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?”

34

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.

35

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.

36

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.

37