1 Senior Executive Staff Retreat August 4-5, 2014
2 SES RETREAT AGENDA Monday, August 4, 2014 Tuesday, August 5, 2014LUNCH! STRATEGIC PLAN REVIEW FOCUS ON ENROLLMENT STRATEGIC INITIATIVES AND RESULTS FINANCIAL GOALS TECHNOLOGY GOALS NEW PHONE SYSTEM STRATEGIC ANALYSIS REVISITED: SWOT EXERCISE STRATEGIC PLAN REVISIONS OPERATIONAL ISSUES FOR FALL 2014 CONSTRUCTION COMPLIANCE OPENING OF SCHOOL
3 FIRST, SOME QUESTIONS… www.pollev.com/trinitydc
4 Envision Trinity 2020: Strategic Plan 2013-2020
5 INTRODUCTION Envision Trinity 2020 establishes the framework for institutional, operational and programmatic strategies to fulfill Trinity’s strategic goals. This plan emanates from Trinity’s mission and vision to sustain Trinity as a global model for the education of students, particularly women and men in urban centers, who seek to become leaders for change in their families, workplaces and communities. This strategic plan continues the threads established in Trinity’s prior strategic plans from Toward Trinity 2000 ( ), Beyond Trinity 2000 ( ), and Achieving Trinity 2010 (2007 – 2013). Continuing the same format as the prior plans, Envision Trinity 2020 establishes new measurable goals and clear benchmarks for achievement of the goals. Each goal includes a statement of baseline measurements in the Year 2013 and establishes annual progress goals and ultimate strategic goal targets for 2020. BY THE YEAR 2020 TRINITY WILL: Enroll 3500 students in all units and programs Meet or exceed financial benchmarks Offer fully enrolled programs in each academic unit that meet or exceed contemporary academic and professional standards for outcomes, delivered in all contemporary formats and meeting benchmarks for retention and completion Sustain a fully digital and virtual campus with pervasive portable technologies facilitating delivery of instruction and services across all units and departments, reaching students and graduates worldwide Employ a body of faculty and staff of the size and capacity necessary to deliver the quality and scope of programs and services Have an administrative structure, leadership and management capacity sufficient to ensure effective delivery of Trinity’s programs and services Create and manage a body of intellectual and informational resources adequate to support the academic enterprise and that also contribute significantly to the advancement of knowledge in the respective disciplines Be a national model for exceptional services to students and the larger community Meet or exceed external standards for quality and outcomes Operate in a new academic center, upgraded Main Hall and residential facilities, and have a plan in place for library redevelopment
6 STRATEGIC PLANNING DESIGNENROLLMENT GOAL (Goal 1) BASELINE 5-YEAR FINANCIAL MODEL (Goal 2) CAPITAL CAMPAIGN PLAN (Goal 2) Enrollment Drivers Financial Drivers PROGRAMS (Goal 3) TECHNOLOGY (Goal 4) PEOPLE CAPACITY (Goals 5-6) SERVICE REPUTATION INTELLECTUAL OUTPUT (Goals 7-8-9) FACILITIES (Goal 10)
7 School of Business and Graduate ProgramsTRINITY STRATEGIC PARADIGM 2016 School of Business and Graduate Programs SCHOOL OF EDUCATION SCHOOL OF PROFESSIONAL STUDIES SCHOOL OF NURSING AND HEALTH PROFESSIONS COLLEGE OF ARTS & SCIENCES
8 Trinity’s Strategic VisionProceeding from mission, Trinity’s vision anticipates developing the institution as a mid-sized university (3,500 students) with a distinctive focus on the educational needs of women and men across all ages and economic circumstances, with a particular emphasis on education for students in the Washington metropolitan region. Trinity sustains its historic emphasis on women’s leadership and advancement even while expanding its reach to include men in all professional programs. Trinity’s programs and services incorporate these values that emanate from Trinity’s mission as a Catholic institution infused with the values of the Sisters of Notre Dame de Namur: A Value-Centered Education infused with the principles of social justice, honor and integrity will continue to characterize Trinity’s learning environment and programs; Ensuring Access to Educational Opportunities will continue to arise from that social justice value center, such that Trinity will continue to develop its curricula and programs in ways that provide opportunities for educational attainment for students who might otherwise not have had such opportunities to succeed academically; Respect for Human Dignity will continue to characterize Trinity’s campus life through honoring the broad diversity of races, ethnicities, cultures, languages, abilities, beliefs and interests of Trinity’s student body; Academic Excellence and Rigor will continue to characterize the expectations and work of the faculty with all student populations, with a clear focus on educational outcomes that can demonstrate the quality and durability of a Trinity education through many different occupations and life circumstances; Women’s Leadership Development will continue to be a distinctive characteristic of all Trinity educational programs; Education for Global Leadership will continue as Trinity’s theme to signify the global perspective that Trinity expects its students and graduates to manifest in order to be true leaders in contemporary communities, corporations, schools and public arenas; Service to Others will continue as a strong focus of Trinity’s programs and leadership development philosophy; Educating Children Well will continue to be a particular emphasis of a Trinity education, not only in the School of Education but through all programs that lay the foundation for successful teaching, parenting and role modeling for the next generations of citizen leaders.
9 Trinity Mission StatementTrinity is a comprehensive university offering a broad range of educational programs that prepare students across the lifespan for the intellectual, ethical and spiritual dimensions of contemporary work, civic and family life. Trinity’s core mission values and characteristics emphasize: Commitment to the Education of Women in a particular way through the design and pedagogy of the historic undergraduate women’s college, and by advancing principles of equity, justice and honor in the education of women and men in all other programs; Foundation for Learning in the Liberal Arts through the curriculum design in all undergraduate degree programs and through emphasis on the knowledge, skills and values of liberal learning in all graduate and professional programs; Integration of Liberal Learning with Professional Preparation through applied and experiential learning opportunities in all programs; Grounding in the mission of the Sisters of Notre Dame de Namur and the Catholic tradition, welcoming persons of all faiths, in order to achieve the larger purposes of learning in the human search for meaning and fulfillment.
10 Strategic Plan: National EnvironmentNational Environmental Factors Affecting Higher Education Broadly: Declining population of traditional-age students graduating from high school Changing demographics with dramatic rise in Hispanic population Increased demand for college access for low income students Regulatory pressures to improve retention and completion of college students Excessive federal regulation in all areas Student loan debt burdens Pell Grant limits New competition: online, for-profit, “pop-up” degrees and other providers Popular media questioning value of college Demand for more accountability measured in salaries and employment of grads Increasing concern about U.S. competitive ability in STEM disciplines Impact of sports on collegiate perceptions of traditional-age students and families Generational change in faculty and university administration
11 Strategic Plan: Local EnvironmentLocal Environmental Factors Affecting Higher Education in the Washington Region: Washington region continues great wealth and high educational attainment Increased gap between rich and poor in the region District of Columbia literacy gap D.C. Public Schools educational gap Lack of significant need-based aid for D.C. students Potential D.C. Promise grants Threats to D.C. TAG End of D.C. Achievers Grants (2017)
12 Strategic Plan: AssumptionsDemand for higher education in the Washington region will remain strong but will focus more acutely on diversified programs and degree levels leading to workforce advancement in the key employment fields in the region; Demand for education and credentials in the Washington region will remain strong in these particular fields: health professions including direct services, mental health as well as physical, administration and education; education of teachers and school leaders; science disciplines especially those related to key areas of federal research and private investment, e.g., biotechnology, environmental, health nonprofit advocacy and leadership; media including social media and broadcast, business and technical; international affairs including politics, business and diplomacy; education for the professional services industries that proliferate in Washington including law, financial services, hospitality and tourism, lobbying and advocacy; Trinity’s historic academic strengths and capacity are in general liberal arts and sciences, and those professional career fields that build on strong liberal learning foundations, e.g., teacher and school leader education, health professions, general business; Trinity is unlikely to develop expertise in entirely new disciplinary fields where Trinity does not have core competencies, e.g., computer science, engineering; Trinity will remain focused on teaching, not research; Trinity will increase focus on graduate-level education in keeping with the desire of the Washington regional workforce to advance through levels of educational credentials; Trinity will evaluate the potential for offering degrees at the doctoral level where Trinity already has proven competence at the baccalaureate and master’s levels; Trinity will enlarge capacity for online delivery but will remain primarily campus-based.
13 What do we think about these assumptions? go to pollev.com/trinitydc
14 Strategic Goal 1: Enrollment developmentBy the Year 2020 Trinity University will enroll 3,500 students in degree programs as follows: 1,155 full-time undergraduate women students in the College of Arts and Sciences 625 graduate students in the School of Education 800 part-time students in the School of Professional Studies including: 100 in Associate Degree Programs 700 in the general baccalaureate Program 500 students in the School of Business and Graduate Studies including: 135 in the MBA Program 355 in other graduate programs 500 undergraduate and graduate students in the School of Nursing and Health Professions, including: 200 in prelicensure BSN and RN-BSN programs 120 in MSN programs 80 in Occupational Therapy Assistant program 90 in Occupational Therapy Master’s program In order to achieve these goals, Trinity will create and will update periodically a five-year operational plan with specific annual goals and objectives that specify: Strategies for enrollment of new students in each program Strategies for retention of continuing students Strategies to improve completion rates
15 STRATEGIC ENROLLMENT PLANNING Headcount 2013-2020STRATEGIC ENROLLMENT MODEL SHOWING TOTAL FORECASTS BY ACADEMIC UNITS AND DEGREE LEVELS AS OF FISCAL 2013 FISCAL 2014 FISCAL 2015 FISCAL 2016 FISCAL 2017 FISCAL 2018 FISCAL 2019 FISCAL 2020 FY 2021 Fall 12 Act Sp 13 Act Fall 2013 SP 14 ACT/PLAN Fall 2014 FCST/PLN SP 15 Fall 2015 SP 16 Fall 2016 SP 17 Fall 2017 SP 18 Fall 2018 SP 19 Fall 2019 SP 20 Fall 2020 CAS 1038 969 1078 978/1019 1115/1158 1048 1178 1183 1110 1227 1150 1250 1170 1267 1128 1220 SPS AA 82 77 83 78/82 85/100 97 98 95 100 90 102 86 75 79 SPS UG 518 479 471 426/445 410/427 427 410 407 405 414 450 530 515 585 638 BGS GR 249 222 207 186/241 175/255 280 301 287 310 306 330 353 335 355 BGS MBA 78 69/77 50/98 110 106 105 108 109 120 125 135 NHP NRS 248 213 192 157/169 145/150 122 200 177 155 140 223 216 205 NHP OTA 10 29 29/46 35/54 70 65 62 60 67 68 80 NHP OTM 0/30 55 104 128 118 88 NHP RNMSN 0/98 103 115 133 129 113 117 EDU 434 401 368 336/324 335/344 364 395 460 495 480 525 595 570 625 TOTALS 2664 2453 2506 2263/2433 2350/2714 2681 2859 2806 3005 2903 3153 3011 3409 3252 3486 3319 3553
16 FALL 14 ENROLLMENT IS OFF GOAL BY 200+4% 3.7% 2.8% 525 add 2.7% 333 add 380 add 405 add 271 net add 240 net add 304 net add BEST CASE +300 340 net add
17 Actual Projected NUMBER OF STUDENTS 3553 3486 3409 3153 3005 2859 26642714 2555 2506 2305 2350 2034 1736 1645 1637 1659 1640 1618 1605 1327
18 HEADCOUNTS 1900 TO 2013 Enrollment fluctuations are part of the normal history of Trinity’s enrollment patterns. The most important issue is how quickly we can recover from the downturn in
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24 312 260 277 257 234 162
25 914 854
26 TOP ENROLLMENT KILLERSNEW STUDENT PRODUCTIVITY HAS DECLINED CONSIDERABLY IN LAST TWO YEARS ESPECIALLY IN GRADUATE AND PROFESSIONAL PROGRAMS RETENTION IS NOT GETTING BETTER NCLEX SCORES HAVE UNDERMINED ALL NURSING RECRUITING INCLUDING PRE-NURSING SPS/CAS GRADUATE PROGRAMS --- MBA, MSA, MA COM, MA ISS --- ARE GRADUATING STUDENTS FASTER THAN THEY ARE REPLACED NEW PROGRAM INVESTMENTS ARE NOT RETURNING ANY YIELD
27 WHAT’S THE PROBLEM? ASSESS RELATIVE IMPACTS OF:External market competition (other programs) External market innovations (online/accelerated) External market conditions (economic/feds) Staff performance Staff talent Staff capacity Trinity investment effectiveness Trinity campus environment Trinity faculty talent Trinity faculty capacity Student performance Student satisfaction Student economic conditions Student readiness
28 WHAT ARE WE GOING TO DO ABOUT IT? STRATEGIC ENROLLMENT ACTION PLANHow does your unit plan align with Trinity’s strategic goals and particularly Goal #1 to build enrollment? Does your staff performance align with Trinity’s strategic goals? Do the academic programs align with Trinity’s strategic goals? Have we maximized the strategic investments we have made/are making in: The Trinity Center for Women and Girls in Sports The Nursing and Health Professions Programs The Creation of the School of Business and Graduate Studies Enlargement of Student Affairs Management Capacity Addition of New Academic Programs in Criminal Justice, Media Studies, Clinical Mental Health Counseling, International Affairs, Hospitality and Hotel Management, Accounting and other new programs The new Trinity Academic Center Increased investments in staff and marketing in Admissions and Advancement Do we address behaviors that defeat achievement of goals? Do we have the knowledge, talent and values inherent in the Trinity workforce to achieve the goals?
29 Financial considerations…. Barbara lettiere
30 Strategic Goal 2: Financial PerformanceA. Financial Performance Goals: Trinity will continue to demonstrate superior progress in meeting or surpassing Moody’s strategic financial ratios and critical financial indicators. B. Fund Raising Goals: 1. Annual Fund Trinity’s Annual Fund performance will improve no less than 5% annually with a goal of reaching $1.5 million by Fall To achieve this goal, the Annual Fund must also: a) improve alumnae percentage participation by 5% annually overall to achieve an ultimate participation rate of 35% by 2020; b) improve participation in cohort groups (by academic unit, by age and affinity); c) improve average gift sizes. In order to achieve these goals Trinity will produce a five-year operating plan for the Annual Fund that will include more detailed planning and action steps for the organization of volunteer segments, affinity groups and reunion giving in keeping with contemporary best practices for improving fund raising performance. 2. Major and Capital Gifts Trinity will develop a five-year plan to build on the success of the Second Century Campaign that will address ongoing development activities to build resources for scholarships, academic programs, faculty support, technology and facilities infrastructure.
31 BUSINESS AND FINANCE: STATEMENT OF GOALS FOR 2014-2015The Business Office will ensure that the monthly financial reports are prepared in a timely manner and that the annual audit is completed with minimal exceptions and no deficiencies noted. The Business Office will utilize a detailed budget process that relates expenditures to strategic priorities and ensures a financial surplus. The budget process will include a detailed capital budget that lays out key strategic capital projects and costs. The Business Office, with cooperation and input from the President, will make sure that the financial position and liquidity of the University continues to improve, as measured by the operating surplus, cash flow from operations, total assets, total cash, and the strategic ratios completed annual for the Board retreat. The Business Office will keep bad debt expense at or below the current year level. In addition, we will have a continued emphasis on receivables management and student receivables turnover, as measured by receivables turnover ratio, allowance as a percentage of total accounts receivable, and allowance as a percentage of net tuition revenue. The Business Office will ensure that our financial reporting system and structure remains adequate to analyze data in new ways based on changing environments and needs, specifically related to the building project and capital campaign. The Business Office will update its 5 year financial model and stress test, as needed, to determine liquidity needs and goals related to the new Academic Center and to ensure compliance with Trinity’s new debt covenants. The Business Office will continue to look for opportunities to improve processes and efficiency in its operation. Specific areas of focus relate to online applications and include information on the website, online credit card processing, refund processing, and the availability of student tax forms. The Business Office will create a financial literacy curriculum to be provided to students at New Student Orientation. This curriculum will also include opportunities to be expanded to other student groups at Trinity.
32 Trinity Washington University Financial StatusWHAT YOU NEED TO KNOW….. And wish you didn’t!!!!
33 Higher Education The BIG PictureMoody’s Report (July 2014) Key Findings: Stable operating performance due to cost containment Declining Net Tuition Revenue due to pressures on tuition costs and discounts Recovering Endowment values Continued investment in facilities BUT limiting DEBT
34 The Moody’s Report Does Trinity fit Moody’s Observations regarding Higher Education?
35 Total Operating Revenue
36 CAS Revenue
37 EDU Revenue
38 SPS Revenue
39 Nursing Revenue
40 Net Tuition
41 Annual Fund
42 Trinity Center
43 Housing
44 Salaries and Benefits
45 All Other Operating Expenses
46 Change in Salaries & Benefits as Compared to Net Tuition Revenue
47 Conclusions from the financial trends:SLOW GROWTH and NEGATIVE GROWTH in most revenue categories STEADY GROWTH in Salary and Benefits DECLINING GROWTH in many expense categories INCREASING need for CAPITAL/CASH
48 The CFO’s Worst NightmareMany expense categories show a decline but capital expenses have grown Still need CASH to fund both and the sources of cash are declining
49 Capital Projects Completed over the last 5 years3Restroom Upgrades MH Elevator Chapel Restoration 4 Classroom Upgrades Parking Lot Extension New Deli IT Wireless Upgrades and New Servers Self Funded first $1M in Expense for the New Building
50 FY15 – The Financial RealityForecasted Tuition Shortfall $ 1,500,000 1st Wave of Position Cuts (1,000,000) Capital Spending Cuts (50,000) Facility Contingency Cuts (100,000) Budget Gap $350,000
51 Now What???? What are the plans to get all revenue sources on a growth trend? ANY IDEAS?????
52 HOMEWORK Your annual goals appear at the end of this slide deck as taken from the annual plans you submitted to Pat in June. Please review your goals and identify those goals that can be strengthened to align more clearly and aggressively with Trinity’s strategic goals for enrollment and financial health. Each manager will have an opportunity to discuss improvements in the plans.
53 Strategic Goal 3: Program DevelopmentStrategic program development is an ongoing effort in all academic units. The five pages following this page provide detailed statements of the targeted areas for strategic program initiatives and expected enrollment returns. Co-curricular areas should also have strategic program development targets, especially Athletics, Residence Life, Student Government, Student Publications, Campus Ministry and Community Service. These areas will receive additional strategic attention in in concert with development of the Student affairs plans.
54 STRATEGIC INNOVATION INITIATIVESCOLLEGE OF ARTS AND SCIENCES Retention Initiatives and Project Completion First Year Experience Program Forensic Science Science Pedagogy and Undergrad Research Initiatives Psychology articulation to MA in Counseling Human Relations link to Master’s in Counseling International Affairs and Government Business Administration SCHOOL OF NURSING AND HEALTH PROFESSIONS NCLEX PERFORMANCE Occupational Therapy including MOT RN-BSN expansion including articulation agreements MSN and online opportunities Other Allied Health opportunities & partnerships SCHOOL OF EDUCATION Early Childhood Education School Leadership Educational Policy CACREP Accreditation Online and Off-Site Opportunities SCHOOL OF PROFESSIONAL STUDIES Hospitality, Accounting and Human Resource concentrations in BS in Business Media Studies: Masters and Baccalaureate Pathways for Professional Student Success SCHOOL OF BUSINESS AND GRADUATE STUDIES Strengthen/revitalize existing master’s degrees including the MBA, MSA, MA in COM (change to Strategic Communication) and MA in ISS Develop Broader Media Studies Career Support and Employer Network Online/Off-site Trinity Washington University
55 Strategic Innovation Initiatives: COLLEGE OF ARTS AND SCIENCESAction Step Target Start Current Gain Year 1 Gain Year 2 Gain Year 3 First Year Retention Implementation of case management approach Create Center for Academic Success, including case management and attention to Center for Success in Foundational Teaching (Fall 2014-Spring 2015) Transitioning first-year advising to all Professional Advisors, with new emphasis on Summer Orientation that includes dedicated programming for transitioning first-year Ongoing with specific start dates for each action step 54% FY retained fall to fall (162/297); 89% retained Fall 13 to Spring 14 65% (260/400) (+20 over current) 70% (280/400) (+40 over current) 75% (300/400) (+60 over current) Early Childhood Education Institutional Approvals Recruit for Major, including dedicated programming fro Accepted Students Launch initiative including intensive focus on local partnerships Fall 2014 0 (44 students identified as intending to major in Education) 15 20 30 Science Pedagogy Leverage Luce Program Relationships Emphasize undergraduate research opportunities with faculty as appropriate (running classes each semester; students presenting) Support expansion of innovative science pedagogies, including interdisciplinary work with Business, Forensic Science, Writing Fall 2013 4 Luce Student Scholars ; 35 Science majors +10 (45 majors) +10 (55 majors) +15 (70 majors) Psychology / Counseling Cluster Launch new Human Relations programming Launch CAS Psychology program to EDU Counseling program articulation Aggressively recruit students with particular interest in dual degree 124 (75 HUMR majors; 49 PSYC majors) + 10 (134 majors) +15 (149 majors) +20 (169 majors) International Affairs Create strategic program plan incorporating interdisciplinary approaches involving political science, history, and social sciences Create glide path for master’s level programming at Trinity Develop and market re-envisioned major 15 majors +10 (25 majors) +20 (45 majors) +25 (70 majors) Emphasis on Excellence: Succeeding at Trinity Continue building Honors program and opportunities for curricular initiatives of excellence Create and sustain Undergraduate Research Focus Group Emphasize opportunities for advanced academic and experiential initiatives working with Career Services and Experiential Learning 53 +10 (63 Honors students) +15 (78 Honors students) +20 (98 Honors students) Business Administration Create strategic program plan Identify links with regional business and clinical opportunities Align possibilities with BGS 45 majors majors +20 75 majors +25 100 majors Trinity Washington University
56 Strategic Innovation Initiatives: SCHOOL OF NURSING AND HEALTH PROFESSIONSStrengthen NCLEX Performance Require ATI test materials in all courses Strengthen admissions standards for Nursing Program Strengthen graduation requirements to ensure student ability to pass NCLEX - Spring 2014 135 pre-licensure nursing students 19/19 January 2014 Graduates report 1st time pass on NCLEX 32 of 37 Spring 2014 expected graduates met or exceeded ATI Comprehensive Predictor benchmark. On-campus writing included in admission process; 18 applicants; 15 students accepted for Fall 2014 Expand RN-BSN Expand capacity to delivery hybrid and online Create partnerships with healthcare providers for on-site delivery Ensure compliance with accreditation requirements Planning underway Implement – + 25 50 RN-BSN students for 18 RN-BSN enrolled in Spring 2014 Admission Office conducting active recruitment with Montgomery College articulation agreement . Outreach to their Associate Degree nurses ongoing Articulation agreement with Prince Georges Community College in process. Course comparison complete. Aggressive outreach to RN-BSN stop-outs to increase completion rate Collaborate with District of Columbia Action Coalition for RN-BSN recruitment activity on Trinity campus Develop and Implement MSN Create program plan *program outline created Align faculty capacity with program plan Secure accreditation approvals Implement +30 Enrollment start date Fall 2015 in Education and Administrative tracks Recruiting MSN Director for July start Develop OTA Enrollments Improve alignment with CAS Strengthen recruiting with providers Improve marketing materials Immediate +30 for Fall 2014 OTA program granted ACOTE accreditation – December 2013 First 10 graduates expected in May, 2014 Spring 2014 enrollment = 29 Fall admission decisions in process Fieldwork agreements >30 Create OT Masters *Letter of Intent with timeline accepted by ACOTE Fall 2015 20 Received ACOTE approval for revised timeline to Fall 2015 start date Recruiting program director for July start Identify Additional Allied Health Program Opportunities Assessment of industry needs in cooperation with area healthcare providers *early stages Identify new program potential Create program potential analysis showing likely enrollment gains, investments and returns Ongoing Physician Assistant Focus on articulation agreements physical therapy assistant to BS in Exercise or Health Science Program development focusing on educational glidepath Community Colleges identified for articulation agreements: Harrisburg Community College, Catonsville Community College, Carroll Community College, Frederick Community College, Anne Arundel Community College, College of Southern Maryland, Community College of Philadelphia, Prince Georges’ Community College. Recruit nursing faculty appropriate to teach in the RN-BSN hybrid format.
57 Strategic Innovation Initiatives: SCHOOL OF EDUCATIONAction Step Target Start Current Gain Year 1 Gain Year 2 Gain Year 3 Strategic Plan for future of EDU Data Analysis of current and visioning for future programs Faculty + Admin articulation of strategic priorities and goals Proposals for new programs with a focus on increasing enrollments Analysis and Visioning – underway, new Dean appointed 328 total enrollment in EDU + 40 + 50 Enlarge Counseling Program Implement new track in Counseling Urban Students. Explore Addictions / Problem Gambling and Pastoral tracks Apply for CACREP accreditation (needed for our graduates who want to work in the Veterans Administration) Build faculty capacity to align with new program tracks CACREP application in fall 2014 125 COUN 33 School +25 +30 +50 Promote and enroll BA in CAS Psych to MA in Counseling glidepath Promote opportunity Review applications Applications accepted from juniors during spring 2014 First undergraduates in MA classes fall 2014 +5 +10 +15 Enlarge Early Childhood Education Collaborate with SPS and CAS to implement and assess new offerings Build faculty capacity Spring 2014 for SPS programs Fall 2014 for CAS program +70 +340 410 +230 640 Revise MAT Programs Explore integration of special education into other programs Examine alternate design for secondary programs Build faculty capacity in growth areas, explore grant opportunities Ongoing 27 ECE 24 ELED 6 SENG 17 SPED 2 SECSS
58 Strategic Innovation Initiatives: SCHOOL OF EDUCATION (continued)Action Step Target Start Current Gain Year 1 Gain Year 2 Gain Year 3 Create Master’s in Educational Policy Market analysis Develop strategic plan Hire faculty leader Fall 2014 20 +20 +25 School Leadership Program Implement new track for Early Childhood Administrators Explore additional tracks for new focus areas, develop hybrid and online course offerings Develop faculty capacity, particularly in the use of technology 59 +30 Develop and enhance partnerships Data analysis and bench-marking to maximize current partnerships and identify possible new partners Exploration of funding opportunities Analysis of current program offerings to align with desired partnerships Fall 2014 for new MoU with Center for Inspired Teaching 30 +50 Continuing Education Program Market analysis of existing program and future potential Target new areas of opportunity , e.g. Counseling CEUs, Business, Health Care Ongoing 2,760 1,000 3,760 1,150 4,910 5,910
59 Strategic Innovation Initiatives: SCHOOL OF PROFESSIONAL STUDIES and SCHOOL OF BUSINESS AND GRADUATE STUDIES Initiative Action Step Target Start Current Gain Year 1 Gain Year 2 Gain Year 3 Strengthen Undergraduate Business Program Implement the strategic plan Implement tracks and clinics (Accounting, Hospitality, HR) Align faculty capacity with program tracks. Implement new programs Spring 2014 94 BS +50 144 majors +100 194 majors +150 244 majors In partnership with the School of Education, launch Early Childhood Programs Implement the Strategic Plan Create d AA and BA programs O students +70 AA +25 BA + 100AA +50 BA +200AA +75 Strengthen the Undergraduate Human Relations Program Create the strategic plan Create innovative focus tracks and clinics (Pre- Social Work, Pre-Counseling, etc.) Design and Implement new programs Fall 2014 100 BA +25 125 majors 150 majors 175 majors Strengthen the Undergraduate Criminal Justice Program Create strategic plan (Forensic Science/Investigation) 80 BS +20 100 majors 130 majors 155 majors Strengthen the Undergraduate Communications Program Create innovative focus in Media studies and digital journalism Spring 2015 TBA Hybrid, Online and off site courses Increase SPS capacity to create and deliver online Improve faculty skills in working with Moodle and online instruction. Develop Strategic Partnerships Identify additional programs and courses for hybrid delivery. Locate off- site locations Ongoing – need to set a specific goal for next 3 years. Attend to MSCHE off site issues and gain permissions Identify benchmarks for how this will impact enrollment +40 +60 Align BGS programs and learning outcomes with career roadmaps Define and communicate career paths for all programs; i.e. what does the degree prepare the student to do? Develop career management program that supports student’s career aspirations, encourages employers to invest in and recruit students and engages faculty, staff, alumni and community Support, measure and track career management progress with career management tools, i.e. career assessment--“Strength’s Quest”, employment metrics, data collection and tracking Fall 2014 and Spring 2015 N/A
60 And now, good news! Mike burback presents….
61 Strategic Goal 4: TechnologyTrinity will sustain a technological environment that promotes academic excellence and innovation; effective, pervasive use of contemporary tools for research, communication and instructional delivery; and operational efficiency and effectiveness. A. Technology Infrastructure Trinity’s technology infrastructure will meet contemporary standards for academic institutions of Trinity’s size and programmatic profile. The technology management plan includes specific annual goals and benchmarks for specific components of the system. B. Academic and Instructional Technology Trinity’s academic and instructional technology environment will ensure excellence and innovation in academic programs, pedagogies and research. The academic technology management plan includes specific goals and benchmarks for: 1. Moodle Course Management System 2. Technology in Pedagogy 3. Student Academic Support 4. Online Course and Program Delivery 5. Library and Research Resources C. Data and Information Technology and Assessment Recognizing that sustaining a culture of assessment requires strong data and information technology, Trinity will build advanced capacity for data and information management across all institutional levels and programs in order to ensure the maximum use of assessment tools to inform institutional decisions and future initiatives. D. Communications, Website and Social Media E. Faculty and Staff Development
62 TECHNOLOGY SERVICES: STATEMENT OF GOALS FOR 2014-2015GOAL 1: CUSTOMER SERVICE EXCELLENCE Our first goal is committed to customer service excellence. We will continue to seek ways to improve our customer satisfaction and enhance the value of services by soliciting constructive feedback through the Annual ITS Customer Satisfaction Survey. We have set the benchmark for years to follow and will emphasize on improving turnaround time, communication and technical abilities by 5%. GOAL 2: IMPROVE ADMINISTRATIVE SYSTEMS Our second goal is to seek ways to enhance, improve, and implement administrative systems with capabilities and functionality to better serve faculty, staff, and students. For the upcoming year, we will coordinate, plan, and install upgrades to information systems PowerCampus, Dynamics, and PowerFAIDS, to address defects and meet regulatory changes. We also look forward to launching our Large File Transfer service and Bring-Your-Own-Technology (BYOT) for faculty and staff. GOAL 3: RELIABLE INFRASTRUCTURE Our third goal will be to provide a reliable and robust cyber infrastructure to meet the evolving needs of the University through collaborative and data-driven decision making. Through ongoing assessment of infrastructure utilization, we have budgeted for wireless, storage and telephone system upgrades in FY’15 to support this goal. In addition, we will continue to work towards design completion of the Academic Center. GOAL 4: GREEN INITIATIVES Our fourth goal will be to renew commitment to institutional green initiatives by aligning IT practices and acquisitions with those that promote environmental stewardship. We will further our Go Green, Print Lean! campaign with a goal of decreasing total paper consumption by 5%. GOAL 5: ADVANCE STUDENT SUCCESS Our fifth and final goal will be to focus on advancing student success through IT systems and services that enhance the learning and teaching process. We will seek closer partnership with Academic Affairs and faculty to align initiatives that will deliver technological value towards the success of our students.
63 Strategic Goals 5-10 follow this page
64 Strategic Goal 5: Human Resource DevelopmentConsistent with Trinity’s enrollment goals and programmatic development expectations, Trinity will develop its human resources to achieve the levels of performance quality in all areas that are necessary for institutional success. A. Faculty Alignment of the size of the full-time and part-time faculty in each school to the size of enrollments in programs, consistent with disciplinary standards and industry benchmarks for program staffing; Continuing improvement in full-time faculty compensation aligned with benchmarks; Creation of a compensation plan for adjunct faculty that recognizes and sustains academic talent; Development of a more comprehensive faculty development program to provide continuous education in pedagogy, curriculum reform, classroom management techniques, research and scholarship, use of technological tools, and ongoing professional enhancements for the faculty; Development of the Faculty Handbook policies in relation to contemporary realities for workload, delivery systems, technological innovation and professional development. B. Staff Continuing development of the staff performance assessment system including production of management data based on assessments that provide targets for staff development and compensation planning; Continuing development of the Trinity Institute staff professional development programs to improve staff knowledge, skills and competencies in supervision and management, technology and applications, teamwork and project planning, and related skill sets; Promotion of a climate for innovation and cross-functional teamwork among all administrative departments, and with faculty, to improve Trinity’s ability to recruit and retain students successfully.
65 Strategic Goal 6: Management CapacityIn order to support the growth of programs and services that this plan requires to meet the enrollment and financial goals, Trinity must continue to develop its management capacity in all units to ensure strategic success. Accordingly, Trinity will: Create an institutional management design that provides sufficient talent to support achievement of strategic goals in every department and program With the leadership of each academic dean, a plan for the development of academic advising and other services to support each academic unit will specify the additional knowledge, skills and competencies necessary to manage the units successfully in fulfillment of unit performance goals; With the leadership of the senior executive staff, every subsidiary division and department will specify in their annual plans the knowledge, skills and competencies necessary to manage each division and department successfully in fulfillment of performance goals; Supervisors will receive ongoing education and training in management techniques to improve their ability to focus on achievement of goals and objectives; Senior managers and executives will also participate in ongoing education and training to improve their ability to lead the staff and faculty teams to fulfillment of all goals.
66 Strategic Goal 7: Intellectual and Informational ResourcesAs a community of scholars with an emphasis on teaching, Trinity must pay close attention to the ongoing climate for intellectual productivity and leadership in disciplinary and professional arenas for both faculty and staff. The “teaching college” paradigm that Trinity cherishes should manifest itself in a broad variety of scholarly and professional activities that will enhance Trinity’s reputation while also contributing to the knowledge base --- at Trinity and in higher education generally --- in all fields, and particularly with regard to the education of students who mirror Trinity’s profile. Trinity has the potential to make significant contributions to programmatic and pedagogical models throughout education at all levels. In this way, Trinity produces as well as uses intellectual resources. Accordingly, Trinity will increase its attention to scholarly and professional productivity in these ways: Using web-based tools, and on a voluntary contribution basis, establishment of a clearinghouse for faculty and staff access to the scholarly and professional development work of colleagues, including works in progress as well as completed materials; Creation of a more distinctive focus on the importance of active contributions to the knowledge base, including establishment of appropriate symbols to recognize and reward exemplars --- prizes and awards, dinners and luncheons, lectures and displays, all focused on ideas, papers, projects, publications and contributions of Trinity faculty and staff; Identification of specific incentives to improve intellectual productivity, including grants, professional development funds, compensation recognition, and other forms of tangible recognition. Along with promoting the development of intellectual resources broadly, Trinity will also enhance institutional focus on the development of the informational resources necessary to support the teaching and learning enterprise. With the leadership of the Provost and librarian, Trinity will develop a strategic plan for the development of the Library and its resources.
67 Strategic Goal 8: Service to Students and the CommunityIn fulfillment of Trinity’s mission to educate students across the lifespan, Trinity will continue to develop innovative educational services and programs for students enrolled at Trinity as well as for citizens of the larger Washington community, including: For the campus community, Trinity will create annual plans with measurable goals for service delivery and effectiveness, and customer satisfaction, in these areas for all schools and programs: Academic Services Enrollment Services Student Services Academic Advising Student Financial Services Health Services Learning Skills support Registration Services Campus Ministry Career Services Residence Life Disability Support Services Operational Services Student Activities Food Service Campus Safety Facilities Services Bookstore Trinity will extend its educational and service talent to children, families and adults in neighborhoods, schools, civic organizations and other locations in the District of Columbia and the Washington Region. Trinity will develop a specific annual plan with measurable goals for institutional outreach. Through the Trinity Center for Women and Girls in Sports, Trinity will continue to offer wellness, fitness, recreational, educational and athletics programs and services to the larger Washington community as well as to the campus community.
68 Strategic Goal 9: Quality, Outcomes and Key Performance IndicatorsThe quality of Trinity’s performance is a significant factor contributing to the achievement of enrollment and financial goals. Hence, establishing goals for quality performance, stated as measurable outcomes, become an important part of institutional assessment. Beyond the specific unit-by-unit and goal-by-goal statements of outcomes and key performance indicators, Trinity will also establish overall institutional plans and quality goals in these areas: Creation of a nationally-recognized First Year Program for the successful development of first year students who present preparatory challenges at entrance; Establishment of a model program for student learning outcomes assessment that links general education and major program goals effectively; Development of an Enrollment Management model that focuses on improving retention and completion rates through sophisticated analysis of and programming for factors that promote retention and completion and those that cause attrition and delays in the educational timetable; Implementation of a longitudinal assessment system that is able to track alumnae/i outcomes over time and link those outcomes to specific curricular goals; Creation of a service response system for all departments that improves Trinity’s reputation among all constituencies for the quality, timeliness and effectiveness of service delivery; Promotion of a more vigorous public image for Trinity through more effective use of media to report the accomplishments of faculty, students, staff and alumnae.
69 Strategic Goal 10: FacilitiesBy the Year 2020 Trinity will realize these facilities goals: Trinity Academic Center Construction completed and building open Library re-development plan in place Construction of new/renovated residential facilities will be underway; Facilities upgrades for fire and life safety purposes will be continuous; Improvements in Main Hall infrastructure will be continuous; Completion of the Alumnae Hall Campus Center Project will be on the drawing board. In order to re-develop the library and continue other facilities improvements, Trinity will plan a major capital campaign to raise no less than $50 million in support of facilities projects during the period
70 Goals from annual plans follow this page in alpha order
71 ADMISSIONS: GOALS STATED FOR 2014-2015GOAL 1: COMPLETED APPLICATIONS Closing the gap between incomplete and complete applications for CAS. Develop a fresh communication plan for CAS incomplete application population. GOAL 2: MARKETING FOR PROFESSIONAL SCHOOLS Continuing development of the marketing and advertising plans to specifically increase the SPS/NHP/EDU/BGS inquiry and applicant pools. GOAL 3: ASSESS EFFECTIVENESS OF NRCCUA INITIATIVE We will continue to use NRCCUA as the vehicle to conduct our searches for 2015 fall. They really made a huge difference for us this year, and we expect more of the same for next year. As our inquiry pool grows, and so will our applicant pool. The accepted student pool and yield should follow in kind. We are waiting for the completion of this year to see the final results. New and evolving marketing/advertising plan for evening and weekend programs in place and initiated. GOAL 4: Increase Brand Awareness “Discover your strength” initiative GOAL 5: Increase the quality as well as the quantity of applicant pool for SPS/EDU/NHP/BGS.
72 ACADEMIC AFFAIRS: GOALS STATED FOR 2014-2015GOAL 1: UNDERGRADUATE RETENTION Increase undergraduate retention by at least 5% through building out and refining new and extant concepts for retention (with CARE team and case-management concepts as exemplars), especially those relating to consolidating and leveraging resources across campus. GOAL 2: GRADUATE RETENTION Increase graduate retention to at least 90% for all programs, with specific emphasis on offering at least market-responsive programs from which at least 90% of all graduates see employment and/or an upwardly mobile status in employment as the direct result of the Trinity degree. GOAL 3: FACULTY DEVELOPMENT Expand faculty development programming so that of the faculty who teach at Trinity, 85% of colleagues surveyed can identify at least one workshop, promising practice, or feature that has distinctly impacted their teaching at Trinity. GOAL 4: WRITING PROGRAM Launch revamped writing programs across the five collegiate units so that students can demonstrate greater proficiency in written communication across their studies, thus retaining and graduating successful students whose writing skills demonstrate appropriate competencies as well as the hallmark of integrity essential to a Trinity education. GOAL 5: INTERNSHIPS AND CLINICALS Promote internships and clinicals linked directly to academic experiences so that at least 50% of all Trinity undergraduates will have participated in these activities and be able to articulate the ways that the experience has contributed to their academic experience. GOAL 6: LINKING DEGREES ACROSS LEVELS Build and market ‘glide paths’ towards undergraduate or graduate degrees so that at least 20% of Trinity’s graduates will enroll in or indicate that they intend to enroll in a subsequent Trinity degree.
73 ACADEMIC AFFAIRS: SCHOOL OF EDUCATION: GOALS STATED FOR 2014-2015 GOAL 1: Increased enrollments in all programs: The School of Education will work closely with the team in the office of Admissions to develop strategies and tactics for increasing enrollments in all School of Education programs. We will also pursue, where appropriate, new partnerships, such as the one we developed this year with the Center for Inspired Teaching that would increase enrollments. GOAL 2: Successful CACREP accreditation: The Counseling program will submit a self-study and application for CACREP accreditation in September. We will then work with the CACREP staff to schedule a site visit. If at all possible, we will schedule the visit for the spring of Because the Veterans’ Administration will not hire MA prepared Counselors if they did not graduate from a CACREP accredited institution, we believe that securing this accreditation will afford new and expanded recruitment opportunities and larger enrollments. GOAL 3: MA in Education Policy: The Dean will continue to work to develop a distinctive MA in Education Policy to be offered as soon as we believe it is ready to launch. GOAL 4: Revised secondary offerings: The Teacher Ed group will evaluate options to revise our secondary education programs, working with OSSE to ensure compliance with any relevant regulations. Currently, we are planning to explore the possibility of offering a secondary program that is not discipline-specific. Candidates would have to enter the program with appropriate competence in the subject they wish to teach (typically by having an undergraduate major in that subject). The MAT would then focus on pedagogy and teaching methods. This would allow us to expand into areas such as STEM education. GOAL 5: Expansion of audience for Continuing Education: Continuing Education will explore the potential of offering CEU units in Counseling and Health Care and will meet with the Dean of Business and Graduate Studies to explore Continuing Education opportunities in business.
74 ACADEMIC AFFAIRS: SCHOOL OF BUSINESS AND GRADUATE STUDIES: STATED GOALS FOR 2014-2015GOAL 1: Strengthen the business and graduate curriculum for the MBA, MSA and MA programs Include new or redesign current programs such as MA Communication, MA ISS, TBD Focus on strengthening market-centric competencies such as (TBD) [social media, social value creation, financial and accounting skills, cross-cultural and global competency, etc. Engage key stakeholders by conducting listening, learning and feedback exchanges with Faculty, Students, Employers, Community and other experts Increase faculty capacity to strengthen curriculum by adding FT Faculty and Staff and providing professional and academic development Strengthen library support and catalogue GOAL 2: Prepare students to apply strong analytical, quantitative, financial and communication skills to solving problems and creating value as managers, leaders and members of teams Increase academic supportive services for students, including writing and math labs and coaching as well as quantitative tutorials Conduct pre-assessment of writing, math, finance and quantitative skills to better determine a student’s preparedness for MBA curriculum Offer mandatory pre-MBA bootcamps to students requiring skill building post-assessment GOAL 3: In partnership with Admissions, Marketing, and other departments, increase enrollment by Developing and implementing marketing and advertising strategy and plan to increase enrollment and expand applicant pool Recruiting and expanding enrollment of new markets Developing partnerships with potential feeder organizations Updating BGS website to attract, recruit and communicate BGS value proposition Collaborating with and sharing information amongst Trinity departments and programs Attracting and recruiting international students from targeted emerging markets by developing partnerships, engaging brokers, etc. GOAL 4: Increase cross-cultural and international competency by a) Developing partnerships with international organizations or representatives in support of goals; b) integrating a global perspective throughout the curriculum; c) visiting international and cross-cultural organizations, domestically and abroad and using international guests GOAL 5: Career Partnerships: Broaden career paths with employers in metro Washington area Increase career and professional training including entrepreneurship Develop course in Career and Professional Development using Strength Finder Engage employer, faculty and alumnae/I communities Develop and align career management metrics to track employment outcomes GOAL 6: Flexible and Innovative Program Options Executive MBA, month accelerated MBA Leverage technology to offer more blended, hybrid, fully online courses and use existing MOOCS Add certificate and certification programs in particular specialties
75 ACADEMIC AFFAIRS: SCHOOL OF NURSING AND HEALTH PROFESSIONS: GOALS STATED FOR 2014-2015Goal 1. Licensure Pass Rates Meet or exceed external accreditors’ licensure pass rate benchmarks. (MSCHE Standard 14 Assessment of Student Learning Outcomes; Trinity Strategic Goal 1 Enrollment and Strategic Goal 3 Program Development). Goal 2. Conway Scholars Improve Conway Scholar satisfactory academic progress to 85% (MSCHE Standard 8 Student Admission and Retention and Standard 14 Assessment of Student Learning Outcomes; Trinity Strategic Goal 1 Enrollment). Goal 3. Program Assessment Complete program assessment for all NHP programs documenting student learning outcomes and employment results (MSCHE Standard 7 Institutional Assessment and Standard 14 Assessment of Student Learning Outcomes; Trinity Strategic Goal 3 Program Development and Strategic Goal 8 Program Development). Goal 4. New Programs Develop MSN and MOT programs, securing final approvals by fall 2014 (MSCHE Standard 11 Educational Offerings; Trinity Strategic Goal 3 Program Development).
76 ACADEMIC AFFAIRS: SCHOOL OF PROFESSIONAL STUDIES: GOALS STATED FOR 2014-2015The School of Professional Studies is going to continue to focus on the same four goals for the year. Although restated, enrollment and retention are always the primary focus of the school. Improving student services and advising is intimately tied to the first two goals, as this student population arrives with varied academic needs. Focusing on the first three goals is necessary to reach the university’s enrollment goals. Assessing the rigor, and improving the quality of our academic programs is key to our mission of offering a broad range of educational programs that prepare students across the lifespan for the intellectual, ethical, and spiritual dimensions of contemporary work, civic, and family life. Goal 1: Increase Fall enrollment in the School of Professional Studies (SPS) by at least 10% to 600 in the undergraduate programs for fall Although spring enrollment fell to 502 undergraduate students, the total enrollment for Fall 2013 was 548. It has been well established that having larger enrollment in the fall leads to higher overall enrollment for the entire year. Goal 2: Increase annual retention in the School of Professional Studies by an average of 5% to 70% over the next two years; increase persistence to 85% for fall to spring each year and, increase persistence to 80% for spring to fall of each year. Goal 3: Increase the effectiveness of advising and other services offered to SPS students. Goal 4: Assess and improve the quality and rigor of our academic offerings.
77 STUDENT AFFAIRS ANNUAL REPORT: GOALS STATED FOR 2014-2015Goal 1: Increase Student Affairs engagement, outreach, and service Evaluate current levels of communication with prospective, accepted and enrolled students and their engagement in programming and other campus activities. Apply findings to develop communication plans for all Student Affairs units Increase Health Center utilization by 20%. Continue early communication outreach and recruiting efforts to increase overall student-athlete rosters by 20%. Develop partnerships with at least 3 community organizations to enhance referrals for students, to expand opportunities for participation in on campus programming and to highlight student success Continue to build social media presence and explore new ways to communicate with students regarding programs and services Goal 2: Enhance Student Affairs programs and services to positively impact student retention, graduation and success. Design and implement at least 4 small group experiences for students with the Dean of Student Services. Provide at least 2 opportunities for students to develop leadership skills and build their identities as student leaders. Create a peer advisory group by December 15, 2014 to aid in educating the student body about the top diagnoses in the Health and Wellness Center and to assist educational health programs offered in collaboration with Campus Housing and Residence Life Investigate an Alternative Winter Break (AWB) in the DC area with facilitation from the Campus Ministry student intern for service Institute mandatory study tables during fall, winter and spring seasons to improve overall academic performance of student-athletes to maintain a minimum of a 3.0 overall average Student Affairs staff will collaborate to present at least 4 educational programs (at least 2 per semester) open and advertised to all students. Goal 3: Enhance Data Collection and Assessment Conduct an assessment of on campus residents to gather feedback on strengths and areas of improvement in the quality of life for residential students to contribute to changes in programming or services that contribute to an increase in the retention of students living on campus from fall 2014 to spring 2015 by 2.5% and from spring 2015 to fall 2015 by 10%. Enhance data collection and analysis of student involvement and engagement in Student Activities, Campus Traditions, and Athletics events. Establish a Student Athlete Advisory Committee (SAAC) – two athletes per team who will all meet twice a semester with Assistant Director to provide direct feedback on initiatives, athlete experience and service projects.
78 ADVANCEMENT: ALUMNAE AFFAIRS: STATEMENT OF NEW GOALS FOR 2014-2015To expand communication outreach, including online engagement in order to further develop and alumnae and alumni participation . Develop new programming initiatives to highlight alumnae and alumni achievements. This programming will include networking events on and off-campus as well as establish online chat functionality . Enlarge Trinity’s use of social media and encourage greater engagement of alumnae and alumni on both Facebook and LinkedIn. As of June 2014, Facebook has 601 members, an increase from 490 in June 2013, in its Trinity DC Alums page with a goal of 750 for June Alumnae Affairs is committed to reaching that goal in FY 15 and is committed to daily postings to bolster alumnae and alumni support and engagement. As of June 2014, LinkedIn has 815 members, up from 593 in June Alumnae Affairs is committed to being more proactive on Trinity’s LinkedIn page, providing career networking tips and other information of interest to graduates. Collaborate closely with other departments, i.e., Development and Admissions, to help in their efforts to steward alumnae and alumni as well as recruitment of new students. Continue to maintain daily communication logs (phone, , office visits, etc.) to measure level of alumnae and alumni engagement with the Office of Alumnae Affairs. Tracking will be segmented by topic in This will aid in determining yearly quality of service benchmarks. Commit to the establishment of three new resources: an alumnae achievement blog, an online listing of alumnae published writers, and an up-to-date listing of alumnae and alumni exemplars for all 5 schools.
79 ADVANCEMENT: MARKETING, COMMUNICATIONS AND PUBLICATIONS: GOALS STATEMENTS FOR 2014-2015Design and produce high quality publications, ads, signage and other projects that increase Trinity’s visibility and strategic positioning to drive enrollment. Integrating the Discover Your Strength marketing campaign and branding is a key component in this goal. Middle States Standards 2, 6, 8. Design and produce high quality publications that strategically support fundraising goals including the Campaign for Trinity’s Second Century for the Trinity Academic Center. Middle States Standards 2, 3, 9. Publicize and promote the building of the new Trinity Academic Center for greatest impact on growing the student body and bringing in more funds for the Campaign for Trinity’s Second Century. Middle States Standards 2, 3, 8, 9. Implement cost-effective designs and cost-cutting measures to continually reduce Trinity’s external printing costs while bolstering enrollment and fundraising. Middle States Standards 2, 8. Continue to integrate trackable marketing methods such as specific phone numbers and unique URLs into marketing pieces for tracking purposes. Middle States Standards 2, 8. Develop a tracking matrix and use it to hone marketing campaigns for best results for the least amount of money. Middle States Standards 2, 8. Continue enforcing the brand identity on all printed publications with Trinity’s strong visual brand and logo, using Discover Your Strength where appropriate and possible to further unify the idea that Trinity is where students come to discover their abilities. Middle States Standards 6, 8. Continue to work more closely with Admissions to ensure that items in the integrated marketing plan are being completed, are effective and adhere to Trinity’s brand and marketing strategy. Middle States Standards 8, 11 and 12. Work collaboratively with deans, the provost and Admissions to market the new majors. Middle States Standards 8.
80 ADVANCEMENT: ONLINE COMMUNICATIONS: STATEMENT OF GOALS FOR 2014-2015In the coming year, the web team will focus on increasing mobile accessibility and social media presence. These and other projects primarily support the institutional goals 1: Enrollment Development; 4: Technology; 7: Intellectual and Informational Resources; 8: Service Quality; and 9: External Quality Standards and Reputation. These projects will enhance Trinity’s image in the eyes of several key populations, and improve service to community members and visitors. Completely re-do the admissions site and overall site navigation to present the full range of academic offerings in a transparent and mobile-friendly manner. (Goal 1: Enrollment Development; Goal 4: Technology; Goal 7: Intellectual and Informational Resources; Goal 8: Service Quality, Middle States Standard 6, Integrity, Standard 8, Student Admissions and Retention, and Standard 11, Educational Offerings) Continue to increase social media presence: Increase volume and engagement across the Facebook, Twitter and Instagram platforms, and coordinate with other offices so that important Trinity information is disseminated on Social media as well as by . (Goal 1, Enrollment Development; Goal 7, Intellectual and Informational Resources; Goal 9, External Quality Standards and Reputation, and Middle States Standard 3, Institutional Resources, Standard 8, Student Admissions and Retention) Enhance the Trinity Academic Center microsite with information for campaign donors. (Goal 2, Financial Performance; Goal 7, Intellectual and Informational Resources; Goal 10, Facilities and Campaign, and Middle States Standard 3, Institutional Resources) Survey all students, faculty and staff regarding satisfaction with the website and suggestions for improvement. (Goal 8, Service Quality, and Middle States Standard 7, Institutional Assessment) Continue online advertising with two goals: increase admissions traffic and increase brand awareness in target populations (Goal 1, Enrollment Development; Goal 9, External Quality Standards and Reputation and Middle States Standard 8, Student Admissions and Retention) Replace the decrepit home-grown online app with a flexible cloud-hosted system that will allow for Trinity growth in academic offerings and improve the online application user experience. (Goal 1: Enrollment Development, and Middle States Standard 8, Student Admissions and Retention)
81 ENROLLMENT SERVICES: STATEMENT OF GOALS for 2014-15Although the data analysis has shown that retention is not necessarily linked to having taken care of registration and business items by the start of the semester, focus must still be paid to having more students take care of these items early so that staff can identify and work with students who need more case-management interventions. Goal 1: 80% of new CAS students who have declared their intent to enroll should be registered by August 1, This is not a new goal but it has yet to be achieved. Working towards this goal satisfies Middle States Standard 8: Student Admissions and Retention. Strategies: Build on the success of the summer registration program by adding more days and increasing outreach to students about attending a registration day. Review the space and format of the summer registration program to make the experience more convenient and friendly for students who are new to Trinity and provide a real opportunity for a personal connection to resources on campus. Track the first-year retention for students who participated in the summer registration program compared to those who did not. Goal 2: 70% of new CAS students who registered by August 1, 2013 should have a payment arrangement by August 15, 2014 (orientation). Although there is not a direct link with retention, having business matters taken care of earlier will allow students to engage more with Orientation and allow staff to work on case-management interventions from the start of Orientation. Managers must think about retention much earlier than the mid-point of the fall semester to have an impact on attrition. Working towards this goal satisfies Middle States Standard 8: Student Admissions and Retention. Strategies: Assign Enrollment Services staff members a target group of students with a goal of having 70% of their students complete their payment arrangement by August 15. Improve follow up with students who come to summer registration without completing a payment arrangement. Goal 3: Reduce 3-year cohort default rate to 11% for the 2012 cohort. Trinity’s default rate should not track so close to the national rate, which includes many schools that do not provide Trinity’s level of support and academic standards. Students should borrow less and leave Trinity with a better understanding of repayment options and strategies to avoid default. Working towards this goal satisfies Middle States Standard 9: Student Services. Strategies: Send students an annual notice of how much they have borrowed and provide more workshops and learning opportunities about student debt. Use lender reports to contact students who have left Trinity and whose loans are delinquent before they go into default, and track how many students we assist in avoiding default. Identify students who have already borrowed $50,000 or more for special follow up and loan counseling and track their repayment status after leaving Trinity.
82 HUMAN RESOURCES: STATEMENT OF NEW GOALS FOR 2014-2015GOAL 1: Attract and recruit highly talented job candidates with the requisite skills, academic credentials and experience GOAL 2: Utilize proactive search methods to reduce search time to 1.5 months and to reduce cost. Train internal recruiters and minimize the use of contract recruiters. GOAL 3: Improve staff retention to at least 85%. GOAL 4: Focus on outcomes assessment of the Trinity Institute by linking effectiveness to staff retention, enhanced skill set and better job performance. GOAL 5: Benchmark HR. How do we measure up with other institutions (turnover, benefits, wage/salary). GOAL 6: Coach middle managers to work with staff for succession planning. GOAL 7: Strengthen HR effectiveness and efficiency through improved use of technology and less paper.
83 OPERATIONS: STATEMENT OF GOALS FOR 2014-2015Conference Services: Meet or Exceed Budget Revenue Goal of $360k - Based on what we have learned from our data, during FY’15 we plan to concentrate on: securing repeat customers (particularly larger groups), increase sales/marketing initiatives in the Greater DC area by establishing new contacts and reaching out to new groups that better fit our facility profile and mission. Limit camps and emphasizing corporate and educational conferences (targeting women 13 to 18) to better serve our long term fiscal needs and our mission. Trinity Center: Meet or Exceed Budget Revenue Goal of $566k - Based on an analysis of the data we recognize that the average total membership volume in FY’15 must increase from the low 400’s to an approximate target of 530. We have a plan to meet that goal. Efforts have already begun to increase revenue in areas that experienced shortfalls in FY’14. Specifically; special events, field rental, class revenue and basketball court revenue. Dining Services: Improve customer satisfaction - The data clearly indicates the need to maintain a consistent and a much higher level of customer satisfaction with campus dining. In FY’15 this will be accomplished by improving menu selections; improve food offerings (such as using more in- season local produce); increase special theme meals and improve communication with students. Progress will be measured by two Sodexo customer surveys to be conducted in FY’15. Bookstore: Slow the trend of declining textbook unit sales from -12% to -6% - The data clearly reports a declining trend in on campus textbook sales. To address the issue Barnes and Noble will better communicate to students their cost saving formats, on-line purchasing options and competitive pricing as an alternative to other available textbook purchasing options. We will investigate the option to implement the Barnes & Noble The Freshman Connection program which is a custom informational campaign that is supported through social media and during on campus orientation sessions. The campaign seeks to educate students about their options for textbook savings (used, rental and digital) and answer questions about the textbook buying process, something that is new to a majority of first time college students. Where Barnes & Noble College has been allowed to deploy this messaging at similar sized institutions, it has generated additional revenue of between $14,000 and $44,000 annually. Facilities Services: Improve Work Order Response – After analyzing two years of work order system data, next year’s work order goals will focus on completing non-emergency work orders within 24 hours, (instead of the current 36) and continue to perform moving requests within 3 days. A specific effort will be made to work with the residential life staff to reduce their preventative maintenance work order requests by 20%. Main Hall work orders will be reduced by 10%. Work order related customer satisfaction survey information is now collected and quantified by Aramark management. The customer survey response rate of 3% is an area that needs significant improvement. Academic Center Construction Project: Meet schedule milestones – The data reflects that we have maintained a realistic but aggressive construction schedule. During the summer of 2014 we will continue to work with DC and local utilities in their permitting processes. Excavation is to begin in the fall of By the summer of 2015 we anticipate that the exterior building structure will be complete and the façade and roof work finalized.