OFFICE OF THE PROVOST
INSTITUTIONAL SUMMARY
OF THE
LIBERTY UNIVERSITY
2011-2014 STRATEGIC PLAN
ACHIEVEMENTS FOR 2012-2013
ABRIDGED
AUGUST 2013
Prepared by the Office of Institutional Effectiveness
2011-2014 Strategic Plan Achievements for 2012-2013 -- Abridged
INSTITUTIONAL SUMMARY OF THE LIBERTY UNIVERSITY
2011-2014 STRATEGIC PLAN
ACHIEVEMENTS FOR 2012-2013
ABRIDGED
MAJOR THEMES FOR 2011-2014 STRATEGIC PLAN
A.
B.
C.
D.
Academic Excellence
Student Support
Community Service
Administration, Operations, and Facilities
1. Finance
2. Development
3. Human Resources
4. Information Technology
5. Enrollment Management
Process for Development of the 2011-2014 Plan
•
The Plan was created through a University-wide dialog involving faculty, staff, and
administrators from all divisions of the university.
•
The Strategic Planning Committee’s work was based on SWOT analyses, an environmental
scan, and a review of the 2005-2010 Strategic Plan.
•
The 2011-2014 Plan emphasized the areas of: Academics; Student Support; Community
Service; and Administration, Operations, and Facilities.
•
The University’s 2011-2014 Strategic Plan was for three years in order to be practical,
useful, and timely.
•
The 2011-2014 Plan allowed for better monitoring and progress reports, since it contained
specific targets.
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MAJOR UNIVERSITY ACCOMPLISHMENTS
2012-2013
June 2013
Liberty hits 100,000 enrolled, ranks No. 5 in nation for online education enrollment
June 2013
Williams Stadium makes Sports Network’s list of best FCS stadiums in the country
May 2013
Liberty Athletics claims top honor in Big South Conference for sixth-straight year
April 2013
Liberty’s College of Osteopathic Medicine signed an affiliation agreement with
Centra
February 2013
Liberty Flames Sports Network launched
January 2013
School of Law Trial Team wins the American Bar Association Arbitration
Competition National Championship
January 2013
Quiz Bowl wins Big South Conference Championship for seventh time
October 2012
New eight-story tower residence hall plans announced
October 2012
Liberty wins men’s and women’s Big South cross country championship
October 2012
Nursing department earns highest-ever exam pass rate
October 2012
School of Aeronautics flight teams win National Intercollegiate Flight Association
Region 10 Safety and Flight competitions for eighth consecutive year
October 2012
Liberty’s worship program named “Best of the Best” by Worship Leader Magazine
September 2012
Donald Trump is the first speaker to be broadcast live to 90,000 Liberty students
September 2012
SACS fully accepts Liberty’s Fifth-Year Interim Report with no additional reporting
August 2012
Liberty ranked among nation’s financially sound colleges and universities
July 2012
Liberty’s Restore Rwanda Campaign opens school in Rwanda for 37 pre-school- age
students
July 2012
LUO teacher education program ranked No. 3 in nation
Content of Summary
The following information is an abridged summary of the major University Strategic Plan achievements for the
2012-2013 fiscal year. The strategic plan goals and significant achievements (targets met) are listed under each theme.
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ACADEMIC EXCELLENCE GOALS
A1. The University will measure its level of academic excellence against nationwide standards and
invest in improvements.
A2. The University curriculum will ensure that students continue to demonstrate knowledge and
skills related to general education and program/major learning outcomes.
A3. International programs, study abroad, and off-site educational opportunities will be expanded to
include most undergraduate students.
A4. The Alumni Office will work together with the University’s schools and departments to gather
data on graduates (e.g., perception of university and program outcomes, degree-related
graduate study, licensure, certifications, job placement rates, Christian service after graduation).
A5. The University’s faculty will demonstrate an appropriate understanding of and ability to
integrate biblical worldview into all courses where appropriate.
A6. The University will provide professional development assistance to all faculty.
A7. The University will develop and support appropriate academic student services, including
tutoring at the graduate and undergraduate levels.
A8. The University will seek to provide all faculty with constructive feedback in relation to all
aspects of the educational process.
A9. The University will support and encourage the mission-centered integration of teaching and
research.
A10. The University will support its graduate programs as they grow in number and reputation.
A11. The University will seek to develop a diverse array of programmatic or curricular offerings.
A12. The University will pursue academic excellence.
A13. The University will enhance communication and continuity between the faculty and
administrative units.
ACADEMIC EXCELLENCE ACHIEVEMENTS
A1.1 100% of programs formulate plans for benchmarking seniors.
• 100% are benchmarking seniors of that 21% report there is no national test available.
• 50% of those reporting no assessment available have developed or are in the process of developing an
in-house assessment to use in benchmarking.
A1.2 All programs identified as in need of accreditation or licensure will require plans to attain it.
• 34% reported their programs were fully accredited or licensed.
• 41% reported they were pursuing accreditation or licensure for their programs.
• 25% reported there are no accreditation or licensure requirements.
A1.4 Based on needs assessment, begin a capital campaign for construction of a library building on
campus
• Construction of the Jerry Falwell Library began in spring 2012. As of June 7, 2013, $2,426,050 had
been raised toward the cost of construction and equipment. Opening of the new facility is anticipated
in the fall of 2013.
A1.5.2 Begin selective investments in programs identified as excellent.
GRADUATE PROGRAMS:
• School of Education funded for Mobile Lab upgrades
• Liberty University School of Law funded developing a writing center to assist Law students
A5.1 Portfolio process is revised to include a more robust assessment of worldview, including a
focused self-assessment by faculty.
• The portfolio process for the University is presently under revision.
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ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
A5.2 All departments have a mechanism in place for regular worldview training/discussion for
faculty.
• 89% of all departments reported revisions to their department portfolio process to include assessment
of worldview and a more focused self-assessment by faculty.
A6.1 Begin a program of faculty development in instructional technology, including training in
teaching techniques, incentives for faculty excellence in this area, and assessment of the efficacy of
these technologies in improving student learning.
• During the 2012-2013 academic year, CTE offered 16 workshops in instructional technology during
the Institute for Student Success and 14 workshops during the academic year.
• Twenty faculty attended the 3rd annual Teaching with Technology Boot Camp.
•
Instructor "Use of technology in the classroom" data was collected from students through the End of
Course evaluations.
A6.2 Develop and implement a program of small grants to support instructional enhancement,
innovation, and exploration.
• Developing and implementing a program of small grants was assigned to the Center for Research and
Scholarship under the umbrella of the School for Graduate Studies by the Provost. The Director of
the Center for Teaching Excellence has a position on the committee that makes recommendations for
moving grant proposals to the Provost office for approval.
A6.3 Provide adequate and appropriate instructional and logistical support through the effective use
of graduate student assistants.
• Centralizing the GSA program in the Graduate School has resulted in uniform policies and
procedures in the hiring, managing, remuneration, and review of GSA’s as well as more efficient use
of financial resources and increased program development.
• GSA’s participate in a University-wide Orientation program at the opening of each academic year, and
are reviewed on a more consistent basis with increased attention paid to their development as
teachers and academic professionals. They can also participate in a certificate program by attending
workshops and webinars throughout the academic year.
A6.4 Identify a site for a center for teaching, learning, and academic technology, and allocate
resources, including a staff and budget.
The Center for Teaching Excellence has been established to provide faculty with the resources, skills,
training, and information to empower them to become more effective educators. The staff includes a
Director, a Teaching Advisor, an Educational Technologist, an Administrative Assistant and a new
position for the 2012-2013 academic year, a Receptionist.
A7.0.1 Based on needs assessment, new student services (including math tutoring) are introduced.
• Tutoring and other support services are now available through FRSM and the newly designed BWVW
course. The Director of the Bruckner Learning Center and the Tutoring Coordinator continue to
visit departments to provide information and solicit assistance with promotion.
• The Student Service Center leadership created a Conversation Cycle and Role Playing cards to aid
team members as they are in the training process during slower peaks, and in preparation of eventful
times in the academic year.
A8.1 Assess satisfaction with all norm tables and assess the percentage increase in residential
student course evaluation response rates.
• Between summer of 2010 and Spring 2011, the student satisfaction response rates have ranged from
34.8% to 40.0%. In Fall 2012, the response rate of 37.0% continues a slight downward trend. It is
recommended that the objective that this target is associated with be considered for inclusion in the
2014-2017 Strategic Plan so that further efforts can be made toward improving this response rate.
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ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
A8.2 Ensure that all departments' practices conform to guidelines produced by the committee.
• The Provost, Vice-Provost and administrative deans with input from selected college and school
deans have developed a new standardized faculty evaluation process. The process is now electronic
and will be launched in the fall of 2013. Each department must follow common guidelines for faculty
evaluation but can add department specific criteria when appropriate.
A10.1.2 Annually fund outstanding graduate students for costs associated with research and/or
conference, presentations, research.
• The Graduate School received approval, through the 2012 Budget Review Form process, of $5,000 to
be awarded to Graduate Students for research and/or conference presentations. More than $1,000
was awarded for the 2012-2013 academic year.
A10.2 Improve percentage of LU faculty who hold a terminal degree by 1%.
• The last recorded full-time faculty percentage was 70% hold terminal degrees. With the launch of the
College of Osteopathic Medicine a large number of faculty with terminal degrees were hired. The
University is currently building a database for faculty credentials and electronic portfolio process. This
will enable the Provost's office to access more detailed faculty information.
A10.3 Programs whose standards/benchmark data falls below the average will formulate and
implement plans to address the shortfalls.
• As part of the Program Review process, each academic department compares their curriculum against
benchmark programs in their majors. A total of 2 program reviews were conducted in the 2012-2013
academic year (MA in History and the English Language Institute Program) and 100% of the
departments reviewed formulated action points to address areas that fell below benchmark averages.
Over the next two years 30+ programs will complete program reviews and formulate plans for
improvement based on benchmarking analysis.
A11.1 Implement the programs that were to be offered to Hispanic populations.
• Liberty University continues to develop current and new programs in order to reach out to the
Hispanic Students in the U.S. through a series of 12 online programs translated in their native
language. These include: Certificate in Biblical Studies, Certificate in Ministry, Certificate in Business,
A.A. degrees in Religion, Criminal Justice, Education, Business, Paralegal Studies, and Psychology,
B.S. in Religion, M.A. in Christian Ministry and M.A. in Pastoral Counseling.
A11.2 Establish a medical school.
• The University is well underway on the construction of the Center for Medical and Health Sciences, a
140,000 sq. foot state-of-the-art-building that will house the College of Osteopathic Medicine and the
Graduate programs in Public Health.
• The facility will support the integrated, spiral, active learning curriculum of the COM and the
graduate Public Health programs. In addition, an extensive, modern and well equipped medical clinic
will provide for the education of its future students, advance medical knowledge and provide
increased access to health care for those underserved in Lynchburg and Campbell Co.
• Pre-Accreditation status was received from its programmatic accreditor, the American Osteopathic
Association Commission on Osteopathic College Accreditation in December 2012. The COM has
submitted it prospectus to the Graduate Senate and gained approval on April 5th, 2013 and submitted
the document for SACS review. It is awaiting approval from SACS before COCA will proceed.
• The COM has hired an administrative leadership team with Dr. Ronnie B. Martin, D.O., FACOFPdist as Dean. Additional hires have been made and approximately 24 faculty and Chair positions are
being posted as of April 1, 2013 with anticipated start dates between July and December.
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ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
A11.2 Establish a medical school. (Continued)
• The COM has developed collaborative affiliation agreements with local physicians and medical
institutions to allow it to meet its mission and the requirements of the curriculum. Engagement with
local physicians and health care provider groups is actively underway.
A12.1 Establish standard dollar amounts/budget lines for programs to use for marketing purposes,
and develop standard marketing materials that can be modified to suit each program's needs.
•
•
•
Each university department has been assigned a Project Coordinator within the marketing department
to service their departmental needs. With the implementation of the Writer/Designer/Project
Coordinator Coalition meetings, marketing materials are individualized to fit each department’s needs.
The addition of our Quality Control team, has allowed for quicker turnaround times, increased office
efficiency and a more cohesive look and feel to the university's marketing pieces.
Friendly Friday and College For A Weekend (CFAW) events were established as targeted
programs/events for specific budgeted marketing efforts. Friendly Friday events received a 50%
increase in funding while CFAW events received a 26% increase in the areas of Advertising, Print
Promotional items, and Other Promotional items.
National Recruitment determined an appropriate dollar amount to be used for marketing and
promotional material as it pertains to festivals, fairs, conventions, and school visits.
A12.2.1 As appropriate, standardize admission and graduation standards across the University's
programs.
•
On the graduate level, a matrices committee was formed to standardized admission and graduation.
A12.2.2 Have all programs formulate plans to close any gaps between their standards and those of
benchmark programs.
• Program curricular review, conducted on a five-year cycle, provides academic departments with an
opportunity to assess the curricular design of their programs, compare their designs with other
institutions’ designs, evaluate the enrollment and graduation statistics of the programs, as well as to
assess and analyze any aspects of the program that may affect the attainment of student learning
outcomes (e.g., faculty, facilities and equipment).
A13.1 While maintaining compliance with demands of outside accreditors, ensure that all
departments' practices conform to guidelines produced by the committee.
• The Provost, Vice-Provost, and administrative deans are conducting a review of current release time
practices in order to create a standardized set of release time guidelines.
A13.2 Present the statement/guidelines to the full faculty at various venues (faculty workdays,
faculty meetings, etc.).
• Once approved, the release time guidelines will be disseminated to deans to share with respective
chairs and faculty during school/department meetings.
A13.3.1 Introduce an annual faculty survey to be used as an evaluation tool for administration and as
a guide for future planning.
• While an annual faculty survey has not been developed, the faculty survey of student engagement was
administered this year so that administration could collect information for future planning.
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STUDENT SUPPORT GOALS
B1. The University will seek ways to integrate its mission of spiritual development within university
student support programs.
B2. The University will ensure that student life programs meet the needs of residential, commuter,
and online students.
B3. The University will give particular attention to its academic and career/vocational support
programs.
B4. The University will give particular attention to the value of the esprit de corps that
intercollegiate athletics brings to the university.
STUDENT SUPPORT ACHIEVEMENTS
B1.1.1 The Office of Spiritual Programs will seek a more diverse line-up of speakers in Convocation,
considering the results of the analysis conducted in the previous year.
• While many speakers continue to be prominent and influential Christian pastors and leaders,
individuals from the fields of church ministry and leadership, counseling, government, film,
professional sports, and business have been highlighted.
B1.1.2 The Center for Global Ministries will implement and administer the spiritual inventory to
those students participating in short term missions programs before their excursion and afterwards
and assess their change.
• The Center for Global Ministries implemented a Cultural Intelligence Assessment for the students
who took part in Light trips.
B1.1.3 The University will bring awareness of holistic development programs and offer support
services through the Pastoral Office to the student body.
• The Campus Pastors Office provided Christian guidance, programs, and resources that promote
growth in the understanding and expression of the Christian faith of students.
B1.2 The Office of Student Leadership will continue to develop strategies of follow up and outreach
towards the local and commuting students.
• Commuter engagement was facilitated through a total of 5 events planned and executed both in the
Fall 2012 and Spring 2013 semesters. These events included fairs, orientations, commuter connect
groups, commuter meet and greet, and commuter welcome events.
B3.1 Develop and implement specific targets which will increase the effectiveness for LU Abroad
and Intercultural Studies programs according to the requirements of Liberty University’s missionary
sending partners.
• A new database has been built to track students through the process of their internships. It also helps
connect students with the missionary sending partners.
•
New flowcharts, timetables and checklists have been developed to help students navigate through the
complicated internship process with the University as well as with the missionary sending partners.
• A gap year program was created in which graduating high school seniors spend a year after graduation
completing a cross-cultural internship where they can gain a year’s worth of credits that could then be
applied to a Global Studies degree.
• Working with the School of Business for the 2nd straight year, several students were sent on Business
As Mission related internships working in partnership with Pioneers (one of the partner mission
agencies).
• Internship staff is in the process of creating a database of partner organization field locations where
students can complete internships.
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STUDENT SUPPORT ACHIEVEMENTS (Continued)
B3.1 Develop and implement specific targets which will increase the effectiveness for LU Abroad
and Intercultural Studies programs according to the requirements of Liberty University’s missionary
sending partners. (Continued)
• A new curriculum has been developed based on extensive assessment with our partner organizations,
which meet some of the minimum training requirements for future missionary candidates.
COMMUNITY SERVICE GOALS
C1. The University will provide instruction regarding social responsibility derived from a biblical
worldview.
C2. The University will provide Service-Learning opportunities.
C3. The University will measure the level of participation of its students, faculty, and staff in
community service.
C4. The University will promote and support the community service program.
C5. The University will encourage civic responsibility.
C6. The University will provide opportunities to engage in civic responsibility.
COMMUNITY SERVICE ACHIEVEMENTS
Targets Met
C1.1 Provide training to faculty for integration.
• During the August, 2012 Faculty Orientation, a faculty workshop was presented to new faculty on
"Integrating Biblical Worldview across the disciplines," and was also taped to assist faculty with faith
and learning integration.
• In fall 2012 and spring 2013, the Center for Teaching Excellence (CTE) hosted monthly workshops,
luncheons and presentations led by faculty on Faith and Learning Integration. The CTE added links
to its Faith Integration Web page which provide resources and websites to educate faculty on general
and discipline specific biblical worldview integration.. Faculty videos have been added demonstrating
how they personally integrate the biblical worldview into their discipline and how they specifically do
so in an actual class lesson plan.
• The Center for Christian/Community Service added a link to their website which provides students
and faculty with resources for integrating biblical worldview into disciplines, as and into social
responsibility.
• April 2013 - A faculty workshop was conducted through CTE on "Integrating the Biblical Worldview
across the disciplines.”
C1.2 Increase support staff to maintain website
• It was determined CSER and CTE websites could be maintained without additional staff; instead,
existing Center for Christian/Community Service faculty developed a plan to search and post webbased resources in integrating the biblical worldview with social responsibility. The Center then
located and added these links and resources to the website.
• The Center for Teaching Excellence continued to develop its website by adding resources for faith
and learning integration within the classroom, as well as for application of Christian worldview in
society.
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COMMUNITY SERVICE ACHIEVEMENTS (Continued)
Targets Met
C1.3 Implement strategies to increase communication of the purpose, policies and procedures of the
Christian Community Service Department.
• CSER expanded the strategies for communicating its purpose, policies, and procedures to include:
Biblical Worldview I & II courses for first year students; physical signs, banners, brochures;
blackboard announcements, splash page announcements, convocation slides, email blasts, login page
slides, Readerboard announcements; social media; convocation and resident hall announcements; and
radio announcements.
C2.1 Provide departmental/individual faculty training in the development of Service-Learning
courses.
• The Center for Christian/Community Service (CSER) submitted an official request to the Center for
Teaching Excellence to conduct workshops on Service-Learning. In August, two faculty members
from the Center for CSER provided two workshops entitled: Service Learning I – How to
Incorporate Service-Learning in My Course; and Service Learning II - Successful Service-Learning
Integration. These two workshops generated several one-on-one faculty training opportunities and
discussions throughout the year.
• A Service-Learning Webinar taught by one of the top Service-Learning researchers, authors and
trainers in the United States was conducted in the fall of 2012. This workshop provided faculty an
understanding of Service-Learning, strategies for incorporating Service-Learning in a course, as well as
skills on how to effectively assess the service learning taking place.
• Individual faculty members have contacted CSER to provide examples of Service-Learning courses
and to discuss strategies and seek training in Service-Learning.
• Service-Learning courses are being conducted and modified in the following area; Athletic Training,
Health Sciences, Government, Communications, Nursing, Sociology and the Seminary.
• CSER faculty conducted training for the faculty members teaching BWVW 301 and RLST 489.
C2.3 Develop a plan to assess the value of Service-Learning courses to students and the community
• With assistance from CSER, the faculty member teaching BWVW 301 has developed a plan to assess
the value of the 301 Service-Learning course to students and the community.
C3.1 Develop and implement a plan to increase student participation in informal
Christian/Community service.
• A new Community Care Initiative (CCI) was designed and implemented in the fall 2012. The basic
strategy of the CCI is to discover community needs and then mobilize service-minded students on
campus who desire to be more directly involved in their local community by engaging in short term
service projects which are not necessarily tied to the official CSER program.
C3.3 Implement and assess the plan created to accurately capture volunteer service from the
residential and all LU Online students.
• During the first full year the Community Care Initiative completed:
o 119 care projects with 881 participants (including students, staff, faculty and alumni)
o 3,331 hours of care, or informal community service, rendered to the community
o Six of the 119 projects, and 187 of the 3,331 hours of care were specifically completed in
the Tobacco Region of Southside Virginia.
• Assessment and improvement of CSER community service opportunities takes place after each term
using student evaluation forms.
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COMMUNITY SERVICE ACHIEVEMENTS (Continued)
C3.3 Implement and assess the plan created to accurately capture volunteer service from the
residential and all LU Online students.
• Community service hours completed by undergraduate students during 2012 were:
Spring – 136,604 hours of service
Summer – 28,667 hours of service
Fall – 150,604 hours of service
Total - 315,875 hours of service
C4.1 Implement the plan created to promote the Liberty University Christian/Community Service
Program to Central Virginia.
• 10 new partnerships with organizations in Central Virginia were added as a result of conducting the
fall 2011 CSER Fair.
• Through its Special Projects program, Liberty promoted Christian Community Service again this year
by offering students the opportunity to serve at approved non-profit organizations. Dozens of new
organizations participated and supervisors were invited to also attend the annual CSER Recruitment
Fair.
• Partnerships with service organizations in Central and Southside Virginia (Virginia Tobacco region).
are expected to increase once the Liberty University College of Osteopathic Medicine opens and
begins offering service opportunities for its students.
• The Community Christian Initiative can now seek new community service opportunities for students
in Central and Southwest Virginia through a newly developed in-house SharePoint page and
Facebook page accessible to anyone.
C4.2 Communicate to the appropriate Public Relations Office special community service initiatives
by the students, faculty, and staff that can be communicated to news outlets.
• Liberty Marketing promoted several projects on the Liberty University main page and a few were
covered by local media, including WSET ABC 13 and the Lynchburg newspaper, The News and
Advance.
C4.3 Implement the plan to communicate Christian/Community service opportunities.
• The Center for Christian/Community Service (CSER) promotes Christian service opportunities
through the annual CSER registration fair that brings in around 100 different local organizations and
departments each fall semester. Other promotional methods include posting CSER partner
organizations on the CSER our website and placing Christian service announcements on the Liberty
University Splash Page.
C4.5 Request and hire qualified faculty and staff as needed.
• A needs assessment determined that no additional full-time CSER faculty or staff members were
needed. In lieu of new hires, the Center worked with the Information Technology Department to
design an automated process for entering all of the student registrations and grade evaluations into
Banner. That program is being implemented during the summer of 2013.
C4.6 Organize and meet with the Community Service Committee.
• It was determined that the existing CSER faculty, staff and student groups would serve on the
Community Service Committee and meetings of the committee would become a part of normal staff
meetings. CSER supervisors and leaders from different community service backgrounds such as
churches, sports programs, community service agencies and campus services will be invited to these
meetings.
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COMMUNITY SERVICE ACHIEVEMENTS (Continued)
C5.1 Develop a plan to better inform students, faculty, and staff of their civic responsibility.
• Through the efforts of the Dean of Students Office, civic engagement was bolstered through voter
registration and education initiatives, yielding an 83.5% voter turnout at the new precinct during the
November 2012 election.
C5.2 Support student clubs and organizations to invite speakers who will encourage civic
responsibility.
• The Office of Spiritual Programs allowed many clubs and organizations to set up display
booths/tables on the concourse after Convocation so staff could interact with and educate students
regarding their various civic projects and initiatives.
C6.2 Encourage the Lynchburg City Council to provide a polling location on the campus of Liberty
University.
• The Office of Spiritual Programs supported the Chancellor’s successful efforts to get a polling
location on the campus of Liberty University.
ADMINISTRATION, OPERATIONS, AND FACILITIES--DEVELOPMENT
GOALS
D4. The University will increase giving through the Alumni Program, the Annual Fund, and Major
Gifts.
D5. The University will continue to build relationships with supporters to encourage planned giving.
ADMINISTRATION, OPERATIONS, AND FACILITIES—DEVELOPMENT
ACHIEVEMENTS
D4.1 Ensure that 25% of the active chapter members will be directly involved in recruiting,
mentoring or fundraising.
• Implementation of an alumni card with swipe capabilities has been engaged at approximately 19%.
D4.1.2 Grow recruiting efforts by alumni from 36% to 38% of the incoming students; identify 400
recruited students as a direct result of alumni recruiters and track each student.
• Several tools have now been developed which allow for more accurate tracking through source codes.
D4.2 Establish a “leadership annual fund giving society,” based on a minimum of $1,000 in yearly
giving and encourage continuity and prestige in consistent yearly participation at this level.
• The Presidents Circle was established.
ADMINISTRATION, OPERATIONS, AND FACILITIES--HUMAN RESOURCES
GOALS
D6. The University will recruit and retain qualified and credentialed faculty and staff and employees
will be recognized as a vital University investment and asset.
D7. All University administrative services will be appropriately and efficiently organized and
operated.
D8. The University will provide an atmosphere conducive to student development and safety.
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ADMINISTRATION, OPERATIONS, AND FACILITIES--HUMAN RESOURCES
ACHIEVEMENTS
D6.1. Recruit highly qualified faculty in areas where student/faculty ratios are increasing.
• The professional firm of Dixon Hughes Goodman (DHG) was hired to complete an independent
analysis, assessing and making recommendations for the Leadership Group reporting directly to the
President.
•
The completion of the analysis included reviewing and analyzing the compensation information for
each position based on available market data along with structural efficiencies and ranking within LU
as compared to other universities of similar size, revenues and budgets. The statistical compilations
were benchmarked to other private and public institutions of higher learning based on size (revenue
and budget and in some cases number of employees), and geographic location.
D6.3. Increase the number of professional development opportunities as a proportion of the number
of employees.
• Plans are to implement a new hire orientation in the Spring 2014.
D7.1 Assess employee benefits by faculty and staff to determine the overall perception of quality and
value of company benefits and to receive input and suggestions for future consideration.
• A consultant was hired to review and evaluate the benefits package for Liberty and was then hired
full-time. This led to the development of the Benefit Enrollment Booklet. AON Hewitt, was hired to
do a full assessment and evaluation of benefit practices, programs, and legal issues concerning
compliance. Changes were recommended and considered.
D7.2 A University calendar of all internal and external deadlines will be developed, distributed, and
used for managing the institution
• A campus calendar which oversees the scheduling of all University events and facilities is maintained
by the University Scheduling office which is managed by the Administration Information
Management Office.
D7.4 The University will provide upon employee request, a benefit statement which includes the
total funds paid for their employment, including the value of vacation, employer’s share of benefits,
employee taxes, etc.
• Members of Human Resources and IT have begun the initial phase of reviewing a benefit portal that
will allow employees the ability to access all their benefit material, enroll, make changes, as well as
provide benefit statements. Plans are for a live release in the fall 2013.
D7.6 The University will adopt a comprehensive wage and salary plan that evaluates each position
and assigns competitive salary ranges.
• The Executive Director of HR is conducting an evaluation of every staff and faculty position. This
target has been met in that the process has been implemented and will continue through the next
fiscal year.
D8.1.1 The University campus and facilities will be evaluated annually for safety requirements,
including fire, pedestrian, traffic, first responder protocols, etc.
• Lighting was measured and improvements are in progress to upgrade lighting in identified areas of the
campus.
• Because of the increased number of pedestrian crossing the intersection of Liberty Mountain Drive
and Liberty University Drive (near Doc's Diner), and with the cooperation of the Commonwealth of
Virginia, Department of Transportation, improvements were made to turn the intersection into a 4way stop by adding signage and road markings.
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2011-2014 Strategic Plan Achievements for 2012-2013 -- Abridged
ADMINISTRATION, OPERATIONS, AND FACILITIES--HUMAN RESOURCES
ACHIEVEMENTS (Continued)
D8.1.1 The University campus and facilities will be evaluated annually for safety requirements,
including fire, pedestrian, traffic, first responder protocols, etc. (Continued)
• In conjunction with the Blue Ridge Emergency Medical Services the medical protocols for medics on
campus was reviewed and changed as needed.
• Safety of students getting to Wards Road was improved by adding a pedestrian tunnel under the
Norfolk Southern Railway on Regent's Parkway behind the Vines Center.
ADMINISTRATION, OPERATIONS, AND FACILITIES--TECHNOLOGY
GOALS
D9. The University will improve the usability, usefulness, and aesthetics of products and services it
delivers.
D10. The University will create opportunities for new insights by enabling a unified approach to
information management.
D11. The University will manage IT as a strategic business division within the University.
D12. The University will increase access to and awareness of all IT processes, products, and
services.
D13. The University will mitigate service capacity, availability, and security risks.
D14. The University will support innovative business and learning models.
D15. The University will hire, develop, and retain talented IT staff.
ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY
ACHIEVEMENTS
D9.1 Route navigation of web traffic to www.liberty.edu through portal to establish it as single entry
point.
•
Delivered - January 2013 through the official deployment of myLU.liberty.edu and routed traffic
through the new portal as a single entry point.
•
myLU portal growth December 2012-May 2013—myLU went into production January 2013.
2,500,000
2,000,000
1,500,000
Visits
Unique Visitors
1,000,000
500,000
0
201301
201302
201303
201304
201305
D11.4.2 Identify opportunities for process automation and implement technologies to automate
standardized processes where practical.
• An average of 50 tasks a month that are categorized as process automation/standardization were
completed by the Business Intelligence staff this year. Utilizing new technologies like Bizflow, Apex,
and the Warehouse we were able to increase the quality of the solutions created as well.
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2011-2014 Strategic Plan Achievements for 2012-2013 -- Abridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY
ACHIEVEMENTS (Continued)
D11.4.2 Identify opportunities for process automation and implement technologies to automate
standardized processes where practical. (Continued)
• Below is a table showing how 5 of the 50 tasks that the Business Intelligence Office was able
automate this year showing a savings of 6,813 hours for the year.
Process
Automating CRM agent withdraws
Banner Matching
Chargebacks application in APEX
Prayer Leader Application
Study Hall hours tracking
Total
Improvement (savings of hours per year)
376
5,200
175
180
882
6,813
D14.7 Track number of issues which relate to the resilience of technology for core systems and
decrease by 5% over that period.
• The core systems are identified as Storage, Wired Network, Wireless Network, Banner, Blackboard,
WebFarm, Exchange, O365, SharePoint, Call Center AutoDialer, Call Center Agent Telephony,
BBTS, ResNet, and myLU.
• The table below compares the average resilience metrics from CY12 and CY13. All Critical Services >
99% (2013).
Uptime - Top Tier Services
100
99.5
99
98.5
Jan
Feb
Mar
Apr
May
Jun
ADMINISTRATION, OPERATIONS, AND FACILITIES—
ENROLLMENT MANAGEMENT -- GOALS
D16. The University will maintain its population of residential students, with the exception of a
moderate increase in graduate students, while continuing to grow its online population.
D17. The University will maintain competitive and affordable tuition rates for all programs.
D18. The University will improve the retention and graduation rates of all students in all categories.
D19. The University will increase staff, support, and other divisions of the University at a rate
consistent with the overall growth of the resident and online student populations.
D20. The University will plan to implement a national branding campaign via TV, radio, and
website(s).
ADMINISTRATION, OPERATIONS, AND FACILITIES—
ENROLLMENT MANAGEMENT ACHIEVEMENTS
D16.1 Recruit to specific school goals in addition to university goals.
• In FY 12, LUO added 39 certificate programs and 9 new degree programs to its course offering.
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2011-2014 Strategic Plan Achievements for 2012-2013 -- Abridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—
ENROLLMENT MANAGEMENT ACHIEVEMENTS
D16.1 Recruit to specific school goals in addition to university goals. (Continued)
• The Visitors Center is recruiting to the university goal of 12,900 resident students for the fall of 2013.
•
National Recruitment staff attended specific school recruitment events and achieved improved efforts
for university wide goals.
D16.2 Increase the 3 year moving average of under-represented countries by 5% to 79.
• The Resident International Office has hired additional staff members from and serving Vietnam and
Brazil.
• National Recruitment staff recruits at events with higher multi-culture populations including college
fairs, festivals, and conventions. For fall of 2012, we reached 80 unique countries.
D16.3 Pilot test a staff/faculty call out for high achieving & other desirable student groups.
• National Recruitment was provided a list of all National Merit Scholars at schools visited and
reviewed scholarship availability to all potential candidates who qualify as Finalist & Semi-Finalist.
D18.1 Increase the 3 year moving average of HSGPA, SAT, and ACT.
• The Visitors Center provides additional exposure during events to Honors Program and additional
information concerning Academic Scholarships, and ensures that higher achieving students visiting
campus are aware of scholarships for high academic achievers.
• National Recruitment staff recruited at events that attract higher GPA contestants and participants
including STEM competitions, Bible Bees, and Engineering conferences.
D19.1 Improve the year to year employee retention rate by 3 percentage points by means of training,
professional development and career pathways
• There is an ongoing compensation evaluation that is linked to the salary study.
• The YOU MATTER is a campaign driven by Marketing that HR is encouraging through the Benefits
Meetings for New Employees.
• Employees are recognized after 5 years of service and in 5 year increments thereafter.
• HR identifies people who qualify for the monthly "Employee of the Month" recognition.
• Staff Employees hired as of January 12, 2012, can be vested after 5 years of service.
D19.2 Implement 2-3 solutions to strengthen the natural partnerships with youth pastors/churches
and guidance counselors/schools.
• Christian/Community Service office has contacted churches and community organizations in the
Tobacco Region of Southside Virginia to identify needs of the poor.
• Through the automation of the CSER program, Special Project and Church Extension supervisors
can now be easily contacted and invited to our annual Christian/Community Service Fair which takes
place in August on the campus of Liberty University.
• Splash Page announcements can also be used as a follow-up to successfully recruit enough student
volunteers.
D20.1 Measure results and outcomes that support continued growth & competitive edge in the
market place.
• Fiscal year 12-13 focused on a broader approach to advertising to increase Liberty’s name recognition
while also changing the perception that Liberty is still a small Bible school. The marketing
department still measures the activity associated with these ad campaigns through unique 800
numbers, and a branding microsite that will capture how many visits the ads generated. This year’s ad
campaigns consisted of TV, radio, billboards, and a partnership with Kirk Cameron in the production
of his upcoming film that will be released September 2013.
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