Welcome Back, Faculty!

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. 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. • 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.

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 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, Trinity’s 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 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. 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 • -------------------------------------------- • WOMEN’S 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

9. 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)

11. NUMBER OF STUDENTS 91% OVERALL 2531 2305 2034 1736 1659 1640 1645 1637 1618 1605 1327 142%

12. 30% growth projected 2010-2015 2% 3% 8% 10% 3063 2978 5% 2906 2803 2890 2678 2604 2436 2309 2340 2153

13. KEY FACTORS SUPPORTING TRINITY’S GROWTH SINCE 1999 1999: MILLHISER CHALLENGE FOR TRINITY CENTER 2010: CONCEPT DESIGN AND NEW CAMPAIGN PLAN 2001: KRESGE CHALLENGE 2004: Centennial Campaign Concludes @ $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 2006: STRATEGIC PLAN ‘ACHIEVING TRINITY 2010” DRIVES PROGRAMMATIC EXPANSION 2004: “UNIVERSITY” BECOMES PART OF TRINITY’S NAME 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

14. GROWTH SCENARIO TO 2015 41% 30% 3000 1640 2305 MSN OT Other Allied Health MSN ONLINE NHP 535 NHP 116 361% MBA, other graduate Nonprofits Digital Media Intelligence SPS 882 SPS 1056 46% (includes nursing start-up) 20% Transform teacher ed Ed Policy Counseling, Social Work, other Human Services EDU 369 0% EDU 379 17% Retention Reputation Psychology Gov’t, Politics, International Science foundations for professions Media CAS 934 CAS 1103 48% 18%%

15. Strategic Environmental ScanFall 2011

16. Whatever you do... Don't be the fish...

17. 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 Environmental Factors

18. Strategic Focus: Quality, Service, Reputation

19. 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! Strategic Goal 7: Intellectual and Informational Resources

20. 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) Strategic Goal 8: Service to Students and the Community

21. Goal: 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… Strategic Goal 9: Quality Outcomes and Key Performance Indicators

22. 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 Views of proposed academic center from front lawn of Main Hall (left) and corner of Franklin St. and Lincoln Road (below)

23. Key Data Sets and Benchmarks

25. 389 Graduates, 391 Majors: 15 Associate, 185 Baccalaureate, 191 Masters 98 CAS – 30 NHP – 164 SPS – 99 EDU

26. 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. TRINITY – 2305 F11 TRINITY – 2024 F09 AVG = 1875

29. Discount

31. Trinity Functional Organization Chart 2011 BOARD OF TRUSTEES GENERAL COUNSEL SARAH PHELPS PRESIDENT PAT MCGUIRE ACADEMIC AFFAIRS ENROLLMENT AND STUDENT SERVICES CAMPUS SERVICES INSTITUTIONAL ADVANCEMENT FINANCE AND OPERATIONS PROVOST/VPAA GINGER BROADDUS VP ENROLLMENT CATHY GEIER DEAN OF STUDENT SERVICES MICHELE BOWIE ADMISSIONS – CAS KELLY GOSNELL VP CAMPU SSVCS BECKY VUKSTA VP ADVANCEMENT ANN PAULEY CFO/VP FINANCE BARBARA LETTIERE BUSINESS OFFICE TRACY BERMAN FACULTY CAS DEAN CAS LIZA CHILD ENROLLMENT SERVICES Includes: Registrar Financial Aid Student Accounts TRINITY CENTER JAMIE BURKET DEVELOPMENT JUDY TART CAMPUS MINISTRY Sr. Mary ellen Dow ADMISSIONS SPS AND EDU KAVITA FREEMAN FACILITIES GARY BRICHER (Aramark) FACULTY SPS DEAN SPS TELAEKAH BROOKS ATHLETICS TRACY RENKEN MARKETING JASON PIER HEALTH SERVICES MAUREEN BAXTER TECH SERVICES Michael Burback FACULTY NHP DEAN NHP MARY ROMANELLO CAMPUS HOUSING ANDREA CADYMA WEBSITE TIMOTHY RUSSELL HUMAN RESOURCES CAROLE KING FACULTY EDU DEAN EDU ANTOINETTE MITCHELL CONFERENCES Keisha Lago ALUMNAE AFFAIRS Margy Reagan SECURITY DORIS BEY FOOD SVC BONNIE IRVIN (Sodexho) CONTINUING ED ERIN MCHENRY Trinity@THEARC Candice Washington Faculty Services Lawander McFarland LIBRARY Jacob Berg ACADEMIC SERVICES KIMBERLY LABOONE

32. 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 Psychology Biology Graduate: Business Administration Education Communication Counseling International 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 Trinity Quick Facts 2011

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 athttp://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. STUDENT SUCCESS IS OUR ONLY BUSINESS