final version of the self-study document - Keuka College's Middle ...

discount rate which has increased in recent years as a response to strained financial resources on the
part of our traditional student population, limited support to the operating budget from the
endowment which has only partially met the strategic goal of providing increased net revenue,
faculty and staff compensation, and deferred maintenance although the College has made some
progress in capital improvements through debt, grants, and capital campaigns. A 5-year faculty
salary plan met its goal to achieve parity with IIB-Church related schools in AY 2008-2009, and
conversations are underway between faculty leadership and the administration to develop a new
salary plan, using a peer group established in spring 2012.
Strategic planning and budgeting processes have improved, with recent investment in planning
capacity through the hires of a budget analyst for the Center for Professional Studies and
International Programs and a Director of Institutional Assessment, but stronger integration,
transparency, and communication is needed. The recent initiatives under President Jorge Díaz-
Herrera, including the creation of a College-wide Long Range Strategic Planning Steering
Committee (LRSPSC) and six taskforces to conduct research and provide recommendations to the
LRSPSC, will assist greatly in this endeavor.
Chapter 3: Leadership, Governance, and Administration
The College President is the chief executive officer. Five vice presidents report directly to him, and
other administrative officers are responsible for daily operations. Recent restructuring of the
executive administrative staff seeks to streamline the duties of several positions, realign academic
programs under one position, and provide stronger accountability for achievement of institutional
goals.
The College’s strongest asset is its qualified and dedicated personnel. Despite improvements in the
College’s financial resources, compensation budgets remain tight, staffing is lean in some areas, and
discretionary budgets are limited. Nonetheless, a hard-working faculty and staff demonstrate a high
level of commitment to the institution, and most of the men and women who work at the College,
regardless of their positions, are proud to be part of the College staff. The excitement occasioned by
the appointment of a new President in July 2011 is now reflected in the commitment of the Long
Range Strategic Planning Steering Committee members who have stepped up to the task of crafting
a new strategic vision and plan which will ensure a stronger financial foundation and greater renown
for its academic programs.
Chapter 4: Institutional Effectiveness and Assessment of Student Learning
Keuka College is committed to a culture of assessment, and since its last decennial review, has
worked to develop organized, systematized, and sustainable assessment processes. Additionally, it
has recently hired a Director of Institutional Assessment to support the development of stronger
assessment processes across the College. Institutional effectiveness is measured by the degree to
which programs and resources are organized to achieve institutional and program-level goals and by
the ability of the College personnel to use assessment results for continuous improvement. Through
a variety of assessment measures, including but not limited to retention rates, graduation, financial
reports, and surveys, Keuka regularly collects and analyzes data to make decisions. Measurement of
student learning occurs through portfolios, capstone coursework/presentations, pass-rates on
qualifying exams in certain majors, and field experience evaluations. Assessment results are then
used to enhance student achievement of learning goals.
Page 3 of 4 Executive Summary