Barrier/Issue |
Description |
Strategy |
|
|
|
Evaluation |
Kellogg
requires complex, ongoing evaluation |
Hire
staff immediately; engage evaluation issues with KPG; establish evaluation committee;
establish ongoing communications with Kellogg Foundation |
|
|
|
Resistance
to Change |
Transformation
of courses and acadmeic programs to reflect community integration |
Establish
highly visible and participative planning processes; create high visibility and open
communications strategies |
|
Some
in-house functions (computer services, printing) could be spun-off into companies within
the neighborhood that provide services to Trinity and the community. |
Acquire
staff resources quickly; establish highly visible and participative planning processes;
create high visibility and open communications strategies |
|
|
|
Integration
with academic programs and courses |
Developing
and changing academic programs |
Start
engagements now; engage faculty committee structures; provide information through
“appropriate” mechanisms |
|
|
|
Learning
Corridor Management Structure |
Establish
efficient Learning Corridor Management Structure for Campus |
Work
towards creating structure independent of SINA, establish fee-for-service, partner with
Capital Region education Council to manage certain educational programs |
|
|
|
Funding |
Significant
Start-Up, Operational and Capital Costs for Learning Corridor Campus Schools |
Hire
development consultant to write strategy and case statement for Learning Corridor. Phase
development work from Trinity to Learning Corridor over next 4 years. |
|
|
|
Community
Involvement |
Continue
high level of community involvement in Initiative and Learning Corridor |
Utilize
Boys & Girls Club and Family Center. Integrate Community Service and Civic Engagment
Director with community efforts of Initiative. |
|
|
|
Lack
of Office Space on Campus |
Space concerns on campus must be addressed before individuals are hired. |
