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

is updated annually as part of a regular review process (see Appendix 2.10 Strategic Benchmarks
Document Actuals 10-28-12).
The final assessment of the Strategic Plan 2009-2012 was conducted through the use of a
Strategic Planning Report Card (Appendix 2.11 Strategic Plan 2009-2012 Report Card). This
report card lists the initiative, the person responsible for initiative, the status, the next step, the
timeline, and the budget impact of the initiative. Those initiatives which need to be continued in
the development of the new long range strategic plan are also noted. For example, in Fall 2011,
the stress factors analysis (see Introduction chapter) identified outstanding deferred maintenance
as an on-going concern, despite the fact that in FYs 2003, 2007, 2010 and 2011 the College took
advantage of the low interest rates and state/federal programs to issue debt and secure grants to
address its accumulated deferred maintenance. In FY 2005-06, a $10m capital campaign
was undertaken to renovate and address the deferred maintenance needs of its signature building,
Ball Hall. More recently, the College has instituted a modest budgeted line item in the annual
operating budget for deferred maintenance. However, the College recognizes that relying on the
periodic issuance of debt and capital campaigns is not conducive to the long term success of
maintaining the deferred maintenance at acceptable levels.
Overall, communication of strategic planning and budgeting processes and decisions occurs
throughout the year. Each President’s Cabinet member has regularly scheduled staff meetings
and periodic retreats that are inclusive of the broad strategic planning and budgeting efforts as
well as more granular planning at the unit level. The President provides a State of the College
presentation in the fall of every year, which includes a status update on the progress of the
College plans, and he solicits feedback in the Q&A session after his presentation. In the latest
State of the College presentation, the President highlighted the work done to date on the Long
Range Strategic Planning process, including major strategic goals and proposed metrics
(Appendix 2.12 State of the College Nov. 2012). To improve communication of institutional
progress toward achieving its goals, the President has identified the need for a more readily
accessible dashboard approach for future tracking of the Strategic Plan, once implemented;
development of the dashboard approach is part of the current discussion with Long Range
Strategic Planning Committee.
Prior to the start of the fall and spring semesters, Keuka holds a bi-annual Community Day,
which brings together all faculty, staff and administrators to update the campus on the overall
planning and budgeting status as well as various aspects of the College activities since the
previous Community Day. Agendas for the most recent years include campus diversity
initiatives, information technology and Datatel Conversion, the Middle States Self Study, the
long range strategic planning initiative and the work of the six strategic planning taskforces, to
name but a few (see Appendix 2.13 Community Day Agenda February 1, 2011).
Due to the importance of adequate funding for both the strategic and operational plans, a
thorough budgeting process is essential. The operating budget is aligned with the College’s
Strategic Plan and with the overarching institutional goals of educational excellence, financial
equilibrium, and a supportive College community. The budget development process is fairly
lengthy and involved. During the past ten years, the College has worked to continually expand,
improve, and standardize the process. The College’s annual operating budget has grown
significantly over this period, from $17M in 2001-02 to $36M in 2011-2012. The budget
Page 7 of 23 Chapter 2: Planning and Resources