troy university 2010 – 2015 strategic plan final reportnursing – rn to bsn nursing – dnp mshrm...

Troy University 2010 – 2015 Strategic Plan

Final Report

Fulfilling the Promise: The Strategic Plan for 2010-2015 Final Summary Update September 2015

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Strategic Plan

1.0 Increase Engagement with Stakeholders

The University listens to the perspectives of students, faculty, staff, alumni, community advisory boards, and other stakeholders and fosters growth by increasing engagement with stakeholders to meet their needs.


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1.1 Expand the number of undergraduate and graduate programs and concentrations available to our students where there are unmet needs and assess the viability of current program offerings. During the 2010 – 2015 planning cycle, the colleges introduced the following new academic programs and concentrations.

2010-2011 NEW UG programs/majors:

BSEd Interdisciplinary Education (P-12) – Theatre Education. NEW Grad programs: Master of Taxation MSEd Instructional Leadership and Administration. NEW Grad certificates: Family Nurse Practitioner certificate Government Contracting certificate Taxation certificate


BSEd Secondary Education (6-12) – Health Education.


BFA Dance BA/BS Anthropology (replaced concentration in BS/BA Social Science) BA/BS Liberal Studies. NEW UG minors/concentrations/certificates: Cybersecurity minor/certificate BA/BS History – Public History emphasis.

NEW Grad programs: EdS Instructional Leadership and Administration EdS Teacher Leader Master of Accountancy (MAcc) MS Strategic Communication.

NEW Grad concentrations/certificates: MS Adult Education concentrations – Curriculum & Instructional Design, Instructional Technology, and Leadership Studies MS Environmental and Biological Sciences – new concentration in Environmental Policy Addictions Counseling certificate.


BSBA and BA/BS in Economics BA/BS Exercise Science BA Spanish BSBA Global Business (revision consolidated six programs into one) BA/BS Hospitality, Sport and Tourism Management (revision of Sport and Fitness Management). Name change: BA Graphic Design (was Design, Technology and Innovation) Name change: BA/BS Multimedia Journalism (was Print Journalism).

NEW UG minors/concentrations: Advertising Media minor


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Case Management minor Hospitality Management minor Nutrition minor Promotion minor Public Information minor Public Relations minor Sport Management, and Tourism Management minor BA/BS Comprehensive General Science – three concentrations combined for NO concentrations BA/BS Political Science – two of three concentrations combined (American Politics and Public Administration) for two concentrations BSEd Secondary Education (6-12) – General Science Education (revised for NO concentrations).

NEW Grad programs: MBA International Business Administration MBA – revised to have NO concentrations MSM – revised to have only Leadership concentration MS Post Secondary Education – revised to include only TESOL concentration. NEW Grad concentrations/certificates: Biomedical Sciences certificate.


BS Physics. NEW UG minors/concentrations/certificates:

BSBA Accounting concentrations – Forensic Accounting and Public Accounting BSBA Global Business – Managerial Accounting concentration Applied Behavior Analysis minor Aviation Operations minor Behavioral Treatment of Individuals with Autism & Developmental Delays certificate Civic and Community Engagement minor Forensic Accounting certificate Legal Studies minor Public Service and Civic Engagement certificate.

NEW Grad programs: MA History MS Biomedical Sciences MS Second Language Instruction Master of Social Science (MSSc) Master of Social Work in Dothan MBA – revised to include International Option and Executive version.

NEW Grad concentrations/certificates: MS Computer Science concentrations – Artificial Intelligence, Computer Network & Security, and Software Development Clinical Mental Health Counseling certificate Health Practice Management certificate.

2015-2016 NEW UG minors/concentrations/certificates:

Accelerated Law Curriculum (within Social Science major) Coaching minor Digital Forensics minor/concentration (within Criminal Justice major) TESOL minor.


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NEW Grad programs:

PhD Sport Management MA Economics.

NEW Grad concentrations/certificates: MSHRM internship option in Montgomery MSM Project Management concentration Curriculum and Instructional Design certificate Instructional Technology certificate Leadership Studies certificate Nursing Informatics certificate Training and Development certificate Workforce Development certificate. MSW introduced at Phenix City and Montgomery


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1.2 Increase student access to more online program opportunities.

During this planning cycle online academic programs were redesigned, and many online courses were updated. During this planning cycle, faculty received certification to teach online and course review feedbacks were provided to faculty.

Significant efforts were made during the course of the Strategic Plan to put more academic programs online and to redesign and update existing academic programs, and enhance faculty proficiency in teaching online.

During the course of the Strategic Plan, the following academic programs were placed online: Education Specialist - Instructional Leadership and Admin Education Specialist - Teacher Leader Associate of Arts in Gen Educ - Applied Behavior Analysis Associate of Arts in Gen Educ - Civic & Community Engagement Associate of Arts in Gen Educ - Civic & Community Engagement Associate of Arts in Gen Educ - Multimedia Journalism Associate of Arts in Gen Educ – Promotion Associate of Arts in Gen Educ - Sport Management Associate of Arts in Gen Educ - Tourism Management Associate of Science in Gen Educ - Aviation Ops-AFT Associate of Science in Gen Educ - Aviation Ops-HFT Associate of Science in Gen Educ - Aviation Ops-UAS Associate of Science in Gen Educ - Applied Behavior Analysis Associate of Science in Gen Educ-Civic & Community Engagemnt Associate of Science in Gen Educ - Cyber Security Associate of Science in Gen Educ - Global General Business Associate of Science in Gen Educ - Hospitality Mgt Associate of Science in Gen Educ - Interpreter Training Associate of Science in Gen Educ - Multimedia Journalism Associate of Science in Gen Educ - Military Operations Associate of Science in Gen Educ - Leadership Development Associate of Science in Gen Educ – Promotion Associate of Science in Gen Educ - Sport Management Associate of Science in Gen Educ - Tourism Management Bachelor of Science – Anthropology Bachelor of Science - CJ - Digital Forensics Concentration B.S.- Hospitality, Sport & Tourism Mgt - Hospitality Mgt B.S.- Hospitality, Sport & Tourism Mgt - Sport Management B.S.- Hospitality, Sport & Tourism Mgt - Tourism Mgt Bachelor of Science - Liberal Studies B.S.-Political Science-American Politics & Public Admin B.S.B.A. - Global Business – Finance B.S.B.A. - Global Business - General Business B.S.B.A. - Global Business - Human Resources Management B.S.B.A. - Global Business - Information Systems B.S.B.A. - Global Business - Managerial Accounting B.S.B.A. - Global Business – Management


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B.S.B.A. - Global Business – Marketing Master of Arts in History - American History ( Non-Thesis ) Master of Arts in History - American History ( Thesis ) Master of Arts in History - European History ( Non-Thesis ) Master of Arts in History - European History ( Thesis ) Master of Business Admin - General Management Master of Business Admin- Internat'l Bus-Int'l Management Master of Public Administration - Public Health Admin M.S. Adult Educ - Curriculum & Instruction (Non-Thesis) M.S. Adult Educ - Instructional Technology (Non-Thesis) M.S. Adult Educ - Leadership Studies (Non-Thesis) Master of Science in Strategic Communication M.S.-Env & Biological Sci-Env Policy (Non-Thesis) M.S. in Sport and Fitness Mgt- Coaching Conc ( Non-Thesis ) M.S. in Sport and Fitness Mgt- Coaching Conc ( Thesis ) M.S. in Sport and Fitness Mgt- Sport Mgt Conc ( Non-Thesis ) M.S. in Sport and Fitness Mgt- Sport Mgt Conc ( Thesis ) Master of Social Science (Non-Thesis Option) Master of Science in Mgt - Project Management Doctor of Philosophy in Sport Management

The following certificate programs were placed online:

Graduate Certificate in Addictions Counseling Grad Certificate in Addictions Counseling (Post Masters) Graduate Certificate in Government Contracting Graduate Certificate in Adult Edu- Curriculum & Instr Design Graduate Certificate in Adult Edu - Instructional Technology Graduate Certificate in Adult Edu - Leadership Studies Graduate Certificate in Adult Edu - Workforce Development Graduate Certificate of Health Practice Management Graduate Certificate in Taxation Cybersecurity Certificate

The following pre-existing online programs were redesigned and updated:

Nursing – RN to BSN Nursing – DNP MSHRM MSM MBA General Studies (undergraduate catalog and schedule for AY 2012-2013, AY 2013-2014, AY 2014-2015)

During the 2010-2015 planning cycle, over 8,400 course term reviews were conducted. A review is conducted each term with all online courses. The term course review criteria is “student centric” and is based on best practice and survey research. One week prior to the start of the Term, the instructional design team reviews each online course to ensure basic elements of course design are present. All online faculty receive an email from an instructional designer with best practice and required changes. Course term reviews began in Term 5 2012.


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eTroy pro-actively engages faculty in developing proficiency in teaching online. During the planning cycle, over 1,800 faculty received Online Teaching Proficiency Certifications. Each term, instructional designers work one-to-one with new faculty, TROY faculty teaching online for the first time, existing faculty teaching an online courses for the first time, and with new courses. A systematic course preparation process was implemented during Term 3 2013. As part of the course preparation process, each course receives a detailed design review and feedback is provided to faculty. The detailed design review criteria and review process was formalized in T5 2013. (NOTE: there have been some programmatic/course exceptions).


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1.3 Create a comprehensive approach to serve the needs of military and veteran students and their families.

During the five year period of the plan, important steps have been completed with regards to the manner in which the University serves the needs of our military students, our veterans and their families. Levels of service and support have expanded, faculty and staff awareness of the position occupied by the military at TROY has been broadened, and the University’s external profile and reputation of being a “military successful” institution has been raised and recognized. Further, the Office of the Associate Vice Chancellor for Military Programs was created to underline the University’s commitment to our nation’s military and to coordinate efforts to best serve this important component of the TROY student body.

To drive this strategic initiative, the University established a Military Education Advisor Council, (MEAC), chaired by the Senior Vice Chancellor for Student Services and Administration in 2011.

The University’s identifiable military affiliated population was surveyed in 2011, 2013 and 2015 and research regarding effective service and support to military affiliated student populations was completed in order to better understand the most effective and successful ways of serving this population. Results are reviewed by the MEAC.

As a result of this work and regular review, the University’s service to its military students now includes The Troy for Troops Centers (on the Troy and Montgomery and Dothan campuses and online in Blackboard), the Troy Student Veterans of America Chapter (SVA) , the SALUTE Honor Society, the VetSuccessonCampus (VSOC) counselor, and a heightened awareness within this population that the University listens to, responds to, and supports its military students.

A broader range of online opportunities at graduate and undergraduate levels are now available in the military market, broadening the appeal of the University to this market; the University has been named as a leading provider to the military market for five consecutive years by 3 national publications. The University has developed market specific advertising and promotional materials and has recently increased on base advertising placements in targeted markets.

The initial baseline number of the University’s military population was established at

6,444 (active duty, guard, reserve, veterans, spouses. and dependents) in T2/ Fall 2011. In the fall of 2015, military enrollment stood at 4,497, reflecting enrollment trends of the University as a whole.


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1.4 Expand access to academic programs for students through eConnections, a National

Guard Connections initiative, online educational support for the River Region, and increased program offerings on the Alabama campuses. Overall, there has been some activity in this area with the addition of the Master of Science in Social Work program. The Master of Science in Social Work program was approved to hire two (2) positions on the Montgomery campus and began Term 1 2015.

Troy University Established a “3-4 Connection” between Trenholm State Technical College and Troy University upon approval of Trenholm’s community college “change of status” by SACS.

Trenholm’s approval by SACS occurred at SACS-COC’s December 2014 meeting. Troy University- Montgomery campus officials met in February 2015 with the Trenholm President to continue formalizing partnership opportunities. Troy University is offering scholarships to Trenholm students who graduate with at least a 3.5 GPA and an associate’s degree from Trenholm. The Montgomery Campus Enrollment Management team continues to schedule regular visits to Trenholm to recruit their students.


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1.5 Increase grants, contracts, and research productivity. There were three core initiatives in this objectives. The University worked to increase: 1) grant and contract productivity for faculty and staff; 2) research productivity for faculty; and 3) research opportunities for students.

1) Increase grant and contract productivity for faculty and staff.

Sponsored Program productivity was improved through consistent manager training, faculty workshops and enhanced website information availability. A new one stop website was developed and is located here: http://www.troy.edu/osp/managingsuccess/index.html . This site is regularly updated. Additionally, budget resources and information are also now linked here: http://www.troy.edu/osp/writinggreatproposals/budget.html

2) Increase research productivity for faculty.

Progress was clearly made in the ability to capture and report faculty intellectual contributions, creative works, scholarship and research across the University more accurately. The purchase and implementation of Digital Measures proved effective in collecting and reporting faculty research productivity. The numbers of projects reported were distributed across more faculty participants. The ability to report scholarly work in a common and consistent way and to use research activities in Tenure and Promotion decisions has contributed greatly to the increased activities in this Strategic Initiative. Scholarly activity that is reported according to common categories and annual reporting has greatly facilitated both the accuracy of reporting and encouraged all faculty members to engage in research activity across the University. Tthe vast majority of full-time faculty members have currently reported their intellectual activities in Digital Measures. In one three month period toward the end of this planning cycle, 274 faculty members reported updates of 1,005 scholarly activities. During this period, 194 individual faculty members reported 551 papers, articles, books and reviews; 43 individuals reported 199 creative work activities; and 115 individuals reported giving 255 presentations.

3) Ensure research opportunities for students. A common reporting system is still needed to collect student research and Student Learning Objectives, opportunities and productivity across the University. The reported student research activities exceed 2,218 projects across all levels of study at TROY during AY 2013-14. This annually measured goal has been met and has greatly exceeded expectations.

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

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


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Competitive Dollars Pursued

The Office of Sponsored Program provided support and resources to encourage faculty to develop and successfully secure proposals for external funding. Competitive dollars pursed increased from $13.5 million in 2011-2011 to $19.3 million in 2014-2015.

Final competitive dollars pursued to date for fiscal year 12-13 exceeded this base at $20,844,705. Competitive Dollars Pursued for 2013-2014 totaled $15,866,317 and current numbers (14-15) for competitive dollars pursued are $19,322,520.

• Faculty webcast and training are offered to faculty and staff writers throughout the global university.

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 2014-2015 3

*offerings of webinars are down due to the limit of staff resources


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Revenue Secured

*Revenue secured for 2013-2014 exceeds the prior year by $2.4 million.

Indirect Cost Secured

*Indirect revenue secured in 13-14 exceeds the university the budget by $289,852. Indirect collected for 13-14 exceeds funds secured in 12-13.


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The chancellor set a cumulative goal of $27 million for sponsored program revenues over this five-year planning cycle. Actual cumulative revenues were $75.2 million.

Competitive Proposal Summary

*Competitive dollars pursued in 12-13 and 13-14 exceed the competitive base.


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1.6 Ensure the University remains competitive in tuition and rate structures.

Troy University has reviewed the tuition and rate structures of all public universities in Alabama each year during the planning cycle. The University has consistently maintained its strategic goal of remaining “in the middle of the pack.”


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1.7 Successfully complete the Capital Campaign.

Through developing effective strategies for major gifts, annual fund, and athletics giving campaigns, the University surpassed the stated goal of $200 million and successfully completed the Building Beyond Boundaries Capital Campaign in 2015.

As of March 31, 2014 the University surpassed the overall goal for this planning cycle.

All Board Members were asked for gifts; all have given something or paved the way for gifts from others during this Capital Campaign.


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1.8 Establish a TROY Professional Development Institute. The existing Continuing Education Department on the Dothan Campus has been expanded during this planning cycle to serve multiple locations and offer new professional development programs. New online programs and strategic partnerships have been developed. Corporate training has been added to the department’s services, and the growth in revenue has been dramatic.

The following courses have been added since January 2013 for Professional Development.

Open Enrollment Courses Insurance Online Courses Cyber Security Online Certificate Social Media Security Professional Online Certificate GIS Online Certificate SHRM Learning Systems Online Course Master Mentor Program Online Certificate Accounting CPE Seminar Chinese I & II Phonics for Teachers Healthcare Courses for Professionals --- Depression & Suicide --- Caring for Patients with Autism --- Narcissism --- Pharmacologic Drug Abuse --- Suicidality Ed2Go Career Training Online Courses --- Medical Billing and Coding --- Pharmacy Technician --- Non-Profit Management

MBA Prerequisite Courses in Partnership with IVY Software and Sorrell College of Business --- Business Law Essentials --- Business Math and Statistics --- Financial Accounting --- Managerial Accounting --- Fundamentals of Economics --- Information Systems --- Principles of Management --- Principles of Marketing --- Understanding Corporate Finance

Contract Training Presentation Skills Conflict Management Cultural Diversity Project Management Destination Success Sexual Harassment Teamwork Public Sector Supervision MBTI Training Customer Service

Human Learning Planning Adult Education Programs Technology in Education Excel I and II PowerPoint Basic Business Writing Advanced Business Writing Grammar & Word Usage


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1.9 Grow national and international alumni chapters and individual alumni connection

with the University. Troy University increased alumni chapters by strengthening existing chapters and connections with alumni, creating international chapters, and engaging new alumni upon graduation.

Paid membership: As of December 31, 2014 we had 3,636 paid memberships and 4,267 free memberships - graduates that we gave free memberships to this year for a total of 7,903 for 2014. As of March 31, 2015 we have added 850 new members and 381 free memberships of current graduates.

• The University added a Student Alumni Leadership Council consisting of 40 of the older members to mentor the new students.

• Lifetime memberships total 725. • We had 122 parent memberships at the end of September 2014. • The University chartered a Vietnam chapter in January 2015, a Trojan Tailgaters

chapter in February 2015 and a Henry County Alumni chapter in March 2015. Henry County makes our 60th alumni chapter.

• The University charted a Military Alumni Chapter in 2015, serving military alumni from all campuses and teaching locations.

Effectively communicate with all alumni include: • Weekly usage of Facebook for alumni affairs events, notices, and announcements. • Establishing a Facebook link on the Troy University website. • A Twitter account has been established. • The Alumni Magazine is now located on the troy.edu website as well as being published. • An alumni survey has been added on our Alumni webpage. • A new alumni directory was also developed which has allowed even more feedback.


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1.10 Expand the activities for the International Center for Business and Economic

Development and establish the Manley Johnson Center for Economic Study. This initiative began with the successful establishment of the Manuel H. Johnson Center for Political Economy and the hiring of a director and supporting faculty in 2012.

This was followed by the establishment of the Center for Entrepreneurship and Economic Innovation in Dothan, The Center for International Business and Economic Development in Montgomery, and the Center for Water Resource Economics in Phenix City.

Over the past five years, CIBED assisted in the retention, establishment, and expansion of 105 businesses provided over 9,000 hours of one-on-one counseling to small businesses, and engaged with over 5,600 people through small business training seminars.

The Center has provided robust services in economic planning and development conduction:

• $196,536 in projects in 2012 • $168,171 in projects in 2013 • $157,112 in projects in 2014

1.11 Promote the stewardship of University resources by continuing to identify

opportunities to increase efficiency and reduce costs. All University divisions focused on enhancing stewardship by reviewing operational cost in terms of work processes and contracts. Over $12 million in savings were realized in the 2014 budget from the 2013 budget. The academic division reduced the number of adjuncts in a responsible manner that reflected declines in enrollment. A Right Sizing committee proposed restructuring activities that reduced staff resources in Dothan, Montgomery, and Phenix City, reflecting reductions in enrollments. Global Campus closed several low-enrollment locations and moved locations to smaller facilities to reflect lower enrollments.

Efficiency gains and cost savings through the use of new technology and energy efficiency are reported in other sections of this report.


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1.12 Strengthen leadership development opportunities for students. (Double the number of students earning a minor in leadership by 2015.)

The four core courses for the Leadership Development minor and Social Science Major with a Leadership Concentration are now available in both the traditional classroom and eTroy domains. Combine this with availability of both traditional and eTroy electives to obtain the remaining 6 credits hours of elective courses and students are now able to complete the Leadership Development minor or a Social Science Major with a Leadership Concentration via the traditional classroom setting only, eTroy only or a combination of the two domains.

Enrollment for LDR 1100 (introduction to Leadership) course has been on the uptick: 2014 (622); 2013 (498) 2012 (463); 2011 (420); 2010 (389), 2009 (240) and 2008 (70) (includes eTroy numbers starting in 2010). Additionally, from Spring 2013 to Spring 2015, 157 students have enrolled in LDR 4400 (Chancellor Capstone Leadership Seminar) and statistics indicate that typically students that complete the LDR 4400 course go on to complete the Leadership Minor. The number of students that completed the minor vaulted from the 67 students that completed the minor from May 2009 to July 2012 to an additionally 157 for a total of 224 students with the minor.


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Strategic Plan

2.0 Enhance Academic Quality and Institutional ff i

The University embraces continuous improvement of its academic programs, educational support systems, administrative systems, research activities and community service programs as an essential value in accomplishing its mission.


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2.1 Implement the Quality Enhancement Plan to create a Culture of Reading. Troy University completed its QEP and sent its report to SACSCOC in the spring of 2015. SACSCOC accepted the final report on the QEP in the summer of 2015. The QEP focused on “Creating a Culture of Reading” by implementing a Common Reading Initiative for first year students, a College Reading Initiative for upper division courses in each college, and the availability of the New York Times for use in classes and a New York Times Talk lecture series. The QEP will be continued as part of the regular operation of the University.

Common Reading Initiative (CRI): The central initiative of the QEP was a Common Reading Initiative extended to all entering University students at all University locations. This initiative created a first-year common reading experience and a transitional activity into University life. After extensive discussion among faculty, staff and administrators every spring, a CRI book was selected for the following fall and widely announced. Each year, instructional material was provided for the selected CRI book, and it was taught and tested in TROY 1101, the University orientation course. The selected CRI book was also used in various General Studies courses such as English, biology and history. Discussion groups were formed each fall for students, including online students, and conversations on specific themes from the CRI selection were facilitated annually by faculty members ensuring faculty-to-student engagement with reading. A variety of enrichment activities to support the CRI were also scheduled each semester.

College Reading Initiative (COLRI): The College Reading Initiative extended the ideas of the Common Reading Initiative to each academic college in all campuses and locations. This initiative provided students with opportunities to translate their reading activities into written work in selected major courses and to further understand the important process of interconnections between and among reading materials. Like the CRI, annual selections of the COLRI book was made within each academic college and widely announced. The college Deans provided the students with information about each college’s COLRI selection, forthcoming discussion groups, classes that would use the COLRI selection and other related material. Also, the COLRI provided students who transferred to TROY and were not a part of the CRI activities with opportunities for engaged reading. These courses served as survey points for faculty and students regarding the impact of COLRI. Additionally, enrichment activities were scheduled to reinforce the impact of COLRI selections.

Faculty Development Initiative (FDI): Another major pathway that aided TROY’s QEP was the Faculty Development Initiative. Specifically defined resources, human and fiscal, were used to support faculty as they helped students become more immersed in the culture of engaged reading. Two different faculty development initiators, one at the start of the QEP and one who joined the QEP team in its latter stages, worked to develop best practices and materials to assist faculty as they encouraged a culture of reading in the students. An engagement through continuous exchanges and interactions that were synthesized and shared with faculty (in face-to-face and electronic formats) provided resources that enhanced critical thinking and professional growth. The Faculty Development Initiative created and led specific workshops and roundtable discussions as well as initiated the “Afternoon with an Author” series to discuss best practices and reading related materials. Some of these resources were video recorded for wider University distribution through the University’s QEP webpage. Additionally, the Faculty Development Initiative team planned and delivered a three day conference, Reading Matters. This national conference, with open call-for-presentations, keynote speakers, and related workshops, further assisted the efforts of creating a culture of reading.


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TROY-Times Partnership: A partnership between the University and the New York Times was begun as a single year activity to help launch the QEP but proved to be so effective that it was retained for the entire duration of the plan. This partnership included a weekday distribution of print copies of the New York Times to all four of TROY’s Alabama campuses. Online access, via the partnership, was provided at no cost to TROY students, and online access to a dedicated student success program was made available to faculty who used the New York Times in their classes. The New York Times was used in selected classes, including courses in General Studies, academic majors and the University Honors Program. Also, New York Times editors and reporters were invited to the Troy Campus to deliver major addresses and master classes for students. This partnership provided support for weekly Times Talk sessions which brought faculty and students together over lunch to discuss current events and major issues based on a shared reading of a selected NYT article. Moreover, additional supports for QEP-related grant activities focused on encouraging readers, especially children.

CORE Initiatives and Activities: A second group of initiatives and activities emerged during the life of the QEP. These were identified as Culture of Reading Enhancements (CORE), which extended the core values of “engaged reading” beyond the University. These activities became ways of empowering the creation of a reading culture at TROY through involvement with its internal and external stakeholders. Some of the CORE activities secured through external grant partnerships and resources included: 1) Big Read from the National Endowment for the Arts, 2) Let’s Talk About It (The Civil War) and 3) Let’s Talk About It (Muslim Journeys) from the National Endowment for the Humanities, 4) Books for Pre-Schoolers for the Dothan Head Start program, 5) Alabama Book Festival, a multiple-year support for the participation of writers and poets in the statewide three-day celebration of writing and reading, 6) World Book Night, a national grant opportunity to deliver books and discussion at multiple locations, 7) Reading Discussions for Military Veterans funded by the Alabama Humanities Foundation, and 8)Reading Program in Alabama Prisons, initiated as a transitional element of the QEP in 2015. Additional CORE activities that enhanced the QEP include the following: 1) supporting a local high school readership program through shared copies of the New York Times, 2) partnering in the national book program at Ridgefield High School in Connecticut, 3) supporting the TROY Senior Leadership reading program, 4) linking the TROY consortium activities at the Leon Levy-Ashkelon Expedition in Israel with an annual reading and discussion program, and 5) incorporating the QEP into the University’s 2010- 2015 Strategic Plan.


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2.2 Strengthen the accreditation of our business programs and review the need for other

specialized accreditations. The Sorrell College of Business Eligibility Application to allow entrance into the AACSB

Accreditation process was approved Summer of 2013. A mentor was assigned and work progressed until the mentor was satisfied we could achieve accreditation within the 3 year period following the approval of the the Initial Self Evaluation Report (iSER). Accordingly, the iSER was completed and approved by our mentor for submission in May 2015. The report will go forward to the Initial Accreditation Committee in Fall Semester 2015 for official action.

In order to align with AACSB standards, the SCOB initiated the following major strategic actions:

• Reorganization from location to discipline-based departments • Development of formal SCOB Operating Guidelines to show processes to support

continuous improvement • Implementation of revised assurance of learning system to improve our ability to “close

the loop” • Implement new standards for international partnership management, with particular focus

on full-time faculty coverage and scheduling • Decrease teaching loads and course preps in order to meet the higher research requirement

standards of AACSB • Downsize the number of majors and concentrations to create a more focused mission • Closure of all business programs outside the State of Alabama. • Added development staff member to assist in alumni engagement, per AACSB standards • Creation of Dean’s Advisory Board and academic discipline advisory boards to improve

connection of SCOB to business community • Development of GEEKS and TECS initiative to improve strategic management of faculty

and staff—with a focus on supporting our students Regarding other specialized accreditation, each Dean will conducted an inventory of accreditations in their respective college in 2011. The colleges conducted an assessment on need/viability of inventoried accreditations in 2012.

2.3 Strengthen the Honors Program in a manner that leverages the University’s strengths, including international programs and study-abroad opportunities. Because of reduction in state funding and gradual reductions in tuition revenues, the University chose to keep the University Honors Program at its 2010 funding level and structure.


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2.4 Strengthen the University diversity program and develop and implement a Strategic

Diversity Plan. A Diversity Program Planning Committee Meeting was convened on April 11, 2013 to review the status and determine the next steps for under this objective. In October 2014, The Diversity Program Planning Committee Chair, Mr. Ray White traveled to Washington D.C. to receive a Citation from the Minority Access, Inc. Conference presented to Troy University for its “Commitment to Diversity”.

1. An analysis of minority students was conducted to determine how best to recruit the under- represented groups, as well as retain them through completion of their degree programs. Queries were run and evaluations completed to evaluate the demographics of students recruited and how these students are retained. The analysis revealed that Troy University is doing an excellent job recruiting new students, and the numbers of Black minorities and international minorities are well represented. However, the numbers of Hispanics lags considerably behind in both effort and numbers attracted.

2. The Chancellor’s Cabinet approved a policy change for ePolicy 601 to require minority representation on all search committees for faculty and professional staff positions.

3. A Diversity workshop with a “Brown Bag” Lunch was held on the Montgomery Campus on March 7, 2012. The facilitator/guest speaker was Ms. Georgette Norman, Director of the Rosa Parks. Another event was held in February 2013 on Rosa Parks’ 100th Birthday. Faculty and staff and community were invited to witness the U.S. Postal Stamp of Rosa Parks’ unveiling and to hear several distinguished speakers. The event was well attended.

4. In February 2013, the Troy Campus also hosted the Annual Leadership Conference for

faculty and staff where distinguished speakers also spoke on diversity and inclusiveness. This event was successful once again with maximum attendance.

5. A revised Troy University Affirmative Action Plan was presented to the Chancellor’s cabinet for approval on January 22, 2014. It will be updated each year.


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2.5 Increase developmental opportunities for faculty, staff, and academic leaders.

A new faculty and staff orientation programs was fully implemented. IT training offerings have been expanded to meet the objective.

Human Resources developed an online general orientation presentation, and the Academic Division developed a faculty orientation that was delivered by each college. This change was made to improve the orientation program without additional funding. The Academic Division developed a core set of orientation subjects, and each college used that information as the basis for developing its own orientation program. HR worked with various stakeholders to develop an online orientation that is available to all employees.

A goal of increasing IT training offerings by 30% was accomplished. The implementation of new online training includes: Word 2010, Excel 2010, PowerPoint 2010, Outlook 2011, What’s New in Office 2010, EchoSign, HR Harassment and Discrimination Prevention, Anti- Virus and Malware, Blackberry 101, Digital Measures, Document Imagining, Basic VPN and Datatel, IT Compliance, Identity Theft, Security Essential, and SOS/Emergency Alert. Expanding hands-on training will depend heavily on the funding needed per the Pro Forma. Planned hands-on training includes: Word 2010, Excel 2010, PowerPoint 2010, Outlook 2011, What’s New in Office 2010, EchoSign, HR Harassment and Discrimination Prevention (This will be hosted by HR), Entrinsik Reporting, Security Essentials, New Employee ( This will be hosted by HR), Blackberry, iPad, and Web UI.

2.6 Strengthen opportunities for faculty international travel and faculty exchange

programs to promote student study-abroad activities. Faculty and Staff worked with the Senior Vice Chancellor for Academic Affairs/Provost, to review the existing University policy/protocol documents regarding faculty international travel and student study-abroad activities, including expectations and requirements for faculty and students and developed a revised University policy in May 2011.

Student study-Abroad numbers during this planning cycle

were: 2011-2012 84 students

2012-2013 140 students

2013-2014 115 students

2014-2015 138 students

Troy Students were involved in Study-Abroad in Bahamas, Costa Rica, Cuba, United Kingdom, France, Germany, Italy, Israel, South Korea, Spain, Belgium, China, Hungary, Poland, and Czech Republic.

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2.7 Harness process improvements and information technology to achieve a streamlined paperless

system. A full-scale plan for this objective was developed by Information Technology in January 2011. Form that went online during this planning cycle included:

• Online adjunct contracting • 26 Echo Sign Forms

Document Imaging:

Twelve information processing systems have been deployed through Document Imaging. They include: Financial Aid, Human Resource, I9 Forms, Student Records, IRPE, Journal Entries, Accounting, Student Financial Services, Fax Server, AX Toolbar, AutoIndex, IT

Total Number of images scanned January 2015 – March 2015

36,184 documents containing 178,532 pages Total Number of faxes received January 2015 – March 2015

1,456 faxes were received containing 4,071 pages Web Development:

• Sixty-one forms have been deployed through the forms server. Total Number of forms completed through the Forms Server January– March 2015: 27,682 Top 5 Forms:

1. Financial Aid Certification Counseling: 4,909 completed 2. Scholarships: 2,936 completed 3. Veterans Forms Processing: 2,358 completed 4. Housing request: 1,616 completed 5. Intent to Graduate: 1,401 completed


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2.8 Review enrollment patterns and strengthen admissions standards for undergraduate

and graduate programs. The University made several changes during this planning cycle to address declining enrollment trends.

1. The University established an Enrolment Task Force that includes representatives from all

organizations engaged in recovering traditional and adult students. The Task Force is led by the Senior Vice Chancellor for Student Affairs and Administration.

2. The Enrollment Management organization, the Global Campus organization, and the Vice-Chancellors Dothan, Montgomery, and Phenix City were all moved under the Senior Vice Chancellor for Student Services and Administration so that almost all recruiting efforts are under on senior leader.

3. The University invested in state-of-the-art recruiting software for all recruiters at all Troy

locations.

4. The University began to use its call Center to proactively contact potential student and to remind current student to register.

5. New efforts were launched to recruit international students, resulting in increases in

international students enrollment in Fall 2014 and Fall 2015.

6. An entirely new marketing campaign centered around the Warrior Sprit was designed and launched.

7. A major effort was completed to redesign the web site to enhance its effectiveness in

recruiting students.


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2.9 Assess and improve the institution through the use of the Alabama Quality Award.

Troy University achieved Level Two Recognition (Silver) in the Alabama Quality Award process in December 2011.

An application for Level Three Recognition (Gold Status) in the Alabama Quality Award process was submitted in 2014.

The Alabama Performance Excellence staff arranged a site visit to the campus in early November 2014. They spent two full days evaluating documents and completing interviews university staff.

The AQA reviewers recommended the University focus on three areas to strengthen its performance.

1.Expand the use of Action Plans to more clearly define how we will accomplish

key objectives. 2.Adopt a more intentional approach to innovation. The University has a

robust entrepreneurial spirit that can be further enhanced by more strategic efforts to promote innovation.

3.Increase the use of faculty and staff climate surveys. The University already

participates in the Great Colleges to Work for survey, but more frequent in-house surveys would be beneficial.

As a result of this feedback, Action Plans have developed action plan for enhanced recruitment for each college that will promote more effective communication, coordination and collaboration. Based on Alabama Quality Award feedback, action plans were also being developed for each Global Campus location. Efforts to apply again for the Alabama Quality Award were delayed to focus IRPE resources on submitting the SACSCOC Five-Year Report in 2015.


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Strategic Plan

3.0 Build for the Future

The University values inclusiveness, involving all students, faculty, and staff at all of its locations and in all of its programs, as it builds for the future.


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3.1 Maintain a leadership position in sustaining information technology resources and adopting new learning technologies. Significant advances were made throughout this strategic planning cycle regarding information technology.

New IT advances included

• Complete overhaul of the university‘s web site. • Upgrades to the Blackboard education system to enhance delivery of online academic

programs. • The launch of portals to serve students and faculty by providing access to most resources

they commonly use at a single location on the web site for each user group. • Major implementation of a new system, Recruiter that provides state-of-the-art technology

for Alabama and Global Campus recruiters. • Hermes site was developed and launched for offering consolidated electronic

communication.

3.2 Develop and maintain a sustainability plan for space utilization, and facility and land

development.

Troy University implemented the national student education and awareness sustainability competition called RecycleMania. During one 10-week initiative, the Troy Campus collected over 34,000 pounds of recyclables, or about 4.6 pounds per person.

Over the planning period, the University expanded user participation in the campus recycling program by increasing recycling by 100%, Established 24 new recycling centers on campus.

The University reduced campus-wide energy costs by 7% through energy conservation and by installing an array of solar energy electrical panels atop the Trojan Center to supplement power to the building, and through, commissioning energy control systems for new buildings and recommissioning control systems for existing buildings. The University documented a carbon footprint assessment for each campus in Alabama and took actions that reduced the footprint by 31%.

The University established a campus sustainability standard for space utilization, and facility and land development by that has been incorporated into the University Instruction to Architects and Engineers.


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3.3 Plan to optimize faculty, staff, and infrastructure to support enrollment growth.

Despite an overall decrease in enrollments and corresponding adjustments in the use of adjunct faculty and support staff across the university during the course of the planning period, there were opportunities for growth where faculty and staff optimization were achieved. The university used existing faculty resources to create new academic programs such as the Masters in History. New faculty were added to support robust new academic programs such as the Masters in Social Work, the Doctorate in Nursing Practice, and the Ph.D. in Sport Management. The University established a Right Sizing Committee that focused on staffing levels at campuses where enrollment has been declining. Administrative positions were eliminated at Dothan, Montgomery, Phenix City, and in Global Campus.

3.4 Pursue renovation and construction opportunities.

Significant progress was made on this objective during this planning cycle. Accomplishments included:

• Construction of the Trojan Arena. • Construction of the Newman Center Residence Halls. • Construction of John M. Long Hall for the School of Music • Construction of New Hall that replaced the Alumni Hall residence complex. • Construction of the Riverfront Building in Phenix City. • Renovation of the Softball Complex. • Construction of maintenance facilities on the Dothan campus. • Construction of the Golf Building. • New International Programs facilities in Hawkins Hall.


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3.5 Continue to develop opportunities for community development on all Alabama

campuses. The University maintained its strong momentum throughout this planning cycle in supporting community development efforts at all of its Alabama locations.

Highlights include:

• The establishment of a Community Advisory Board at the Dothan, Phenix City, and Montgomery Campuses and the development of a local strategic plan for each campus.

• Establishment of a Center for Water Resources and annual Water Resources Conference at the Phenix City Riverfront facility.

• Establishment of a Center for Entrepreneurialism on the Dothan Campus. • Renewed emphasis for the Rosa Parks Museum and Library with a successful national search

for a new director. • Establishment of a Confucius Institute branch on the Montgomery campus. • Rapid expansion of program offering and enrollments by the University’s

Professional Development Institute through the University’s service area. • Collaboration with the Alabama College of Osteopathic Medicine to Support medical

education in the Wiregrass. • Multiple programs on economic development sponsored with the Confucius Institute, such

as the Asia Manufacturing Association meeting in Dothan with over 200 businesses from China attending.


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3.6 Increase media coverage for athletic, performing arts, community support, and other scholarly events throughout Alabama.

During the five years covered by this strategic plan, the coverage, and therefore visibility, of athletics events increased significantly on Troy University’s owned television and radio media outlets as well as on Dothan market cable.

This was made possible by the following: • Purchasing equipment to support Dothan market cable coverage and a future

Dothan studio, • Establishing an agreement with Time Warner Cable in Dothan to carry

TrojanVision programming, • Installing fiber optic cable from the new Trojan Arena to Wallace Hall on the Troy

Campus, facilitating significant improvements in both quantity and quality of programming,

• Adding athletics events to the programming schedule for TROY TrojanVision,

• Establishing a new sports television program, “It’s T Time,” with the athletics director, and more.

Overall promotion for athletics, performing arts and scholarly events has increased significantly in the past five years. The following were key factors in this increase: • Expanded footprint and programming changes for TROY TrojanVision, • Programming changes and use of underwriting opportunities with TROY Public

Radio, • Increased number and quality of events streamed online, • Creation of the Trojan News Bureau in Montgomery, • Proactive social media engagement across multiple platforms, • Redesign and repositioning of www.troy.edu, • Staff reorganization to facilitate production of more in-house, promotional videos,

and more.

As a result of efforts in this planning cycle, the University Relations staff offers traditional media training annually. These offerings have included group sessions and individual sessions with a media training consultant. In addition, the staff provides personalized training with each employee who administers a sanctioned Troy University social media platform.

Additionally, a comprehensive assessment of TROY TrojanVision’s coverage of athletics, performing arts and scholarly events was completed in 2011. This assessment benchmarked the programming schedule against six institutions, and the staff, budget and hours of original programming against four institutions. The assessment concluded that TROY’s return on investment is greater than of the benchmark institutions.

Significant efforts were made to expand awareness and access to Troy University sports activities information through the sports information website, achieving a 100% increase in visits to the website by 2013.

http://www.troy.edu/


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The sports information website achieved this goal by December 2010. From August 1, 2009 – December 31, 2009 there were 171,302 visits to the sports information website. From August 1, 2010 – December 31, 2010 there were 343,150 visits with 1,406,545 page views and 1,034,350 unique views.

3.7 Establish a comprehensive University Archival Program. Troy University identified space in Wallace Hall to establish the University Archives. An Archivist, Ray Barnett, was hired in January 2013. The mission statement, collection development policy, and long turn plans for the archive were developed in 2013 and continue to be implemented.

3.8 Pursue opportunities to enhance the quality of athletic programs. • This strategic objective jumped into high gear in 2012 with the hiring of a new Athletic

Director. • Early actions included the expansion of the office of Student-Athlete Services to enhance

academic advising, life skills development, and to address potential at-risk behaviors. • The University purchased and implemented new Compliance software. • Significant changes were made in the leadership of several sports including Men’s Basketball,

Women’s Basketball, Women’s Softball, Track and Field, and Football. • Enhancements to facilities included a new Golf Center, completion and use of the Trojan

Arena, expansion of the Softball facilities, and renovation to the field House for the football program.


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Strategic Plan

4.0 Internationalization

The University Promotes the concept of comprehensive internationalization as a key organizing paradigm for the future to enable the entire university community to research, study, instruct, and assist our students and stakeholders to understand and succeed in an increasingly globalized word.


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4.1 Enhance the international dimension of academic programs throughout the university.

Troy University made progress in multiple areas for this objective during this planning cycle.

The most far-reaching change involved the redesign of the General Studies program to offer students a wider range of academic options that support a focus on international and global understanding. This includes expanded access to World regional Geography. World History, World Politics, Global Human Resource Management, Introductory Chinese, Japanese, Korean, French, and Spanish.

The University continued to increase its opportunities for Study Abroad and gained national recognition for its participation in archaeological digs at Askelon with Harvard University.

A major effort was launched in 2014 and 2015 to open new offices for International Programs in the ground floor of Hawkins Hall to improve services to international students. This success has set the stage for renovations to Pace Hall to expand English as a Second Language Offerings.

The University also entered into an agreement to partner with SEGi, a major university in Malaysia, in delivery of Troy academic programs on their campus.

Also during this planning cycle, additional academic programs were introduced in Vietnam and Troy graduates in Vietnam began to come to come to the residential campus in Troy for graduate work.

4.2 Support faculty in creating a new type of global scholar.

Little progress can be reported on this objective since it was added halfway through this planning cycle. The initial team leader for this effort had to step down from the project in 2014.

However, The University maintained progress in bringing in new faculty who could provide a greater international perspective. This included an ethnomusicologist in the John Long School of Music as well as International Faculty in political science.

This effort is being carried over to the 2015-2020 Strategic Plan.


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4.3 Engage administrative staff in supporting international initiatives and students.

The University conducted a major workshop with one of the top leaders in the field of enhancing staff services to international student, Dr. Darla Deardorf. Dr. Deardorf worked with administrative staff from across the campus in offices that frequently interact with international students.

The University also made arrangements with the Troy Arts Council for free tickets for international students in exchange for free use of the Crosby Theatre for concert events.

The University continued and expanded its partnership with the Troy Rotary Club for the annual International Student Luncheon.

Phenix City staff have established an annual event to bring international student leaders to the Phenix City campus for a whitewater rafting experience.

The student Health Center established a Women’s Health Clinic day each week that has been well supported by female international students. The Health Center has also increased hours of service at the beginning of the fall semester to provide necessary health services for international students.

4.4 Enhance the interaction between domestic and international students.

Progress has been made during this planning cycle in several areas.

One area relates to international students participation in student government, Greek life, student organizations and student recreation programs. The Student Government Association passed a resolution to provide a Senate seat to a representative of the International Student Cultural Organization. Several Greek organizations have included international students among their membership. International students engage in a flag recognition program at the beginning of home football games. Intramural sports have expanded to include ping pong and cricket.

Domestic students who receive leadership scholarships now have the ability to meet the service obligation of their scholarships by serving as an English conversation partner with an international student.

Food has become an interesting way to foster greater interaction among students. In fall at 2014 international sponsored OcTroyber Fest – an international food celebration. Students also began a monthly event that explores how ten is served and enjoyed in different countries around the world.


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4.5 Tell the Troy Story regarding internationalization.

Becoming known as “Alabama’s International University” has been a major theme throughout this planning cycle.

Billboards, advertisements, and news articles have all worked to tell this dimension of Troy University.

The University has had excellent media coverage on its public television cable channel and through public radio to highlight the presence and function of the Confucius Institute.

Within the higher education literature, Troy University received excellent visibility in AASCU’s Public Purpose Magazine.

The University also received recognition for being selected as having one of the best Confucius Institutes in the 2014-2015 academic year at a ceremony in Beijing, China.

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