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OFFICE OF THE PROVOST

INSTITUTIONAL SUMMARY OF THE LIBERTY

UNIVERSITY 2011-2014 STRATEGIC PLAN

ACHIEVEMENTS FOR 2011-2012

MAY, 2013

Prepared by the Office of Institutional Effectiveness

Institutional Summary of the Liberty University 2011‐2012 Strategic Plan Achievements for 2011‐2012 ‐‐ Abridged

_____________________________________________________________________________________________Prepared by the Office of Institutional Effectiveness 2 May, 2013

INSTITUTIONAL SUMMARY OF THE LIBERTY UNIVERSITY 2011-2014 STRATEGIC PLAN

ACHIEVEMENTS FOR 2011-2012

MAJOR THEMES FOR 2011-2014 STRATEGIC PLAN

A. Academic Excellence B. Student Support C. Community Service D. 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.



Content of Summary The following information is a summary of the major University achievements for the 2011-2012 fiscal

year. The strategic plan goals and significant achievements are listed under each theme.

MAJOR UNIVERSITY ACCOMPLISHMENTS 2011-2012

May, 2012 Liberty ranks No. 7 in the nation for enrollment.

March, 2012 Groundbreaking for the Jerry Falwell Library.

March, 2012 Liberty University enrolls 70,000 online students. With more than 12,000 residential and 70,000 online students, Liberty is the world’s largest Christian university, and the nation’s largest private school.

February, 2012 Liberty is recognized as Top Military-Friendly University with over 20,000 service members enrolled.

December, 2011 New Construction: Hancock Welcome Center, a new Baseball field, and the Tunnel connecting main campus with Wards Road.

ACADEMIC EXCELLENCE GOALS The University will measure its level of academic excellence against nationwide standards and invest in improvements. The University curriculum will ensure that students continue to demonstrate knowledge and skills related to general education and program/ major learning outcomes. International programs, study abroad, and off-site educational opportunities will be expanded to include most undergraduate students. 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). The University’s faculty will demonstrate an appropriate understanding of and ability to integrate biblical worldview into all courses where appropriate. The University will provide professional development assistance to all faculty. The University will develop and support appropriate academic student services, including tutoring at the graduate and undergraduate levels. The University will seek to provide all faculty with constructive feedback in relation to all aspects of the educational process. The University will support and encourage the mission-centered integration of teaching and research. The University will support its graduate programs as they grow in number and reputation. The University will seek to develop a diverse array of programmatic or curricular offerings. The University will pursue academic excellence.



ACADEMIC EXCELLENCE MAJOR ACHIEVEMENTS Targets Met

All programs research and report on appropriate nationally normed assessments available; in cases where assessments are not available, programs report on the potential opportunities and considerations for developing one.

Of the 33 academic departments at Liberty University, 21 reported using a nationally-normed assessment instrument at this time.

Of the 21 reporting academic departments, 14 reported they were developing a nationally-normed instrument to use in assessment.

10 departments are developing nationally-normed instruments in addition to the ones already in place. 4 departments are developing new nationally-normed instruments for their departments.

Identify programs that lack the types of accreditation or licensure common in similar programs at other universities and make strategic recommendations about which program should seek it.

Of 25 departments reporting, 9 departments are seeking accreditation from the agencies in their respective disciplines. 11 departments have no accreditation or licensure programs in their respective disciplines. 2 departments will have acquired accreditation by the end of the 2012-2013 academic year. 3 departments have acquired accreditation for most of their programs.

Conduct a needs assessment for a free standing on-campus library building (taking into consideration the office and classroom space the existing library would create).

The Jerry Falwell Library is under construction at the present. The University curriculum will ensure that students continue to demonstrate knowledge and skills related to general education and program/ major learning outcomes.

The College of General Studies has produced a detailed report of all in-house assessments in all five core competency areas completed during 2011-12.

International programs, study abroad, and off-site educational opportunities will be expanded to include most undergraduate students.

LU Abroad has opened its programs to Liberty Online students. The Alumni Office will work together with the University’s schools and departments to gather data on graduates.

The Alumni Office has simplified the process for outside departments to use the alumni database by making official requests which also ensure that Marketing will be a part of the process to keep branding uniform across the board. The Alumni Relations Department has refocused their attention from chapter and mentoring to fundraising and recruiting. The department has witnessed an increased amount of events where alumni volunteers are working with university recruiters.

The University’s faculty will demonstrate an appropriate understanding of and ability to integrate biblical worldview into all courses where appropriate.

CTE has initiated a Faith Learning Integration Gallery (FLI) on the CTE website which recognizes faculty who are doing an outstanding job of integrating faith and learning in their respective disciplines. This will continue until all disciplines are represented.

The University will provide professional development assistance to all faculty.

In the 2011 -2012 academic year, a committee of representatives from CTE, CAFE, ILRC and IT met and established a schedule of meetings for this year and the following academic year. The Chancellor's Awards for Teaching Excellence awarded $24,000 in monetary awards to faculty.

CTE professional development offerings for 2011 - 2012 included a series of sessions in assisting faculty who are teaching large classes.

A new university-level, structured mentoring program (Koinonia Mentors), planned by the CTE in 2011-12 and launched in 2012-13, will assign new faculty to Dean-recommended mentors for peer-mentoring.



ACADEMIC EXCELLENCE MAJOR ACHIEVEMENTS (Continued) Targets Met

The University will develop and support appropriate academic student services, including tutoring at the graduate and undergraduate levels.

Developmental Math--Beginning January 2012, tutoring for Math 100 and Math 110 is provided in the Math Emporium, a large computer lab in Green Hall 1500 which is open 76 hours per week.

Bruckner Learning Center--A new course, Mentoring 101 to target incoming freshmen was determined as a need. Current incoming freshmen were only provided study strategy assistance and often would be in a class with upper class students in academic difficulty. MENT 101 is designed to serve as a “small group” environment with discussions on all topics that will assist a student in their transition ranging from study strategies to personal finance. Research on the current generation was performed to determine the specific elements necessary to establish the most benefit from the course. Simultaneously, a study is being planned for Fall 2012 to determine the effectiveness of the course.

The University will seek to develop a diverse array of programmatic or curricular offerings.

Liberty University in 2011 began piloting a new program to reach out to Hispanic Students in the US through a series of 8 online programs translated in their native language.

The Liberty University College of Medicine will be completed in the spring of 2014. Documents have been submitted and the COM is awaiting approval of accreditation. The first class is projected for fall of 2014.

The University will enhance communication and continuity between the faculty and administrative units.

The University launched a new “You Matter” Campaign in the fall of 2011.

ACADEMIC EXCELLENCE TARGETS NEEDING FURTHER ATTENTION Each department compiles a list of standard fellowships relevant to the respective disciplines.

Academic Departments are continuously searching for grants/scholarships/internships for their students. Create a matrix that identifies all programs' needs for the next three years.

Facilities—As the student population and new programs increases, the need for furnishings, space for classrooms, labs and research, the need to stay on top of new technological advances, and additional faculty becomes more urgent.

Professional Development—Faculty expressed the need for more Professional Develop on campus as well as off campus.

Extra-curricular activities—Funds are being used and additional funds are needed to encourage student clubs and organizations as well as national student organizations.

Other—Various departments are planning summer camps and workshops related to their discipline. Philosophy wants to conduct a CFAW Apologetics Mini-Conference for parents and siblings.

STUDENT SUPPORT GOALS

The University will seek ways to integrate its mission of spiritual development within university student support programs. The University will ensure that student life programs meet the needs of residential, commuter, and online students. The University will give particular attention to its academic and career/vocational support programs. The University will give particular attention to the value of the esprit de corps that intercollegiate athletics brings to the university.



STUDENT SUPPORT MAJOR ACHIEVEMENTS Targets Met

The Office of Spiritual Programs will assess the general perception of the convocation speakers for the past three years in terms of diversity and will interpret the results in order to make decisions for future speakers.

The variety and diversity of Convocation speakers brought to address students has enriched the campus culture and exposed students to current events and current issues in culture, politics, religion and ethics.

The Center for Global Ministries will develop a spiritual inventory that would be administered to those students participating in short term missions programs before their excursion and afterwards.

The Center for Global Ministries has identified a cultural assessment tool (the Cultural Intelligence Scale – CQS) which provides a valid and reliable measure of a person’s ability to function effectively in culturally diverse situations. Those going on trips will take the assessment at the beginning of the semester and at the end of the trip. It will allow their growth in CQ to be tracked.

The university will reestablish a Pastoral Office that will give particular attention to the holistic development of the Student Body.

The Campus Pastors Office was reestablished in the Fall of 2011 and provides one-to-one counseling opportunities to student body, offers 5 topical group offerings throughout the week designed to enrich individual spiritual maturity, provides on –call Pastoral support services 24hrs/7days, conducts chaplain visitation for hospitalized students, offers funeral/memorial services for students, and the Prayer Center offers students a quiet place for prayer as well as affording additional occasions for spiritual development via electronic submission through blogs, and social media outlets.

Certain student support divisions will bring greater awareness to existing opportunities that Commuter and Online students have to participate in their programs.

The Online Ministries Office was created and maintains Online Communities for students to participate in spiritual programs. This office also posts Blogs and uses Facebook to encourage online students.

The Office of Student Leadership will establish and implement Convocation requirements for local Commuting students.

Spiritual emphasis is incorporated throughout student leadership as evidenced by the training curriculum delineated by the Office of Student Leadership.

Certain student support divisions will bring greater awareness to existing opportunities that Commuter and Online students have to participate in their programs.

Online and Graduate Student Affairs, through the Online Ministries Office, will periodically post Blogs on Facebook to encourage our online students, and will make bible studies available to all students, faculty and staff who wish to use them.

The Office of Institutional Effectiveness will purchase again and implement the Noel Levitz survey to assess the unique spiritual needs of the LU student populations.

The Noel Levitz Survey of Student Engagement (SSI) was administered to 2,835 students in the Fall of 2011. Results and trends were identified and reported.

Liberty University Online and Commuter Affairs will seek to locate an effective assessment instrument to that analyzes the unique needs of their student populations, respectively.

44.4% of our online students reported they are aware that Care Counseling services are available through Liberty Online Ministries if they need them.



STUDENT SUPPORT MAJOR ACHIEVEMENTS (Continued) Targets Met

Evaluate certain Student Support offices to determine whether their existing efforts are contributing to the development of student populations.

Three departments were reviewed in the Dean of Students Office. The average department scores were: Student Care Office (3.2), Student Conduct Office (3.0), Campus Pastors Office’s (3.4). Average scores fall within the “Typically Excellent” category for all departments. The areas of greatest strength among departments were: Student Care - Workload Management (3.4), Initiative and Creativity (3.4), and Attitude (3.4); Student Conduct - Leadership (3.5), and Initiative and Creativity (3.5); Campus Pastors - highest average score of 3.5 represents eleven of the thirteen attributes.

The Center for Global Ministries will institute a research project in collaboration with Liberty University’s missionary sending partners to determine if the LU Abroad internship program and Intercultural Studies Program are effective, commensurate to the training our partners requirement for employment.

The entire Intercultural Studies program was evaluated and a new Global Studies program was developed based on the research and findings. This involved an organizational restructuring of personnel and job functions along with the development of a new curriculum to coincide with the changing philosophy.

The Office of Spiritual Programs, in association with Liberty University Athletics, will allot monthly opportunities in Convocation for the athletics department to notify the residential student body of upcoming contests and events.

Convocation has given multiple and highly visible opportunities for Liberty University Athletics men's and women's club and conference teams to advertise and promote upcoming contests and events.

Utilize technology more effectively to expose non-traditional students to existing university athletic events.

The University generated 44 emails to online students within a 100 mile radius of our away athletics contests for men's basketball, women's basketball and football to encourage attendance at our athletics events as well as membership within our Flames Club Program. Target populations ranged from 799 to 16,680 individuals.

Focus on the comprehensive development of the student athlete.

In October 2011, the Athletics Department hired a Director of Student-Development to assist with the personal development and community outreach of our student-athletes. This year there were 8 workshops to assist with student-athlete development.

STUDENT SUPPORT TARGETS NEEDING FURTHER ATTENTION Evaluate certain Student Support offices to determine whether their existing efforts are contributing to the development of student populations.

Three departments were reviewed in the Dean of Students Office. The average department scores were: Student Care Office (3.2), Student Conduct Office (3.0), Campus Pastors Office’s (3.4). Average scores fall within the “Typically Excellent” category for all departments. The weakest areas among departments were: Student Conduct - Work Quality (2.8); Attendance, Reliability, and Dependability (2.8); and Judgment (2.8); Campus Pastors - Judgment (3.0), and Organization (3.0); Student Care Office - Work Quality (3.0); Communication (3.0); Attendance, Reliability, and Dependability (3.0); Judgment (3.0); Leadership (3.0); Character/Values (3.0).

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 deferred to 2012-2013.



COMMUNITY SERVICE GOALS

The University will provide instruction regarding social responsibility derived from a biblical worldview.

The University will provide Service-Learning opportunities. The University will measure the level of participation of its students, faculty, and staff in community service. The University will promote and support the community service program. The University will encourage civic responsibility. The University will provide opportunities to engage in civic responsibility.

COMMUNITY SERVICE MAJOR ACHIEVEMENTS Targets Met

Investigate departments and or professors interested in developing integration.

The Center for Christian/Community Service has developed BWVW 301 which is an Integrative Course designed to integrate social responsibility and the biblical worldview. The Center for Christian/Community Service has developed on its website a resource link which provides articles and other media addressing social issues with the integration of the biblical worldview.

Develop a plan to search and post web-based resources in integration.

The Center for Christian/Community Service has developed on its website a resource link which provides articles and other media addressing social issues with the integration of the biblical worldview. A faculty/staff member has also been identified who will maintain this site and add additional resources.

Develop strategies to increase communication of the purpose, policies and procedures of the Christian Community Service Department.

The following strategies have been implemented: Review and assess the purpose, policies and procedures in BWVWV 101 & 102; CSER Website; Blackboard announcements; Liberty Champion articles; Splash Page announcements; Signage around campus; CSER Fair; Individual communication; Increase marketing strategies and supplies; Brochures; RA's making announcements in hall meetings; Social media; Convocation announcements; CSER Volunteer of the Year Award given in Convocation; CFAW; Student appointments and walk-in assistance; CSER Supervisor training In addition, an assessment question ("I have been informed of CSER policies and procedures" ) will be added to the student survey given each semester to all students enrolled in CSER to help quantify whether this is occurring.

Provide faculty workshops on Service-Learning.

The Center for Teaching Excellence will provide workshops during the 2012-2013 academic school year to address Service-Learning opportunities.

Provide faculty workshops on adding a Service-Learning component to classes.

The Center for Teaching Excellence will provide workshops during the 2012-2013 academic school year to address Service-Learning opportunities.



COMMUNITY SERVICE MAJOR ACHIEVEMENTS (Continued) Targets Met

Promote the development of Service-Learning courses.

The Provost’s office assigned the development of Service-Learning opportunities to the Christian Service Office. The Vice-Provost then met with the CSER director and requested that a plan be developed to identify existing Service-

Learning opportunities within the University, promote new Service-Learning courses, and work toward developing outcomes for all Service-Learning activities and courses.

Develop and implement a plan to increase student participation in formal Christian/Community service.

Christian/Community Service is a graduation requirement for all undergraduate students. In addition to the graduation requirement a plan has been developed to increase Christian/Community service by

providing short term (approximately 1-4 hour) service opportunities in which students may voluntarily participate. These will be coordinated with the Office of Student Affairs.

An Assistant Director of the Center for Christian/Community Service has been identified to coordinate these service opportunities.

Develop and implement a plan to increase faculty participation in Christian/Community service.

The faculty currently reports participation in Christian/Community Service through their annual full or updated portfolios.

To effectively address this Target all of these portfolios would have to be first changed to not only seek what service was done but how many hours were spent on each service activity which would add a heavy burden on faculty as well as those collecting that data and assessing it annually.

Develop a plan to promote the Liberty University Christian/Community Service Program to Central Virginia.

This has 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 four-day event.

Secondly, 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.

Thirdly, 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 their website. Considering these three approaches, an increase of over 200 new opportunities were approved during the 2010-2011 school year over the previous academic year.

Lastly, the Center for Christian/Community Service has been tasked with creating new partnerships and service organizations in Central and Southside Virginia. This will increase through the opening of the Liberty University Medical School to provide service opportunities for its students.

Develop a communication chain to learn about special community service initiatives by the students, faculty, and staff.

The Center for Christian/Community Service currently uses several methods to educate students, faculty and staff about special community service initiatives. First, the Liberty University Splash Page is utilized. This site provides announcements about community service opportunities in the university, in Central Virginia and around the world.

Secondly, the annual CSER Fair provides a visual and personal opportunity to learn about these opportunities. Thirdly they are advertised through academic courses such as BWVW 101 and 101 and EVAN 101.

Lastly, dorm Hall Meetings, Convocations, campus approved signage, radio announcements, CSER Website, and the Liberty Champion newspaper are also used to communicate special community service initiatives.

Conduct a needs assessment to determine the need for additional faculty and staff needs. It was determined that based upon the current student body and the size of the BWVW 101 and 102 classes that there is

no immediate need to increase the faculty to support the Christian/Community Service Program.



COMMUNITY SERVICE MAJOR ACHIEVEMENTS (Continued) Targets Met

Investigate existing ways that the university is informing students, faculty, and staff of their civic responsibility.

Student Affairs is the department currently responsible for informing students, faculty and staff of their civic responsibility.

This is accomplished by direct communication in Convocation through announcements and special guest speakers, announcements in Dorm Hall meetings, emails, and lectures conducted by faculty members regarding a citizen’s responsibilities.

The Chancellor also promotes good citizenship through personal announcements and his continued effort to make voting more convenient for the student body. As an example, the Chancellor worked with the city of Lynchburg and the city’s Registrar to provide students with a voting booth on the campus of Liberty University instead of requiring students to travel into the city of Lynchburg to vote.

As a part of Convocation and official faculty and staff meetings, provide the opportunity for speakers to encourage civic responsibility.

Convocation has intentionally provided students with information about civic responsibilities and opportunities. Local community projects such as campus serve or local ministries and national community projects such as flood relief in New York have been thoroughly and effectively communicated to students.

Make announcements about upcoming elections and provide speakers who will promote the privilege and responsibility of voting.

Local and national election information has been effectively provided in convocation for students. Also, culturally relevant and high profile speakers from the government and civic arenas have addressed students, including several presidential candidates, former military leaders, and other prominent civic leaders.

COMMUNITY SERVICE TARGETS NEEDING FURTHER ATTENTION

Develop and implement a plan to increase faculty participation in Christian/Community service. The faculty currently reports participation in Christian/Community Service through their annual full or updated

portfolios. To effectively address this Target all of these portfolios would have to be first changed to not only seek what service was

done but how many hours were spent on each service activity which would add a heavy burden on faculty as well as those collecting that data and assessing it annually.

It is recommended that the Center for Christian/community Service promote Christian/Community Service among the faculty through it structured CSER Program, through short term community service projects and through religious and community service organizations locally and around the world.

Create a committee of residential and online faculty and staff to develop a plan to accurately capture volunteer service from the residential and all LU Online students.

The Center for Christian/Community currently consists of residential and online faculty and staff who have developed a plan to accurately collect volunteer service hours of the residential students. This is currently being accomplished through the official CSER program.

In addition, a new responsibility has been added to an Assistant Christian/Community Service Director who is establishing a plan to accurately collect data from residential students volunteering in not-for-credit community services.

A Director of Online Communities has recently been hired by the university and is within the Office of Student Affairs. The Director of the Center for Christian/Community Service has met with the Director of Online Communities and has discussed the possibility of collecting data from the Online Community regarding their community service. It was determined that this could be accomplished in the future (1+ years). A plan of this magnitude could be developed and accomplished but additional resources and personnel would be needed.

Develop and implement awards for excellence in community service for faculty. The Vice-Provost assigned the Christian Service director the responsibility for developing new guidelines for granting

awards to faculty for excellence in community service.



COMMUNITY SERVICE TARGETS NEEDING FURTHER ATTENTION (Continued)

Develop a plan to create a Community Service Advisory Committee.

Presently, no Community Service Advisory Committee exists. It was determined that a committee be developed during the summer and fall of 2012.

This committee will consist of Liberty University students, faculty, staff as well as civic and religious leaders in Central Virginia.

This committee would meet at least once a year. The purpose of the committee would be to advise the faculty and staff of the Center for Christian/Community Service in

the promotion of the CSER program in the community and to address community needs that may be met through the students, faculty and staff of Liberty University.

Conduct a needs assessment for a university office to coordinate civic opportunities.

It was determined that an office was necessary to coordinate civic opportunities. The Chancellor has assigned the responsibility of coordinating civic responsibilities with the Office of Student Affairs.

Investigate available grants for civic engagement and outreach education.

As civic responsibility has been defined in this document, it was determined that this target should be changed to "Investigate available grants for community service and outreach education."

The Center for Christian/Community Service will investigate these grants. This will be accomplished in cooperation with the Liberty University Office established to assist departments with grant writing. This will occur during the 2012-2013 academic year.

Develop a plan to increase participation in civic clubs and organizations.

The Center for Christian/Community Service, in cooperation with the Student Government Association which is responsible for approving and promoting student clubs and organization, will develop a plan to increase participation in civic clubs and organizations. This will be accomplished during the 2012-2013 academic year.

ADMINISTRATION, OPERATIONS, AND FACILITIES--FINANCE GOALS

The University will continue to demonstrate sustained financial performance in order to ensure the perpetual devotion to the original mission of the institution. The University will improve fiscal discipline to ensure the sustained financial viability of the institution.



ADMINISTRATION, OPERATIONS, AND FACILITIES--FINANCE MAJOR ACHIEVEMENTS

Targets Met

The goal is to grow using the baseline of $66.7 million (21.9%) for fiscal year 09. The measure is the net operating revenue for 09. Net operating revenue is total revenue less contributions, investment income, and changes in split interest agreements and assets released from restrictions less total expenses. The information source is an audited statement of activities, and contribution use analysis.

FY09 FY10 FY11 FY12 Operating Revenue

+Total Revenue 303,154,730 424,983,336 525,334,604 630,885,087 -Contributions (13,744,553) (10,029,388) (12,904,329) (14,159,607) -Grants &

Contracts (655,260) (1,791,896) (1,577,627) (2,080,280) -Investment

Income (2,998,991) (5,254,679) (7,580,866) (6,974,284) -

Realized/Unrealized Gains (Loss) 5,837,982 (685,031) 4,750,036 3,893,765

-Change in Split Interest Agreement 1,287,379 417,260 874,080 (745,897)

=Operating Revenue 292,881,285 407,639,602 508,895,898 610,818,784 /Total Expenses 226,884,979 280,085,065 323,171,074 417,055,714 =Net Revenue 65,996,307 127,554,537 185,724,824 193,763,070 Net Revenue % Operating Revenue 22.5% 31.3% 36.5% 31.7%

Financial performance of the institution has improved and exceeded targets set forth. Annual operating budgeting

continues to be comprehensive and conservatively approaches even while cash reserves and net assets continue to increase. Growth in various activities continues to focus on the sustainability and financial viability of those activities.

The primary selectivity ratio measures the initial student demand. This is total acceptances divided by total applications. The information sources are the LU data submission to IPEDS in the resident program only. The goal is to improve over the baseline and approach 50%. The baseline is 62.9% for fiscal year 09.

Fall 2008 Fall 2009 Fall 2010 Fall 2011 Resident Undergraduates FY2009 FY2010 FY2011 FY2012 Total Applications 17,010 22,957 26,979 23,659 Total Accepts 4,545 6,179 6,290 5,048 Primary Selectivity Ratio 26.7% 26.9% 23.3% 21.3%

In 2010, Liberty University modified its criteria for determining when an individual has fulfilled the necessary

requirements to be considered for admission. The purpose of the change was to more closely align the University's definition of an "applicant" with the definition provided by the U.S. Department of Education and with current practices of other colleges and universities. The resulting primary selectivity ratio has improved since 2009 using this new criteria for counting applicants. Further, Liberty was rated AA by Standard & Poor's Rating Services, a Standard & Poor's Financial Services LLC business on its 2010 and 2012 bond issues. Moody's Investors Services, Inc has rated the 2012 bond as A1.



ADMINISTRATION, OPERATIONS, AND FACILITIES—FINANCE MAJOR ACHIEVEMENTS (Continued)

Targets Met The total financial resources consist of total net assets less net investment in plant (property, plant, equipment less plant debt). The information source is an audited statement of financial position. The goal is to improve over baseline and approach $700 million. The baseline is $96 million for fiscal year 09.

FY2009 FY2010 FY2011 FY2012 Total Financial Resources 90,693,375 221,512,119 455,244,530 716,426,250

+Total Net Assets 290,405,616 435,303,885 637,467,416 851,296,793

-Property, Plant & Equipment (237,197,144) (278,607,405) (310,559,418) (361,214,278)

+Long Term Debt 37,484,903 64,815,639 128,336,531 226,343,735

Total financial resources growth is closely aligned with the fiscal disciple and growth of the operations of the university.

In addition over 95% of the financial resources are unrestricted and remain within full control and discretion of the management of Liberty University at the direction of the Board of Trustees.



ADMINISTRATION, OPERATIONS, AND FACILITIES--FINANCE MAJOR ACHIEVEMENTS (Continued)

Targets Met The primary reserve ratio is maintained over .4 and approaches 1.0. The viability ratio is maintained over 1.25 and approaches 4.0. The return on net assets ratio is maintained at least 4 percentage points greater than the Higher Education Price Index and that the 3-year trend is positive. The net operating revenues ratio is maintained at greater than 21%. The core financial index of 5-7 is maintained.

FY2009 FY2010 FY2011 FY2012 Primary Reserve Ratio 0.37 0.77 1.39 1.70

+ Unrestricted net assets EOY 282,160,425 426,574,645 627,798,173 837,925,037

+ Temporarily restricted net assets EOY 1,790,377 1,749,130 2,442,026 4,839,282

-

Land, building, and equipment net of depreciation 237,197,144 278,607,405 310,559,418 361,214,278

+ Long-term debt EOY 37,484,903 64,815,639 128,336,531 226,343,735 = Expendable Net Assets 84,238,561 214,532,009 448,017,313 707,893,776 / Total expenses EOY 226,884,979 280,085,065 323,171,074 417,055,714

FY2009 FY2010 FY2011 FY2012 Viability Ratio 2.25 3.31 3.49 3.13

+ Unrestricted net assets EOY 282,160,425 426,574,645 627,798,173 837,925,037

+ Temporarily restricted net assets EOY 1,790,377 1,749,130 2,442,026 4,839,282

-

Land, building, and equipment net of depreciation 237,197,144 278,607,405 310,559,418 361,214,278

+ Long-term debt EOY 37,484,903 64,815,639 128,336,531 226,343,735 = Expendable Net Assets 84,238,561 214,532,009 448,017,313 707,893,776 / Long-term debt EOY 37,484,903 64,815,639 128,336,531 226,343,735

FY2009 FY2010 FY2011 FY2012

Return on Net Assets Ratio 35.6% 49.9% 46.4% 33.5%

Change in net assets 76,269,750 144,898,270 202,163,530 213,829,377 Total net assets BOY 214,135,865 290,405,616 435,303,886 637,467,414 FY2009 FY2010 FY2011 FY2012

Net Operating Revenues Ratio 24.3% 34.0% 38.4% 33.5%

Change in unrestricted net assets 72,813,335 144,414,220 201,223,528 210,126,864

Acceptable progress has been made on all targets set forth. These ratios are indicative of the comprehensive financial

strength of the university and the successful progress and the exceeding of goals is a solid representative of management oversight and overall success of the implemented strategy.

The University will adapt to changing internal and external regulatory compliance requirements while improving operating performance.

Liberty University operating policies and procedures are continually reviewed for adequacy and modified as necessary for compliance with regulatory requirements. Since 2009, many institutional support and service functions of the university have adopted or modified policies to allow the university to grow and to respond to regulatory risk.




Targets Met

The measurement is a full allocation of statement of activities to the Resident, LU Online, and development divisions. The Resident program includes the resident academic programs, housing/dining programs, resident recruiting, auxiliary enterprises, student life operations, media operations, athletics programs, the School of Law, and allocations of all supporting services. The LU Online program includes LU Online operations, LU Online Academy, and allocations of all supporting services. The Development program includes the development chain of command, all net investment activity, including investment properties, and contributions that are secured for the long term development of the institution. The information sources are the LU Financial Operating model and financial statements prior to offline adjustments. The fiscal year 10 year-end figures will be used as a baseline since model changed dramatically since prior to fiscal year 10.

Residential operations and LU online operations continue to be financially viable separate from net development activities. Since 2010, Liberty University has adopted a delivery format neutral assessment of overall financial viability and continued assessment of the financial viability will be modified in accordance with this change.

Develop a model for determining if the students’ investment into the academic program represents a reasonable return on total investment, including expected debt level, lost or reduced income during school, and the expected increase in earning potential relative to the field.

The university continues to offer one of the lowest priced private college programs for both its residential and online offerings. Over the last few years, the institutional has also begun to gauge the affordability of its programs through the monitoring and analysis of the student loan default rates as published by the Department of Education for Liberty University and peer cohorts. The last such report shows the an default rate of 4.1% for Liberty University while the default rate for all private institutions was 5.2%, all publics institutions was 8.3%, all for-profit institutions was 12.9%, all Virginia institutions was 6.4% and the national average was 9.1%

The athletics generated revenue, total expenses and scholarships will measure the overall self-sustainability of the athletics program. The information source is the NCAA audit. The goal is to improve over the baseline of 13% for fiscal year 08.

Due in large part to the investments made in the athletic infrastructure since 2009, athletics generated income exceeded the target of 13% for two consecutive years. In addition, the same athletic investment made also served to enhance the visibility of the campus and has improved the way students and employees view the entire campus infrastructure, and has enabled the institution to take a step forward towards its goal of having an athletics program competing at the highest level.

Ensure that facilities and grounds are well maintained and that they support the operating activities of the campus.

Liberty University operates and maintains physical facilities through a comprehensive process that increases efficiency and optimizes resources, and engages in planning to effectively serve the needs of the Institution’s educational programs, support services, and mission-related activities.

The University ensures that students, faculty, and staff have access to educational facilities by managing traffic flow, bus routes, parking, sidewalks, Zipcars, park and ride services, tunnels, and pedestrian bridges.

As a result of an audit in Fall 2011, which showed that students did not have sufficient transit time both to find a parking space and to walk from their cars to their classes, the University constructed an additional parking lot at Campus East (an area of campus housing with a large number of dorms) and another near the major highway access point for the campus. Bus routes were altered to accommodate these new parking areas.

This process is ongoing; construction on an additional parking lot adjacent to Green Hall on the north end of campus was begun in Spring 2012.

The University will review necessary funds each year for salary increases.

Over the last two years, Human Resources has completed a systematic review of all salary and wage rates and levels at the institution. Working with the senior leadership of Liberty University, significant changes to the compensation structure of the university has been successfully and sustainably implemented.




Targets Met Manage energy as a central critical resource for both short-term and long-term sustained operation of campus activities.

The University maintains a rigorous maintenance schedule that ensures that the physical campus is kept in good repair and that it continues to meet the needs of the University’s academic programs, student services, and mission-related activities.

All one-time maintenance issues (such as a broken pipe, electrical outage, or other mechanical issues) are corrected quickly, usually the same day.

Routine maintenance and upkeep schedules ensure that the entirety of the University’s facilities and grounds present a positive image for the University and continue to meet needs.

Physical facilities are efficiently maintained through both a routine maintenance program and a work order system. Routine maintenance is performed on all HVAC, lighting, fire alarm, fire sprinkler equipment. When maintenance is needed beyond this routine scope, a work order system is utilized by all staff, faculty and students,

which allows them to report any issues and request repairs. Other departments, such as Building Maintenance (with its HVAC, Electrical, Painting, Plumbing, General Maintenance,

Access Control, and Cabinetry units) carry out routine inspections of the University’s facilities and grounds but operate primarily on an as-requested basis, via the work order system described above.

Classroom utilization will be improved.

Liberty University operates and maintains 161 offices, classrooms, and laboratories devoted to its educational programs. SMART Board technology is utilized in 99 percent of the classrooms and is maintained by the University Integrated

Learning and Resource Center Media Services. Classroom and lab utilization is analyzed each year by the University’s Office of Financial Research and Analysis to

ensure that classroom space is being appropriately utilized to meet the needs of the University’s educational programs. Charts are constructed annually to determine efficiency of classroom and computer lab use. These charts are used for

future planning: when space utilization exceeds optimum levels, adjustments are made, up to and including the planning and construction of new facilities.

Registrar--In the past few years, there have been academic changes that resulted in larger courses, but a smaller breakout group system was used to assist in the high enrollment courses. In the midst of these changes, we were able to exceed our goal of 55%.

Based on the reports, it appears that we reached 57.5% utilization. In addition, several new room were built ahead of when they were needed. We needed these rooms for Fall 2013 in order to handle a larger number of class breakout requirements. Therefore, we may seem like Fall 2012 was not much higher but when we get to Fall 2013, we will have a much higher utilization.

Seat utilization will be improved.

In the past few years, there have been academic changes that resulted in larger courses, but a smaller breakout group system was used to assist in the high enrollment courses. In the midst of these changes, we were able to remain consistent over the past three years.

Based on the reports, it appears that we reached 60.6% utilization. This is higher than 2009-2010 percentage, but a little lower than 2010-2011 percentage.

In addition, several new room were built ahead of when they were needed. We needed these rooms for Fall 2013 in order to handle a larger number of class breakout requirements. Therefore, we may seem like Fall 2012 was not much higher but when we get to Fall 2013, we will have a much higher utilization.

We currently schedule classes in classrooms to fit the expected class size. We will shift classrooms as we progress through registration and additional needs arise. This is all aimed to have maximum utilization of our classrooms.

The University will analyze yield rates and pilot test changes to aid the fulfillment of reducing the institutional discount rate and streamlining institutional aid.

Institutional aid as a percentage of tuition & fees decreased from 29% in 2009 to 21% in 2012 due in large part to the growth of its online program. This growth allowed Liberty to meet the goal of reducing the institutional discount rate, while continuing strong financial aid packaging for the resident program. As of the writing of this assessment, a student from Virginia can attend Liberty University for less than attending many of the 4-year Virginia public institutions.



ADMINISTRATION, OPERATIONS, AND FACILITIES--FINANCE TARGETS NEEDING FURTHER ATTENTION

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.

FY2009 FY2010 FY2011 FY2012 Gross Tuition and Fees 329,082,069 434,628,991 535,484,329 660,219,623 Institutional Scholarships (95,655,802) (99,412,923) (111,035,018) (136,787,402) Institutional Discount Rate 29.1% 22.9% 20.7% 20.7%

While continuing to be one of the most affordable private colleges, the annual institutional discount rate has been

lowered over the number of years, leveraging the various delivery formats and the resulting differences in pricing that exists among Liberty University's comprehensive array of academic programs and services.

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.

FY2009 FY2010 FY2011 FY2012 Total Revenue 303,154,730 424,983,336 525,334,604 630,885,087 Contributions 13,744,553 10,029,388 12,904,329 14,159,607 Contributions % of Total Revenue 4.5% 2.4% 2.5% 2.2%

This goal has not been met due in part to the growth of all other revenues sources of the University. While

contributions to Liberty University have grown since 2009 they have not grown to the level necessary to match the overall growth of revenue. The adequacy of continuing this target will be assessed for reasonableness and in harmony with the growth objective of the institution moving forward.

The total financial resources are total net assets less net investment in plant and will be divided by plant debt and obligations under capital leases. The information source is an audited statement of financial position. The baseline is 2:1 for fiscal year 09 and the goal is to improve to 5:1 by fiscal year 13.

FY2009 FY2010 FY2011 FY2012 FY2013F Total Financial Resources 90,693,375 221,512,119 455,244,530 716,426,250 831,426,250 743,419,046

+Total Net Assets 290,405,616 435,303,885 637,467,416 851,296,793 1,051,296,793 1,051,296,793

-Property, Plant & Equipment (237,197,144) (278,607,405) (310,559,418) (361,214,278) (436,214,278) (436,214,278)

+Long Term Debt 37,484,903 64,815,639 128,336,531 226,343,735 216,343,735 128,336,531 Long Term Debt 37,484,903 64,815,639 128,336,531 226,343,735 216,343,735 128,336,531 Debt Ratio 2.4 3.4 3.5 3.2 3.8 5.8

In 2011-2012, Liberty University had the opportunity to increase cash resources by issuing a $100 million taxable bond due to the strength of its credit rating. These funds would be used to continue the campus transformation of the academic facilities. At the time of the writing of this objective, the securing of the additional $100 million bond issue was unanticipated and the result is a debt ratio of less than 5.0. However this debt ratio is significantly better than most institutions and future goal will be written in relation to this comparison.



ADMINISTRATION, OPERATIONS, AND FACILITIES—FINANCE (Continued) TARGETS NEEDING FURTHER ATTENTION

A percentage of funded institutional discounts to total institutional discounts will increase. The information source is the Financial Aid Department. The goal is 5% by fiscal year 13 with a baseline of 0.50% for fiscal year 09.

Award Year AY2009 AY 2010 AY 2011 AY 2012 Unrestricted Funds 97,725,898 107,610,240 124,681,577 148,518,619 Restricted Funds (Funded) 482,960 439,385 89,219 118,037 Total Institutional Sources 98,208,859 108,049,625 124,770,795 148,636,656 Funded Discounts % of Total Discounts 0.5% 0.4% 0.1% 0.1%

Due to the growth of the institution and the goal of the institution to maintain one of the lowest private school cost,

funded institutional aid growth was not able to keep pace with the growth of overall institutional aid and this goal stated above was not met. Management believes that its strategy to provide a cost effective cost of attendance, whether aid is funded or not, has been one of the most significant factors for the institutions success and that the institution has benefitted in overall enrollment. Taking this into consideration the sensibility of maintaining a funded institutional aid objective for the next strategic plan will be assessed.

ADMINISTRATION, OPERATIONS, AND FACILITIES--DEVELOPMENT GOALS

The University will increase giving through the Alumni Program, the Annual Fund, and Major Gifts. The University will continue to build relationships with supporters to encourage planned giving.

ADMINISTRATION, OPERATIONS, AND FACILITIES—DEVELOPMENT MAJOR ACHIEVEMENTS

Targets Met

Ensure that 25% of the active chapter members will be directly involved in recruiting, mentoring or fundraising. The Alumni Relations Department has refocused their attention from chapter and mentoring to fundraising and

recruiting. The main focus of the Alumni Relations Department is data collection and maintaining a comprehensive and up-to-date

database. The second focus of the department is fundraising with recruiting being the third focus. The department has witnessed

an increased amount of events where alumni volunteers are working with university recruiters. These events have increased significantly over the past year.

According to Recruitment, Alumni Referral Volunteer’s assisting at an event results in a much higher conversion rate due to their genuine passion for the school.



ADMINISTRATION, OPERATIONS, AND FACILITIES—DEVELOPMENT MAJOR ACHIEVEMENTS (Continued)

Targets Met

All active chapters will hold 2 events per year to engage the local chapter. The Alumni Relations Department has refocused their support from chapters to online community groups by using

Facebook’s Groups features. Rather than having a chapter rely on one person (chapter leader) for the success of a chapter we have shifted that responsibility to the entire group. In the past, a chapter leader may host or promote one event per year for everyone to participate in. Now, with our current structure, if 100 people in the group promoted just one event at their church, the opportunity for connecting with each other is 100 times greater.

Send 4 to 5 direct mail appeals each year.

This target is addressed more through the Development Office using the Alumni Relations Department database. The number of annual direct mailings has decreased this last year. Focus has been directed to fundraising for the Jerry Falwell Library. 50% of the total number of donations that have been received for the Library have come from alumni. Every year we see an increase in the number of alumni in our donor database. It is important to continue to try and identify them through every means available.

Cultivate major gifts through relationship building including direct mail solicitation, telephone contacts, e-mail contacts, social networking and personal face to face visits with the goal of securing gifts of $5,000 or more.


Encourage supporters to name LU as beneficiary in their estate plan (will or revocable living trust).


Continue to present and solicit life income agreements (charitable trusts and annuities), life insurance gifts, and gifts of property.


Present giving opportunities and encourage and ask for financial support of LU projects (theatre, School of Business, etc.).

The university continues to send direct mail appeals for financial support. Our current focus is to raise support for the Jerry Falwell Library capital campaign. Our supporters have the opportunity to participate in our brick campaign with a starting donation of $125. Additional brick prices are $500 and $1500. Supporters also have the opportunity to participate in the naming opportunities program (prices from $5,000-$1,000,000) as well as the general donation appeal.

Continue stewardship of donors with personal contacts: personal visits with case holders, personal visits with donors who have written checks equal to or greater than $500 to solicit a planned gift (the ultimate or legacy gift), and personal follow-up phone calls, birthday-cards/calls and correspondence.

This is an ongoing objective and the heart of the development and planned giving officer's activity. In CY 2011, our field representatives completed 1,511 personal visits with donors and perspective donors nationwide.



ADMINISTRATION, OPERATIONS, AND FACILITIES--DEVELOPMENT TARGETS NEEDING FURTHER ATTENTION

No targets need further attention at this time.

ADMINISTRATION, OPERATIONS, AND FACILITIES--HUMAN RESOURCES MAJOR ACHIEVEMENTS

Targets Met

Demonstrate by compensation studies that University salaries are comparable with benchmark universities of equal size and economic status.

An ongoing analysis and review of all staff positions has been in process since 2011. Explore and evaluate the need to offer supervisor training and a new hire orientation as the employee base continues to grow.

The review and development of hiring processes, including on-boarding of new employees is in process. Human Resources will conduct an annual organization evaluation of the organizational structure with the appropriate department heads. The chart will be updated with any changes annually.

A restructuring of the Chancellor’s direct reports was made as recent as November 2012. The University will review necessary funds each year for salary increases.

Human Resources--The University will review necessary funds each year for salary increases. Budget-- Over the last two years, Human Resources has completed a systematic review of all salary and wage rates and

levels at the institution. Working with the senior leadership of Liberty University, significant changes to the compensation structure of the university has been successfully and sustainably implemented.

Combine the Construction and Planning Department with the Field Operations Department.

After further research, it was decided that these departments would be more effective if they were not combined. They continue to operate as separate, productive departments.

Comprehensive staffing studies will be conducted with benchmark institutions.

An ongoing analysis and review of all staff positions has been in process since 2011. Background checks for employees will be implemented.

Background checks are completed on every candidate being offered a position.

ADMINISTRATION, OPERATIONS, AND FACILITIES--HUMAN RESOURCES GOALS

The University will recruit and retain qualified and credentialed faculty and staff and employees will be recognized as a vital University investment and asset. All University administrative services will be appropriately and efficiently organized and operated. The University will provide an atmosphere conducive to student development and safety.



ADMINISTRATION, OPERATIONS, AND FACILITIES--HUMAN RESOURCES TARGETS NEEDING FURTHER ATTENTION

Recruit highly qualified faculty in areas where student/faculty ratios are increasing.

Deferred to 2012-2013 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 2012-2013 A comprehensive study of faculty-staff retention is conducted and the results used to improve the working conditions of staff.

Deferred to 2012-2013 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.

Deferred to 2012-2013 A University calendar of all internal and external deadlines will be developed, distributed, and used for managing the institution.

Deferred to 2012-2013 The University campus and facilities will be evaluated annually for safety requirements, including fire, pedestrian, traffic, first responder protocols, etc.

Deferred to 2012-2013 An annual review with third-party experts will be conducted regarding security camera placement and additions to the system.

Deferred to 2012-2013

ADMINISTRATION, OPERATIONS, AND FACILITIES--TECHNOLOGY GOALS

The University will improve the usability, usefulness, and aesthetics of products and services it delivers. The University will create opportunities for new insights by enabling a unified approach to information management. The University will manage IT as a strategic business division within the University. The University will increase access to and awareness of all IT processes, products, and services. The University will mitigate service capacity, availability, and security risks. The University will support innovative business and learning models. The University will hire, develop, and retain talented IT staff.



ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY MAJOR ACHIEVEMENTS

Targets Met

Deliver portal for all major constituent groups. The Liferay portal was successfully delivered to all Current Resident Students, Current Online Students, Prospective

Students, Alumni, Faculty and Staff between 2011 and 2012. Send email campaign to all students (Residential and LUO) concerning the upcoming student portal migration. Achieve a click rate of 10% for email campaign.

The Portal became a requirement for all students as part of the Emergency Notification project. There is no longer a need to market for the adoption rate as all will be forced to log in therefore the campaign was cancelled, therefore an action plan is not necessary.

Send email campaign to all faculty (Residential and LUO) concerning the upcoming faculty portal migration. Achieve a click rate of 10% for email campaign. This would be to visit the Mobile product page.

The Portal became a requirement for all employees as part of the Emergency Notification project. There is no longer a need to market for the adoption rate as all will be forced to log in therefore the campaign was canceled, therefore an action plan is not necessary.

Establish an online location where users can provide contact preferences as profile information.

The CRM Product Team has added the Contract Preference Single Location to their backlog. (Reflected in SN Epic # EPIC0010070) Associated documents and action plans are in IS-Development twig.

Ensure that constituents will be able to initiate and follow progress of support cases on web-based portal.

This item has not been completed yet, but is being tracked in Service-Now as STRY0014262 in the CRM team backlog for completion within the next 18 months.

Implement access control system and establish integrated processing with event management and registration systems.

Numerous vendor demonstrations have been had, and weighted scorecards are being reviewed as of this report in regards to the possibility of purchasing a new event management and registration system. As this solution is implemented, it will be integrated with our access control system as necessary. Associated documents and action plans are in IS-Operations twig.

Determine commonly-used devices based on our user base percentages of 15% usage. Through a survey on the webpage students were polled on their mobile device. 34% iPhone 39% Blackberry 11%

Windows 15% Android 1% unanswered. Deploy, advertise, and adjust services using integrated systems to meet a goal of 10% student usage monthly.

The Mobile Product Team has delivered updated content and access to additional systems such as FlamesPass Access, Transportation and updated Maps to the mobile platform. Associated documents and action plans are in IS-Development twig.

Send email campaign to all students (Residential and LUO) concerning the available mobile apps. Achieve a click rate of 10% for email campaign.

An email campaign was sent to Alumni and current residential and online students concerning mobile apps. This was used both to garner feedback as well as foster awareness of the new Liberty mobile apps. The email was sent to over 140,000 users and the goal was to achieve a click rate of 10%. Since it was a survey, we have results of the survey instead of merely clicks. The results were just under 3% responded to the survey. The metric was changed from click rates to survey responses. This allowed for more valuable data, therefore an action plan is not required, even though the target was partially met. Associated documents are in IS-Communications twig.

Plan and execute a full communication campaign to all students and employees concerning the available mobile apps. Achieve an additional 400 downloads in the 30 days following the campaign.

A marketing campaign ran late in September and early in October to drive awareness of the new Mobile Apps. This included marketing on the main Liberty portal, email, and social media posts. This resulted in over 1500 downloads. Associated documents are in IS-Communications twig.



ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY MAJOR ACHIEVEMENTS (Continued)

Targets Met Staff a person who is responsible for creating a plan and managing according to it and has 60% of their time devoted to this role.

The Information Architect spends approximately 80% of his time on core duties. The subsequent reporting cycle will be focused on better tracking and reporting of this information.

Map Alumni, Church and Student university information to master structure establish policies according to plan.

Alumni, church, and some student information have been mapped to the structure with a new set of features developed and deployed within the IT management system Service-Now to aid in the management of that information. Associated documents and action plans are in IS--Enterprise Architect twig.

Automated data flow product investments and technologies purchased & implemented.

Purchased and implemented the Pervasive product. Implement technologies which will house university historical and analytical data according to information management plan.

The BIO Data Warehouse team has just acquired the Business Intelligence (BI) Software Evaluation Report. This report will be used to evaluate our current reporting environment and products and to determine what gaps may exist. This knowledge will be used to determine the method and strategy of using our existing technologies and potentially offer suggestions of acquiring products to fulfill unmet needs. Expected outcomes:

Help provide direction to our BI initiative Better understand BI technologies and which products provide those technologies Provide a framework to evaluate our current BI tools (Argos, SSRS, SharePoint) Fulfill some of our KPIs Be the first step in gaining knowledge for a potential future purchase Associated documents and action plans are in the

IS-Business Intelligence twig. Identify data quality standards for CRM.

Data quality standards for CRM have been completed and are documented in the attached file. Associated documents and action plans are in the IS-Business Intelligence twig.

Identify data quality standards for Banner.

Service Now Changes to the information architecture module in process. Once these are completed, BIO Staff will data enter existing items. BIO members are aware of data standards that already exist and are being monitored, so once the SN changes are complete we can get them entered quickly. We should have the SN changes complete by the first week of June and are still on target to get these items entered by June 30. Associated documents and action plans are in the IS-Business Intelligence twig.

Establish a product team to plan and enhance each of the key IT product areas; including a team for IT management products.

Product teams have been established in IT Development to enhance our key product areas such as, Student Life, Student Financial Services, Learning Management System, CRM, Web/Portal, and Mobile. IT Management products are being enhanced through committees attached with each component of the ITSM suite such as, Change Management, Service Catalog, Release Management, Project Managment, Incident and Problem Management. In addition an overarching IT Business Process Improvement Governance committee oversees and coordinates activities which cross the individual components. Associated documents and action plans are in IS-Logistics twig.

Create a portfolio of services to prioritize and manage investments and planning activities.

Progress was made on both the technical services catalog and business services catalog, which are important components of a service portfolio. Associated documents and action plans are in IS-Logistics twig.

Baseline count of programs and products.

As of 5/10/2012 there are 17 programs and 108 products.




Targets Met Baseline # of projects reviewed by ITSC this year.

Since September 2011, the IT Steering Committee (ITSC) has reviewed a total of 169 IT projects (as of May 2, 2012) to determine their feasibility, priority and velocity. The attached report (ITSC Project Review Counts.xls) has the details of the number of projects reviewed during each ITSC meeting. Associated documents and action plans are in the IS-Enterprise Architect twig.

Baseline % of ITSC requirements that are not implemented.

Procedures were drafted to outline how the post-implementation review of projects is to be conducted, so that we can establish the number of IT Steering Committee (ITSC) requirements that are not implemented by projects. These procedures are contained in the attached document, (ITSC and ARB requirements reviewed during PIR.docx). Associated documents and action plans are in IS-Enterprise Architect twig.

Baseline average time in days this year to create a project charter.

Since the start of this measurement (Feb 9, 2012) it has taken, on average 15 days, 14 hours, and 17 minutes to complete a charter document. See attached Project Charter Start to End Times.xslx. Associated documents and action plans are in IS-Enterprise Architect twig.

Baseline strategic plan relevance index.

In order to determine the current relevance of the IT Strategic Plan to IT decision-makers, an online survey of all IT personnel in a leadership position was conducted. In addition to functional management, this survey was sent to project, program, customer relationship managers as well as team leads - total 63 people. As of 5/22/2012 there were 33 responses, each question response was given a value 1-5 and the mean score (index) was determined to be 13.94. Associated documents and action plans are in IS-Enterprise Architect twig.

Baseline policy effectiveness index.

In order to determine the effectiveness of IT policies and standards, an online survey of all IT personnel was conducted - total 300 people. As of 5/10/2012 there were 73 responses, each response was given a value 1-4 (some with 5) and the mean score (index) was determined to be 16.39. See attached Policy Effectiveness Survey Results.pdf. Associated documents and action plans are in IS-Enterprise Architect twig.

Baseline % of projects with project architect from EA.

28% of Project Architects were assigned from EA. See attached Project Architects.xslx. Associated documents are in IS-Enterprise Architect twig.

Baseline % standards coverage in architecture domain.

An inventory was developed for the standards within the domains supported by EA IT Architects. These domains are: integration/middleware, information/data, and networks. Within these domains the provided standards represent those which will be completed by the end of this upcoming reporting cycle. There is an average of 8.3 standards per IT architect. Presently none of these standards have been created, therefore the baseline is zero against the list of desired standards. See attached EA Standards.xlsx. Associated documents and action plans are in IS-Enterprise Architect twig.

80% of all BIO processes are documented in the Strategic Plan.

As of May 2012, we are currently preparing for fiscal year 2013 strategic planning. Each functional area within BIO has been identified, as well as the processes associated with each functional area. Associated documents and action plans are in the IS-Business Intelligence twig.

$8,000 of revenue generated through repairs for FY12.

$9,066 in revenue generated by warranty repairs 7/1/2011 - 4/3/2012. $40,000 in revenue generate through surplus sales from IT Inventory.

Generated $95,570 in revenue through surplus sales from IT Inventory.




Targets Met $2,000 of revenue generated through testing for FY12.

As of 4/30/12 revenue is $2610 for FY12 through testing. Implement integrated IT service management (ITSM) suite with ability to measure front-line activities and link to service strategy. (and) Establish a documented and managed information architecture for IT, such that terminology and reporting are standardized.

This target was met by various divisions within Information technology as outlined below. Our former Help Desk ticket application has been completely replaced by the new Service-Now ITSM suite where

faculty, student and staff may submit incidents, project requests, report requests and other generic IT service requests. IT Customer Support (including IT Inventory, HelpDesk and Desktop Management):

o 80% of desktop warranty parts installed within 3 business days of receipt. o 97% success rate of having laptop warranty parts installed within 3 business days of receipt. o 71% of quick helps were accomplished in less than 15 minutes. Loaner laptop availability was never depleted

at any given time. o 93% first call resolution for calls to the HelpDesk o 17% average abandoned call rate. o New positions were opened and mostly filled. o Tier III positions were created. o A new queue was created to separate account related calls which could be handled by newer, less technical,

and less experienced Tier I employees so those quick calls did not get backed up behind more technically difficult and time consuming calls.

o Two more positions recently opened. o The abandoned rate has continued to drop since February 2012. o April 2012 abandon rate was only 8%. o 95% average rate for successful repairs for equipment we are authorized to repair. o Remote support average call time of 6 minutes, 55 seconds.

IT Logistics: Project baseline tracking began in March 2012. o As of 5/14/2012, 27 baselined projects had been completed. Of these, 24 projects (88.9%) were completed

within 10% of baselined scope. o Increased the number of configuration items (CIs) registered in the Configuration Management Database (see

the attached CIs Registered report). T o The percentage of successfully implemented Requests For Change (RFC's) has been around 94%, dropping

from 98%-100% down to a steady 94%. The drop can be partially explained because of the way the IT Development department is using Change Management.

Starting in February 2012, IT DEV started using Change Management to create place holders for all potential deployment requests. Many of these requests were cancelled and reflect as not being fulfilled when in fact they were not ever attempted to be deployed to production.

As of 5/14/2012, there were 35 projects in the executing phase that had at least 5 weeks of reporting data. Of these, 14 projects (40% of the total) had achieved at least 20% increase in percent complete.

There are 155,437 tasks in SN (as of 5/11/12). 3,809 are associated with a Configuration Item 1,457 are associated with a Product 27,335 are associated with a Service Catalog Item Total of 32,601 (21% of all tasks) Project baseline tracking began in March 2012.

As of 5/14/2012, 27 baselined projects had been completed. Of these, 13 projects (48.1%) were completed prior to the due date.

Project baseline tracking began in March 2012. As of 5/14/2012, 27 baselined projects had been completed. Of these, 24 projects (88.9%) were completed within 10% of

baselined schedule. Associated documents and action plans are in IS-Logistics twig.




Targets Met Migrate 20% of all IT processes and information to ITSM suite.

Our former Help Desk ticket application has been completely replaced by the new Service-Now ITSM suite where faculty, student and staff may submit incidents, project requests, report requests and other generic IT service requests. IT Customer Support (including IT Inventory, HelpDesk and Desktop Management): 80% of desktop warranty parts installed within 3 business days of receipt.

Establish process ownership through committee structures in an effort to achieve cross-functional continuous process improvement.

SA Email Bills - as much of the process as can be, has been handed off to Student Accounts, which includes a checklist of preliminary items as well as email verification. P-Card Reconciliation – A new process/report has been developed in Argos that will allow the Accounting department to handle 100% of the monthly P-Card reconciliations. A Service-Now deployment fixed the permissions needed by accounting to run the automated bank reconciliation process. This was completed by 5/16/2012.

Document current processes in an effort to establish performance baselines and as-is activities.

Business Intelligence Office (BIO) establish a baseline of process throughout for BIO E-mail & Dialer tasks (45 minutes for dialer tasks; 2-4 hours for automatic emails; 1 hour per email for one-off emails) Establish a baseline of process throughput for BIO B.P. Review/Improvement (80% of improvments utilizing SharePoint should take no longer than 10 weeks). Establish a baseline of process throughput for BIO reports. (Average of 14 days for the delivery of a completed report) Establish a baseline of process throughput for BIO Data Entry tasks. SRIPREL: 74.25 - average completed per hour Inquiries: 46.7 - average completed per hour Church Relationships: 23.9 - average completed per hour.

Identify and prioritize processes which would benefit from standardization and establish to-be activities.

Steering committees were established to identify and coordinate processes which needed standardization, which was accomplished by moving those processes to the Service-Now ITSM suite. Those processes include: Change Management Configuration, Management Project, Management Dem, and Management Service Catalog, Management Task, Management Knowledge, Base Management.

Establish a documented and managed business architecture for IT, such that processes are standardized.

Metrics were established to measure effectiveness and determine shortfalls in each of our process areas. Each process area also has at least one key performance indicator included in the IT Strategic Plan, with more to be established over the next year as some of the processes mature. Some of the metrics being collected are: Task hours for IT employees Project-related man hours Project hours variances Forecasted project hours, to aid in resource management Number of incidents and problems that are updated daily Incidents and service requests are assigned to an appropriate group. These metrics will be analyzed in order to improve our processes in the future.

Improve the standardization of all processes prioritized for year one.

Metrics were established to measure effectiveness and determine shortfalls in each of our process areas. These metrics will be analyzed in order to improve our processes in the future.

Ensure 100% of Process and Governance documentation is in Service-Now.

All Information Technology Process and Governance documents (policies, processes, procedures and standards) are now represented within the Service-Now ITSM tool.

The actual policy documents are stored in the Enterprise Architecture repository in Sharepoint, but each process and governance document is represented by an entity that can be viewed by anyone in the University within Service-Now.

Each entity in Service-Now contains: Title of the document, Purpose of the document, Link to a PDF version of the actual document in Sharepoint.

Using ITSM suite, make use of task and resource management capabilities in an effort to capture and aggregate staff time commitments.

Statistics on the number of IT staff utilizing the Service-Now ITSM suite to record their work hours are gathered and analyzed. Metrics to ensure that tasks are assigned to the appropriate department(s) as well as identifying any tasks that are not assigned to any department.




Targets Met Establish baseline by building vendor management plans for 6 strategic partners.

Following guidelines from Gartner, a survey was sent to IS Administration to determine 6 strategic vendors for IS to concentrate efforts on managing. Associated documents are in IS-Communications twig.

Establish process ownership through committee structures in an effort to achieve cross-functional continuous process improvement.

There are product teams in existence for all of our key IT product areas: CRM, Banner, Student Financial Services, Student Life, Learning Management and Website/Mobile. A team has also be developed for IT management products related to the Service-Now ITSM suite. This team consists of subject-matter experts who fulfill the roles of application developers within the ITSM product, all of which is governed by an IT business process improvement governance committee.

Establish a product team to plan and enhance each of the key IT product areas; including a team for IT management products.

There are product teams in existence for all of our key IT product areas: CRM, Banner, Student Financial Services, Student Life, Learning Management and Website/Mobile. A team has also been developed for IT management products related to the Service-Now ITSM suite. This team consists of subject-matter experts who fulfill the roles of application developers within the ITSM product, all of which is governed by an IT business process improvement governance committee.

Leverage services portfolio to identify services represent unique capabilities of central IT.

This is an ongoing target that will have measures recorded against it next fiscal year. We still need to develop a services portfolio and fully comprehend all that involves.

Measure baseline usage of AskLUKE

Statistics were gathered for usage of AskLuke, Liberty's IT knowledge base in September 2011. An awareness campaign followed this timeframe.

Execute AskLUKE awareness campaign, then measure effectiveness; goal is to achieve a consistent 5% increase in usage for two months following campaign.

An awareness campaign took place in September 2011 correlating to the Knowledge Base moving to Service-Now. Statistics were tracked on usage for October and November 2011 to gauge impact of the campaign. The increase was over 18% for the first month following the campaign, however, there was a significant drop in usage during the second month. It is believed that the usage drops in relationship to the end of the school semester. The campaign was not able to overcome this trend.

Establish and manage data center facilities capacity plan.

No capacity plans have been completed. The Capacity Plan Project is active at this time. The Capacity Management project is now active and progressing at normal velocity. The output from that project will satisfy this target before July 2012.

Identify all services to be measured and prioritize the services by business criticality (Service Name and Tier Level).

The list of 91 Services have been defined as Configuration Items (CIs) in Service-Now and identified by Tier level. Identify complete services or service components that can be moved to a non-local data center.

Begin investigation of the Blackboard Managed Hosting solution. While we have been examining Cloud options for existing services, nothing has yet been found that is as cost effective as on-site.

Create a single web-based catalog of IT services and allow for services to be requested online.

As of the end of April our Service Catalog contains 30 service request types where staff, faculty and students can view and request services. Once a request is submitted the faculty member or student may track their request from initiation to completion, receiving email notifications as the request moves through the process.




Targets Met Create 15% of currently identified IT services in the services catalog.

The goal by first quarter of 2012 was to have 25 new services entered into the Service Catalogue. To date, 29 have been added.

Linking to the catalog, also produce a single location whereby staff and/or students can view the status of all requests.

As of the end of April, our Service Catalog contains 30 service request types where staff, faculty and students can view and request services. Once a request is submitted the faculty member or student may track their request from initiation to completion, receiving email notifications as the request moves through the process.

Add 20% of all IT services in the overall portfolio to the services catalog for public view and request.

As of the end of April our Service Catalog contains 30 service request types where staff, faculty and students can view and request services. Once a request is submitted the faculty member or student may track their request from initiation to completion, receiving email notifications as the request moves through the process.

Expose service utilization information to constituents.

The Nicus M-PWR projects continue, but have temporarily been put on hold due to a recent departure by the Project Manager. We have the ability currently to produce reports on the following areas:

o Bandwidth Consumption o Telephony Usage o Software Licensing Assignment o Storage Usage and Allocation o Telephone and Computer Assignment

Establish cost models for 30% of all IT services and show financial implications of consumption.

Cost models exist for 7 of 100 IT Services which equates to 7% of all IT Services. The following services are reported on via Nicus, which is our tool for reporting service utilization:

o Desktop/Laptop Computers o Phones o Printing o Software o Network Storage o Internet Bandwidth o IT Marketplace.

Create a single web-based catalog of IT services which describes the available services and allows constituents to identify usage opportunities.

A service catalog was created within the Service-Now ITSM product, which contains our most requested services in an easy to use menu format for our constituents. Surveys are being conducted to determine our constituent’s awareness of service offerings, and metrics are collected to identify usage of service offerings. New services are continually being added and the service catalog and knowledge base will continue to expand as we offer more services and generate additional documentation related to our service offerings.

Create a baseline of service awareness by surveying key department heads to measure awareness of 10 customer friendly service names.

A survey was created and administered to key department heads in March 2012 to measure service awareness.

Establish baseline of Customer Relationship Management effectiveness through use of interviews with the departments each represents.

Interviews were held with key department heads in March 2012 to measure Customer Relationship Management effectiveness.




Targets Met 20% of services show current status (uptime, degraded service time, total affected time).

Eleven (11) critical services are reported-upon each month with various metrics including # of planned outages, # of unplanned outages, mean-time-between failures, # of degradations, % Uptime, % Downtime, % Unplanned Downtime, and mean-time-to-repair. All 91 Business Services are now defined as Configuration Items in ServiceNow and reports can be generated for uptime, degraded service time, and total affected time.

Establish availability models for 10% of all IT services and show status.

This dashboard is currently being developed by a team in Systems Administration. It should be completed before July 2012.

Establish capacity plan for priority services.

Several areas were identified as being constraints in providing our priority services. These included uptime results for priority services, the number of requested changes (RFCs) which caused priority service issues, and the mean-time to resolution for solving incidents affecting priority services.

Weekly Uptime Exceeding 99.8% - All weeks exceed 99.9%. Weekly Uptime exceeding 99.9% (Critical services) - 75% of critical Services had a weekly uptime exceeding 99.9%

Wireless, CallCenter, and Banner had percentages slightly lower than 99.9% Weekly Uptime Requirements (Blackboard service) - Over the course of three months, 99.998% for month 1, 100% for month 2 and 100% for month 3.

Reduction in RFC-related incidents - The number of Incidents caused by RFCs went from 95 during the month of January 2012, to 13 in the month of April 2012.

Reduction in Emergency RFCs - the number of emergent RFCs was reduced by 10.71% (81/324) Reduction in Mean-time to resolution for Problem Reports –

Establish capacity plan for priority services. (continued)

The MTTR for all critical services has been reduced from 0.32 hours to 0.16 hours during the 1st quarter of CY2012. Reduction in Mean-time to resolution for Incident Reports - The average MTTR for all critical services has been reduced

from .32 hours to .16 hours during the 1st quarter of CY2012. Reduce SLA Breached Rate for Incidents - The SLA breached rate for the 1st quarter of cy2102 is 12.7% SLA Breached Rate Reduced for Critical/High Incidents - The SLA breached rate for the 1st quarter of CY2012 was 16.8% Blackboard technology analysis - The Bb Special Committee developed a report that outlines the requirements for

120,000 students and designed a solution. Establish disaster recovery plan for priority services.

Work has progressed in improving the reliability and recoverability of the Blackboard Service through the Blackboard Bootcamp Project. A Co-Location disaster recovery plan has been ruled-out because of the cost/benefit analysis. Still to be accomplished are the VSS project and Blackboard UCS project, which will establish the 2nd distinct Data Center for Blackboard. All priority services have been defined and documented in the Service-Now ITSM tool and classified by tier level.

IT Security policy is approved and published.

Many existing IT policies have sections that are related to IT Security, as a result there will not be a stand-alone IT Security policy, but any policies that have existing ramifications to IT Security will be modified, and any new policies that are needed to address any outstanding IT Security items will be created.

Our IT Security team identified ten areas that need to be addressed in either existing policies or through the creation of new policies. This is a time consuming effort as our IT Security team attempts to take industry 'best practices' and discern which elements are pertinent our security infrastructure here at Liberty University.

Establish a standard operating procedure for classifying and reporting security events.

The security incident management policy has been written, but operating procedures need to be developed. A project has been initiated which will identify and document these procedures with the security incident management policy. Once this has been approved by IS Administration it will be published, communicated and made available to all users of the Liberty University network.




Targets Met Assess 100% of projects for impact to capability architecture.

All projects have been assessed according to their impact to the business capability anchor model. The included report details the approach taken as well as an example of this assessment.

Implement a system which has the ability to process registration, payment, and enrollment for non-degree seeking students.

In May 2012 Liberty University partnered with SunGard Higher Education using the FlexReg system to process and enroll certificate seeking students in courses.

Implement a system which can process and route messages such as TXT and other mobile and social messaging techniques.

The CRM Product Team is currently investigating how to process the data received from social networks and TXT messages to appropriate queues.

Support outbound alerts and communications which are not simply email or voice, such as some device specific messaging and TXT messages.

Liberty University partnered with Mobile Cause in August 2011 to allow various departments to communicate with customers through Text Messaging.

Implement mobile versions of administrative and learning services, such as Blackboard Mobile Learn.

Mobile Learn was introduced to students in the fall of 2011 allowing them to participate in their courses through a mobile device.

Measure baseline adoption of IT social media sites (Twitter and Facebook).

Reports have been gathered to show baseline usage from July 2011 on Facebook, Twitter, and combined Facebook/Twitter. In addition to counting fans on Facebook, the number of "impressions" was also gathered as a baseline.

Execute social media awareness campaign, then measure effectiveness; goal is to achieve a 5% increase in followers and impressions during following quarter and repeat another 5% increase each quarter for the FY.

Following awareness campaigns in the fall of 2011, Facebook experienced a 21% growth the next quarter and over 52% growth the quarter following that. Twitter had 8% and 15% growth rates for the following 2 quarters.

Implement a system which is able to provide modeling, analysis, simulation, and automation of business processes. (and) Capitalize on this system to automate processes in one business unit.

For FY12, we have documented 26,212 hours saved due to improvements to business process across campus. We are continuing to add to this. Improvements are maintained in a SharePoint list.

Incorporate social networking services into learning management system to allow for more fluid student-to-student connectivity.

Facebook integration has been added to various university websites as well as integration with the Blackboard LMS widget on the Liferay portal. Additionally, various social media accounts have been added to the mobile platform to allow for immediate communication between students.

Pilot one new synchronous service in association with Academics.

As part of the LMS Product Teams 2012-2013 backlog the introduction of a new synchronous service has been added. Implement a system which can provide some level of proctoring for remote examination.

In March 2012 Liberty University implemented an automated proctoring program Digital Proctor. The system provides daily reports that are processed by the Financial Aid office to identify and process potential fraudulent class activity. This includes the outsourcing of partial or all classwork or test.

Establish process for tying promotions to performance data.

A process was established and documented for tying promotions to performance data. CAA process.




Targets Met 20% of organizational chart can see a standard definition for role and title.

As of May 15, 15.4% of the IT Organization has a Career Advancement Agreement (CAA), which allows for a standard definition of role and job title. By the end of June over 20% of the IT organization will have a CAA. IT Operations: 31 IT OPS personnel now have Career Advancement Agreements. That represents 44% of IT OPS staff.

60% of Development Engineers Trained on Java Spring.

15 of the 24 Developers (62.5%) in IT Development have been trained on Java Spring. Level of non-staffed positions no greater than 10%.

IT Development was able to reach a 15% non-staffed position rate. IT Development is currently looking into hiring firms and additional advertising of positions to decrease the percentage in 2012-2013.

Improve the average staff retention rate by 5% (current rate is 11% over 1-year). (and) Improve the average staff vacancy rate by 5% (current rate is 16% (11/70).

The rate was 1.4% during the 1st quarter of 2012. 48% improvement in the staff attrition rate.

ADMINISTRATION, OPERATIONS, AND FACILITIES--TECHNOLOGY TARGETS NEEDING FURTHER ATTENTION

Website style guide, design policy, and standards approved by CIO.

A preliminary guide was provided which was then implemented in the policy and standard template. It has been included, but it has not been completed or approved.

Establish a classification structure and process for university information.

There is a process and classification structure for university information, but due to a staff opening (created through promotion) the Information Architect role who is assigned this responsibility is currently unfilled and therefore the addition of model elements is on hold.

100% of projects are reviewed and evaluated against currently mapped data objects. This includes only projects reviewed by the Architecture Review Board.

Since there has been very low adoption of the ARB, this activity has not been supportable. Given the new meeting schedule and additional push for awareness and governance, during the next reporting cycle, the ARB will almost certainly provide a better supporting structure for these reviews. Associated documents and action plans are in IS-Enterprise Architect twig.

100% of ALL data transformations use selected enterprise products.

We are not at 100% of data transformation being run through Pervasive yet; however, we have a production environment of Pervasive available and being used to run one Finance feed daily. There aren't official development and test environments yet though so we won't be moving any current data transformations to Pervasive and we will need to check on new ones as they come up. We are also currently working to upgrade our licensing, software version, and add development and test environments during the beginning of the next fiscal year. Associated documents and action plans are in the IS-Business Intelligence twig.

Leverage portfolio to establish investment profile for services and use to justify planning activities.

Target not met.



ADMINISTRATION, OPERATIONS, AND FACILITIES--TECHNOLOGY TARGETS NEEDING FURTHER ATTENTION (Continued)

Baseline average grade this year for project business case (A – F score)

As of May FY2012, this process is just getting underway, therefore the current baseline average grade is not relevant at this time, but the current expectation for this upcoming year (FY2013) will be that there will be an average grade of a D or better. Associated documents and action plans are in IS-Enterprise Architect twig.

Baseline average grade this year for project capability analysis (A – F score)

As of May FY2012, this process is just getting underway, therefore the current baseline average grade is not relevant at this time, but the current expectation for this upcoming year (FY2013) will be that there will be an average grade of a D or better. Associated documents and action plans are in IS-Enterprise Architect twig.

Baseline project architecture effectiveness index.

Since there has been very low adoption of the ARB, this activity has not been supportable. Given the new meeting schedule and additional push for awareness and governance, during the next reporting cycle, the ARB will almost certainly provide a better supporting structure for these reviews. Associated documents and action plans are in IS-Enterprise Architect twig.

$500,000 of revenue generated through the IT Marketplace.

The sales totals to date (after 3 quarters) are 5% below target. Associated documents and action plans are in IS-Communications twig.

$2,000 of revenue generated through training for FY12. $1,895 income from training classes. Training contract with Acknowledge IT was not executed until October 2011.

Associated documents and action plans are attached to the IS-Customer Support and Training twig. Execute AskLUKE awareness campaign, then measure effectiveness; goal is to achieve a consistent 5% increase in usage for two months following campaign.

An awareness campaign took place in September 2011 correlating to the Knowledge Base moving to Service-Now. Statistics were tracked on usage for October and November 2011 to gauge impact of the campaign. The increase was over 18% for the first month following the campaign, however there was a significant drop in usage during the second month. It is believed that the usage drops in relationship to the end of the school semester. The campaign was not able to overcome this trend.

Based on the capacity plan, expand capacity to local data center facilities to accommodate for demand and growth.

No capacity plans have been completed. The Capacity Plan Project is active at this time. The Capacity Management project is now active and progressing at normal velocity. The output from that project will satisfy this target before July 2012.

Based on current and past utilization information, establish demand projections for priority services.

This is dependent upon Capacity Planning being done under IT Operations (D13.1). Once the capacity planning is completed, we will have the information needed to establish demand projections for priority services.

Implement technologies to support automated identification of security risks.

There are still a large percentage of manual discoveries, mainly due to the lack of the code-review software. A project has been initiated to obtain this software and to establish procedures for code review. Once that software is obtained, this target can be met.

Perform post implementation review for 20% of all projects reviewed by ARB.

Since there has been very low adoption of the ARB, this activity has not been supportable. Given the new meeting schedule and additional push for awareness and governance, during the next reporting cycle, the ARB will almost certainly provide a better supporting structure for these reviews.

Pilot one new collaborative/social LMS feature in association with Academics.

There is currently a project underway to evaluate portfolios and collaborative wikis. This will not be completed prior to the end of 2011-2012.

Track number of issues which relate to the resilience of technology for core systems and decrease by 5% over that period.

A baseline number of issues which relate to the resilience of technology for core systems needs to be established in order to measure any decreases to those issues.



ADMINISTRATION, OPERATIONS, AND FACILITIES—TECHNOLOGY (Continued) TARGETS NEEDING FURTHER ATTENTION

Define minimum certifications required to effectively manage 50% of the critical IS Services.

Minimum certifications have been defined for specific positions within IT Operations and included in the Career Advancement Plans. 39% of the personnel have CAAs completed.

50% of the minimum certifications required for critical IS Services are held by Liberty IT OPS personnel.

There are no minimum certifications required for personnel related to critical services. Establish baseline for time to fill a position.

From the office of the CIO: 81 days is the average # of days over the last several months to fill a position. This does not take into account internal promotions, we should look to accommodate that over the next year.

Establish baseline for retention duration across IT.

We have steadily retained employees over the last 4 years and are currently at an average retention of 29 months, for employees that leave IT employment for all reasons. The report does not take into account employees that were let go for poor performance or other reasons. This should be removed to get a better reflection of employee retention.

Level of non-staffed positions no greater than 10%.

IT Development was able to reach a 15% non-staffed position rate. IT Development is currently looking into hiring firms and additional advertising of positions to decrease the percentage in 2012-2013.

Create work remote services which include the rapid provisioning of packaged technologies for working remotely.

A knowledge base article was created which outlines the recommended technical specifications work any user working remotely. Work remote services will need to be created depending on the employee type as outlined in the knowledge article.

ADMINISTRATION, OPERATIONS, AND FACILITIES— ENROLLMENT MANAGEMENT

GOALS

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. The University will maintain competitive and affordable tuition rates for all programs. The University will improve the retention and graduation rates of all students in all categories. 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. The University will plan to implement a national branding campaign via TV, radio, and website(s).



ADMINISTRATION, OPERATIONS, AND FACILITIES— ENROLLMENT MANAGEMENT MAJOR ACHIEVEMENTS

Targets Met

Communicate market demand to the provost’s office as it occurs. LUO Recruitment--In FY 12, LUO added 25 academic programs to its course offering, growing the number of new degree

programs offered by 44% over FY 11. LUR Recruitment--The university funded and filled a new position of Coordinator of Resident Graduate Recruitment and

allocated approximately $160,000 for marketing and recruiting efforts. o The university also hired a "Transfer-Graduate Recruiter." o Results from a wide variety of marketing and recruiting initiatives, some of which have not yet been fully

implemented, will be felt over the next calendar year. o Resident Graduate enrollment increased by 1.3% in 11-12 with a total of 1,026 enrolled students; in 12-13, it

increased by 3.5% with 1,062 enrolls. Increase the 3 year moving average of 74 under-represented countries.

LUR Recruitment--A recent and unexpected spike in visa denials across a number of countries, including under-represented countries, has stymied university efforts to increase the number of under-represented countries.

The university offers a generous scholarship to qualified students from under-represented countries whenever qualified prospects or applications are discovered.

Depressed economic conditions combined with a relatively strong US Dollar continue to impact international student enrollment efforts.

Cost-effectiveness concerns dictate that recruiting and marketing efforts focus on countries where the return is greatest. Under-represented countries increased to 82 in 11-12, and downticked to 77 in 12-13 with China no longer being considered

an "under-represented" nation with triple-digit enrollment representation. Build on the academic liaison program.

The university's premier recruiting event, College For A Weekend, was restructured this past year (12-13). In doing so, faculty involvement increased and early results indicate a positive increase in applications and confirmations as a result of this initiative.

Faculty have been more involved at Friendly Fridays, and have been engaged in outbound call campaigns to prospective students interested in related disciplines.

Analyze yield rates and pilot test changes to aid the fulfillment of these goals.

Institutional aid as a percentage of tuition & fees decreased from 29% in 2009 to 21% in 2012 due in large part to the growth of its online program. This growth allowed Liberty to meet the goal of reducing the institutional discount rate, while continuing strong financial aid packaging for the resident program. As of the writing of this assessment, a student from Virginia can attend Liberty University for less than attending many of the 4-year Virginia public institutions.

Develop a workflow highlighting the Title IV process for tying aid to newly approved academic programs and instruct faculty/staff on satisfactory academic progress & financial aid eligibility.

A detailed policy statement was developed by the Financial Aid Office to illustrate the requirements for new academic programs from a Title IV perspective. This policy has also been updated several times in the last two years to reflect new regulatory requirements including federal gainful employment requirements and program approval federal process changes.

Additionally, materials were developed and shared in new faculty training on the impact of faculty advising and student enrollment decisions on financial aid eligibility.

Recruit better prepared students as measured by a 3 year moving average.

LUO Recruitment--Liberty Online continues to maintain reasonable admissions standards for adults returning to college. Online admission requirements vary by degree and experience, and can be found on the LU Online web site.

(http://www.luonline.com/online-admissions-requirements/ Liberty Online also offers a class to orient students to the world of online learning and how that modality works. LUR Recruitment--Resident Enrollment student quality indicators for undergraduates reached all-time highs for the 11-12

academic year: 22.6 ACT avg, 1040 SAT, and 3.34 HS GPA.



ADMINISTRATION, OPERATIONS, AND FACILITIES— ENROLLMENT MANAGEMENT MAJOR ACHIEVEMENTS(Continued)

Targets Met Identify student service gaps and quarterly turn-around times/service levels.

The Registrar's office identified several areas that needed additional personnel or revised processes. As a result, the following items were updated:

o We created 4 additional Online Academic Evaluator positions to improve degree conferral times and communication with students.

o In cooperation with Liberty Online Academic Advising and the Liberty Online Student Advocate Office, we created the Academic Standing Consultant Team, who serve Online students by processing appeals of Academic Suspension and Academic Dismissal, and assist with inquiries from students and staff regarding academic standing.

o Updated academic Policy Handbook and Undergraduate Catalog to reflect the most current academic policies and also updated so that both publications have the same information.

o Improved customer service by implementing online graduation application. This also frees up time for professional advisors in CASAS to spend on other tasks.

o Addition of assistant registrar for resident undergraduate continues to quicken turn-around time for tasks such as degree conferrals, readmit processing, roster verification, and forms processing.

o The process of residential students requesting to take online courses has been made more efficient with an online form so that less staff members need to touch it. It also has auto-email notification to students of the results. We have now gone paperless in this area.

o Implemented and improved new online Course Withdrawal form to make it easier for students to request and staff members to process course withdrawal requests. We have now gone paperless in this area.

o We've changed the way we receive AP and CLEP transcripts. Instead of all paper copies, we now receive regular downloads from the web. This has reduced man hours needed to process the forms and has improved turn-around time for processing.

o We've implemented a transfer articulation program which continues to increase the efficiency of the transcript articulation and evaluation process. Students are awarded transfer credit and notified in a quicker amount of time. This has helped us to move away from paper forms and has added automatic notification to students of their transcript evaluation.

o We've added one transfer credit evaluator to assist in the increasing workload and the university grows and to speed up the transfer evaluation process for new and current students.

o Transcripts for residential UG students are now received, opened, scanned and indexed in the admissions office, which is where transcripts have been received for LUO students for some time now.

o Online forms used by students and the residential UG transfer evaluation team have been upgraded to be more efficient and user-friendly, along with auto-emailing of notification to students.

o The Student Service Center implemented a full time e-mail position so that the process of answering and forwarding e-mails would be more efficient and meet 24 hour turnaround goal for responding to the students.

Identify business processes that require attention.

The Provost’s office, recognizing a need to implement more efficient business processes, placed the graduate and undergraduate administrative deans in charge of improving academic operational efficiencies. In addition to streamlining various business processes, the administrative deans also reviewed various technologies that could be implemented.

Identify new ideas to improve relationships with youth pastors/churches and guidance counselors/schools.

As the Liberty University residential student body grows, new relationships need to be developed with youth pastors/churches and guidance counselors/schools within the city and surrounding areas to provide meaningful service and educational opportunities for its students.

Relationships can be improved between the university and these individuals and organizations using appropriate strategies (This list should not be considered exhaustive but ideas should continue to be developed and implemented). These strategies include:

o Increase communication about the CSER program to these individuals and organizations o Continue to provide meaningful opportunities to recruit volunteers, student teachers etc. on campus o Provide quality CSER volunteers and student interns, student teachers etc. who exemplify the values and ethics of

Liberty University o Continue to build relationships through university departments such as Athletics, Fine Arts, SOR Youth Department

(Scaremare), Seminary Block Parties etc. o Increase partnerships to meet community needs



ADMINISTRATION, OPERATIONS, AND FACILITIES— ENROLLMENT MANAGEMENT

TARGETS NEEDING FURTHER ATTENTION

Using the fall, 2010 matrix, improve division employee retention by 1 percentage point. Deferred to 2012-2013

ADMINISTRATION, OPERATIONS, AND FACILITIES— ENROLLMENT MANAGEMENT MAJOR ACHIEVEMENTS (Continued)

Targets Met Select vendor, budget and solutions to increase Liberty’s brand awareness.

The marketing department was able to plan and implement a national branding campaign including TV spots, billboards, microsites and website. Cities targeted were Orlando, Philadelphia, Houston, Miami, Atlanta, and Jacksonville.