OFFICE OF THE PROVOST
INSTITUTIONAL SUMMARY
OF THE
LIBERTY UNIVERSITY
2011-2014 STRATEGIC PLAN
ACHIEVEMENTS FOR 2012-2013
UNABRIDGED
AUGUST, 2013
Prepared by the Office of Institutional Effectiveness
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
INSTITUTIONAL SUMMARY OF THE LIBERTY UNIVERSITY
2011-2014 STRATEGIC PLAN
ACHIEVEMENTS FOR 2012-2013
UNABRIDGED
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.
Prepared by the Office of Institutional Effectiveness
2
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
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 claim top honor in Big South Conference for sixth-straight year
April 2013
Liberty’s College of Osteopathic Medicine signs an affiliation agreement with Centra
February 2013
Launch Liberty Flames Sports Network
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
Plans announced for new eight-story tower residence hall
October 2012
Liberty win 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 competition teams win National Intercollegiate Flight
Association Region 10 Safety and Flight Evaluation Conference for eighth
consecutive year
October 2012
Worship Leader Magazine names Liberty’s worship program “Best of the Best”
September 2012
Donald Trump: 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 ranks among nation’s financially sound colleges and universities in a recent
study by Bain & Company and Sterling Partners.
July 2012
Liberty’s Restore Rwanda Campaign opens school in Rwanda for 37 pre-school- age
students
July 2012
LUO teacher education program ranks No. 3 in nation by TheBestSchools.org
Content of Summary
The following information is a summary of the 2011-2014 Strategic Plan highlighting major University
achievements for the 2012-2013 fiscal year. The strategic plan goals and significant achievements (targets met and
those needing further attention) are listed under each theme.
Prepared by the Office of Institutional Effectiveness
3
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
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
Targets Met
A1.1 100% of programs formulate plans for benchmarking seniors.
• 79% are benchmarking seniors through an assessment.
• 43% of the 79% are using an in-house developed test in addition to a nationally normed assessment.
• 21% report no benchmark assessment test available to use in benchmarking.
• 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
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
Targets Met
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.
• Over the course of 2012-13, much progress has been made toward the goal of opening the new
library. Progress in the actual construction project is evident, and opening of the new facility is
anticipated in the fall of 2013. Somewhat less overtly, the library has prepared for relocation to the
Jerry Falwell Library in a variety of ways:
o Beta testing a new customer service model
o Defining the functional specifications of the robotic storage/retrieval system and testing
them
o Preparing for ingestion of materials into the robotic system
o Planning regarding furnishings and their arrangement
o Participation in several meetings with IT regarding hardware and software to be used
o Reorganization of personnel structure based on planned operations in new building
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
• Biology and Chemistry Department funded upgrades in lab equipment
• Biology and Chemistry Department funded additional lab equipment
• Biology and Chemistry Department funded Gene Sequencer to assist with academic research
milestones
• Biology and Chemistry funded Anatomy Lab upgrades
• Biology and Chemistry funded for developing MS in Biomedical Sciences program to expand the
existing Biology and Chemistry offerings
• Nursing funded staffing for Doctor of Nursing Practice expanding the current Nursing program
• Nursing funded travel to national nursing conferences
UNDERGRADUATE PROGRAMS:
• School of Music funded band equipment upgrades
• School of Religion funded training faculty who will be presenting new curriculum for trips
originating from the Center for Global Engagement
• College of General Studies funded a program to monitor Rosetta Stone’s effectiveness among our
student population and other comparative institutions
• School and Aeronautics funded a new Director of Training position to track student academics and
eliminate training costs
• School of Aeronautics funded an additional flight simulator and respective computer devices
• School of Aeronautics funded two Assistant Chief Flight Instructor to administer flight stage checks
and focus on program development
• School of Aeronautics funded special Angle of Attack indicators which will reduce stall/spin
accidents by 41%
• School of Aeronautics also purchased a Cessna’s, a Piper Seminole, and 300 other aircraft parts
• School of Aeronautics purchased 3 ultrasound machines to prevent cost of outsourcing equipment
• School of Communications completed installation of Lighting/Scenic design lab and installed a
Black Box studio School of Communications received 3 new linesets
• School of Communications purchased a Jem Extreme Glaciator fog machine and a DMX Custom
Litebox system
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
Targets Met
A1.5.2 Begin selective investments in programs identified as excellent. (Continued)
UNDERGRADUATE PROGRAMS: (Continued)
• School of Business purchased Student Asset Management which allows students to manage actual
investment portfolios with faculty supervision
• School of Engineering funded a Surface Mount Tech Assembly equipment and a FPGA receiver that
will promote forensic research
• School of Engineering hired a Professor of Computing to direct our Cyber Security and AIT online
programs
• School of Engineering funded a Microsoft Pixel Sense program which allows faculty to build
interactive tools focused on web application development
A2.1.2 Assure that all majors/programs have a full cycle of assessment on skills and knowledge
related to major/program learning outcomes.
• The College of General Studies is responsible for assessing all the core competencies. A full cycle of
assessment is now in place for all of these competencies.
A3.1 Assist faculty and administrators in establishing and promoting faculty-led study abroad
programs.
• The LU Abroad office was created to help centralize documentation, streamline the approval process,
and limit liability in regards to faculty-led study abroad programs. The office also helps coordinate
and promote overseas trips.
• The department has put together a study tour questionnaire and application to be completed by
faculty who wish to take resident and/or online students overseas for a study tour. The proposed trip,
documentation, and course syllabus are then reviewed and presented to the academic leadership for
approval. The faculty leader and academic department are notified of the approval so they can
promote their trip to students.
• The LU Abroad office assists faculty in partnering with third party vendors if needed to conduct
faculty-led study abroad programs. The LU Abroad office also has established partnerships with
schools located in overseas cities that have facilities that can be used for lodging and classroom space
during trips. The office helps bridge relationships with academic departments and these overseas
schools.
• The office provides planning and coordination help for faculty leaders or departments who have not
planned an overseas trip before.
• Abroad trip applications have been created for students to complete in order to attend LU faculty-led
trips. These applications capture needed information and allow faculty to select participants. Required
information from students and faculty include: passport copies, flight and trip itinerary, insurance
information, medical history, and emergency contacts.
• A new online payment portal has been created to centralize payment and allow all departments to
direct students to one LU site. The payment portal can be linked to the specific academic
department's budget.
• The LU Study Abroad website is used to promote faculty-led trips. The office works with the
Marketing Department and the academic department to effectively market trips through email blasts,
announcement page, newsletters, and LU websites.
• The LU Abroad office service has a central office that handles documentation for all overseas
academic trips which the administration can access if and when needed.
Prepared by the Office of Institutional Effectiveness
6
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
Targets Met
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.
• 26 of 28 departments reported revisions to their department portfolio process to include assessment
of worldview and a more focused self-assessment by faculty.
A5.2 All departments have a mechanism in place for regular worldview training/discussion for
faculty.
• 89% (24 of 28) 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 in August, 2012 and 14 workshops during the academic year, for a
total of 30 workshops. In addition, the 3rd annual Teaching with Technology Boot Camp was
attended by 20 faculty. For the first time in the history of the TWT Boot Camps comparative data on
the question of "use of technology in the classroom by the instructor" from the student perspective
will be mined from the End of Course evaluations. This information will be finalized after the
implementation phase of the TWT Boot Camp. Faculty attending the Boot Camp receive a stipend
and much recognition at the university level.
A6.2 Develop and implement a program of small grants to support instructional enhancement,
innovation, and exploration.
• The responsibility for 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.
• After a review of the Graduate Student Assistantship (GSA) program in the winter of 2011-2012, and
at the direction of the Office of the Provost, the Graduate Student Assistantship Program was placed
under the direction of The Graduate School.
• Previously academic departments had been charged with finding, hiring, and managing Graduate
Student Assistants in their programs and had requested additional positions through the Budget
Request Form process.
• Through centralizing the GSA program, the Graduate School is now able to apply uniform policies
and procedures in the hiring, managing, remuneration, and review of GSA’s.
• Requests for additional GSA support are now submitted in December of each year by Dean’s who
provide those requests to the Dean of The Graduate School.
• These requests are reviewed and presented in one Budget Review Form from The Graduate School.
• This has not only resulted in a more efficient use of financial resources allocated to this program but
has also brought increased program development to this area.
• For instance, GSAs are now provided with a University-wide orientation program at the opening of
each academic year. GSA’s are reviewed on a more consistent basis with increased attention paid to
their development as teachers and academic professionals.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
Targets Met
A6.3 Provide adequate and appropriate instructional and logistical support through the effective use
of graduate student assistants. (Continued)
• In the upcoming year, and in cooperation with the Center for Teaching Excellence, GSA’s will have
the opportunity to participate in a Certificate program by attending workshops and webinars
throughout the academic year.
A6.4 Identify a site and allocate resources, including a staff and budget.
• The Center for Teaching provides faculty with the resources, skills, training, and information to
empower them to become more effective educators. The Center seeks to increase the understanding
of the teaching-learning process, promote teaching as scholarly activity and encourage
interdisciplinary conversations about teaching and learning among members of the University
community. 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. The
Center, located at DeMoss Hall 3032, provides a lending library, a classroom for training, private
consultation areas, and a conference area for small groups.
A7.0.1 Based on needs assessment, new student services (including math tutoring) are introduced.
• Academic Retention--Tutoring and other support services have been a focus as part of descriptions
of availability through FRSM and the newly designed BWVW course. Additionally, the Director of
the Bruckner Learning Center (BLC), and the Tutoring Coordinator have visited with department
chairpersons to provide information and solicit assistance with promotion. Finally, "business cards"
have been developed and distributed to key office locations with large student traffic volumes to
enhance the awareness of tutoring availability.
• Bruckner Learning Center--No specific weaknesses have been isolated for an action plan in the
various BLC and CASAS support areas. Regardless, action plans have been established to enhance
the services provided in each area.
• Registrar-Student Service Center--The Student Service Center leadership created a Conversation
Cycle to help team members maintain the flow of a conversation when assisting our students and
visitors, including irate visitors. This allows the Student Service Center to continue serving the
customers in the most beneficial and productive way.
• The Student Service Center leadership created 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.
Team members pick a card out of each pile that will help them create a scenario. Team members then
practice with one another to work through the situation, prepare for possible situations, and
determine solutions for future cases.
A8.1 Assess satisfaction with all norm tables and assess the percentage increase in residential
student course evaluation response rates.
• Between summer 2010 and fall 2012, the student satisfaction response rates have ranged from 34.8%
to 40.0%. The fall 2012 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.
• Below is the response rate by semester beginning summer 2010.
o Summer 2010: 36.9%
o Fall 2010: 34.8%
o Spring 2011: 40.0%
o Fall 2011: 38.8%
o Spring 2012: 38.6%
o Fall 2012: 37.0%
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
Targets Met
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 incorporates self,
chair and dean evaluation of teaching, student end of course evaluation of instruction, and new
guidelines for promotion. 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. Graduate Students
may make application to The Graduate School for these awards. More than $1000 was awarded for
the 2012-2013 academic year. This amount was renewed for the 2013-2014 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 this Program Review process, each academic department compares their curriculum against
benchmark programs in their majors. In addition to basic enrollment demographic information, the
departments are required to report on several important facets of the program’s effectiveness, and
provide both strengths and potential needs as a result of the analysis. If shortfalls are noted the
department prepares an action plan to address the deficiency. A total of 2 program reviews were
conducted in the 2012-2013 academic year (Masters in History and 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 Hispanic programs that were determined to be offered.
•
Liberty University in 2012 continues to develop current and new programs in order to reach out to
the Hispanic Students in the United States through a series of 12 online programs translated in their
native language. In 2012 we had 12 online bilingual programs offered and approved by each specific
academic department: Certificate in Biblical Studies, Certificate in Ministry, Certificate in Business,
Associates in Religion, Associates in Criminal Justice, Associates in Education, Associates in Business,
Associates in Paralegal Studies, Associates in Psychology, Bachelor of Science in Religion, Master of
arts in Christian Ministry, Master of Arts 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. ft. state of the art building that will house the College of Osteopathic Medicine and the
Graduate programs in Public Health.
Prepared by the Office of Institutional Effectiveness
9
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
Targets Met
A11.2 Establish a medical school. (Continued)
• The facility will support the integrated, spiral, active learning curriculum of the COM and the graduate
Public Health programs. It contains the administrative areas, student and faculty support areas,
classrooms, learning resources center facilities, standardized patient and simulation facilities,
educational and research laboratories along with the state of the art technology required to support the
curriculum. 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 County. The COM anticipates that the
building will be completed during the spring of 2014.
• The University has received two matching grants from the Virginia Tobacco Commission. The first
was for 20 million dollars to support part of the cost of building the facility and the other was for 8.5
million dollars to support part of the cost of equipping the facility to provide health care, promote
research and advance medical education. Efforts at fund raising continue through the development
offices of the University.
• The COM received Pre-Accreditation status from its programmatic accreditor, the American
Osteopathic Association Commission on Osteopathic College Accreditation in December of 2012.
• The COM underwent it first Provisional Accreditation Inspection in March of 2013 and is on the
schedule for COCA to review at its May 4th and 5th, 2013 meeting. Provisional accreditation, if
gained, would allow the COM to begin to recruit students in the fall of 2013 in anticipation of having
its first class in the fall of 2014. The COM has submitted a prospectus to the Graduate Senate and
gained approval on April 5th, 2013 and submitted the document for SACS COCS review and approval
the following week. It is awaiting approval from SACS before COCA will take final action.
• The COM has hired an administrative leadership team. Dr. Ronnie B. Martin, D.O., FACOFP-dist
has been hired as the Dean for the proposed college. He has hired, with the approval of the Provost
and Chancellor, Dr. Timothy Leonard, M.D., PhD as Associate Dean for Bio-Medical Affairs, Dr.
Joseph Smoley, PhD as Associate Dean for Academic Affairs, and Dr. Eric Gish, D.O. as Associate
Dean for Clinical Affairs.
• The COM is recruiting for the remainder of its leadership team at this time, announcing the hiring of
Dr. Kenneth Dormer as Chair of Path/Phys/Pharmacology, Dr. Michael Brewer as Chair of Cellular
Biology, Dr. James Swanson as Chair of Structural Medicine, and Dr. Jason Wells as Chair of NeuroSciences. The Director for Administration and Finance and the Director for Accreditation,
Credentialing and Affiliations are on board at this time. Approx. 24 faculty and Chair positions are
being posted as of the first of April with anticipated start dates between July and December of 2013.
•
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. To meet it needs,
affiliation agreements with Centra Health Systems, Johnson Health Center, Life Point Health Systems,
Halifax Regional Hospital, and Community Health Systems are finalized at this time. Engagement
with local physicians and health care provider groups is actively underway, receiving an overall positive
response and building support for the COM.
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.
• Marketing: The current budgeting system still has a decentralized approach where each department
is responsible for its own marketing expenses. The University Marketing team services and creates the
request but has no jurisdiction on how moneys are spent or reallocated throughout the year by a
department.
Prepared by the Office of Institutional Effectiveness
10
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
Targets Met
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.
(Continued)
• Each university department has been assigned a Project Coordinator within the Marketing
Department to service its departmental needs. With the implementation of the
Writer/Designer/Project Coordinator Coalition meetings, marketing materials are individualized to fit
each department’s needs. When appropriate, a predesigned template is created that all departments
use but can be customized with departmental logos to meet the client's specific communication goals.
Each Project Coordinator has a team that consists of writers and designers that allow them the
flexibility to tailor marketing projects as needed for departmental requests. This team concept, with
the addition of our Quality Control team, has allowed for quicker turnaround times, increased office
efficiency, and has conveyed a more cohesive look and feel to the University's marketing pieces. The
Marketing team also plays a key role in creating and managing the use of the University's wordmarks,
logos, and monograms. The Quality Control team is instrumental in making sure that all logos and
marks are used in accordance with the University brand identity guide.
• Recruitment & Visitor Center: Visitors Center-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.
• FY2013 Promotional Expenses:
o Prospecting / Leads increased 17%
o Postage increased 29%
o Media Advertising increased 8%
o Promotional Print increased 39%
o Displays increased 4%
A12.2.1 As appropriate, standardize admission and graduation standards across the University's
programs.
• On the graduate level, there is a matrices committee that has 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).
• Each fall, based on the ongoing, cyclical timeline, assigned departments receive a template populated
with demographic data. Department faculty participates in a training session concerning the process
and requirements for the review. At this time gaps between programs standards and those of
benchmark programs are addressed through the action plans that are the culmination of the analysis
of the program curricular reviews.
• In 2012/2013, the History master’s program was reviewed and found a gap in the diversity of courses
offered. The action plan is to create new course offerings and hire more faculty to teach these
offerings.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ACADEMIC EXCELLENCE ACHIEVEMENTS (Continued)
Targets Met
A12.2.2 Have all programs formulate plans to close any gaps between their standards and those of
benchmark programs. (Continued)
• In 2011/2012, the Worship graduate program was reviewed and found a gap in music elements in the
degree offerings. The action plan was to propose a new degree: MA in Music and Worship Studies. In
previous years, through benchmarking, the School of Music (then Department of Worship) found a
need to seek programmatic accreditation to close the gap. The School of Music is in the process of
pursuing the National Association of Schools of Music (NASM) accreditation. Some years ago, the
School of Engineering also found it necessary to seek accreditation for all of its programs. This
process of acquiring this programmatic accreditation has taken several years to accomplish in that the
accrediting agency approves one program at a time.
• The School of Engineering received ABET accreditation for their Electrical Engineering program and
their Industrial and Systems Engineering program in Summer 2012.
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. Once approved, departments
must conform to these guidelines.
A13.2 Present the statement/guidelines to the full faculty at various venues (faculty workdays, faculty
meetings, etc.).
• Once the new release time guidelines are approved, they will be disseminated to deans who will share
them with their 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.
A13.3.2 Administration will formulate improvement plans to address all areas of weakness
consistently identified in faculty surveys.
• The Provost's office has instructed the Office of Institutional Effectiveness to analyze the FSSE data
by school so that each dean can receive findings and then develop improvement plans to address all
areas of weakness that are identified.
ACADEMIC EXCELLENCE TARGETS NEEDING FURTHER ATTENTION
A1.3 Identify office space and begin a search for the director of this office. Consider folding this
office into CASAS or the Career Center.
• Theatre--This target was moved to the Provost's office. However, Theatre Arts inducted 10 students
in 2013 into the National Honor Society for Theatre Arts, Alpha Psi Omega. They had three students
accept internships through SETC interviews/auditions in 2013.
• Education-Graduate Department--For 2012-2013, Graduate Education supplied funding in the
form of stipends and tuition waivers for four doctoral level teaching assistants.
• This objective has been deferred by the Provost’s office and will be reconsidered when the 2014-2017
Strategic Plan is developed.
Prepared by the Office of Institutional Effectiveness
12
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ACADEMIC EXCELLENCE TARGETS NEEDING FURTHER ATTENTION
(Continued)
A1.5.1 Develop a high priority list from each program (taken from the matrix created in 2011-2012).
• 29 of 30 programs reported high priority lists.
A2.1.1 Add a senior assessment as a cap-stone general education measurement (e.g., GRE).
• In 2012-13, all academic departments were charged by the Provost to investigate the possibility of
including capstone courses and/or assessment measures in their curricula. Various actions have
resulted:
1. Some departments have begun development of true capstone courses.
2. ALL Departments have adopted course sequences, so as to allow a "data capture" of
seniors at the point of graduation.
3. Where possible, departments have adopted the use of the MFT or other licensure exam.
A4.1 25% of alumni are involved in LU-sponsored alumni program activities, such as recruiting or
mentoring.
• The target to have 25% of the alumni base has been partially met. Some of the larger programs like
the LU Network, Mentoring, and others are no longer under the direction of the Alumni Relations
Department.
• Alumni Relations is in the process of implementing a new alumni card which will have swipe
capabilities. This will give far better tracking abilities and be able to begin tracking exactly how
engaged individuals are. Of the programs currently in place the office is able to show roughly 19%. If
the numbers from the LU Network were added, the percent shown would have well exceeded the
desired goal of 25%. For future targets and goals, more details will be provided regarding the
definition of alumni used for this target. More details will be provided as to what classifies an
individual to be considered "engaged" and over what period of time.
A7.0.2 All student service areas with identified weaknesses have implemented improvement plans.
• The Math Emporium was established and expanded to meet the math learning needs beyond DVMA
courses (MATH 100 and 110). At the same time, adjustments were made and positive gains were
recognized. The pass rates for the DVMA courses in the fall were approximately 80% in the fall and
75% in the spring. This is an average of 5-10% higher than in previous methods. From surveys,
motivation appears to be the largest stumbling block for student success in the Math Emporium.
A9.1 Create an office that will mentor and assist faculty who desire to apply for grants or other
funding.
• No action has been taken on this target. The Dean of The Graduate School regularly reviews grant
applications submitted by faculty for outside funding but no office or staff position has been created
to meet this target. This target will be considered in the 2014-2017 Strategic Plan.
A9.3 Create a public venue (mini-conference, poster session, etc.) for undergraduate researchers to
present their work.
• Deferred for future consideration in the 2014-2017 Strategic Plan.
A9.4 Based on Faculty Senate report, administration will determine if action is to be taken and
initiates a bill or resolution, to be approved by the Provost. Allocate resources to join the selected
organization(s).
• This objective has been deferred and will be reconsidered when the 2014-2017 Strategic Plan is
developed.
Prepared by the Office of Institutional Effectiveness
13
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ACADEMIC EXCELLENCE TARGETS NEEDING FURTHER ATTENTION
(Continued)
A10.1.1 Formulate a plan to expand the Center for Research and Scholarship's awards to include
graduate-level research.
• GRADUATE STUDENT: 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. Graduate Students may apply to The Graduate School for these awards. More than
$1000 was awarded for the 2012-2013 academic year. This amount was renewed for the 2013-2014
academic year.
• GRADUATE LEVEL: At the Direction of the Provost the Center for Research and Scholarship
(CRS) underwent a review process for the 2012-2013 year. Three members of the Faculty were
appointed to assist the Dean of the Graduate School in this review process. The goal of this review
was two-fold. First, to work with faculty members during the 2012-2013 year to develop grant
applications promoting the enhancement of student learning at Liberty University. Several grants
totaling close to $50,000 were awarded to faculty in the School of Engineering for the construction of
an interactive student learning classroom. The second goal was to reformulate the criteria for awarding
Center for Research Grants. The proposal is currently under review by the Provost.
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
Targets Met
B1.1.1 The Office of Spiritual Programs will seek more diverse line-up speakers in Convocation,
considering the results of the analysis conducted in the previous year.
The Office of Spiritual Programs successfully provided for students a more diverse line-up of Convocation
speakers during the 2012-2013 school year. While many of our speakers continue to be prominent and
influential Christian pastors and leaders, more than ever have successful and relevant Christians spoken who
have penetrated the secular sphere. The expertise and life-experience shared by these individuals can be
invaluable to our students, most of whom will be finding occupations in secular environments. Individuals
from the fields of church ministry and leadership, counseling, government, film, professional sports, and
business have been highlighted.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
STUDENT SUPPORT ACHIEVEMENTS
Targets Met
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 partially implemented a Cultural Intelligence Assessment for the
students who took part in Light trips that also chose to take the GLST 380 course that corresponds
with the trips.
• This next school year, plans are to have all of the short-term participants take the Cultural Intelligence
Center's T1 (pre-training and pre-trip) and T2 (post training/trip) assessments so that a similar report
evaluating how the center is doing in training all of the short-term missions participants.
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 achieved this goal by providing Christian guidance, programs, and
resources that promote growth in the understanding and expression of the Christian faith of students.
These programs and resources include gender specific support groups, Bible studies, and on one-onone mentoring with a Life Skills Coordinator or a Campus Pastor. In order to bring awareness of
these support services to the student body, the CPO staff did the following:
1) Hosted an open house in the Fall of 2012—September 2012
2) Updated the CPO website and brochure—Completed November 2012
3) Sent out an email blast to all incoming female freshman for the Ladies Bible Study—
September 2012 and January 2013.
4) Created posters and postcards for each group—August 2012 and January 2013
5) Set up a table in DeMoss with postcards and sign-up sheets—January 2013
6) Created promotion slides for the splash page and convocation—September 2012 and
January 2013
7) Made a verbal announcement in Dr. Wheeler’s EVAN class—September 2012
8) Emailed the list of groups to the Office of Student Leadership so that the residential
leaders could promote them on their halls—January 2013
B1.2 The Office of Student Leadership will continue to develop strategies of follow up and outreach
towards the local and commuting students.
• Student Care--During the 2012-2013 academic year, commuter engagement was facilitated through a
number of different events by Dean of Students employees. A total of 5 events were planned and
executed both in the Fall 2012 and Spring 2013 semesters. These events include: Fall and Spring
Commuter Apartment Fair, Fall and Spring Commuter Orientation, Fall and Spring Commuter
Connect Groups, Fall and Spring Commuter Meet and Greet, and the Fall and Spring Commuter
Welcome Event.
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.
• LU Abroad in this Finding is referring to the Center for Global Engagement's Internship program
that used to be titled "LU Abroad". Now it is referred to as "CGE Internships". The Intercultural
Studies program is now titled "Global Studies" (GLST).
Prepared by the Office of Institutional Effectiveness
15
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
STUDENT SUPPORT ACHIEVEMENTS (Continued)
Targets Met
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)
• CGE has worked with IT and the Business Intelligence Office to build a new database to track
students through the process of their internships. The database is helping track these students from
the original contact with them all the way through the completion of their internship. It also helps
connect students with the missionary sending partners and vice versa. CGE has also developed new
flowcharts, timetables and checklists for students to help them navigate through the complicated
internship process with the University as well as with the missionary sending partners.
• The flowcharts, timetables and checklists created for the internship program also apply to the GLST
program. They will be given to students in the GLST program and at internship interviews.
• CGE has also worked to create a gap year program in which graduating high school seniors would
spend the year after graduation completing a cross-cultural internship where they would be able to
gain a year’s worth of credits that could then be applied to a GLST degree.
• CGE is currently working with other academic departments on creating GLST cognates to include in
other academic Degree Completion Plans.
• CGE has worked with the School of Business for the second straight year to send several students on
Business As Mission related internships working in partnership with Pioneers (one of the partner
mission agencies).
• CGE Internship staff is in the process of creating a database of partner organization field locations
where students can complete internships. They are also attempting to become more familiar with the
kind of internships our partner mission agencies might be able to offer students wishing to work to
help end sex trafficking/human trafficking.
• CGE has developed a new curriculum, based on extensive assessment with partner organizations,
which meet some of the minimum training requirements for future missionary candidates. A few
highlights include:
o Integrating the "Perspectives on the World Christian Movement" curriculum into the
Introduction to Global Studies course.
o Discipleship training specifically tailored towards working within a cross-cultural context
o Language Acquisition Course
o Ethnography and Cultural Acquisition Training
STUDENT SUPPORT TARGETS NEEDING FURTHER ATTENTION
B3.2 The Center for Global Ministries, in partnership with LUO, will test an international trip that is
part study tour and part humanitarian outreach
• This target was not reported on this cycle.
Prepared by the Office of Institutional Effectiveness
16
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
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.
• August 2012 - During Faculty Orientation, a faculty workshop was presented to new faculty on
"Integrating Biblical Worldview across the disciplines." This was designed to address the integration
of faith and learning. The workshop provided faculty with a clear definition of the biblical worldview,
what activities do not foster true integration, and suggestions were given on how to integrate the
biblical worldview across the disciplines. This workshop was also taped for continued access to faculty
to assist them in faith and learning integration. This will be a required workshop for new faculty and
will be available as a refresher workshop for current faculty.
• Fall 2012-Spring 2012 - The Center for Teaching Excellence (CTE) provided monthly workshops,
luncheons and presentations led by faculty on Faith and Learning Integration. Each of these activities
provided different approaches and strategies on integration. A Faith Integration link was also added
to The Center for Teaching Excellence which provides resources and websites to educate faculty on
biblical worldview integration. These focused upon general as well as specific discipline integration
practices. A gallery was also added which provide faculty videos on how they personally integrate the
biblical worldview into their discipline and how they specifically do so in an actual class lesson plan.
These types of training activities will continue to be offered in the future. The Center for
Christian/Community Service also added a link to its website which provides students and faculty with
resources in biblical worldview integration into disciplines as well as biblical worldview integration
with social responsibility. Additional resources will be added in the future through the assistance of
faculty, graduate students, and Christian/Community Service student workers.
• April 2013 - A faculty workshop was conducted through CTE on "Integrating the Biblical Worldview
across the disciplines.” This was an abbreviated workshop conducted in August to provide more
specific time for departmental integration discussion and idea exchange.
Prepared by the Office of Institutional Effectiveness
17
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
COMMUNITY SERVICE ACHIEVEMENTS (Continued)
Targets Met
C1.2 Increase support staff to maintain website
• The Center for Christian/Community Service developed a plan to search and post web-based
resources in integrating the biblical worldview with social responsibility. It was determined that no
additional staff was needed to complete this target. The Coordinator of the Center for
Christian/Community Service in cooperation with its faculty added links and resources on the
Center’s website to provide students and faculty with instruction in this area. Additional resources will
be added on an annual basis with the help of the faculty in the Center who teach courses in the biblical
worldview and provide instruction regarding social responsibility derived from a biblical worldview.
Graduate students as well as students earning their Christian/Community Service credit will also
provide resources to continue to meet this target.
• The Center for Teaching Excellence also provides a link on their website for Faith Integration.
Although a majority of its resources are helpful to faculty for faith and learning integration within the
classroom, it also provides knowledge and suggestions for applying that worldview in society.
C1.3 Implement strategies to increase communication of the purpose, policies and procedures of the
Christian Community Service Department
• The Center for Christian/Community Service (CSER) utilizes multiple strategies and tools to
communicate the purpose, policies, and procedures for CSER. All first year students are required to
be enrolled in two courses taught by the CSER faculty called Biblical Worldview I & II. Faculty
members address the purpose of the Center throughout both courses. In Biblical Worldview II
students learn the purpose, policies and procedures for CSER through specific course content and a
CSER Assignment. The center also utilizes physical signs, banners, and brochures to communicate
important information about the program and dates. The Center also uses an electronic medium to
communicate with students and CSER Supervisors. The Center uses blackboard announcements,
splash page announcements, convocation slides, email blasts, login page slides, Readerboard
announcements, and social media. The Center also utilizes verbal mediums of communication such as
convocation announcements and hall meeting announcements. Radio announcements have been
added this year as a new means of communication. The Center plans on increasing communication
through the use of video training this year because the program is becoming automated instead of
requiring paperwork.
C2.1 Provide departmental/individual faculty training in the development of Service-Learning
courses.
• CTE--In the 2012-2013 academic year CTE hosted an Institute for Student Success, and the
following two service learning sessions were offered: What is Service-Learning & How Do I
Incorporate It into a Course and Service-Learning: Practical Examples of Successful Service Learning
Integration. The sessions were available to faculty University-wide. CTE is cooperating with the
Department of Biblical and Christian Worldview faculty, who oversee this endeavor to move forward
as deemed necessary.
• Center for Christian/Community Service--The Center for Christian/Community Service
submitted an official request to the Center for Teaching Excellence to conduct workshops on ServiceLearning in the spring of 2012. It was decided that the best time for these workshops would be the
fall Faculty Training Workshops. In August, two faculty members from the Center for CSER provided
two workshops. These workshops were entitled: Service Learning I – How to Incorporate ServiceLearning 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 to provide idea exchange and strategy training on Service-Learning integration.
Prepared by the Office of Institutional Effectiveness
18
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
COMMUNITY SERVICE ACHIEVEMENTS (Continued)
Targets Met
C2.1 Provide departmental/individual faculty training in the development of Service-Learning
courses. (Continued)
• Center for Christian/Community Service--Training was conducted with the faculty member
teaching BWVW 301. The course was established but had not properly incorporated adequate
Service-Learning strategies. The course only provided exposure to service organizations rather than
conducting service projects with sufficient assessment from all stakeholders. This course continues to
add Service-Learning assignments.
• Training was conducted with a faculty member in the School of Religion to incorporate ServiceLearning into a new Religious Studies course (RLST 489) that is being developed as a capstone course.
Discussions about proper integration continue to take place regarding this course design.
• Individual faculty members have contacted CSER to provide examples of Service-Learning courses
and to discuss strategies and 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.
• The Center for Teaching Excellence also provided faculty training in Service-Learning by providing a
Service-Learning Webinar taught by Barbara Jacoby. She is considered one of the top ServiceLearning researchers, authors and trainers in the United States. 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 for the benefit of all stakeholders.
C2.2 Develop and implement a strategy to increase courses with a Service-Learning component
• CTE--The responsibility to develop and implement a strategy to increase courses with a ServiceLearning component has been assigned to the Biblical Christian Worldview area in the School of
Religion. The CTE is cooperating with faculty in this area to offer workshops and support as deemed
appropriate.
• Christian/Community Service--It was determined that the targets for C2.1 and C2.2 had similar
targets for 2012-2013. The findings for C2.1 and C2.2 are the same because of this determination.
The strategies used to increase courses with a Service-Learning component were completed while
providing 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 the spring of 2012. It was decided
that the best time for these workshops would be the fall Faculty Training Workshops. In August, two
faculty members from the Center for CSER provided two workshops. These workshops were
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-onone faculty training opportunities and discussions throughout the year to provide idea exchange and
strategy training on Service-Learning integration.
• Training was conducted with the faculty member teaching BWVW 301. The course was established
but had not properly incorporated adequate Service-Learning strategies. The course only provided
exposure to service organizations rather than conducting service projects with sufficient assessment
from all stakeholders. This course continues to add Service-Learning assignments.
•
Training was conducted with a faculty member in the School of Religion to incorporate ServiceLearning into a new Religious Studies course (RLST 489) that is being developed as a capstone course.
Discussions about proper integration continue to take place regarding this course design.
Prepared by the Office of Institutional Effectiveness
19
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
COMMUNITY SERVICE ACHIEVEMENTS (Continued)
Targets Met
C2.2 Develop and implement a strategy to increase courses with a Service-Learning component
(Continued)
• Christian/Community Service--Individual faculty members have contacted CSER to provide
examples of Service-Learning courses and to discuss strategies and 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.
• The Center for Teaching Excellence also provided faculty training in Service-Learning by providing a
Service-Learning Webinar taught by Barbara Jacoby. She is considered one of the top ServiceLearning researchers, authors and trainers in the United States. 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 for the benefit of all stakeholders.
C2.3 Develop a plan to assess the value of Service-Learning courses to students and the community
• The Center for Christian/Community Service is responsible to teach the BWVW 301 course which
was designed as a Service-Learning course. Service-Learning courses were promoted through two
Faculty Workshops in the Fall of 2012 as a part of the Center for Teaching Excellence faculty training
program (See C2.1 and C2.2 findings for additional details. A plan to assess the value of ServiceLearning courses to students and the community was designed by the faculty member teaching
BWVW 301. This plan will be implemented in two ways.
•
1. In BWVW 301 during the fall and spring semesters, students will participate in service learning
projects (SLP) and evaluate the value of the SLP to the community by asking the questions.
o What community social issue/problem is this organization addressing and attempting to
solve?
o What did you learn about the solving of the problem/social issue addressed by this
organization? How does the organizational structure (its leadership, training, communication
with volunteers, etc.) contribute to or hinder the achievement of its mission.
•
The students are then to present these findings as part of a class SLP presentation.
• 2. In BWVW 301 during the fall and spring semesters, community leaders/supervisors participating
in the SLP will be asked questions by the students.
o In your opinion, how valuable to your non-profit organization is the participation of
students?
o How did the student’s service impact your organization (volunteers, recipient, etc.)? Was it
helpful or did it hinder your organization?
• This plan will be assessed after the 2013-2014 academic year to determine if this is a good model for
other professors to consider incorporating into their courses.
C3.1 Develop and implement a plan to increase student participation in informal
Christian/Community service
• The Community Care Initiative (CCI) was designed and developed over the spring and summer of
2012 by the Center for Christian/Community Service through interdepartmental meetings as well as a
meeting with community organizations and churches. It was implemented in the fall of 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. The CCI is
structured to elicit helping hands from among the student body to assist organizations, churches and
even private citizens to accomplish their goals in projects and events they have planned. Care Team
Leaders are the key to success in this effort. They are mostly recruits from the Office of Student
Leadership (Spiritual Life Directors and Prayer Leaders). They find out about the needs via the CCI
faculty coordinator and then recruit their team members to show up and complete the projects.
Prepared by the Office of Institutional Effectiveness
20
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
COMMUNITY SERVICE ACHIEVEMENTS (Continued)
Targets Met
C3.1 Develop and implement a plan to increase student participation in informal
Christian/Community service. (Continued)
• After its first full year (September 2012 – May 2013) CCI has completed 119 care projects, with 881
participants (including students, staff, faculty and alumni) and recorded 3331 hours of care, or
informal community service, rendered to the community. These care projects included such various
services as assisting disabled people and couples with routine household chores, painting, laying
flooring, and staining decks for the elderly and needy, feeding the homeless, building homes with
Habitat for Humanity, cleaning local parks, assisting with youth activities, helping with city
beautification projects, helping families move into and out of homes, visiting with the elderly and
assisting churches, local schools and Boy Scout troops with their ministries and community
outreaches. In the same time period 6 of the 119 projects and 187 of the 3331 hours of care were
specifically completed in the Tobacco Region of Southside Virginia.
• The CCI is administrated largely through a newly developed SharePoint page which also has pictures
and testimonials about the students’ service experiences which can be accessed by anyone with a
Liberty email address. CCI also has a Facebook page accessible to anyone.
C3.3 Implement and assess the plan created to accurately capture volunteer service from the
residential and all LU Online students
• The Center for Christian/Community Service (CSER) annually assesses the number of community
service hours completed by students through the CSER program which is part of all full-time
residential undergraduate student graduation requirements. Assessment is completed after each term
from the Student Evaluation forms. Improvements are then made to the program based upon these
assessments. The following are the number of community service hours completed by undergraduate
students during 2012. They are:
Spring – 136,604 hours of service
Summer – 28,667 hours of service
Fall – 150,604 hours of service
Total: 315,875 hours of service
• As a part of the C3.1 Goal of the Strategic Plan, a new plan was developed and implemented to
increase student participation in informal Christian/Community Service. The program was called the
Community Care Initiative. During the 2012-2013 academic school year 881 residential and online
students, faculty and staff volunteered to assist with 119 projects providing specific care for the
community. This involved 3331 hours of informal volunteer service. The majority of the hours were
completed by students. It was decided by the Chancellor that this should also be permitted as an
official CSER for the fall as an option for students. The Center for CSER has already added the
Community Care Initiative as an official CSER and students will be able to register that as their CSER
the fall of 2013 as one of their community service options.
• Because of the demographic background of online students it was determined that adding a
requirement for community service was not advantageous at this time for all of our online students.
However, the CSER program is becoming automated during the summer of 2013. This automated
system will provide the CSER a more efficient way of registering students and gathering data. Once
this is working efficiently, plans can be made to consider capturing non-required volunteer service
from all online students through a modified automated system. This could be a part of their
graduation requirements.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
COMMUNITY SERVICE ACHIEVEMENTS (Continued)
Targets Met
C4.1 Implement the plan created to promote the Liberty University Christian/Community Service
Program to Central Virginia.
• The Center for Christian/Community Service (CSER) is tasked with the responsibility to promote
and increase the Liberty University Christian/Community Service program in Central Virginia. The
Coordinator for Christian/Community Service is specifically assigned this responsibility though each
of the faculty and staff in the Center assist the Coordinator in this effort. This has been, and
continues to be, accomplished through several approaches.
• First, each fall the Center for Christian/Community Service invites community
organizations/churches to attend a CSER Fair in which they can inform students about their
organization/church and recruit students to volunteer with their organization/church. Any
organization that meets the criteria for being a service opportunity for students may attend the fourday event.
• Second, students have the opportunity to serve at approved non-profit organizations that are not
currently partner organizations with the CSER program. This is called Special Projects and dozens of
new organizations participate with Liberty University annually. The CSER has become automated.
This database will permit us to easily contact all of our Special Project supervisors to invite them to
also attend our annual CSER Recruitment Fair.
• Third, each year, the Center for Christian/Community Service increases its number of partner
organizations that are given a specific CSER number and are specifically listed on its website. This
year 10 new partner organizations in Central Virginia were created.
• Last, the CSER has been tasked with creating new partnerships and service organizations in Central
and specifically Southside Virginia (Virginia Tobacco region). These partnerships will increase
through the opening of the Liberty University Medical School to provide service opportunities for its
students. The CCI was designed and developed over the spring and summer of 2012 by the CSER
through interdepartmental meetings as well as a meeting with community organizations and churches.
It was implemented in the fall of 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. The CCI is
structured to elicit helping hands from among the student body to assist organizations, churches and
even private citizens to accomplish their goals in projects and events they have planned. Care Team
Leaders are the key to success in this effort. They are mostly recruits from the Office of Student
Leadership (Spiritual Life Directors and Prayer Leaders). They find out about the needs via the CCI
faculty coordinator and then recruit their team members to show up and complete the projects.
•
After its first full year (September 2012 – May 2013) CCI has completed 119 care projects, with 881
participants (including students, staff, faculty and alumni) and recorded 3331 hours of care, or
informal community service, rendered to the community. These care projects included such various
services as assisting disabled people and couples with routine household chores; painting, laying
flooring, and staining decks for the elderly and needy; feeding the homeless; building homes with
Habitat for Humanity; cleaning local parks; assisting with youth activities; helping with city
beautification projects; helping families move into and out of homes; visiting with the elderly; and
assisting churches, local schools, and Boy Scout troops with their ministries and community
outreaches. In the same time period, six of the 119 projects and 187 of the 3331 hours of care were
specifically completed in the Tobacco Region of Southside Virginia.
• The CCI is administrated largely through a newly developed SharePoint page which also has pictures
and testimonials about the students’ service experiences which can be accessed by anyone with a
Liberty email address. CCI also has a Facebook page accessible to anyone.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
COMMUNITY SERVICE ACHIEVEMENTS (Continued)
Targets Met
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 University utilizes its Marketing Department to communicate with news outlets special
community service initiatives. They will provide press releases in advance of the event and will also
provide photographers who will attend the community service initiative to take pictures for
publication. Staff writers can be requested to write news stories for publication in various media
outlets or they will edit submitted reports. Service projects were communicated to Marketing
throughout the 2012-2013 academic school year. Several projects were communicated on the Liberty
University main page and few were picked up 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 CSER utilizes three primary methods to increase awareness of CSER opportunities that are
available. We coordinate an annual CSER registration fair that brings in around 100 different local
organizations and departments that physically recruits students each fall semester. We post listings of
partner CSER organizations on our websites. We are in the process of evaluating whether the
website can be resigned to facilitate an increase in awareness of opportunities. The final strategy that
we utilize is Splash Page announcements.
• A new program began in the fall of 2012 which was called the CCI. This program communicated
service opportunities through the dorm, a Facebook page as well as bulletin board and Splash Page
announcements. These opportunities were short term service projects. Students could earn their
CSER credit volunteering with CCI or they could choose to serve without credit.
• After its first full year (September 2012 – May 2013) CCI has completed 119 care projects, with 881
participants (including students, staff, faculty, and alumni) and recorded 3331 hours of care to the
community. These care projects included such various services as assisting disabled people and
couples with routine household chores; painting, laying flooring, and staining decks for the elderly
and needy; feeding the homeless; building homes with Habitat for Humanity; cleaning local parks;
assisting with youth activities; helping with city beautification projects; helping families move into and
out of homes; visiting with the elderly and assisting churches, local schools, and Boy Scout troops
with their ministries and community outreaches.
C4.5 Request and hire qualified faculty and staff as needed.
• The Center for Christian/Community Service conducted a needs assessment during the 2011-2012
school year. It was determined that no additional full-time faculty or staff members were needed.
During this timeframe the Center worked with the IT Department to investigate the possibility of
automating the CSER process instead of manually entering all of the student registrations and grade
evaluations into Banner. That program was designed and is being implemented during the summer of
2013. The current CSER Registrar is also resigning this summer. One opening will need to be filled,
and the Director of the Center will re-write a job description for an Administrative Assistant/Office
Manager position as well as a Receptionist for the Center. This hire will be coordinated with Human
Resources and will take place during the summer of 2013.
C4.6 Organize and meet with the Community Service Committee.
• The Center for Christian/Community Service (CSER) is made up of faculty, staff and students
workers from a diversity of backgrounds. This diversity includes ethnicity, age, gender, church and
community service backgrounds.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
COMMUNITY SERVICE ACHIEVEMENTS (Continued)
Targets Met
C4.6 Organize and meet with the Community Service Committee. (Continued)
• It was determined that this group would fulfill the needs of the Community Service Committee and
would meet periodically as a part of the normal staff meeting. CSER Supervisors and community
leaders from different community service backgrounds such as churches, sports programs,
community service agencies and campus services would be invited to these meetings without
requiring a long-term commitment from them. These meetings will be convened during the academic
school year to discuss the promotion of the CSER program in the community and to address
community needs that may be met through the students and employees of Liberty University.
• In addition, we receive feedback weekly from community service organizations asking us to promote
their community service needs. We accomplish these requests through the Liberty University Splash
Page Public Announcement system. It has worked very well, and most community needs have been
met through this process. The New Community Care Initiative (See C3.1) has also helped to meet
short term community service needs.
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 during the November 2012
election. This resulted in the highest precinct reporting during the 2012 presidential election. Time
investment in programs and projects included Conduct Officers writing curriculum, facilitating
programs, and meeting with students one-on-one for pre-and/or post-meetings. Funding was
minimal, but enhanced programs with printing costs, etc.
C5.2 Support student clubs and organizations to invite speakers who will encourage civic
responsibility.
• The Office of Spiritual Programs has successfully supported student clubs and organizations during
the 2012-2013 school year. Many clubs and organizations have been allowed to set-up display
booths/tables on the concourse after Convocation to interact with and educate students regarding
their various projects and initiatives. In some cases, specific speakers have been selected in response
to club advocacy for certain issues. The Office of Spiritual Programs also made a special effort to cosponsor certain Convocations with student clubs.
C6.2 Encourage City Council to provide a polling location on the campus of Liberty University.
• The Office of Spiritual Programs has promoted civic engagement this year, giving particular attention
to voting. Announcements, slides, and videos were utilized during Convocation services to facilitate
student engagement, and a significant partnership with the Dean of Students provided opportunities
for Dean and his staff to communicated with and educate students leading up to a major election.
COMMUNITY SERVICE
TARGETS NEEDING FURTHER ATTENTION
C3.2 Develop and implement a plan to communicate faculty involvement in Christian/Community
service.
• The Director of the Center for Christian/Community Service met with the Vice President for Human
Resources and the Senior Vice President for Marketing in the fall of 2012 to develop a plan to
communicate faculty involvement in Christian/Community service. Current strategies were discussed
including faculty portfolios and the Annual Reports which provide faculty with the opportunity to
report their Community/Church service as well as their service to the University.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
COMMUNITY SERVICE (Continued)
TARGETS NEEDING FURTHER ATTENTION
C3.2 Develop and implement a plan to communicate faculty involvement in Christian/Community
service. (Continued)
• The faculty and staff of The Center for CSER were given permission to promote faculty service
projects through the Marketing Department. This department promotes University activities through
the University Website, special news stories and communicates these stories to local news outlets.
The Marketing Department agreed to add special community service initiatives. (See also C4.2).
• A new plan was developed and implemented to award faculty for their outstanding
Christian/Community service. The CSER requested money in its budget to purchase these awards
and present them at the annual Ministry Impact awards ceremony in April 2013. This budgetary
request was approved. The Center coordinated this effort through the Marketing Department.
Nominations for these awards were conducted in the spring semester from Academic Deans,
Department Chairs and Department Heads. However, the Marketing Department took longer than
expected to approve the wording for the email blast to these individuals, and there were only five
days for nominations to be submitted. No nominations were submitted so no awards were given this
year.
• The Director of The CSER met with the departmental faculty and staff to discuss new strategies to
promote and implement the plan to communicate faculty involvement in Christian/Community
service. Four strategies were suggested:
o Start earlier with seeking nominations.
o Ask students for nominations.
o Communicate with faculty the Community Care Initiative which is a project that meets
community needs by students, faculty and staff volunteering primarily on weekends. This
initiative is promoted through the CSER Website, bulletin boards, and its own Facebook
page.
o Promote Faculty involvement in Christian/Community Service through the Center for CSER
website.
• Although this target was partially met, it was recommended that the progress be shown as ongoing
since some of the new strategies were not met.
C4.4 Develop and implement awards for excellence in community service for staff
• The Director of the Center for Christian/Community Service met with the Vice President for Human
Resources and the Senior Vice President for Marketing in the fall of 2012 to develop a plan to
communicate faculty and staff involvement in Christian/Community service.
• The faculty and staff of The CSER were given permission to promote faculty and staff service
projects through the Marketing Department. This department promotes university activities through
the University Website, special news stories and communicates these stories to local news outlets.
The Marketing Department agreed to add special community service initiatives. (See also C4.2).
• A new plan was developed and implemented to award faculty and staff for their outstanding
Christian/Community service. The CSER requested money in their budget to purchase these awards
and present them at the annual Ministry Impact awards ceremony in April 2013. This budgetary
request was approved. The Center coordinated this effort through the Marketing Department.
Nominations for these awards were conducted in the spring semester from Academic Deans,
Department Chairs and Department Heads. However, the Marketing Department took longer than
expected to approve the wording for the email blast to these individuals and there was only five days
for nominations to be submitted. No nominations were submitted so no awards were given this year.
Prepared by the Office of Institutional Effectiveness
25
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
COMMUNITY SERVICE
TARGETS NEEDING FURTHER ATTENTION (Continued)
C4.4 Develop and implement awards for excellence in community service for staff. (Continued)
• The Director of The Center for CSER met with the departmental faculty and staff to discuss new
strategies to promote and implement the plan to communicate faculty and staff involvement in
Christian/Community service. Four strategies were suggested:
o Start earlier with seeking nominations.
o Ask students for nominations.
o Communicate with faculty and staff the Community Care Initiative which is a project that
meets community needs by students, faculty and staff volunteering primarily on weekends.
This initiative is promoted through the CSER Website, bulletin boards, and its own
Facebook page.
o Promote faculty and staff involvement in Christian/Community Service through the Center
for CSER website.
• Although this target was partially met, it was recommended that the progress be shown as ongoing
since some of the new strategies were not met.
C5.3 Based upon needs assessment build and staff an office to promote and coordinate civic
opportunities.
• Deferred to 2013-2014.
C5.4 Develop a grant proposal for civic engagement and outreach education.
• Deferred to 2013-2014.
C6.1 Implement and assess plan to increase participation in civic clubs and organizations.
• Deferred to 2013-2014.
ADMINISTRATION, OPERATIONS, AND FACILITIES--FINANCE
GOALS
D1. The University will continue to demonstrate sustained financial performance in order to ensure
the perpetual devotion to the original mission of the institution.
D2. The University will improve fiscal discipline to ensure the sustained financial viability of the
institution.
D3. The University will effectively and efficiently support campus activities through its facilities
and grounds.
ADMINISTRATION, OPERATIONS, AND FACILITIES--FINANCE
ACHIEVEMENTS
Targets Met
Targets were not met this fiscal year but will be reported after the audit in Fall of 2014.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—FINANCE TARGETS
NEEDING FURTHER ATTENTION
D1.2.2 The institutional discount rate consists of unfunded institutional discounts divided by gross
tuition and fees. The information source is an audited statement of activities. The goal is to improve
over baseline. Baseline is 29% for fiscal year 09.
• This was unmet in 2011-2012. Deferred to 2012-2013; data will be available after the audit in Fall
2013.
D1.2.4 The use of contributions as a percentage of the total revenue is total contributions divided by
total revenue. The information source is an audited statement of activities. The goal is to improve to
9% by fiscal year 13. The baseline is 4.5% for fiscal year 09.
• This was unmet in 2011-2012. Deferred to 2012-2013; data will be available after the audit in Fall
2013.
D2.2 Develop reasonable institutional support contribution requirements relative to each academic
program for academic support, student services not funded through separate fees, and resident
program institutional support and facility expenditures.
• This target will be reported on in the fall of 2013 when the Financial Position Audit is completed.
D2.3 Increase funded institutional discounts.
• This was unmet in 2011-2012. Deferred to 2012-2013; data will be available after the audit in Fall
2013.
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
Targets Met
D4.1 Ensure that 25% of the active chapter members will be directly involved in recruiting,
mentoring, or fundraising.
•
The target to have 25% of the alumni base involved/engaged with an official Liberty University
Alumni program has been partially met. Some of the larger programs like the LU Network, Mentoring
and others are no longer under the Alumni Relations Department.
Prepared by the Office of Institutional Effectiveness
27
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—DEVELOPMENT
ACHIEVEMENTS (Continued)
Targets Met
D4.1 Ensure that 25% of the active chapter members will be directly involved in recruiting,
mentoring or fundraising. (Continued)
• We are in the process of implementing a new alumni card which will have swipe capabilities. This will
give us far better tracking abilities and be able to begin tracking exactly how engaged individuals are.
Of the programs currently in place we are able to show roughly 19%. If the numbers from the LU
Network were added the percent shown would have well exceeded the desired goal of 25%. For
future targets and goals, more details will be provided regarding the definition of alumni used for this
target goal as well as what classifies an individual to be considered "engaged" and over what period of
time.
D4.1.1 Each leader will train at least one future leader to assist with the Alumni chapter.
• We have been asked to refocus the chapters, therefore this target is no longer applicable.
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.
• The statistic used for the target goal of increasing the number of incoming students from 36% to
38% due to a referral was based off of a survey Alumni Relations and Recruitment did several years
ago. That survey has not taken place since that time. However, several tools have been put in place
to allow for more accurate tracking through source codes rather than relying on a survey. The
process in which will be used for the sourcing has just been completed and will be launched through
a marketing campaign this quarter.
D4.2 Establish a “leadership annual fund giving society,” based on a minimum of $1000 in yearly
giving and encourage continuity and prestige in consistent yearly participation at this level.
• This target has been met through establishing the Presidents Circle.
ADMINISTRATION, OPERATIONS, AND FACILITIES--DEVELOPMENT
TARGETS NEEDING FURTHER ATTENTION
No targets need further attention at this time.
ADMINISTRATION, OPERATIONS, AND FACILITIES--HUMAN RESOURCES
GOALS
D6. The University will recruit and retain qualified and credentialed faculty, 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.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES--HUMAN RESOURCES
ACHIEVEMENTS
Targets Met
D6.1. Recruit highly qualified faculty in areas where student/faculty ratios are increasing.
• Liberty University hired the professional firm of Dixon Hughes Goodman (DHG) to complete an
independent analysis, assessing and making recommendations for the Leadership Group reporting
directly to the President. This involved both organizational development and infrastructure planning
and the completion of a comprehensive total compensation analysis for each of the incumbents in the
Leadership Group.
• The methodology used to complete the analysis included reviewing and analyzing the compensation
information for each position based on available market data, structural efficiencies, and ranking
within LU, as compared to other universities of similar size, revenues and budgets. Web-based
compensation surveys most frequently used were from Business & Legal Reports (BLR) and the
Economic Research Institute (ERI – one of the three systems validated and approved by the IRS for
non-profit organizations), with benchmarking to information collected and published by the Bureau
of Labor Statistics, an arm of the U.S. Department of Labor (DOL). Further, 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). Total compensation was further
broken down by geographic location.
D6.3. Increase the number of professional development opportunities as a proportion of the number
of employees.
• As the University continues to expand its employee population, it is necessary to provide an adequate
orientation for new employees. Plans are to implement a new hire orientation in the Spring 2014.
This will develop into a supervisor training program related to developing the supervisor in skill sets,
employee relations, and various laws.
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. She was then hired
full-time to evaluate the benefits. The evaluation by the consultant led to the development of the
Benefit Enrollment Booklet. An outside consulting firm, AON Hewitt, was hired to do a full
assessment and evaluation of benefit practices and programs. Legal issues concerning compliance
were also examined. Some 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 is maintained by the University Scheduling office which is managed by the
Administration Information Management Office. The office oversees the scheduling of all University
events and facilities on campus.
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, and make changes, as well as
provide benefit statements. Plans are for a live release in the Fall 2013.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES--HUMAN RESOURCES
ACHIEVEMENTS (Continued)
Targets Met
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. Many
positive changes have resulted from this evaluation process. This target has been met in that the
process has been implemented. Since the task is such a huge undertaking, the process 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 by turning the intersection into a
4-way stop by adding signage and road markings.
• 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--HUMAN RESOURCES
ACHIEVEMENTS
TARGETS NEEDING FURTHER ATTENTION
D6.4. Ensure with assessment results from supervisors that all new employees are adequately
prepared for job responsibilities, especially in the areas of technology and on-line student-faculty
interactions.
• Deferred to 2013-2014.
D6.5 A comprehensive study of faculty-staff retention is conducted and the results used to improve
the working conditions of staff.
• The comprehensive study will be reconsidered for inclusion in the 2014-2017 Strategic Plan.
D7.3. Review organizational structure annually.
• Updates have been made regarding the Chancellor's direct reports, but not throughout the University.
This will be ongoing.
D8.1.2 An annual review with third-party experts will be conducted regarding security camera
placement and additions to the system.
• Upon review by Liberty University Administration, any camera system enhancements were put on
hold. As a result, no third party experts were brought in to evaluate the system and make
recommendations.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
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
Targets Met
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.
D9.2.2
•
•
•
•
•
•
Deploy portal to appropriate staff which are not users of the CRM.
Delivered - Deployed to 100% of staff including both CRM and non CRM users.
Faculty Staff Usage Report:
Role in myLU/Weekday Avg/% of Role/Daily Avg./% of Role
Staff/ 2,988/1,424 /48%/1,192/40%
Faculty/2,881/1,369/48%/1,268/44%
5,869/2,793/48%/2,460/42%
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY
ACHIEVEMENTS (Continued)
Targets Met
D9.4.3 Establish case management workflows and processes within the business units that make
use of CRM system.
• Delivered: Currently, specific agents can initiate workflows using the native CRM workflow
functionality. These workflows trigger dispositions associated with the student’s record, such as legal
action threatened. Based on the adoption of the current workflows by the call center agents, the
addition of workflows initiated by the agent specifically for case management (e.g., when a student
wants to appeal a grade) can be established.
D9.5 Migrate 60% of access control and event management activities to integrated systems.
• 100% of access control activities are currently running on Oracle IdM. Goal achieved.
• 100% of services are monitored on the integrated Nagios XI system. Goal Achieved.
D9.6 Expand to online learning students by offering at least two new mobile services to enhance
specifically distance learning.
• Delivered – Deployed over 20 new responsive microsites that will deliver unique services for mobile
users through the device of their choice. As well as mobile friendly pages for Student Activities and
Theater. Additionally, Mobile Learn is available to online students with the ability to connect from
an iPad or through the iPhone / android app.
D9.7.2 80% of software and websites conform to the style guide and design policy and standards.
• Delivered – Required review of new items each quarter forces updated branding and conformance to
style guide. Updated branding was pushed to all websites March 2013.
D10.2.1 Decrease data quality issues by 20% by making use of improved technologies.
• The BIO implementation of the data warehouse allows more tightly integrated and relational data.
This has reduced the duplication of data and the creation and maintenance of siloed data.
D10.2.4 Implement technologies which will allow access to information as an applicationindependent service.
• Data Warehouse and Dashboarding tools allow us to pull data and generate models independent of
application environment restrictions. Bizflow/Apex allows us to create dynamic lists and autopopulate data from a variety of sources.
D11.1.2 Link services portfolio to front-line activities and assets in order to directly link strategy to
operations.
• Service requests from customers are categorized by the type of service provided, and incidents are
linked to the technology that is affected which relates to our services. We have made it possible to
link a technology component to the service that it supports.
D11.1.3 Improve project and portfolio management such that at least 30% of projects are strategic in
nature.
• The use of programs and portfolios to group related projects has created increased focus and the
visibility needed to manage multiple projects towards large scale strategic goals and objectives. All
projects are aligned to the strategic plan as a means to assign strategic relevance. To provide a high
level assessment, the attached evidence suggests an estimated 23.5% of projects as strategic vs. 76.5%
as non-strategic.
Prepared by the Office of Institutional Effectiveness
32
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY
ACHIEVEMENTS (Continued)
Targets Met
D11.2 Generate 5% of IT budget in unique revenue in addition to standard student fees over FY13
operating period.
• Revenues were created through the profits made on the online IT Marketplace. In addition, contracts
were put in place to allow for software to be used as promotional items for students who enrolled
during certain LUO campaigns. This helped to drive new student growth.
D11.3.1 Migrate 80% of all IT processes in relation to 2011-2012 D11.3.1.
• We have been able to migrate 83% of our processes (29 of 35).
D11.3.3 Migrate 60% of all IT processes and information in relation to 2011-2012 D11.3.3.
• Based on meeting 499.6 at 80% we have migrated 83% of our processes with the vast majority of the
data for those being migrated as well.
D11.4.1 Improve the standardization of all processes prioritized for year three.
• A system was established for review and improving the Project Management Process, Incident
Process, and the Change Process. Through this system we have been able to create a higher level of
standardization and consistency in these processes.
D11.4.2 Identify opportunities for process automation and implement technologies to automate
standardized processes where practical.
• An average of 50 tasks/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.
D11.4.5 Improve the standardization of all processes prioritized for year two.
• This target was moved into the Enterprise Architecture department during a reorganization of IT. As
such, the tools and evidence, which were held and maintained by the previous department’s
leadership, cannot be found. Additionally, the duties, responsibilities, and approach suggested by this
target are no longer relevant to current or planned operation of these functions and therefore should
be discarded. At this point, the primary focus is automation more than it is standardization. While a
relevant outcome, standardization isn’t a focused part of the process improvement approach but is
rather a principle that is constantly being used to evaluate where to place new groups or new
processes. Data quality is also a major focus, but this is on the correctness and accuracy fronts rather
than a focused attempt to ensure that all behavior and data is standardized in it function and meaning.
While process and data standardization is a guiding principle, it is not a driving focus or targeted
outcome of the current approach.
D11.5 Capture time commitments made by 60% of IT staff.
• Of the 458 people who have tasks assigned, 452 have time worked against the task which exceeds our
60% goal.
D11.6 Those vendors for which an assessment is found to be valuable, use to show commitments
and negotiate to increase or lock discounts percentages.
Numerous efforts were instituted to formally manage top 5 IT vendors. The associated financial
gains for these contracts saved the University over 10% of the total IT operational budget for FY13.
Prepared by the Office of Institutional Effectiveness
33
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY
ACHIEVEMENTS (Continued)
Targets Met
D11.6 Those vendors for which an assessment is found to be valuable, use to show commitments
and negotiate to increase or lock discounts percentages. (Continued)
• Contract Negotiation Results
o Specifics of contract negotiations are subject to confidentiality rules, so a generic summary is
listed below of example results from FY 13 that are directly attributable to Vendor
Management efforts.
o Results show a 10.26% gained value over net spend for FY13 as it relates to IT’s 5 largest
vendors.
• Vendor A: Saved $144,322.50 with vendor after redefining license definition.
• Gained $1,402,919.16 worth of value for $1,258,596.66
• Vendor B: Saved $13,696.65 with vendor after receiving multiple competitive bids
for renewal.
• Gained $1,559,695.27 worth of value for $1,545,998.62
• Vendor C: Saved $200,000 with vendor by negotiating the receipt of free licensing.
• Gained $450,240 worth of value for $250,240
• Vendor D: Saved $80,000 with vendor by negotiating the receipt of donated goods
for showcase.
• Gained $605,789.54 worth of value for $525,789.54
• Vendor E: Did not renegotiate any savings with vendor.
• $248,766.99 worth of value
• Total Value Gained
• $1,402,919.16 + 1,559,695.27 + 450,240 + 605,789.54 + 248,766.99 = $4,267,410.96
• Total Savings
• $144,322.50 + 13,696.65 + 200,000 + 80,000 = $438,019.15
• Savings Percent
• $438,019.15/$4,267,410.96 = 10.26%
• Vendor Selection--Results of Top 5 Strategic Partners
o IT Directors and CIO were given criteria to rank top 10 vendors; results narrowed down
focus to the top 5 strategic vendors
o Top 5 vendors were then notified of their status and expectations for Liberty to perform as
well as for company to perform (see document in Planning)
D11.8.1 Captures candidate services in the portfolio which are not to be provided by central IT
Human Resources, capital, or operational budgets as classify as such.
• This target was based on a historical reality and an ongoing assumption that there would be non-IT
personnel acceptably doing IT-related work, but since its original creation, the University has
continued and even increased its commitment to a single and centralized IT organization, by moving
all IT-relevant personnel into the IT organization. This has left this target ultimately non-applicable.
D11.8.2 Create contracts for non-IT personnel doing IT work.
• This target was based on a historical reality and an ongoing assumption that there would be non-IT
personnel acceptably doing IT-related work, but since its original creation the university has
continued and even increased its commitment to a single and centralized IT organization, by moving
all IT-relevant personnel into the IT organization. This has left this target ultimately non-applicable.
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY
ACHIEVEMENTS (Continued)
Targets Met
D11.9.1 Invest in non-local options for data center expansion through proof of concept and pilot
projects to assess viability of scaling to for cost services.
• IT Business Processes have been moved to ServiceNow, a cloud-based service that helps to automate
the enterprise IT operations.
• POC was completed for Dell "Bring Your Own Device."
• POC was completed for VEC "Bring Your Own Device."
• Research has begun on Elucian's Application Management Service, which could be a solution for
moving Liberty's Banner solution to the Cloud.
• https://sharepoint.liberty.edu/sites/MInformationTechnology/EA/Architecture%20Repository/Clo
ud%20Services%20-%20Understanding%20of%20Liability.pdf
D12.1.2 Add 60% of all IT services in the overall portfolio to the services catalog for public view and
request.
• Candidate services have been identified and a document to collect department sign-off has been
created and used.
D12.2.1 Establish cost models for 50% of all IT services.
• With 94 services in ServiceNow IT management system, it is estimated that approximately 21 have
software cost models, 30 have storage cost models, and two have dedicated service consumption
models – telephony and internet connectivity (bandwidth). Additionally, there are 107 possible
service models based on applicability of storage or software model creation to the services. For
example, some services do not leverage shared storage and modeling storage for that service is not
relevant. Another example of non-applicability can be seen in that some services are based on
software that is developed in house. Therefore, a relevant cost model would be against a software
development service, rather than against the software itself (as there are no direct expenses). By
examining the 107 possible models, there are there are 53 models in place. At 53 of 107, this is one
item under the 50% target and should be considered met.
D12.2.2 50% of services in SN have usage information integrated with MPWR data/reports
(hyperlinks in Service-Now to MPWR report)
• The IT service catalog is accurately documented and available on the IT portal. Customers can use
the portal to request a service to be delivered, and a workflow engine runs to ensure the appropriate
IT resources are assigned.
D12.3.1 Work with key departments by using customer relationship personnel to assess demand and
understand value gaps which can be filled by current services.
• An IT Service Catalog was created in Service-Now and put out for the University to view available IT
services.
D12.4.2 Establish availability models for 30% of all IT.
• A key output from the Availability Management Process is the measurement and reporting of IT
Availability. This provides the basis for:
o establishing measures of Availability and agreeing Availability targets with the business
o monitoring of the actual Availability delivered versus agreed targets
o identifying unacceptable levels of Availability that impact the business and user
o reviewing Availability with the business and User representatives
o reviewing Availability with the IT support organization
o continuous improvement activities to optimize Availability.
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY
ACHIEVEMENTS (Continued)
Targets Met
D12.4.2 Establish availability models for 30% of all IT. (Continued)
• An Availability Model has been established for all critical IT services (Storage, Wired Network,
Wireless Network, Banner, WebFarm, Exchange, O365, SharePoint, Call Center Autodialer, Call
Center Agent Telephony, BBTS, ResNet, and myLU.
• Metrics are reported in the attached spreadsheet.
D13.1 Scale necessary services based on demand projections for upcoming period and capacity plan.
• From IT OPS KPIs: 60% of critical services have a documented capacity plan (current = 0%) (Bb,
Banner, CRM, WebFarm, Exchange, SP, O365)
o At the beginning of the first quarter of FY13, there were no existing Capacity Plans.
o 100% of critical services now have capacity plans that are updated annually.
o Many purchases have been made during FY13 to scale necessary services. A spreadsheet with
the details of the $1.8 million spent is attached.
D13.3 Where disaster recovery plan dictates additional services or capabilities, implement or
establish needed capabilities.
• The additional services and capabilities needed during a disaster have been identified and defined in
the Disaster Recovery Plan 2013. These needed capabilities will be obtained during the disaster.
Obtaining them prior to a disaster is cost-prohibitive.
o Personnel
o Members of the established teams
o POC for the Public Relations Department
o Funding/P-Card distribution
o Alternate facility identified and occupied
o Funding agreement for said facility
o Iron Mountain POC to initiate Tape and HW delivery
o Raw Disk Storage
o DELL POC to initiate HW delivery
o Suitable Network and Internet uplink at alternate facility
o Suitable Power at alternate facility
o Amazon POC to establish immediate Cloud WWW presence
o Full contact lists for all essential vendors + support
o Product Key information for all Wave-1 Apps
o The Liberty University Infrastructure Team will be responsible for initial contact to vendors
with pre-established agreements for activation of cloud computing, tape and hardware
delivery, and collocation occupation.
D13.5.1 Perform quarterly audit of security events and publish report of responses and outstanding
risks to administration.
• It has been determined that this finding will be completed with the finding and action plan for SP13.4.
• A good deal of what has been lacking on the policy portion of this target is a prioritization. Security is
a very large domain with many opportunities for policy and governance, and historically there has
been nothing to organize and structure its improvement. There is a current active project
(PRJ0010717 (1723) IT Security Gap Assessment) which will assess IT’s security risks and support a
prioritization and scheduling of improved security. Some controls to be recommended within this
assessment will be policy related and require the continued development of security-related
governance.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY
ACHIEVEMENTS (Continued)
Targets Met
D13.5.1 Perform quarterly audit of security events and publish report of responses and outstanding
risks to administration. (Continued)
• The action plan to complete 13.4 will also accomplish this target.
D14.4.1 Increase adoption of system to other business units through BIO.
• There were submissions in the system from over 200 of the University departments which is up over
20 times what was previously measured.
D14.1.2 Assign review and approval responsibilities to the appropriate governance committee that
will make recommendations based on assessments.
• The IT Steering Committee, co-chaired by this director and the CIO, meets weekly to review projects
against services currently provided and maintained by IT to ensure that there is strategic alignment
and service reuse. Select projects are reviewed by the Architecture Review Board (ARB) for more
detailed design analysis in an effort to implement services that are scalable, secure, and reusable.
Additionally, all requests for IT software and hardware not occurring within an IT project (and thus
not assessed in the prior mentioned reviews) are reviewed by both the ITSC and ARB via email with
recommendations made and approvals issued prior to purchase.
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
99.8
99.6
99.4
99.2
99
98.8
98.6
Jan
Feb
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Mar
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May
Jun
August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY
ACHIEVEMENTS (Continued)
Targets Met
D15.1.1 Managers will perform quarterly assessments of personnel performance to identify and
remove constraints to improved performance.
• The percentage of active employees with an assessment (CAA's) is currently 49%.
• Month/Percent of active IT employees with a CAA
• Aug-12/24%
Sep-12/33%
• Oct-12/39%
Nov-12/44%
• Dec-12/34%
Jan-13/36%
• Feb-13/40%
Mar-13/41%
• Apr-13/43%
May-13/49%
D15.1.2 Quarterly assessments are carried out by directors and turned into CIO.
• The percentage of active employees with an assessment (CAA's) is currently 49%. Month/Percent of
active IT employees with a CAA
•
•
•
•
•
Aug-12/24%
Oct-12/39%
Dec-12/34%
Feb-13/40%
Apr-13/43%
Sep-12/33%
Nov-12/44%
Jan-13/36%
Mar-13/41%
May-13/49%
D15.4 Support the ability for remote contact center and other administrative remote workers.
• There is currently a published guide written to advise organizations and individuals concerning
remote work arrangements. Since there has not been a large department/customer demand, strategic
initiative, or widespread business activity on which to base a significant demand pattern, there has not
been any formal service package created for remote workers. Regardless, remote contact center and
other administrative workers are possible, can be provisioned today as needed, and are successfully
deployed if the guide is followed. The guide can be found here: https://liberty.servicenow.com/kb_view.do?sysparm_article=KB0012606
ADMINISTRATION, OPERATIONS, AND FACILITIES--TECHNOLOGY
TARGETS NEEDING FURTHER ATTENTION
D9.2.1 70% of targeted staff use portal for 4 hours or more a day)
• Partially Met – Following implementation of the Portal, it was discovered that providing direct
access to tools or specific pieces of information resulted in less time spent on sites as a result of less
searching needed to find relevant information. As a result a new goal is to have 70% of targeted staff
use the portal. Currently we have around 50% staff login to the portal.
D9.3 Migrate 60% of automated and manual communications processes to use preferences.
•
•
Partially Met: Portal provides an online location for users to provide contact preferences for emergency. By
July 2013 we’ll have email added to the Portal as well. Funding requested for 2014 – Vendor evaluation and
installation of centralized system for all communication preferences.
Vendor Review, Purchase and install preferences system –Provided funding is allocated for 2014, we will
complete a vendor review, purchase, and implementation of a system. Another possible outcome will be a
decision to build and complete at least 2 phases of a built solution. This should be complete by September
2014. – In Planning
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES--TECHNOLOGY
TARGETS NEEDING FURTHER ATTENTION
D9.4.1 Enable business units which make use of the CRM systems to manage cases by
implementing CRM case management.
• Partially Met: SAIMS enables the management of student conduct cases (Liberty Way Violations)
and during summer 2012, the CRM team implemented the feature for select CRM users (conduct
officers, etc.) to view completed conduct case information.
• Action plan to include extending case management to include additional use cases – extend the case
management feature to include the tracking of appeals (Grade / Conduct / Fee) by July 2014. – In
Planning
D9.4.2 Provide a mechanism for a constituent to open a case from the Portal and check on progress
of a case.
• Partially Met: The portal provides student access to all offices including Student Conduct which has a
direct link for a student to appeal student conduct cases initiated within SAIMS. These cases, once
complete, are passed to CRM.
• Action Plan created to increase use cases to track cases in Portal – The portal team will reach a
decision on the privacy concerns and when approved, turn on the ability to view cases through a
portal widget by July 2014. – In Planning
D9.7.1 90% of apps/websites have been reviewed in the last 6 months.
• There is a required UI review of all new items being delivered each quarter by product teams to
ensure consistent look and feel. 100% of completed projects from November 2012 through May
2013 have had a UI review completed and documented in the project task section.
• Action plan created to extend review of products to those in production – By July 2014 review and
update at least 60% of web applications currently in production to ensure consistent look and feel. –
In planning
D10.1.3 Map 3 additional objects of university information to master structure establish policies
according to plan.
• A position has been filled and this task assigned in the CAA.
D10.2.2 Decrease the number of report requests by 30% by offering direct access to the information
through portals and dashboards.
• The creation and use of dashboards has begun to roll out during this fiscal year. We are not yet at a
point that requests have dropped by 30% but we should be able to reach that amount with increased
adoption this next fiscal year.
D10.2.3 Implement technologies which enable analysts and developers to profile and cleanse data
using automation.
• With the implementation of the data warehouse, we have greatly increased information fidelity.
Additionally, we have generated a number of models and profiles using the centralized data in the
warehouse. The Pervasive product was upgraded to a version that did not meet our needs for
integration purposes, so we will be purchasing a new integration product in FY14.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES--TECHNOLOGY
TARGETS NEEDING FURTHER ATTENTION (Continued)
D11.1.3 Map 3 additional objects of university information to master structure; establish policies
according to the plan.
• The use of programs and portfolios to group related projects has created increased focus and the
visibility needed to manage multiple projects towards large scale strategic goals and objectives. All
projects are aligned to the strategic plan as a means to assign strategic relevance. To provide a high
level assessment, the attached evidence suggests an estimated 23.5% of projects as strategic vs. 76.5%
as non-strategic.
D13.4 Using master policy, establish governing policies which enforce compliance to individual
internal or external constraints.
• The development and deployment of a “master security policy” is ongoing. This development is
being structured within the ISO 27002 framework and supported by IT project (PRJ0010717 (1723)
IT Security Gap Assessment). While not explicitly governed via policy, there have been several
successfully reported audits over the last year including ITCA and SACS both based on “external
constraints.” As well, there have been strides to achieving compliance with external regulation, as
continues to be seen for PCI. For example, PCI has been supported through the acquisition of
CORE and the encryption of CC#s in Rapid Recon.
D14.6.1 Work with instructional designers and administration to incorporate synchronous
components of the learning environment in 5% of online courses.
• Educational Tech Programs piloted the use of synchronous tools including WebEx, Skype, and
Google Hangout. This pilot was limited to 3-4 courses with no official tool adopted.
• Action plan created to research an additional 3 possible solutions by July 2014.
D15.3.1 Average time to fill a position will decrease by 5%.
• Action plan will be added. We are currently making progress with this; however, it is not moving as
quickly as anticipated. We will modify how we measure to show our progress more accurately.
D15.3.2 Average retention duration will increase by 5%.
• Average employment length for active employees.
• FY12
• 28 months
• FY13
• 29 months
• Increase 3.57%
• FY14 GOAL
• 30 months
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
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
Targets Met
D16.1 Recruit to specific school goals in addition to university goals.
• LUOAD Recruitment and Marketing: In FY 12, LUO added 39 certificate programs and 9 new
degree programs to its course offering.
• Recruitment & Visitor Center: Visitors Center- Presently recruits to established University goal of
12,900 resident students for the fall of 2013.
• National Recruitment-Attend specific school recruitment events and achieve improved efforts for
university wide goals as it pertains to increased applications and inquiries into the recruitment system
of 12,900 resident students for the fall of 2013.
D16.2 Increase the 3 year moving average of under-represented countries by 5% to 79.
• Recruitment & Visitor Center: Visitors Center-The Resident International Office has hired additional
staff members from and serving Vietnam and Brazil. Their combined efforts have resulted in an
increase in both applications and acceptance from both of these nations. The Visitors Center provides
tours to these students as they arrive in country.
•
NR-Recruit 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.
• Visitors Center-Provide additional exposure during events to Honors Program and additional
information concerning Academic Scholarships. Ensure that higher achieving students visiting campus
are aware of scholarships for high academic achievers.
• NR-Recruit at events that attract higher GPA contestants and participants including STEM
competitions, Bible Bees, and Engineering conferences.
•
HSGPA SAT
ACT
• 2009-2011 3-yr AVG:
3.30
1028 22.2
•
2010-2012 3-yr AVG:
3.32
1037 22.4
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—
ENROLLMENT MANAGEMENT ACHIEVEMENTS (Continued)
Targets Met
D18.2 Implement services to improve student satisfaction and annually improve times and levels.
CASAS—
• Freshman Seminar was redesigned/repackaged and titled New Student Seminar to better impact ALL
new students. Essential content is now a focus, with other important content integrated into the
BWVW 101 and 102 sequence.
• Mentor 101 was launched and studied in Fall 2012. It is designed to assist new students with their
transition to LU through accountability partnerships and small group environments that focus on
topics ranging from success strategies to financial literacy.
• The Center for Professional and Continuing Education launched online certificate options. This
allows students enhanced flexibility when working to obtain recognized professional skills.
GRADUATE SCHOOL-• The Graduate School has developed and implemented a service-based orientation program to assist
new Graduate students through the final stages of the enrollment process, as well as help them more
clearly understand the expectations of the Graduate School.
LUONLINE—
• In 2012-2013, Tutor.com expanded its services by offerings tutoring in 3 business-related subject
areas: economics, finance, and accounting.
• In addition, LUO began offering 3 webinars for new students each academic sub-term: New student
orientation, Blackboard Basics, and Fundamentals of the Online Library.
• In Fall 2012, Academic Advising piloted an individual advising model for a test group of 2,000
students and compared it against a control group, including 2,000 with the same demographics of the
pilot group. The pilot sought to determine if students having an individual advisor who worked with
them specifically had an effect on term-to-term retention and if it improved customer satisfaction. At
the end of the pilot (mid-February), it was determined that pilot students receiving individual advising
did retain better (term-to-term) than the control group, and the customer satisfaction was markedly
increased with the pilot group as compared to the control group (approx. 92% customer satisfaction
rate with the pilot group and 76% satisfaction with the control group). Given the success of the pilot,
we have extended individual advising to students in education degree programs with plans to roll the
model out to the remaining degree programs in 2013-2014.
RESIDENT ENROLLMENT—
• Increased our ability to retain students and impact graduation rates by organizing training and
standard operating procedure documents for full time employees through SharePoint 2010 to better
serve students.
D18.3 Develop in-house or vendor solutions to improve business processes
GRADUATE SCHOOL:
• The Office of Disability Academic Support implemented an online form to allow students with
disabilities an alternative access method for requesting services. This is of specific importance for
LUO students since tracking this population could only be done by reviewing e-mail logs with
individual LUO disability support advisors.
• The Code of Honor Incident Report system achieved a high degree of automation in September 2012,
which reduced turnaround times for the processing of violation reports, student appeals and
administrative rulings. As a result, students have become equipped to make informed decisions at an
earlier stage.
• Through Microsoft SharePoint, an information request tool has been created to reduce the amount of
time required to fully investigate a student complaint or abnormal situation. This has allowed the
university to react more quickly to elevated concerns.
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—
ENROLLMENT MANAGEMENT ACHIEVEMENTS (Continued)
Targets Met
D18.3 Develop in-house or vendor solutions to improve business processes. (Continued)
• The hiring process for Graduate Student Assistants (GSA) has been digitized through the use of an
online application and a SharePoint-based processing system. This has decreased the lag time between
application and a final hiring decision, and has enabled prospective GSA's to make timely decisions
regarding their enrollment.
LUONLINE—
• In 2012-2013, we worked with the CRM Dynamics team in IT to upgrade features so that Advising
could more efficiently handle student calls and provide more individualized service to the student.
• In addition, we created more call center forecasting and end of day reporting to ensure that we had
adequate staffing and made the most of the human resources we have on the days we forecast higher
call volume. Due to these changes/additions, we were able to decrease our call abandon rate by 10%,
which is a measurement that illustrates we are handling student calls in a more expedient manner. We
are also ensuring that we have enough people to handle calls.
RESIDENT ENROLLMENT—
• Restructured the procedure for which we process Additional Aid Requests (AAR) from students.
AAR’s through Spring 2013 were manually written and scanned to Financial Aid. AAR’s are now
processed through SharePoint 2010 and automatically sent to Financial Aid for processing thereby
limiting turnaround time.
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. As we continue to
benchmark and review other institutions, we are hoping we can increase employee retention.
• The YOU MATTER is a campaign driven by Marketing that HR is encouraging through the Benefits
Meetings for New Employees.
• Also, employees are recognized after 5 years of service and in 5 year increments thereafter.
• HR provides all the employment history records to decide who is eligible for this recognition.
• HR also 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 these natural partnerships.
• The Center for Christian/Community Service (CSER) has implemented several strategies to improve
relationships with pastors, churches, and schools within the city of Lynchburg and the surrounding
counties. These strategies will continue to be cultivated so that best practices can be developed to
meet community needs.
• The first strategy which was addressed in the findings for C3.1 is the Community Care Initiative. This
program connects students, faculty, staff and alumni with short term community needs. Since a longterm commitment is not required, pastors, church leaders, school teachers and administrators as well
as community service organization leaders and local citizens can contact the Center throughout the
academic school year and request a Care Team to assist them with meeting a need. Student groups as
small as 3-4 or as large as 10-15 can organize together to meet the community service need presented
to the Center.
• The second strategy developed was specifically targeting the needs of the poor in the Tobacco Region
of Southside Virginia. Churches and community organizations have been contacted to discover needs
that can be met by the Center’s service programs.
Prepared by the Office of Institutional Effectiveness
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August 2013
Institutional Summary of the Liberty University 2011-2014 Strategic Plan
Achievements for 2012-2013 -- Unabridged
ADMINISTRATION, OPERATIONS, AND FACILITIES—
ENROLLMENT MANAGEMENT ACHIEVEMENTS (Continued)
Targets Met
D19.2 Implement 2-3 solutions to strengthen these natural partnerships. (Continued)
• A third strategy has recently become available through the automation of the Center’s 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. This provides pastors/church leaders and community service representatives the
opportunity to come to the campus to promote their programs and recruit student volunteers. Splash
Page announcements can also be used as a follow-up to assist the representatives successfully recruit
enough student volunteers.
D20.1 Measure results and outcomes that support continued growth & competitive edge in the
market place.
• The Marketing department has implemented a National Branding Campaign for the second year in a
row. 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.
ADMINISTRATION, OPERATIONS, AND FACILITIES—
ENROLLMENT MANAGEMENT ACHIEVEMENTS NEEDING FURTER
ATTENTION
D17.1 Introduce measurable initiatives to encourage matriculation of lower need families (full pay
families) from a financial and academic marketing perspective. One method may include geomapping.
• This objective has been deferred and will be reconsidered when the 2014-2017 Strategic Plan is
developed.
D17.2 Garner provost support to develop a “canned” webinar for academicians to complete that
would apprise them of the appropriate method of program development to ensure financial aid
viability, as well as improve the understanding of how academic decisions directly affect financial aid
eligibility.
• Financial Aid leadership developed printed materials and a presentation for all new faculty which was
presented in-person during in-service training in the summer of 2012. Additionally, the standardized
New Program parameters policy was shared with executive administration. Examples of this include
details presented during meetings with Aviation on possible new programs and with multiple
individuals from academic leadership regarding the development and approval of undergraduate and
graduate certificate programs. While the full presentation was not made into an online video, a simple
introduction was taped to video for use during the summer 2013 in-service faculty orientation.
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