Welcome Back, Faculty!
President’s Report to the Faculty
August 19, 2011
1
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!!
2
Middle States Reviewers
Recognize 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. “
3
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!
4
Mission, Vision, Strategy
5
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
6
learning in the human search for meaning and fulfillment.
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.
7
TRINITY STRATEGIC PARADIGM 2011
SCHOOL OF
EDUCATION
------------------------------------------------•TEACHER PREP, SCHOOL ADMIN
AND COUNSELING PROGRAMS
•COEDUCATIONAL
•EVENING AND WEEKEND
•POSTGRADUATE PROFESSIONAL
DEVELOPMENT PROGRAMS
COLLEGE OF
ARTS & SCIENCES
-------------------------------------------• WOMEN’S COLLEGE
• WEEKDAY/FULL-TIME
• LIBERAL ARTS
• BACCALAUREATE
•ATHLETICS
•CO-CURRICULAR
LEARNING PROGRAMS
SCHOOL OF
PROFESSIONAL
STUDIES
----------------------------------•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
8
STRATEGIC PLANNING DESIGN
STRATEGIC
ENROLLMENT
GOAL
(Goal 1)
BASELINE
5-YEAR
FINANCIAL
MODEL
(Goal 2)
Enrollment Drivers
PROGRAMS
(Goal 3)
TECHNOLOGY
(Goal 4)
CAPITAL
CAMPAIGN
PLAN
(Goal 2)
Financial Drivers
PEOPLE
CAPACITY
(Goals 5-6)
SERVICE
REPUTATION
INTELLECTUAL
OUTPUT
(Goals 7-8-9)
FACILITIES
(Goal 10)
9
TRINITY HISTORIC ENROLLMENT HEADCOUNTS 1900-2011
2400
2200
2000
1800
1600
1400
1200
1000
800
600
400
200
0
CAS
EDU
SPS
NHP
10
FALL ENROLLMENT HEADCOUNTS SINCE FALL 2001
NUMBER OF STUDENTS
91% OVERALL
2531
2305
2034
1736
1645
1637
1659
1618
1640
1605
1327
142%
2011
2010
NHP
2009
SPS
2008
EDU
2007
2006
2005
2004
2003
2002
2001
CAS
11
Strategic Enrollment Growth Volume and Rates 2010-2015
30% growth projected 2010-2015
2%
3500
3%
8%
10%
2906
5%
3000
2678
2500
2309
2436
3063
2978
2803
2890
2604
2340
2153
2000
1500
1000
500
0
F
15
15
14
SP
F
14
13
SP
F
13
12
SP
F
12
11
SP
F
11
10
SP
F
12
CAS
SPS
NHP
EDU
KEY FACTORS SUPPORTING TRINITY’S GROWTH SINCE 1999
1999:
MILLHISER
CHALLENGE
FOR TRINITY
CENTER
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
2002: START
MODERNIZATION OF
FINANCIAL SYSTEMS,
IMPROVED FINANCIAL
MANAGEMENT,
CONVERSION OF
INFORMATION
PLATFORM
2000:
DC TAG
DC CAP
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:
CONCEPT
DESIGN
AND NEW
CAMPAIGN
PLAN
2010: SCHOOL
OF NURSIN G
AND HEALTH
PROFESSIONS
LAUNCHED
DC BON/CCNE accredit
NCATE first accreditation
Middle States Reaccreditation
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
2000
1999
13
GROWTH SCENARIO TO 2015
41%
30%
1640
2305
3000
MSN
ONLINE
MSN
OT
NHP
Other Allied Health
535
NHP
361%
116
MBA, other graduate
Nonprofits
Digital Media
SPS
Intelligence
882
SPS
1056
46% (includes nursing start-up)
20%
Transform teacher ed
Ed Policy
0%
EDU
EDU
Counseling, Social Work,
other Human Services
369
379
Retention
17%
Reputation
Psychology
Gov’t, Politics, International
CAS
Science foundations for professions
CAS
934
Media
1103
48%
18%%
2015
2014
2013
2012
2011
2010
2009
2008
2007
14
Strategic Environmental Scan
Fall 2011
15
16
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
17
Strategic Focus: Quality, Service,
Reputation
18
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 and affirmative
vision for the intellectual life of Trinity must be
a top priority
•
Creation of a more distinctive focus on the
importance of active contributions to the knowledge
base
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!
•
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;
•
Objectives for 2010-2011:
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.
19
Strategic Goal 8: Service to Students and the Community
Objectives for 2010-2011
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:
–
–
–
–
•
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)
Academic Support Services, Health Services,
Campus Ministry, Residence Life
Student Government , Student Activities
Enrollment Services
Food Service, Bookstore, Facilities Services
20
Strategic Goal 9: Quality Outcomes and Key Performance Indicators
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…
21
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)
22
Key Data Sets and Benchmarks
23
CAS Applications, Acceptances, Selectivity and Yield 1970 to 2011
1600
1400
1200
1000
800
600
400
200
0
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
24
2010-2011 Trinity Degrees By School By Major
40
389 Graduates, 391 Majors: 15 Associate, 185 Baccalaureate, 191 Masters
98 CAS – 30 NHP – 164 SPS – 99 EDU
35
30
25
EDU
SPS
20
NHP
CAS
15
10
5
0
MED
MA COUN
MSA EDAD
MAT
MA ISS
MA COM
MSA
MBA
BSN
BA EDU
BA SOC
BS ISYS
BS MATH
BA PSC
BA LANG
BA ECON
BA ENG
BA GEN ST
BS BIO
BA INAF
BA COM
BA/BS CJ
BA PSYC
BA/BS BUA
BA HRL
AA
25
Women's Colleges Degrees Awarded By Discipline 2009
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)
2500
2000
1500
1000
500
0
COMPTR M
HIS M
COM M
NAT RES B
INT M
COMPTR B
FAMSCI B
VPA M
PHL RST B
ENG M
MATH B
MLS M
PUB AD B
Pysics B
Psych M
ETH GND B
Health AA
LANG B
COM B
INT B
HIS B
PUB AD M
Health M
EDU B
BUA M
BIO B
ENG B
Lib/Gen BA
VPA B
BUA B
Psych B
SocSCi B
Health B
EDU M
26
Enrollment Headcount
TOTAL ENROLLMENT 45 WOMENS COLLEGES 2009 IPEDS
6000
5000
4000
3000
TRINITY – 2305 F11
AVG = 1875
2000
TRINITY – 2024 F09
1000
0
JUDSON
PINEMANOR
STKATE
SIMMONS
CNR
SMITH
GEORGIAN
CND MD
ALVERNO
BRENAU
CARLOW
BARNARD
WELLESLEY
MTHOLYOKE
SPELMAN
CHATHAM
CSTELIZ
CSTBEN
BAYPATH
TRINITY
STJOSEPH
MTMARY
CDRCRST
MBALDWIN
BRYNMAWR
CONVERSE
STMARYWD
STMARYS
URSULINE
MILLS
COLUMBIA
MIDWAY
STEPHENS
CSTMARY
HOLLINS
SALEM
SCRIPPS
AGNSSCT
WILSON
BENNETT
SWTBRIAR
SAGE
PEACE
WESLEYAN
MOORE
27
Endow ment Value
TOTAL ENROLLMENT WOMENS COLLEGES 2009 IPEDS
showing Endowment Values End of Year FY2009
Enrollment Headcount
6000
1300000000
1200000000
5000
1100000000
1000000000
4000
900000000
800000000
700000000
3000
600000000
500000000
2000
400000000
300000000
1000
200000000
100000000
0
0
STKATE
SIMMONS
CNR
SMITH
GEORGIAN
CND MD
ALVERNO
BRENAU
CARLOW
BARNARD
WELLESLEY
MTHOLYOKE
SPELMAN
CHATHAM
CSTELIZ
CSTBEN
BAYPATH
TRINITY
STJOSEPH
MTMARY
CDRCRST
MBALDWIN
BRYNMAWR
CONVERSE
STMARYWD
STMARYS
URSULINE
MILLS
COLUMBIA
MIDWAY
STEPHENS
CSTMARY
HOLLINS
SALEM
SCRIPPS
AGNSSCT
WILSON
BENNETT
SWTBRIAR
SAGE
PEACE
WESLEYAN
MOORE
PINEMANOR
JUDSON
28
FISCAL 2011 OPERATING BUDGET
$4
0,
00
0,
00
0
$3
5,
00
0,
00
0
$3
0,
00
0,
00
0
$2
5,
00
0,
00
0
$35,300,000
$34,500,000
CONFERENCES
TRINITYCENTER
Gifts - 900,000
INTEREST
INSTITUTIONAL, 7,875,397
PUBLIC SVC
INSTITUTIONAL
SPS, 8,149,539
FACILITIES
STUDENT SVCS
$2
0,
00
0,
00
0
FACILITIES, 4,114,768
ACA SUPPORT
INSTRUCTION
OTHER REVS
$1
5,
00
0,
00
0
EDU, 5,335,354
STUDENT SVCS, 3,251,327
OP INTEREST
STUDENT ROOMS
ACA SUPPORT, 2,296,767
CONFERENCES
TRINITYCENTER
$1
0,
00
0,
00
0
$5
,0
00
,0
00
GOVT
GIFTS
INSTRUCTION, 7,992,694
FEES
FIN AID
CAS, $16,107,777
SPS
EDU
CAS
FIN AID, 6,512,702
Discount
$0
FY11 REVENUES
FY11 EXPENSES
29
0
10
,0
00
,0
00
20
,0
00
,0
00
30
,0
00
,0
00
40
,0
00
,0
00
50
,0
00
,0
00
60
,0
00
,0
00
70
,0
00
,0
00
Trinity Balance Sheet 1995 - 2011 Fiscal Years
1995
2000
2005
2010
2011
1995
2000
2005
2010
2011
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
Liabilities
Net Assets
30
BOARD OF
TRUSTEES
Trinity Functional Organization Chart 2011
GENERAL COUNSEL
SARAH PHELPS
PRESIDENT
PAT MCGUIRE
ACADEMIC AFFAIRS
PROVOST/VPAA
GINGER BROADDUS
DEAN CAS
LIZA CHILD
FACULTY CAS
DEAN SPS
FACULTY SPS
TELAEKAH BROOKS
FACULTY NHP
DEAN NHP
MARY ROMANELLO
DEAN EDU
FACULTY EDU
ANTOINETTE MITCHELL
CONTINUING ED
ERIN MCHENRY
ENROLLMENT AND STUDENT SERVICES
CAMPUS SERVICES
INSTITUTIONAL ADVANCEMENT
DEAN OF
VP ENROLLMENT
ADMISSIONS – CAS
STUDENT SERVICES
CATHY GEIER
KELLY GOSNELL
MICHELE BOWIE
VP CAMPU SSVCS
BECKY VUKSTA
VP ADVANCEMENT
ANN PAULEY
CAMPUS MINISTRY
Sr. Mary ellen Dow
TRINITY CENTER
JAMIE BURKET
DEVELOPMENT
JUDY TART
ATHLETICS
TRACY RENKEN
MARKETING
JASON PIER
CAMPUS HOUSING
ANDREA CADYMA
WEBSITE
TIMOTHY RUSSELL
CONFERENCES
Keisha Lago
ALUMNAE AFFAIRS
Margy Reagan
ENROLLMENT
SERVICES
Includes:
Registrar
Financial Aid
Student Accounts
HEALTH SERVICES
MAUREEN BAXTER
ADMISSIONS
SPS AND EDU
KAVITA FREEMAN
FOOD SVC
BONNIE IRVIN
(Sodexho)
FINANCE AND OPERATIONS
CFO/VP FINANCE
BARBARA LETTIERE
BUSINESS OFFICE
TRACY BERMAN
FACILITIES
GARY BRICHER
(Aramark)
TECH SERVICES
Michael Burback
HUMAN
RESOURCES
CAROLE KING
SECURITY
DORIS BEY
Trinity@THEARC
Candice
Washington
Faculty Services
Lawander McFarland
LIBRARY
Jacob Berg
ACADEMIC SERVICES
KIMBERLY LABOONE
31
Trinity Quick Facts 2011
ENROLLMENT
•
2,500 students enrolled in degree programs in four
academic units:
–
–
–
–
•
•
•
•
•
TUITION AND FINANCIAL AID
CAS: College of Arts & Sciences (Trinity College) fulltime 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
Nursing
Business Administration
Psychology
Graduate:
Business Administration
Communication
International Security
Criminal Justice
Communications
International Affairs
Biology
Education
Counseling
School Leadership
•
•
•
•
•
•
•
$20,050 full-time undergraduate tuition
$30,185 total full-time undergraduate cost/tuitionroom-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
32
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?” 33
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.
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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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