Welcome Back, Faculty!

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Welcome Back, Faculty!

• Presidents Report to the Faculty
• August 19, 2011

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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!!

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Middle States ReviewersRecognize Trinitys
Progress

• Assessing Trinity 2010 Periodic Review Report
  provides a comprehensive summary of the paradigm
  shift that was and is so central to Trinitys
  renaissance and cogently makes the case for the
  contemporary Trinity Washington Universitys
  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.

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Agenda for 2011-2012

• Enhance the culture of assessment to tell
  Trinitys 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 Trinitys academic programs and
  outcomes
• Continue building fiscal foundation for new
  building development

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Mission, Vision, Strategy
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We come together around a shared mission, vision
and goals for Trinity

• 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.
• Trinitys 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 womens 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.

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Trinitys Strategic Vision

• Proceeding from mission, Trinitys 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 of
• Columbia in particular. Given the
  characteristics of the Washington region, this
  regional focus is not narrow or
• parochial 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,
  Trinitys vision includes
• these important principles and values
• A Value-Centered Education infused with the
  principles of social justice, honor and integrity
  will continue to characterize Trinitys 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 Trinitys campus life through
  honoring the broad diversity of races,
  ethnicities, cultures, languages, abilities,
  beliefs and interests of Trinitys 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
• Womens Leadership Development will continue to
  be a distinctive characteristic of all Trinity
  educational programs
• Education for Global Leadership will continue as
  Trinitys 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

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TRINITY STRATEGIC PARADIGM 2011

• SCHOOL OF
• EDUCATION
• -------------------------------------------------
• TEACHER PREP, SCHOOL ADMIN
• AND COUNSELING PROGRAMS
• COEDUCATIONAL
• EVENING AND WEEKEND
• POSTGRADUATE PROFESSIONAL
• DEVELOPMENT PROGRAMS

• SCHOOL OF
• PROFESSIONAL
• STUDIES
• -----------------------------------
• PROFESSIONAL PROGRAMS
• FOR WORKING STUDENTS
• COEDUCATIONAL
• EVENING AND WEEKEND
• ON AND OFF-SITE
• ONLINE AND CLASSROOM

• COLLEGE OF
• ARTS SCIENCES
• --------------------------------------------
• WOMENS COLLEGE
• WEEKDAY/FULL-TIME
• LIBERAL ARTS
• BACCALAUREATE
• ATHLETICS
• CO-CURRICULAR
• LEARNING PROGRAMS

• SCHOOL OF NURSING AND HEALTH PROFESSIONS
• ________________________
• COED
• NURSING BAC MASTERS
• OT, PT, OTHER

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STRATEGIC PLANNING DESIGN
STRATEGIC ENROLLMENT GOAL (Goal 1)
BASELINE 5-YEAR FINANCIAL MODEL (Goal 2)
CAPITAL CAMPAIGN PLAN (Goal 2)
Enrollment Drivers
Financial Drivers
PROGRAMS (Goal 3)
TECHNOLOGY (Goal 4)
PEOPLE CAPACITY (Goals 5-6)
SERVICE REPUTATION INTELLECTUAL OUTPUT (Goals
7-8-9)
FACILITIES (Goal 10)
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NUMBER OF STUDENTS
2531
91 OVERALL
2305
2034
1736
1659
1640
1645
1637
1618
1605
1327
142
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30 growth projected 2010-2015
2
3
8
3063
10
2978
2906
5
2803
2890
2678
2604
2436
2309
2340
2153
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KEY FACTORS SUPPORTING TRINITYS GROWTH SINCE 1999
1999 MILLHISER CHALLENGE FOR TRINITY CENTER
2010 CONCEPT DESIGN AND NEW CAMPAIGN PLAN
2001 KRESGE CHALLENGE
2004 Centennial Campaign Concludes _at_ 12.2
million
2007 CAS NEW FIRST YEAR AND GEN ED
2003 TRINITY CENTER OPENS
2000 BOND ISSUE GROUNDBREAKING CENTENNIAL ENDS
2006 NURSING PROGRAM BEGINS
2007-2010 OTHER NEW PROGRAM ELEMENTS CRIMINAL
JUSTICE, ISS, MOODLE PLATFORM XPANSION OF HYBRID
OFFERINGS
2004 UNIVERSITY BECOMES PART OF TRINITYS NAME
2006 STRATEGIC PLAN ACHIEVING TRINITY 2010
DRIVES PROGRAMMATIC EXPANSION
2000 STRATEGIC PLAN BEYOND TRINITY 2000
REORGANIZES TRINITY INTO THREE ACADEMIC UNITS
2010 SCHOOL OF NURSIN G AND HEALTH
PROFESSIONS LAUNCHED
2002 START MODERNIZATION OF FINANCIAL SYSTEMS,
IMPROVED FINANCIAL MANAGEMENT, CONVERSION OF
INFORMATION PLATFORM
DC BON/CCNE accredit
2000 DC TAG DC CAP
NCATE first accreditation
Middle States Reaccreditation
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GROWTH SCENARIO TO 2015
30
41
3000
2305
1640
MSN ONLINE
MSN OT Other Allied Health
NHP 535
361
NHP 116
MBA, other graduate Nonprofits Digital
Media Intelligence
SPS 882
SPS 1056
46 (includes nursing start-up)
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Transform teacher ed Ed Policy Counseling, Social
Work, other Human Services
EDU 369
0
EDU 379
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Retention Reputation Psychology Govt, Politics,
International Science foundations for
professions Media
CAS 934
CAS 1103
48
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Strategic Environmental ScanFall 2011
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Whatever you do...
Don't be the fish...
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Environmental Factors

• External Threats
• Economy
• K-12 Education
• Health Care Costs
• Regulation
• Disruptive Weather Patterns
• Terrorism
• Online Providers
• External Opportunities
• Access Movement
• Outcomes Expectations
• Washington Draw
• Health Care Demands
• International Interest

• Internal Threats
• Managing Growth
• Talent Pool Size/Capacity
• Facilities
• Student Preparation
• Student Financial Condition
• Internal Opportunities
• Trinity Success Track Record
• Trinity Mission Difference
• Trinity Values
• Culture of Assessment
• Flexibility and Innovation
• Technology
• Facilities Plans

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Strategic Focus Quality, Service, Reputation
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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 Centers 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
  Trinitys 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
  Trinitys work to other audiences needs enlarged
  focus
• Student publications must become a more important
  part of campus life
• See the goals for library --- its time to get
  moving on this!

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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)

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Strategic Goal 9 Quality Outcomes and Key
Performance Indicators

• Goal
• Consistent reporting of results against the
  strategic goals on a regular timetable will
  enhance Trinitys 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 Trinitys 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

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Enhanced focus on Trinitys goals for
intellectual outcomes, service quality and
reputation for effectiveness contribute directly
to the Case for the Trinity Academic Center
Views of proposed academic center from front lawn
of Main Hall (left) and corner of Franklin St.
and Lincoln Road (below)
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Key Data Sets and Benchmarks
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389 Graduates, 391 Majors 15 Associate, 185
Baccalaureate, 191 Masters 98 CAS 30 NHP 164
SPS 99 EDU
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Womens 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 womens colleges
(B undergrad, M graduate degrees)
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TRINITY 2305 F11
TRINITY 2024 F09
AVG 1875
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Discount
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Trinity Functional Organization Chart 2011
BOARD OF TRUSTEES
GENERAL COUNSEL SARAH PHELPS
PRESIDENT PAT MCGUIRE
ACADEMIC AFFAIRS
ENROLLMENT AND STUDENT SERVICES
FINANCE AND OPERATIONS
INSTITUTIONAL ADVANCEMENT
CAMPUS SERVICES
PROVOST/VPAA GINGER BROADDUS
VP ADVANCEMENT ANN PAULEY
VP ENROLLMENT CATHY GEIER
ADMISSIONS CAS KELLY GOSNELL
CFO/VP FINANCE BARBARA LETTIERE
DEAN OF STUDENT SERVICES MICHELE BOWIE
VP CAMPU SSVCS BECKY VUKSTA
BUSINESS OFFICE TRACY BERMAN
DEAN CAS LIZA CHILD
DEVELOPMENT JUDY TART
ENROLLMENT SERVICES Includes Registrar Financia
l Aid Student Accounts
FACULTY CAS
TRINITY CENTER JAMIE BURKET
CAMPUS MINISTRY Sr. Mary ellen Dow
ADMISSIONS SPS AND EDU KAVITA FREEMAN
FACILITIES GARY BRICHER (Aramark)
DEAN SPS TELAEKAH BROOKS
MARKETING JASON PIER
FACULTY SPS
ATHLETICS TRACY RENKEN
HEALTH SERVICES MAUREEN BAXTER
TECH SERVICES Michael Burback
WEBSITE TIMOTHY RUSSELL
FACULTY NHP
DEAN NHP MARY ROMANELLO
CAMPUS HOUSING ANDREA CADYMA
HUMAN RESOURCES CAROLE KING
DEAN EDU ANTOINETTE MITCHELL
FACULTY EDU
CONFERENCES Keisha Lago
ALUMNAE AFFAIRS Margy Reagan
SECURITY DORIS BEY
FOOD SVC BONNIE IRVIN (Sodexho)
CONTINUING ED ERIN MCHENRY
Trinity_at_THEARC Candice Washington
Faculty Services Lawander McFarland
LIBRARY Jacob Berg
ACADEMIC SERVICES KIMBERLY LABOONE
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Trinity Quick Facts 2011

• 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

• 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 Justice
• Nursing Communications
• Business Administration International Affairs

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• 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, Whats 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, Whats the
  answer, carrot-top?

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Social Networking Trinitys 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. Thats 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 Trinitys 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 Trinitys law firm.
• Trinitys 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 Trinitys
  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 students
  application for advanced study or academic
  recognition.

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STUDENT SUCCESS
IS OUR ONLY BUSINESS