Foundation D: Build the Infrastructure to Support the Needs of the 21st Century University

During the two years of the strategic planning process, we engaged in numerous candid conversations with members of the Trinity community. One theme that vividly emerged from these discussions and electronic surveys is that all groups – faculty, staff, students, alumni, and trustees – perceive opportunities for greater institutional coordination. On campus, faculty and staff recounted examples of administrative inefficiency, redundancy, and increasing bureaucratization that make it increasingly time consuming and difficult to accomplish routine tasks. When talking to alumni and community partners, we repeatedly heard that lack of a central organization or inadequate web-based tools makes it difficult to access the resources of the institution. We need both long-term planning and regular reviews to help us determine the most efficient and effective use of all human and financial resources.

We know that our continued success is directly secured by our robust financial health. We endeavor to enact the action steps outlined in this strategic plan and to leave our institution finally stronger than it is now.

  • Trinity’s Composite Financial Index (CFI) exceeded the peer school median in six of the last seven years. In fact, Trinity’s Composite Financial Index was in the top 25% of the peer institutions for six of the seven years reported, lagging the 75th percentile only in FY14 where the large one-time charge for Center for the Sciences and Innovation expenditures pressured the index.
  • Trinity’s CFI score reflects good financial health relative to our internal planning threshold and our peer institutions.