Strategic Plan Review Board of Trustees February 8, 2013

1. Strategic Plan ReviewBoard of TrusteesFebruary 8, 2013

2. Note on Strategic Plan Update Timeline and the Middle States Self Study • Strategic plan is the backbone of Trinity’s Middle States Self-Studies • Current Text is “Achieving Trinity 2010” and this was the basis for the PRR • New Text will be “Trinity 2020” with that time horizon aimed at a moment when the academic center will be complete and Trinity can move forward with significant programmatic innovations beyond current • Present plan structure continues in new plan but goals statements will refresh • Draft of Trinity 2020 available in April, revisions in early summer with September Board Retreat for final review and adoption at November 2013 board meeting • Middle States Self Study period begins in Spring 2014! • Much of the planning and assessment work that occurs every year is already compiled and archived on the managers’ website and Moodle so the work on self-study is already underway!

3. Trinity’s Strategic Vision Proceeding from mission, Trinity’s vision anticipates developing the institution as a mid-sized university (3,000 students) with a distinctive focus on the educational needs of the citizens of the Washington region generally and the District of Columbia in particular. Given the characteristics of the Washington region, this regional focus is not narrow or parochial; Washington is one of the most international communities in the nation, and has a broad diversity of race, ethnicity, socio-economics, languages, cultures, corporate and civic interests. In particular, Trinity’s vision includes these important principles and values: • 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.

4. We come together around a shared mission, vision and goals for Trinity… • 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.

5. TRINITY STRATEGIC PARADIGM 2013 • SCHOOL OF • EDUCATION • ------------------------------------------------- • TEACHER PREP, SCHOOL ADMIN • AND COUNSELING PROGRAMS • COEDUCATIONAL • EVENING AND WEEKEND • POSTGRADUATE PROFESSIONAL • DEVELOPMENT PROGRAMS • SCHOOL OF • PROFESSIONAL • STUDIES • ----------------------------------- • PROFESSIONAL PROGRAMS • FOR WORKING STUDENTS • COEDUCATIONAL • EVENING AND WEEKEND • ON AND OFF-SITE • ONLINE AND CLASSROOM Business and Graduate Programs • COLLEGE OF • ARTS & SCIENCES • -------------------------------------------- • WOMEN’S COLLEGE • WEEKDAY/FULL-TIME • LIBERAL ARTS • BACCALAUREATE • ATHLETICS • CO-CURRICULAR • LEARNING PROGRAMS • SCHOOL OF NURSING AND HEALTH PROFESSIONS • ________________________ • COED • NURSING BAC + MASTERS • OT, PT, OTHER

6. STRATEGIC PLANNING DESIGN STRATEGIC ENROLLMENT 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. Original Goal: By the Year 2010 Trinity University 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 Revised Goal Statement: By Fall 2018 Trinity will enroll at least 3000 students in degree programs by meeting or exceeding these minimum headcount goals for each academic unit: 1100 CAS 1000 SPS 450 EDU 550 NHP See “Strategic Enrollment Projections” on the following slides Strategic Goal 1: Enrollment

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9. NUMBER OF STUDENTS Actual Projected 3241 3055 2949 2923 2697 2664 2565 2555 2305 2034 1736 1637 1645 1659 1640 1618 1605 1327 11

10. STRATEGIC ENROLLMENT PLANNING Headcount 2013-2019

11. 33% growth projected 2013-2019 6% 0% 5% 9% 3241 5% 3055 2900 2835 2697 2641 2484 2565 2437

12. 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% 2013 Objectives: Repeat significant surplus performance Meet all current debt covenants Prepare for new building financing Continue improved performance against benchmarks Launch capital campaign to strengthen long-term fiscal margins and improve borrowing capacity for building program See Strategic Financial Ratios (Board website September 2012 update) Strategic Goal 2: Finances

13. 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: (See original plan for text) 2013 Objectives: See following pages for strategic initiatives in each academic unit and timetables. Strategic Goal 3: Program Development

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20. 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. 3414 135 3209 115 3094 105 185 2664 120 110 185 120 110

21. Goal: 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. Progress: Objectives for 2013: Continue promotion of faculty proficiency in the use of Moodle and related digital pedagogy tools Develop improved instructional design capacity Refresh classroom technologies Pervasive campus wifi Develop greater student and faculty capacity for use of tech tools for academic purposes Increase student use of portable technologies Disaster Planning implementation Strategic Goal 4: Technology

22. Goals: 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. Objectives for 2013: FACULTY AND ACADEMIC PERSONNEL: Establish faculty personnel goals in each academic unit and program for long-term balancing of full-time and part-time faculty Implement faculty rubrics project for assessment Further develop adjunct compensation plan Develop Section III of Handbook Policies on Workload Norms appropriate for each unit STAFF PERSONNEL: 1. Continue to hire, engage and retain superior and diverse talent for a quality workforce, equipped with the intellectual bandwidth and capacity to actively contribute to Trinity’s goals. a. Develop a proactive recruitment plan 2. Reduce search time from posting to hire from 4 months to 1.5 months. 3. Develop new, relevant and useful workshops for the Trinity Institute. a. Develop evaluation tool that measures the application of skills and information learned in the Trinity Institute to on-the-job. b. Consider multi-generational population in the development of new courses c. Add at least two on-line courses by 2013 4. Implement Phase II of the Ceridian HRIS software, which includes the employee database, self-service and recruitment software. a. Evaluate phase one implementation and lessons learned b. Develop the phase two implementation timeline Strategic Goal 5: Human Resources

23. Goal: 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. Objectives for 2013: Development of the core administration for Academic Affairs through strengthening the Provost’s Office and respective dean’s offices Ensure adequate succession planning for each key executive position Develop key learning objectives for members of the senior executive staff to improve overall leadership and management excellence for Trinity Identify strategies to assist all managers in maintaining a disciplined focus on achieving objectives and goals, avoiding time traps and spending too much time on minor issues Strengthen the ability of the executive team to engage in real planning and assessment as an ongoing part of their duties Strategic Goal 6: Management Capacity

24. Goal: 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. Objectives for 2013: Creation of a more distinctive and affirmative vision for the intellectual life of Trinity must be a top priority Take the work already begun in CAS on student retention and improved performance and turn it into a national model Each academic unit must articulate a sense of mission, vision and priorities that link to Trinity’s goals and that will establish that part of Trinity as a major player in the respective disciplines and professional fields Faculty and staff participation in external opportunities for scholarship and presentation of Trinity’s work to other audiences needs enlarged focus Student publications must become a more important part of campus life See the goals for library --- it’s time to get moving on this! Strategic Goal 7: Intellectual and Informational Resources

25. Goal: 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 Objectives for 2013: All departmental assessments will include specific components for student satisfaction Development of a more comprehensive view of the needs of each student population and likely sources of services to meet those needs Expansion of programs in Wards 7 and 8 consistent with the interests of funding sources Expansion of programs at THEARC Revitalization of service learning and community service programs Through development of NHP consideration of ways in which Trinity might become a health services provider in the community (possible clinical components on campus) Strategic Goal 8: Service to Students and the Community

26. Goal: 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. Objectives for 2013: Create a more deliberate mechanism for taking the metrics already developed to a level that will permit their publication to various audiences… Each operational plan in every department includes objectives related to these goals statements. Strategic Goal 9: Quality Outcomes and Key Performance Indicators

27. Goal: By the Year 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. Objectives 2013: Academic Center Concept Design Approved November 2010 Capital Campaign Plan Approved November 2010 Capital Campaign underway Sp2012 Main Hall Elevator Project plan DONE!!! Notre Dame Chapel repairs In process New Housing Planning Target for Fall 2014 Strategic Goal 10: Facilities and Campaign Planning

28. 2013-2014 Trinity Tuition Recommendationswith Cohort Comparisonsand Financial Aid AnalysisBoard of Trustees, February 8, 2013

29. 2013-2014 Tuition Recommendations

30. TUITION 1991-2014Comparing Trinity FULL-TIME Tuition with National Average for 4 Yr Private College Trinity’s tuition is 43% lower than nat’lavg 7%… .3.7 .…..0 .….3.6%....2.6% …5%…….4%….4.6%….3%…...3%…….3%……5%.......5%.........3%.......3%......3%.......3%......3%........3%......2%.........2%......2%.......2% TRINITY PERCENTAGE INCREASEs

31. Tuition Levels with Cohort Comparisons FY13 Trinity’s tuition is 44% less than the cohort median, and for local schools, $2000 less than Howard, $5,000 less than Marymount, and $16,000 less than Catholic

33. TUITION, ROOM + BOARD COHORT COMPARISON FY2013 Trinity’s Room and Board at $9,400 is the lowest in the cohort, making the comprehensive fee at just about $31,000 also the lowest in the cohort and among local private universities. Note that Room and Board rates also vary considerably on each campus since in most schools students can sign-up for a wide range of options on room types and meal plans. Trinity’s options are more limited than most of the schools listed.

34. PER CREDIT UNDERGRADUATE/ UG ADULT RATES with Cohort Comparisons FY13 (SHOWING ADULT UNDERGRAD SPECIAL RATES WHERE AVAILABLE) Trinity’s regular undergraduate-per-credit-hour fee os $670 is among the lowest in the cohort. The $520 adult undergraduate (SPS) per credit fee is a bit higher than some, but lower than CUA’s $775 at their Metropolitan College, the closest similar competitor. Note that for schools that do not show an “adult” rate, the commitment to part-time adult undergraduate education tends to be limited.

35. PER CREDIT GRADUATE RATES with Cohort Comparisons FY13 (SHOWING ADULT UNDERGRAD SPECIAL RATES WHERE AVAILABLE) Per-credit-hour rates for graduate students are high in the Consortium where Trinity’s $700 fee is the lowest among the private universities, but compared to the cohort, Trinity’s graduate per-credit fee is more typical

36. Financial Aid ReportBoard of Trustees Meeting, February 8, 2013This report provides a snapshot of the public and private sources of financial aid that Trinity students have received in Fiscal 2013 to subsidize their Trinity education.

37. ALL AID FY2013 While 56% of all student aid comes in the form of federal student loans, Trinity students also receive financial assistance in grants and loans from at least 12 other sources

38. TRINITY FINANCIAL AID SOURCES FISCAL 2013 Individually as well as combined, three sources of aid --- federal loans, Trinity grants and Pell grants --- are larger by volume than all other sources combined.

39. SOURCES AND VOLUME OF STUDENT SUBSIDIES FY10-11-12-13 Since 2010 total aid volume has increased 33% with Pell Grants and Trinity Grants rising fastest because of the enrollment increase in CAS 51% 42% 28% 33% TOTAL FY13: $45,823,822 TOTAL FY10: $34,349,876 TOTAL FY12: $43,799,551 TOTAL FY11: $39,717,169

40. STUDENT SUBSIDIES FY10-11-12-13 WITHOUT FED LOANS, TRINITY GRANTS, PELL GRANTS $5,167,383 $5,092,261 $4,501,301 $4,043,558

41. STUDENT SUBSIDIES BY TYPE BY CLASS YEAR FISCAL 2013 Graduate students borrow the most federal loans; first year students are the largest volume in Trinity and Pell grants

42. FEDERAL LOANS BY CLASS YEAR FISCAL 2013