Envision Trinity 2020: Strategic Plan 2013-2020 - PowerPoint Presentation

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Envision Trinity 2020: Strategic Plan 2013-2020 - PPT Presentation

1 INTRODUCTION Envision Trinity 2020 establishes the framework for institutional operational and programmatic strategies to fulfill Trinitys strategic goals This plan emanates from Trinitys mission and vision to sustain Trinity as a global model for the education of students particula ID: 628452

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Slide1

Envision Trinity 2020:

Strategic Plan 2013-2020

1Slide2

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 (1992-1999), Beyond Trinity 2000 (2000-2006), 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 benchmarksOffer 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 completionSustain 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 worldwideEmploy a body of faculty and staff of the size and capacity necessary to deliver the quality and scope of programs and servicesHave an administrative structure, leadership and management capacity sufficient to ensure effective delivery of Trinity’s programs and servicesCreate 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 disciplinesBe a national model for exceptional services to students and the larger communityMeet or exceed external standards for quality and outcomesOperate in a new academic center, upgraded Main Hall and residential facilities, and have a plan in place for library redevelopment

2Slide3

STRATEGIC

ENROLLMENTGOAL(Goal 1)BASELINE5-YEARFINANCIAL MODEL

(Goal 2)

CAPITAL

CAMPAIGNPLAN(Goal 2)PROGRAMS(Goal 3)

TECHNOLOGY(Goal 4)

PEOPLE

CAPACITY

(Goals 5-6)

SERVICE

REPUTATION

INTELLECTUAL

OUTPUT

(Goals 7-8-9)

FACILITIES(Goal 10)

STRATEGIC PLANNING DESIGN

Enrollment Drivers

Financial Drivers

3Slide4

COLLEGE OF

ARTS & SCIENCES

SCHOOL OF

EDUCATION

SCHOOL OF

PROFESSIONAL

STUDIES

SCHOOL OF NURSING AND HEALTH PROFESSIONS

TRINITY STRATEGIC PARADIGM 2016

School of Business and Graduate ProgramsSlide5

Trinity’s Strategic Vision

Proceeding 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 aparticular emphasis on education for students in the Washington metropolitan region. Trinity sustains its historic emphasis onwomen’s leadership and advancement even while expanding its reach to include men in all professional programs. Trinity’sprograms and services incorporate these values that emanate from Trinity’s mission as a Catholic institution infused with the

alues 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.

5Slide6

Trinity Mission Statement

Trinity 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.

Trinity Mission StatementSlide7

Strategic Goal 1: Enrollment

Original Goal:By the Year 2010 Trinity will enroll 3000 students in degree programs as follows:600 undergrad students in the College of Arts and Sciences750 graduate students in the School of Education1,650 students in the School of Professional Studies including:200 in Associate Degree Programs200 in Health Professions Programs

800 in general baccalaureate Program

200 in the MBA Program

250 in other graduate programsNEW GOAL:By the Year 2020 Trinity will enroll 3,500students in degree programs:

•

1,155 full-time undergraduate women students in the College of Arts and Sciences

• 625 graduate students in the School of Education

• 1,220 part-time students in the School of Professional Studies including:

 90 in Associate Degree Programs

 640 in general baccalaureate Program

 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

Analytics behind these goals available in supplementary materials.7Slide8

1327

1645

1637

1659

1618

1605

1640

1736

NUMBER OF STUDENTS

2034

2305

2555

2664

2506

2714

2859

3005

3153

3409

Actual

Projected

3486

3553

8Slide9

STRATEGIC ENROLLMENT PLANNING Headcount 2013-2020

9STRATEGIC ENROLLMENT MODEL SHOWING TOTAL FORECASTS BY ACADEMIC UNITS AND DEGREE LEVELS AS OF 8 3 2013

FISCAL

2013

FISCAL 2014

FISCAL 2015

FISCAL 2016

FISCAL 2017

FISCAL 2018

FISCAL 2019

FISCAL 2020

2021

Fall 12 Act

Sp 13 Act

Fall 2013

SP 14

Fall 2014

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

1079

1019

1158

1048

1178

1048

1183

1110

1227

1150

1250

1170

1267

1128

1220

SPS AA

100

102

SPS UG

518

479

470

445

427

410

407

405

414

450

530

515

585

638

SPS GR

249

222

206

241

255

280

301

287

310

306

330

353

330

335

355

SPS MBA

100

110

106

105

108

110

100

109

110

120

125

135

NHP NRS

248

213

192

169

150

135

122

200

177

155

140

125

223

216

205

200

205

NHP OTA

NHP OTM

104

105

128

118

105

NHP RNMSN

105

100

103

105

115

133

125

129

120

113

125

117

EDU

434

401

369

324

344

364

395

410

460

450

495

480

525

530

595

570

625

TOTALS

2664

2453

2506

2433

2714

2681

2859

2806

3005

2903

3153

3011

3409

3252

3486

3319

3553Slide10

Strategic Goal 2: Finances

Original Goal:Coordinate with Strategic Goal 1 – Enrollment, Trinityhas created a five-year financial model with analyticaldetail on revenues and expenses related to theenrollment goals. This model is a companion documentto this strategic plan. Trinity will use the Critical FinancialMonitoring System to benchmark financial performance against these strategic financial goals for Trinity 2010: Measure Benchmark

Annual Operating Margin Greater than 2% (Moody’s)

Return on Net Assets Greater than 8% (Moody’s)

Viability Ratio Greater than 1% (Moody’s)Direct Debt to Total Capitalization Less than .3Cushion Ratio Not less than 4.0 (Bond Covenant)Debt Service Coverage Not less than 1.0 (Bond Covenant)Bad Debt Not to Exceed 2.5% of receivablesReceivables Ratio 5% improvement per yearTuition Dependence Not greater than 80%New Goal:A. Financial Performance Goals: (ratios in this section based on academic center financing package covenants and also taken from strategic financial

ratios and BE CFR, see next page for illustration of one benchmark)Fund Raising

Goals:

. Annual

Fund

) Total goals over 5 years b) Progressive percentage improvements in participation rates

c) Progressive improvements in annual gift sizes d) Reunion giving e) Volunteer organization2. Major and Capital Gifts a) Special Projects

b) Programs c) Scholarships d) Infrastructure e) Private Grants

f) Governmental(Supplementary materials will show analysis supporting goals statements)

10Slide11

11Slide12

Strategic Goal 3: Program Development

ORIGINAL GOAL 2010:In keeping with the results of self-study and market research, Trinity will develop its curricula and programs to support the goals for enrollment growth as follows:College of Arts and Sciences:  Reform of general education (FLC) content and pedagogy to ensure the knowledge, skills and competencies required for new generations of students and contemporary needs of the workforce; Development of a more rigorous focus on demonstrable outcomes of undergraduate education for urban learners as a means of demonstrating Trinity’s success and competitive market posture, with a particular emphasis on developing Trinity’s reputation for excellence in writing, quantitative skills, information and technological literacy, global perspective and communication abilities;

 A more distinctive expression of Trinity’s commitment to developing women’s leadership abilities through the women’s college model, with an emphasis on transformational leadership modalities learned through service and applied learning in the co-curriculum, including development of a leadership transcript with learning objectives in student government, community service, athletics, publications and other student co-curricular learning;

 Development of key programs that can serve as organizing forces for multiple disciplines: Intelligence Studies, Health Professions, Psychology and Human Relations, Business and Economics, Communication;

 Development of key curricular and co-curricular programs of great interest to specific market segments: Honors Program; Athletics; Women’s Leadership; Incorporation of web-enhanced instruction and other new pedagogies that can enhance student learning and improve student success.New Goal 2020: In keeping with the results of self-study and market research, Trinity will develop its curricula and programs to support the goals for enrollment growth as follows:

College of Arts and Sciences:

a) Project Completion: a comprehensive approach to improving retention, persistence and timely degree completion through delivery of advising and support services aligned to student needs, risk factors and incentives

b) First Year Experience: a revised FYE program, based on assessment results of the existing FYE program, will improve first-to-second year retention from 54% in Fall 2013 in progressive increments to achieve 75% as a consistent target by 2017 and hold or improve from that target by 2020

c) Sciences: with the new academic center and participation in the Clare

Boothe

Luce Program, Trinity will improve science enrollments significantly and to expand the institutional reputation for excellence for women and minorities in Math and Science.

d) Behavioral Sciences

e) International Affairs, Politics and Government

f) Business

12Slide13

Strategic

Innovation Initiatives: COLLEGE OF ARTS AND SCIENCESInitiative

Action

Step

Action Step Action StepTarget Start CurrentGain 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)

Reimagine advising

and comprehensive approach to retention for first to second year (ongoing, with new First Year experience launching Fall 2014)

Ongoing

with specific start dates for each action step

54% FY retained fall to fall(162/297)

65%(260/400)(+20 over current)

70%(280/400)(+40 over current)

75%(300/400)(+60 over current)

Early Childhood EducationInstitutional Approvals

Recruit for Major

Launch initiative

Fall 2014

0 (53 students identified as intending

to major in Education)

Science

Pedagogy

Leverage

Luce Program Relationships

Emphasize undergraduate research opportunities with faculty as appropriate

Support

expansion of innovative science pedagogies

Fall

2013

Psychology

/ Counseling Cluster

Launch new Human Relations programming

Launch CAS

Psychology program to EDU Counseling program articulation

Fall 2014

107 (79 HUMR majors; 28 PSYC majors)

+ 10 (117 majors)

+15

(132 majors)

+20 (152 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

Fall 2014

6 majors

+10 (16

majors)

+20

(26 majors)

+25 (61 majors)

Emphasis on Excellence:

Succeeding at Trinity

Continue

building Honors program and

opportunities for curricular initiatives of excellence

Create

and sustain Undergraduate Research Focus GroupEmphasize opportunities for advanced academic and experiential initiatives working with Career Services and Experiential Learning

Spring 201453+10 (63 Honors students)+15 (78 Honors students)

+20 (98 Honors students)Business AdministrationCreate strategic program planIdentify links with regional business and clinical opportunitiesAlign personnel capacity with areas of emphasis

Fall 201430 majors+1040 majors+2060 majors+2585 majors

13Slide14

Strategic Goal 3: Program Development

ORIGINAL TEXT 2010:School of Professional Studies: Development of a more distinctive focus on undergraduate education for adult professional learners, including reform of general education and pedagogy to align learning goals in that curriculum with the totality of the student’s learning objectives for professional advancement; Development of a comprehensive network of student services particularly designed for adult learners, with an emphasis on the use of technology to deliver advising and services via web tools and other access points that enhance convenience for the students; Development of key programs that will build enrollments in the professional disciplines and with credentials for working students, including:

• Nursing and Health Professions

• Sports-related Academic Programs

• Information Technology• Business Administration• Associate Degree Programs• Master’s Programs Development of off-site and employer-based programs, including increased programming in southeast Washington at THEARC, establishing locations in downtown Washington, and exploring site potential in Maryland and Virginia.New Goal 2020: School of Professional Studies: a) Undergraduate Business Administration

(1) Accounting (2) Human Resource Management

(3) Hospitality and Hotel

Management

b) Education

(1) Early Childhood Education

and BA degrees

c) Criminal Justice

d) Media Studies e) Online and Off-site14Slide15

Strategic

Innovation Initiatives: SCHOOL OF PROFESSIONAL STUDIESInitiative

Action

Step

Action Step Action StepTarget Start

Current

Gain Year 1

Gain

Year 2

Gain Year 3

Strengthen Undergraduate Business Program

Create strategic plan

Create innovative focus tracks and clinics

(Accounting, Hospitality,

HR)

Align faculty capacity with program tracks.Design

and Implement new programsSpring 2014

94 BS+50144 majors

+100194 majors

+150244 majorsIn partnership with the School of Education, launch Early Childhood Programs

Create Strategic Plan

Create AA and BA programsDesign & Implement new programs

Spring 2014

O students

+70

+25 BA

+ 100AA

+50 BA

+200AA

+75

Strengthen

the Undergraduate Human Relations Program

Create strategic plan

Create innovative focus tracks and clinics

(Pre-Social

Work, Human Services)

Design

and Implement new programs

Fall 2014

100 BA

+25

125 majors

+50

150 majors

+75

175 majors

Strengthen

the Undergraduate Criminal Justice Program

Create strategic plan

Create innovative focus tracks and clinics

(Forensic Science/ Investigation)

Design

and Implement new programs

Fall

2014

80 BS

+20

100 majors

+50

130 majors

+75

155 majors

Strengthen the Undergraduate Communications

ProgramCreate strategic planCreate innovative focus in media studies and digital journalismDesign and Implement new programs

Fall 2014TBATBATBATBAHybrid,

Online and off-site coursesIncrease SPS capacity to create and deliver onlineImprove faculty skills in working with Moodle and online instruction. Develop strategic partnershipsIdentify 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 permissionsIdentify benchmarks for how this will impact enrollment15Slide16

Strategic Goal 3: Program Development

ORIGINAL GOAL 2010:At the time of the last strategic plan we did not anticipate creating the separate School of Business and Graduate Programs. This new unit will provide greater administrative and faculty capacity to ensure the quality of the graduate programs in this unit.New Goal 2020: School of Business and Graduate Studies:

This new academic unit will provide the administrative infrastructure and faculty personnel necessary to achieve excellence in professional graduate programs, including:

a) Masters in Business Administration

b) Master of Science in Administration c) Media Studies and Communication e) International Security Studies16Slide17

Strategic Goal 3: Program Development

ORIGINAL GOAL 2010:School of Education: Development of a more distinctive focus on the preparation of teachers leaders for urban school settings; Creation of an online master’s degree for teachers, and development of online and web-enhanced capacity for teacher professional development; Further development of the Educational Technology Leadership Institute with a specific focus on developing credentials (certificate and degree) for master teachers in the field of educational technology;

 With NCATE accreditation, expansion of the market for students in EDU beyond the immediate school systems (DC, Prince Georges, Montgomery County) to recruit teachers and administrators from other jurisdictions;

 To enhance more regional and national recruiting, development of executive-format summer and weekend programming in select topics to provide convenient formats for target populations.

New Goal 2020: School of Education: a) Early Childhood Education (1) Collaboration with SPS and CAS on undergraduate degrees

(2) Strengthen MAT ECE focus

(

3) Add emphasis in EDAD on ECE

management

) Education Policy

c) Counseling (1) CACREP Accreditation d) New regulatory and accreditation issues for teacher education e) Online and off-site

17Slide18

Strategic

Innovation Initiatives: SCHOOL OF EDUCATIONInitiative

Action

Step

Action Step Action StepTarget 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

367 total enrollment in EDU+ 40407

+ 40447

+ 50497Enlarge

Counseling ProgramData analysis and visioning new tracks

to develop strategic plan to diversify program

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 spring 2014

125 L

29 S

+25

179

+30

204

+50

254

Develop BA in CAS Psych to MA in Counseling glidepath

Promote opportunity

Review applications

Applications accepted from juniors during 2013-14 academic year

First undergraduates

in MA classes fall 2014

+10

+15

18Slide19

Strategic

Innovation Initiatives: SCHOOL OF EDUCATION (continued)

Initiative

Action

StepAction Step Action StepTarget Start

Current

Gain Year 1

Gain

Year 2

Gain Year 3

Enlarge

Early Childhood Education

Add BA in ECE in CAS

Enroll

first students in BA and AA in ECE in SPS

Build

faculty capacity

Spring

2014 for SPS programs+70

+340410

+230640Revise MAT Program

Data analysis of markets for existing concentrations,

explore possibility of urban residency programRefocus

concentrations on growth areas/strategic plan, evaluate combination programs (ECE/SPED etc.)

Build faculty capacity in growth areas, explore grant opportunities

Fall 2013

26 ELED

5 SENG

21 SPED

3 SECSS

7 TESOL

Create

Master’s in Educational Policy

Market analysis

Develop strategic

plan

Hire faculty leader

Fall 2014

+20

+25

School Leadership Program

Data analysis

and strategic plan; consider partnership e.g. NLNS

Add tracks for new focus

areas

, develop hybrid and online course offerings

Develop faculty capacity

Fall 2014

+20

101

+30

131

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

Partnership with NL has begun, Expanding partnership with KIPP a high priority

NL 1 or 2

Identify

new programs in human services

Market analysis

Target new program area based on dataDevelop strategic planFall 20140

25+2550+50100Continuing Education ProgramMarket analysis of existing program and future potential

Target new areas of opportunity Develop strategic planSpring 20142,6421,000

3,6421,1504,7921,0005,79219Slide20

Strategic Goal 3: Program Development

ORIGINAL GOAL 2010:Original plan did not anticipate creating NHP. We subsequently did create the unit because of the potential enrollment growth as well as the considerable academic and administrative demands of health program accreditations that require a very different kind of academic and administrative capacity from other programs.New Goal: School of Nursing and Health Professions:

) Improving NCLEX performance in prelicensure program b) Expanding RN-BSN partnerships c) MSN d) Occupational Therapy OTA and MSN build-out e) Online opportunities f) Other Allied Health

20Slide21

Strategic

Innovation Initiatives: SCHOOL OF NURSING AND HEALTH PROFESSIONS

Strengthen 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

Fall 2012

191 pre-licensure

nursing students

April, 2013

Status

ATI test materials required

all nursing courses; minimum cutoff

established for successful course completion

;

On-campus writing included in admission process;

Establishing comprehensive exam requirement for graduation

Fall Nursing enrollment = 190

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 – 2013-2014

+ 25

RN-BSN students

for 2013-2014

35 RN-BSN enrolled

in Fall 2013

Letter of Intent to offer classes at VA

approved. MSCHE

approved off-site delivery.

VAMC enrollment insufficient to begin cohort off-site in Fall 2013.

Articulation agreement with Montgomery College Nursing Associate Degree program in signature phase. Implement in spring 2014

Develop MSN

Create program plan

*program outline created

Align faculty capacity with program plan

Secure accreditation approvals

Planning underway

Implement-

2014-2015

+30

Proposal in progress. Enrollment start date

Fall

2014

Develop OTA Enrollments

Improve alignment with CAS

Strengthen recruiting with providers

Improve marketing materials

Immediate

+15

+19 for Fall 2013; total enrollment 29

Alignment with CAS with HUMR BA

Added OTA to admission advertisements

Internal marketing educating students about

Create OT Masters

Create program plan

Align faculty capacity with program plan

Secure accreditation approvals

*Letter of Intent submitted

Submitting a revised timeline to ACOTE

Fall 2014

Received ACOTE confirmation on 3/7/2013 that Trinity OT Masters Program Letter of Intent was submitted via ACOTE electronic portal.

Projected

enrollment start date

delayed

until

August

2015

or 2016

Program director

hire

needed for startup

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

21Slide22

STRATEGIC INNOVATION INITIATIVES

COLLEGE OF ARTS AND SCIENCESRetention Initiatives and Project CompletionFirst Year Program

Forensic Science

Science Pedagogy and Undergrad Research Initiatives

Psychology articulation to MA in CounselingHuman Relations link to Master’s in CounselingInternational Affairs and GovernmentBusiness AdministrationSCHOOL OF NURSING AND HEALTH PROFESSIONS

Occupational Therapy including MOT

RN-BSN

expansion including articulation agreements

MSN and online

opportunities

Other Allied Health opportunities & partnerships

SCHOOL OF EDUCATION

Transformation for K-12 Teacher Education Reform

Partnership

Early Childhood Education

School LeadershipEducational PolicyHuman Services and Behavioral Sciences

CACREP AccreditationOnline Opportunities

SCHOOL OF PROFESSIONAL STUDIESHospitality, Accounting and Human Resource concentrations in BS in Business

Media Studies: Masters and BaccalaureatePathways for Professional Student SuccessOnline Opportunities

22Slide23

185110120120

110

105

11518513530942664

3209

3414

Model not intended as a forecast but simply an illustration of how strategic program initiatives in each academic school can drive growth

Numbers beside sandwich part of column show total potential additional enrollments from the program initiatives represented by the sandwich layers. 2012 baseline enrollments are held in steady-state to illustrate growth of new programs over and above current enrollments.Slide24

Strategic Goal 4: Technology

ORIGINAL Goal 2010:Trinity will maintain a “state of the art” campus technological environment, including:To support the curricula and academic programs: increasing the availability and use of new technology in the learning environment to enhance the educational experience, including expansion of online and web-enhanced learning, and further development of Smartrooms and other academic technologies;Development of the Library and Information Resource plan with a greater reliance on the use of technological tools for learning and research;Improvement and expansion of the Trinity website and web tools to increase communication and inter-activity to support enrollment, advising services, instructional delivery, marketing and communication among all constituencies;

Maintaining a central depository for all organizational units and continue to enhance the system capabilities for growth and promotion of the institution; sustaining and modernizing the current data center infrastructure to account for the increased demand for information and to ensure data integrity;

Development of faculty and staff educational opportunities to keep the workforce apace with technological developments.

New Goal 2020:Trinity 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 InfrastructureTrinity’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:

1. System Reliability 2. Network Capacity

3. Hardware and Software acquisitions

4. Data Storage

5. Disaster Recovery

Sustainability

7. Connectivity

8. Telephony 9. Customer Satisfaction

(continued next page…..)24Slide25

Strategic Goal 4: Technology

Development of faculty and staff educational opportunities to keep the workforce apace with technological developments.

New Goal 2020: (continued….)B. Academic and Instructional TechnologyTrinity’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

a) Goal: %% adoption for all coursesb

) Goal: proficiency levels for course websites

) Goal: proficiency levels for faculty use of Moodle

. Technology in Pedagogy

) Goal: basic, advanced, creative use of tech tools...

b) Goal: ability of faculty to develop digital objects, e.g., use of video, simulation, GIFs, etc. developed by faculty3. Student Academic Supporta) use of tech tools for early warningb) tutoring and special instruction

4. Online Course and Program Deliverya) Hybridb) 100% online

5. Library and Research Resources (continued…)25Slide26

Strategic Goal 4: Technology

Development of faculty and staff educational opportunities to keep the workforce apace with technological developments.

New Goal 2020: (continued….)C. Data and Information Technology and AssessmentRecognizing 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. 1. Institutional Research

2. Management Capacity

3. Academic Assessment Capacity

D. Communications, Website and Social Media

E. Faculty and Staff Development

26Slide27

Strategic Goal 5: Human Resources

ORIGINAL GOALS 2010:For the 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 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 Development of the Faculty Handbook policies in relation to contemporary realities for workload, delivery systems, technological innovation and professional development.

For the Staff:

Continuing development of the staff performance assessment system

Continuing development of the staff professional development programs to improve staff knowledge, skills and competencies in supervision and management, technology and applications, teamwork and project planning,Development of the Wage and Salary Plan to provide greater flexibility in the recognition of staff performance tied to goals;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.NEW GOALS 2020: (needs further revision)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;

Development of the Wage and Salary Plan to provide greater flexibility in the recognition of staff performance tied to goals;•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.

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Strategic Goal 6: Management Capacity

ORIGINAL Goal 2010: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.

New Goal 2020:

Trinity’s organizational design supports five major academic units with appropriate leadership and administrative capacity aligned with the size of each student body;

Trinity’s central administration design provides the capacity to manage all dimensions of contemporary university administration;Each academic unit, central administrative divisions and the respective subordinate departments will create annual plans that specify goals and objectives tied to the institutional strategic plan, and such plans will provide the basis for annual resource allocation and budgeting;Each annual plan will provide the key performance indicators, data baselines and outcomes sufficient to assess the effectiveness of the units and plans, and specify changes in operations resulting from the assessments;

Annual plans will also address ongoing growth and development of management and administrative capacity in each unit.Slide29

Strategic Goal 7: Intellectual and Informational Resources

ORIGINAL Goal 2010:Trinity will increase its attention to scholarly and professional productivity in these ways:Establishment of a clearinghouse for faculty and staff access to the scholarly and professional development work of colleaguesCreation of a more distinctive focus on the importance of active contributions to the knowledge baseIdentification of specific incentives to improve intellectual productivityEnhance institutional focus on the development of the informational resources necessary to support the teaching and learning enterprise

With the leadership of the Librarian and Vice President for Academic Affairs, Trinity will establish an annual operational plan for the acquisition, maintenance and use of library and informational resources, and general collection development;

With the leadership of the Librarian, Vice President and President, Trinity will develop a strategic plan for the development of the Library and its resources that reflects the best thinking of contemporary academic libraries, and this plan will guide the development of the University Academic Center’s library and information resource components.

NEW GOAL 2020:To support and enlarge Trinity’s academic capacity and reputation, Trinity will develop, produce, acquire and make broadly available the intellectual and informational resources necessary to support all teaching, learning and scholarly activities on campus, and to share Trinity’s professional and scholarly outcomes with the larger community

Library and Intellectual/Informational ResourcesTrinity’s strategic library plan will align Trinity’s curriculum and academic programs with the intellectual and informational resources necessary to support learning and research according to the academic strategic plans. The Library plan will emphasize the robust use of technology and access to virtual resources as broadly as possible. The Library plan will include a vision for the future of the physical space and collections on campus in relation to the development of virtual resources and a deep understanding of the ways in which faculty, students and other patrons will use libraries broadly through the 21

Century.

The library plan will also include consideration of the ways in which Trinity’s library serves the greater D.C. community.

Scholarly and Professional Contributions

Trinity’s students, faculty and staff will make significant contributions to research and public discussion in their disciplines and areas of professional expertise.

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Strategic Goal 8: Service to Students and the Community

ORIGINAL Goal 2010: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.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; the annual plan for the Trinity Center includes measurable goals for these services;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:Academic Support Services, Health Services, Campus Ministry, Residence Life

Student Government , Student Activities

Enrollment Services

Food Service, Bookstore, Facilities ServicesNEW GOAL 2020:Trinity will provide vital support services to students, faculty and staff in the campus community, as well as to neighbors and residents of D.C. and the larger Washington community.Student and Campus Services: Trinity will provide a robust range of services for all campus populations. Each service department and program will provide an annual plan with service goals and objectives, resources required and an assessment plan, including:

Academic Support Services, Health Services, Campus Ministry, Residence LifeStudent Government, Student Activities

Enrollment Services

Operations: Food

Service, Bookstore, Facilities

Services, Campus Safety

Trinity Center:

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; the annual plan for the Trinity Center includes measurable goals for these services;

Community Service: Trinity continues to expand its outreach to the D.C. and Washington regional community through community service projects, clinical service, and partnerships. Each of these components will have a specific plan.

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Strategic Goal 9: Quality Outcomes and Key Performance Indicators

ORIGINAL Goal 2010:Consistent reporting of results against the strategic goals on a regular timetable will enhance Trinity’s ability to focus on improving outcomes.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 goalsCreation of a nationally-recognized First Year Program for the successful development of first year students who present preparatory challenges at entranceEstablishment of a model program for student learning outcomes assessment Development of an Enrollment Management model that focuses on improving retention and completion

Implementation of a longitudinal assessment system that is able to track alumnae/i outcomes

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.NEW GOAL 2020Trinity will create and report performance outcomesnormed to nationally recognized benchmarks for qualityand effectiveness in these areas:

Student learning outcomes and academic success indicators according to learning goals established in general education, major programs, graduate and professional programs

Employment and earning indicators of graduates by academic program and degree level

Graduate and professional school enrollment and advanced degree attainment for Trinity bachelor’s degree holders

Continuing enrollment and degree attainment of each student cohort --- first time full time, transfer, full-time, part-time, undergraduate, graduate --- including aggregate performance across multiple institutions using data available through the National Student Clearinghouse

Service to the District of Columbia

Student and alumnae service to the city and nation through public interest careers and volunteer leadership activities

Lifelong satisfaction measured through surveys and alumnae/i engagement

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Strategic Goal 10: Facilities and Campaign Planning

Original Goal 2010:Construction of the University Academic Center will be underway and nearing completion. 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 achieve the University Academic Center and other facilities goals, Trinity will plan a major capital campaign to raise no less than $50 million in support of facilities projects during the period 2007 – 2012.

New Goal 2020:

By the Year 2020 Trinity will realize these facilities goals:

o Trinity Academic Center Construction completed and building openo Library re-development plan in placeo Construction of new/renovated residential facilities will be underway;o Facilities upgrades for fire and life safety purposes will be continuous;o Improvements in Main Hall infrastructure will be continuous;o 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 2020-2025

Envision Trinity 2020: Strategic Plan 2013-2020 - PowerPoint Presentation

Envision Trinity 2020: Strategic Plan 2013-2020 - PPT Presentation

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