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Date: January 31, 2017

1245 Estates Drive

Turlock, Ca 95380

Home: 209/250-1733

Work: 209/667-3835

Personal: 209/417-8456

Email: jtstrong@csustan.edu (work)

Email: jtstrong17@gmail.com (personal)

President’s Search Committee

c/o Veena Abraham

Witt/Kieffer at 2015 Spring Road, Suite 510

Oak Brook, IL 60523 (630-575-6122)

FGCUPres@wittkieffer.com

Dear Members of the Search Committee,

Enclosed is my application for the position of President, Florida Gulf Coast University (FGCU). My business and academic

experience, leadership and management skills fit very well with the vision of the university which states the following.

FGCU will achieve national prominence in offering exceptional value in high-quality educational

programs that address regional and statewide needs. Our programs, firmly grounded in

the liberal arts and sciences, will employ emerging instructional technologies. Possessing

entrepreneurial spirits, graduates will be well prepared for productive lives as civically engaged

and environmentally conscious citizens with successful careers, ready to pursue further education.

My entire thirty-year academic career has been with public universities that serve the region and the state. I have had

considerable success advancing the missions and visions of these institutions which is documented in this cover letter and

the attached vita and list of accomplishments. In particular, my private sector business experience coupled with academic

business and marketing graduate study, instruction, research and publication prepares me very well to lead a public

institution who desires graduates who will be instilled with an entrepreneurial spirit, prepared for civically engaged and

environmentally conscious citizenship, successful careers and ready to pursue further education. I am a very experienced

and respected academic leader with 20 years of experience as an academic administrator, five years as an associate dean,

nearly seven years as a college dean and six and a half years as provost and vice president for academic affairs. At times

these leadership skills have been exercised under highly adversarial and difficult conditions. I have led every institution

served to notable improvements. In September 2016 I announced my resignation as provost and vice president for academic

affairs for California State University (CSU), Stanislaus effective December 31, 2016 to allow the new president time to

search for a new provost which was completed successfully. I am now on the faculty and searching for a presidential

opportunity. The following addresses the opportunities and expectations for leadership and professional and personal

qualities desired in the FGCU president as described in the leadership profile.

Opportunities and Expectations for Leadership

Execute New Strategic Plan for 2016-2021

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Having a new thoughtful strategic plan in place before the arrival of the new president is very positive from my perspective.

I have extensive experience as a strategic thinker and planner. My objective in academic strategic planning is to make it

relevant and useful to tactical decision making. For a variety of reasons, including generally decentralized organizations, a

lack of understanding of the pros and cons of different approaches to strategic planning, and the differences between the

planning environment of higher education and the private sector, strategic planning in higher education often falls short of

its promise. At CSU Stanislaus I led the effort which resulted in a two-year strategic priorities plan. I also led the Strategic

Plan Working Group to recommend to the President a charge to create a new longer term strategic plan as recommended by

WASC (the regional accreditation body) in March 2015. Before leading the strategic planning effort at CSU Stanislaus I

chaired the strategic plan outcomes reporting committee for three years at CSU Dominguez Hills and led the effort to create

a strategic plan in the College of Business and Public Policy. My objective in all strategic planning is to create or facilitate,

and ultimately implement a process that yields more effective strategic and tactical thinking about the future and the

environment resulting in better planning and improved decision making. I have also always emphasized the importance of

aligning strategic planning with the institution’s mission and vision and the resource allocation process. The aligning

process should serve to build consensus among stakeholder groups. Fundamental to good strategic planning and

implementation are excellent information systems built on accurate data, the understanding of risk and the dynamic

environment of higher education and how that impacts FGCU.

Establish and Promote FGCU’s Distinctive Institutional Identity

The fact that the new strategic plan and the Board of Trustees (BOT) have identified the need to establish a “distinctive

institutional identity” is also very positive. My background in marketing and strategic planning enables me to provide

substantive leadership to achieve this branding goal. I was involved as a president’s cabinet member with a brand creating

study and implementation at CSU Stanislaus.

Increase Revenue to Support Strategic Goals

The addition of a performance based funding model to the state’s support of FGCU has the advantage of identifying and

measuring specific outcomes in order to receive new funding. To meet or exceed the metrics a new president will need to

understand how to improve performance and ensure that effective personnel, processes and information systems are in

place. I have had considerable experience improving graduation rates. Most recently California State University (CSU) has

focused the Graduation Initiative 2025 plan on improving four-year graduation rates. A substantial university-wide plan has

been developed to get more students on track for graduation in four years. Particular attention has been paid to students

who are currently on track to graduate in four and one half years and move them to four-year graduation using winter

intersession and summer school to complete the courses needed. A comprehensive plan is necessary to improve graduation

rates including appropriate scheduling and the elimination of bottleneck courses, the redesign of courses as appropriate to

reduce high DWF rates, adequate classroom capacity, intrusive advising (including an effective advising information

system with an early alert mechanism and career and major advising early in a student’s career), positively framed

programs to support categories of students who traditionally have lower retention and graduation rates (first-generation, low

income, underrepresent minority), a portfolio of high-impact practices (HIPs) that fit well with FGCU, and most important

engagement with the faculty and the faculty’s full participation in creating the plan to improve graduation rates.

Working with administrators, faculty and staff, and across division lines with Student Affairs, I have been at the center of

some impressive student success gains. For example, the First-Time-Freshman (FTF) six-year graduation rate has increased

from 49.5% (cohort 2003) to 57.4% (cohort 2010). Additionally, the underrepresented minority (URM) FTF six-year

graduation rate improved seven percentage points from the 2005 cohort to the 2007 cohort. The 2008 URM six-year

graduation rate is 52%, which is up 1% from the 2007 cohort. The gap between URM graduation rates (51%) and non-

URM rates (53%) has improved six percentage points from the 2006 to 2007 cohorts and remained at two percent for the

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2008 cohort. This compared to 14 percentage points for the CSU system for 2006 and 2007 cohorts. The 2009 cohort has

regressed to the mean and the gap is now six percentage points. Stanislaus State has received national publicity for “best in

class” value-added outcomes. An NPR Planet Money study ranked CSU Stanislaus fifth with Harvard, MIT, Stanford, and

UC Irvine as the best five in the nation for increasing student’s upward mobility based on five measures. A similar ranking

in Money magazine ranked CSU Stanislaus as the top public university/college in the nation in value-added and top 3

including publics and privates. Most recently, the Hechinger Report summarized a Department of Education study that

ranked Stanislaus State among the top 13 four-year public institutions with large Pell recipient student populations and high

FTF six-year graduation rates.

I have significant experience partnering with community foundations such as the Stanislaus Community Foundation where

we worked to improve the numbers of students attending either community college or a four-year institution and supported

the Stanislaus Education Partnership which consists of the Stanislaus County Office of Education, Modesto Junior College,

the Stanislaus Community Foundation and CSU Stanislaus.

As a faculty member and associate dean at the University of Akron I had extensive experience conducting corporate

training programs and building revenue from such programs from nothing to $500,000 per year with customers such as the

Goodyear Tire and Rubber Company and First Energy. I built an advisory board at the University of Akron to support the

information systems program that consisted of companies such as Accenture, Goodyear, Timken, First Energy, Omnova,

Advanced Elastomer Systems, Sprint, Enterprise, Smuckers, and KPMG Consulting. I built an advisory board to support

the College of Business Administration and Public Policy at CSU Dominguez Hills from inactive for 18 months with six

members to 56 members meeting three times per year with representatives from Toyota Motor Company, Fox

Entertainment Group, the Port of Los Angeles, the Los Angeles Sheriff’s Department, the Los Angeles County

Supervisors’ Office, The Aerospace Corporation, and the IRS to name a few. I also have some experience building applied

research relationships with local firms such as Dustbowl Brewery.

Foster a Strong Sense of Community

I am adept at building good relationships with individuals and groups who work at or otherwise support the university. In

all institutions I have worked for, I have taken the time and improved the relationship between my office and the relevant

stakeholder groups resulting in more collaboration, creative problem solving, innovation and student success. The work I

have done at California State University, Stanislaus, to rebuild the relationship between faculty and the president (including

senior administration) is an excellent example of working constructively with a key stakeholder group under difficult

circumstances to improve the university. I am an extrovert and would embrace the president’s community role and build a

strong relationship between the university and community stakeholders. I am also highly collaborative and transparent and

these two attributes are the basis for these very strong relationships with all stakeholders. I have the skill set and motivation

to build a highly collaborative working relationship with the Board, as I have done with the Foundation Board at CSU

Stanislaus (a philanthropic board not a governing board).

Lead Fundraising Efforts

The work done to date in fundraising at FGCU to date is impressive and provides an outstanding platform to build on. I

began my career in sales and marketing as a practitioner, and these have also been my academic fields. Both backgrounds

will help me lead alumni and development offices. I also have a background in development in academe. For six months, I

served as the Executive-in-Charge of the CSU Stanislaus Division of University Advancement which housed both alumni

relations and development, as well as communication and government relations. The division and university benefitted

from my leadership as EIC. I have established a partnership with university advancement, so that academic affairs and

advancement could work as a team in improving alumni relations and development. I established bi-monthly meetings

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between development officers and deans to improve coordination and build a knowledge base for a group of deans that

were very inexperienced in fundraising. I was part of the planning and call to the donor that resulted in the final payment

($180,000) for an endowment for a food safety program. I was a member of two searches for AVPs of development at CSU

Dominguez Hills. I had a development officer report to me at CSU Dominguez Hills and worked closely with the

development officer in the business school at the University of Akron. I am very knowledgeable regarding the principles

and practice of university development and fundraising including planned giving. I have no doubt I will be an unusually

effective fundraiser in the role of president. I established very strong advisory boards at both the University of Akron and

CSU Dominguez Hills as mentioned above. The development office at the University of Akron gave me a Certificate of

Achievement award for my work establishing an information systems advisory board and raising money and engaging

influential organizations in the region. I was part of the team that brought in the largest gift in the history of the CSU

Dominguez Hills College of Business Administration and Public Policy and established a very successful college awards

luncheon, which is still operational. This luncheon was a public relations centered effort.

Build and Lead a Strong Organization

As discussed above, my private sector background in marketing and university experience in marketing and business both

as a faculty member and as administrator for 20 years prepares me very well to “build and lead a strong organization.” In

fact, this is my greatest strength. I am an excellent recruiter of talent and they enjoy working for me because I value their

expertise and input and empower them to make decisions. I am also an excellent mentor for subordinates and students and

take that role very seriously. Strong working relationships and an esprit de corp are hallmarks of my teams. I am also very

familiar with the tradeoffs in organizational structure and management processes and I am not enamored of fads but

embrace effective innovations.

Professional Characteristics

Bold thinker . . .

I am an excellent strategic thinker and decisive when the appropriate opportunity presents itself. I am not, however,

impulsive. It was a bold plan to reduce the number of colleges from six to four during the budget crisis which is described

in more detail on my vita. Creating active advisory boards at the University of Akron and CSU Dominguez Hills were bold

decisions. Hiring the current athletic director at CSU Stanislaus and empowering him to transform the department of

athletics was a decisive action. Increasing the number of discipline specific academic programs delivered through

university extended education was decisive and entrepreneurial and departed from the culture of the institution at that time.

Experienced leader . . .

My record shows success at every institution I have served. At each institution my tenure has been substantial in time and

in achievements.

Practices and promotes environmental sustainability and values the unique role FGCU plays in local, community, and

state conversations.

I believe in and practice environmental sustainability and my record demonstrates a commitment to the local communities

surrounding the universities where I have been an administrator.

Effective communicator with a polished, professional demeanor who advocates for FGCU and earns the respect of the

Florida Legislature and Governor, as well as the Florida Board of Governors.

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At the core of my leadership style are very strong communication skills. I know how important communication is and how

hard it is to do well. I began my career as a salesperson and those skills have been extremely useful in my academic and

administrative career. I have significant experience teaching negotiation and have conducted research and published on the

subject. I have decades of experience as an effective communicator in many different types of situations. In order to be an

effective communicator one must actively listen, observe, come to understand the situation, and then offer positive

direction and action in ways that responsible and committed others can accept. A good communicator has something

meaningful to say. I have experience calling on legislators in the California Assembly and Senate, working with the

Chancellor’s Office, and meeting with CSU BOT members.

Tireless spokesperson who possesses the political acumen to position FGCU effectively and positively with political,

business, and civic leaders.

I look forward to this role. My strong positive political skills were on display during my tenure as provost at CSU

Stanislaus when I was able to reduce conflict between faculty and the President (including senior administration). The level

of conflict in spring 2010 was of such concern that WASC (the regional accreditation body) in the summer of 2010,

charged the campus with a special visit in fall 2011, to force efforts to improve relations. The WASC special visit in

November 2011 revealed progress but WASC called for another visit two years later in fall 2014 to ensure continuing

commitment to an improved relationship. The relationship has improved significantly since November of 2011, and the

visit in fall 2014 was very successful relative to shared governance (and other criteria), and WASC commended the

University for the improvement. It took significant political skill to work with the faculty and the president to reduce

conflict, especially in the period from May 2010 to June 2012. I have discussed my experiences working with political,

business, and civic leaders above.

Commitment to play a central leadership role in the economic and social development of the region by creating and

developing strategic community partnerships and fulfilling workforce demands with graduates.

All of my experience has been with regional state universities and each one played a significant role in the economic

development of their regions. I understand how important that role is and am fully committed to increasing the university’s

development of the region by building the partnership with all the stakeholders in the region.

Ability to balance the strong executive leadership needed to ensure that decisions are made in a timely and fair manner

with sensitivity to the culture of shared governance, and academic freedom at FGCU.

The method to effectively manage these possible conflicts is through high levels of trust which may be achieved with

transparency, communication, and consistency. Shared governance can be slow process but if the faculty and administration

agree on an issue that needs to be expedited faster decisions will result. I am committed to academic freedom and my view

is that there is less disagreement over the definition of academic freedom than there is regarding shared governance,

although the two concepts are closely related and intertwined.

Thorough understanding of current trends in the evolving higher education marketplace accompanied by a vision for how

FGCU can successfully adapt to that marketplace.

A keen understanding of the dynamics of the external environment that impacts on higher education is a prerequisite for

effective strategic thinking and planning. The current environment is the most challenging higher education has faced is

many decades, if ever. The opportunities and need is also at an unprecedented level. Challenges, opportunities, and an

increase in the competitive environment for higher education have resulted because the of the following trends: a relatively

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poor economy since the 2008 financial crisis reducing resources for all stakeholders; the high cost of education and tuition;

the general defunding of public higher education by states and the federal government; exploding student loan debt; a well-

established consumer society requiring Starbucks or Google level service; tremendous advances in the availability and

digitization of information and a resulting increase in expectations; globalization and the need for higher education which

has created enrollment pressures in some parts of the country and increased overall capacity; increased competition from

for-profit institutions also increasing capacity; increases in efficiency and implementation of lean methodologies in most

industries inviting comparison to higher education and a call for improvement; a much greater focus on accountability by

state governing bodies and other similar entities; implementation of performance based funding metrics by state governing

bodies; criticism of low retention and graduation rates which is especially problematic for regional state universities;

concerns about the safety of campuses especially regarding Title IX requirements; concerns about diversity, equity, elitism

(not a problem for regional state universities), and free speech; an alleged skills gap between what the job market needs

from graduates and the skills they possess at graduation, some regions of the country have a declining high school graduate

population and enrollments have declined causing financial problems; criticism of many K-12 districts especially in

underserved areas for not adequately preparing students to be college ready creating remediation costs and negatively

impacting retention and graduation rates. The president needs to be cognizant of all of these trends and how they impact

FGCU in terms of competitiveness and implications for resource allocation.

Demonstrated talent and enthusiasm for fundraising, including the personal and social skills and a passion for FGCU’s

mission.

I discussed my preparation for fundraising above. As an extrovert, excellent communicator and strong advocate for public

higher education I will passionately and effectively advocate for FGCU’s mission. My references and colleagues who have

worked with me will attest that I am passionate about student success and the university I represent.

Proven ability to relate to diverse communities and stakeholders.

I am very comfortable and effective communicating with diverse students. I was a member of the board of directors for the

Millennium Momentum Foundation (MMF) for five years and served on the scholarship committee. MMF awards

scholarships to students of color who are pursuing degrees in public policy disciplines. I also served on the board of

directors of the International Trade Education Program (ITEP), which provides international trade programs to Banning

High School students (Los Angeles Unified School District). These students are almost all underrepresented minorities and

are socially and economically disadvantaged.

A successful track record as a leader and implementer of institutional change.

I changed the environment of dysfunctional conflict at CSU Stanislaus to one of normalcy. I significantly increased the

focus on student success at CSU Stanislaus resulting in significantly improved graduation grates and national recognition. I

made substantial progress in achieving AACSB accreditation in the business program at CSU Dominguez Hills changing

the culture of the program. I managed serious budget cuts at CSU Stanislaus and hired over 130 new faculty, most of whom

I interviewed and discussed how they needed to participate with other stakeholders to continue the university’s growth and

development especially related to student success.

Experience in managing the financial and budgeting operations of a complex unit or organization.

I am very experienced and effective in the process of planning and allocating of resources. I was involved in serious cuts in

the stateside operating budget (22% in July 2009) at CSU Dominguez Hills as a dean and at CSU Stanislaus as provost. At

CSU Stanislaus the 2015-16 budget for Academic Affairs was $50M stateside (including cost of benefits) and $5M in

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auxiliary budgets. In 2010 and 2011 CSU Stanislaus faced serious cuts and I worked with the president’s cabinet, deans,

and unit directors to reduce and reallocate resources. In 2010, I led the effort with the academic senate and provost’s

advisory council to write the “Holistic Program Review” plan that established a committee to consider reducing the number

of academic programs and other dimensions of instruction that could yield savings with minimal impact on achieving the

mission. This was a sophisticated and thorough plan that was written with significant collaboration. Fortunately, program

elimination was avoided when the state began to restore some funding. Reduction of the number of low enrolled sections

and scheduling improvements were implemented. I am very aware of the relationship between enrollment and financial

stability, the cost of programs and the intricacies of the cost of instruction. I have some background in accounting and

finance which is very helpful in knowing what questions to ask and the need for an effective cost accounting structure. I am

a realist regarding resource allocation and believe in openness regarding tradeoffs, effective planning, and the responsibility

(and the occasional reluctance) of stakeholders to take a university perspective. My experience has been that campuses do

not engage in nearly as effective resource allocation planning (i.e., budgeting) as they should for a variety of reasons

including trying to avoid conflict. Effective resource allocation is imperative in the current higher education environment. I

am comfortable with the conflict that surrounds resource allocation and recognize the need for stakeholders to understand

the tradeoffs inherent in the process. Through the allocation process and other communications, the president needs to lead

the campus community to a reasonable level of consensus in support of the final budget.

Personal Qualities

An innovative and entrepreneurial spirit that supports new ways of approaching problems and opportunities and has the

courage and conviction to encourage change in an exceptionally diplomatic way.

I offer three examples of this quality. One, the work I did greatly reducing conflict between the faculty and the president at

CSU Stanislaus, which I have discussed. That process took creativity regarding conflict resolution and relationship

building. Two, with my leadership academic departments, working with the office of extended education programs, created

many more full-tuition programs such as the ASBSN (a second bachelor’s of science degree in nursing for students who

hold a first bachelor’s degree in another field), Master of Social Work (hybrid), RN to BSN degree (online), Online MBA,

Master of Fine Arts (in progress). There was significant resistance by some faculty when I arrived in 2010 regarding

whether full tuition programs offered through extended education programs were appropriate and I had to build trust that

they would be administered properly and serve all stakeholders. This has happened. Three, growing the international

student population and programs. The attitude prior to my arrival was focused primarily on study abroad and not recruiting

international students and changing this attitude took time and persuasion.

Environmentally conscious with a passion for promoting and practicing environmental sustainability.

I am environmentally conscious and believe that sustainability is critical to society and the economy. This is a particular

signature identity for FGCU and should be integrated throughout the strategic plan and operations.

Superior relationship-building and communication skills.

A cornerstone for the success I have had in my career is superior relationship-building and communication skills and I have

discussed examples of how those skills have led to successful outcomes. Good relationships are created through effective

communication which creates trust. Trust is the lubricant of decision making. When it is present the gears operate smoothly

and many effective decisions are made. When it is absent, the gears bind and progress slows to a crawl.

An inspirational leader who will galvanize the community behind the strategic plan for the University’s future and the

execution of that plan.

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An inspirational leader has something meaningful to say. The leader may have the best ideas and superior plans for

implementation, but if he or she cannot communicate it in ways that resonate and is compelling to the audience those good

ideas and plans will lie fallow. Creating a shared vision on a university campus is a challenge. Most stakeholders can

embrace high level vison, such as “student success,” but the disconnect comes in operationalizing the vision especially

relative to resource allocation and the disappointment many feel when they perceive inadequate funding for their unit or

project. The president should use the university’s mission and values as a touchstone for shared vision. He or she should

then create trust around the processes necessary to implement the mission and vision. That trust is created with

transparency and authenticity; even when the campus community does not want to hear the message. In those cases, the

tradeoffs and alternatives need to be laid out by the president and the cabinet.

Active listener who is able to build trust and integrate feedback across different constituents.

Active listening is a core component of my communication skills. Additionally, I am very adept at integrating information

across constituencies who do not speak the same language. Starting my career as a salesperson in industry and then coming

to academe prepared me to be able to function in multiple worlds which have very different cultures and communication

styles. I always try to adjust to the communication style of the individual or group I am communicating with to make it

easier for both to understand each other’s message.

Commitment to an environment where teaching and student success remain the top priority.

I am committed to teaching and the success of all students. Excellent teaching, learning, good advising, student

engagement, and appropriate schedules result in student success. This commitment has shown excellent results at CSU

Stanislaus. Working with administrators, faculty and staff, and across division lines with Student Affairs, I have been at the

center of some impressive student success outcomes improvements. For example, the First-Time-Freshman (FTF) six-year

graduation rate has increased from 49.5% (cohort 2003) to 57.4% (cohort 2010). Additionally, the underrepresented

minority (URM) FTF six-year graduation rate has improved seven percentage points from the 2005 cohort to the 2007

cohort. The 2008 URM six-year graduation rate is 52%, which is up 1% from the 2007 cohort. The gap between URM

graduation rates (51%) and non-URM rates (53%) has improved six percentage points from the 2006 to 2007 cohorts. The

cohorts of 2007 and 2008 hit an impressive two percentage point gap compared to 14 percentage points for the CSU system

(approximate).

Promotion of progress and successes and recognition of excellence in all dimensions.

It is very important that the university recognizes and celebrates excellence and success as a means to reinforce those values

in the community.

Energetic, creative, and inspiring passion for an institution with FGCU’s strengths and characteristics.

As president I would be the most passionate advocate for FGCU and fully embrace its strengths and characteristics

recognizing that the campus community and other stakeholders are appropriately proud of the institution. I would build on

that pride and commitment and work together to further advance the mission.

Genuine desire to engage with external and internal stakeholders especially students with an accessible, inclusive personal

approach.

Colleagues and students that I have worked with will attest that I am a warm, personal, relationship oriented individual. I

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make time for people especially students. I was an excellent instructor who had very positive relationships with my

students. As provost I had strong relationships with the students I worked with and I would function that way as a

president.

Strong interpersonal skills with a commitment to supporting and cultivating the development of others.

I entered academe because of a desire to develop students. I have that same commitment to the development of my

colleagues and as mentioned I have been a mentor to many colleagues over the years.

A demonstrated commitment to diversity, inclusion, equity, and international education and the ability to articulate a

strong rationale for their importance to effective learning.

For most individuals, the greater the diversity of cultures they interact with and are deeply aware of, the broader and more

sophisticated will be their skills and ability to function in diverse environments. This appropriately increases tolerance,

deepens the understanding of the complexity of human behavior, builds character and improves decision making. Students

need to be exposed to diversity in many manifestations, with meaningful hands-on engagement being the best, even if some

students resist or ignore the exposure. Diversity in groups if managed properly leads to diversity of thought, which leads to

better solutions and a higher level of group member commitment to the solution, the group and the superordinate goal(s).

International education is a key component to the educational experience of all students. I have worked hard to grow this

program at CSU Stanislaus and would do the same at FGCU.

A transparent and collaborative leadership style encouraging open discussion.

I am committed to transparency, open discussion, and achieving the mission. I am aware that the leader may often stifle

opposing points of view from being expressed, sometimes inadvertently. On appropriate issues I make a point of asking

those who have not spoken if they have a point to offer. I keep my door open figuratively and literally to encourage

colleagues to bring their concerns to me and react carefully so as to never discourage them from “speaking truth to power.”

Honesty, integrity, and a strong moral compass.

My ethics are at the highest level. My colleagues at the institutions I have worked at will all attest that I am very honest and

have a “strong moral compass.” The university is held to the highest standard of integrity which the president must

embody.

A willingness and interest in regularly being “out and about” through attendance at campus academic, cultural, and

athletics events, with an equal investment of time spent externally in community.

To be an effective leader one has to be present. Absentee leadership does not work. To build relationships you need to

speak face-to-face with stakeholders. That cannot be done without investing time which includes being in the community

and attending events. I was well known at CSU Stanislaus for attending all events that I was invited to and fit my schedule.

Very rarely did I miss an event and the opportunity to support my colleagues. I also attended many athletic events, in fact

the department of athletics honored me for my support at halftime of a December men’s basketball game.

Values participating in a campus community that honors tradition while still having the courage and conviction to make

the necessary decisions to ensure FGCU’s long-term success.

Honoring the good work that was done to build the university strengthens the fabric of the campus community.

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Additionally, nothing manifests the president’s commitment like the willingness to make a tough decision. In my career I

have always been willing to make tough decisions and take on difficult tasks that could be avoided but would hurt the

institution and students if they were ignored.

Conclusion

I would serve Florida Gulf Coast University well as president, would be honored to be selected, and appreciate being

considered. I value and understand academe and I am well aware of the challenges and opportunities facing the academy.

The last few years have seen an unprecedented level of criticism and pressure on higher education from society. Some of

the criticism is deserved and some is unfair and reflects misunderstanding of the dynamics at play. What is clear is that

generally the public and government continue to believe in the growing importance of higher education to a well-

functioning economy and society. The academy must effectively react to the perceptions and beliefs of the public and

government. These responses need to be presented appropriately to stakeholder groups to build a cohesive and consistent

base of support. The president must provide leadership and build strong relationships with stakeholder groups motivating

them to collaborate with and support the university. Students are the raison d`etre for the university and thus the

cornerstone for all strategies, tactics, and decisions. Excellent institutions will find leaders who have the appropriate

experience and good judgment that leads to clear communication, the creation or reaffirmation of an authentic vision,

appropriate strategies and tactics and effective and efficient operations. I very much appreciate the consideration given to

my application and wish you the best of luck in the search for a new president.

Sincerely,

James T. Strong

Vita

James T. Strong

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JAMES T. STRONG

GENERAL INFORMATION

Business Address and Telephone:

Professor of Marketing

California State University, Stanislaus

One University Circle

Turlock, California 95382

(209) 667- 3507 (Department of Management, Marketing, & Operations)

jtstrong@csustan.edu (email - work)

Home Address and Telephone:

1245 Estates Drive

Turlock, CA 95380

(209) 250-1733 (home)

(209) 417-8456 (personal cell – best phone number)

jtstrong17@gmail.com (email – personal)

EDUCATION AND TRAINING

Doctoral Degree:

Doctor of Philosophy, 1990, Drexel University, Philadelphia PA

Major: Marketing

Minor: Organizational Behavior

Dissertation: "Threat Appeals in Marketing and Mass Communications: A Theoretical

Framework and Advertising Study"

Master's Degree:

Masters of Business Administration, 1984, University of Toledo, Toledo OH

Major: Administration

Bachelor’s Degree:

Bachelor of Arts, 1975, Lafayette College, Easton PA

Major: English

Vita

James T. Strong

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ACADEMIC EXPERIENCE

Administrative Experiences:

Provost and Vice President for Academic Affairs

California State University, Stanislaus

May 3, 2010 – December 31, 2016

As provost I served as the chief academic and administrative officer for the Division of

Academic Affairs and reported to the president, acting as senior officer in the president’s

absence. The provost leads, coordinates and implements academic goals, educational policy,

curricular planning and development, academic program review, academic personnel actions,

faculty and staff development, resource development and allocation, assessment, professional

and regional accreditation, and strategic and master academic planning. Specific units reporting

to the provost during my tenure included the four academic colleges, the AVP for Academic

Planning and WASC Accreditation Liaison Officer , university extended education, research and

sponsored programs, library services, institutional research, service learning and community

engagement, the Academic Affairs Budget Officer, the Stockton Center (a branch campus), and

international education. The Department of Athletics also reported to the Provost. Learning

outcomes assessment reports to the AVP Academic Planning. The provost works with faculty

representatives within the context of a system-wide collective bargaining agreement, represents

university administration in the affairs of the Academic Senate, and is responsible for promoting

a collegial atmosphere and encouraging shared governance in developing academic policy.

Fall 2016 key facts that provide a picture of the institution are as follows: total headcount 9,762

(+5.2% vs. Fall 2015); total full time equivalent students (FTES) 8,244 (+5.9% vs. Fall 2015).

Total undergraduate headcount 8620 (100%); full-time undergraduates 7,217 (12 units or more)

(83.7%); part-time undergraduates 1,403 (less than 12 units) (16.3%), average unit load 12.8.

Total graduate/Post-baccalaureate headcount 1403 (100%); full-time post-baccalaureates 754

(66%); part-time post-baccalaureates 388 (34%); average per student unit load 10.2. Overall

9,762 headcount (100%), 7971 full time (81.7%), 1791 part-time (18.3%). In-state residential

headcount 9,681; in-state FTES 8,168; total undergraduate headcount 8,620 (+6.5% vs. Fall

2015); post baccalaureate students 463 (+2.4% vs. Fall 2015); Masters graduate students 651 (-

6.1% vs. Fall 2015); Ed.D. students 37 (-24.5% vs. Fall 2015); new freshmen 1,387 (+9.3% vs.

Fall 2015); new undergraduate transfer students 1,078 (+16.8% vs. Fall 2015); new post-

baccalaureate students 212 (no change); new graduate students 187 (+11.3% vs. Fall 2015).

Degrees conferred in AY 2015/16 2,142 (Bachelor’s 1829 (85.4%)) (Masters 296 (13.8%))

(Doctorate 17 (0.8%)).

Fall 2015 key facts are as follows: average class size 28.8; Student-to-Faculty ratio (SFR) 21.7:1;

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Faculty headcount 534 (+7.3%); staff headcount 533. First-time freshmen (FTF) 6-year (Fall

2010 cohort) graduation rate 57.4%, FTF underrepresented minority (URM) gap 6.3% versus

14% CSU System (approx.), full-time transfers 4-year graduation rate (Fall 2012 cohort) 81.6%;

FTF retention rate (Fall 2015 cohort) 89.4%;

Fall 2016 student demographics are as follows 34.0% male, 66.0% female; American Indian

0.3%, Asian 10.0%, Black or African American 2.0%, Hispanic/Latino 50.0%, Nonresident alien

2.1%, Pacific Islander 1.0%, Two or more races 4.0%, white 25.0%, unaccounted 4.7%.

Headcount for top five bachelor degree programs (Fall 2016): Business Administration 1,457

(16.9%); Psychology 951 (11.0%); Biological Sciences 735 (8.5%), Criminal Justice 664 (7.7%);

Liberal Studies (education degree) 650 (7.5%). Headcount for top five graduate degree

programs: Education 237 (34.0%); MSW Social Work 150 (22.0%); MBA Business

Administration 72 (10.0%); MPA Public Administration 60 (9.0%); Ed.D. Educational

Leadership 54 (8.0%).

Dean

College of Business Administration and Public Policy (CBAPP)

California State University, Dominguez Hills

July 1, 2003 – April 30, 2010

As dean I served as the chief academic and administrative officer of the college and reported to

the provost and vice president for academic affairs and sat on the president’s cabinet. The college

included a business program with departments of accounting and finance, information systems

and operations management, and management and marketing; and a public policy division with

departments of public administration and one department consisting of the disciplines of political

science and economics. The college also included an applied studies program and ROTC. The

following positions reported directly to the dean: associate dean; director of graduate programs;

five department chairs; and an academic resource manager (budget and HR). The college had 52

full-time and 42 part-time faculty in the fall of 2008. For fiscal year the stateside budget was

$5,863,825. Special sessions programs (not run on the state budget) revenue for fiscal year 07-

08 was $1,798,280. In fall 2007 total headcount of graduate and undergraduate students majoring

or seeking graduate degrees including special sessions programs was 2,873 students. In fall 2007

total undergraduate majors were 2,374. Total graduate students in fall 2007 were 499 (MBA

179; MPA 320). In AY 07-08, 457 baccalaureate and 165 masters’ degrees were conferred. In

fall of 2007, business administration undergraduate majors totaled 1,682 and there were 179

MBA students.

Associate Dean

College of Business Administration (CBA)

The University of Akron

August 1997 – September 2002

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As associate dean, I served as the chief operating officer of the college. The following positions

reported directly to the associate dean: assistant dean of undergraduate programs; assistant dean

of graduate programs; director of CBA Career Center; director of the Institute for Global

Business; director for the Center for Organizational Development; director of administrative

services; director of the Center for Family Business; and the assessment officer. The four

department chairs reported to the dean, but had a very close working relationship with the

associate dean. My primary responsibility centered on personnel and budget issues. For example,

the associate dean reviewed department merit pay recommendations, recommended dean’s

holdback raise amounts to the dean, evaluated and made merit recommendations to the dean for

all directors, chairs, and staff. Worked with chairs in assessing faculty performance relative to

research release time accountability. Reviewed the files and drafted recommendation memos for

the dean’s review for all retention, tenure, and promotion candidates. Greatly improved the

administration of the CBA budget. Primary external activities as associate dean were supervising

and supporting the CBA’s executive education programs and working with the CBA’s

information systems advisory board (CITE) and the Fitzgerald Institute for Entrepreneurial

Studies advisory board. Created a dues paying advisory board for the Center of Information

Technology and e-Business (CITE). Recruited members and chaired the board meetings.

Occasionally substituted for the dean in fund-raising and other external activities.

Accomplishments and Key Experiences:

California State University, Stanislaus – Provost and Vice President for Academic Affairs

When I arrived on campus May 3, 2010 there was dysfunctional conflict between faculty and the

president (including many senior administrators). The conflict was especially manifested in the

Academic Senate. By spring of 2013, the relationship had improved significantly as noted in the

spring 2013 General Faculty Meeting by numerous faculty committee chairs, the speaker, and

speaker-elect. The relationship between faculty and the president and senior administration

continued to improve every year I was provost, as did the esteem the faculty held for me. One

reason I was hired was that the president’s and others believed I had the skills and temperament

to improve the relationship between faculty and senior administration. In the summer of 2010

WASC instructed the campus to host a Special Visit in fall 2011 to address the following.

[C]oncern regarding ongoing tensions between senior administration and faculty.

Expressions of mutual mistrust, reported by both the Capacity and Preparatory Review

and the Educational Effectiveness Review teams, were found to pose a serious threat to

otherwise effective educational programs at the institution. As the problematic nature of

these relationships appeared not to have been ameliorated by the time of the

reaccreditation decision, the Commission called for a Special Visit to explore progress in

addressing this concern. While not ascribing blame to any parties, the Commission did

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ask the administration to take the initial steps toward seeking resolution. (July 13, 2010

WASC Commission Action Letter).

I led a variety of administrative initiatives that have helped reduce the tension. Those initiatives

resulted in a Special Visit Report submitted in summer 2011 detailing actions taken in response

to the charge and the WASC Special Visit in November of 2011. I provided critical leadership

for the report and the Special Visit in November 2011.

The WASC Special Visit of 2011 noted progress but stated “that the outcomes have been modest

at best, resulting in a shared recognition that much difficult work lies ahead” (p. 1, WASC

Commission Action Letter – California State University March 7, 2012). The WASC

Commission recommended to the president (and the university accepted) the occurrence of

another Special Visit in the fall 2014 for the same purpose of assessing the conflict between the

president/senior administration and the faculty. They went on to make following additional

charges.

The Commission particularly urges your office to play a leadership role in modeling

collaboration and creating an atmosphere in which courageous conversations about

divisive issues can be had with safety and mutual respect. These difficult conversations

must address historic points of tension, including . . .”

. . . the role of faculty in strategic planning . . .

. . . and the formalization of faculty policies dealing with retention, promotion, and

tenure (RPT). In this regard, faculty must fully engage with the administration to address

the challenge of establishing RPT policies that are institution-wide and include rigorous

requirements that reflect good practice in higher education.

In a charge memo to Academic Affairs that was the result of extensive consultation with all

stakeholder groups, especially the Senate Executive Committee, I laid the ground work for a very

successful Special Visit in fall 2014. The 2014 Self-Study Report documented significant

improvement and after reading the report the WASC Special Visit Self Study Team reduced their

visit by one day. The Special Visit was very successful resulting in three commendations from

WASC and closing the chapter on dysfunctional conflict. The collaborative behavior and

engagement of my team and I was a key factor in this positive outcome. The naming of an

interim president in June 2012 and his subsequent confirmation as the permanent president in

May of 2013 was also very important in creating normalcy and solid relationships which

continued to grow through his presidency.

Dramatically improved relations between the provost and the Senate Executive

Committee.

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Implemented student success initiatives that have resulted in an improvement of 8.1

percentage points in the overall six-year FTF graduation rate from 2006 cohort to 2010

cohort (57.4%). The underrepresented minority six-year graduation rate has improved

seven percentage points from the 2005 cohort to the 2007 cohort. The gap between URM

graduation rates (51%) and non-URM rates (53%) has improved six percentage points

from the 2006 to 2007 cohorts. Last year’s gap stood at two percentage points (2007

cohort) compared to 14 percentage points for the CSU system. This has been

accomplished with significant enrollment increases in first time freshman and a 12.8%

increase in URM students and a 3% increase in first generation students (NCES

definition). The most current gap regressed to the mean and now stands at 6.3%.

Provided the leadership for a team from Modesto Junior College, Stanislaus County

Board of Education, and CSU Stanislaus charged to create a “promise” document that

improves student success and access to Higher Education for K-12 and Modesto Junior

College students.

Lead the division and assisted the senior leadership in budget cuts in 2010-11, 2011-12,

and 2012-13. These cuts were substantial and difficult. As co-chair of the University

Budget and Planning Advisory Committee (UBAC) for those three years, I provided

additional leadership in the budget allocation decisions. In a large part due to my

leadership UBAC was much more functional than it was in the prior five years.

Worked with the Academic Senate to reduce the number of Colleges from six to four in a

budget reduction effort. This was a consensus decision without dysfunctional conflict.

Made the following hires during my tenure as provost: Dean of the College of Business

Administration, Dean of Education; Dean of the College of Education, Kinesiology and

Social Work, Dean of the College of Science, Dean of the College of Arts, Humanities

and Social Sciences, two Deans of the College of Extended Education, Director of

Institutional Research, two Directors of International Programs, Director of Athletics,

Dean of Library Services, two Associate Vice Presidents of Academic Affairs, and the

Academic Affairs Budget Officer.

Supervised the hiring of over 130 tenure track faculty in six plus years.

Instrumental in hiring the Foster Farms Endowed Chair of Business Economics.

Supported the search for the Starn Endowed Chair of Agricultural Studies.

Provided strong leadership and support in the College of Business’s successful AACSB

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maintenance of accreditation visit in spring 2013 which resulted in a complete

reaccreditation with no continuing review and no significant weaknesses cited. It was a

very impressive performance by the College.

Played the leadership role for the Strategic Plan Working Group resulting in a survey of

perceptions of the plan and stakeholder meetings to gather information regarding

appropriate next steps in the strategic planning process. That effort resulted in the

creation of the Committee to Implement and Prioritize the Strategic Plan whose

recommendations resulted in a detailed two-year strategic priorities plan which included

a second comprehensive survey of stakeholders. I also lead the Strategic Plan Working

Group to recommend to the President a charge for a Strategic Planning Committee to

create a new strategic plan as recommended by WASC in March 2015.

Significantly improved the provost’s retention, promotion, and tenure (RPT) evaluative

memos, mentored deans on effective RPT evaluation memos and generally improved the

process in a collective bargaining environment and also including a robust faculty senate

partnership.

Key member of the RPT Survey Committee charged with gathering information to

improve retention, tenure, and promotion policy and procedure. The survey resulted in a

report that was affirmed by the Academic Senate and has been the platform to reinforce

the positive aspects of the RPT process and work with faculty to improve areas of

weakness, specifically those identified in the WASC special visit report from March

2015. I have worked continuously to improve the RPT process and standards.

Created the Enrollment Management Committee shortly after arriving on campus. When

I arrived there was very little enrollment management taking place on the campus.

Improved enrollment management and course scheduling in Academic Affairs and have

provided key leadership to improve enrollment management across the university. In fall

2013 managed enrollment so that the university did not exceed the upward limit on

enrollment in AY 2013-14 notwithstanding intense enrollment pressures. I was the key

member of the planning and communication team that managed that difficult process

very effectively. Projected AY total FTES for 2016-17 is 19% greater than 2010-11 when

I arrived. Fall 2016 freshman enrollment (1,389) is 35% greater than 2010-11. Fall 2016

transfer enrollment is +12.8% compared to fall 2010.

Created the Holistic Program Review with a charge memo that was heavily vetted with

campus stakeholders, including the Academic Senate to review all academic operations

with the objective of improving effectiveness and efficiency given constrained budgets. I

have played a key role in educating the Division of Academic Affairs regarding a more

sophisticated approach to managing costs, especially instructional costs. This has resulted

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in “The Big Project” which is an interdivisional committee charged with improving

planning of the schedule including operations and cost.

Improved and supported the institution’s focus on scholarship and creative activity

through the implementation of the President’s RSCA Award program and vocal support

of all RSCA activities by faculty.

Created the Graduation Initiative Committee and greatly enhanced and supported the

Student Success Committee. I have brought the issue of student success and the need for

improvement in university support for student success to all the key stakeholders in

Academic Affairs resulting in collaboration with campus partners and additional analysis

and initiatives to increase retention and graduation rates and close the underrepresented

minority (URM) achievement gap. The current focus is on Graduation Initiative 2025,

with a special focus on improving 4-year FTF and 2-year transfer student graduation

rates.

Significantly improved the operation of University Extended Education. The generation

of surplus funds was significantly increased. Charged the dean to create a winter

intersession program that has grown steadily and generates surplus funding.

Improved the Provost’s Office relationship with the Graduate Council.

Supported and/or provided leadership for the creation of the following curricula:

ASBSN – a second bachelor’s degree in nursing for students who hold a first bachelor’s

degree in another field.

RN to BSN degree (online)

BS in Health Sciences

Online MBA

Food Safety (in progress)

BS in Social Science (degree completion)

Master of Fine Arts (in progress)

Led the effort to rebuild enrollment at the Stockton Center. This began with hiring an

interim dean in July 2013 and in February 2016 hiring a permanent dean. Additionally, a

strategic plan was created for the Stockton Center, faculty hired, programs placed in the

Center, and the results are very positive and show benefits for both the Stockton Center

and the Turlock campus. In Academic Year 2015-16 headcount of students taking at least

one credit at the Stockton Center increased to 564 head count (+251.0, +80.2%) and

189.5 FTES (+93, +96.4%), and these students also increased their FTES levels on the

Turlock campus (+118.0 FTES, +76.6).

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Working through the AVP of Academic Planning, streamlined, reduced cost, and

improved the learning outcomes process.

Improved Academic Affairs compliance with university and Chancellor’s Office policy.

Led efforts to changing a “loose compliance” culture to a “compliance” culture and

reduce risk to the university.

Provided leadership and support for the Chancellor’s Office Early Start program on the

Stanislaus State campus. This program has been very successful.

Co-chair of the CSU Chancellor’s Office Academic Council Early Start Committee.

Early Start remains a key initiative of the CSU Board of Trustees and the Chancellor’s

Office.

Member of the CSU Chancellor’s Office Academic Council (23 campus provosts and

Chancellor’s Office Academic Affairs leaders).

Member of the CSU Chancellor’s Office Academic Council Steering Committee fall

2013 to fall 2015.

Co-chair of the Academic Technology Steering Committee. This committee is comprised

of Provosts and campus CIOs and the Chancellor’s Office CIO and the Executive Vice

Chancellor. Co-chair fall 2015 to December 2016.

Member of the Chancellor’s Office Academic Technology Advisory Committee fall 2011

to December 2016.

Member of the CSU Chancellor’s Office Academic Technology Advisory Committee.

Served as Executive-in-Charge of the Division of University Advancement from

November 6, 2012 until April 29, 2013. This division consists of development,

communication, and legislative affairs. Worked closely with the two divisional AVPs to

keep the division operational until a new VP was named. Represented the division in

budget allocations and assisted with critical personnel searches and other matters.

Working with the deans and Athletic Director to support and better coordinate University

Advancement’s efforts to increase fundraising. The new Athletic Director raised over

$850,000 in his first year and over $1M in his second. These are the two best fundraising

years in the history of the department. The College of Business Administration (CBA)

Dean has also had success raising money. Strongly supported the CBA Advising Board

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and encouraged the other deans to create effective advisory boards.

Hired an outstanding Athletic Director in spring of 2012 to improve general operations

and professionalism in the Department of Athletics. Supported and guided personnel

changes including coaches and an organizational restructuring. The department has

achieved remarkable improvements since June 2012. Under his leadership, 2013-14 was

the most successful in Stanislaus State history in NCAA Division II with 3 conference

championships, 16 student-athletes named All-Americans, including a national player of

the year, Karenee Demery, and a national champion, Courtney Anderson.

California State University, Dominguez Hills (CSUDH) – Dean

Under my leadership the business program made remarkable progress toward achieving AACSB

accreditation given where the program was in fall 2003 when I arrived. CSUDH applied for

AACSB accreditation and submitted a self-evaluation report (SER) in summer 2007. The

AACSB peer review team recommended that CSUDH address the deficiencies cited in their pre-

visit letter and resubmit a self-evaluation study when the deficiencies were corrected. The major

criticisms by the peer review team were: 1) insufficient coverage of classes by academically

(AQ) or professionally (PQ) qualified faculty; and 2) insufficient budget to support an AACSB

accredited business program. That feedback resulted in CSUDH’s comprehensive response plan

to achieve AACSB accreditation submitted in September of 2009. The plan was reviewed and

ratified by the AACSB peer review team and the team stated to me that it would result in

accreditation assuming all other relevant performance indices held constant or improved. The

timetable in the plan called for accreditation to be conferred no later than spring 2011. In July of

2009 the budget of CSUDH was cut 22% by the Chancellor’s Office due to cuts from the State of

California. The budget cuts to the business program were at similar level. The business program

was entering the self-study semesters (fall 2009 and spring 2010) for AACSB accreditation.

Given one of the commitments in the CSUDH AACSB response plan was to increase the budget

to the business program, CSUDH decided to withdraw its application for accreditation until the

budget could be restored and the commitments of the response plan met. To date the business

program has not received AACSB accreditation, which has been a goal since the early 1980s.

Faculty academic and professional qualification rates improved from 44% when I arrived

in 2003 to over 80% in the 2008-08 academic year. The quality of faculty publications

improved dramatically. Faculty began hitting “A” level journals, such as Management

Science and Organization Science. One faculty member published a book with Nobel

Laureate Lawrence Klein.

Participated with the dean’s in budget cutting and a process of program prioritization in

fall 2009.

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Lead and organized strategic planning process for CBAPP in spring 2010.

Played an integral part in securing the largest donation in the history of the college

($100,000); an endowed scholarship memorializing faculty member Chiou-Hsiung

“Bear” Chang.

Total gifts for calendar year 2008 were $137,000 up from $37,695 in 2007.

February 2008 elected to the “member at large” position on the executive committee of

the CSU Business Deans Association.

Wrote and received a $493,000 grant from the Small Business Administration to establish

the Institute for Entrepreneurship and Global Logistics. Grant was received in fall of

2006. Worked with the late Congresswoman Juanita Millender-McDonald to secure this

funding. I was the principal investigator.

Wrote and received a follow-up grant of $196,000 from the Small Business

Administration to fund the creation of an entrepreneurship concentration online. The

entrepreneurship concentration in the business major was an important component of the

Institute for Entrepreneurship and Global Logistics. Grant received fall of 2009. I was the

principal investigator.

Wrote and received a lottery grant for $123,980 in conjunction with the College of Arts

and Humanities (CAH). CBAPP’s portion of the grant was $73,321. The purpose of the

grant was to prepare faculty and offer one program in College of Arts and Humanities

and one in CBAPP in an online format (the management concentration of the business

major was selected).

Wrote and received a $250,000 Department of Agriculture grant to develop a supply

chain management undergraduate business concentration. Grant received in 2004. I was

the PI.

Wrote and received a $42,000 CSU Extended University grant to support the creation of

a supply chain management MBA concentration. Grant received in spring 2006.

Strongly encouraged and supported the faculty in revising the core curriculum of the

MBA program and adding six new concentrations expanding from two concentrations.

The new concentrations were finance, marketing, human resource management and

leadership, information systems, entrepreneurship, and supply chain management.

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Strongly encouraged and supported the revision of the core curriculum of the MPA and

the development of a concentration model. Concentrations in public administration, non-

profit management, and criminal justice administration were created. New curriculum

was implemented in fall 2007.

Strongly encouraged and supported the development of undergraduate business

concentrations in supply chain management, sports entertainment and hospitality

management and entrepreneurship and small business management. Supported the

revision of the human resources concentration.

Working closely with faculty and staff created a strategic plan for the college.

Took a moribund advisory board that had not met in 18 months or more in July of 2003

and built a board of 56 members that was meeting four times per year, interviewing

faculty candidates, guest lecturing, reviewing curriculum, providing internships and class

projects and fundraising for the college. Also established an executive committee for the

advisory board to provide leadership for the advisory board. The board had three very

active “sub-boards” for public administration, entrepreneurship, and human resource

management and an active committee that organized an annual award luncheon.

Recognized as an outstanding board by the AACSB peer review team, CSUDH

development office and the campus in general. The board was made up of both private

and public sector members, with prestigious resumes and served the entire college not

just the business program. The board became a significant prospect development tool and

a major vehicle to bring a practitioner focus to the curriculum. The former chair of the

board’s executive committee has taught both at the undergraduate and graduate levels in

entrepreneurship.

Led the effort along with the CBAPP Advisory Board to hold an Annual CBAPP Awards

Luncheon to honor the alumnus, executive and organization of the year and raise money

for the college. The College Advisory Board co-sponsored the event. The first Awards

Luncheon in November of 2007 raised $25,000 in contributions and net contribution was

over $15,000. The second Awards Luncheon in November of 2008 doubled the number

of participants to over 350, raised $35,000 in contributions and net contribution was over

$25,000. Maria Contreras-Sweet, founder and Chairwoman of the Board for

PROMERICA BANK was the keynote speaker; BP was the organization of the year;

Debra Reed, President and Chief Executive Officer of San Diego Gas & Electric and

Southern California Gas Co. was the executive of the year; and Gilbert Ivey, Chief

Administrative Officer of the Metropolitan Water District of Southern California was the

alumnus of the year. The third awards luncheon matched the second in fundraising in a

difficult economy. Roberto Orci highly successful Hollywood screenwriter (e.g.,

Transformers, Mission Impossible II, Star Trek) was the keynote speaker. Anschutz

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Entertainment Group was the organization of the year; Michael Lang, Executive Vice

President, Business Development & Strategy, Fox Entertainment Group, Inc. was the

executive of the year; and Michael Rouse, Vice President, Philanthropy & Community

Affairs, Toyota Motor Sales USA, Inc. was the alumnus of the year. While the money

raised was modest, it increased and the event was a superb public relations tactic

especially for a university that needed exposure and began the process of creating a

culture of philanthropy in the advisory board and the college. For example, at the 2008

Awards Luncheon BP announced a $50,000 scholarship for CSUDH. Five award

luncheons have been held. The year before my arrival on campus the college raised a

paltry $4,000 even with a college development officer. I recognize that fundraising events

are entirely supplemental to good development strategy.

In October ’04 I created a monthly electronic newsletter to serve as the marketing and

public relations piece for the college. The newsletter is sent to alumni, friends, the

college, and the greater campus community and has been very well received. Archived

copies of the newsletter can be found at the following web address:

http://cbapp.csudh.edu/newsletter/012009/index.htm

Established a “Friends of the College” database to house friends and alumni of the

college, to whom the newsletter is sent and future annual campaign efforts will be

targeted. Thousands of new names had been added to the database.

Instrumental in CSUDH receiving the Millennium Momentum Foundation National

Ambassador of Education Award in December 2007. This organizational raises money

for scholarships for minority students.

Working with faculty and chairs, reorganized the business program and reduced the

number of departments from five to three in order to increase administrative efficiency

that was hampered by very small departments (spring 2005).

Provided leadership to integrate the newly acquired department of political science,

economics and labor studies into the college. Many in the department were reluctant to

join the college.

Annualized AY 09-10 FTES for the college was up 6.3% versus AY 08-09.

In fall 2007 total headcount of graduate and undergraduate students majoring or seeking

graduate degrees including special sessions programs was 2,873 students, up from 2,410

students in fall 2003 (+19.2%). In fall 2007 total undergraduate majors were 2,374 up

from 1,873 in fall 2003. Total graduate majors in fall 2007 were 499 (MBA 179; MPA

320), compared to 537 (MBA 270; MPA 267) in 2003. In AY 07-08, 457 baccalaureate

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and 165 masters’ degrees were conferred. Business administration undergraduate majors

were 1,682 and MBA students were 179 in fall 2007.

Graduate online (special sessions) programs grew significantly 2003 to 2008 and gained

national attention with Wall Street Journal articles and a top ten “best buy” rating by

geteducated.com. Fall 2007 headcount for online MBA and MPA programs was 314

compared to 242 in fall 2003 (+30%).

Total revenue for special sessions programs (not run on the state budget) for fiscal year

07-08 was $1,798,280. This consisted almost entirely of revenue generated from the

MBA and MPA online programs.

Hired 26 new faculty members in six years. In fall 2009 hired five full-time lecturers and

two tenure track faculty to meet AACSB standards and help achieve accreditation.

Significantly improved faculty hiring through improved practices including personally

recruiting at conferences and encouraging department chairs to do the same. Faculty have

PhDs from top universities such as USC, Michigan State, University of Minnesota,

Syracuse, Florida State, and UCLA.

Hired a development officer, two financial managers, and two associate deans.

Good mentoring relationship with all new faculty. Met with all probationary (non-

tenured) faculty individually once a year to review their progress toward tenure.

Periodically met with probationary faculty as a group to discuss any concerns.

Led faculty to improved intellectual contributions policies for both the business

administration program and the department of public administration.

Improved the reappointment, tenure and promotion process by significantly upgrading

the dean’s evaluation memos and linking them directly to the intellectual responsibilities

policies.

Organized with co-chair Dave Christy (then dean of business at Cal Poly SLO) and

hosted a one-day workshop on the new AACSB accreditation standards for CSU and area

colleges in May 2005.

Significantly strengthened the learning outcomes assessment program. Direct measures of

learning outcomes have been collected for four years. Six EBI student and alumni

satisfaction surveys were conducted in four years as indirect measures of learning

outcomes. The feedback loop has been closed and changes were made to curriculum and

pedagogy. The AACSB dean visitation team in their planning visit cited the assessment

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program as a strength for the business program. The AACSB peer review team was

generally quite satisfied with the learning outcomes assessment process at CSUDH in

their January 2008 pre-visit letter responding to the summer 2007 self-evaluation report

(SER).

2007 Educational Benchmarking Institute (EBI) undergraduate alumni satisfaction

surveys for the business program produced extremely impressive results. CSUDH ranked

1 of 7 schools on all 13 factors compared to six comparison schools (“select

six”). CSUDH ranked 1 of 13 schools on all 13 factors compared to all the other schools

in the CSUDH Carnegie Class. Compared to all schools in the survey CSUDH ranked 1

of 40 schools on 11 of 13 factors. CSUDH ranked 2 and 3 of 40 on the remaining two

factors (factor 9 and 7 respectively). Of 39 possible first place finishes, CSUDH finished

first 37 times, second once and third once. This reflects the high quality of the

undergraduate business program and how very satisfied students were with the program

and large difference it made in their lives.

2007 EBI MBA alumni satisfaction surveys for the business program also produced

extremely impressive results. Compared to the “select six” schools CSUDH ranked 1st of

7 schools on 6 factors, 2nd of 7 schools on 2 factors, and 3rd of 7 schools on 4 factors.

Thus, on 12 of 13 factors CSUDH was 3rd

ranked or better compared to the “select six”

schools. Compared to all the other schools in the Carnegie Class, CSUDH ranked 1st of 9

schools on 3 of 13 factors, 2nd on 2 factors and 4th on 3 factors. Thus, CSUDH was

ranked in the top half of schools in its class on more than half of the factors. Compared to

all schools in the survey, CSUDH ranked 1st of 23 schools on 4 of 13 factors, 2nd

on one

factor and 4th

on another factor. Thus, CSUDH ranked in the top half of 23 schools in the

survey on 11 of 13 factors and on the remaining two factors was ranked 12th and 18th

respectively. This is noteworthy performance when one considers how competitive MBA

programs are. Many schools never achieve one first place ranking.

University of Akron – Associate Dean

Intimately involved with the creation of the International Executive MBA program,

which began in the fall of 2002. The CBA successfully recruited fourteen international

students, who paid $40,000 program tuition for the start of classes in fall 2002. Refined

the budget and negotiated the program with the provost.

In December of ’01 worked with college leadership in administering a $170,000 budget

cut mandated by the university and prepared for an additional approximate 3% budget cut

mandated by the State of Ohio.

Created the Center for Information Technology and e-Business Center (CITE), which

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housed information systems faculty. Led the effort to create an advisory board to provide

financial and advisory support to the center. In eight months recruited fifteen advisory

board members from companies such as Accenture, Goodyear, Timken, First Energy,

Omnova, Advanced Elastomer Systems, Sprint, Enterprise, Smuckers, and KPMG

Consulting. Each member paid $1,500 in annual dues. When I left the position the board

had over 20 members and the university development office felt it was one of the best

boards in the university.

Awarded me a certificate of achievement for work with advisory boards during my tenure

as associate dean (fall ’02) by the development office.

Working with the assistant deans of graduate and undergraduate programs and the

department chairs the CBA achieved impressive enrollment gains. Student credit hour

production was as follows: Fall ‘01 UG +14%, Grad. -2%, Overall +11%; Spring ‘01

Undergraduate (UG) +13.1%, Grad. +10.8%, Overall +12.7%; Fall ‘00 UG +8.8%, Grad.

12.9%, Overall 9.6%; Spring ‘00, UG +8.5%, Grad. -3.2%, Overall +6.2%; Fall ‘99 UG

+2.6%, Grad +3.3%, Overall +2.8%.

Chaired the web-team committee, which brought five MBA web courses to market in

nine months in 1999. Eight prerequisite MBA courses were offered. Overcame

significant administrative roadblocks in creating this curriculum.

Worked with the assistant dean for undergraduate studies to implement courses using

interactive videoconference technology with Lakeland Community College and the

Wayne branch campus of the University of Akron.

Chaired a committee charged with developing an e-business program for the CBA.

During a six-week period created a seven course, twenty credit hour graduate program

complete with syllabi. The committee met two and three times per week to accomplish

this task. Enrollment for the first two courses was 60+ and 45. The e-Business program

received excellent publicity with a lead article in the Cleveland Plain Dealer, four radio

interviews and mentions, and my interview on Cleveland Channel 5 11:00 News.

Seventeen students finished the certificate program in May of 2001.

In the fall of ’00 and spring of ’01 chaired the committee charged with selecting an ERP

software system to support the IS curriculum. Oracle 11i was selected and we developed

an implementation plan. This committee planned the implementation of ERP software

into the IS, and eventually non-IS, curriculum.

Created the position of technology director and executed a successful recruitment.

Worked with the director to significantly upgrade the level of technical support provided

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to faculty and CBA students.

Significantly improved the retention, tenure, promotion (RTP) process in the dean’s

office and the college. Dean’s office review of RTP applications became much more

rigorous and objective under my leadership. Existing policies were enforced much more

thoroughly and consistently across the college.

Participated on a university committee revising and writing policy to improve the

administration of merit pay campus wide (Fall 2001).

Directed the creation of a technology plan for the college.

Institutional representative for the university in a suit brought by a faculty member and

tried in Ohio Court of Claims (November 2000). Lead witness for the defense. Deputy

General Counsel of the university stated I was the best witness he ever had in his 20 plus

year legal career and I received a congratulatory phone call from Provost Terry Hickey.

Office of the Ohio State Attorney General legal counsel, who was the lead defense

lawyer, was also extremely pleased with my performance. The University of Akron

received a completely favorable ruling from the Court of Claims in February of 2002.

In a review of CBA and university endowed accounts I discovered an inactive

endowment ($160,000) targeted to provide short-term loans to needy students. Because

of the impracticality of this objective the financial aid office was not dispersing any of

the money to students. Went through the process of having the mission of the endowment

broadened so that it included scholarships for students and could be effectively awarded

to students.

Helped prepare for and coordinate the AACSB reaffirmation process and facilitate the

visitation. Graduate and undergraduate programs were reaffirmed for both business and

accounting. Reaffirmation was achieved in June of 1998.

Created a detailed budget for the CBA and the Institute for Global Business. Hired a

budget administrator.

Instrumental in creating a $1.6 million endowment for the Institute for Global Business

using an unspent initial allocation of an annual renewable budget line that had been

awarded to The University of Akron by the state of Ohio to create a state-of-the-art

international business program.

Supported the Institute for Global Business in their efforts to create a nationally

renowned international business program in the CBA. Significantly contributed to the

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creation of a meaningful strategic plan for the Institute. Helped the director working with

the career center to establish international scholarships and internships with major

Fortune 500 companies in N.E. Ohio and abroad. Assisted in the development of

meaningful alliances with other international academic institutions.

Chaired the search committee to recruit a director of the Institute for Global Business.

Heavily involved in the hiring of twenty-four tenure-track faculty. Handled the salary

negotiations for most of these hires either directly or through the department chair.

Involved in more than thirty searches during five-year tenure as associate dean and have

established a reputation as a superb recruiter.

Chair of the Dean’s Advisory Council. This council is made up of the leadership of the

college’s student organizations. Council serves as a sounding board for administration for

various student issues.

Chaired the search committee for the successful recruitment for the director of the

Fitzgerald Institute for Entrepreneurial Studies. This was a very difficult and complicated

search that spanned two years and one failed effort. Successfully concluded the search

with a new director who started in the fall of 2000.

Helped create the position of assistant development director for the CBA and served on

the search committee. This individual was so successful she was promoted and I led the

successful recruitment effort to replace her.

Instituted a 360-degree evaluation procedure for all administrators for the purpose of self-

development (1999).

Instrumental in developing a plan and obtaining the resources necessary to reorganize the

centralized advising function in the graduate and undergraduate offices.

Spearheaded the creation of a faculty summer grant research program. Awarded

$133,000 in grants for summer 1999, $115,000 summer of 2000 and $56,000 summer

2001. Served as program administrator.

Led the effort to provide summer grants to newly recruited faculty as a condition of

employment to meet competitive conditions. Served as program administrator.

Primary author of the summer grant policy, which established accountability procedures.

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Chaired the search committee and recruited an executive education director from the

University of Michigan.

Involved in and supervised the growth of executive education offerings by the CBA from

nearly nothing in the early 1990s to a high of over $500,000 in 1999. Conducted business

with major Fortune 500 companies. Developed a broad base of expertise in the field of

executive education.

Led the effort to establish a two-week sales and marketing training program with the

Goodyear Tire and Rubber Company. Created a significant portion of the curriculum and

taught in the program. The two-week course was offered in November of 1999 and July

of 2000. This was the most significant program in the history of executive education at

The University of Akron. This program provided credibility that enabled the CBA to do

business with Fortune 500 firms in the area who had not previously contracted services

from the CBA.

Primary author of the faculty policy for executive education teaching and consulting.

Helped organize a CBA career center. Assisted in hiring the director and three assistant

directors. Supported the growth of the CBA career center from 20% student usage to over

50% and from under 20 annual on-campus recruiters to over 300. Over 200 hundred

students were placed in career positions and an additional 200 placed in internships. The

CBA career center was an important competitive advantage for the college as they

dramatically increased the quantity and quality of companies recruiting in the college.

Served on a university committee to develop a strategy to improve university career

services.

Served on the search committee to hire a director for university career services.

Worked closely with the CBA assessment officer to implement a comprehensive

assessment program including core and major curriculum tests, annual EBI student,

alumni, employer, and faculty satisfaction surveys, and a student employment survey.

Supported the creation of a comprehensive assessment database. Implemented a writing

skills assessment program through ETS. Continually encouraged faculty and

administrators to use assessment feedback to improve the college.

Organized a teaching and faculty development program featuring on-site seminars.

Seminars included the following topics, “becoming a master teacher,” “teaching with the

case method,” “grantsmanship in colleges of business,” and “effective use of

technology.”

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Organized a series of seminars to develop various skills for staff.

As associate director of the Fisher Institute for Professional Selling and later as associate

dean, assisted in elevating the sales program in the CBA to one of the top six in the

nation as recognized by Sales and Marketing Management Magazine, the leading trade

journal.

Conferences:

2015 Complete College America 6th

Annual Covening Alliance, Broomfield Colorado

2013 WICHE Forum Annual Meeting, San Diego, CA

2010 AAUP Conference on Shared Governance, Washington, DC

2010 AASCI/EDUCAUSE/UCF Presidential Team Technology Conference, Orlando, FL

2009 WASCB Conference, Portland, OR

2008 AACSB Dean’s Conference, San Francisco, CA

2008 WASCB Conference, Park City, UT

2008 AACSB Dean’s Conference, San Antonio, TX

2007 WACSB Dean’s Conference, Scottsdale, AZ

2007 AACSB Dean’s Conference, Las Vegas, NV

2006 WACSB Conference, Santa Monica, CA

2006 AACSB Dean’s Conference, San Diego, CA

2005 WACSB Conference, Seattle WA

2005 AACSB Dean’s National Conference, San Francisco CA

2004 WASCB Conference, Las Vegas, NV

2004 AACSB Dean’s Conference, Montreal Canada

2004 AACSB Dean’s Conference, Newport Beach CA

2003 AACSB Standards Conference, St. Louis MO

2003 AACSB National Conference, New Orleans LA

2000 AACSB Conference on Strategic Compensation and Rewards, Atlanta GA.

2000 AACSB Deans Conference, San Diego CA

1999 AACSB Deans Conference, Atlanta GA

1999 Internationalizing Business Education Seminar, sponsored by University of South

Carolina, Atlanta GA

1998 AACSB Deans Conference, Chicago, IL

1998 AACSB Associate Deans Conference, Washington, DC

1998 AACSB Learning Outcomes Conference, Nashville, TN

1998 AACSB Technology Conference, Berkeley, CA

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Teaching Experiences:

The University of Akron

College of Business Administration

Department of Marketing

Akron, Ohio

Assistant Professor

1989 - 1994

Associate Professor

1994 - 1998

Professor

1998 - 2003

Courses taught include Marketing Principles, Professional Selling, Sales Management,

Marketing Strategy, Marketing Channels, International Marketing, Advertising,

Business-to-Business Marketing, Business Negotiation and Principles of Retailing.

Graduate course taught includes Strategic Marketing Management, Sales Management,

Business-to-Business Marketing, and Business Negotiation.

Created the graduate and undergraduate Business Negotiation courses.

Created a new graduate course in Relationship Marketing and CRM.

Rowan State University (formerly Glassboro State College)

College of Business Administration

Department of Marketing

Assistant Professor

1986-1989

Courses taught included Principles of Marketing, Research Methods in Marketing,

Personal Selling and Sales Management, and Marketing Channels.

Drexel University

College of Business Administration

Department of Marketing

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Teaching Assistant

1985-1986

Undergraduate courses taught included Personal Selling and Sales Management.

Graduate courses taught included Marketing Management.

Professional Training:

"How to Teach with the Case Method," Faculty Consortium--American Marketing Association,

1988.

"How to Write Case Studies," Faculty Consortium--Glassboro State College, 1987.

BUSINESS EXPERIENCE

Consulting Experiences:

Pier Angeli Company, Dudick, Inc., General Tire, Harwick Chemical Corporation, Ohio Edison,

Goodyear Tire and Rubber Company.

Participation in Executive Education, Management Development, or Other Training

Programs:

Presented “Successfully Coaching Employees,” to the CBA Career Center Advisory Board

Members and friends, August 2002.

Instructor for “The Art of Negotiating,” for SUMMA Health System Leadership Institute

(Hospital) one-day seminar, August 2001.

Instructor for “The Art of Negotiating,” for MetroHealth System (Hospital) one-day seminar

March 2001.

Presentation of “Negotiation and Conflict Resolution,” for Business Management Seminar, First

Energy Corporation, April 2001.

Lead instructor for “Sales and Marketing Seminar,” for the Goodyear Tire and Rubber Company

two-week seminar for Latin American and Asian divisions, November 1999, July 2000.

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Instructor for “Negotiation,” for Consolidated Gas Company one-day seminar, August 2000.

Lead instructor for “Negotiation Training,” two-day workshop provided to nuclear engineers for

First Energy Corporation, August 2000.

Instructor for “Coaching,” one-day seminar for Consolidated Natural Gas, March 2000.

Co-Author, curriculum for one week sales training seminar for the Goodyear Tire and Rubber

Company, 1999.

Author, “Cook Developers”, case study for Advanced Business Negotiations, Fisher Institute for

Professional Selling, Executive Development Seminar presented to the Sales Force of Ohio

Edison, June 25, November 13, December 11, 1997.

Speaker, Intermediate Business Negotiations, "Overview of Business Negotiations," and

"Integrative Negotiation," Fisher Institute for Professional Selling, Executive Development

Seminar presented to the sales force of Ohio Edison, February 26, March 12, April 16, April 30,

October 9, October 23, November 6, November 13, December 4 and December 11, 1997; March

5, March 12, April 16, April 23, May 14, May 21, October 28, November 2, 1998; March 10,

March 17, April 21, April 28, 1999.

Discussion Leader, Intermediate Business Negotiations, for "Knight Engines/Excalibur Engine

Parts, Role Play," Fisher Institute for Professional Selling, Executive Development Seminar

presented to the sales force of Ohio Edison, February 26, March 12, April 16, April 30, October

9, October 23, 1997, March 10, 1999.

Speaker, Intermediate Negotiations, "Negotiation Planning and Strategy," and "Communication

in Negotiation," Fisher Institute for Professional Selling, Executive Development Seminar

presented to the sales force of Ohio Edison, March 5, March 19, April 23, May 7, October 16,

October 30, 1997.

Discussion Leader, Intermediate Business Negotiations, for "Universal Computer Company,

Role Play," Fisher Institute for Professional Selling, Executive Development Seminar presented

to the sales force of Ohio Edison, March 5, March 19, April 23, May 7, October 16, October 30,

1997.

Speaker, Advanced Business Negotiations, "Negotiation Breakdowns," and "The Social Context

of Negotiations and Negotiating in Groups," Fisher Institute for Professional Selling, Executive

Development Seminar presented to the sales force of Ohio Edison, May 21, June 4, June 18,

November 6, and December 4, 1997.

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Discussion Leader, Advanced Business Negotiations, for "Jordan Electronics, Role Play," Fisher

Institute for Professional Selling, Executive Development Seminar presented to the sales force of

Ohio Edison, May 21, June 4, June 18, November 6, December 4, 1997.

Speaker, Advanced Business Negotiations, "Third Party Interventions," and "Ethics in

Negotiation," Fisher Institute for Professional Selling, Executive Development Seminar

presented to the sales force of Ohio Edison, May 28, June 11, June 25, November 13, December

11,1997.

Discussion Leader, Advanced Business Negotiations, for "Connecticut Valley School, Role

Play," Fisher Institute for Professional Selling, Executive Development Seminar presented to the

sales force of Ohio Edison, May 28, June 11, 1997.

Discussion Leader, Advanced Business Negotiations, for Cook Developers, Fisher Institute for

Professional Selling, Executive Development Seminar presented to the sales force of Ohio

Edison, June 25, November 13, December 11, 1997.

Sales Trainer for Professional Selling Training Seminar, Fisher Institute for Professional Selling,

conducted for Summa Care, Inc. September 11 and 18, 1997.

Speaker, Customer Solution Selling, "Listening," "Questioning," and "Spin," Fisher Institute for

Professional Selling, Executive Development Seminar presented to the sales force of Harwick

Chemical Corporation, January 6-7, 1997.

Discussion Leader for case studies "Joy Technologies," "Misco Technologies," and "Callaway

Industries," Fisher Institute for Professional Selling, Executive Development Seminar presented

to the sales force of Harwick Chemical Corporation, January 6-7, 1997.

Discussion Leader for role-plays, "Horizon, Inc.," "World Industries," and "Mitso, Industries,"

Fisher Institute for Professional Selling, Executive Development Seminar presented to the sales

force of Harwick Chemical Corporation, January 6-7, 1997.

Author for role-plays, "Horizon, Inc.," "World Industries," and "Mitso, Industries," Fisher

Institute for Professional Selling, Executive Development Seminar presented to the sales force of

Harwick Chemical Corporation, January 6-7, 1997.

Speaker, Strategic Planning Seminar, "Strategic Planning," Center for Organizational Training,

Foundations in Business Development Seminar presented to the sales managers of Ohio Edison

Corporation, January 17, 1997.

Discussion Leader, "Nike Corporation," case, Center for Organizational Training, Foundations in

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Business Development Seminar presented to the sales managers of Ohio Edison Corporation,

January 17, 1997.

Discussion Leader case studies "First Call Introduction - The Wrong Way," "First Call

Introduction - The Right Way," "Prescription Before Diagnosis - The Wrong Way," and

"Prescription Before Diagnosis - The Right Way," Fisher Institute for Professional Selling,

Executive Development Seminar presented to the sales force of Dudick, Inc., March 2, 1996.

Author of the case studies "First Call Introduction - The Wrong Way," "First Call Introduction -

The Right Way," "Prescription Before Diagnosis - The Wrong Way," and "Prescription Before

Diagnosis - The Right Way," Fisher Institute for Professional Selling, Executive Development

Seminar presented to the sales force of Dudick, Inc., March 2, 1996.

Speaker, Marketing Management Leadership Training Program, "Closing the Sale," "How to

Become a Better Negotiator," and "Principles of Persuasion," December 13, 1995; "Common

Mistakes in Solving Marketing Problems," November 17, 1995; "Methods for Resolving

Conflict Within Business Relationships," October 27, 1995; "Communication Styles Within

Business Relationships," October 26, 1995; "Transformational Leadership - The Difference

Between Leading and Managing," "Limiting the Presence of Free-Riders in Team Projects,"

September 28, 1995; "Using Competitor Analysis to Assist in Sales Force Planning," "Sales

Force Planning," August 24, 1995; "Interpersonal Skills for Supervisors," "Motivational

Concepts," July 13, 1995; Fisher Institute for Professional Selling, Executive Development

Seminars presented to sales managers from the Ohio Edison Corporation.

Discussion Leader, Marketing Management Leadership Training Program, "Bestbooks/Paige

Turner Role Play," December 14, 1995; "For Their Own Good, As Well as Yours," "You've Got

a Better Product, Prove It!" and "Know Your Enemy and Fight Back," cases, December 13,

1995; "Hanover-Bates, Corp." case, November 17, 1995; "Hartford Manufacturing Company,"

role play, October 27, 1995; "Devising Communication Strategies," case, October 26, 1995;

Fisher Institute for Professional Selling, Executive Development Seminars presented to sales

managers from the Ohio Edison Corporation.

Professional Development course taught: Professional Selling, Continuing Education, CBA

Spring 1995.

Business Experiences:

McGranahan Distribution Company, Toledo Ohio

Sales Manager

1978 - 1985

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Ohio Plate Glass Company

Marketing Manager

1977 - 1978

Armstrong World Industries

Marketing Representative

1976 - 1977

RESEARCH AND PUBLICATIONS

Books, Book Chapters, and Supplements:

Retailing, Fifth Edition Test Bank, New York, NY: MacMillan Publishing Co., 1994 (with Dale

M. Lewison).

"Personal Selling in China: Cultural Differences and Guidelines for U. S. Salespeople," (with Li

Bo, Don Howard, and Khalid Dubas) in 1993 Financial Markets and Economic Integrations in

Asia, 217-230.

Test Bank (with Dale Lewison) to accompany Retailing by Dale M. Lewison (1991), New York:

MacMillan.

Test Item File (with Rolph E. Anderson and Paul F. Christ) to accompany Professional Personal

Selling by Rolph E. Anderson (1991), Englewood Cliffs, New Jersey: Prentice-Hall.

Instructor's Resource Manual (with Rolph E. Anderson and Paul F. Christ) to accompany

Professional Personal Selling by Rolph E. Anderson (1991), Englewood Cliffs, New Jersey:

Prentice-Hall.

Journal Articles:

Business Marketing Sales Interactions (with Jon M. Hawes and Debbie Owens)”, in Advances in

Business Marketing and Purchasing, editor Arch G. Woodside (1999), JAI Press, 167-180.

“Evaluating Market Orientation of an Executive MBA Program”, (with Khalid M. Dubas, Waqar

I. Ghani, Stanley Davis) in Journal of Marketing for Higher Education, 8:4, 49 (1998).

"An Empirical Investigation of Sales Management Training Programs for Sales Managers," (with

Rolph Anderson and Rajiv Mehta) in 1997 Journal of Personal Selling and Sales Management,

17:3, 53-66.

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"Do Closing Techniques Diminish Prospect Trust?" (with Jon M. Hawes and Bernard S. Winick)

in 1996 Industrial Marketing Management, 25:5, 349-360.

"The Effect of Specific Human Capital On Compensation and Sales Force Turnover," (with

Khalid M. Dubas) in 1995 Research in Marketing, 12, 125-140.

"Fear Arousal, Prior Product Usage, and Persuasion: An Advertising Study," (with Michael F.

d'Amico) in 1994 (Fall/Winter) Journal of Marketing Management, 4 (2), 1-7.

"The Optimal Level of Fear-Arousal in Advertising: An Empirical Study," (with Khalid M.

Dubas) in 1993 Journal of Current Issues & Research in Advertising, 15 (2), 1-7.

"Course Design Using Conjoint Analysis," (with Khalid M. Dubas), Journal of Marketing

Education, 1993 Spring, 31-36.

"Building Exchange Relationships: Buyer and Seller Perceptions of Sales Rep Performance,"

(with Jon M. Hawes and Thomas L. Baker), in 1993 Psychological Reports, 72, 607-614.

"The Processing of Marketing Threat Stimuli: A Comprehensive Framework," (with Khalid M.

Dubas), in 1992 Research in Marketing, 11, 221-263.

"Marketing Threat Appeals: A Conceptual Framework and Implications for Practitioners," (with

Rolph E. Anderson and Khalid M. Dubas), in 1993 Journal of Managerial Issues, 5 (4), 532-546.

"Leaders in Selling and Sales Management: John Cameron Aspley and The Dartnell

Corporation," in 1992 Journal of Personal Selling and Sales Management, 11 (4), 65-68.

"The Theory of Transaction Cost Economics Applied to International Intra and Inter-

Organizational Structure," (with Rolph E. Anderson), in 1990 Business and Economic Review,

(Fall), 87-106.

"Free Riding in Group Projects: Control Mechanisms and Preliminary Data," (with Rolph E.

Anderson), in 1990 Journal of Marketing Education, (Summer), 61-67.

"Leaders in Selling and Sales Management: Harry S. Tosdal," (with Jon M. Hawes), in 1990

The Journal of Personal Selling and Sales Management, 10:2 (Spring 1990), 73-76.

Proceedings Articles:

“Performance Appraisals of Sales Managers at Different Hierarchical Levels: An Empirical

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Investigation” (with Frederick Yim, Rajiv Mehta, and Rolph Anderson) Proceedings of the 2008

Global Marketing Conference at Shanghai March 20-23 at Shanghai Jiao Tong University.

"An Examination of the Impact of Closing Techniques and Buyer Gender on Attitude Toward

the Salesperson," in 1996 Proceedings Multicultural Marketing Conference (Virginia Beach), 62-

63.

"A Test of the Impact of Specific Human Capital on Sales Force Turnover," (with Khalid M.

Dubas) in 1996 Proceedings Atlantic Marketing Association (Baltimore), 270-275.

"An Examination of the Impact of Closing Techniques and Buyer Gender on Intentions to Buy,"

(with Jon M. Hawes) in 1995 Proceedings American Marketing Association Winter Educator's

Conference, 187.

"The Impact of Closing Techniques on Prospect Trust," (with Jon M. Hawes) in 1995

Proceedings National Conference in Sales Management (Atlanta), 66-67.

"The Impact of Sales Force Turnover On Sales Managers' Satisfaction and Their Perception of

Sales Force Satisfaction," (with Khalid M. Dubas and Jennifer Barr) in 1994 Proceedings

Atlantic Marketing Conference (Atlantic City), 318-324.

"Aggregating the Preferences of Students and Recruiters in Course Design," (with Khalid M.

Dubas and Douglas Tseng) in 1994 Proceedings Atlantic Marketing Conference (Atlantic City),

201-206.

"Fear Arousal, Prior Product Usage, and Persuasion: An Advertising Study," in 1994

Proceedings Midwest Marketing Association Conference (Chicago), 85-91. Winner of Best

Marketing Paper Award, out of 44 papers.

"Arrow's General Impossibility Theorem and Five Collective Choice Rules: Pareto, Condorcet,

Plurality, Approval Voting, and Borda (with Khalid M. Dubas), in 1993 Proceedings Academy

of Marketing Science Conference (Miami), 334-338.

"Threat Appeals: A Structural Equations Analysis," (with Khalid M. Dubas), in 1993

Proceedings Business and Health Administration Conference (Chicago), 16-20.

"Five Eras of the Marketing of Medical Services," (with Michael d'Amico and Dale Lewison), in

1993 Proceedings Business and Health Administration Conference (Chicago), 1-5.

"Testing Closing Techniques," (with Michael F. d'Amico), in 1993 Proceedings, National

Conference in Sales Management, (Orlando, Florida), 111-114.

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"U.S. Investment and Trade With the Asian Market: An Overall Comparison Over a Ten Year

Period Using Correspondence Analysis," (with Khalid M. Dubas and Catherine Atwong), in

1992 Proceedings of Annual Asian Conference on Issues and Perspectives on Asian Economic

Integration, (New York, New York), 1-7.

"Personal Selling in China: Cultural Differences and Guidelines for U.S. Salespeople," (with Li

Bo, Donald Howard, and Khalid M. Dubas), in 1992 Proceedings of Annual Asian Conference

on Issues and Perspectives on Asian Economic Integration, (New York, New York), 127-133.

"A Comparison of Closing Techniques: Persuasion Theory Explanations and Preliminary Data,"

(with Michael F. d'Amico and Khalid M. Dubas), in 1992 Proceedings, Southern Marketing

Association Conference (New Orleans, Louisiana), 314-318.

"Personality as a Moderator of the Threat-Persuasion Relationship: A Conceptual Discussion

and Research Propositions," (with Michael F. d'Amico and Khalid M. Dubas), in 1992

Proceedings, Southern Marketing Association Conference (New Orleans, Louisiana), 89-93.

"Fear and Sex in Advertising," (with Thomas Baker and Peter Turk), in 1991 Proceedings,

Southern Marketing Association Conference (Atlanta, Georgia), 321-324.

"A 'Golden Age' for Sales Management," (with Michael d'Amico), in 1991 Proceedings, The

Midwest Marketing Association Conference (Chicago, Illinois), 80-83.

"Researching Community Demand for a Proposed County Health Department Program," (with

Michael d'Amico), in 1991 Proceedings, Conference of the Business Health and Administration

Association (Chicago, Illinois), pp. 22-25.

"Sales Management Thought to 1920," (with Michael d'Amico), in 1991 Proceedings, National

Conference in Sales Management (Anaheim, California), pp. 111-113.

"American Sales Management Practice and Thought: Developments to World War II," (with

Michael d'Amico), in 1991 Proceedings, Fifth Conference on Historical Research in Marketing

and Marketing Thought (East Lansing, Michigan), 227-241.

"Examining Market Opportunities for Optometric Services," (with Jon M. Hawes), in 1990

Proceedings, Annual Conference of the Academy of Marketing Science (New Orleans,

Louisiana), pp. 493-497.

"Selling Styles: An Analysis of Potential Moderating Factors," (with Jon M. Hawes), in 1990

Proceedings, National Conference in Sales Management (Dallas, Texas 1990), pp. 59-62.

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"Fear Appeal in Marketing: An Expectancy Based Approach," in 1988 Proceedings, The

Midwest Decision Sciences conference, Arthur J. Adams, ed. (Louisville, Kentucky 1988), pp.

101-103. One of 9 papers, out of 172, nominated for two "Best Papers" awards.

"Recommendations on How to Improve the Educational Value of Group Projects in Marketing

Curricula," in 1988 Proceedings, Southern Marketing Association Conference (Atlanta, Georgia,

1988), pp. 317-322.

"The Impact of Media Level on Personal Selling Presentations," in 1988 Proceedings, Southern

Marketing Association Conference (Atlanta, Georgia, 1988), pp. 164-169.

"A Taxonomy of Sales Methods and a Model of Effectiveness," in 1988 Proceedings, Atlantic

Marketing Association Conference, David L. Moore, ed. (Williamsburg, Virginia, 1988), pp.

551-564.

"Impact of Fear and Spokesperson Sex on Perceived Offensiveness and Effectiveness: The Case

of Condom Ads," in 1988 Proceedings, Atlantic Marketing Association Conference, David L.

Moore, ed. (Williamsburg, Virginia, 1988), pp. 87-98.

Cases:

“National Saxony Carpet Company,” (with Jon Hawes) in Sales Management: Concepts and

Cases (1996), by Douglas Dalrymple and William Cron, Sixth Edition, New York: Prentice Hall,

pp. 166-168.

"Packman's Books: Profiting as an Independent Bookstore," (with Dale M. Lewison) in

Retailing (1996), by Dale M. Lewison, Sixth Edition, New York: Prentice Hall, p. 750.

"State College Bookstore: Operating within a Complex Legal and Ethical Environment," in

Retailing (1996), by Dale M. Lewison, Sixth Edition, New York: Prentice Hall, p. 763.

"Shop 'n Save: Green Marketing - An Environmental Opportunity and/or Ethical

Responsibility," in Retailing (1996), by Dale M. Lewison, Sixth Edition, New York: Prentice

Hall, p. 758.

"King Foods: Evaluating Everyday Low Pricing as an Alternative to High-Low Buying

Practices," in Retailing (1996), by Dale M. Lewison, Sixth Edition, New York: Prentice Hall, p.

785.

"To Churn or Not to Churn," in Essentials of Personal Selling, by Rolph Anderson (1995),

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Englewood Cliffs, New Jersey: Prentice-Hall, p. 90.

"Fear of Failure," in Essentials of Personal Selling, by Rolph Anderson (1995), Englewood

Cliffs, New Jersey: Prentice-Hall, p. 91.

"Approaching Prospects to Sell a New Product," in Essentials of Personal Selling, by Rolph

Anderson (1995), Englewood Cliffs, New Jersey: Prentice-Hall, p. 247.

"Negotiating Price," in Essentials of Personal Selling, by Rolph Anderson (1995), Englewood

Cliffs, New Jersey: Prentice-Hall, p. 307.

"United Colors of Benetton: Shock Ads, Social Responsibility and Specialty Retailing," in

Strategic Management: Cases (1995), by Lester A. Digman, Houston: Dame, C1-1-3.

"IKEA: An International Retailer Penetrates the U.S. Market," in Strategic Management: Cases

(1995), by Lester A. Digman, Houston: Dame, C20-1-5.

"Packman's Books: Profiting as an Independent Bookstore," in Strategic Management: Cases

(1995), by Lester A. Digman, Houston: Dame, C28-1-3.

"McDonald's: From the "Burger Wars" to the "Big Food Fight," (with Dale M. Lewison and

John Thanapolous) in Retailing (1994), by Dale M. Lewison, Fifth Edition, New York:

MacMillan, 85-87.

"L.L. Bean, Inc.: Adapting a Retailing Format to Meet the Challenges of a Dynamic

Marketplace," in Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan,

87-89.

"Packman's Books: Profiting as an Independent Bookstore," (with Dale M. Lewison) in

Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan, 89-91.

"Weight Watchers: Selling Dreams in a Tough Market," in Retailing (1994), by Dale M.

Lewison, Fifth Edition, New York: MacMillan, 208-209.

"State College Bookstore: Operating within a Complex Legal and Ethical Environment," in

Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan, 211-213.

"Shop 'n Save: Green Marketing - An Environmental Opportunity and/or Ethical

Responsibility," in Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan,

213-215.

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"Tandy Corporation: Competing in a Maturing PC Market," (with Dale M. Lewison)," in

Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan, 611-614.

"King Foods: Evaluating Everyday Low Pricing as an Alternative to High-Low Buying

Practices," in Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan, 614-

616.

"Wal-Mart: Buying Practices and Issues," in Retailing (1994), by Dale M. Lewison, Fifth

Edition, New York: MacMillan, 617-620.

"Goodyear Tires: Power and Conflict in the Marketing Channel," in Retailing (1994), by Dale

M. Lewison, Fifth Edition, New York: MacMillan, 620-622.

"Nordies: Motivation or Intimidation?" in Retailing (1994), by Dale M. Lewison, Fifth Edition,

New York: MacMillan, 628-631.

"Sears: Creating a Cluttered Sales Culture," in Retailing (1994), by Dale M. Lewison, Fifth

Edition, New York: MacMillan, 631-633.

"United Colors of Benetton: Shock Ads, Social Responsibility, and Specialty Retailing," in

Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan, 633-635.

"J.C. Penney: Lessons on Hitting a Moving Target," in Retailing, (1994) by Dale M. Lewison,

Fifth Edition, New York: MacMillan, 749-751.

"Days Inn: Hospitality Survival in a Hostile Market," in Retailing, (1994) by Dale M. Lewison,

Fifth Edition, New York: MacMillan, 837-839.

"IKEA: An International Retailer Penetrates the U.S. Market - Issues in Marketing Strategy," in

Retailing, (1994) by Dale M. Lewison, Fifth Edition, New York: MacMillan, 842-845.

"Packman's Books: Profiting as an Independent Bookstore," (with Dale M. Lewison) in

Proceedings, DSI Conference, Washington (1993), 63-64.

"Tandy Corporation: Competing in the Maturing PC Market," (with Dale M. Lewison) in

Proceedings, DSI Conference, Washington (1993), 65-67.

"Mike Kelley, Market Researcher," (with Jon Hawes) in Nonprofit Case Study Collection,

Nonprofit Organization Management, booklet.

"To Churn or Not to Churn," in Professional Personal Selling, by Rolph Anderson (1991),

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Englewood Cliffs, New Jersey: Prentice-Hall, p. 94.

"Fear of Failure," in Professional Personal Selling, by Rolph Anderson (1991), Englewood

Cliffs, New Jersey: Prentice-Hall, p. 95.

"Approaching Prospects to Sell a New Product," in Professional Personal Selling, by Rolph

Anderson (1991), Englewood Cliffs, New Jersey: Prentice-Hall, p. 366.

"Negotiating Price," in Professional Personal Selling, by Rolph Anderson (1991), Englewood

Cliffs, New Jersey: Prentice-Hall, p. 441.

"Selling Furniture at Retail: Probe, Listen, Explain, and Close," in Retailing, 4th edition, by

Dale M. Lewison (1991), New York: MacMillan, p. 641.

"Nordies: Motivation or Intimidation," in Retailing, 4th edition, by Dale M. Lewison (1991),

New York: MacMillan, p. 642.

"The 'Greening' of Shop 'n Save," in Retailing, 4th edition, by Dale M. Lewison (1991), New

York: MacMillan, p. 700-702.

"IKEA: A Global Retailer," in Retailing, 4th edition, by Dale M. Lewison (1991), New York:

MacMillan, p. 700-702.

"Lew Foster and Gail Pittenger: Isolated Incidents or Substance Abusers," (with Dale M.

Lewison), in 1989 Proceedings, Decision Sciences Institute Annual Case Writers Conference

(San Diego, California, 1989).

"IKEA: An International Retailer Penetrates the U.S. Market: Issues in Marketing Strategy,"

(with Jeanne Latona), in 1989 Proceedings, Decision Sciences Institute Annual Case Writers

Conference (San Diego, California, 1989).

Research Grants and Awards:

$123,980 lottery grant for in conjunction with the College of Arts and Humanities (CAH).

CBAPP’s portion of the grant is $73,321. The purpose of the grant is to prepare faculty and offer

one program in CAH and one in CBAPP in an online format (the management concentration of

the business major).

$196,000 follow-up grant of from the Small Business Administration to offer the

entrepreneurship concentration online. The entrepreneurship concentration in the business major

is an important support to the Institute for Entrepreneurship and Global Logistics. Grant received

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fall of 2009. I am the principal investigator.

$493,000 grant from the Small Business Administration to establish the Institute for

Entrepreneurship and Global Logistics. Grant received fall of 2006. Worked with

Congresswoman Juanita Millender-McDonald to secure this funding. Currently pursuing a

follow-up grant for $300,000.

$250,000 Department of Agriculture grant to develop a supply chain management undergraduate

business concentration. Grant received in 2004.

$42,000 California State University Extended University grant to establish a supply chain

management MBA concentration. Grant received in spring 2006.

Stoller Curriculum Grant, The University of Akron 1995

Stoller Case Writing Grant, The University of Akron 1994

Stoller Grant, The University of Akron, 1992.

Grant received to test a model of Protection Motivation Theory using structural equations.

Budget: $3,500.

Stoller Grant, The University of Akron, 1990.

Grant received to investigate the impact of threat advertisements on source credibility, resulted in

one journal article, "The Optimal Level of Fear-Arousal in Advertising: An Empirical Study,"

(with Khalid M. Dubas) Journal of Current Issues & Research in Advertising, and two

proceedings articles, "Personality as a Moderator of the Threat-Persuasion Relationship: A

Conceptual Discussion and Research Propositions," (with Michael F. d'Amico and Khalid M.

Dubas), in 1992 Proceedings, Southern Marketing Association Conference (New Orleans,

Louisiana), in press and "Fear and Sex in Advertising," (with Thomas Baker and Peter Turk), in

1991 Proceedings, Southern Marketing Association Conference (Atlanta, Georgia), 321-324,

Budget: $3,000.

Research Grant, The University of Akron.

Grant given to review the fear appeal literature, resulted in two journal articles, "The Processing

of Marketing Threat Stimuli: A Comprehensive Framework," (with Khalid M. Dubas), Research

in Marketing, 11, in press and "Marketing Threat Appeals: A Conceptual Framework and

Implications for Practitioners," (with Rolph E. Anderson and Khalid M. Dubas), Journal of

Managerial Issues, in press. Budget $2,000.

Specially Budgeted Research, Glassboro State College, 1987.

Resulted in a journal article, "The Theory of Transaction Cost Economics Applied to

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International Intra and Inter-Organizational Structure," (with Rolph E. Anderson), in 1990

Business and Economic Review, (Fall), 87-106. Budget $1,200.

Specially Budgeted Research, Glassboro State College, 1988.

Resulted in a dissertation, "Threat Appeals in Marketing and Mass Communications: A

Theoretical Framework and Advertising Study” Budget $1,500.

Articles Under Review:

PROFESSIONAL ACTIVITIES

Program Appearances:

Papers Presented:

"An Examination of the Impact of Closing Techniques and Buyer Gender on Attitude Toward

the Salesperson," in 1996 Multicultural Marketing Conference (Virginia Beach).

"Fear Arousal, Prior Product Usage, and Persuasion: An Advertising Study," 1994 Midwest

Marketing Association Conference (Chicago).

"Fear and Sex in Advertising," 1991 Southern Marketing Association Conference.

"American Sales Management Practice and Thought: Developments to World War II," Fifth

(1991) Conference on Historical Research in Marketing and Marketing Thought.

"Researching Community Demand for a Proposed County Health Department Program," 1991

Conference of Business and Health Administration.

"Sales Management Thought to 1920," 1991 National Conference in Sales Management.

"A 'Golden Age' for Sales Management," presented at the 1991 Midwest Marketing Conference.

"Free Riding: A Problem in Group Assignments," presented at the 10th Annual AMA

International Collegiate Conference Faculty Track Program.

Panelist:

Special Session on "Assessment - Is Judgment Day Really Here?" 1995 Midwest Marketing

Conference.

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Special Session on "Negotiation Role Plays in Marketing Curriculum," 1994 Midwest Marketing

Conference.

Special Session on "Marketing's Role in AIDS Education: An Academic's Perspective," 1991

Southern Marketing Association Conference.

Special Session on "Handling the High Demand for Selling and Sales Management Courses,"

1990 Southwestern Marketing Association Conference.

Program Involvements:

Session Chairperson:

"Marketing Curriculum Innovations," 1990 Southwestern Marketing Association Conference.

"Integrating Negotiation Skills into the Marketing Curriculum," 1995 Midwest Marketing

Conference.

Discussant:

Sales Management Track, 1995 Midwest Marketing Association Conference

Buyer Behavior Track, 1994 Midwest Marketing Association Conference

Promotion track, 1991 Southern Marketing Association Conference.

Marketing Education Track, Proceedings of the 1990 Southwestern Marketing Association

Conference.

Consumer Behavior Track for the Proceedings of the 1988 Southern Marketing Association

Conference.

Editorial Activities:

Editor:

Section Editor, The Communicator, 1991.Reviewer:

Sales Management Track, 1996 Multicultural Marketing Conference.

The Journal of Personal Selling and Sales Management.

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The Journal of Applied Social Psychology.

The Business and Economic Review.

Promotion Track, 1990 Southern Marketing Association Conference.

Marketing Education Track, 1990 Southern Marketing Association Conference.

Marketing Theory and Education Track, 1990 Southwestern Marketing Association Conference.

Akron Business and Economic Review, Summer 1990.

Proceedings of the 1990 Southwestern Marketing Association Conference.

Proceedings of the 1988 Southern Marketing Association Conference.

Proceedings of the 1988 Atlantic Marketing Association Conference.

Proceedings of the 1988 Seventh Annual Services Marketing Conference.

Organizational Involvement:

Midwest Marketing Association

Society For Consumer Psychology

PROFESSIONAL RECOGNITIONS

Awards:

Received "Distinguished Sales and Marketing Award" from Sales and Marketing Executives,

Akron Chapter, 1996.

Won the 1994 "Best Paper" award at the Midwest Marketing Conference. Selected from 44

papers.

One of nine papers nominated for two "Best Paper" awards at the 1988 Midwest Decision

Sciences Conference.

SERVICE CONTRIBUTIONS

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University Service

CSU Chancellor’s Office, Co -Chair, Early Start Committee - fall 2013 to December 2016.

CSU Chancellor’s Office, Member, Academic Council Steering Committee – summer

2013 to summer 2015.

CSU Chancellor’s Office, Member, Academic Council – spring 2010 to December 2016.

CSU Chancellor’s Office, Member, Information Technology Advisory Committee ITAC

– spring 2010 to December 2016.

CSU Chancellor’s Office, Co-chair, Academic Technology Steering Committee ATSC - fall

2015 to December 2016.

CSU Stanislaus, Chair, Strategic Plan Working Group – spring 2010 to December 2016.

CSU Stanislaus, Chair, Committee to Implement and Prioritize the Strategic Plan (CIPSP) –

September 2014 to December 2016.

CSU Stanislaus, Chair, Strategic Planning Committee – June 2016 to September 2016.

CSU Stanislaus, Chair, Academic Affairs Council – spring 2010 to December 2016.

CSU Stanislaus, Co-chair, University Budget Advisory Committee – spring 2010 to fall 2012.

CSU Stanislaus, Co-chair, University Task Force on Advising, fall 2014 to June 2016.

CSU Stanislaus, Co-chair, PACE Work Group – fall 2015 to June 2016. This work group

resolved a conflict surrounding a Title V student success grant that had exhausted grant funds.

There was a desire by some to institutionalize the grant activities with university funds but

finding available funds was a challenge. The Work Group developed a plan to institutionalize the

best components of the grant.

CSU Stanislaus, Co-chair, Chancellor’s Office Student Success Funding Proposal – August 2015

to June 2016.

CSU Stanislaus, Member, Labor Council – spring 2010 to December 2016.

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CSU Stanislaus, Member, President’s Cabinet – June 2012 to December 2016.

CSU Stanislaus, Member, President’s Senior Staff – spring 2010 to June 2012.

CSU Stanislaus, member, CRC (Vice Presidents’ committee to approve all hiring requests) -

spring 2010 to December 2016.

CSU Dominguez Hills, Member search committee for AVP of Development – spring 2010.

CSU Dominguez Hills, Member of “Closing the Achievement Gap” committee – AY 2009-10.

CSU Dominguez Hills, Member search committee for Vice President for University

Advancement – fall 2008.

CSU Dominguez Hills, Chaired the dean search committee for the College of Liberal Arts –

winter 2006.

CSU Dominguez Hills, Skelly Reviewer for a discipline case – spring 2006.

CSU Dominguez Hills, Chaired the dean search committee for the College of Health and Human

Services – winter 2005.

CSU Dominguez Hills, Member of the dean search committee for the College of Natural and

Behavioral Sciences – winter 2004.

CSU Dominguez Hills, Chaired the search committee for director of institutional research –

winter 2004.

CSU Dominguez Hills, Chair of the Strategic Planning Oversight Committee – fall 2004 – fall

2007.

CSU Dominguez Hills, Member of the University Planning Committee – fall 2003 - current.

CSU Dominguez Hills, Member of the University Enrollment Management Committee – fall

2003 – spring 2010.

CSU Dominguez Hills, Member of the University Student Retention Committee – fall 2006 –

spring 2010.

CSU Dominguez Hills, Member Civic Engagement WASC Task Force – fall 2006 – spring

2008.

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40

Member University Strategic Plan Goals Committee – fall 2007 – spring 2010.

Divisional Service:

Member, Graduate Council – spring 2010 to December 2016.

Time Certain permanent guest, Senate Executive Committee - spring 2010 to December 2016.

CSU Stanislaus, member, Ad Hoc Trust Restoration Committee - fall 2010 to December 2016.

CSU Stanislaus, Member, Faculty Budget Advisory Committee - spring 2010 to December 2016.

CSU Stanislaus, Chair, Provost Advisory Council - spring 2010 to December 2016.

CSU Stanislaus, Chair, Council of Deans - spring 2010 to November 2014.

CSU Stanislaus, member, Academic Senate - spring 2010 to December 2016.

CSU Dominguez Hills, Skelly Reviewer for a discipline case – spring 2010.

CSU Dominguez Hills, Member Program Review Panel – spring 2010.

CSU Dominguez Hills, Member Task Force to advise CSUDH College of Extended and

International Education – spring 2010.

CSU Dominguez Hills, Member Task Force to advise the university on Blackboard and online

course management programs and options – AY 2009 -10.

Department Service: University of Akron

Chairman, Departmental Research and Publications Committee

Member, Faculty Affairs Committee

Member, Strategic Planning Committee

Member, Industrial and Organizational Sales Program Committee

Member, Departmental Operations Committee

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College Service: University of Akron

Chair, Instructional Responsibilities Committee

Member, Committee for Strategic Planning and Accreditation

Member COD Advisory Committee

Member, University Well Being Committee

Member, Graduate Admissions Committee

Member, Research and Publications Committee

Community Service

CSU Stanislaus, Member, Stanislaus Community Foundation College Futures Initiative –

September 2015 to December 2016. This group was focused on improving college going rates,

retention, and ultimately graduation – September 2015 to December 2016.

CSU Stanislaus, Chair, Stanislaus Partnership (aka Promise). This is a partnership with Modesto

Junior College, the Stanislaus County Office of Education and CSU Stanislaus to improve

college attendance and success rates by students in the county. The objective is to increase the

number of K-12 who attend and graduate from a 2-year or 4-year institution of Higher

Education. This effort resulted in a written agreement between the three partners outlining their

cooperation and a press conference in June of 2015 announcing the partnership and its

objectives. The next step will be an operational plan – November 2013 to Fall 2016.

CSU Dominguez Hills, Member the Board of Directors and scholarship committee for the

Millennium Momentum Foundation, Los Angeles, CA. The mission of this non-profit is to

improve the representation of people of color in government and public policy and thus awards

scholarships and career related workshops to students who are pursuing degrees in public policy

disciplines – fall 2003 to spring 2010.

CSU Dominguez Hills, Member of the Board Directors of ITEP. This non-profit provides

international trade programs to Banning High School students. These students are almost all

underrepresented minorities and disadvantaged – fall 2003 to spring 2010.

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rev. 01/23/2017

Accomplishments

James T. Strong

1

JAMES T. STRONG

GENERAL INFORMATION

Business Address and Telephone:

Professor of Marketing

California State University, Stanislaus

One University Circle

Turlock, California 95382

(209) 667- 3507 (Department of Management, Marketing, & Operations)

jtstrong@csustan.edu (email - work)

Home Address and Telephone:

1245 Estates Drive

Turlock, CA 95380

(209) 250-1733 (home)

(209) 417-8456 (personal cell – best phone number)

jtstrong17@gmail.com (email – personal)

EDUCATION AND TRAINING

Doctoral Degree:

Doctor of Philosophy, 1990, Drexel University, Philadelphia PA

Major: Marketing

Minor: Organizational Behavior

Dissertation: "Threat Appeals in Marketing and Mass Communications: A Theoretical

Framework and Advertising Study"

Master's Degree:

Masters of Business Administration, 1984, University of Toledo, Toledo OH

Major: Administration

Bachelors Degree:

Bachelor of Arts, 1975, Lafayette College, Easton PA

Major: English

Accomplishments

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2

ACADEMIC EXPERIENCE

Administrative Experiences:

Provost and Vice President for Academic Affairs

California State University, Stanislaus

May 3, 2010 – December 31, 2016

Dean

College of Business Administration and Public Policy (CBAPP)

California State University, Dominguez Hills

July 1, 2003 – April 30, 2010

Associate Dean

College of Business Administration (CBA)

The University of Akron

August 1997 – September 2002

Administrative Accomplishments:

California State University, Stanislaus – Provost and Vice President for Academic Affairs

May 2010 – Fall 2016 – provided critical leadership that significantly reduced

dysfunctional conflict between faculty and the president (including many senior

administrators).

Provided critical leadership in preparing for the WASC Special Visit in November 2011

including the required self-study report, related to the WASC charge to address

dysfunctional conflict between faculty and the president (including many senior

administrators) which was reported in the WASC reaffirmation of accreditation letter of

July 2010. The outcome of the visit was positive but a second visit was required.

Provided critical leadership for the WASC self-study and Special Visit in fall 2014 the

critical issue being the WASC charge to address dysfunctional conflict between faculty

and the president (including many senior administrators). The Special Visit was very

successful resulting in three commendations from WASC and closing the chapter on

dysfunctional conflict.

Dramatically improved relations between the provost and the Senate Executive

Accomplishments

James T. Strong

3

Committee.

Implemented student success initiatives that have resulted in an improvement of 8.1

percentage points in the overall six-year FTF graduation rate from 2006 cohort to 2010

cohort (57.4%). The underrepresented minority six-year graduation rate has improved

seven percentage points from the 2005 cohort to the 2007 cohort. The gap between URM

graduation rates (51%) and non-URM rates (53%) has improved six percentage points

from the 2006 to 2007 cohorts. Last year’s gap stood at two percentage points (2007

cohort) compared to 14 percentage points for the CSU system. This has been

accomplished with significant enrollment increases in first time freshman and a 12.8%

increase in URM students and a 3% increase in first generation students (NCES

definition) which likely creates more challenges regarding improving graduation rates.

The most current gap regressed to the mean and now stands at 6.3%.

Provided the leadership for a team from Modesto Junior College, Stanislaus County

Board of Education, and CSU Stanislaus charged to create a “promise” document that

improves student success and access to Higher Education for K-12 and Modesto Junior

College students. This effort resulted in the “Stanislaus Education Partnership.”

Led the division and assisted the senior leadership in budget cuts in 2010-11, 2011-12,

and 2012-13. These cuts were substantial and difficult. As co-chair of the University

Budget and Planning Advisory Committee (UBAC) for those three years, I provided

additional leadership in the budget allocation decisions. In a large part due to my

leadership UBAC was much more functional than it was in the prior five years.

Worked with the Academic Senate to reduce the number of Colleges from six to four in a

budget reduction effort. $350,000 was saved. This was a consensus decision without any

appreciable conflict.

Made the following hires during my tenure as provost: Dean of the College of Business

Administration, Dean of Education; Dean of the College of Education, Kinesiology and

Social Work, Dean of the College of Science, Dean of the College of Arts, Humanities

and Social Sciences, two Deans of the College of Extended Education, Director of

Institutional Research, two Directors of International Programs, Director of Athletics,

Dean of Library Services, two Associate Vice Presidents of Academic Affairs, and the

Academic Affairs Budget Officer.

Supervised the hiring of over 130 tenure track faculty in six plus years.

Instrumental in hiring the Foster Farms Endowed Chair of Business Economics.

Accomplishments

James T. Strong

4

Supported the search for the Starn Endowed Chair of Agricultural Studies.

Provided strong leadership and support in the College of Business’s successful AACSB

maintenance of accreditation visit in spring 2013 which resulted in a complete

reaccreditation with no continuing review and no significant weaknesses cited. It was a

very impressive performance by the College.

Led strategic planning for the University from May 2010 until fall 2016. Played the

leadership role for the Strategic Plan Working Group resulting in a survey of perceptions

of the plan and stakeholder meetings to gather information regarding appropriate next

steps in the strategic planning process. That effort resulted in the creation of the

Committee to Implement and Prioritize the Strategic Plan whose recommendations

resulted in a detailed two-year strategic priorities plan which included a second

comprehensive survey of stakeholders. I also led the Strategic Plan Working Group to

recommend to the President a charge for a Strategic Planning Committee to create a new

strategic plan as recommended by WASC in March 2015.

Significantly improved the provost’s retention, promotion, and tenure (RPT) evaluative

memos, mentored deans on effective RPT evaluation memos and generally improved the

process in a collective bargaining environment and a robust faculty senate partnership.

Key member of the RPT Survey Committee charged with gathering information to

improve retention, tenure, and promotion policy and procedure. The survey resulted in a

report that was affirmed by the Academic Senate and has been the platform to reinforce

the positive aspects of the RPT process and work with faculty to improve areas of

weakness, specifically those identified in the WASC special visit report from March

2015. I have worked continuously to improve the RPT process and standards and

progress has been made.

Created the Enrollment Management Committee shortly after arriving on campus.

Improved enrollment management and course scheduling in Academic Affairs and have

provided key leadership to improve enrollment management across the university. In fall

2013 managed enrollment so that the university did not exceed the upward limit on

enrollment in AY 2013-14 notwithstanding intense enrollment pressures. Projected AY

total FTES for 2016-17 is 19% greater than 2010-11 when I arrived. Fall 2016 freshman

enrollment (1,389) is 35% greater than 2010-11. Fall 2016 transfer enrollment is +12.8%

compared to fall 2010.

In fall 2010 created the Holistic Program Review with a charge memo that was heavily

vetted with campus stakeholders, including the Academic Senate to review all academic

operations with the objective of improving effectiveness and efficiency given constrained

Accomplishments

James T. Strong

5

budgets. I have played a key role in educating the Division of Academic Affairs

regarding a more sophisticated approach to managing costs, especially instructional costs.

This has resulted in “The Big Project” which is an interdivisional committee charged

with improving planning of the schedule including operations and cost projections.

Improved and supported the institution’s focus on scholarship and creative activity

through the implementation of the President’s RSCA Award program and vocal support

of all RSCA activities by faculty.

Created the Graduation Initiative 2025 Committee and greatly enhanced and supported

the Student Success Committee. I have brought the issue of student success and the need

for improvement in university support for student success to all the key stakeholders in

Academic Affairs and across the University resulting in collaboration with campus

partners and additional analysis and initiatives to increase retention and graduation rates

and close the underrepresented minority (URM) achievement gap. The current focus is on

Graduation Initiative 2025, with a special focus on improving 4-year FTF and 2-year

transfer student graduation rates.

Significantly improved the operation of University Extended Education. The generation

of surplus funds was significantly increased. Summer session enrollment was

significantly increased. Charged the dean to create a winter intersession program which

was done and the session has grown steadily and generates surplus funding.

Improved the Provost’s Office relationship with the Graduate Council.

Supported and/or provided leadership for the creation of the following curricula:

ASBSN – a second bachelor’s of science degree in nursing for students who hold

a first bachelor’s degree in another field.

RN to BSN degree (online)

BS in Health Sciences

Online MBA

Food Safety (in progress)

BS in Social Science (degree completion)

Master of Fine Arts (in progress)

Master of Social Work (hybrid)

Led the effort to rebuild enrollment at the Stockton Center. This began with hiring an

interim dean in July 2013 and in February 2016 hiring a permanent dean. Additionally, a

strategic plan was created for the Stockton Center, faculty hired, programs placed in the

Center, and the results are very positive and show benefits for both the Stockton Center

Accomplishments

James T. Strong

6

and the Turlock campus. In Academic Year 2015-16 headcount of students taking at least

one credit at the Stockton Center increased to 564 head count (+251.0, +80.2%) and

189.5 FTES (+93, +96.4%), and these students also increased their FTES levels on the

Turlock campus (+118.0 FTES, +76.6).

Working through the AVP of Academic Planning, streamlined, reduced cost, and

improved the learning outcomes process.

Improved Academic Affairs compliance with university and Chancellor’s Office policy.

Led efforts to change a “loose compliance” culture to a “compliance” culture and reduce

risk to the university.

Provided leadership and support for the Chancellor’s Office Early Start program on the

Stanislaus State campus. This program has been very successful.

Co-chair of the CSU Chancellor’s Office Academic Council Early Start Committee.

Early Start remains a key initiative of the CSU Board of Trustees and the Chancellor’s

Office.

Served as Executive-in-Charge of the Division of University Advancement from

November 6, 2012 until April 29, 2013. This division consists of development,

communication, and legislative affairs.

Worked with the deans and Athletic Director to support and better coordinate University

Advancement’s efforts to increase fundraising. The new Athletic Director raised over

$850,000 in his first year and over $1M in his second. These are the two best fundraising

years in the history of the department. The College of Business Administration (CBA)

Dean has also had success raising money. Strongly supported the CBA Advising Board

and encouraged the other deans to create effective advisory boards.

Hired an outstanding Athletic Director in spring of 2012 to improve general operations

and professionalism in the Department of Athletics. Supported and guided personnel

changes including coaches and an organizational restructuring. The department has

achieved remarkable improvements since June 2012. Under his leadership, 2013-14 was

the most successful in Stanislaus State history in NCAA Division II with 3 conference

championships, 16 student-athletes named All-Americans, including a national player of

the year, Karenee Demery, and a national champion, Courtney Anderson.

California State University, Dominguez Hills (CSUDH) – Dean

Under my leadership the business program made remarkable progress toward achieving

Accomplishments

James T. Strong

7

AACSB accreditation given where the program was in fall 2003 when I arrived and a 20

year history of failing to meet the standards. CSUDH applied for AACSB accreditation

and submitted a self-evaluation report (SER) in summer 2007. The AACSB peer review

team recommended that CSUDH address the deficiencies cited in their pre-visit letter and

resubmit a self-evaluation study when the deficiencies were corrected. The major

criticisms by the peer review team were: 1) insufficient coverage of classes by

academically (AQ) or professionally (PQ) qualified faculty; and 2) insufficient budget to

support an AACSB accredited business program. That feedback resulted in CSUDH’s

comprehensive response plan to achieve AACSB accreditation submitted in September of

2009. The plan was reviewed and ratified by the AACSB peer review team and the team

stated to me that it would result in accreditation assuming all other relevant performance

indices held constant or improved. The timetable in the plan called for accreditation to be

conferred no later than spring 2011. In July of 2009 the budget of CSUDH was cut 22%

by the Chancellor’s Office due to cuts from the State of California. The budget cuts to the

business program were at a similar level. The business program was entering the self-

study semesters (fall 2009 and spring 2010) for AACSB accreditation. Given one of the

commitments in the CSUDH AACSB response plan was to increase the budget to the

business program, CSUDH decided to withdraw its application for accreditation until the

budget could be restored and the commitments of the response plan met. CSUDH has yet

to achieve AACSB accreditation.

Relative to AACSB standards, faculty academic and professional qualification rates

improved from 44% when I arrived in 2003 to over 80% in the 2008-08 academic year.

The quality of faculty publications improved dramatically. Faculty began hitting “A”

level journals, such as Management Science and Organization Science. One faculty

member published a book with Nobel Laureate Lawrence Klein.

Participated with the deans in budget cutting and a process of program prioritization in

fall 2009.

Led and organized strategic planning process for CBAPP in spring 2010.

Played an integral part in securing the largest donation in the history of the college

($100,000); an endowed scholarship memorializing faculty member Chiou-Hsiung

“Bear” Chang.

Total gifts for calendar year 2008 were $137,000 up from $37,695 in 2007.

February 2008 elected to the “member at large” position on the executive committee of

the CSU Business Deans Association.

Accomplishments

James T. Strong

8

Wrote and received a $493,000 grant from the Small Business Administration to establish

the Institute for Entrepreneurship and Global Logistics. Grant was received in fall of

2006. Worked with the late Congresswoman Juanita Millender-McDonald to secure this

funding. I was the principal investigator.

Wrote and received a follow-up grant of $196,000 from the Small Business

Administration to fund the creation of an entrepreneurship concentration online. The

entrepreneurship concentration in the business major was an important component of the

Institute for Entrepreneurship and Global Logistics. Grant received fall of 2009. I was the

principal investigator.

Wrote and received a lottery grant for $123,980 in conjunction with the College of Arts

and Humanities (CAH). CBAPP’s portion of the grant was $73,321. The purpose of the

grant was to prepare faculty and offer one program in College of Arts and Humanities

and one in CBAPP in an online format (the management concentration of the business

major was selected).

Wrote and received a $250,000 Department of Agriculture grant to develop a supply

chain management undergraduate business concentration. Grant received in 2004. I was

the PI.

Wrote and received a $42,000 CSU Extended University grant to support the creation of

a supply chain management MBA concentration. Grant received in spring 2006.

Strongly encouraged and supported the faculty in revising the core curriculum of the

MBA program and adding six new concentrations expanding from two concentrations.

The new concentrations were finance, marketing, human resource management and

leadership, information systems, entrepreneurship, and supply chain management.

Strongly encouraged and supported the revision of the core curriculum of the MPA and

the development of a concentration model. Concentrations in public administration, non-

profit management, and criminal justice administration were created. New curriculum

was implemented in fall 2007.

Strongly encouraged and supported the development of undergraduate business

concentrations in supply chain management, sports entertainment and hospitality

management and entrepreneurship and small business management. Supported the

revision of the human resources concentration.

Working closely with faculty and staff created a strategic plan for the college.

Accomplishments

James T. Strong

9

In July of 2003 I began the process of taking a moribund advisory board that had not met

in 18 months or more and building a board of 56 members that was meeting four times

per year, interviewing faculty candidates, guest lecturing, reviewing curriculum,

providing internships and class projects and fundraising for the college. Also established

an executive committee for the advisory board to provide leadership for the advisory

board. The board had three very active “sub-boards” for public administration,

entrepreneurship, and human resource management and an active committee that

organized an annual award luncheon. Recognized as an outstanding board by the AACSB

peer review team, CSUDH development office and the campus in general. The board was

made up of both private and public sector members, with prestigious resumes and served

the entire college not just the business program. The board became a significant prospect

development tool and a major vehicle to bring a practitioner focus to the curriculum. The

former chair of the board’s executive committee has taught both at the undergraduate and

graduate levels in entrepreneurship.

Led the effort along with the CBAPP Advisory Board to hold an Annual CBAPP Awards

Luncheon to honor the alumnus, executive and organization of the year and raise money

for the college. The College Advisory Board co-sponsored the event. The first Awards

Luncheon in November of 2007 raised $25,000 in contributions and the net contribution

was over $15,000.

In October ’04 I created a monthly electronic newsletter to serve as the marketing and

public relations piece for the college. The newsletter is sent to alumni, friends, the

college, and the greater campus community and has been very well received. Archived

copies of the newsletter can be found at the following web address:

http://cbapp.csudh.edu/newsletter/012009/index.htm

Established a “Friends of the College” database to house friends and alumni of the

college, to whom the newsletter is sent and future annual campaign efforts will be

targeted. Thousands of new names had been added to the database.

Instrumental in CSUDH receiving the Millennium Momentum Foundation National

Ambassador of Education Award in December 2007. This organizational raises money

for scholarships for underrepresented minority students.

Working with faculty and chairs, reorganized the business program and reduced the

number of departments from five to three in order to increase administrative efficiency

that was hampered by very small departments (spring 2005).

Provided leadership to integrate the newly acquired department of political science,

economics and labor studies into the college. Many in the department were reluctant to

Accomplishments

James T. Strong

10

join the college.

Annualized AY 09-10 FTES for the college was up 6.3% versus AY 08-09.

In fall 2007 total headcount of graduate and undergraduate students majoring or seeking

graduate degrees including special sessions programs was 2,873 students, up from 2,410

students in fall 2003 (+19.2%). In fall 2007 total undergraduate majors were 2,374 up

from 1,873 in fall 2003. Total graduate majors in fall 2007 were 499 (MBA 179; MPA

320), compared to 537 (MBA 270; MPA 267) in 2003. In AY 07-08, 457 baccalaureate

and 165 masters’ degrees were conferred. Business administration undergraduate majors

were 1,682 and MBA students were 179 in fall 2007.

Graduate online (special sessions) programs grew significantly 2003 to 2008 and gained

national attention with Wall Street Journal articles and a top ten “best buy” rating by

geteducated.com. Fall 2007 headcount for online MBA and MPA programs was 314

compared to 242 in fall 2003 (+30%).

Total revenue for special sessions programs (not run on the state budget) for fiscal year

07-08 was $1,798,280. This consisted almost entirely of revenue generated from the

MBA and MPA online programs.

Hired 26 new faculty members in six years. In fall 2009 hired five full-time lecturers and

two tenure track faculty to meet AACSB standards and help achieve accreditation.

Significantly improved faculty hiring through improved practices including personally

recruiting at conferences and encouraging department chairs to do the same. Faculty have

PhDs from top universities such as USC, Michigan State, University of Minnesota,

Syracuse, Florida State, and UCLA.

Hired a development officer, two financial managers, and two associate deans.

Good mentoring relationship with all new faculty. Met with all probationary (non-

tenured) faculty individually once a year to review their progress toward tenure.

Periodically met with probationary faculty as a group to discuss possible concerns.

Led faculty to improved intellectual contributions policies for both the business

administration program and the department of public administration.

Improved the reappointment, tenure and promotion process by significantly upgrading

the dean’s evaluation memos and linking them directly to the intellectual responsibilities

policy.

Accomplishments

James T. Strong

11

Organized with co-chair Dave Christy (then dean of business at Cal Poly SLO) and

hosted a one-day workshop on the new AACSB accreditation standards for CSU and area

colleges in May 2005.

Significantly strengthened the learning outcomes assessment program. Direct measures of

learning outcomes have been collected for four years. Six EBI student and alumni

satisfaction surveys were conducted in four years as indirect measures of learning

outcomes. The feedback loop has been closed and changes were made to curriculum and

pedagogy. The AACSB dean visitation team in their planning visit cited the assessment

program as a strength for the business program.

2007 Educational Benchmarking Institute (EBI) undergraduate alumni satisfaction

surveys for the business program produced extremely impressive results. CSUDH ranked

1 of 7 schools on all 13 factors compared to six comparison schools (“select

six”). CSUDH ranked 1 of 13 schools on all 13 factors compared to all the other schools

in the CSUDH Carnegie Class. Compared to all schools in the survey CSUDH ranked 1

of 40 schools on 11 of 13 factors. CSUDH ranked 2 and 3 of 40 on the remaining two

factors (factor 9 and 7 respectively). Of 39 possible first place finishes, CSUDH finished

first 37 times, second once and third once. This reflects the high quality of the

undergraduate business program and how very satisfied students were with the program

and large difference it made in their lives.

2007 EBI MBA alumni satisfaction surveys for the business program also produced

extremely impressive results. Compared to the “select six” schools CSUDH ranked 1st of

7 schools on 6 factors, 2nd of 7 schools on 2 factors, and 3rd of 7 schools on 4 factors.

Thus, on 12 of 13 factors CSUDH was 3rd

ranked or better compared to the “select six”

schools. Compared to all the other schools in the Carnegie Class, CSUDH ranked 1st of 9

schools on 3 of 13 factors, 2nd on 2 factors and 4th on 3 factors. Thus, CSUDH was

ranked in the top half of schools in its class on more than half of the factors. Compared to

all schools in the survey, CSUDH ranked 1st of 23 schools on 4 of 13 factors, 2nd

on one

factor and 4th

on another factor. Thus, CSUDH ranked in the top half of 23 schools in the

survey on 11 of 13 factors and on the remaining two factors was ranked 12th and 18th

respectively. This is noteworthy performance when one considers how competitive MBA

programs are. Many schools never achieve one first place ranking.

University of Akron – Associate Dean

Intimately involved with the creation of the International Executive MBA program,

which began in the fall of 2002. The CBA successfully recruited fourteen international

students, who paid $40,000 program tuition for the start of classes in fall 2002.

Accomplishments

James T. Strong

12

In December of ’01 worked with college leadership in administering a $170,000 budget

cut mandated by the university and prepared for an additional approximate 3% budget cut

mandated by the State of Ohio.

Created the Center for Information Technology and e-Business Center (CITE), which

housed information systems faculty. Led the effort to create an advisory board to provide

financial and advisory support to the center. In eight months recruited fifteen advisory

board members from companies such as Accenture, Goodyear, Timken, First Energy,

Omnova, Advanced Elastomer Systems, Sprint, Centerprise, Smuckers, and KPMG

Consulting. Each member paid $1,500 in annual dues. When I left the position the board

had over 20 members and the university development office felt it was one of the best

boards in the University.

Awarded me a certificate of achievement for work with advisory boards during my tenure

as associate dean (fall ’02) by the development office.

Working with the assistant deans of graduate and undergraduate programs and the

department chairs the CBA achieved impressive enrollment gains during a period when

enrollments were down in many business schools. Student credit hour production was as

follows: Fall ‘01 UG +14%, Grad. -2%, Overall +11%; Spring ‘01 Undergraduate (UG)

+13.1%, Grad. +10.8%, Overall +12.7%; Fall ‘00 UG +8.8%, Grad. 12.9%, Overall

9.6%; Spring ‘00, UG +8.5%, Grad. -3.2%, Overall +6.2%; Fall ‘99 UG +2.6%, Grad

+3.3%, Overall +2.8%.

In 1999 chaired the “web-team” committee, which in nine months developed five MBA

courses for online delivery. Eventually eight prerequisite MBA courses were offered.

Overcame significant administrative roadblocks in creating this curriculum.

Chaired a committee charged with developing an e-business program for the CBA.

During a six-week period created a seven course, twenty credit hour graduate program

complete with syllabi. The committee met two and three times per week to accomplish

this task. Enrollment for the first two courses was 60+ and 45. The e-Business program

received excellent publicity with a lead article in the Cleveland Plain Dealer, four radio

interviews and mentions, and my interview on Cleveland Channel 5 11:00 News.

Seventeen students finished the certificate program in May of 2001.

In the fall of ’00 and spring of ’01 chaired the committee charged with selecting an ERP

software system to support the IS curriculum. Oracle 11i was selected and we developed

an implementation plan. This committee planned the implementation of ERP software

into the IS, and eventually non-IS, curriculum.

Accomplishments

James T. Strong

13

Created the position of technology director and executed a successful recruitment.

Worked with the director to significantly upgrade the level of technical support provided

to faculty and CBA students.

Significantly improved the retention, tenure, promotion (RTP) process in the dean’s

office and the college. Dean’s office review of RTP applications became much more

rigorous and objective under my leadership. Existing policies were enforced much more

thoroughly and consistently across the college.

Participated on a university committee revising and writing policy to improve the

administration of merit pay campus wide (Fall 2001).

Directed the creation of a technology plan for the college.

Institutional representative for the university in a suit brought by a faculty member and

tried in Ohio Court of Claims (November 2000). Lead witness for the defense. Deputy

General Counsel of the university stated I was the best witness he ever had in his 20 plus

year legal career and I received a congratulatory phone call from Provost Terry Hickey.

Office of the Ohio State Attorney General legal counsel, who was the lead defense

lawyer, was also extremely pleased with my performance. The University of Akron

received a completely favorable ruling from the Court of Claims in February of 2002.

In a review of CBA and university endowed accounts I discovered an inactive

endowment ($160,000) targeted to provide short-term loans to needy students. Because

of the impracticality of this objective the financial aid office was not dispersing any of

the money to students. Went through the process of having the mission of the endowment

broadened so that it included scholarships for students and could be effectively awarded.

Helped prepare for and coordinate the AACSB reaffirmation process and facilitate the

visitation. Graduate and undergraduate programs were reaffirmed for both business and

accounting. Reaffirmation was achieved in June of 1998.

Created a detailed budget for the CBA and the Institute for Global Business. Hired a

budget administrator.

Instrumental in creating a $1.6 million endowment for the Institute for Global Business

using an unspent initial allocation of an annual renewable budget line that had been

awarded to The University of Akron by the State of Ohio to create a state-of-the-art

international business program.

Accomplishments

James T. Strong

14

Supported the Institute for Global Business in their efforts to create a nationally

renowned international business program in the CBA. Significantly contributed to the

creation of a meaningful strategic plan for the Institute. Helped the director to establish

international scholarships and internships with major Fortune 500 companies in N.E.

Ohio and abroad. Assisted in the development of meaningful alliances with other

international academic institutions.

Chaired the search committee to recruit a director of the Institute for Global Business.

Heavily involved in the hiring of twenty-four tenure-track faculty. Handled the salary

negotiations for most of these hires either directly or through the department chair.

Involved in more than thirty searches during five-year tenure as associate dean and have a

reputation as a superb recruiter.

Chair of the Dean’s Advisory Council. This council is made up of the leadership of the

college’s student organizations. Council serves as a sounding board for administration for

various student issues.

Chaired the search committee for the successful recruitment for the director of the

Fitzgerald Institute for Entrepreneurial Studies. This was a very difficult and complicated

search that spanned two years and one failed effort. Successfully concluded the search

with a new director who started in the fall of 2000.

Helped create the position of assistant development director for the CBA and served on

the search committee. This individual was so successful she was promoted and I led the

successful recruitment effort to replace her.

Instituted a 360-degree evaluation procedure for all administrators for the purpose of self-

development (1999).

Instrumental in developing a plan and obtaining the resources necessary to reorganize the

centralized advising function in the graduate and undergraduate offices.

Spearheaded the creation of a faculty summer grant research program. Awarded

$133,000 in grants for summer 1999, $115,000 summer of 2000 and $56,000 summer

2001. Served as program administrator.

Led the effort to provide summer grants to newly recruited faculty as a condition of

employment to meet competitive conditions. Served as program administrator.

Accomplishments

James T. Strong

15

Chaired the search committee and recruited an executive education director from the

University of Michigan.

Involved in and supervised the growth of executive education offerings by the CBA from

nearly nothing in the early 1990s to a high of over $500,000 in 1999. Conducted business

with major Fortune 500 companies. Developed a broad base of expertise in the field of

executive education.

Led the effort to establish a two-week sales and marketing training program with the

Goodyear Tire and Rubber Company. Created a significant portion of the curriculum and

taught in the program. The two-week course was offered in November of 1999 and July

of 2000. This was the most significant program in the history of executive education at

The University of Akron.

Primary author of the faculty policy for executive education teaching and consulting.

Helped organize a CBA career center. Assisted in hiring the director and three assistant

directors. Supported the growth of the CBA career center from 20% student usage to over

50% and from under 20 annual on-campus recruiters to over 300. Over 200 students were

placed in career positions and an additional 200 placed in internships. The CBA career

center was an important competitive advantage for the college as they dramatically

increased the quantity and quality of companies recruiting CBA students.

Served on a university committee to develop a strategy to improve university career

services.

Served on the search committee to hire a director for university career services.

Worked closely with the CBA assessment officer to implement a comprehensive

assessment program including core and major curriculum tests, annual EBI student,

alumni, employer, and faculty satisfaction surveys, and a student employment survey.

Supported the creation of a comprehensive assessment database. Implemented a writing

skills assessment program through ETS. Continually encouraged faculty and

administrators to use assessment feedback to improve the college.

Organized a teaching and faculty development program featuring on-site seminars.

Seminars included the following topics, “becoming a master teacher,” “teaching with the

case method,” “grantsmanship in colleges of business,” and “effective use of

technology.”

Organized a series of seminars to develop various skills for staff.

Vita

James T. Strong

Vita

James T. Strong

16

As associate director of the Fisher Institute for Professional Selling and later as associate

dean, assisted in elevating the sales program in the CBA to one of the top six in the

nation as recognized by Sales and Marketing Management Magazine, the leading trade

journal.

rev. 01/23/2017