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When the giant Indian technology-services firm Infosys announced last November that it would open a design and innovation hub in Providence, the company's president said one of the key reasons he chose Rhode Island was its strong network of higher-education institutions: Brown University, the Rhode Island School of Design, and the Community College of Rhode Island. In a higher-education system that is often divided between two-and four-year colleges and further segregated between elite and nonelite institutions, it's not often that a community college is mentioned in the same breath as an Ivy League campus. Nor is a two-year college seen as a training ground for jobs in the so-called creative economy, which include industries such as design, fashion, and computer gaming that typically require bachelor's degrees. But the Community College of Rhode Island, New England's largest two-year college with more than 15,000 students, is working hard to change the tired image of two-year institutions as places for high-school graduates who can't hack it on four-year campuses or for the unemployed trying to figure out what's next. Led by Meghan Hughes, a relatively new president with an academic background in art history, the college is overhauling its approach to workforce development by better aligning programs with the state's economic priorities than is currently the case. " Like many colleges, we tended to be more reactive and slower to respond to training needs," said Julian Alssid, who started last summer as vice president of workforce development. The college would typically wait for displaced workers to come to the campus to receive retraining instead of intervening before they were laid off. It had advisory groups of employers to provide guidance on certificates and degrees , but they met infrequently, so it would take months or sometimes years to tweak existing programs or start new ones. Now, the college is in the process of reorganizing its continuing-education division to build ongoing partnerships with companies to keep it current on industry trends and operate training programs responsive to and in sync with the labor market. The alliance with Infosys is a good example of this new strategy as the college works with the company to figure out how the school can help in recruiting and training 500 workers who will make a median salary of $79,000. The problem with many existing workforce-training programs, Alssid said, is that employers, colleges, and local workforce boards responsible for doling out federal funds " all operate separately, calcified in their own silos. " In this new economy, he added, " those worlds will blend together. "
单选题26.Which of the following is NOT true according to the passage?