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1
Welcome Back, Faculty!
President’s Report to the Faculty
August 19, 2011
2
Great Beginnings…
• Surpassing 2,500 students total headcount• Surpassing 1,000 women in CAS• Surging enrollments in EDU, SPS, NHP• Exceptional financial strength• Strong affirmation in Middle States Reviews• New elevator on the way!• New restrooms opening soon!• Terrific new colleagues joining our team!!
3
Middle States ReviewersRecognize Trinity’s Progress
• “Assessing Trinity 2010: Periodic Review Report provides a comprehensive summary of the “paradigm shift” that was and is so central to Trinity’s renaissance and cogently makes the case for the contemporary Trinity Washington University’s alignment of foundational mission and values with modern expectations for “best practices” in higher education.”
• “Clearly, a culture of assessment has been established at Trinity Washington University.”
• “During the period since the last decennial Self-Study, Trinity Washington University
has continued to display the determination and discipline necessary to achieve its strategic vision as a “comprehensive university offering a broad range of educational programs that prepare students across the lifespan for the intellectual, ethical and spiritual dimensions of contemporary work, civic and family life.” “
• “Assessing Trinity 2010: Periodic Review Report presents an impressive picture of an institution that recognizes and honors its close connections to the vision of its founders even as it has embraced the realities of the 21st century. Among those realities is a mature awareness of the crucial importance of planning, assessment and accountability, not merely in terms of compliance, but because these are necessary elements of institutional success in an increasingly challenging environment. “
4
Agenda for 2011-2012• Enhance the ‘culture of assessment’ to tell Trinity’s story even more effectively
• Focus on Strategic Goals 7-8-9 for intellectual productivity, quality of services and reputation for effectiveness
• With program review data, identify opportunities for growth, develop plans to support program growth and quality in select strategic areas
• Address key issues for faculty personnel: • size and scope of full-time faculty• professional development plans and results• quality and development of adjunct faculty• handbook revisions and new policy formulation• continuing emphasis on risk management• assessment of academic governance effectiveness• Improving instructional environment and resource support while waiting for the academic center
• Continue development of the “Case for the Trinity Academic Center” rooted in the quality and effectiveness of Trinity’s academic programs and outcomes
• Continue building fiscal foundation for new building development
• Deliver results in capital campaign!
5
Mission, Vision, Strategy
6
Trinity Mission Statement
Trinity is a comprehensive university offering a broad range of educational programs that prepare students across the lifespan for the intellectual, ethical and spiritual dimensions of contemporary work, civic and family life.
Trinity’s core mission values and characteristics emphasize:
Commitment to the Education of Women in a particular way through the design and pedagogy of the historic undergraduate women’s college, and by advancing principles of equity, justice and honor in the education of women and men in all other programs;
Foundation for Learning in the Liberal Arts through the curriculum design in all undergraduate degree programs and through emphasis on the knowledge, skills and values of liberal learning in all graduate and professional programs;
Integration of Liberal Learning with Professional Preparation through applied and experiential learning opportunities in all programs;
Grounding in the mission of the Sisters of Notre Dame de Namur and the Catholic tradition, welcoming persons of all faiths, in order to achieve the larger purposes of learning in the human search for meaning and fulfillment.
We come together around a shared mission, vision and goals for Trinity…We come together around a shared mission, vision and goals for Trinity…
7
Trinity’s Strategic Vision Proceeding from mission, Trinity’s vision anticipates developing the institution as a mid-sized university (3,000 students)with a distinctive focus on the educational needs of the citizens of the Washington region generally and the District ofColumbia in particular. Given the characteristics of the Washington region, this regional focus is not narrow orparochial; Washington is one of the most international communities in the nation, and has a broad diversity of race,ethnicity, socio-economics, languages, cultures, corporate and civic interests. In particular, Trinity’s vision includesthese important principles and values:
• A Value-Centered Education infused with the principles of social justice, honor and integrity will continue to characterize Trinity’s learning environment and programs;
• Ensuring Access to Educational Opportunities will continue to arise from that social justice value center, such that Trinity will continue to develop its curricula and programs in ways that provide opportunities for educational attainment for students who might otherwise not have had such opportunities to succeed academically;
• Respect for Human Dignity will continue to characterize Trinity’s campus life through honoring the broad diversity of races, ethnicities, cultures, languages, abilities, beliefs and interests of Trinity’s student body;
• Academic Excellence and Rigor will continue to characterize the expectations and work of the faculty with all student populations, with a clear focus on educational outcomes that can demonstrate the quality and durability of a Trinity education through many different occupations and life circumstances;
• Women’s Leadership Development will continue to be a distinctive characteristic of all Trinity educational programs;
• Education for Global Leadership will continue as Trinity’s theme to signify the global perspective that Trinity expects its students and graduates to manifest in order to be true leaders in contemporary communities, corporations, schools and public arenas;
• Service to Others will continue as a strong focus of Trinity’s programs and leadership development philosophy;
• Educating Children Well will continue to be a particular emphasis of a Trinity education, not only in the School of Education but through all programs that lay the foundation for successful teaching, parenting and role modeling for the next generations of citizen leaders.
8
COLLEGE OFARTS & SCIENCES--------------------------------------------• WOMEN’S COLLEGE• WEEKDAY/FULL-TIME• LIBERAL ARTS • BACCALAUREATE•ATHLETICS •CO-CURRICULAR LEARNING PROGRAMS
SCHOOL OFEDUCATION-------------------------------------------------•TEACHER PREP, SCHOOL ADMIN AND COUNSELING PROGRAMS•COEDUCATIONAL•EVENING AND WEEKEND•POSTGRADUATE PROFESSIONAL DEVELOPMENT PROGRAMS
SCHOOL OF PROFESSIONALSTUDIES -----------------------------------•PROFESSIONAL PROGRAMS FOR WORKING STUDENTS•COEDUCATIONAL•EVENING AND WEEKEND•ON AND OFF-SITE•ONLINE AND CLASSROOM
SCHOOL OF NURSING AND HEALTH PROFESSIONS________________________
•COED
•NURSING BAC + MASTERS
•OT, PT, OTHER
TRINITY STRATEGIC PARADIGM 2011
9
STRATEGICENROLLMENT
GOAL(Goal 1)
BASELINE5-YEAR
FINANCIAL MODEL(Goal 2)
CAPITALCAMPAIGN
PLAN(Goal 2)
PROGRAMS(Goal 3)
TECHNOLOGY(Goal 4)
PEOPLECAPACITY(Goals 5-6)
SERVICEREPUTATION
INTELLECTUAL OUTPUT
(Goals 7-8-9)
FACILITIES(Goal 10)
STRATEGIC PLANNING DESIGN
Enrollment Drivers Financial Drivers
10
TRINITY HISTORIC ENROLLMENT HEADCOUNTS 1900-2011
0
200
400
600
800
1000
1200
1400
1600
1800
2000
2200
2400
1900
1901
1902
1903
1914
1917
1919
1920
1948
1949
1950
1951
1952
1953
1954
1955
1956
1957
1958
1959
1960
1961
1962
1963
1964
1965
1966
1967
1968
1969
1970
1971
1972
1973
1974
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
CAS EDU SPS NHP
11
FALL ENROLLMENT HEADCOUNTS SINCE FALL 2001
423505 551 519 526 560
631 640808
9571022
409
476 404 472 436 352325 312
333
378410
495
664 682668
656 693684
784
893
970894
205
0
100
200
300
400
500
600
700
800
900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
2400
2500
2600
2700
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
CAS EDU SPS NHP
1327
1645 16371659
1618 16051640
1736
NUMBER OF STUDENTS
2034
2305
253191% OVERALL
142%
12
Strategic Enrollment Growth Volume and Rates 2010-2015
0
500
1000
1500
2000
2500
3000
3500
F 10SP 11
F 11SP 12
F 12SP 13
F 13SP 14
F 14SP 15
F 15
CAS SPS NHP EDU
23092153
24362340
2678 2604
29062803
29782890
3063
8%
10%5%
2% 3%
30% growth projected 2010-2015
13
0
100
200
300
400
500
600
700
800
900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
2400
2500
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
20101999: MILLHISER CHALLENGE FOR TRINITY CENTER
1999: MILLHISER CHALLENGE FOR TRINITY CENTER
2001: KRESGE CHALLENGE
2001: KRESGE CHALLENGE
2004: Centennial Campaign Concludes @ $12.2 million
2004: Centennial Campaign Concludes @ $12.2 million
2000:BOND ISSUE GROUNDBREAKINGCENTENNIAL ENDS
2000:BOND ISSUE GROUNDBREAKINGCENTENNIAL ENDS
2003: TRINITY CENTER OPENS
2003: TRINITY CENTER OPENS
2007: CAS NEW FIRST YEAR AND GEN ED
2007: CAS NEW FIRST YEAR AND GEN ED
2004:“UNIVERSITY” BECOMES PART OF TRINITY’S NAME
2004:“UNIVERSITY” BECOMES PART OF TRINITY’S NAME
2000: STRATEGIC PLAN “BEYOND TRINITY 2000” REORGANIZES TRINITY INTO THREE ACADEMIC UNITS
2000: STRATEGIC PLAN “BEYOND TRINITY 2000” REORGANIZES TRINITY INTO THREE ACADEMIC UNITS
2000: DC TAGDC CAP
2000: DC TAGDC CAP
2010: CONCEPT DESIGN AND NEW CAMPAIGN PLAN
2010: CONCEPT DESIGN AND NEW CAMPAIGN PLAN
2006: NURSING PROGRAM BEGINS
2006: NURSING PROGRAM BEGINS
2006: STRATEGIC PLAN ‘ACHIEVING TRINITY 2010” DRIVES PROGRAMMATIC EXPANSION
2006: STRATEGIC PLAN ‘ACHIEVING TRINITY 2010” DRIVES PROGRAMMATIC EXPANSION
Middle States ReaccreditationMiddle States Reaccreditation
NCATE first accreditationNCATE first accreditation
DC BON/CCNE accreditDC BON/CCNE accredit
KEY FACTORS SUPPORTING TRINITY’S GROWTH SINCE 1999
2007-2010: OTHER NEW PROGRAM ELEMENTS: CRIMINAL JUSTICE, ISS, MOODLE PLATFORM XPANSION OF HYBRID OFFERINGS
2007-2010: OTHER NEW PROGRAM ELEMENTS: CRIMINAL JUSTICE, ISS, MOODLE PLATFORM XPANSION OF HYBRID OFFERINGS
2010: SCHOOL OF NURSIN G AND HEALTH PROFESSIONSLAUNCHED
2010: SCHOOL OF NURSIN G AND HEALTH PROFESSIONSLAUNCHED
2002: START MODERNIZATION OF FINANCIAL SYSTEMS, IMPROVED FINANCIAL MANAGEMENT, CONVERSION OF INFORMATION PLATFORM
2002: START MODERNIZATION OF FINANCIAL SYSTEMS, IMPROVED FINANCIAL MANAGEMENT, CONVERSION OF INFORMATION PLATFORM
14
0
100
200
300
400
500
600
700
800
900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
2400
2500
2600
2700
2800
2900
3000
3100
2007
2008
2009
2010
2011
2012
2013
2014
2015GROWTH SCENARIO TO 2015
2305
3000
SPS
1056
SPS
882
EDU
379
CAS
934
EDU
369
CAS
1103
48%
17%
46% (includes nursing start-up)
18%%
0%
20%
361%
30%
1640
41%
NHP
116
NHP
535
MSN ONLINE
MSN
OT
Other Allied Health
MBA, other graduate
Nonprofits
Digital Media
Intelligence
Transform teacher ed
Ed Policy
Counseling, Social Work, other Human Services
Retention
Reputation
Psychology
Gov’t, Politics, International
Science foundations for professions
Media
15
Strategic Environmental ScanFall 2011
16
17
Environmental FactorsExternal Threats:EconomyK-12 EducationHealth Care CostsRegulationDisruptive Weather PatternsTerrorismOnline Providers
External Opportunities:Access MovementOutcomes ExpectationsWashington DrawHealth Care DemandsInternational Interest
Internal Threats:Managing GrowthTalent Pool Size/CapacityFacilitiesStudent PreparationStudent Financial Condition
Internal Opportunities:Trinity Success Track RecordTrinity Mission DifferenceTrinity Values“Culture of Assessment”Flexibility and InnovationTechnologyFacilities Plans
18
Strategic Focus: Quality, Service, Reputation
19
Strategic Goal 7: Intellectual and Informational Resources
Goal:Trinity will increase its attention to scholarly and professional productivity in these ways:
• Establishment of a clearinghouse for faculty and staff access to the scholarly and professional development work of colleagues
• Creation of a more distinctive focus on the importance of active contributions to the knowledge base
• Identification of specific incentives to improve intellectual productivity
• Enhance institutional focus on the development of the informational resources necessary to support the teaching and learning enterprise
• With the leadership of the Librarian and Vice President for Academic Affairs, Trinity will establish an annual operational plan for the acquisition, maintenance and use of library and informational resources, and general collection development;
• With the leadership of the Librarian, Vice President and President, Trinity will develop a strategic plan for the development of the Library and its resources that reflects the best thinking of contemporary academic libraries, and this plan will guide the development of the University Academic Center’s library and information resource components.
Objectives for 2010-2011:
• Creation of a more distinctive and affirmative vision for the intellectual life of Trinity must be a top priority
• Take the work already begun in CAS on student retention and improved performance and turn it into a national model
• Each academic unit must articulate a sense of mission, vision and priorities that link to Trinity’s goals and that will establish that part of Trinity as a major player in the respective disciplines and professional fields
• Faculty and staff participation in external opportunities for scholarship and presentation of Trinity’s work to other audiences needs enlarged focus
• Student publications must become a more important part of campus life
• See the goals for library --- it’s time to get moving on this!
20
Strategic Goal 8: Service to Students and the Community
Goal:
• Trinity will extend its educational and service talent to children, families and adults in neighborhoods, schools, civic organizations and other locations in the District of Columbia and the Washington Region.
• Through the Trinity Center for Women and Girls in Sports, Trinity will continue to offer wellness, fitness, recreational, educational and athletics programs and services to the larger Washington community as well as to the campus community; the annual plan for the Trinity Center includes measurable goals for these services;
• For the campus community, Trinity will create annual plans with measurable goals for service delivery and effectiveness, and customer satisfaction, in these areas for all schools:
– Academic Support Services, Health Services, Campus Ministry, Residence Life
– Student Government , Student Activities– Enrollment Services– Food Service, Bookstore, Facilities Services
Objectives for 2010-2011
• All departmental assessments will include specific components for student satisfaction
• Development of a more comprehensive view of the needs of each student population and likely sources of services to meet those needs
• Expansion of programs in Wards 7 and 8 consistent with the interests of funding sources
• Expansion of programs at THEARC
• Revitalization of service learning and community service programs
• Through development of NHP consideration of ways in which Trinity might become a health services provider in the community (possible clinical components on campus)
21
Strategic Goal 9: Quality Outcomes and Key Performance IndicatorsGoal:• Consistent reporting of results against the strategic
goals on a regular timetable will enhance Trinity’s ability to focus on improving outcomes.
• Beyond the specific unit-by-unit and goal-by-goal statements of outcomes and key performance indicators, Trinity will also establish overall institutional plans and quality goals
• Creation of a nationally-recognized First Year Program for the successful development of first year students who present preparatory challenges at entrance
• Establishment of a model program for student learning outcomes assessment
• Development of an Enrollment Management model that focuses on improving retention and completion
• Implementation of a longitudinal assessment system that is able to track alumnae/i outcomes
• Creation of a service response system for all departments that improves Trinity’s reputation among all constituencies for the quality, timeliness and effectiveness of service delivery;
• Promotion of a more vigorous public image for Trinity through more effective use of media to report the accomplishments of faculty, students, staff and alumnae.
Objectives for 2010-2011
Create a more deliberate mechanism for taking the metrics already developed to a level that will permit their publication to various audiences…
22
Views of proposed academic center from front lawn of Main Hall (left) and corner of Franklin St. and Lincoln Road (below)
Enhanced focus on Trinity’s goals for intellectual
outcomes, service quality and reputation for effectiveness
contribute directly to the Case for the Trinity Academic
Center
23
Key Data Sets and Benchmarks
24
CAS Applications, Acceptances, Selectivity and Yield 1970 to 2011
0
200
400
600
800
1000
1200
1400
1600
70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 0 1 2 3 4 5 6 7 8 9 10 11
APPLICATIONS ADMITTED ENROLLED SELECTIVITY YIELD
25
2010-2011 Trinity Degrees By School By Major
0
5
10
15
20
25
30
35
40
AA
BA
HR
L
BA
/BS
BU
A
BA
PS
YC
BA
/BS
CJ
BA
CO
M
BA
INA
F
BS
BIO
BA
GE
N S
T
BA
EN
G
BA
EC
ON
BA
LA
NG
BA
PS
C
BS
MA
TH
BS
ISY
S
BA
SO
C
BA
ED
U
BS
N
MB
A
MS
A
MA
CO
M
MA
ISS
MA
T
MS
A E
DA
D
MA
CO
UN
ME
D
EDU
SPS
NHP
CAS
389 Graduates, 391 Majors: 15 Associate, 185 Baccalaureate, 191 Masters
98 CAS – 30 NHP – 164 SPS – 99 EDU
26
Women's Colleges Degrees Awarded By Discipline 2009
0
500
1000
1500
2000
2500
ED
U M
Health B
SocS
Ci B
Psych B
BU
A B
VP
A B
Lib/Gen B
A
EN
G B
BIO
B
BU
A M
ED
U B
Health M
PU
B A
D M
HIS
B
INT
B
CO
M B
LAN
G B
Health A
A
ET
H G
ND
B
Psych M
Pysics B
PU
B A
D B
MLS
M
MA
TH
B
EN
G M
PH
L RS
T B
VP
A M
FA
MS
CI B
CO
MP
TR
B
INT
M
NA
T R
ES
B
CO
M M
HIS
M
CO
MP
TR
M
Women’s Colleges 2009: 18798 degrees awarded (13,363 undergrad, 5,435 graduate) This chart shows aggregate degrees in disciplines awarding 50 or more degrees among all 45 women’s colleges (B = undergrad, M = graduate degrees)
27
TOTAL ENROLLMENT 45 WOMENS COLLEGES 2009 IPEDS
01
00
02
00
03
00
04
00
05
00
06
00
0
STKATE
SIMM
ONS
CNR
SMITH
GEO
RGIAN
CND MD
ALVERNO
BRENAU
CARLOW
BARNARD
WELLESLEY
MTHO
LYOKE
SPELMAN
CHATHAM
CSTELIZ
CSTBEN
BAYPATH
TRINITY
STJOSEPH
MTM
ARY
CDRCRST
MBALDW
IN
BRYNMAW
R
CONVERSE
STMARYW
D
STMARYS
URSULINE
MILLS
COLUM
BIA
MIDW
AY
STEPHENS
CSTMARY
HOLLINS
SALEM
SCRIPPS
AGNSSCT
WILSO
N
BENNETT
SWTBRIAR
SAGE
PEACE
WESLEYAN
MO
ORE
PINEMANO
R
JUDSON
Enrollment Headcount
AVG = 1875
TRINITY – 2024 F09
TRINITY – 2305 F11
28
TOTAL ENROLLMENT WOMENS COLLEGES 2009 IPEDSshowing Endowment Values End of Year FY2009
01000
20003000
40005000
6000
STKATE
SIMM
ON
S
CN
R
SMITH
GEO
RG
IAN
CN
D M
D
ALVERN
O
BREN
AU
CAR
LOW
BARN
ARD
WELLESLEY
MTH
OLYO
KE
SPELMAN
CH
ATHAM
CSTELIZ
CSTBEN
BAYPATH
TRIN
ITY
STJOSEPH
MTM
ARY
CD
RC
RST
MBALD
WIN
BRYN
MAW
R
CO
NVER
SE
STMAR
YWD
STMAR
YS
UR
SULIN
E
MILLS
CO
LUM
BIA
MID
WAY
STEPHEN
S
CSTM
ARY
HO
LLINS
SALEM
SCR
IPPS
AGN
SSCT
WILSO
N
BENN
ETT
SWTBR
IAR
SAGE
PEACE
WESLEYAN
MO
OR
E
PINEM
ANO
R
JUD
SON
Enrollment Headcount
0
100000000
200000000
300000000
400000000
500000000
600000000
700000000
800000000
900000000
1000000000
1100000000
1200000000
1300000000
Endow ment Value
29
FISCAL 2011 OPERATING BUDGET
CAS, $16,107,777
EDU, 5,335,354
SPS, 8,149,539
FIN AID, 6,512,702
INSTRUCTION, 7,992,694
ACA SUPPORT, 2,296,767
STUDENT SVCS, 3,251,327
FACILITIES, 4,114,768
INSTITUTIONAL, 7,875,397
Gifts - 900,000
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
FY11 REVENUES FY11 EXPENSES
CONFERENCES
TRINITYCENTER
INTEREST
PUBLIC SVC
INSTITUTIONAL
FACILITIES
STUDENT SVCS
ACA SUPPORT
INSTRUCTION
OTHER REVS
OP INTEREST
STUDENT ROOMS
CONFERENCES
TRINITYCENTER
GOVT
GIFTS
FEES
FIN AID
SPS
EDU
CAS
$35,300,000 $34,500,000
Discount
30
Trinity Balance Sheet 1995 - 2011 Fiscal Years
0
10,0
00,00
0
20,0
00,00
0
30,0
00,00
0
40,0
00,00
0
50,0
00,00
0
60,0
00,00
0
70,0
00,00
0
1995 2000 2005 2010 2011
Liabilities Net Assets
Net Assets 7,409,781 28,769,687 34,292,099 34,140,183 42,176,884
Liabilities 1,778,293 4,024,175 23,631,172 24,433,342 24,289,184
1995 2000 2005 2010 2011
31
ACADEMIC SERVICESKIMBERLY LABOONE
PRESIDENTPAT MCGUIRE
PROVOST/VPAAGINGER BROADDUS VP ADVANCEMENT
ANN PAULEY
DEAN SPSTELAEKAH BROOKS
VP ENROLLMENTCATHY GEIER
DEAN CASLIZA CHILD
ADMISSIONS – CASKELLY GOSNELL
CONTINUING EDERIN MCHENRY
DEAN EDUANTOINETTE MITCHELL
CFO/VP FINANCEBARBARA LETTIERE
MARKETINGJASON PIER
DEAN OFSTUDENT SERVICES
MICHELE BOWIE
DEVELOPMENTJUDY TARTENROLLMENT
SERVICESIncludes:
RegistrarFinancial Aid
Student Accounts
FACULTY CAS
FACULTY SPS
FACULTY EDU
WEBSITETIMOTHY RUSSELL
BOARD OF TRUSTEES
HEALTH SERVICESMAUREEN BAXTER
CAMPUS MINISTRYSr. Mary ellen Dow
ADMISSIONSSPS AND EDU
KAVITA FREEMAN
ACADEMIC AFFAIRS ENROLLMENT AND STUDENT SERVICES FINANCE AND OPERATIONSINSTITUTIONAL ADVANCEMENT
BUSINESS OFFICETRACY BERMAN
FACILITIESGARY BRICHER
(Aramark)
SECURITYDORIS BEY
FOOD SVCBONNIE IRVIN
(Sodexho)
TECH SERVICESMichael Burback
VP CAMPU SSVCSBECKY VUKSTA
CONFERENCESKeisha Lago
LIBRARYJacob Berg
HUMAN RESOURCESCAROLE KING
Trinity Functional Organization Chart 2011
ATHLETICSTRACY RENKEN
FACULTY NHP DEAN NHPMARY ROMANELLO
CAMPUS SERVICES
TRINITY CENTERJAMIE BURKET
CAMPUS HOUSINGANDREA CADYMA
Trinity@THEARC
Candice Washington
Faculty ServicesLawander McFarland
ALUMNAE AFFAIRSMargy Reagan
GENERAL COUNSELSARAH PHELPS
32
Trinity Quick Facts 2011
ENROLLMENT
• 2,500 students enrolled in degree programs in four academic units:
– CAS: College of Arts & Sciences (Trinity College) full-time undergraduate women
– SPS: School of Professional Studies, part-time working professionals, coed, all degrees
– NHP: School of Nursing and Health Professions, coed, all degrees
– EDU: School of Education, coed, graduate degrees• 14,000 alumnae and alumni• 1000 undergraduate women in the College of Arts
and Sciences• 315 resident students/350 maximum housing
capacity currently• 80% African American, Latina, International
students• 66% Pell Grant Recipients
TOP MAJOR PROGRAMS
Undergraduate:Human Relations Criminal JusticeNursing CommunicationsBusiness Administration International AffairsPsychology Biology
Graduate:Business Administration EducationCommunication CounselingInternational Security School Leadership
TUITION AND FINANCIAL AID
• $20,050 full-time undergraduate tuition• $30,185 total full-time undergraduate cost/tuition-
room-board-fees• 40% discount rate (average Trinity grant of $8,000)• $500 per credit hour SPS undergraduate tuition• $640 per credit hour Nursing (NHP) tuition• $670 per credit hour graduate tuition• $710 per credit hour MBA program
FINANCES
• $32.5 budget for Fiscal 2012• $11 million endowment• 60% of budget = personnel costs• $1.2 million Annual Fund in Fiscal 2011• $17 million outstanding debt• All debt covenants met
HUMAN RESOURCES
• 65 full-time faculty• 172 adjunct faculty• 185 staff employees• $64,200 average 10-month faculty salary
33
TRINITY RISK MANAGEMENT AT-A-GLANCE CHECKLIST FOR FACULTY
This checklist is a simple reference guide listing key issues in faculty-student interactions. The checklist is not a substitute for the full policy statements on the website at http://www.trinitydc.edu/policies/Home.html
Faculty should review and know the full policies.
Harassment: A harassment claim can arise in any circumstance in which the claimant perceives a threat or intimidation, or an improper relationship particularly where a power relationship exists, e.g., teacher-student, supervisor-employee. To avoid circumstances that can give rise to harassment claims, follow these simple directions:
No personal relationships with students. Includes: home entertainment, hanging out together after class, casual employment like babysitting
No financial relationships with students.Includes: selling course materials, lending money, collecting fees for excursions
Do not confront a student in public --- in class, on the corridor, in the dining hall --- in a way that the student will construe as possible harassment, e.g., saying to a student in front of the class, “What’s wrong with you, are you stupid?”
Do not share with students jokes, cartoons, photographs, links to websites, newspaper stories, or other material that (a) is not related to the course you are teaching and (b) would not be pleasing to your grandmother. You know what we mean!
Avoid characterizing a student by personal characteristics, e.g., to a redhead, “What’s the answer, carrot-top?”
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Social Networking: Trinity’s official instructional platform is Moodle. Not Facebook.
Do not ‘friend’ your students on Facebook or other sites; do not invite students into your personal stuff.
Do not spy on your students or colleagues on their Facebook pages or other social networking sites.
Do not engage in texting with students, normally they should not have your cell phone number.
Threats: If you feel threatened by a student:
If the threat is not immediate and you have time to discuss the situation with your dean, please do that first.
If the threat occurs in a classroom, depending upon the circumstances try to get another faculty member or dean immediately.
If the student is misbehaving but not threatening, try to get another professional to help you in the moment or on a break.Call Security if the threat involves the potential for immediate violence.
If you believe that a student may be in some kind of danger, contact your dean or Dean Bowie to discuss the matter. Do not try to handle it yourself, do not engage outside assistance on your own. We have personnel here to help students.
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Travel: If you would like to take students on a field trip:
Discuss the plan with your dean who will review the plan with you and provide further administrative direction.
Do not take money from the students.
Do not ask the students to send money to a vendor.
NO DRIVING OF STUDENTS. Ever. Our insurance company will not cover you or Trinity.
Email: Email is not secure and is not an appropriate venue for carrying on an argument with a student or a defense against a claim.
Know that Trinity may read all email. Not that we do, but we have the option.
Email is discoverable in any litigation. Think about how it would sound if read in open court.
Never discuss a sensitive student issue on email. Not even with your dean. That’s why we have telephones and offices.
If a student sends you an inappropriate email, do not respond in kind. Discuss with your dean.
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Legal and Insurance Coverage: You are covered by Trinity’s law firm and insurance policies so long as you follow policies.
• If a student makes a legal threat, report that immediately to President McGuire who is the liaison with Trinity’s law firm.
• Trinity’s legal counsel will advise and represent you in legal matters related to your work at Trinity. Please let the President or Provost know if you have questions about legal issues or feel a need to consult with our legal counsel.
• Our insurance company will refuse to cover claims if you negligently or willfully ignore stated policies.
• You may not sign any contracts on Trinity’s behalf. All academic contracts should go to the Provost who will review them with the President.
Regulatory: Matters involving federal, state or local regulatory agencies, accreditors, law enforcement and background checks:
• All official Trinity compliance activities, reports, accreditation or regulatory activity go through the President.
• Governmental officials who call or show up for investigations and background checks should be sent to Security or HR.
• You are responsible to observe FERPA, HIPPA and other regulations concerning the privacy of student information.
References: Faculty members may provide standard academic letters of recommendation for students in their major programs or in related cases where the faculty member can support a student’s application for advanced study or academic recognition.
Trinity has a firm policy that prohibits faculty, administrators or staff from serving as employment references for other faculty, administrators or staff without the specific consent of the Director of Human Resources. Significant claims against you and Trinity can arise from violations of this policy.
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