal 1: To conduct needs assessment in order to evaluate and enhanceservices offered at the Troy for Troops Centers.

Develop the questions for the needs assessmentDevelopment the assessment instrumentDetermine appropriate audienceDistribute the assessment

Measures: Evaluate returned information

Analyze and evaluate assessment feedback Develop recommendations for improved services at the Troy for TroopsCenters Identify areas for potential growth

Team members responsible: Dr. Green, Dr. LeDet Goal 2: To implement the Green Zone training for faculty and staff to raisequality of support and understanding of contemporary veteran issues.

In coordination with eTroy develop BlackBoard based training modulesSelect videos for augmentation of modulesBeta test Green Zone with selected faculty and staffLaunch Green Zone for facultyLaunch Green Zone for staffAssist participants with the training modules

Measures: Successful completions of the program Monitor enrollments over time Monitor enrollments by campus location as well as faculty and staffnumbers of participants and by colleges Review end of training surveys and addition feedback for improvementto Green Zone trainingTeam members responsible: Dr. Keith Cates, Danielle Pankey, Fran Scheel Goal 3: To increase memberships in the SALUTE Veterans National HonorSociety

Recognize student Veterans for their academic achievement levelConduct data call after semester grades are posted for both undergraduate andgraduate student VeteransExtend invitation to membership to all eligible student Veterans

Measures: Determine number of eligible student veterans Monitor acceptance rate of induction invitees

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Monitor acceptance rate of induction invitees Analyze membership by year Analyze induction class by military branch Evaluate average GPA of inductees Conduct induction ceremony Responsible team members: Danielle Pankey, Dan Tennimon, Sandy Henry, DwayneMcClenton

Updates 5.2 Increase Service at TROY for Troops Centers

Increase number and level of service at TROY For Troops centers.

In December 2012, the Board of Trustees adopted Resolution No. 10 whichestablished the Troy for Troops Center. The key elements of the resolution were:establish a distinct virtual support center and create of the TROY FOR TROOPSCENTER that will support military and veteran students’ academic and careersuccess. These key elements were fulfilled prior to writing of this new strategicplan. Beyond the resolution, Troy for Troops Centers have been established theTroy, Montgomery, Dothan and Phenix City campuses with another center plannedfor the Clarksville, TN Student Support location.

Item 5.2 shows that Troy University will continue to support our military affiliatedstudents by striving to improve the offering and service to military affiliatedstudents at the Troy for Troops Centers.

Goal 1: To conduct needs assessment in order to evaluate and enhance services offeredat the Troy for Troops Centers.

Green. The University’s identifiable military affiliated population Needs Assessmentsurvey for the 2016­2017 AY is was launched March 15, 2017. Response windowclosed April 15, 2017 and data is currently being compiled.

The TROY for Troops Center continues to play an active role at IMPACT anddevelopment of a military focused orientation program is in progress. We are havebeen added to the IMPACT seminar schedule and will provide an overview of theTROY for Troops Center and the services it provides.

Goal 2: To implement the Green Zone training for faculty and staff to raise quality ofsupport and understanding of contemporary veteran issues.

Yellow. The Green Zone Training program for faculty and staff was launched in Fall2015. We continue to work with all departments to increase participation rates. Fivestaff and three faculty members have completed the training since January 2017.

Goal 3: To increase memberships in the SALUTE Veterans National Honor Society.

Green. Troy University’s SALUTE, the National Veterans Honor Society, chapter waschartered and established in September 2014. Our first class of inductees totaled

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chartered and established in September 2014. Our first class of inductees totaledfifteen (15). The chapter has grown to 373 members – with 32 students since Fall2016. Our next induction ceremony is scheduled for May 5, 2017 and will highlightall inductees over the course of the AY 2016­2017 AY.

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5.3

Increase Service to Army Reserve and National Guard MembersIncrease service to Army Reserve and National Guard members.

Judgment Complete In Progress No Progress Canceled

Scope of Team Team Members: Carl Collins, Mike Whitlock, Mark Davis, Tara Ryals Buddy Starling

Action Plan 1. Assess current workflow to determine faster method for managing applications out ofArmy portal

2. Attend all education fairs associated with National Guard in all states there is a TROYpresence

3. Conduct regular visits to all National Guard and Reserve installations in all states thereis a TROY presence

Updates Troy University Enrollment ManagementStrategic Planning for Action Item 5.3

Team Meeting Minutes Tuesday, February 28, 2017

UP Training Room10­11 a.m.

All Team Members Present: AVC Buddy Starling, leader; Mark Davis, Tara Ryals andDr. Mike Whitlock.Absent: Carl Collins is no longer employed with Troy.Note: Mr. Buddy Starling plans to replace Mr. Carl Collins with Ms. Danielle Pankey.Minutes Recorded by: Patty Stone, Administrative Secretary, Office of Associate ViceChancellor for Enrollment Management Action Item 5.3: Increase service to Army Reserve and National Guardmembers. Champion: Dr. John Dew Leader: Mr. Buddy Starling, AVC for Enrollment Management Meeting called to order by AVC Buddy Starling. Mr. Starling welcomed team members andreviewed the meeting minutes from 1­28­16.

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reviewed the meeting minutes from 1­28­16.

1. Acon Plan 1 – Re‐establish, Re‐create, and Rebuild Naonal Guard Iniave – Acve

Mr. Carl Collins organized and aĥended events and conferences in 2016 in connecĕon with theNaĕonal Guard. Good job within in Alabama, Georgia, and Tennessee for Naĕonal Guard. Promoted military and family scholarships. We need to document all of the events we areaĥending. Contact Danielle Pankey, Phil Rausch, Shari Carothers‐Ziebel at Clarksville, and JayHoughton for reports on any events.

1. Acon Plan 2 – Improve Overall GoArmy Portal Experience‐ Acve Duty – Acve/Ongoing

Those who are receiving military tuiĕon must register through the portalAddress work flow difficulĕes

Addressed lag ĕme of 3 days to receive registraĕon from portal. Mr. Buddy Starlingdiscussed with Mr. Mark Davis the admissions of Acĕve Duty Military or Reserve can beadmiĥed without transcripts under and “unclassified status.” This informaĕon can befound in the Undergraduate Catalog, page 11 Admissions – listed below is the exactphrasing from the catalog:

Page 11 · ADMISSIONS­Active Duty MilitaryActive duty military applicants who may not be able to provide all required documents foradmission due to reasons such as deployment, may appeal to the dean of enrollment onappropriate campus designee for special consideration.­ Unclassified AdmissionLimited to active duty military, National Guard, or Reserve, unclassified admissionallows a student to enroll with the University in their initial term/semester of enrollmentwithout submission of transcripts and/or test scores. Submission of the application foradmission is required. Additionally, students applying for this status must submit one ofthe following as proof of military status at the time of application:Leave Earnings StatementForm DD214Letter from commanding officerThe maximum credit hour load for a student under unclassified admission is six credithours (for a nine week term) or 12 credit hours (for a 16 week semester). No federalfinancial aid (PellGrant, student loans, etc.) will be awarded to students under this status.Page 12 · ADMISSIONS (continued)Students enrolling under this classification must provide all official transcripts fromprevious institutions attended prior to completing the first term of enrollment. Once allappropriate documents have been evaluated, a decision regarding regular admission tothe University will be made. Students not meeting the undergraduate admissionrequirement will not be permitted to enroll in subsequent terms or semesters.

Free in 48 – helpful to acĕve military. Mr. Buddy Starling asked Mr. Mark Davis, “Does

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Free in 48 – helpful to acĕve military. Mr. Buddy Starling asked Mr. Mark Davis, “Doesthe Free in 48 speed up the flow for enrollment answers?” Mr. Mark Davis indicated thatit did help. If a military person has transfer credits, in less than 48 hours, a free,unofficial transfer equivalency report of credits earned and the report will show howmany credits may transfer into Troy. Mr. Starling pointed out to Mark Davis that we needa review updaĕng everyone on the Free in 48. Mark Davis idenĕfied that this area is ledby Ms. Jan Barnes and that she could be contacted.

1. Acon Plan 3 – Fort Rucker – (rebuild and re‐establish TROY’s presence at Fort Rucker) –Acve/Ongoing

Target visibility at Fort Rucker – Acve/Ongoing

Ms. Tara Ryals currently schedules informaĕon drops to the base.

Increased visitaĕon to the Fort Rucker Base from 12 visits in 2015 to 28 in 2016.

Hosted College Fair generaĕng 150 prospects

Ms. Tara Ryals aĥended the Fort Rucker Job Fair and it was very successful. Military atFort Rucker very interested in knowing about the available jobs at Troy. Many goodprospects reported.

Fort Rucker Connuing Educaon Opportunies

Per Ms. Tara Ryals – No class offerings of interest at Fort Rucker for a year. May lose them if wedon’t establish something of interest with TROY Online courses. Tara Ryals feels we need toconsider reviving some online courses that will be pracĕcal and work with their militarycareers. They are not interested in on campus courses but online courses. We are currentlyoffering BUS 1101 on the schedule in T4. Tara talking with ESO Randy McNally at Fort Rucker topromote BUS 1101 and to find out how best to do it in T4.Naĕonal Newsleĥer adverĕsing opportuniĕes and on the EANGUS website to announce themilitary scholarship and network the event.

Mr. Carl Collins aĥended EANGUS in 2016 and retains a regular presence. Now that Mr. Collinsis no longer with Troy, Mr. Buddy Starling plans to replace his spot with Ms. Danielle Pankey,Director TROY for Troops.

1. Acon Plan 4 – Aend Military Educaon Fairs – Acve/Ongoing

Mr. Buddy Starling wants to plan a phone call with Danielle Pankey to discuss aĥending militaryeducaĕon fairs.

Mobile, AL Army Reserve/Air Naĕonal Guard College Fair Day March, 2016 aĥended by Mr. CarlCollins.

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Collins.Conĕnue efforts with EANGUS – The Enlisted Associate of the Naĕonal Guard of the UnitedStates – Mr. Carl Collins was engaged with EANGUS.EANGUS Conference August 21‐24, 2016 – aĥended by Mr. Carl Collins

Mr. Carl Collins networked events and military conferences and local eventsAnniston, AL College Fair Day – Mr. Carl Collins aĥendedSuggested to sponsor military newsleĥers, magazines etc. for adverĕsing

1. Target Acon Items

Update what we have doneMr. Buddy Starling will get Military Scholarship updatesWebsite is an issue – Check with Joey Meredith for clean‐up

CatalogAĥend Military Educaĕon Fairs

1. Meeng Adjourned at 11:00 a.m.

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6.0 Values & Diversity

Diversity in Leadership, Faculty, Staff, and Students

Number of students in leadership courses

Number of students in professional student organizations

Number of students in Greek organizations

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6.1

Engage Trustees, Foundation and Alumni BoardsContinue to engage the Board of Trustees, Foundation Board and Alumni Board in guiding,promoting and supporting the interests and values of the University.

Judgment Complete In Progress No Progress Canceled

Scope of Team This item involves the entire university but depends in particular on the efforts ofDevelopment, Alumni Affairs, and Marketing with a set of consistent and comprehensiblemessages that outline the current interests and values of the university. At the sametime, all faculty, staff, and students are communicators as well and should be equipped todeliver the same messages.

Action Plan Champion: Dr. Jack HawkinsLeader: Mr. Walter Givhan Use every meeting of the Board of Trustees, the Foundation Board, and the Alumni Boardto deliver a similar set of messages about the university and its interests and valuesEnsure these messages are available as appropriate to faculty, staff, and students fortheir engagement as well.Ensure these messages are echoed in TROY magazine, website, emails, and keycommunication to the boardsEngage members of the board in one­on­one meetings to emphasize the key points Reiterate key points during special events involving board members as well.

Updates

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6.2

Maintain Network of Advisory BoardsMaintain a robust network of college and campus advisory boards to enhancerelationships with our diverse groups of stakeholders.

Judgment Complete In Progress No Progress Canceled

Scope of Team Campus Advisory Boards:The Dothan, Montgomery, and Phenix City campuses developed Advisory Boards duringthe last strategic planning cycle. The purpose of this initiative is to ensure that theseadvisory boards remain current in their membership and active in supporting theircampuses.Each Campus Vice Chancellor is responsible for leading the effort of the campus advisoryboard and providing updates to this report. College Advisory Boards:

Updates The College of Education's Update Report:The College of Education (COE) has formalized advisory councils associated with all COEdegree programs and outreach educational providers. These councils have been inoperation for 2 or more years and meet annually at least twice within an academic year.The councils and associated degree programs as well as outreach providers are listedbelow: Degree Programs:

Education Preparation Provider Advisory Council is comprised of stakeholdersrepresenting all undergraduate teacher education degree programs, and graduateprograms to include teacher leader and instructional leadership, adult education,and second language acquisition.Interpreter Training Advisory Council is comprised of stakeholdersrepresenting the undergraduate interpreter training program.Counseling and Rehabilitation Advisory Council is comprised of stakeholdersrepresenting graduate counseling and rehabilitation degree programs as well as theundergraduate psychology program. Outreach Providers:ACCESS Advisory Council is comprised of stakeholders representing one ofthree Alabama Connecting Classrooms, Educators, and Students Statewide DistanceLearning programs—a program designed to provide high­quality, online classes forall Alabama public ­ to which TROY’s COE oversees.

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all Alabama public ­ to which TROY’s COE oversees.AMSTI Advisory Council is comprised of stakeholders representing a region ofAlabama’s Science, Math, and Technology Initiative to which TROY’s COE oversees.SEARIC Governing Board is comprised of stakeholders representing a region ofthe Southeast Alabama Regional Inservice Center to which TROY’s COE oversees.

The College of Education (COE) Advisory Board (see attached bylaws) is a newly formedboard comprised of members from each of the 6 previously referenced program/outreachlevel advisory boards. The COE Advisory Board also includes representation from COEalumni. The inaugural COE Advisory Board meeting will be held November 2017 and thesecond annual meeting will be scheduled in April 2018. The meeting schedules for boththe COE Advisory Board and each program/outreach level advisory group will bescheduled on the same monthly rotation (April and November) and on the same day eachyear. Beginning fall of 2017, each program/outreach level advisory group will meet in themorning for the same duration of time, and the college level board (comprised ofstakeholders from all 6 program/outreach advisory groups) will meet in the afternoon. This same meeting arrangement with the program level advisory groups along with thecollege advisory board will occur in April. Coordination between all advisory groups willallow the College of Education to foster and facilitate greater cross­disciplinecollaboration to advance the College’s mission and scope. Dothan Campus Advisory Board Update Report:Dr. Jeffrey has met several times with the Dothan Campus Advisory Chairman, Mr. DavisMalone. They are looking to schedule the next Advisory Board meeting for the Summer of2017.

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6.3

Harness Alumni InvolvementHarness the potential of Alumni involvement in Alabama, at Global Campus locations, andat overseas locations.

Judgment Complete In Progress No Progress Canceled

Scope of Team The committee for the Mentoring program consists of Dr. Hal Fulmer, Lauren Cole, CareerServicces; Tom Davis, assistant to the Chancellor and myself, Faith Ward, AlumniDirector. I will also utilize the now 62 alumni chapters and chapter leaders to involvealumni. We are also chartereing our 63rd alumni chapter on August 16, 2016. The Alumni Board of Directors are also on board with this strategic plan 6.3 and the planas a whole. Dr. John Dew presented this 2015­2020 plan to the ALumni Board at ourrecent Board Retreat on July 8 and 9, 2016. The board voted on four new alumni of theyear to honor at Homecoming 2016 in October. Of the four chosen, one is international.

Action Plan Champion: Mr. Walter GivhanLeader: Faith Ward A pilot mentoring program was started in the Fall of 2015 and has concluded successfullyas the spring 2016 semester comes to a close.We started the program with 10 alumniand 10 students on the main campus. We have plans to continue this program for theFall 2016­17 academic year. We plan to expand the number of alumni and students. Weare also plannning to have the program expand to our Montgomery, Dothan and PhenixCity campuses this year. We will survey the students and alumni to get feedback on theprogram. Plan to have two Alumni Leadership conferences per year to educate current alumnipresidents and leaders in order to involve and engergize more alumni participation inalumni and university events.

Updates We did charter our 63rd alumni chapter in August 2016 and we are working on our 64thin early 2017.

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6.4

Increase Diverse Participation in Professional OrganizationsAddress diversity issues in administration and maintain our position of leadership indiversity among students and faculty. Work with faculty and professional organizations toincrease student participation in professional organizations.

Judgment Complete In Progress No Progress Canceled

Scope of Team Troy University has been a leader in diversity among higher education institutions formany years. The institution has a highly diverse faculty, staff, and student body in termsof many dimensions, including gender, race, age, and country of origin. Team membersinclude Dr. Rosser­Mims (Faculty Senate), Mr. Dan Tennimon (IRPE), Dr. Xuton Niu (TroyCampus), Dr. Ping He, (Troy Campus), Ms. Sandy Henry (Dothan Campus), Mr. Jim Smith(Montgomery Campus), Ms. Jerri Carroll (Phenix City Campus).

Action Plan 1. The team will conduct an initial meeting in January 2016 to review data regardingdiversity, including campus demographics and student survey responses, and will reviewinformation from the state­wide higher education diversity conference in 2015. The teamwill identify items that may call for additional research or action. 2. The team will sendrepresentatives to the African American Leadership Conference on the Troy Campus inFebruary 2016. 3. The team will send representatives to the Montgomery ChamberDiversity Summit in September, 2016. 4. The team will send representatives to theAlabama Association of Higher Education Diversity Officers conference at UAH in October,2016.

Updates The team sent representatives to the Alabama Association of Higher Education DiversityOfficersconference held at the University of Alabama ­ Huntsville campus in October, 2016. Team membersparticipated in a variety of workshops exploring diversity issues on college campuses. In team also worked during the academic year with International Programs to bring in aspeaker to conduct workshops forfaculty on staff regarding effective communication and interaction with international

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students. The team willreview feedback from campus surveys being completed during the spring and summer of2017 for discussionat the next meeting in the fall of 2017.

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6.5

Grow Leadership OpportunitiesGrow opportunities for students to participate in leadership courses and to gainexperience as leaders in University organizations.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team for Action Item 6.5 is to work with cohorts to targetleadership/managerial developmental areas which may be strengthened throughout thevarious Troy University campuses: (a) create an environment that advocates thedevelopment of student leadership skills through academic classes and practicalexperience garnered through student organization leadership roles, (b) determine theneed to expand the leadership courses offered throughout Troy campuses (c) determinethe need to expand the number of available student organizations both on Troy­main andother campuses (d) develop ideas for marketing and recruitment of student to increasethe number of students that are exposed to leadership and managerial courses on allcampuses.

Action Plan Team Charter In order to meet established goals, the team will do the following:

evaluate current opportunities for enrolling in leadership courses (where we aretoday)analyze current available data for leadership courses (enrollments: Area IV, theminor, and Social Science w/leadership concentration) to determine level ofparticipation in leadership and related programsevaluate current opportunities for students to gain leadership experiences instudent University organizations (where we are today)review best practices in the student organization field and determine activities,events, training opportunities for student leadersreview current student organizations and determine areas where studentorganization representation can be strengthened (example: religious, academic,Greek, leadership, special interest)analyze current available data for leadership positions in University organizations(breakout for Greek ad non­Greek)coordinate with admission, registrar, advisors and other stakeholders responsiblefor counseling students on degree map developmentevaluate current recruitment and advertisement practices for leadership programs

The results of the information gathered will be the formulation of an Action Plan to beapproved by the Champion for this Action Item, Dr. Earl Ingram. The Action Plan will

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approved by the Champion for this Action Item, Dr. Earl Ingram. The Action Plan willinclude the steps that will be taken by the team to meet established goals.Which organizations need to be represented on the team?

Student Involvement office staffInstitute for Leadership Development facultyLeadership Development Academic Discipline CommitteeUniversity RegistrarOffice of the TROY Global Campus RegistrarTrojan Café representativesSelect Faculty Advisors of student organizations

Who are potential team members?Ellis Bush, Dr. Andy Creamer, Chris Hager, Dr. Shari Hoppin, Dr. John Kline, Dr. RobertMathner, Dr. Kaye Sheridan, Dr. Chris Shannon, Amanda Smothers, Maggie Uphaus,Sadaris WilliamsWhat metrics will be helpful in tracking progress?Overall, metrics to measure progress will include active enrollment in allleadership/managerial courses and active leaders in student campus organizations ateach campus. Once the team has met and developed Action Plans and target goals,additional metrics to measure the group’s progress will be outlined.What targets might be desirable for measuring outcomes?Increase the number of students enrolled in leadership courses by 5 % annuallyIncrease the number of student organizations by 2 each year

Updates

Analyze current available data for leadership positions in University organizations(breakout for Greek ad non­Greek) As of April 2017 there are 202 registered student organizations on the Troy campus,which provide many opportunities for students to lead. This included 18 Greekorganizations and 184 religious, departmental, honor societies, community servicebased groups, special interest, leadership and club sports. We hosted the AlphaOmicron Pi sorority representatives for two days in February 2017 to familiarizethem with campus and to make plans for the fall colonization. We estimate that wehave 588 leadership roles (372 non Greek roles, 216 Greek roles) where studentscan serve. Evaluate current opportunities for students to gain leadership experiences instudent University organizations (where we are today) Since January 2017 the university has recognized two new student organizations oncampus. Both organizations are departmental organizations, the Pre­PharmacyClub and the MPA Club. Review current student organizations and determine areas where studentorganization representation can be strengthened (example: religious, academic,Greek, leadership, special interest)

Our greatest current need is sorority housing for our NPC groups and housing/meetingspace for all our NPHC groups. We are currently reviewing models of other institutions

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space for all our NPHC groups. We are currently reviewing models of other institutionsand will be making a recommendation to the university. With the addition of AlphaOmicron Pi it is imperative to have this completed in the next two years. Currently the majority of our student organizations are member financed. There is agreat need in assisting student organizations with funding of community servicesprojects, speakers, and traveling cost to help represent our campus atconferences/tournaments. The SGA is currently looking at ways to fund and wishes tohave active conversation with the university on funding.

Enrollment in Leadership Development Minor

Demand by students to enroll in Leadership Development classes is increasing. Inaddition to increased enrollment in the Minor, more students who cannot fit the Minor intotheir plan of study are now taking more Leadership Development classes. This is partlydue to the fact that in addition to LDR 1100: Introduction to Leadership, now LDR 2200:Tools of Leadership also can count in Area 4 of the General Studies curriculum. Furthermore, new courses: LDR 2221, 2222, and 2223: Case Studies of Leaders will alsocount in Area 4. These one­hour courses are expected to generate much interest fromstudents not enrolled in the Minor. Furthermore, we are answering the demand for moreLDR 1100 classes in Fall 2017 by adding at least two more sections than we offered inFall 2017. However, the demand for classes is exacerbating an existing problem. Whereas in Fall2016, 17 of 25 (68%) course offerings were taught by adjuncts, that number will rise inFall 2017 to nearly 75% of the classes taught by adjuncts. The concern is two­fold: First, securing enough qualified adjuncts and second, finding qualified adjuncts to teachupper division courses. Furthermore the need to allow qualified students to engage andreceive credit for Leadership Internships and Leadership Service Learning Projects istaking additional time for the Director who teaches other classes, including LDR 4400:Chancellor’s Capstone Leadership Seminar which has 49 students enrolled in Spring2017. Furthermore the Director has insufficient time to fulfil additional duties including:Directing the Chancellors Fellows; being responsible for various Leadership Conferences,and answering request to speak away from campus which is necessary to effectivelycarry out the responsibilities of the Director. As of April 2017 no new faculty have beenadded to address the vacancy left when the Associate Director left suddenly in August2016. Furthermore, relocation of Leadership Development Office and realignment withPsychology and the College of Education greatly increases growth opportunities. But weneed more full­time faculty.

Sources

Fall 2016 Greek Stats­ work copy

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Double checked

Number Hours QP Average

FR 916 11125 27091 2.435 y

SO 707 8847 22984 3.062 y

JR 619 7656 21175 2.766 y

SR 867 10165 29887 2.940 y

Total Undergraduate Male 3109 37793 101137 2.676 y

Graduate 359 1703 5369 3.153 y

Total Male 3468 39496 106506 2.697 y

Class Number Hours QP Overall Double checked

FR 1089 13168 35439 2.691 y

SO 925 11883 34939 2.940 y

JR 880 11184 34393 3.075 y

SR 1223 14779 49553 3.353 y

Total Undergraduate Female 4117 51014 154324 3.025 y

Graduate 310 1246 4312 3.461 y

Total Female 4427 52260 158636 3.036 y

Group Number Hours QP Overall

Alpha Delta Pi 188 2666 7888 2.959 y

Alpha Gamma Delta 196 2755 9104 3.305 y

Alpha Kappa Alpha 25 343 1132 3.300 y

Chi Omega 181 2614 8484 3.246 y

Delta Sigma Theta #DIV/0!

Kappa Delta 196 2757 8793 3.189 y

Phi Mu 195 2701 8443 3.126 y

Sigma Gamma Rho 12 146 463 3.171 y

Zeta Phi Beta #DIV/0!

Total 993 13982 44307 3.169

Group Number Hours QP Overall

Alpha Phi Alpha 12 157 438 2.790 y

Alpha Tau Omega 120 1672 5154 3.083 y

Delta Chi 30 403 1116 2.769 y

Delta Kappa Epsilon 28 357 935 2.619 y

FarmHouse 45 631 1918 3.040 y

Iota Phi Theta 1 15 39 2.600 y

Kappa Alpha Psi 20 255 663 2.600 y

Lambda Chi Alpha 84 1101 2719 2.470 y

Omega Psi Phi 4 39 135 3.462 y

Phi Beta Sigma #DIV/0!

Pi Kappa Phi 32 439 1255 2.859 y

Sigma Chi 130 1733 4718 2.722 y

Tau Kappa Epsilon 23 285 677 2.375 y

Totals 529 7087 19767 2.789

Fraternity Statistics Fall 2016 Semester

Sorority Statistics Fall 2016 Semester

Female - Fall 2016 Semester GPA Information

Male - Fall 2016 Semester GPA Information

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All University Average 2.89

All Undergraduate University Average 2.88

All Greek Average 3.04

# of sorority women 993

# of undergraduate women 4117

% of undergraduate women who are Greek 24.12%

# of all women 4427

% of all women who are Greek 22.43%

# of fraternity men 529

# of undergraduate men 3109

% of undergraduate men who are Greek 17.02%

# of all men 3468

% of all men who are Greek 15.25%

# of Greeks 1522

# of undergraduate students 7226

% of undergraduate students who are Greek 21.06%

# of all students 7895

% of all students who are Greek 19.28%

General Statistics - Fall 2016

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6.6

Engage with the City of TroyEngage with the city of Troy to develop University­friendly businesses, a quality schoolsystem, and social activities that will support a collegiate environment and promoteenrollment growth on the residential campus.

Judgment Complete In Progress No Progress Canceled

Scope of Team To promote economic development and build partnerships with the City of Troy toadvance the University.

Action Plan Champion: Mr. Walter GivhanLeader: Marcus Paramore This team meeting almost weekly to discuss economic development and governmentalrelated issues.

Updates The Sorrell College of Business has partnered with community organizations to takepossession of the former Regions Bank building on the square in downtown Troy. SCOBwill establish the IDEA Bank a student­led Innovation, Design and EntrepreneurshipAcceleration. The facility will provide housing space and a location for cross­disciplinarydevelopment of innovations for new products and businesses. The IDEA Bank will supportthe minor in Entrepreneurship that was initiated in the fall of 2016.

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7.0 Alumni Engagement

Number of students recruited through alumni initiatives.

Alumni participation in events and continuing education.

Planned Giving commitments.

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7.1

Develop New CollaborationsDevelop new collaborations between the alumni, admissions recruiters, and UniversityAthletics to engage alumni in recruiting students to the University and representing theUniversity at scholarship award opportunities.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team for Action Item 7.1 is to increase alumni participation in therecruiting process (recruiting students to the University as well as alumni to participate inCareer Services) including representing the University at scholarship awardopportunities. We will also address the recruiting of companies to participate in CareerServices. Committee members: Dr. Jean Laliberte, Faith Ward, Tiffany Schmidt, Lauren Cole,Steve Stroud, Cindy Dodds and Mary Ida Williams.

Action Plan Identify and recruit alums/friends of the University to participate in all phases of therecruiting process.Identify and recruit alums/friends of the University to represent the University atscholarship and other award opportunities.Recruit alums to participate in Career Services at the University. In order to meet established goals, the team will do the following:

We will meet (at least) at quarterly.Examine practices of other colleges and universities to learn from them/benchmarkour activity.Develop strategies for effectively using alums/friends of the University in therecruiting process.Identify and recruit alums/friends of the University who are willing to participate invarious phases of the recruiting process.Identify and recruit alums/friends of the University who are willing to represent theUniversity at scholarship award opportunities.Recruit alums to participate in career services opportunities at the University.

The results of the information gathered will be the formulation of an Action Plan to beapproved by the Champion for this Action Item, Mr. Walter Givhan. The Action Plan willinclude the steps that will be taken by the team to meet established goals. The areas to be represented on the committee include:

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DevelopmentAlumni AffairsAdmissionsAthletics

Metrics to measure progress will be the number of scholarship award events covered, thenumber of alumns/friends of the University who participate in recruiting and the increasein the number of alums who participate in career service opportunities at the University. Initial targets for outcomes include:

100% of scholarship award events covered.Have at least 50 alumns/friends of the University participate in some area ofrecruiting each year.Increase the number of alums using Career Services by 20%.Increase the number of companies using Career Services for hiring purposes by atleast ten each year.

Updates At our most recent meeting, members first discussed how wonderful the coverage atAwards Days and Graduations were for the University. Alumni members came togetheracross all areas to make sure that TROY was represented at all scheduled events. Tiffany informed the committee that the dates have not yet been announced for the Mayevents but that she feels using the names and volunteers we had last year will enable herto have all events covered this year as well. When these dates are determined, and ifshe needs help covering any events, Tiffany will send those dates/events to Jessi to bedisbursed among the group to find volunteers. Lauren Cole shared that the Mentoring Program is going very well. It has grown form 10participants last year to 22 this year. Last year was a huge success with both mentorsand students benefiting from the program. Dr. Laliberte suggested that Lauren attendseveral Alumni Chapter meetings to explain the program and reach out to some who maynot know about the Mentoring Program but who may be interested in participating. Lauren said she also plans to talk to the Pike County Chamber of Commerce to get someevents together. When a student joins the program but needs a mentor, the name andgeographical needs of the student will be sent to Jessi and disbursed to the committee forhelp in finding a mentor who lives or works close to that student. The Committee then discussed the new scholarship software and how it will be beneficialto students and donors alike. It will be much easier for students to see what they qualifyfor but will also be a great way for Donors/Alums to see how their scholarship donationschange lives with stories from students and donors listed on the website. Steve Stroud then gave an update on the 2017 football schedule. TROY is hoping foranother great football season and is excited about great attendance, especially amongalumni. The expectation is that we will have our first ever sellout with the AlabamaState game.

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7.2

Develop an Emphasis on Planned GivingDevelop a new emphasis on planned giving to support the University.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team for Action Item 7.2 is to work with University colleagues andalumni to create a culture of planned giving among alumni and donors. This will involvedeveloping strategies for different age groups as well as for different planned givingvehicles. We will also examine our planned giving website as well as the methods weuse to communication with constituencies regarding our planned giving program. Committee members: Dr. Jean Laliberte, Rob Ackerman, Tara Morelock, Mary IdaWilliams, Collin McCrary, Larry Hughes, Dr. Mary Ann Hooten, and John Ferguson.

Action Plan Identify potential donors for planned gifts.Examine how we market our planned giving program to various constituencies. In order to meet established goals, the team will do the following:

We will meet (at least) quarterly.We will examine practices at other institutions in terms of their marketing practicesregarding planned gifts to include use of the website.We will determine appropriate marketing strategies for identified target groups.We will identify specific individuals in these targeted groups.We will make asks.

The results of the information gathered will be the formulation of an Action Plan to beapproved by the Champion for this Action Item, Mr. Walter Givhan. The Action Plan willinclude the steps that will be taken by the team to meet established goals. The areas to be represented on the committee include:

DevelopmentAthleticsAlumniFaculty/Staff

Metrics to measure progress will be the number of new planned gifts established as well

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Metrics to measure progress will be the number of new planned gifts established as wellas the dollar value of those gifts. Initial targets for outcomes include:

Add a minimum of 25 new gifts each year.These gifts should be valued at $2 million or more.

Updates Rob Ackerman informed the members present that Mrs. Mary Ida Williams would nowserve as President of the Planned Giving Advisory Board and John Ferguson would serveas Vice President. They will report quarterly. Rob also wants to work on training allmembers of the PG Advisory Board on how to talk to the public and potential donorsabout planned gifts and their options of giving. He also feels that we need to reach outto more African Americans as there are only about five planned gifts from AfricanAmerican donors now. He feels that this is an untapped resource and we need to talkwith donors and alumni and work on reaching this large group. John Ferguson said be believes that the option of giving through an insurance policy isthe easiest way to begin giving and opens the door to future gifts as well. He alsobelieves that the time to engage all our alumni and TROY family is now. With TROYexcelling so well in all our athletic divisions the TROY family and community have neverbeen more excited. We need to make sure we tap into this excitement and work onreaching all alumni now while the iron is hot. Dr. Laliberte feels that we should send a massive mailer to all alumni members thisspring. John Ferguson asked how many alumni chapters are engaged in planned giving; Rob informed him that very few participate. There are approximately 60 alumnichapters and (acc. to Rob) only about 1/3 are active. John suggested that we startattending these chapter meetings and talking with them about planned giving options ­especially in the summer months when most chapters are having their annual meetingsand everyone will be getting excited about the upcoming football season. This would bethe perfect time to send members from the Planned Giving Advisory Board to thesemeetings to engage alumni in the planned giving process. All members agreed with the need to reach more alumni and donors and look forward tohearing about the upcoming Advisory Board meeting.

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7.3

Increase Alumni Participation in Campus Events Develop approaches to increase alumni participation in campus events and continuingeducation opportunities.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the team for Action Item 7.3 is to encourage greater participation byalumni in campus events (for example, lectures, cultural events, athletic events,etc.) and continuing education opportunities. Focus should be on those events and CEopportunities that have the greatest attractiveness to our alumni. We will then developstrategies to successfully market these events to various university constituencies. Committee members: Dr. Jean Laliberte, Faith Ward, Dr. Lee Vardaman, Dr. DianeOrlofsky, Tori Averitt, Sadaris Williams, Steve Stroud, Cindy Dodds, Isaiah Sankey, andArlene Davis.

Action Plan Identify existing campus events that have the greatest attraction for our alums/friends ofthe University.Identify attractors/barriers for attendance at these events.Examine how various events are marketed/communicated to various constituencies. In order to meet established goals, the team will do the following:

We will meet (at least) quarterly.We will identify at least four campus activities each semester that we will target toincrease alumni participation (the focus will be on reoccurring events so thatattendance can be built over time, although one­time events will not be excluded).We will identify at least four continuing education programs that we will target toincrease alumni participation.We will examine reasons why alumni participate in events and what barriers mustbe overcome to encourage that participation.We will Identify strategies to better communicate with and encourage participationamong our alums.

The results of the information gathered will be the formulation of an Action Plan tobe approved by the Champion for this Action Item, Mr. Walter Givhan. The Action

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be approved by the Champion for this Action Item, Mr. Walter Givhan. The ActionPlan will linclude the steps that will be taken by the team to meet establishedgoals.

The ares to be represented on the committee include:

DevelopmentAlumni AffairsAthleticsStudent ServicesThe ArtsContinuing Education

Metrics to measure progress will be the increase in attendance at each of the variousevents. Initial targets for outcomes include:

An increase of at least 10 percent at each of the targeted events/programs.

Updates Lee Vardaman gave us an update on upcoming Continuing Education events. On May 2ndthey will hold the Annual Alabama Leadership Conference. "Shaping Your LeadershipLegacy' will be the theme. Last year they had 125 participants and they are hoping tohave 150 attend this year. It will be held on the Montgomery campus. This event isusually 3/4 full before it is ever offered to the public. A link to this event will be sent outin the internal and external newsletter. Dr. Vardaman also informed the committee thatthe insurance course his department offers is now expanding into other states. FaithWard offered to push information about this out to alumni to help spread the word. Tori Averette than told the members about upcoming shows within the theater and dancedepartment. "Shine On" will be help April 6­9 and should be a really cool show. On April8th they will host a "Day of Dance" where kids and students can learn from danceinstructors. In addition, April 27­30 they will have the first ever outside show in the newJanice Hawkins Cultural Arts Park Amphitheater. "Once on the Island" will be a Caribbeanremake of the classic "The Little Mermaid." Tori is to send flyers to Jessi about theSummer Spotlight camps. Sadaris Williams informed the committee about upcoming student functions including theblood drive and Greek Week. The money raised during Week goes to severalphilanthropies, a couple of which are Special Olympics and the Boys and Girls Club. Faith Ward updated everyone on future alumni events. April 4th is the TROY vs. Alabamabaseball game and tailgate. April 15the will be the Hall of Fame Dinner, T­Day Game andafter party. May 23rd will be the Neal Brown Golf Tournament. Meredith Welch shared upcoming Development Office events: Hall­Waters lecturehonoring Cassandra King on April 21, followed by the Baum Atrium Dedication at the RosaParks Museum on the 22nd. Arlene Davis told the group how impressed she was at the Sun Belt basketballtournament in New Orleans. TROY staff was so helpful all weekend and really made sure

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tournament in New Orleans. TROY staff was so helpful all weekend and really made surethe alumni and friends had a great time and make it to all the events.

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7.4

Increase Communication with AlumniIncrease overall communication with alumni.

Judgment Complete In Progress No Progress Canceled

Scope of Team Team members will consist of current TROY employees who have anything to do with theprocess of communicating with alumni, alumni leaders who communicate with theirgroups, for example alumni chapter presidents who communicate with their chaptermembers by way of their own facebooks; web sites; twitter, etc. and certain members ofthe Alumni Board of Directors who serve on the Executive Committee.

Action Plan Champion: Mr. Walter GivhanLeader: Faith Ward Launch a new Troy University blog which will be a more comfortable approach for alumnito stay in touch. It will be interactive and our plans are to make this blog the numberone way for alumni to stay in touch with Troy University and us with them. Also plan tocreate a virtual on­line alumni chapter to stay in touch with alums who graduated on­line. Plan to increase the frequency and quality of information sent to alumni and look atother universities to see how they communicate with their alums. Also, plan to betterutilize our alumni facebook page and Linked­in to communicate more effectively.

Updates January 2017 ­ We continue to utilize our social media tools to the fullest and have addedan Instagram account. We sponsored a social media workshop for our alumni leadersencouraging them to use social media whenever possibke to advance their chaptermission and thus the mission of the university. The blog have proven to be quite successful among our alumni as University Relationshas been able to generate great stoies from the alumni feedback. We are also askingalumni to make good use of the alumni magazine by sharing their accomplishments withus for publication.

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8.0 Economic Growth

Number and value of economic development contracts

Number of graduates in Science Technology Engineering

Math

(STEM) programs

Number of College of Communication and Fine Arts

performances at

Alabama non-residential campuses

Number of graduate degrees awarded each year

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8.1

Increase Access to Fine Arts EducationProvide increasing access to fine arts education and programming at all Alabama campuslocations to make our communities vibrant and attractive for economic growth.

Judgment Complete In Progress No Progress Canceled

Scope of Team The CCFA is involved with performance in the School of Music and in the Department ofTheatre and Dance. The leadership of the performance faculty in these areas meets oncea year (May) to determine a CCFA performance calendar for the coming academic year.This CCFA Leadership Team Includes: Dr. Diane Orlofsky, Director of ChoirsDr. Mark Walker, Director of BandsProfessor Robert W. Smith, Coordinator of Music IndustryProfessor Tori Averett, Chair of Theatre and DanceProfessor Chris Rich, Coordinator of TheatreDr. Carla Gallahan, Assistant Director of the School of Music/OutreachDr. Larry Blocher, Dean, CCFA and Director, School of Music With the adoption of the Strategic Plan for 2015 ­ 2020, our performance facultyleadership team was charged to begin planning ways to increase access to the fine artsat various Alabama campus locations beginning the 2016­17 academic year. The decisionwas made to focus initial planning efforts on the Montgomery and Dothan locations.

Action Plan Champion: Dr. Earl IngramLeader: Dr. Larry Blocher The team will be meeting again, along with Tonye Frith, Regional Development Director inDothan, on May 25, 2016 to discuss performance dates and opportunities for the 2016­2017 academic year.

Updates 2015‑16 With the adoption of the Strategic Plan for 2015‑2020, our CCFA was charged to begin planning ways toincrease access to the ine arts at various Alabama campus locations. The decision was made to focus

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initial planning efforts on the Montgomery and Dothan locations. In an attempt to pilot responses to increased performance activity in these areas, one of our smallerSteinway Performance Series music events performed in September 2015 in Montgomery at theMontgomery Museum of Fine Arts and in Sony Hall on the Dothan campus. While both events were wellreceived, it was determined that the acoustics in Sony Hall were not suitable for this type of chambermusic events. The acoustics in the Montgomery Museum were wonderful for this kind of chamber musicprogram. Additionally, during the fall 2015 semester, discussions were held regarding the possibility of creating amore formal relationship with the Dothan Opera House. Working with the Regional Development Directorin Dothan, the Mayor of Dothan, and administrative leadership on the Troy campus during the springsemester, a partnership was created to allow for 4‑5 performances in the Dothan Opera House during the2016‑17 academic year. The performances were to involve the Dothan Public Schools. 2016‑17 CCFA performances in the Dothan Opera House (Fall 2016) Flying West (Theatre) – Dothan Opera House – move in Oct. 3, performance Oct 4

Performance for public school students at the Opera House ‑ CompletedPublic performance at 7:00 PM – CompletedFunding provided by the Foundation (Dr. Laliberte)

POPulus (School of Music) – Dothan Opera House – Nov. 15

Performances for public school students at the Opera House ‑ CompletedPublic performance at 7:00 PM – CompletedFunding provided by Dothan Campus (Dr. Jeffrey)

POPulus (School of Music) – Dothan Peanut FestivalSpecial performance funded by CCFA Performances in the Dothan Series (Spring 2017) Pied Pipers (Theatre) – Dothan Opera House – move in Jan. 30, performances on Jan. 31

Performances for public school students ‑ CompletedFunding provided by Dothan Campus (Dr. Jeffrey)

frequency/Jazz Ensemble

Performances for public school students ‑ CompletedFunding provided by Dothan Campus (Dr. Jeffrey) and School of Music

The total amount spent for the Dothan Series was nearly $15,000. It is important to note that although arequest for special funding to support these events was requested during the annual budget process, nospecial funding was provided. Continuation and development of the series may be subject to funding. Montgomery Initiative – Funding Provided by the School of Music

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Montgomery Initiative – Funding Provided by the School of Music Montgomery Homeschool Band ‑ the Montgomery Homeschool Band is part of a new Troy Universityoutreach initiative in the Montgomery, Alabama area. These ensembles met weekly on the TroyMontgomery campus during the fall semester 2016 and spring semester 2017. Plans to expand thehomeschool outreach into other ine arts areas including Theatre, Dance, Art, Guitar, and Rhythm Sectionare being considered. Funding and faculty resources will be necessary. The CCFA Leadership Team discussed adding Summer Spotlight to Montgomery for summer 2017. A inaldecision on this initiative will be subject to funding. An initial planning meeting for 2017‑18 will be held on May 9, 2017.

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8.2

Solidify Role as Leader in EntrepreneurialismSolidify the University’s role as the leader in advancing entrepreneurialism in the regionthrough the Dothan Campus and develop the capacity to provide economic incubatorsupport.

Judgment Complete In Progress No Progress Canceled

Scope of Team The purpose of the Team for Action Item 8.2 is to identify the present strengths andweaknesses of the University to develop and advance entrepreneurialism in the regionsserved by the University and to, thereafter, develop any necessary additional resourcesin order to put the University in a premier position in the regions to developentrepreneurship and to be seen by the communities and leaders in the regions as a focalpoint for, and leader in, the development of entrepreneurship. Because the development of entrepreneurship in the regions must involve developingpartnerships with other regional entrepreneurial assets, the scope of the Team will beUniversity­wide, but will ultimately focus on the faculty and staff resources on the DothanCampus. For the present, however, the focus will be on Phenix City. It will also includethe involvement of stakeholders in the regions. Which Organizations/Departments/Units Need to be Represented on the Team?Because entrepreneurship takes place in almost all segments of our economy, therebyimplicating virtually all disciplines within the University, the Team will consist ofrepresentatives from all of the academic departments, to include, but not to be limitedto: Business, Communication and Fine Arts, Arts & Science, Education, and Health andHuman Services. Because entrepreneurial activity and the existence of Entrepreneurial Ecosystems mustinclude stakeholders, key people from the respective communities in the regions will alsobe on the Team. Who are the Potential Team Members?In addition to Dr. Orrin K. Ames III, who is the present Director of the Center, additionalpresently proposed Team members from the University are: CVC (Phenix City) Dr. DaveWhite and the Deans of the respective Colleges. Separate Teams will be developed inPhenix City and, eventually, Dothan from faculty members who can assist in thedevelopment of the Accelerator Programs and the Center. Again, for the present, theonly focus is on Phenix City.

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Proposed stakeholder members will consist of start­up entrepreneurs in the regionsserved by TROY as well as representatives of the respective Chambers of Commerce andthe city and county governments in the regions

Action Plan To successfully accomplish the purposes noted above, the Team will:

1. Continue to develop the academic Entrepreneurship Concentration which is nowoffered only on the Dothan Campus through the Sorrell College of Business.

2. Develop the Center for Entrepreneurship and Economic Innovation (hereafter the“Center”) on the DothanCampus.For the present, per instructions, activitiesinvolving the Center on the Dothan Campus are to be put on hold with the emphasisto be placed on developing the Accelerator Program in Phenix City (see below).

3. Develop, through the Center, non­academic Accelerator programs both in Dothanand in Phenix City, with the present focus on Phenix City.

4. Work with community leaders to develop and improve incubator capacities withinthe communities. Phenix City, Dothan, and Ozark presently have some incubatorcapacities.

5. Through the Center, develop Entrepreneurial Ecosystems in the regions served byTROY with the present focus being on Phenix City.[1]

What Metrics Will Be Helpful in Tracking Progress?Metrics to help measure the success of the University’s efforts in this area are:

1. Level of enrollment in the SCOB Entrepreneurship Concentration.2. Publications by faculty, speaking engagements by faculty, and other outwardmanifestations of faculty involvement in the area of entrepreneurship, to include,but not to be limited to, seminars and workshops.Seminars and workshops willinclude stakeholders working in the respective areas covered by the seminars andworkshops.

3. Perceptions of the community leaders of the University’s posture as a region­wideinfluence in this area.

4. Viable businesses launched through the Accelerator Programs.

What Targets Might be Desireable for Measuring Outcomes?The above metrics will serve as criteria for measuring outcomes.

[1] See e.g., BRAD FELD, STARTUP COMMUNITIES: BUILDING AN ENTREPRENEURIALECOSYSTEM IN YOUR CITY (2012).

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8.3

Transition Operations to New Phenix City CampusTransition operations from the old campus to the new campus in Phenix City and leveragethe new campus to promote economic development and enrollment growth.

Judgment Complete In Progress No Progress Canceled

Scope of Team Develop an Action Plan for the relocation of the Phenix City Campus from its currentlocation to the Phenix City Riverfront.

Action Plan 1. Complete Fund Raising for Phase I Baseline – $4.5M shortfall Metric – Raise $500K(Dec 2015) ­ Completed Metric – Raise additional $1.5M (Dec 2016) Metric – Raiseadditional $2.5M (Dec 2017) 2. Complete Fund Raising for Phase II Baseline – Raise $7MMetric – Raise $6.2M by selling current buildings (Dec 2018) Metric – Raise additional$800K (Dec 2018) 3. Resource a Split­Campus Operation (All complete) Baseline – Noplan in place Metric – Develop an operational plan (Dec 2014) including ­ Completed a.Maintenance b. Custodial c. Security (additional hire) d. Grounds e. FA f. Admissions g.Records Metric – Positions/personnel identified, hired and trained (Jan 2015) ­ CompletedMetric – Finalize Relocation Timeline (Feb 2015) – Completed 4. Negotiate the Sale ofExisting Buildings Baseline – 5 Buildings to be sold Metric – Develop Plan Outline (July2013) – Completed Metric – Complete Appraisals (Oct 2013) ­ Completed Metric – BeginNegotiations with CVCC – (Nov 2013) – On Hold pending consolidation of Two­YearSystem Metric – Sell Higginbotham (Oct 2017) Metric – Sell Adams and Maintenancebuildings(Oct 2018) Metric – Sell Pitts Hall (Oct 2019) 5. Develop a Plan to Relocate theRemainder of the PC Campus to the Riverfront by Fall 2019 Baseline – No Plan in PlaceMetric – Receive Concept Approval from Chancellor – Completed Metric – ReceiveConcept Approval from Board of Trustees ­ Completed Metric – Develop Initial Floor Plans(Sep 2014) ­ Completed Metric – Develop New Fundraising Goal (Sep 2015) ­ CompletedMetric – Develop Timeline for Relocation of Offices/Depts. (Dec 2018) Metric – DevelopPlan to Relocate Columbus Site to Proximity (Dec 2018)

Updates Higginbotham Hall put up for sale 28 March, 2017.

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8.4

Enhance Montgomery CampusEnhance the appearance, appeal and prestige of the Montgomery Campus to promoteeconomic analysis, planning support, educational programs, and professionaldevelopment activities that serve the center of government for the state of Alabama andresult in enrollment growth.

Judgment Complete In Progress No Progress Canceled

Scope of Team Through a broad representation of internal and external stakeholders create, plan andimplement activities and initiatives that builds awareness, appeal, and prestige of theMontgomery campus within the River Region of central Alabama.

Action Plan GOAL 1: Redefine the Montgomery campus as a center for graduate education in theRiver Region and Central Alabama.GOAL 2: Increase recruiting activity with Corporate and Community Partnerships toenhance enrollment growth at both the undergraduate and graduate levels.GOAL 3: Expand access to academic programs for students through new deliveryplatforms.GOAL 4: Create new "out of class" student experiences on the Montgomery campus thatattracts perspective students to TROY Montgomery. GOAL 5: Launch activity related to two new Centers of Excellence ­ Manley JohnsonCenter extension office and World Language and Culture Center

Updates GOAL 1: Redefine the Montgomery campus as a center for graduate education in theRiver Region and Central Alabama.Renewed focus on recruiting a larger number of GR International students to MGM isunderway for Term 3 2018.The MGM Campus continues to work with the academic colleges on new/expandedprogram offerings. In addition to the MSW, the College of A&S has been approved to hiretwo new faculty in the GR Computer Science program. One faculty was hired in Januaryand the college is searching for the second faculty member, who will begin Term 1 2017.Plans are currently in development to move the SCOB MBA program to MGM beginningTerm 1 2018. GOAL 2: Increase recruiting activity with Corporate and Community Partnerships toenhance enrollment growth at both the undergraduate and graduate levels.

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The MGM campus added two new Community Partnerships last quarter, 1) Prattville YMCA2) MGM PUblic Safety GOAL 3: Expand access to academic programs for students through new deliveryplatforms.Beginning Term 1 2017, the Hall School of Journalism will begin offering a blended optionto its Strategic Communication Gr degree for students in the River Region. One coursehas been scheduled to meet on the MGM campus for the online program. GOAL 4: Create new "out of class" student experiences on the Montgomery campus thatattracts perspective students to TROY Montgomery.The MGM campus participated in the MGM Dragon Boatraces/Student Appreciation Day/USGA grant activity through the College of A&S GOAL 5: Launch activity related to two new Centers of Excellence ­ Manley JohnsonCenter extension office and World Language and Culture CenterNo new activity has been created with this Goal

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8.5

Support Development of Aviation, Biomedical, and Food Processing

IndustriesSupport the development of the aviation industry, the biomedical industry, and foodprocessing industry in south Alabama through economic analysis and planning andacademic programs in the School of Science and Technology.

Judgment Complete In Progress No Progress Canceled

Scope of Team Look into the three specific disciplines of Aviation, Biomedical Science and Food Scienceand identifying the need for program growth. Making relevant contact with industry andreviewing and updating the existing curriculum in these disciplines.

Action Plan Champions: Dr. Earl Ingram & Mr. Walter GivhanLeaders: Govind Menon & Marcus Paramore Work closely with Trojan Aviation. Begin discussions with the chair of the Department of Biological and EnvironmentalSciences. Identifying laboratory and faculty need.

Updates We have hired Dr. Debra Milton as an assistant professor of Microbiology. This is inpreparation for a minor in food science. As the minor blossoms, we hope to make contactwith local industry. The new chair of the Department of Biological and Environmental Sciences and theDepartment of Chemistry and Physics will look into expanding our footprint in theBiomedical Sciences. The minor in UAS is running smoothly. We have begun our AFT courses, and hope to gainVA approval in the near future.

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8.6

Solidify Leadership Role Regarding Regional Water Resources

PolicySolidify the University’s leadership role as a center for expertise regarding regionalwater resource policies.

Judgment Complete In Progress No Progress Canceled

Scope of Team The Strategic Plan 8.6 team will use the Center for Water Resource Economics (CWRE) todevelop economic tools to analyze the value of water to various stakeholder, support thedevelopment of the Alabama Water Plan, promote economic development in the riverbasins of the region and develop funding sources through contract work and grants anddonor gifts.

Team Members:

1. Dr. Earl Ingram (champion)2. Dr. Judson Edwards (leader)3. Dr. David White (co­leader)4. Marcus Paramore (member)5. Billy Turner (member)

Action Plan

1. Participate in the development of the Alabama State Water Plan1. Collaborate with other colleges and universities providing economic expertiseincluding the University Consortium with the University of Alabama andAuburn

2. Support the efforts of the Alabama Water Agencies Working Group (AWAWG)3. Take on a leadership role in the Focus Panel portion of the Plan4. Support the Listening Sessions of the Plan

2. Expand the staffing of the CWRE to include one or more dedicated Economic Analystand a full­time Director.

3. Host an annual Water Resource Economics Conference.4. Establish an archive of material associated with water issues in the region5. Develop ongoing professional relationships with key state government agencies andwater focused organizations.

6. Develop working relationships with Federal agencies and adjacent states7. Develop a revenue stream build on contracts, grants and gifts to sustain long­term

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7. Develop a revenue stream build on contracts, grants and gifts to sustain long­termoperations.

8. Develop a working relationship with the National Water Center in Tuscaloosa,Alabama.

Updates The Third Annual Water Resource Conference will be held in October 2017 on the PhenixCity Campus. Resources are needed to initiate new research in the water resource economics arena. Mr. Billy Turner continues to work with water agencies and keep TROY plugged intoactivities throughout the state and region.

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8.7

Expand Expertise Related to International TradeFurther expand the University’s expertise and service related to all international trade.

Judgment Complete In Progress No Progress Canceled

Scope of Team The scope of the team for Action Item 8.7 is to identify the University's strengths,weaknesses, available resources (and potentially additional resources), areas ofimprovement, and opportunities to develop and expand its expertise and service to theregion in order to establish it as a recognized leader in the field of encouraging andsupporting international trade.Although the scope of the team's objectives will be University­wide, because Action Item8.7 relates to an inherently business­related field, international trade, the initiativescontemplated by the Team's scope will be primarily taken by faculty within the SorrellCollege of Business.Other University organizations will be encouraged to participate to the extent they areinterested in participating in aspects of promoting international trade including, forexample, International Programs, the College of Health and Human Services (School ofHospitality, Sport and Tourism, for potential promotion of international tourism).Initial team members, subject to approval by the Champion, are: Dr. Gregory R. Jones(Team Leader) and Dr. Frank Thompson.

Action Plan Note: The Action Plan will be continually updated with target dates and changes to thescope of the team, and team members. I. To successfully accomplish the scope of the team noted above, the team will:

a) Identify the University's existing expertise and service relating to international tradein terms of its faculty and staff. b) Identify the University's internal resources relating to international trade. c) Identify specific state and regional organizations and individuals significantly engagedin the conduct and/or support of international trade. d) Make recommendations to develop and expand the expertise and active involvementof selected individuals in organizations and opportunities in support of the growth ofinternational trade. e) Make recommendations regarding the design and creation of a university­wide"International Initiatives Office". f) Formulate an Action Plan to be approved by the Champion for this Action Item, Dr. EarlIngram. The Action Plan will include steps that will be taken by the team to meetestablished goals.

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II. Metrics to help track progress:

Overall, metrics to measure the University's active involvement with companies,governmental agencies (including municipalities), civic organizations (i.e., Chambers ofCommerce) engaged in the encouragement and support of international trade, or actualinternational trading programs, will be maintained. Such metrics shall include time spentproviding consultative services, active engagement with international trade organizations,seminars, foreign trade missions, public speaking, and research and writing in bothscholarly and industry publications.It is anticipated that additional and more detailed metrics to measure the University'sprogress will be developed.

Updates Research and consultation with representatives of organizations supporting internationaltrade is being actively conducted relating to Action Plan Item 8.7(e) and (f) relating tothe design and creation of a university­wide International Initiatives Office (working titleonly) focused on promoting and supporting international trade through seminars,scholarship, trade missions, and mentoring. A preliminary proposal is being developedand will be submitted initially delivered to the Dean of the Sorrell College of Business byOctober 2, 2017, The proposal will define the mission, organizational structure(including an advisory board), funding and initial activities. The Team has determined the need for such an International Initiatives Office exists inAlabama, and in particular, in the Wiregrass region. The Team members will incorporate the information and recommendations beingdeveloped in Action Plan Items (a)­(d). The International Initiatives Office will explore including other Troy colleges, asappropriate, in its activities. For example, the Team will explore the commercialpracticality of exporting via intellectual property licensing technology developed at Troyin computer science, material sciences, aviation, biomedical, and food processing. In thisregard, a technology transfer office/function may be developed to facilitate the theexport of such intellectual property.

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8.8

Improve Cross­Cultural UnderstandingImprove cross­cultural understanding in support of regional economic development.

Judgment Complete In Progress No Progress Canceled

Scope of Team Focus efforts on and around the Alabama campuses, particularly the Montgomery campuswith a goal of seeing increased business opportunities launched during the next five years.

Action Plan Purpose: Develop strategy and supporting actions to expand the university’s role,influence, and direct impact to target and integrate multiple local and internationalorganizations and activities that will in turn result in increased regional economicdevelopment and opportunities. Scope: Focus efforts on and around the Alabama campuses, particularly theMontgomery campus with a goal of seeing increased business opportunities launchedduring the next five years

Team Composition: Mr. Jim Smith Team LeaderMr. Greg Jones Sorrell College of BusinessDr. Iris Xu Director, Confucius Institute Dr. Phillip Mixon Center of Int’l Business & Econ Dev Ms. Alyssa Martin Library Services, Montgomery Mr. Richard Brienza Student Services, Montgomery Ms. Meesoon Han Executive Director, A­KEEP Mr. Ron Simmons/Ms. Tameshia Young Montgomery Chamber ofCommerce Added: Dr. Lee Vardaman, Continuing Education; Ms. Amy Waters, CommunityOutreach The team includes advisors from outside of Troy University (A­KEEP and theMontgomery Chamber of Commerce, Business Development Office). Review current cross­cultural activitiesAnalyze impact of current activities on regional economic developmentIdentify future cross­cultural opportunities and business partners with potentialeconomic development impactDesign corresponding strategy and develop metrics to assess success

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Initial team meeting will be held on 20 January.

Updates Working Group last met on 4 April 2017. Reviewed recent activities and discussed wayahead. Still working on formal proposal, see attached draft that is under review byworking group.

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IMPROVE CROSS-CULTURAL UNDERSTANDING

STRATEGIC PLANNING WORKING GROUP PROPOSAL

Background:

The 2020 strategic plan included action item 8.8 “Improve cross-cultural understanding in

support of regional economic development.” A working group was formed comprised of several

members from across multiple functional areas within the university (SCOB, CIBED, library

services, student services, continuing education, community outreach, Confucius Institute and

included limited representation from outside of the university (Montgomery Chamber of

Commerce and Alabama Korean Education and Economic Partnership (AKEEP)). The purpose

of the working group is to develop a strategy and supporting actions to expand the university’s

role, influence, and direct impact on improving cross-cultural understanding through better

integration of university, local, and state-wide activities that will in turn support regional

economic development opportunities.

Current Activities:

The Confucius Institute has and continues to conduct Chinese language and cultural instruction

workshops in several primary and secondary schools and participate in various cultural activities

across the state of Alabama. Additionally, they have hosted and been active in regional Chinese

language and cultural conferences. AKEEP has hosted Korean cultural events, meetings, and

worked with several local schools to promote Korean cultural and language understanding.

There are several communities across the state that hosts international festivals that both CI and

AKEEP have participated in, but there is an opportunity to help organize a “single” international

festival in the Montgomery region. The committee has thus far only worked with the

Montgomery Chamber of Commerce, but once again CI and AKEEP have developed

relationships in various communities across the state. The university library was able to obtain a

grant that resulted in $1000 in Korean books for the Montgomery campus library.

.

Initial Recommendations:

1. Add introductory Chinese and Korean language academic courses at the Alabama

campuses. There are several Chinese language workshops available to adults and

children in the area as well as the instruction that is provided at several schools, but we

currently do not offer coursework for college credit. Recommend that the university

consider offering both an introduction to Chinese and an introduction to Korean academic

courses at other Alabama campuses, particular Montgomery and Dothan. This will serve

to expose current Troy students to these languages and cultures and can serve others who

work with Korean and Chinese based companies that are represented in the area. This

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action will require the approval and support of the College of Communication and Fine

Arts.

2. Participate in local diversity conferences. The Montgomery region hosts an annual

diversity summit that attracts participation from private and public sector businesses and

organizations throughout the River Region. The university should consider conducting

workshops or offering our services as guest speakers to address culture and diversity at

future diversity summits.

3. Participate and support organization of local international festivals. As stated earlier CI

and AKEEP have participated in several international festivals across the state. The

university should consider ways we can participate in these events to help improve cross

cultural understanding. Additional, in areas like Montgomery there does not currently

exist a unified international event (there are several small groups activities that are

organized throughout the year). We recommend that we help the Montgomery region

organize a unified international festival that could include involvement from the local

international/heritage organizations, the city, the international officer population at

Maxwell AFB, and others.

4. Continue to look for grant opportunities to promote cross-cultural understanding. The

university should continue to look for and apply for grants that support improving cross-

cultural understanding.

5. Develop bilingual (interpreter) certification program. There are only a few universities

in the southeast that offer bilingual/interpreter certification programs. The university

should consider developing and offering a program, particularly in the Korean/English

area due to the large and growing Korean population in the state/region.

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