feb-14-STRATEGIC-PLAN-ENVISION-TRINITY-20201.pptx

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 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 2

STRATEGIC
ENROLLMENT
GOAL
(Goal 1)
BASELINE
5-YEAR
FINANCIAL
MODEL
(Goal 2)
CAPITAL
CAMPAIGN
PLAN
(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
3

COLLEGE OF
ARTS & SCIENCES
SCHOOL OF
EDUCATION
SCHOOL OF
PROFESSIONAL
STUDIES
SCHOOL OF
NURSING AND
HEALTH
PROFESSIONS
TRINITY STRATEGIC PARADIGM 2016
4
School of
Business and
Graduate
Programs

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 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.
5

6
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.

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 Sciences
• 750 graduate students in the
School of Education
• 1,650 students in the School of
Professional Studies including:
• 200 in Associate Degree
Programs
• 200 in Health Professions
Programs
• 800 in general baccalaureate
Program
• 200 in the MBA Program
• 250 in other graduate programs
NEW GOAL:
By the Year 2020 Trinity will enroll 3,500
students 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.
7

FALL ENROLLMENT HEADCOUNTS SINCE FALL 2001
0
200
400
600
800
1000
1200
1400
1600
1800
2000
2200
2400
2600
2800
3000
3200
3400
3600
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
pl2014
pl2015
pl2016
pl2017
pl2018
pl2019
pl2020
CAS EDU SPS NHP
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
8

STRATEGIC ENROLLMENT PLANNING Headcount 2013-2020
9
STRATEGIC 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 FY 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 82 77 83 82 100 97 98 95 100 90 102 86 95 75 86 79 90
SPS UG 518 479 470 445 427 427 410 407 405 414 450 450 530 515 585 585 638
SPS GR 249 222 206 241 255 280 301 287 310 306 330 330 353 330 335 335 355
SPS MBA 95 82 78 77 98 100 110 106 105 108 110 100 109 110 120 125 135
NHP NRS 248 213 192 169 150 135 122 200 177 155 140 125 223 216 205 200 205
NHP OTA 10 29 46 54 70 75 75 70 65 62 60 67 68 75 75 80
NHP OTM 30 55 70 75 90 90 104 105 128 118 105 97 88
NHP RNMSN 30 98 105 100 103 105 115 133 125 129 120 113 125 117
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 3553

Strategic Goal 2: Finances
Original Goal:
Coordinate with Strategic Goal 1 – Enrollment, Trinity
has created a five-year financial model with analytical
detail on revenues and expenses related to the
enrollment goals. This model is a companion document
to this strategic plan. Trinity will use the Critical Financial
Monitoring 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 .3
• Cushion 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
receivables
• Receivables Ratio 5% improvement per
year
• Tuition 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)
B. Fund Raising Goals:
1. Annual Fund
a) Total goals over 5 years
b) Progressive percentage improvements in
participation rates
c) Progressive improvements in annual gift sizes
d) Reunion giving
e) Volunteer organization
2. 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) 10

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 12

Strategic Innovation Initiatives: COLLEGE OFARTS AND SCIENCES
Initiative Action Step Action Step Action 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)
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
Education
Institutional
Approvals
Recruit for Major Launch initiative Fall 2014 0 (53 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
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 Group
Emphasize
opportunities for
advanced academic and
experiential initiatives
working with Career
Services and
Experiential Learning
Spring 2014 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 personnel
capacity with areas of
emphasis
Fall 2014 30 majors +10
40 majors
+20
60 majors
+25
85 majors
13

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
AA and BA degrees
c) Criminal Justice
d) Media Studies
e) Online and Off-site
14

Strategic Innovation Initiatives: SCHOOL OF PROFESSIONAL STUDIES
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
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
Create Strategic
Plan
Create AA and BA
programs
Design & Implement
new programs
Spring 2014 O students +70 AA
+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
Program
Create strategic
plan
Create innovative
focus in media
studies and digital
journalism
Design and
Implement new
programs
Fall 2014 TBA TBA TBA 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
15

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 Studies
16

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
b) Education Policy
c) Counseling
(1) CACREP Accreditation
d) New regulatory and accreditation issues
for teacher education
e) Online and off-site
17

Strategic Innovation Initiatives: SCHOOL OF EDUCATION
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
+ 40
407
+ 40
447
+ 50
497
Enlarge
Counseling
Program
Data 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
+5 +10 +15
18

Strategic Innovation Initiatives: SCHOOL OF EDUCATION (continued)
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 +340
410
+230
640
Revise MAT
Program
Data analysis of
markets for
existing
concentrations,
explore
possibility of
urban residency
program
Refocus
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 0 20 +20
40
+25
65
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 61 +20
81
+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 data
Develop
strategic plan
Fall 2014 0 25 +25
50
+50
100
Continuing
Education
Program
Market analysis
of existing
program and
future potential
Target new areas
of opportunity
Develop
strategic plan
Spring 2014 2,642 1,000
3,642
1,150
4,792
1,000
5,792
19

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:
a) 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
20

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 in 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
50 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
25
+19 for Fall 2013;
total enrollment 29
Alignment with CAS with HUMR BA
Added OTA to admission advertisements
Internal marketing educating students about
OT
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 0 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 0 Physician Assistant
21

STRATEGIC INNOVATION INITIATIVES
COLLEGE OF ARTS AND SCIENCES • Retention Initiatives and Project Completion
• First Year 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
• 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 Leadership
• Educational Policy
• Human Services and Behavioral Sciences
• CACREPAccreditation
• Online 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
• Online Opportunities
22

1038 1038 1038 1038
434
434
434
434
944
944
944
944
248
248
248
248
0
500
1000
1500
2000
2500
3000
3500
2012 YEAR ONE YEAR TWO YEAR THREE
Growth Scenario with Academic Strategic Initiatives
NHPOTM
NHPOTA
NHPMSN
NHPRNBSN
NHP
SPSMSA
SPSISS
SPSMEDIA
SPSBUA
SPSMBA
SPS
EDUHUMS
EDUADM
EDUMEP
EDUECE
EDUCOUN
EDU
CAS BUA
CAS INAF
CAS HRL
CAS PSYCH
CAS CRIMJUST
CAS MEDIA
CAS FORENSIC
CAS RETENTION
CAS
190
245
105
23
185
110
120
120
110
105
115
185
135
3094
2664
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.

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 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:
1. System Reliability
2. Network Capacity
3. Hardware and Software acquisitions
4. Data Storage
5. Disaster Recovery
6. Sustainability
7. Connectivity
8. Telephony
9. Customer Satisfaction
(continued next page…..)
24

ORIGINAL Goal 2010:
technologies;
data integrity;
New Goal 2020: (continued….)
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
a) Goal: %% adoption for all courses
b) Goal: proficiency levels for course websites
c) Goal: proficiency levels for faculty use of Moodle
2. Technology in Pedagogy
a) 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 faculty
3. Student Academic Support
a) use of tech tools for early warning
b) tutoring and special instruction
4. Online Course and Program Delivery
a) Hybrid
b) 100% online
5. Library and Research Resources (continued…) 25

ORIGINAL Goal 2010:
technologies;
data integrity;
New Goal 2020: (continued….)
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.
1. Institutional Research
2. Management Capacity
3. Academic Assessment Capacity
D. Communications, Website and Social Media
E. Faculty and Staff Development
26

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. 27

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.

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 colleagues
• Creation of a more distinctive focus on the
importance of active contributions to the knowledge
base
• Identification of specific incentives to improve
intellectual productivity
• Enhance 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 Resources
• Trinity’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 21st 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.
29

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 Services
NEW 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 Life
– Student 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. 30

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 goals
• 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
• 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 2020
Trinity will create and report performance outcomes
normed to nationally recognized benchmarks for quality
and 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
31

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 open
o Library re-development plan in place
o 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
32

feb-14-STRATEGIC-PLAN-ENVISION-TRINITY-20201.pptx

Recommended

Recommended

More Related Content

Similar to feb-14-STRATEGIC-PLAN-ENVISION-TRINITY-20201.pptx

Similar to feb-14-STRATEGIC-PLAN-ENVISION-TRINITY-20201.pptx (20)

Recently uploaded

Recently uploaded (20)

feb-14-STRATEGIC-PLAN-ENVISION-TRINITY-20201.pptx