FutureSTATE 2015

Achievements of the past year:

• Spring 2007: Equipped and furnished 2 additional classrooms in Griffis; inaugural Conerly Honors Lecture (Rep. Lee Hamilton).
• Summer 2007: Hired Associate Director (This is a half-time position charged with serving as Mentor to the Distinguished Scholars and Coordinator of the Honors Undergraduate Research Program).
• Fall 2007: Secured recurring funding for Distinguished Scholars Program; funded 5 additional honors courses; Honors advising for freshmen; hired 2nd graduate assistant (shared with BCoE); second Conerly Honors Lecture (Dr. Steven Pinker).
• Spring 2008: Reclassified Administrative Assistant II to Business Manager I; Funded 4 additional honors courses; launched Honors Undergraduate Research Program; third Conerly Honors Lecture (Hon. Antonin Scalia).

Goals for the next year: Fund 9 additional honors courses; grow the now fledgling Undergraduate Research Program; increase staff pending funding (convert half-time Associate Director to full-time; hire a master's level Honors advisor/recruiter).

Constraints to full implementation of this initiative: Shackouls endowment not yet completed.

Proposed modification of this initiative: None

Other comments: In the coming months, we will explore modifications to the entrance and participation requirements for the Honors College (raising the standards for admission and increasing participation requirements to a minimum of 24 hours of Honors coursework; requiring an internship, study abroad experience, senior honors thesis, or similar capstone experience).

Achievements of the past year:

• Evaluation of journal collections and expansion to more electronic access to scholarly journals. Access was expanded with the addition of the Rowland Medical College collection through the Mississippi Elsevier consortia. The Sage package was purchased through our ASERL consortia which enhanced our access to scholarly information in the social sciences. The ACM Digital Library was also added through our ASERL consortia. Title by title evaluation is ongoing to determine whether a title can be moved from print to electronic access only to both save money and provide broader access.
• Evaluation and expansion of electronic access of databases and reference materials. The Oxford English Dictionary and Afro-American Studies Center databases were added, which are of particular interest to the humanities. Credo Reference was added and provides electronic access to encyclopedias, dictionaries, handbooks, and guidebooks in all disciplines. New databases were also added through our Magnolia consortia discussions and evaluation.
• Increased expenditures were allocated toward the purchase of books. The disciplines in the humanities and social sciences which are more book dependant benefited greatly.
• The University Library website was upgraded and new technologies are being used to reach our primary users through podcasts, rss feeds, flickr, youtube and our University Libraries Facebook site.
• Created a digitization unit and carried out a grant supporting our various digitization projects and providing worldwide access to our unique scholarly collections.
• The University Libraries continue to obtain special collections and materials to enhance both the scholarly and unique collections we are building. Congressman Blackburn and the Myrna Colley-Lee gifts are two examples.
• As the University has gone to all electronic Theses and Dissertations, the Libraries ETD program has expanded in both the areas of processing and instruction to graduate students.
• Cataloging of unique research collections located in units outside the Library have been undertaken. These projects add records to our Online Public Access Catalog (OPAC) and expand the access to these research materials.
• Expansion of instructional services has been accomplished through workshops and instructional sessions offered by Library Instruction (LI) and Instructional Media Center (IMC) as well as our consultation and ask-a-librarian services through Reference. The following initiatives were achieved this year: honor code instruction, Google searching series, Graduate Skills series, Practical Professor series, Word 2007 workshops, as well as the general workshops and class instruction offered through Instructional Media Center and Library Instruction. This year a one hour credit course was taught by LI and IMC attached to a course in biochemistry.
• We have updated and plan to expand the MSU Faculty Authors Website to highlight the research production of MSU faculty.
• Recruitment and hiring of Library faculty with higher levels of expertise and subject discipline backgrounds to serve better the diverse departments and colleges across campus.
• We have an active Library faculty research and service agenda which has led to national recognition through publications and awards.
• The Library continues to foster scholarly engagement with diverse communities at the local, state, regional, and national level through our various symposia and workshops we hold and sponsor, all of which represent a strong Outreach: NASIG, Mississippi Library 2.0 Summit, MegaResources, Children's Reading Conference, Ragtime Festival (Templeton Music Museum), Non-Profits workshop, Genealogy Fair, Graduate Fair, Collins Speaker Series, Marszalek Series, Fulbright Preacademic Program/MSU grant.
• Physical rearrangement of primary services for students and faculty to the second floor and the reallocation of space to be used more effectively for the areas of Special Collections, Congressional and Political Research Center, Center for Teaching and Learning, Instructional Media Center, and the Government Documents/Current Journals unit.

Goals for the next year:

• Expansion of services to Distance Learning community and to MSU Extension units throughout the state.
• Continued evaluation of journal and database offerings to meet the research needs of MSU.
• Expansion of our digitization program.
• Continue to secure unique special collections to enhance our collections and national reputation.
• Work more directly with colleges and departments to offer customized workshops and instruction.

Constraints to full implementation of this initiative:

• Enhanced and continued funding for collections.
• Stable funding for book collections.
• Funding to enhance and update equipment and technology infrastructure.
• Recruitment and hiring of library faculty with high levels of expertise and subject backgrounds.

Proposed modification of the initiative:

Overall assessment of the status of the initiative or other comments:

Achievements of the past year:

The Provost provided the following funding resources:

• $375,000 for A&S to hire instructors for service courses,
• $195,000 for three faculty members in Communications
• $214,863 for three faculty members in Biological Sciences
• $103,132 for the new African American Studies: a faculty line @ $60,000 plus fringe, and $25,000 operating funds
• $358,105 to strengthen A&S with 5 Phi Beta Kappa hires
• $348,122 in tuition incentive money generated off enrollment increases
• We interviewed 96 candidates. All allotted positions were filled.
• Tuition incentive money was distributed directly to the departments for instruction/"other" expenses

Goals for the next year:

• Make additional faculty appointments in key areas as funding allows
• Utilize faculty more effectively in core instruction
• Restructure/redesign course offerings to accommodate more students without losing quality, including through Distance Learning (Course Re-design initiatives w/ IHL)

Constraints to full implementation of this initiative:

• Number of tenure-track faculty: 199 (2003-04) to 181 (2006-07)
• Recruiting and retention of quality tenure-track faculty given budget constraints
• College and department operating budget constraints

Proposed modification of the initiative:

• Implementation of a tuition incentive program dedicated exclusively to funding department instruction in core areas
• College-level control of tuition incentive funds generated off increased enrollment
• Continue to increase the number of faculty positions as enrollments increase

Overall assessment of the status of the initiative or other comments:
The initiative was necessary to offset enrollment increases, but it did not effectively allow the college to gain new ground on the progressively increasing enrollment demands that the college faces, and will continue to face.

Achievements of the past year:

• The college hired a total of 12 Phi Beta Kappa faculty members during 2007-08. The President funded 5 of those positions, and the college funded 7 positions.
• In addition to the position allocated for the African American Studies initiative, the college has hired several additional faculty members whose expertise will enhance the African American initiative.
• The Institute for the Humanities will have hosted 6 lectures this academic year in the areas of Art, Literature, History, and Archaeology.

Goals for the next year:

• Recruit and hire more Phi Beta Kappa faculty into the college
• Expand program initiatives related to liberal arts & sciences
• Expand student exposure to initiatives designed to expand undergraduate study

Constraints to full implementation of this initiative:

• Limited tenure-track faculty positions dedicated to the Phi Beta Kappa initiative
• Funding to sustain/expand academic opportunities for students in the liberal arts and sciences

Proposed modification of the initiative:

• A set number of more than five faculty positions per year dedicated to Phi Beta Kappa during the years leading up to the PBK application.
• Set funding pool for initiatives that qualify as additional opportunities for students in the liberal arts and sciences
• Identify target areas within the college that could produce cost effective initiatives requiring a minimum of additional resources

Overall assessment of the status of the initiative or other comments:
The initiative to hire more Phi Beta Kappa faculty was necessary to prevent MSU from falling even further behind in the application process. A steady gain of PBK faculty, as well as initiatives focusing on the liberal arts, will make our next application stronger.

Achievements of the past year:

Increased individual contact with sophomores and juniors concerning academic performance and registration was made. Emphasis was placed on encouragement and sources of academic assistance.

Goals for the next year:

Pathfinders will continue efforts to improve academic performance, retention, and gradation rates.

Constraints to full implementation of this initiative:

Obtaining accurate contact information for upperclassmen and freshmen is difficult because most students have cell phones rather than land based lines. In addition, most upperclassmen do not live in residence halls; therefore face-to-face contact cannot be made.

Proposed modification of the initiative:
None

Overall assessment of the status of the initiative or other comments:
Academic performance, retention, and gradation rates continue to increase at MSU. The average fall 2007 freshman GPA was 2.75. Retention to the sophomore year was 83.5% for the 2006 freshman class. Retention to the junior year was 70.8% for the 2005 freshman class. The six-year graduation rate was 58.4% for the 2001 freshman class.

Achievements of the past year:

• President's Office provided recurring funding ($30,000) for the program on July 25, 2007
• Success Rates for 2007

  Success Rates of LSSP Participants by Semester 2007
  Semesters	No. of LSSP Participants	No. of LSSP students who were successful	Percentage of successful students
  Spring 2007	100	73	73%
  Fall 2007	162	134	83%
  Total of 5 Semesters	501	375	75%

• Retention Rates for 2007

  Comparison of Retention -Semester Following LSSP or "Stay-out"
  Semester	No. of LSSP Participants	Retention of LSSP Students	No. of Non-participants	Retention of Non-participants
  Sprint 2007	100	72 (72%)	92	22 (24%)
  Fall 2007	162	121 (75%)	160	37 (23%)
  Totals	501	347 (69%)	546	138 (25%)

• Graduations for 2007=20 LSSP graduates (1 was actually 2006)
• Added FERPA waiver to petition as a requirement to enter the LSSP
• 1st Place in Academics-IHL Best Practices Award, 2007

Goals for the next year:

• Change the course from-LSK 1023: College Reading and Study skills-which is offered to all students, to a course specifically designed for this target group of students; therefore if they have already had 1023 or wish to take it in the future, they will get credit for the LSSP course and LSK 1023. Furthermore the course will be more specific to their needs.
• Create a 1-hr. follow-up course in order to maintain contact and provide further support.
• Evaluate Campus ToolKit as a possible online component for this course.
• Improve the content for the course.
• Have a course fee attached to the course which will include the cost of a text to 1) to guarantee that students have a text and 2) allow reuse of the text over several semesters.
• Attempt to reduce the ratio of participant to instructor to an average of 60:1 instead of the current ratio which is 162:1
• Work more closely with the Registrar to make tracking easier.
• Hire GA with database management skills

Constraints to full implementation of this initiative:

• Lack of funding for (1) additional instructor if the ratio is kept to the original proposal; for database management personnel and statistician
• Lack of facilities/office space

Proposed modification of the initiative:
Put the LSSP petition on Provost's website; change the designated course to a special topic, then carry it through the proper channels to make it a full course.

Overall assessment of the status of the initiative or other comments:
The overall status of the initiative is good, with the exception of the two constraints.

Supplemental material:

• Success Rates* for each semester of the LSSP

• Success Rates of LSSP Participants by Semester
  Semesters	No. of LSSP Participants	No. of LSSP students who were successful	Percentage of successful students
  Fall 2005	60	36	60%
  Spring 2006	59	44	75%
  Fall 2006	120	88	73%
  Spring 2007	100	73	73%
  Fall 2007	162	134	83%
  Total of 5 Semesters	501	375	75%

  * Successful students are defined as those who met the above criteria for the LSSP and as a result were taken off of academic suspension.

• *Retention for all groups for one semester

  Table 2: Comparison of Students Retained
  Semesters	No. of LSSP Participants	Percentage of LSSP Participants Retained	No. of Non-participants	Percentage of Non-participants Retained
  Cohort 1 - Spring 2006	60	52% (n=31)	89	19% (n=17)
  Cohort 2 - Fall 2006	59	69% (n=41)	54	35% (n=19)
  Cohort 3 - Spring 2007	120	68% (n=82)	151	28% (n=43)
  Cohort 4 - Fall 2007	100	72% (n=72)	92	24% (n=22)
  Cohort 5 - Spring 2008	162	75% (n=121)	160	23% (n=37)
  Means		67%	89	26%

  * Retention for this report is defined as being enrolled in the reported semester after the last date to withdraw from the University.

Achievements of the past year:

Funds available for FY '09:

Goals for the next year:
Estimated need for 08/09 - $325k to $375k (depending on retention)
MONEY NEEDED - $175,000 to $225,000

Constraints to full implementation of this initiative:
L.A. Hurst has provided an estate commitment which may fully fund this program in perpetuity. In the short term, this program is working towards a need of $400,000 plus annually. It is challenging to guarantee any awards when dependent upon annual contributions.

Proposed modification of the initiative:
Provide excellent stewardship to the Luckyday Foundation. This organization has the greatest potential to fund this program on an annual basis.

Overall assessment of the status of the initiative or other comments:
None.

Achievements of the past year:
The African American Studies Program was launched on July 1, 2007, when the director began his duties. (The minor program was created in the spring of 2007.) Achievements during the past 9 months include but are not limited to:

• Set-up Offices: The director was responsible for setting up the offices for the African American Studies Program. Office set-up included everything from purchasing office furniture, setting-up the phone system, buying supplies, and promoting the minor in African American Studies to students. Additional achievements include:
• Phi Beta Kappa Hire: The director participated in the campus-wide initiative to bring Phi Beta Kappa faculty candidates to campus. The director succeeded in joining the History Department in a joint hire of Dr. Michael Williams, a specialist in 20th-century African American History.
• Staff Assistant: The director assumed full responsibility for searching and interviewing for a staff assistant, leading to hiring Mrs. Kailé Minor. Mrs. Minor is an experienced administrative assistant. She earned her baccalaureate degree in English from MSU, and was formerly employed in the School of Architecture. She is experienced in university protocols, including Banner.
• Web Presence: The director provided the layout and wrote the script for the African American Studies website. Joey Womack in ITS designed the site. Visitors from all-across the United States, from fields as education, industry, government, agree with Professor Sandra Holstein of Southern Oregon University when she said, "This is an impressive website...."
• Outreach: I have spoken at various programs in Starkville and the Golden Triangle. These venues include Armstrong Middle School in Starkville, Fairview Elementary School in Columbus; and at civic programs sponsored by Delta Sigma Theta; and at various campus programs including the Black Student Alliance and the Anthropology Club.
• Programs: The director played a significant role in planning programs for African American Studies, including the Inaugural Ceremony featuring Dr. Jacqueline Wade of Middle Tennessee State University as the keynote speaker. The director also coordinated with various campus groups to plan the Black History Month programs. The director was responsible for bringing Mr. Joseph Dudley, Sr., an entrepreneur and motivational speaker, to deliver a keynote address. Mr. Dudley was also our luncheon speaker as well as our speaker at the Boys and Girls Club of Starkville. African American Studies maintains that community outreach is an important responsibility of a land grant institution like Mississippi State, and its program at the Boys and Girls Club was consistent with this mission.
• Film Festival: The African American Studies Program launched its Film Series in February, featuring award-winning writer and director Adrena Ifill. Ms. Ifill won an award for her documentary on Robert Smalls, a Civil War hero in the Union. The film chronicled Smalls' escape from slavery after capturing a Confederate ship and sailing it to a Union port. After the war Smalls was elected to Congress.
• African American Studies Curriculum: The director arranged to cross-list courses in African American Studies with other departments. This is vital to help students identify courses when registering for classes. In addition, the director wrote a course proposal for the Introduction to African American Studies. The course proposal has successfully gone through the African American Studies Curriculum Committee (an interdisciplinary committee of faculty who teach courses adopted by African American Studies), the Arts and Sciences Curriculum Committee, and is under review by the University Committee on Courses and Curricula.
• Graduate Online Diversity Certificate: African American Studies has partnered with the History Department, Gender Studies, and Sociology, Anthropology, and Social Work, to offer a certificate in diversity in the Campus 5 category. This graduate program is available only to students enrolled in the online program, presumably people who hold full-time jobs. African American Studies offers two courses in this program, one dealing with the color line in the United States and the other dealing with race and cultural diversity in the workplace. The director wrote the course proposal on race and cultural diversity in the workplace.
• Program Promotion: Winning faculty support is vital to the success of African American Studies. The director has made presentations to various groups of faculty, including the meeting of department heads, the Arts and sciences and University Faculty Senate, as well as departments including English, Foreign Languages, Communication, and Psychology.
• African American Studies Committees: The director has organized several committees of faculty to manage the African American Studies Program. These Committees are the Executive Advisory Committee on African American Studies and the African American Studies Advisory Curriculum Committee.
• University Service: The director serves on the Arts and Sciences Curriculum Committee, as well as several committees in the History Department, where he holds tenure.
• Students in the Minor Program: It is difficult to determine the number of students who are pursuing a minor in African American Studies. Students are not required by University policy to declare a minor until they file for graduation. Nevertheless, African American Studies asks students to declare their intention with an application. Ten students have applications on file. The Introduction to African American Studies is the feeder course for students seeking a minor, and I suspect that the number of declared minors will go-up once we start offering that course.

Goals for the next year:

• Curricula Matters: Design additional courses in African American Studies, including a capstone course for a minor. Revise the curriculum to include additional courses created for the African American Studies Minor. Enrollment Campaign: Continue to promote the minor, and encourage students to declare their intention to pursue African American Studies.
• Faculty Diversity: Continue to speak with department heads about faculty diversity, and explore how African American Studies can help them.
• Film Series: Seek funding from an outside donor to finance the film festival. The film festival would screen two films in the Fall Semester and two films in the Spring Semester. In addition to showing films, scholars would be invited to comment and engage our students about the presentation.
• Scholar-in-Residence: Seek funding from an outside donor to finance a Scholar-in-Residence Program. The Scholar-in-Residence Program would bring one scholar to campus in the Fall Semester and one in the Spring Semester, for a one-week period. The scholar would offer workshops and give a public lecture. These individuals would be renown in their fields.
• Community Advisory Committee: Call together a diverse group of people drawn from Mississippi, including people who live out of state. Their charge would be to advise African American Studies on community outreach, as well as assist the program in fund-raising.

Constraints to full implementation of this initiative:

• Diversity Among Students: Achieving diversity among students is one of the reasons for establishing the African American Studies Program. The University must be clear about its objectives with this goal. Also, African American Studies is an academic program, which offers courses to students. From taking our classes students may learn to think more broadly about racial differences among people, but this objective is not a given. Education into a cultural group does not offer any assurance that people will be trained in a way to help them with diversity matters. It is my view that diversity is an invitation for people who are willing to explore their negative thoughts about other people as a group. For this reason I applied for and received a scholarship to attend the Byron Katie School for the Work located in Los Angeles, CA. The School applies a process to help willing people question their stressful thoughts about any subject that applies to them. I believe that this process holds promise for diversity, and I hope to use my time at the School to tease out this process. For more about the School for the Work visit Byron Katie on the web at .
• Diversity Among Faculty: The other part of diversity among students is diversity among faculty. It will be difficult for the University to effectively communicate its interest in diversity among students without commensurate diversity among faculty and administrators. The African American Studies Program has shown that it can help the University attract black faculty. The University is thus advised to charge African American Studies and academic departments to consider joint faculty searches.
• Proposed Modification of this Initiative: The University needs to better articulate African American Studies in its organizational scheme. Best practices suggest that an effective African American Studies Program functions better when it has all the rights and responsibilities as other departments, except the right to grant tenure. As it now stands African American Studies at Mississippi State cannot create its own courses without a department signing-off on it. This limits the autonomy of African American Studies, and such a policy is unwarranted.
• Overall Assessment of the Status of the Initiative or other Comments: The African American Studies Program will need additional operating funds in order to carry out its mission. It got through the 2007-2008 school year with funds transferred to it by the President of the University and from its specially budgeted Start-up Funds provided by the College. These funds will not be available in the fall, and African American Studies may not be able to keep its doors open for business. Also, African American Studies is pursuing opportunities for outside financial support, including grants from foundations and an on-line Graduate Certificate Program. Funds from these initiatives will not be immediate, and this new program will need assistance until it can generate other sources of funding.

Proposed modification of the initiative:
none

Achievements of the past year:

• Office of Admissions and Scholarships introduced several admissions and recruiting strategies aimed at increasing international undergraduate student enrollment. Targeting admissions and recruitment, the OAS conceived and implemented useful processes and practices in alignment with the presidential initiative.
• Admissions Strategies: Admissions process was simplified into three steps: academic, immigration, and English proficiency. The scholarship priority date was adjusted to suit students' college search trends. A provision to submit national level college entrance examination scores in lieu of ACT/SAT score was introduced. Saudi Arabia National College Entrance Examination is currently being used and the Chinese National College Entrance Examination is under review. Four new alternate tests other than the TOEFL test were implemented to certify English language proficiency and an expanded list of countries whose students are exempt from English language requirements was introduced. Admissions criteria was enhanced to admit academically qualified students with English language deficiencies contingent on successful completion of the university's ESL program.
• Recruiting Strategies: Developed cutting edge e-marketing strategic five year plan to market MSU globally and introduced weekly chat sessions to interact with prospective students and their parents. Created an email alias, international@msstate.edu, to improve the query response time. Restructured international section of the Office of Admissions and Scholarships website to improve navigation for international students. A pre-paid express mail option was introduced for students to expedite document transport. Recruiting sessions were conducted for ESL and other international exchange students to showcase academic, research, and student life. Visited and hosted international Mississippi high school students, and foreign and US embassies to generate interest in MSU's undergraduate program. Published informative admissions and scholarships requirements and international student life brochures. Established international alumni chapter in South Korea.

Goals for the next year:
In addition to furthering implementation and expansion of the existing five year e-marketing strategy, plans are underway to increase academic collaborations via delegation visits, embassy visits, and conferences. Names of international students who are taking ACT/SAT/TOEFL/IELTS tests will be bought to reach out to prospective candidates. Explore additional international alumni chapter opportunities.

Constraints to full implementation of this initiative:
None

Proposed modification of the initiative:
None

Overall assessment of the status of the initiative or other comments:
This initiative has resulted in substantial increase in international student applications.

Achievements of the past year:

• When I started as Interim Department Head last summer I was not aware of FutureSTATE 2015 or the role the Department of Foreign Languages played in it. I was aware, however, of the need for developing languages - including the ones already established, the "Eurocentric" ones: Spanish, French and German. I soon became aware of a desperate need to expand Chinese and Japanese, two languages we are teaching, but in which we do not have a major. In the former we have a lecturer who just changed from one quarter time to full time, due to the great demand by the students for this language. In Japanese, we have had one Instructor who has been doing an impressive job serving a large group of students who have been taking Japanese for several years, some of whom are nearing graduation.
• I have also been in touch with ROTC, principally through Lt. Col. Terry Dickensheet. As Lt. Col Dickensheet has pointed out, we are losing potential students in ROTC because we do not offer majors in Chinese, Russian, Japanese, etc. I asked our search committee to be looking for someone who also had any of these languages along with the languages for which searches had been approved (in Spanish and French). Unfortunately, this did not produce any "lagniappes" (Cajun for something extra for nothing) in any of the other languages. I have also asked Xiangshan Chi ("Sunshine"), our Chinese lecturer, to pursue the possibility of developing our own Chinese Language Flagship program. She has been in touch with the Director of China Initiatives at Jackson State University and is working with her in a joint initiative to receive funding for funding from the Language Flagship program and the Institute of International Education, and, for the time being, we are planning to send students to a summer program in China already developed by Jackson State.
• I have also asked Oksana Gilbo, currently a Master's student in French, but who is also a native Russian speaker (from St. Petersburg), to work on a similar initiative in Russian. Next Fall she will have the required number of hours to become a lecturer. In contact with ROTC, the History Department and the Reflector, we have gathered a list of students (8 at this point) who want to take Russian. I have also been in touch with David Sites, who used to teach Russian with us, and he has offered his assistance, if needed. Ms Gilbo has contacted the Language Flagship Program and they have responded. This effort, as well as the lecturer position in Chinese and the Instructor position in Japanese are all an extremely inexpensive way to begin these initiatives.

Goals for the next year:
I plan to develop the above mentioned initiatives, expanding, if possible, into the other languages mentioned in your request (Arabic, Hindi and Farsi). I hope to get majors in Chinese and Japanese. I hope to develop Russian to the point where we could also offer a major in this newly developing (in our department) field. We need to hire Professors in Chinese and Japanese.

Constraints to full implementation of this initiative:
Extremely limited to no staffing. A graduate student working on Russian. A new, full time lecturer in Chinese. An instructor in Japanese. Especially in the latter two languages, we must have professors in Chinese and Japanese. As you have seen with German, even with two professors and a lecturer, it is not easy to provide the necessary breadth of courses to have a major, much less to satisfy the different needs of IB, etc. We need, therefore, funding to hire professors in Chinese and Japanese, ideally two in each language.

Proposed modification of the initiative:
If we can get Hindi, Farsi and Arabic going, great. But we need to focus on Chinese and Japanese immediately and develop our program to the point that we can offer a major in the next year. Since Russian is already in progress, we also need to pursue this initiative. Since it is only beginning in the Fall (hopefully) and I have not promised majors to any students in this area, it does not require as immediate attention as do Chinese and Japanese.

Overall assessment of the status of the initiative or other comments:
Even with knowing about the FutureSTATE initiative, I believe I have done much in my first year as Interim Department Head of FL to achieve what I believe are its goals (we are also starting Italian I in the Fall which, though it is not mentioned in the initiative, does satisfy a clear demand on the part of the students). We the help of the above mentioned individuals, we have come a long way in less than one year. We have just begun.

Achievements of the past year:

• The Center for America's Veterans has been established and is currently serving over 600 veterans, dependents and service members.
• The Center's staff has provided comprehensive and professional service to student-veterans, dependents and service members while providing them a welcome-home environment.
• The Student Veteran Association (SVA) has been established. The organization is made up of veterans, dependents and service members who believe in uniting together to make a difference. The organization will tackle issues dealing with current university policies dealing with veterans' education issues as well as problems veterans face when they transition from service member to student.
• The Veteran Support Group has been established. The group is comprised of veterans, dependents, and service members who meet each week with a trained counselor from the MSU Counseling Services office. This gives the veterans a chance to openly discuss issues they are facing with school.
• A full service computer lab is up and running with full printing capabilities. This enhances the on-line processing of veterans educational benefits.
• A full time Veterans Recruiter has been hired to actively increase the number of veteran students attending MSU.
• We developed folders, flyers and brochures for recruiting.
• The Center hosted over 400 National Guardsmen for Veterans Day activities and an all out campus presentation was done at Lee Hall to entice them to attend MSU. They also participated in the Veterans Day Activities during the halftime show at the Alabama game.
• We briefed the Veterans Services Representatives from Washington during their visit to MSU. They were able to take a first hand look at what MSU is doing for their veterans and our future plans. We gained their support and backing for programs that will assist veteran students.
• We participated in national and state level veteran associations. Lorene Cox serves on the Board of Directors of the National Association of Veterans Program Administrators and is President of the Veterans Affairs Administrators of Mississippi. We also held the first VAAMS conference on the MSU campus this year. We are also a member of the Southern Region Education Committee for Veterans.
• We developed a comprehensive military and veteran friendly website to promote awareness of the Center and facilitate the online application of tuition assistance and the GI Bill.

Goals for the next year:

• The registrar's office is currently evaluating military courses for college credit. We hope that by next fall this will be complete and the courses evaluated will be added as an MSU course in the catalog. This will allow veterans to know exactly what MSU will allow them for their military experience.
• We want to have a fully implemented incentive program in place for veterans, dependents and service members. We are currently working this issue. We have $50,000 in funding set aside and are working on the procedures for veterans to apply for this incentive.
• We hope to increase veteran enrollment by 5% (approx 30 students) by the end of the 2008.
• We want to provide educational and leadership opportunities to our students by providing counseling, guidance, academic advice and mentorship.
• We want our Student Veteran Association to grow to its full potential and have all student veterans here at MSU as members.

Constraints to full implementation of this initiative:

• Availability of funding to implement a comprehensive incentive program.
• VA funding availability for student veteran workers who assist the staff at the Center.
• Availability of funding for recruiting initiatives.

Proposed modification of the initiative:
Since the Center for America's Veterans has been fully established and a full staff is on board, our initiative statement has been changed to reflect the new and continuing goals of the Center. Our revised Future STATE 2015 initiative statement is as follows:

The Mississippi State Center for America's Veterans will recruit and support veterans and their dependents, make MSU the university of choice for all veterans, dependents and service members who desire a college degree, increase incentives for veterans, dependents and service members, and perpetuate the legacy of Representative Sonny Montgomery.

Overall assessment of the status of the initiative or other comments:
The current status of the 2015 initiative is that we are providing service and support to our student veterans and their dependents. We have worked issues regarding financial aid, housing, medical care, and job placement. We have developed and implemented several internal initiatives to assist the veterans and their families. We have provided outreach services for veterans in two locations within the state and we have two other events scheduled for April 2008. We are meeting the goals set by the president and the director and will continue on the same path for the upcoming year. We are working hard to become the best Veterans Center at any university. We are meeting and exceeding the goals set and we will continue to develop new goals as we work toward the future.

Achievements of the past year:

• Secured $20,000 permanent funding for First Year Experience programs
• Extensive involvement in Day One Leadership Learning Community planning, implementation and support
• Maintenance of four existing Learning Communities
• Development and approval of First-Year Experience Seminars
• Dr. Tom Carskadon appointed as Director of First-Year Experience within the Center for Teaching and Learning

Goals for the next year:

• Have ten sections of the First-Year Seminar taught Fall 2008 semester and ten in the Spring 2009 Semester
• Assist with course redesign efforts at MSU
• Identify courses that present barriers to success to first-year students at MSU
• Add five learning communities with at least one being a residential learning community
• Establishment of a First-Year Experience Advisory Group

Constraints to full implementation of this initiative:
Additional funds are needed for release time of the Director of First-Year Experience as well as additional support staff.

Proposed modification of the initiative:
Some clarification is needed with the current wording of the initiative as the intent is not to create a new core curriculum but rather a First-Year Experience built upon the current core curriculum.

Overall assessment of the status of the initiative or other comments:
Awareness of First-Year Experience has grown on campus. New programs out of Academic Affairs and Student Affairs were established with positive results. The foundation has been established to build a vibrant First-Year Experience that will provide students a variety of ways to help them make a successful transition to the university.

Achievements of the past year:

• Offered greatest breadth, depth and diversity of any performing arts season in the southeast region, appealing to students, faculty and staff of all ages, backgrounds and interests; performing arts programming enhances understanding and tolerance of other cultures and viewpoints, while encouraging and helping to facilitate an appreciation for lifelong learning.
• Presented 15 performing arts events specifically for and attended by approximately 25,000 students in grades K-12 from across the state and west Alabama; programs reinforce curriculum-based content, enhance students' critical thinking and problem solving, improve written and spoken language, and foster an appreciation for lifelong learning, all while creating a larger pool of potential college students.
• Developed and helped teach new undergraduate and graduate arts integration course for education majors at MSU Meridian, providing the students with access to an innovative course that is on the cutting edge of education reform.
• Supported a new humanities course built around the Center's performing arts events; the course was specifically created to enhance writing skills, enhance understanding of history and culture, develop an understanding of other cultures, and foster student's appreciation for lifelong learning, all while helping to broaden choice of electives for MSU Meridian students.
• Provided opportunities for MSU Starkville and Meridian students to interact with, learn from and be inspired by, artists who performed at the Center; members of MSU Lab Rats attended multiple comedy shows, workshops and meet and greets, including Whose Line Is It Anyway comedians, and Chicago City Limits comedians who led workshops designed to foster creativity in problem solving and promote individuality and tolerance for other cultures.

Goals for the next year:

• Develop a master's degree program in arts education for anyone with a teaching license or an arts degree who wants to pursue a profession in teaching.
• Reinstitute Dr. Charlotte Tabereaux's training workshop for fourth-year education majors on the Starkville Campus, previously organized under Dr. Linda Jones' (retired) leadership, and incorporate into the Meridian Campus an education degree program as part of the preparation for student teaching.
• Create a formal internship program to provide students hands-on educational opportunities through the Center's varied departments, i.e., theater (emphasis in technical/theater management), marketing/branding (business majors), education (education majors), box office sales/customer service (business or communication majors), conference sales/hospitality management/tourism (business or communication majors).

Constraints to full implementation of this initiative:

• Transportation for students from Starkville to Meridian.
• Access to more traditional college students with more flexibility with regards to work schedule, availability, etc., for participation in internships.
• Lack of awareness for newly opened MSU Riley Center, the performing arts season and educational opportunities among Starkville faculty, staff and students.
• Lack of awareness or understanding among faculty and staff for MSU Riley Center's arts education initiative and its immediate ability to enhance growth and development of MSU Education students. (Education programs seem to have been overlooked in favor of theater, public relations and broadcast programs, which currently require significant curriculum development and/or a large investment in infrastructure/equipment in order to have an immediate impact on student growth and development.)
• Theater technology (lighting/sound) is a focus area that requires curriculum development in order to prepare students with the technical knowledge needed to fulfill theater internships that would be meaningful for both the students and the center.
• Misconception that the Center is a "production house," i.e., produces theater, versus a "presenting house," i.e., books nationally and internationally touring artists.

Proposed modification of the initiative:
Broaden goal to incorporate outreach and extra curricula activities, such as attending performances at MSU Riley Center, as a means to enhance student growth and development.

Overall assessment of the status of the initiative or other comments:
The greatest opportunity to immediately enhance student growth and development through the MSU Riley Center is to encourage Education students to participate in the Center's educational training, programs and workshops, which are open for MSU Meridian and Starkville participation. University assistance in educating Starkville faculty, staff and students about the Center's programming would be very beneficial in growing participation.

Achievements:

• MSU Riley Center's extensive performing arts season and premium conference facility attracted approx. 40,000 theater patrons and 20,000 conference attendees to Meridian, generating significant economic impact, while enhancing community's overall quality of life and downtown redevelopment opportunities.
• Strong relationships have been forged between MSU Riley Center's leadership and local, state and national elected officials, and with other statewide entities, including Mississippi Development Authority Tourism Division, Mississippi Arts Commission, Mississippi Department of Education, and Mississippi Humanities Council.
• The MSU Riley Center was recognized with the 2006 Tourism Achievement of the Year Award; the Center was featured on Mississippi's 2007 Annual Tourism Guide cover and selected as the 2006 site for the Governor's Conference on Tourism; marketing director Penny Kemp was selected to serve on Mississippi Tourism Association Board of Directors and Meridian/Lauderdale County Board of Commissioners.
• The Smithsonian Institution selected the Riley Center as a national kick-off point for a traveling exhibit on American Roots music, which stayed in the facility for six weeks, attracting visitors, tourists, and conference interest from multi-state areas and an hour-long performing arts program in our theater on Mississippi Public Broadcasting TV and radio.
• A long term arts education initiative and Kennedy Center program successfully began within one year of opening; the program is generating significant enhancements in city and county school systems and beyond, better preparing students and teachers, and adding conference opportunities.

Goals:

• Significantly grow conference business by securing statewide and regional conferences associated with the university's departmental disciplines.
• Continue partnerships with local and statewide entities and politicians to enhance quality of life in the Meridian area and the state as a whole.
• Build a strong relationship with the newly appointed committee on tourism in the state senate to gain continued support for the MSU Riley Center conferencing and the Meridian area.

Constraints:

• Lack of a downtown hotel property. University leadership and key donor support is needed to help influence local community leaders and elected officials to secure downtown hotel property, which would enable conference activities to exponentially grow and thereby significantly increase downtown redevelopment efforts and economic growth.
• Lack of Starkville faculty, staff and alumni awareness for Center's premium conference facilities and the positive impact hosting conferences at the MSU Riley Center would have on the university as a whole.

Proposed modifications:
Recognize the MSU Riley Center as a unit of the university that fulfills and contributes to the university's outreach and service mission.

Overall assessment of status of the initiative or other comments:
MSU Riley Center has been commended repeatedly at the state and national levels for the quality product and programming that is evident to so many in such a short period of time. The Mississippi Development Authority Tourism Division and Mississippi Tourism Association has identified the Center as a key cornerstone in the state's overall tourism product and referred to it as a "shining star" for the state. Now, we need more local and regional support to help put in place the remaining downtown infrastructure needs. We also would benefit greatly from assistance in educating MSU Starkville faculty, staff, students, alumni and friends on the university's top quality performing arts and conference facility right here in their backyard.

Achievements of the past year:

• Began networking with community colleges in targeting underrepresented populations.
• Created targeted recruitment schedule with community colleges for on campus presence.

Goals for the next year:

• Continue to work on networking opportunities at community colleges.
• Work with Holmes Cultural Diversity Center for networking opportunities in diverse communities.
• Continue to work with Student Support program.

Constraints to full implementation of this initiative:

• Cost differences between community colleges and Mississippi State University affect this population more.
• Creating cultural communities as subpopulations for support takes time.

Proposed modification of the initiative:
None

Overall assessment of the status of the initiative or other comments:
We have begun this initiative but can do more about changing the mix of students.

Achievements of the past year:

• Developed community college partnerships with greater presence on campuses:
  • Jones Junior College
  • Meridian Community College
  • East Central Community College
  • East Mississippi Community College
  • Itawamba Community College
  • Northeast Mississippi Community College
  • Holmes Community College
• Increased number of African Americans transferring to Mississippi State University by 30%.

Goals for the next year:

• Continue to develop the partnerships with these seven community and junior colleges.
• Continue to work to increase the number of African Americans transferring to Mississippi State University.

Constraints to full implementation of this initiative:
None

Proposed modification of the initiative:
None

Overall assessment of the status of the initiative or other comments:
None

Achievements of the past year:

• Five Brown Bags (100 attendees), 12 seminars (174 attendees), 33 workshops (246 attendees)
• eInstruction implementation - 9 workshops, 85 instructor kits distributed, 88 courses integrated eInstruction FY08
• Turnitin.com implementation - 5 workshops, 111 active instructor accounts, 30 departments, over 8000 papers submitted so far FY08
• Involvement in upgrade of WebCT to myCourses - 71 courses on myCourses External, 65 courses on myCourses Academic, 50 courses on myCourses Developmental
• 1062 tickets resolved (mean closure time of .94 days and median closure time of .03 days), 1921 phone calls in support instructional technology
• Implementation of observation of teaching - Ten faculty have been observed

Goals for the next year:

• Increase cadre of observers of teaching
• Migration of all users and courses from WebCT to myCourses
• Expand usage of eInstruction
• Expand usage of Turnitin.com
• Increase number of teaching and learning seminar topics

Constraints to full implementation of this initiative:
Lack of permanent operating funds and salaries for Director and Associate Director and need for additional consultant position to meet demands of increased services and programs.

Proposed modification of the initiative:
None

Overall assessment of the status of the initiative or other comments:
The Center for Teaching and Learning has made significant strides in strengthening the University's commitment to quality undergraduate and graduate teaching. Awareness of the importance of quality teaching has been enhanced across campus due to programs and services provided by the Center. However, the Center needs additional resources in order to maintain quality programs as well as to increase services.

Achievements of the past year:

• Increased number of students served by 5% (1302 total)
• Face-to-face interaction increased 34% (2995 contacts)

Goals for the next year:

• Create a face-book group to increase student and parent interaction with UAAC Advisors
• Move to Hathorn Hall - (Athletic Academics present location)
• Expand services to UND students, i.e. computer labs, study area, tutoring, etc,

Constraints to full implementation of this initiative:
Assignment of space in Hathorn and budget for computers, tutors, graduate assistants, and an additional administrator.

Proposed modification of the initiative:
Limit space to top floor of Hathorn Hall and would offer only expansion in computer laboratories.

Overall assessment of the status of the initiative or other comments:
Our goal of expanding the scope and mission of the University Academic Advising Center has been reached for 2007-2008.

Achievements of the past year:

• Dr. Gilbert wrote a proposal (attached) to the President to start a multi-year effort to develop a centralized study abroad office at MSU. Because of the expanded support of International Services in the Office of Admissions and Scholarships, it was proposed that the Study Abroad effort be located in Student Affairs. The attached plan calls for a naming of a part-time Study Abroad Coordinator for the fall of 2008 as Phase I of the process. Phase II would be to create a permanent position of Study Abroad Director in the fall of 2010.
• Study abroad activity increased over the past year with several new faculty-led initiatives, including the Korea Study Tour and a trip to Thailand. Also, MSU is participating in the effort sponsored by the provosts of the Southeastern Conference and has signed an agreement that makes study abroad programs at other SEC schools available to MSU students at in-state rates. MSU has advertised an opportunity for a scholarship for an undergraduate student to take part in a semester in Northern Ireland in spring 2009. Selection of the recipient will be in the fall of 2008.
• Dr. Gilbert accompanied the head of Foreign Languages, Dr. Jack Jordan, and the head of International Business, Mr. Brian Watkins, to the Office of the Consulate General of Japan in New Orleans to explore opportunities for students to take part in the JET program. Contacts are in place for further cooperation between the Consulate General and MSU in order to make opportunities in Japan available to our students.

Goals for the next year:
The goals for next year will be to increase the study abroad opportunities for students as a new, part-time Study Abroad Coordinator is named. It is hoped that we can increase the number of students in study abroad from approximately 200 per year to 275 per year in the next year. The goal for Phase II starting in 2010 would be to increase the numbers in study abroad to 480 students per year.

Constraints to full implementation of this initiative:
Funding for the initiative as well as space for a study abroad office will both be constraints related to implementing this initiative. It is believed that once a central point of contact is established and students and faculty have access to this resource, the number of study abroad participants will increase sharply.

Proposed modification of the initiative:
The original recommendation called for the proposed Study Abroad Office to report to the Office of the Provost. However, it now appears that Student Affairs may be better equipped to handle the demands associated with a study abroad office.

Overall assessment of the status of the initiative or other comments:
Much progress has been made in addressing international education and study abroad with the Regional Ambassadors group and the International Council. Certainly additional progress will be attained upon the creation of a centralized Office for Study Abroad.

Achievements of the past year:
We plan to use CAPP, the degree audit system, for May 08 UG degree clearances. Have identified improvements in transfer articulation process that will benefit CAPP. Implemented new registration controls to allow class restrictions by concentration.

Goals for the next year:
Complete transfer articulation improvements and implement these changes in CAPP. Begin planning and analysis for implementation of student Degree Plan features within Astra Systems.

Constraints to full implementation of this initiative:
Will need one additional (one total for office) FTE classified scheduler position to free up senior staff to implement, manage and operate new software.

Continued course content variances and course sequences between CJCs & IHL institutions will continue to negatively impact transfer articulation and untimely CAPP.

Proposed modification of the initiative:
None

Overall assessment of the status of the initiative or other comments:
On schedule. Will continue to deal with transfer articulation to the best of our abilities. Need additional staff and position funding to move ahead.

Achievements of the past year:

• Growth in enrollment: faculty and staff worked hard to recruit new and retain returning students through personal visits with students and their families, phone conversations, and personal letters and information sent to home and business addresses. The Starkville campus hired a recruiter for the south Mississippi region who is housed on the Meridian campus. She and the MSU Meridian recruiter are working together to attract students to both campuses.
• New program possibilities:
  • BBA in Healthcare Administration has been recently approved by UCCC and the Provost.
  • BBA in Technology Management has been recently approved by UCCC and the Provost.
  • Community College Leadership Program is presently in discussion with the College of Education in Starkville and interested community college leaders.
  • With the recruiting of additional Ph.D. faculty and with the need for secondary and community college administrators, a doctoral program in Higher Education Leadership, through the Counselor Education Department, would be an excellent partnership with our community. At present, a needs assessment of current Counselor Education students is underway. Information from this will be used as a foundation in requesting the program.
  • A meeting with Miko Beasley Denson, representatives of the Choctaw Community and Dale Hipsh, the new COO at Pearl River Resort, brought about discussion of expanding educational programming on the reservation.
  • New interest is growing in our Psychology internships.
  • Joe Adair, Regional Director of the Department of Veteran Affairs, and the Dean have begun conversations about expanding resources and support for area veterans through the Sonny Montgomery Center for America's Veterans.
  • Expanding distance learning and online opportunities are growing. This would include Meridian's Armed Forces and National Guard personnel with whom we have a strong relationship. The Meridian Campus is working with faculty and administrators in Starkville to enhance distanvr and online course offerings, while hopefully expanding and/or building facilities that would accommodate larger "wired" classrooms.
• The Dean is working on two additional programs to bring to the campus:
  • A weekend Master's in Arts Education degree for teachers. This is currently being discussed by both the MSU Riley Center Education Director and our education faculty. Individual courses in this area are already being taught on the weekend.
  • A "women in leadership program" connecting women leaders in our community with our MSU student leaders.
• The Office of Student Services and the campus Dean hosted the first annual advisors/counselors luncheon and workshop for two year institutions. This "putting a face with a name-getting to know you time" strengthened our commitment toward streamlining the transfer process. The luncheon speaker was Dr. Reginald Sykes, Assistant Commissioner for Community and Junior College Relations. Butch Stokes and Sharon Nobles of the Starkville campus participated in the event.
• The Dean has reactivated the Dean's Advisory Council, which represents members from a cross section of the region's business, government, industry and educational leaders. Through their council, a scholarship to attend MSU-Meridian will be presented to a student from each of our four regional two year institutions.

Goals for the next year:

• Continue to increase enrollment through recruiting effects.
• Continue to create academic programming at the MSU-Meridian Campus and MSU Riley Center.
• Recruit and retain qualified and diverse faculty.
• Expand the physical plant to include greater distance education possibilities and a growing student population.
• Increase fundraising efforts and scholarship opportunities for the campus and MSU Riley Center.
• Strengthen ties with the Starkville campus, government, business, industry, and community/junior college institutions through economic development and educational activities.

Constraints to full implementation of this initiative:

• Time and personnel.
• Financial support to begin new programming and hire new faculty.
• The distance between campuses.

Proposed modification of the initiative:
It is a "two way street"; the members of the Starkville campus should be approaching the Meridian campus for "closer interaction" as well. For example, recognize the importance of the Meridian campus by the Starkville campus through promoting, working together on research and/or staff projects, taking into account meeting and event times and providing technical means when "in person" appearances are not possible.

Overall assessment of the status of the initiative or other comments:
The Dean feels that everyone on the Meridian campus is on the road to obtain the next level of achievement through campus-community-commitment to FutureSTATE 2015.

Achievements of the past year:

• For 2007-2008, educational awareness and socialization of the institutional effectiveness initiative occurred through the Office of Institutional Research. Institutional Effectiveness awareness meetings were held with approximately two hundred and eighty MSU personnel participating, which included the Vice Presidents of all divisions, Deans, Directors and Department heads as well as faculty members. Defining of the institutional effectiveness units occurred for educational programs, administrative support services, and educational support services.
• With the defining of these units, an intranet assessment repository was established with the assistance of ITS, which was the first for the university to have ever implemented. A user-friendly assessment template was developed and placed on the intranet assessment repository to assist the university on the institutional effectiveness initiative.
• To establish a systematic process regarding institutional effectiveness/assessment, a planning/assessment cycle was developed for the university and a timeline placed on the Assessment link of the Office of Institutional Research website.
• During the Spring 2008 semester, a brown bag luncheon entitled "Tying It All Together" was held through the Center for Teaching and Learning. This brown bag session focused on Institutional Effectiveness, Classroom Assessment, and Regional Accreditation.
• Additionally, consultation meetings with individual departments to develop and implement their institutional effectiveness/assessment expected outcomes and measures have been facilitated by the Associate Director of Institutional Research.
• An additional assessment efforts that has occurred for the institutional effectiveness initiative for 2007-2008 is that the university has participated in the National Survey of Student Engagement (NSSE) with approximately 5,724 freshmen and senior undergraduate students having the opportunity to participate and provide feedback on their undergraduate experiences. The university along with 770 other universities participated in this national survey. Mississippi State University was asked to share marketing strategies in a recent webinar with the other participating universities. As of March 31, 2008, NSSE indicated a 30% response rate for MSU. This exceeds any on-line response rate for such a survey at MSU. No doubt, this successful response rate is attributed to the marketing efforts in launching this project. During the fall 2007 semester, the Office of Institutional Research also administered to Mississippi State University juniors and seniors, the Short form of the College BASE national examination, which assists with assessment efforts for General Education.
• An ad hoc committee for General Education was named in Spring 2008 from the University Committee on Courses and Curricula (UCCC), with its purpose to review the core curriculum, review and revise the expected outcomes, and determine existing assessments in place.
• In addition, a review of commercial general assessment instruments is occurring by the committee which will help the university become a participant in the Voluntary System of Accountability.

Goals for the next year:

• Resurrect the Assessment/Institutional Effectiveness committee as a "working committee."
• Designate an Assessment Coordinator for each college of the university.
• Continue to facilitate Institutional Effectiveness Awareness Meetings including the research units and the community/public service units.
• Implement revised general education expected outcomes to include a new commercial assessment instrument of one of the following: Collegiate Assessment of Academic Proficiency (CAAP), Measure of Academic Proficiency & Progress Test (MAPP) or Collegiate Learning Assessment (CLA).
• Recommend an assessment software system for purchase that would tie strategic planning, budgeting, and institutional effectiveness together.
• Perform an official inventory of university-wide institutional effectiveness instruments from awareness meetings.

Constraints to full implementation of this initiative:
The constraints to fully implement this initiative are budget and additional personnel. Additionally, in order for this initiative to be a complete success for the university and to successfully meet upcoming accreditation requirements of the Southern Accreditation of Colleges and Schools (SACS), the implementation and use will need to be covered over the next four years.

Proposed modification of the initiative:
No modification is being proposed. This initiative is extremely important to complete in order for the university to be successful in its upcoming SACS reaffirmation visit and to ensure MSU exemplifies continuous improvement.

Overall assessment of the status of the initiative or other comments:
Great strides have been taken for the 2007-2008 year regarding the institutional effectiveness initiative. It is at partial completion status. The administration, staff, and faculty have shown through their participation at the awareness meetings, the great importance for this initiative to be implemented. In order for Mississippi State University to be successful in this initiative, every facet of the university must be involved to continue enhancing the quality of our educational programs as well as our services.

Major programs and service areas

• Young Guns: The objective is to transform rising high school seniors into enlightened leaders capable of motivating others to accomplish extraordinary things. The objective is met via a week-long experience during the summer that takes place at Mississippi State, the Choctaw Reservation, and the Riley Center in Meridian.
• Day One: The objective is to develop the leadership potential of Mississippi State's entering freshmen so they may lead Mississippi and the Nation today and in the future. The objective is achieved by way of a learning community located in Cresswell Hall that participates in a leadership class and community service projects.
• Appalachian Leadership Honors Program: The objective is to prepare students to enter America's workforce with a foundation of impeccable character and a keen sense of responsibility. The objective is accomplished via a three-semester program that contains a leadership class and university-related service projects.

Program highlights for 2007-2008

• Completed the first year of all programs (Young Guns, Day One, and the Appalachian Leadership Honors Program).
• 153 students participated in Young Guns.
• 225 students enrolled in Day One.
• 36 Day One community service projects were completed.
• 53 students enrolled in the Appalachian Leadership Honors Program.

2008-2009 Goals

• 200 students participate in Young Guns.
• 300 students enrolled in Day One.
• Endow Day One.

2007-2008 Goals

• Understand self, articulate leadership concepts, and gain an understanding of the global and ethical responsibilities of leadership. (YOUNG GUNS). Expected outcomes: Each participant will learn their personality type and the common characteristics of the type. The instrument used to determine the type is the Myers Briggs Type Indicator. An outside consultant will provide an overview and detailed information for each personality type to participants. Assessment: Each participant will complete a survey at the conclusion of each camp. The results for each area of the survey should be between 4 and 5. 153 students completed the Inventory, received the results, and had a certified MBTI instructor explain the results. Assessment results: The average score for four sessions on questions dealing with this area was 4.52, with 4 equalling agree and 5 strongly agree.
• Demonstrate the ability to work effectively with others in a group to serve the university or community. (YOUNG GUNS). Expected outcomes: Each participant will complete a survey at the conclusion of each camp. The results for each area of the survey should be between 4 and 5. Groups of 5 to 6 participants will find a solution to a real-world problem faced by the Meridian area. A formal presentation will be created to display relevant research and a possible solution. Asessment: The average score for four sessions on questions dealing with this area was 4.72 with 4 equalling agree and 5 being stongly agree. Assessment results: 30 Meridian-related projects were completed and presented to a board of Meridian business and community leaders.
• Understand self, articulate leadership concepts, and gain an understanding of the global and ethical responsibilities of leadership. (DAY ONE). Expected outcomes: Students will complete two exams given during the semester on content (self, concepts, and responsibilities) presented in class. Ideally, all students should have a passing grade in this area. Assessment: An on-line survey will be made available to all Day One students. Ideally, all students should answer they understand self, leadership concepts, and the relevant responsibilities. Assessment results: 211 of 213 (99 percent) Day One students had a passing grade average for the in-class exams. 72.73 percent of students surveyed said they understood the ethical responsibilities of leadership and 73.91 percent said they better understood how they could be a leader.
• Demonstrate the ability to work effectively with others in a group to serve the university or community. (DAY ONE). Expected outcomes: Groups of 5 and 6 students will identify and carry out a community service project at an organization on campus or in the community. All 36 groups should complete the project. Assessment: An on-line survey will be made available to all Day One students. Ideally, all students should answer they have a better ability to work with others for a greater good. Assessment results: 36 community service projects were completed. 96.08 percent of students surveyed said they learned how to work better with others.
• Understand self, articulate leadership concepts, and gain an understanding of the global and ethical responsibilities of leadership. (ALHP). Assessment: 25 ALHP Fellows (ALPHA) will have a chance to reflect on their positive and negative attributes. The same 25 Fellows will also have a chance to evaluate the positive and negative attributes of their peers. The instrument used for this assessment will be created in the GLC office. 28 ALHP Fellows (BRAVO) will learn their personality type and the common characteristics of the type. The instrument used to determine the type is the Myers Briggs Type Indicator. An outside consultant will provide an overview and detailed information for each personality type to participants. GLC staff will meet with each of the 25 Fellows to explain the results Assessment results: 28 students (BRAVO) completed the inventory, received the results, and had a certified MBTI instructor explain the results; 25 students completed self and peer assessments. Each of the 25 ALHP Fellows (ALPHA) learned how their peers perceived them and how it was similar or different from their own perception.
• Demonstrate the ability to work effectively with others in a group to serve the university or community. (ALHP). Assessment: Each student (ALPHA) will complete a final project that provides a benefit to the university or community. Groups of 5 to 6 students will carry out the objectives of projects associated with the GLC program. Assessment results: Each of the 25 ALHP Fellows (ALPHA) completed a capstone project. Five projects were completed by 5 subgroups of the ALHP (BRAVO) Class (28 students).

Achievements of the past year:
The Honor Code Council adjudicated over 100 cases of academic misconduct to date. Procedures are in place, Councils are fully functioning and staffed with appropriate membership of faculty and students. Academic Integrity Intervention Program and Educational Intervention Program are both established and functioning. An Honor Code web site was developed and functions in good order. Honor Code Orientation was provided for new faculty and Graduate TAs as well as faculty/staff in-service training. The Honor Code was posted in classrooms and buildings throughout the University.

Goals for the next year:

• Increase response to faculty who turn in violations of the Honor Code by hiring a full time person for the Honor Code Office.
• Modify the Policy and forms slightly based on input from faculty.
• Compile reports for the campus from the first year (07-08).
• Increase use of turn-it-in.com among faculty and students.

Constraints to full implementation of this initiative:
Few constraints are anticipated. Space is adequate and the budget will allow us to meet the standards.

Proposed modification of the initiative:
None

Overall assessment of the status of the initiative or other comments:
We are mostly pleased with the progress to date as this initiative was a major change in the academic integrity culture of the University. Students and faculty have increased their dialog regarding academic integrity. We feel we have made giant strides in creating a culture of academic integrity in the campus. Perhaps the one area of disappointment is the low percentage of XFs that are given for cheating. Overall this initiative has been successful.

• MSU has had 5% salary adjustments for each of the last two years and faculty salaries continue to be a high priority.

• 31.5 new faculty positions were established with the FY 08 budget.

• A new Honors Faculty program was established within the Honors College and 69 faculty members were so named. Other faculty continue to be recognized with university and college level awards for teaching, research and service.

• Additional funds were furnished to the Office of Research and Economic Development in the FY 08 budget for faculty start-up.

• The new promotion and tenure document places an emphasis on the development of a national reputation for promotion to associate and the establishment of a national reputation for promotion to full. These achievements are directly linked to outstanding faculty productivity. In the past two years several faculty have been promoted "early" based on their outstanding productivity as described above.

• All colleges have been directed to provide mentors for new faculty members.

• The Provost has met regularly with the Executive Committee of the Faculty Senate and has attended all Faculty Senate meetings. The Provost and the Associate Provost also meet with the chair of the University Courses and Curriculum Committee periodically to address issues. The Provost also meets with the department heads, usually once a semester, where promotion and tenure is discussed, among other items. Changes in policies and practices have been communicated in a timely manner. Furthermore a "Tips on Promotion and Tenure" document has been posted on the Academic Affairs website.

• The University Promotions and Tenure Committee has held panels each semester with attendance over 100 at each meeting; very successful.

• A Task Force was formed fall '07 to consider promotion and tenure and related issues. The Task Force made recommendations that have been under consideration by the Faculty Senate. We await recommendations from the Faculty Senate.

• The University Promotions and Tenure Committee has held panels each semester, with the Provost included on the panel, where many of these issues were discussed. Attendance has been over 100 at every meeting. An especially created Task Force (see below) also considered these issues and made recommendations currently under consideration by the Faculty Senate.

• This was one issue considered by the Task Force formed fall '07 to consider issues of teaching, research, and service as they relate to rewards and promotion and tenure. The Task Force made recommendations that have been under consideration by the Faculty Senate. We await recommendations from the Faculty Senate.

• The Center for Teaching and Learning regularly holds "Brown Bag" lunches that often address current teaching practices including distance education.

• According to statistics provided by IHL, the percentage of courses taught by part-time faculty is 19.9% among research universities in the SREB region. The figures for the University of Mississippi and the University of Southern Mississippi are 20.5% and 19.1% respectively. At MSU the percentage of courses taught by part-time faculty is 20.1%, well within range of our peer institutions and so increasing the proportion taught by tenured or tenure-track is not an issue for the moment.

• One approach has been the establishment of new centers. In the past year this has included: (1) National Strategic Planning and Analysis Center (nSPARC), proposed in Oct of 2007 by Dr. Mimmo Parisi, Dept of Sociology and SSRC (2) Northern Gulf Institute, proposed in Nov of 2007 by Dr. David Shaw, Dept of PSS and the GRI, and (3) Center of Family Enterprise Research, proposed in Feb of 2008 by Dr. Jim Crisman, COBI.

• No report

• The associate deans for research have been charged with this responsibility. However, some of these individuals are newly appointed and so the committee assignments are not complete.

• It is the opinion of the Provost that we should not try to "define" service since while it is acceptable for faculty members to list civic and faith-based activities in their CVs or personal websites, it is not appropriate to list such activities on promotion and tenure forms or annual review forms. Furthermore, the Provost has now listed "Tips on Promotion and Tenure" on the Academic Affairs website that discusses the difference between service and the scholarship of engagement (this document has also been widely circulated at various p&t panels, etc.).

• This is a continuing effort that has gotten a significant boost by the establishment of the Mississippi State Community Action Teams (MSCAT). This office, under the direction of Virgil Culver, has a mission to engage various units of the institution to form teams focusing on service and outreach.

Achievements of the past year:
From January 2007 to February 2008 the following has been committed towards Reach for Excellence initiatives:

Goals for the next year:
Continue to raise a minimum of $20 M per year towards these initiatives

Constraints to full implementation of this initiative:
Slight confusion surrounding some of the goals, e.g. difference between Academic Excellence and Faculty Development. Possible new goals with Presidential transition.

Proposed modification of the initiative:
Have Interim President and/or new President collaborate with Foundation leadership to develop fund-raising initiatives that coordinate with strategic needs of university and donor interest.

Overall assessment of the status of the initiative or other comments:
None.

Achievements of the past year:

• Participated in Enrollment Team meetings which brought together recruitment plans for all populations.
• Implemented retention component for Mississippi State Promise Program.
• Implemented two new learning communities to assist in engagement of Freshmen.
• Retention efforts involve several engagement activities at the freshman year and a specific advising approach for students in academic difficulty or a member of a targeted population.
• Synchronize Financial Aid appeals processes with academic progression standards.

Goals for the next year:

• Continue collaborative efforts with the Enrollment Team.
• Implement enhancements to retention component to Mississippi Promise Program.
• Implement an additional learning community.
• Continue retention.
• Work to streamline Financial Aid appeals process even further.

Constraints to full implementation of this initiative:
As enrollment increases, adequate funding for all academic and student services must also increase. Additionally, to maintain increased growth, additional funding for recruitment is also necessary.

Proposed modification of the initiative:
None.

Overall assessment of the status of the initiative or other comments:
MSU is on a very successful path for this initiative. Energy must not be lost in order to sustain it.

Achievements of the past year:

• Highest overall enrollment for Mississippi State University.
• Highest number of Freshmen for Mississippi State University.
• ACT score average increased for Freshmen.
• Increases in graduates, internationals, transfers, distance education and Meridian students.

Goals for the next year:

• Continue to achieve future goals set for incoming populations.
• Make sure faculty are in place to accommodate increases in populations.

Constraints to full implementation of this initiative:
Growth in students must have a corresponding growth in faculty. Funding is needed to accomplish this.

Proposed modification of the initiative:
None.

Overall assessment of the status of the initiative or other comments:
Goals were met for 2007 and should be for 2008. MSU is on a path of growing the University to roughly 20,000 in a few short years. We all need to be ready for this.

Achievements of the past year:

• $15.9M committed for scholarships.
• $2M committed for General University.
• Creation of Dr. Brad Moore Presidential Endowed Scholarship, $200,000.
• Creation of Malcolm and Olivia Portera Presidential Endowed Scholarship, $500,000 ** Since Jan. 1, 2008

Goals for the next year:
Continue to make general university scholarships a priority by placing minimum goal on each college-based development officer. Focus on PES and Medallion.

Constraints to full implementation of this initiative:
Downturn in financial markets continues to be a concern.

Proposed modification of the initiative:
None.

Overall assessment of the status of the initiative or other comments:
None

Achievements of the past year:

• Increased total graduate student enrollment by 7.2 percent (3,550)
• Total number of doctoral for AY 2006-2007 was 107, which allowed MSU to regain Southern Regional Education Board (SREB) Doctoral Level I status
• Based on the number of doctoral degrees awarded in Summer 2007 (28) and Fall 2007 (44), coupled with the number of doctoral degree applicants for May 2008 (50), an increase of at least 5 percent in doctorates awarded is anticipated for AY 2007-2008

Goals for the next year:

• Increase total graduate enrollment by 3 percent for Fall 2008
• Maintain Southern Regional Education Board (SREB) Doctoral Level I Status

Constraints to full implementation of this initiative:

• Lack of appropriate space to support the infrastructure for the operations of the Graduate School
• Limited number of full-time staff to support the program operations of the Graduate School

Proposed modification of the initiative:
Increase the total number and quality of graduate students by 3 percent per year, with the number of doctoral degrees awarded increasing by 5 percent per year.

Overall assessment of the status of the initiative or other comments:

• The projected enrollment for AY 2007-2008 was exceeded by 4.7 percent and the projected number of doctorates awarded was exceeded by 1.9 percent.
• Specific recruitment initiatives will be directed toward increasing the number of doctoral students enrolled in graduate education by 5 percent.

Achievements of the past year:

• Provided a $200 supplement to all graduate assistants who purchased the University health insurance policy
• All graduate assistants on E&G funds received a $1,000 stipend increase.
• In conjunction with ITS and the Graduate Student Association (GSA), MSU ID cards were modified to distinguish graduate students from undergraduate students, as local venders have expressed interest in providing graduate students with special discount opportunities.

Goals for the next year:

• Provide a $300 supplement to all graduate assistants who purchased the University health insurance policy
• Provide graduate assistants on E&G funds a 3 to 5 percent stipend increase in Fall 2008
• In conjunction with the GSA, implement special incentives both on campus and in the community with vendors for all graduate students

Constraints to full implementation of this initiative:

• Lack of available financial resources
• Lack of support from venders both on campus and in the community

Proposed modification of the initiative:
Improve compensation for graduate assistants.

Overall assessment of the status of the initiative or other comments:
All goals set for the past year for this initiative were achieved.

Achievements of the past year:

• OAS introduced several admissions and recruiting strategies aimed at increasing international undergraduate student enrollment. Targeting admissions and recruitment, the OAS conceived and implemented useful processes and practices in alignment with the presidential initiative.
• ADMISSIONS STRATEGIES: Admissions process was simplified into three steps: academic, immigration, and English proficiency. The scholarship priority date was adjusted to suit students' college search trends. A provision to submit national level college entrance examination scores in lieu of ACT/SAT score was introduced. Saudi Arabia National College Entrance Examination is currently being used and the Chinese National College Entrance Examination is under review. Four new alternate tests other than the TOEFL test were implemented to certify English language proficiency and an expanded list of countries whose students are exempt from English language requirements was introduced. Admissions criteria was enhanced to admit academically qualified students with English language deficiencies contingent on successful completion of the university's ESL program.
• RECRUITING STRATEGIES: Developed cutting edge e-marketing strategic five year plan to market MSU globally and introduced weekly chat sessions to interact with prospective students and their parents. Created an email alias international@msstate.edu to improve the query response time. Restructured international section of the Office of Admissions and Scholarships website to improve navigation for international students. A pre-paid express mail option was introduced for students to expedite document transport. Recruiting sessions were conducted for ESL and other international exchange students to showcase academic, research, and student life. Visited and hosted international Mississippi high school students, and foreign and US embassies to generate interest in MSU's undergraduate program. Published informative admissions and scholarships requirements and international student life brochures. Established international alumni chapter in South Korea.

Goals for the next year:
In addition to furthering implementation and expansion of the existing five year e-marketing strategy, plans are underway to increase academic collaborations via delegation visits, embassy visits, and conferences. Names of international students who are taking ACT/SAT/TOEFL/IELTS tests will be bought to reach out to prospective candidates. Explore additional international alumni chapter opportunities.

Constraints to full implementation of this initiative:
None

Proposed modification of the initiative:
None

Overall assessment of the status of the initiative or other comments:
This initiative has resulted in substantial increase in international student applications.

Achievements of the past year:

• Used an Energy Committee to brainstorm techniques, formulate goals, design a website, inform the campus community, advise the in-house conservation team, etc.
• Implemented a program of trimming after-hours and holiday heating/cooling costs for buildings with up-to-date controls.
• Upgraded the controls in several energy-intensive buildings.
• Installed lighting controls timers for parking lots (non-residence hall) and other occasional-use area lighting. The lights are turned off at 11 p.m. in area with no usage.
• Negotiated a variable-rate TVA contract with lower cost flat-rate.
• Initiated replacement of inefficient steam boilers that transported steam across campus via obsolete tunnel/piping system; being replaced by high-efficiency hot water heaters at Central Plant and point-of-use high-efficiency boilers at the distant locations; two-year payback at gas prices.
• Attained a campus wide reduction in consumption of 15% for FY07 compared to FY06; first quarter FY08 represented 24% improvement over same period FY06.

Goals for the next year:

• Upgrade controls for another major energy-intensive building
• Fine tune the operation of the high-efficiency boilers to minimize fuel consumption.
• Investigate and install lighting controls (timers or sensors) in applicable interior spaces such as classrooms, utility closets, equipment rooms, etc.
• Integrate the energy conservation strategies with the design standards for new buildings and renovation projects.
• Hire an Energy Engineer to monitor and improve upon the conservation program and develop more technological advances in conservation.

Constraints to full implementation of this initiative:
The current competitive job market and available candidate pool has made it difficult to retain/rehire an energy manager; additionally resources are always a concern.

Proposed modification of the initiative:
Change the goal from implement to monitor and manage the campus energy program. With the increase in our energy cost projected to be 14%, these conservation efforts will become even more important.

Overall assessment of the status of the initiative or other comments:
The University has gained tremendously in curbing energy consumption in just 1.5 years, by utilizing in-house talent and expertise in changing the business-as-usual policy of heating/cooling the buildings, and aided by the bountiful cooperation of the campus community. The Administration has enabled heavy investment in new equipment, in return for further anticipated savings. It is paying off for MSU to "think outside the box", and as energy costs increase, other savings opportunities will emerge as the previous payback metrics become obsolete. It is imperative for MSU to remain committed to searching out and practicing new energy conservation methods and techniques and making the required investments in man-hours and improved technology.

Achievements of the past year:

• Used an Energy Committee to brainstorm techniques, formulate goals, design a website, inform the campus community, advise the in-house conservation team, etc.
• Implemented a program of trimming after-hours and holiday heating/cooling costs for buildings with up-to-date controls.
• Upgraded the controls in several energy-intensive buildings.
• Installed lighting controls timers for parking lots (non-residence hall) and other occasional-use area lighting. The lights are turned off at 11 p.m. in area with no usage.
• Negotiated a variable-rate TVA contract with lower cost flat-rate.
• Initiated replacement of inefficient steam boilers that transported steam across campus via obsolete tunnel/piping system; being replaced by high-efficiency hot water heaters at Central Plant and point-of-use high-efficiency boilers at the distant locations; two-year payback at gas prices.
• Attained a campus wide reduction in consumption of 15% for FY07 compared to FY06; first quarter FY08 represented 24% improvement over same period FY06.

Goals for the next year:

• Upgrade controls for another major energy-intensive building
• Fine tune the operation of the high-efficiency boilers to minimize fuel consumption.
• Investigate and install lighting controls (timers or sensors) in applicable interior spaces such as classrooms, utility closets, equipment rooms, etc.
• Integrate the energy conservation strategies with the design standards for new buildings and renovation projects.
• Hire an Energy Engineer to monitor and improve upon the conservation program and develop more technological advances in conservation.

Constraints to full implementation of this initiative:
The current competitive job market and available candidate pool has made it difficult to retain/rehire an energy manager; additionally resources are always a concern.

Proposed modification of the initiative:
Change the goal from implement to monitor and manage the campus energy program. With the increase in our energy cost projected to be 14%, these conservation efforts will become even more important.

Overall assessment of the status of the initiative or other comments:
The University has gained tremendously in curbing energy consumption in just 1.5 years, by utilizing in-house talent and expertise in changing the business-as-usual policy of heating/cooling the buildings, and aided by the bountiful cooperation of the campus community. The Administration has enabled heavy investment in new equipment, in return for further anticipated savings. It is paying off for MSU to "think outside the box", and as energy costs increase, other savings opportunities will emerge as the previous payback metrics become obsolete. It is imperative for MSU to remain committed to searching out and practicing new energy conservation methods and techniques and making the required investments in man-hours and improved technology.

Invest the resources and energy required to recognize and solidify the national reputations of centers of excellence in Agriculture and Natural Resources Systems; Computational Science and Engineering; Transportation

Systems; Applied Social Sciences; Materials and Devices and Energy Systems.

Invest the resources and energy required to establish and solidify the national reputations of emerging centers of excellence in Global Information Systems and Natural Disaster Preparedness; Natural Resources, Environmental Science, and Environmental Toxicology; Bioimaging and Biomedical Sciences; Early Childhood Education, Health and Development; Community Engagement and Economic Development; Public Policy and Administration; the Center for America's Veterans; the Shackouls Honors College; and the Sonny Montgomery Chapter of the Appalachian Leadership Honors Program, and Internationalization and International Programs.

Invest the resources and energy required to realize the potential as national centers of excellence in the areas of Humanities; African-American Studies; and Leadership.

• All of the above mentioned areas and centers of excellence continue to be supported with the necessary energy and resources to make them successful.

• Three new centers have been submitted to the IHL Board for approval. They are: the Center of Family Enterprise Research, the National Strategic Planning & Analysis Research Center (N-SPARC), and the MSU Institute of Golf.

• A&S - Walter Diehl, Interim Associate Dean
• CAAD - Jane Greenwood, Associate Dean
• CALS - Jonathan Pote, MAFES Associate Director
• COBI - Barbara Spencer, Graduate Program Coordinator
• College of Forest Resources - Liam Leightley, Associate Director
• CVM - Steven Pruett, Interim Associate Dean
• Education - Elton Moore, Associate Dean
• Engineering - Roger King, Associate Dean
• Library - Harry Llull, Associate Dean
• Meridian Campus - James Kelley. Division of Arts & Sciences

Achievements of the past year:

• Built collaborative teams and facilitated project work to address community issues, e.g., site analyses for new industrial park locations; redesign of city parks; conceptual designs for comprehensive parks and recreation plans; lake-front development; replanting the Gulf Coast; design awards program development; etc.
• First Impressions program. Partnered with the Mississippi Development Authority and the Mississippi Main Street Association to conduct community assessment programs. Total of 47 communities: 21 complete; 10 pending; and 16 new requests.
• Excellence in Engagement grants. Facilitating faculty, staff and student efforts to engage with community partners. Studio School (Kay Brocato); Home Grown Talent (Scott Maynard) and Rail Service Authority Planning and Implementation to explore re-opening the C&G Rail line between Greenwood and West Point (Bill Martin).
• Agency/institution rapport. Developed stronger ties for MSU with the Mississippi Economic Council, Mississippi Economic Development Council, Mississippi Municipal Association, Mississippi Development Authority, Mississippi Department of Archives and History, Mississippi Main Street Association and regional economic development groups and other service providers, e.g., CREATE Foundation. Also with Community College network (JCJC) and other IHL institutions (Delta State).
• Funds management. Quarterly report submissions and expenditure invoices developed and submitted on time for the "Industrial Outreach at Mississippi State University" project ($5 mil) funded through the SBA, involving eight units at MSU.

Goals for the next year:

• Complete community assessments for current inquiries. Enlist other community colleges and IHL to cover communities in their service areas. Conduct one-year follow up sessions with selected communities.
• Develop acceptable "charrette" process for communities that are not Main Street communities.
• Facilitate "issues response teams" to address identified needs in communities. Partner with other institutions, agencies and local service-providers to insure sustainable results.
• Institutionalize the MSCAT concept with other colleges and departments at MSU.

Constraints to full implementation of this initiative:

• Long-term funding beyond the initial funding provided by the Small Business Administration grant.
• Access to faculty expertise on schedule with needs of communities.

Proposed modification of this initiative:
None

Overall assessment of the status of the initiative or other comments:
Good results thus far.

No report

Achievements of the past year:

• Additional districts are participating in initiatives with the College of Education.
• An Associate Dean for Research and Assessment has been employed and will spearhead efforts at securing external funds to support targeted assistance to schools.
• Agreement has been reached to provide teacher training and a studio based learning project in three area school districts. This is the initial phase of implementing the studio school concept.
• PREPS has partnered with the Mississippi Association of School Superintendents (MASS) to provide professional development to superintendents and principals throughout the state. These activities will center around the instructional role of these administrators and should have a positive impact this FutureSTATE 2015 initiative.

Goals for the next year:

• Continue increasing school district partners.
• Secure higher levels of external funds to support such outreach.
• Carry out and evaluate studio based learning projects in participating districts.

Constraints to full implementation of this initiative:
Levels of funding, geographic distances, and competing entities could be limiting factors.

Proposed modification of this initiative:
None

Overall assessment of the status of the initiative or other comments:
The initiative is progressing well and the addition of the T.K. Martin Center should enhance progress on this initiative.

We have seen an increase in service learning through some of our Learning Communities, especially the Day-One Leadership Community. Service learning is expected to continue to grow as more Learning Communities are established.

Achievements of the past year:

• 166 recruiting events were held by alumni in 2007
• 32 chapters held "send-off parties" for new students and their parents
• In each issue of E-Bark, alumni and friends were encouraged to electronically send names of prospective students to the Office of Admissions and Scholarships
• 24 alumni chapters provide scholarships to prospective students from their area
• Admissions and Scholarships leads a recruiting session at the Leadership Conference each year
• The Alumni Recruiting Network has 156 members who have contacted over 4,400 students, hosted 14 in-home parties, attended over 40 college fairs, and brought 80 students to campus for visits
• Two retreats were held for the Alumni Recruiting Network

Goals for the next year:

• Increase the number of members in the Alumni Recruiting Network
• Continue and enhance activities above

Constraints to full implementation of this initiative:
None.

Proposed modification of this initiative:
None

Overall assessment of the status of the initiative or other comments:
Very good.

Achievements of the past year:
Academic Progress:

• Fall Semester Grades of Student Athletes: Overall GPA 2.94 (2nd highest GPA ever)
  • GPA Male Athletes: 2.83
  • GPA Female Athletes: 3.12
• 8 of 16 Sports teams had a team GPA of 3.0 or better.
  • Leading Female Sport: Softball: 3.45 (11th highest in nation in softball)
  • Leading Male Sport: Baseball: 3.23 (won highest GPA of all teams in College World Series)
• NCAA Graduation Rate for Last Year's Reporting:
  • University: 58%
  • Athletes: 78%
• APR of Mississippi State Athletes:
  • All sports above NCAA cut score of 900.
  • None with Historical Penalties.

Financial Success:

• Twenty-one (21) successive years of finishing in the black.
  • Private Fund Raising: $9.3 million
  • Southeastern Conference: $9.97 million
  • Season Ticket Sales: $7.59 million
• Total Athletic Operating Budget: $30,001,500
• Major Expense Areas: Salaries/Wages/Benefits, $9,423,152; Scholarship Cost, $4,242,643; Out-of-State Tuition Cost, $1,002,433; Travel Cost, $2,297,618; Medical Services, $511,252; Game Guarantees, $1,025,086; Officials, $502,268; University Services, $1,642,422; Athletic Equipment, $699,352; Debt Service Payments, $3,572,081.

Athletic Facilities:

• $80.5 million in new or improved facilities since 1987.
  • All built with private funds from Bulldog Club and Bulldog Foundation.
• Projects Completed this Academic Year: new concession/press box for soccer; new banners at Baseball; new Cross Country facility at South Farm; new floor, message board, and curtain in Humphrey Coliseum; major renovation of concession stands in Humphrey Coliseum; major paint and carpet in Shira Complex; new wall covering for Holliman Center; new 37,000 sq. ft. Athletic Academic Center.

Ensure Compliance:

• Held meeting of all coaches, staff and student athletes at the beginning of the year.
• Hold monthly compliance meetings with all coaches and staff.
• Report Secondary NCAA violations as they occur.

Achievements of the past year:

• Produced nearly 400 news releases that went to state and regional media. National media placements included USA Today (Center for America's Veterans), New York Times (entomological workshops), and multiple national outlets for two research stories (SSRC's study of geography-based mortality rates ran in NY Times and Reuters; and Michael Berk's work with GreenMobile homes was featured on Discovery Channel and other national outlets). Additionally, placed a number of opinion pieces for the president in state media, as well as setting up multiple editorial board meetings that generated visibility for MSU.
• University Relations played a key role in crisis action response, including the development of an online system to track the progress of the unfolding event. The director serves as public information officer for CAT, and other staff members serve as leaders for the communication team. The rollout of the Maroon Alert system generated statewide visibility for the institution.
• Produced nearly 200 publications, including two State of State reports and a high-end "Step into the Maroon" piece, all distributed to a national and state mailing list. Produced a family of student recruiting pieces to support enrollment initiatives, and provided publications and photography for new initiatives such as Parents Services, the leadership programs, and African-American Studies. Produced three issues of Alumnus Magazine and the annual Research Magazine.
• Implemented "Student Express" to provide an additional communication channel with students. Have produced three each week since it was launched last August (more than 50 to date).
• Through the efforts of WMSV, aired more than 17,000 public service announcements in support of MSU programs and events (the station airs 48 PSAs daily).
• WMSV also produces the popular "Southeastern Drive Time," which airs on 17 radio stations in five states. It featured more than 600 public service announcements about MSU in the last year.
• Through collaboration with the TV Center, produced a 30-second "Step into the Maroon" spot for airing on national outlets during televised athletic events. It aired twice on nationally televised football games and 6 times on regional television; it aired three times nationally during basketball games and nine times regionally; it aired twice regionally during women's basketball games; and it aired six times on the Jumbotron during home football games; and it aired statewide during high school basketball playoffs.
• Through the TV Center, implemented a 2-minute coach's show that highlighted MSU recruiting themes. These were done for 12 shows, which also aired regionally.
• Produced 8 "Step into the Maroon" and "Bulldogs on Parade" spots that aired on TV outlets each month throughout the state.
• Provided continuing programming for Channel 18 (MSTV), now also on TV screens in the newly opened Colvard Student Union.
• Provided media training for three VP offices (research, development, and student affairs). University Relations provides public relations counsel to the entire campus on issues of potential sensitivity and support for campus events such as grand openings, research announcements, etc.

Goals for the next year:

• Expand and improve content of Alumnus Magazine to reflect university priorities and goals.
• Enhance Web communications by improving marketable Web-based services such as the faculty experts list, an online photo archive, and other features.
• Increase media placements by aggressively identifying research and programs that have national media potential.
• Re-engineer Student Express to provide interactivity; conduct focus groups with students to determine usefulness/information needs that the vehicle can meet.
• Introduce new monthly video package to be marketed to state TV outlets.
• Coordinate editorial board meetings to introduce interim president, goals and priorities.
• Enhance public service announcements on WMSV to reflect university priorities and goals.
• Roll out new programming for MSTV-Channel 18, which is seen by all patrons of Colvard Student Union.
• Produce a national-caliber 30-second TV spot for use in televised sporting events.

Constraints to full implementation of this initiative:
Level of message saturation in the market; decreased news hole in state newspapers, especially the largest state daily; competition from other universities for the same type of coverage.

Proposed modification of this initiative:
None

Overall assessment of the status of the initiative or other comments:
There has been progress in ramping up the level of activity and success in this area; however, the perceived needs in this area always will outstrip the perceived successes.

Achievements of the past year:

• E-Bark was sent to nearly 60,000 alumni and friends each month.
• Bully's Bark was sent to alumni officers each month.
• Held 300 alumni events throughout the country.
• Alumnus magazine was sent to all active alumni and friends, which is over 23,000 individuals.
• A Leadership Conference was held, and over 175 officers attended.
• Sponsored the Game Day Web site.
• Sent a hard-copy brochure to alumni and friends sharing information about our Alumni Association and asking them to join our team.
• Co-hosted the Road Dawgs tour with the Bulldog Club.
• Enhanced our Web page.
• Ran spots on Southeastern Drive Time.
• Had over 30,000 active members for the second straight year.
• Wrote a letter to over 1,700 retired faculty and staff.

Goals for the next year:

• Start a student alumni association.
• Have over 30,000 active members for the third straight year.
• Continue and enhance most activities above.

Constraints to full implementation of this initiative:
None

Proposed modification of this initiative:
None

Overall assessment of the status of the initiative or other comments:
Very good.

Achievements of the past year:

• Developed and implemented Positive Direction Dealing with Workplace Issues. Revised policies and procedures, developed web resources which include Management Responsibilities and Employee Expectations of Management, dealing with workplace issues, the positive direction process and matrix, work violations and suggested responses, staff conflict resolution program, resources, forms, desktop guide, sample memos and training. The new resources were launched on 1/19/07. 41 training sessions have been conducted.
• Developed and delivered Total Performance Management training for the Division of Agriculture Forestry and Veterinary Medicine to over 400 personnel with supervisory responsibilities.
• Prepared Performance Evaluation Summary for 2007. In 2007 HRM received and recorded 92% of the staff evaluations. The average rating was 4.07.

Goals for the next year:

• Deliver Total Performance Management training to two divisions.
• Conduct a performance management system study.

Constraints to full implementation of this initiative:
Resources

Proposed modification of this initiative:
This is a multi-year initiative.

Overall assessment of the status of the initiative or other comments:
None.

Achievements of the past year:

In July 2007, ODEP established a training program which consisted of delivering training in several different formats - online training, scheduled workshops delivered by ODEP, workshops upon request from management, and training by external facilitators. The following milestones have been accomplished since July 1, 2007.

• Went online with Sexual Harassment Training for Supervisors (July 2007).
  • Developed and published harassment training policy and procedures.
  • Required sexual harassment training for everyone in a supervisory position.
  • Since July 1, 2007, 892 supervisors have completed the training.
• Diversity Workshops
  • External facilitator, Beverly Hinton (Assistant Deputy Director, EEOC District Office, Birmingham, AL), facilitated two sessions of a diversity training workshop for executive/management level personnel in November 2007. Seventy-three executive/management level personnel attended the workshops.
  • Eight diversity workshops were conducted by ODEP; 152 personnel trained.
• Harassment Workshops
  • Eight harassment in the workplace workshops were conducted by ODEP; 123 personnel trained.
  • Overview of non-discrimination and anti-harassment federal laws and MSU policies is given during new employee orientations which are held each Wednesday morning. Since July, 28 orientations have been held training 251 employees.

Goals for the next year:

• Increase the number of training workshops offered to the MSU community.
  • Continue providing harassment workshops throughout the fall and spring semesters.
  • Continue providing diversity workshops throughout the fall and spring semesters.
  • Offer at least 3 workshops each semester on working with people with disabilities, "Americans with Disabilities Act: Making Reasonable Accommodations."
  • Offer at least 3 workshops each semester on "Understanding Affirmative Action" and explain MSU's Affirmative Action Program to supervisors and employees who have hiring authority.
  • Work with Student Affairs to provide harassment training to students.
• Publish a quarterly diversity newsletter.

Constraints to full implementation of this initiative:

• Lack of manpower: To maintain a comprehensive, proactive training program, ODEP needs a person to devote at least 75% of his/her time to the training program. Earlier this month ODEP was given authority to hire a Minority Recruitment, Retention, and Programs Specialist who will handle training among other duties (see attached job description).
• Attendance at workshops is currently voluntary. Need more emphasis from top management to get employees into the workshops.

Proposed modification of this initiative:
None.

Overall assessment of the status of the initiative or other comments:
None.

Achievements of the past year:
The Department of Human Resources Management provides search committee training upon request. On-line resources are available in the employment related toolkits on the HRM website. HRM staff have served on one search committee and provided training to approximately nine committees during calendar year 2007.

Goals for the next year:

• HRM will create an "on boarding" program utilizing technology and best practices to make new employees feel welcome and comfortable in their new work environment and minimize the time before new employees are productive members of their new work groups.
• HRM will align processes to improve efficiency, effectiveness, and service by defining the employment process, developing flow charts, reviewing the process map with key stake holders, modifying processes and resources.

Constraints to full implementation of this initiative:
Support from administrators at all levels will be critical to the implementation and success of the on boarding program and employment process improvements.

Proposed modification of this initiative:
None.

Overall assessment of the status of the initiative or other comments:
None.

Achievements of the past year:

• Global Lecture Series
• Lyceum Performing Arts Series
• Diversity programming
• CAB/Music Makers
• Many other student organizations in special circumstances
• Facilitates improvements that support this initiative:
  • Sanderson Center and recreational sports venues provide recreational/social activities
  • Housing and Residence Life has opened four new halls ( 2005-2007)
  • Lee Hall Auditorium was completely renovated (2006)
• Student Support Services provides venues for social interaction
• Expanded/renovated Colvard Student Union and opened Spring 2008
• Conferencing facilities, Gaddis Hunt Commons, expanded services, extensive lounge spaces, student organization and Student Association space, a new Holmes Cultural Diversity Center
• Holmes Cultural Diversity Center hosts many events and activities
• Student organization provide social events for students
• Greek Life, faith-based, and scores of special interest organizations provide social, service, philanthropic, and faith opportunities for students.
• Risk Management Coordinator (2007) developing a risk management program for organizations

Goals for the next year:

• Continue to provide students with premier facilities.
• Develop funding model to ensure upkeep of facilities.
• Continue to provide forums to gather information on students' opinions.

Constraints to full implementation of this initiative:

• Adequate funding and facilities for entertainment and social programming.
• Proactive risk assessment to identify and minimize students risks and MSU exposure.
• Continuing challenge of student social outlets focus on alcohol.

Proposed modification of this initiative:
None.

Overall assessment of the status of the initiative or other comments:
Mississippi State University must be diligent about upkeep of new facilities and progress towards adding new ones. Student demand for first class experiences at college are part of the reason they attend Mississippi State University and adequate funding is needed to keep these facilities viable.

Achievements of the past year:

• Global Lecture Series
• Lyceum Performing Arts Series
• Diversity programming
• CAB/Music Makers
• Many other student organizations in special circumstances
• Facilitates improvements that support this initiative:
  • Sanderson Center and recreational sports venues provide recreational/social activities
  • Housing and Residence Life has opened four new halls ( 2005-2007)
  • Lee Hall Auditorium was completely renovated (2006)
• Student Support Services provides venues for social interaction
• Expanded/renovated Colvard Student Union and opened Spring 2008
• Conferencing facilities, Gaddis Hunt Commons, expanded services, extensive lounge spaces, student organization and Student Association space, a new Holmes Cultural Diversity Center
• Holmes Cultural Diversity Center hosts many events and activities
• Student organization provide social events for students
• Greek Life, faith-based, and scores of special interest organizations provide social, service, philanthropic, and faith opportunities for students.
• Risk Management Coordinator (2007) developing a risk management program for organizations

Goals for the next year:

• Continue to provide students with premier facilities.
• Develop funding model to ensure upkeep of facilities.
• Continue to provide forums to gather information on students' opinions.

Constraints to full implementation of this initiative:

• Adequate funding and facilities for entertainment and social programming.
• Proactive risk assessment to identify and minimize students risks and MSU exposure.
• Continuing challenge of student social outlets focus on alcohol.

Proposed modification of this initiative:
None.

Overall assessment of the status of the initiative or other comments:
Mississippi State University must be diligent about upkeep of new facilities and progress towards adding new ones. Student demand for first class experiences at college are part of the reason they attend Mississippi State University and adequate funding is needed to keep these facilities viable.

Achievements of the past year:

• Committed to engagement with Student Association and other organizations:
  • Moved from one advisor to four in 2005: Primary, legislative, financial, programming.
  • SBP and VPSA weekly meeting since 2004.
  • SA Executive Committee bi-weekly meeting with VPSA and advisors since 2004.
  • Bi-weekly dinner meeting of Big Dawgs and VPSA and staff since 2004.
• Renovated/expanded Colvard Student Union (Spring 2008):
  • Larger, more prominent, central space for the Student Association, Holmes Cultural Diversity Center, primary student programming groups, and major student organizations through the Student Leadership and Involvement Center.
• Improved funding for Student Association, programming groups, and organization, primarily through commitment of food/beverage tax revenues, since 2005
  • Created VPSA/SA partnership to insure that tax revenue from the city supports activities that attract visitors and promote engagement with the community.
  • Student organizations are asked to submit proposals for funding plans.
• Created additional Greek Advisor position to focus on fraternity issues.

Goals for the next year:

• Continue to provide opportunities for student growth and development through student association and organizations
• Add another sorority for chapter colonization in 2009
• Continue to develop student interaction in the New Center for Student Involvement.

Constraints to full implementation of this initiative:

• SA must continue to develop policies and controls as fund raising for major events expand.
• Risk assessment initiatives and assessments are ongoing.

Proposed modification of this initiative:
None.

Overall assessment of the status of the initiative or other comments:
None.

No report.

Achievements of the past year:
The Diversity Plan is currently being written by ODEP. By June 1, 2008, a draft of the plan will be ready for coordination with the Director of Human Resources Management, the General Counsel, and the Provost. Following is a timeline for completing the plan.

• June 1, 2008. Send draft copy of plan to HRM Director, General Counsel, and Provost for coordination, edits, and recommendations.
• July 2008. Incorporate changes and recommendations into plan.
• August 2008. Submit plan to organizations such as the Faculty Senate, Professional & Staff Council, President's Commission on the Status of Women, and President's Commission on the Status of Minorities for feedback and recommendations.
• September 2008. Incorporate changes from MSU organizations into plan.
• October 2008. Send finalized plan to HRM Director, General Counsel, and Provost for final review and approval.
• November 2008. Present plan to Executive Council for approval (Council members will receive a copy of plan at least two weeks prior to its meeting).
• December 2008. Publish and implement plan.

Goals for the next year:

• Provide training to MSU community on the diversity plan.
• Monitor and ensure that MSU organizations comply with intent and spirit of the plan.

Constraints to full implementation of this initiative:
Lack of manpower. All personnel assigned to ODEP were new to the office and therefore, the past year has been spent training office personnel and working on initiatives which are mandated by federal laws but had been neglected for the previous two years. One such initiative was the Affirmative Action Program. In July 2007, ODEP hired an Affirmative Action/Equal Employment Opportunity Specialist who has brought the office into compliance with federal laws. With the compliance portion of ODEP's responsibility under control, more attention can be given to other initiatives.

Proposed modification of this initiative:
None.

Overall assessment of the status of the initiative or other comments:
None.

Achievements of the past year:

• Purchased Astra Schedule and Platinum Analytics Software April 2007.
• Met with Academic Deans to discuss initiative beginning April 2007.
• Commissioned Astra Info Sys. to conduct a Space Capacity - Utilization Study.
• Initiated a joint University wide room/space inventory with Facilities Management.

Goals for the next year:

• Continue to implement scheduling and analytical software systems.
• Utilize Space Capacity-Utilization Study findings to improve class and room utilization.
• Develop class scheduling rules to move classes to off-peak times.

Constraints to full implementation of this initiative:
Will need one additional FTE classified scheduler position (one total for office) to free up senior staff to implement, manage and operate new software.

Proposed modification of this initiative:
Combine this initiative with Schedule-more-classes during-off-peak-time initiative.

Overall assessment of the status of the initiative or other comments:
On track, but need additional staff and position funding to move ahead.

Achievements of the past year:

• Purchased Astra Schedule and Platinum Analytics Software April 2007.
• Met with Academic Deans to discuss initiative beginning April 2007.
• Commissioned Astra Info Sys. to conduct a Space Capacity-Utilization Study.
• Initiated a joint University wide room/space inventory with Facilities Management.

Goals for the next year:

• Continue to implement scheduling and analytical software systems.
• Utilize Findings from Space Capacity-Utilization Study.
• Develop class scheduling rules to move classes to off-peak times.
• Utilize inventory results to re-designate room categories where needed.

Constraints to full implementation of this initiative:
Will need one additional (one total for office) FTE classified scheduler position to free up senior staff to implement, manage and operate new software.

Proposed modification of this initiative:
Combine this initiative with Modernizing Classroom Allocation initiative.

Overall assessment of the status of the initiative or other comments:
On schedule, but need additional staff & funding to move ahead.

Achievements of the past year:
Using a safety committee combined of a cross section of campus, many safety improvements have been accomplished ranging from the simple training in how to use a fire extinguisher to wrestling with enhancing sports security. Specific accomplishments are many, with examples such as:

• New review of campus facilities by the Department head, Building manager, Safety officer, Hazardous waste officer, and fire inspector to make fire and life safety recommendations. Sixteen reviews have been completed to date with many of the items corrected. (report available upon request)
• Sports Event Security Awareness (SESA) certification received (see attached)
• Developed a phased plan to improve the facility fire alarm/sprinkler systems. Have designed, funded and awarded the first, another contract under design.
• Provided training to building representatives, along with safety responsibilities and checklist to use to improve their facility. About a dozen building representatives have used the checklist and most attuned to building safety.
• The MSU Fire Inspector and safety officer are preplanning facilities to let fire department know what is in the buildings. Currently about one-third of Starkville campus facilities are completed.
• Online training topics, training, and safety links available now via the Facilities Management Safety Website http://www.fm.msstate.edu/safety/
• Worked with DAVFM Safety Manager to obtain information on safety programs being accomplished in DAVFM

Goals for the next year:
Continue to use the committee to brainstorm and take actions necessary to enhance safety at MSU.

Constraints to full implementation of this initiative:
Resources. There are many safety related improvements that could be addressed with more resources.

Proposed modification of this initiative:
None.

Overall assessment of the status of the initiative or other comments:
The results of this initiative are improving MSU. Safety is everyone's responsibility.

MAFES Safety Program

Achievements of the past year:

• Perform fire/safety, EPA compliance for pesticide storage (includes fire/safety regulations, oil spill prevention and countermeasures (SPCC) for all MAFES support farms ( including all campus units) and campus administration, research, and academic facilities that are agriculture related. (EPA & THE BUREAU OF PLANT INDUSTRY MADE 2 UNSCHEDULED INSPECTIONS TOURS OF MAFES FACILITIES WITH NO MONETARY CITATIONS)
• Installing (with on-line database assistance) a program for compliance with the Bioterrorism Act of 2002 by the authority of the Federal Drug Administration (FDA) to have a program in effect to track all commodities processed by the University that enters the human/animal food chain. Phase #1 is on-line and functioning (milk and milk products). Other phases shall be installed on-line during 2008.
• Modified and edited a program for all MAFES support units for EMERGENCY GUIDELINES, derived from the University's approved manual. Once approved, it will be distributed to all MAFES support units.
• Prepared a summary of safety, disaster, and security enhancement recommendations for all MAFES support units which includes, AEDs for each farm, weather/disaster sirens ( where needed), NOAA radios for each farm and a key control system for vehicle security (where applicable). A list of emergency contacts with their pertinent addresses and communication numbers are also included.
• FACE & IMAGES of MAFES - Committee of 6 state-wide representatives of MAFES evaluates all research support units for esthetics, organization, and beautification with awards presented to the winners.

Training

• Organizing and assisting in presentation of CPR/first aid certifications to all farm and support personnel as time and schedules permit. Approximately 75 branch personnel are certified in the field and on campus farms.
• Organized and coordinated efforts for the National Safety Council's SAFE DRIVING COURSE, taught by the Safety Director of the IHL, and have certified approximately 150 employees.
• Developed a tentative "Safety Fair" program for our committee to consider for a revolving, 1 day safety fair for campus personnel on fire/safety related issues.
• Edit and distribute a one page, weekly safety newsletter to all MAFES division personnel on agriculture-related safety issue, titled "DAWG TRACKS. This appears currently on the msucares.com web site.
• Make verbal presentations to MAFES support units on ag-related subjects, as requested.

MSU-ES PROGRAMS

Achievements of the past year:

• Perform fire/safety inspections in 82 county Extension Facilities.
• Mississippi Pride - Chairperson of this committee, which started in late 2007 with 4 district committees of 4 representatives of each district and myself to evaluate the esthetics, organization, cleanliness and general attractiveness of the 82 county facilities with awards presented to 2 counties in each district.

Training

• Organize and coordinate further certification of available Extension personnel.
• Research and edit a monthly, one-page, safety newsletter on general issues of interest and benefit to all Extension personnel. (Many counties use this paper to distribute in their areas for use by all employees and indirect users of the Extension network.

Goals for the next year:
MAFES

• To certify as many employees in CPR/first aid as can be arranged.
• To certify other personnel throughout the MAFES division on the SAFE DRIVING COURSE.
• To pursue funds for AEDs for each farm.
• Continue to pursue funds for AEDs for each farm.

MSU-ES

• Certification of more Extension personnel as time and schedules permit in both CPR/first aid and the SAFE DRIVING Course.
• Submit a proposal for each county to receive an AED.

Constraints to full implementation of this initiative:

• Available funds for purchase of AEDs
• Time and scheduled activities between the districts and the IHL Safety Director.

Proposed Modification of this Initiative:
To use available time and schedules to implement the programs for health and safe driving initiatives.

Other assessment of the status of the initiative or other comments:

• The initiative, overall, is on track to continue to mission that we have planned and partially implemented.
• Obviously, available funds govern how fast and efficient the programs can become a reality.
• Our initiative for Workers' Compensation has been lowered to secondary priority due to reporting from the third party Administrator through the university channels. No information for us on the "line/staff" level has been generated since June 2007.

Sports Safety and Security

Achievements of the past year:
Mississippi State athletic game management attended and received certification from Sports Event Security Aware (SESA). During the past year, game management implemented several plans to continue to ensure fan safety. Field security was one. The plan was successful in maintaining field security during several games that in the past would have been lost. Also, a plan was in place to secure safety in the student section of the stadium where open seating occurs. Overcrowding could have potentially caused a problem in safety.

Goals for next year:
Extensive training of event staff. This is, gate security, ticket taking, ushers, field security. This can be achieved from an outside source. Continue to be proactive in monitoring facilities to ensure fan safety.

Constraints to full implementation of this initiative:
Budget

Proposed modification of this initiative:
To combine outside training with in-house capabilities.

Achievements of the past year:
Comprehensive sidewalk upgrade has been completed. OP 91.353 requires all events open to the public to insure accessibility, including interpreters for the deaf. All new construction met ADA standards and MSU standards. All computer labs were surveyed to insure accessibility and will be upgraded as technology advances.

Goals for the next year:
Provide excellent services to the MSU disabled community by adding more resources for the Office of Disabled Student Services. Continue to meet the intent and letter of the ADA standard in all new construction and renovation. Establish advisory group comprised of students and employees with disabilities to provide input regarding campus accessibility.

Constraints to full implementation of this initiative:
There are no constraints that limit the University's ability to consistently uphold the ADA requirements and policies regarding accommodations. However, required structural modification will require adequate funding.

Proposed modification of this initiative:
None.

Overall assessment of the status of the initiative or other comments:
When viewed in its entirety, MSU campus is accessible and welcoming to students and staff. We have an Office of Disabled Student Services that provides excellent services to disabled students. Our Director of Physical Facilities is well versed and committed to following the intent and letter of the ADA regulations. Our Information Technology Office is a willing and able partner in providing electronic access for the disabled.

Achievements of the past year:
Sustainable design is considered in all new capital improvements. The design for the new office building in the research park will incorporate sustainable design elements such as orientation, sun screens, preserving green space, introducing sunlight, views, and efficient design of systems. Recent facilities such as the Agricultural, Biological and Engineering building, Cullis Wade Depot, and Landscape Architecture all have sustainable design concepts. In addition several of our capital improvement projects for the upcoming year are renovations of historic buildings. These historic buildings were originally designed with sustainability in mind. The large windows, high ceilings, and skylights are all sustainable features that we will restore during the renovation.

Goals for the next year:

• Complete the new standards to include sustainable design requirements.
• All new projects renovations and new construction shall include sustainable design.

Constraints to full implementation of this initiative:
It took us many years to learn how to turn our backs on nature and the environment. It will take us many years to undo what we have done, but only a short time to change our direction.

Proposed modification of this initiative:
Due to some of the problems associated with LEED requirements in the southern climate, as well as the associated cost associated with the certification, I suggest that we change the initiative to delete the mention of LEED. I believe the initiative should read: Increase the application of sustainable design requirements in the campus standards.

Overall assessment of the status of the initiative or other comments:
With respect to LEED in southern climates, one of the requirements for LEED certification is the flushing out of the building. This process in a humid climate such as ours introduces a large amount of moisture into our buildings before acceptance, thus causing the potential for mold and mildew problems from the beginning. Southern climate states continuously fight mold and mildew in buildings due to this humid climate. The introduction of additional moisture into a building by the flushing out requirement could place an additional liability on the University, as well as enhance the mold and mildew growth. Enhancing our campus through sustainable design is a necessary and desired, however certification using the LEED process is not required or desirable.

Achievements of the past year:
During this past year we obtained an update of the campus Master Plan Map to reflect current campus conditions. This map will be used as a jumping off point to begin the process of developing a new Master Plan.

Goals for the next year:
Develop a campus master plan committee composed of a cross section of the university to steer and guide the initiative. Plan and develop a services contract to have a professional University planning firm to prepare a new Master Plan.

Constraints to full implementation of this initiative:
This is an unfunded requirement that will cost. Funding for this will cost around $225,000 to develop a full master plan to incorporate all the many elements of MSU Campus. Additionally, there will be a commitment of University resources and time for the committee participation.

Proposed modification of this initiative:
None.

Overall assessment of the status of the initiative or other comments:
IHL requires a master facilities plan update every 5 years. Our current Master Plan was prepared in 2003. Our campus environment has dramatically changed since the development of our 2003 master plan. Preparation and implementation of a new master plan during FY 09 will enable us to reflect on the changes of late, and develop the master plan for the future considering all that has occurred and those that are currently in the planning stages.

Achievements of the past year:

• During this past year we purchased and changed out all the emergency phone light globes to a blue glass globe to distinguish them from other lights on campus. Additionally these glass globes are less susceptible to fading other weather induced deteriorations. We have purchased and begun installation of 10 new modern emergency phone systems at locations that did not have them. The installation should be complete within a month.
• We have a weekly lighting patrol that occurs Monday night to identify and re-lamp any lights or light circuit that is burned out.
• We have identified locations where future lights will be installed to enhance safety around campus.

Goals for the next year:
In our efforts to continue to improve in this area any new parking lots or construction will consider whether or not a phone installation is necessary. We will continue to monitor and re-lamp weekly.

Constraints to full implementation of this initiative:
Resources.

Proposed modification of this initiative:
None.

Overall assessment of the status of the initiative or other comments:
Vast improvement but continuation is required.