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

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Schools (IIB-CRS) comparison peer group which served as Keuka’s compensation peer group until spring 2012. Table 2.6 AAUP Church-Related Schools (faculty salary peer group 2003-2012) 2011- 12 2010- 11 2009- 10 2008- 09 2007- 08 2006- 07 2005- 06 2004- 05 2003- 04 2003-04 to 2011- 12 Prof 77.4 74.9 74.4 75.1 72.5 68.9 66.5 63.9 62.6 23.6% Assoc 62.8 61.3 60.7 60.7 58.3 56.1 55.4 52.3 51.1 22.9% Assist 53.1 51.8 51.1 51.1 49.2 47.5 45.9 44.6 43.2 22.9% Instr 44.7 44.1 43.5 43.3 41.7 40.5 38.5 37.5 36.7 21.8% Table 2.7 Keuka Faculty Salaries 2011- 12 2010- 11 2009- 10 2008- 09 2007- 08 2006- 07 2005- 06 2004- 05 2003- 04 2003-04 to 2011- 12 Prof 74.7 73.1 73.1 72.5 70.6 63.7 57.9 54.9 54.1 38.1% Assoc 62.6 62.7 62.7 59.1 57.4 53.2 52.2 49.2 46.1 35.8% Assist 54.8 53.1 53.0 52.9 49.0 45.3 43.5 40.5 39.7 38.0% Instr 47.7 40.4 40.4 37.9 35.2 N/A N/A 38.9 35.1 35.9% 7. In 2003-2004 academic year, Keuka College embarked on a 5-Year Salary Plan. The goal had been to reach “parity” with IIB-CRS colleges by the end of the 2008-2009 Academic year. Table 2.8 below shows the percentage increase in faculty and staff salaries over a ten-year period to meet that goal. Due to difficult economic circumstances in AY 2009-10, Keuka chose to enact a salary freeze as a measure to prevent layoffs, recognizing the importance of maintaining staffing across the institution in support of the mission. Additional information on the salary plan can be found in Appendix 2.29 Faculty Meeting Minutes 5.28.09. Table 2.8 Faculty Annual Salary Increases Historical Trend of "Nominal" Annual Salary Increases Faculty Admin & Staff 2003-04 Actual 3.0% 2.0% 2004-05 Actual 5.5% 3.5% 2005-06 Actual 7.5% 4.5% 2006-07 Actual 8.0% 4.5% 2007-08 Actual 8.5% 3.5% 2008-09 Actual 5.5% 4.0% 2009-10 Actual 0.0% 0.0% Page 21 of 23 Chapter 2: Planning and Resources
2010-11 Actual 2.0% 2.0% 2011-12 Actual 3.5% 3.5% 2012-13 Actual 3.5% 3.5% Notes: -faculty increases include equity adjustments ($ pool); exclude promotions - admin & staff increases exclude equity adjustments (ad hoc) - in 2010-11, there was a one-time 0.75% stipend (excl above), in addition to annual increase 8. In 2008, a Facilities Plan Update was written, but is not as comprehensive as a Facilities Master Plan would be. The need for a new master plan was identified in the Strategic Plan 2009-2012, in the ongoing work of the Long Range Strategic Planning Committee, and a new Master Plan will be completed in 2013-2014. Keuka College conducts an annual independent audit and follows all recommended and appropriate financial and reporting guidelines. The auditors meet with the Board of Trustees’ Audit Committee and review the annual audit and any management letter recommendations. The President and Vice President of Finance and Administration report the status of any outstanding management letter recommendations to the Audit Committee and the full Board (Appendix 2.30 Audit Report and Appendix 2.31 Management Letter). Most recommendations are addressed in the subsequent fiscal year, except for those that require a multi-year effort. The College has also provided Middle States with periodic review reports outlining the status of our finances, with the most recent and final report submitted in November 2010 (Appendix 2.32 2010 MSCHE Supplemental Information Report). Although Keuka has greatly improved the integration of strategic planning with budgeting over the last several years, as noted earlier, one of the major goals of the Long Range Strategic Planning Steering Committee is to strengthen the integration, transparency, and communication of this process even further. To facilitate these goals, the Long Range Strategic Planning Steering Committee is currently reviewing carefully a set of metrics that it anticipates benchmarking with other institutions and implementing once the final plan is approved so that Keuka can more readily set data-driven priorities and make recommendations for actions. Recommendations: 2.1 Create a new Master Plan that directly integrates with the Long Range Strategic Plan. 2.2 Implement the financial aid consultant’s recommendations for increasing net tuition revenue and reducing the discount rate over the next five years and monitor for progress in achieving institutional enrollment and net tuition revenue goals. 2.3 Complete the re-organization of the Advancement Offices with a concentration on planned giving efforts and increasing the endowment. Page 22 of 23 Chapter 2: Planning and Resources
Page 2 and 3:
Table of Contents Table of Contents
Page 4 and 5: Appendix Document Title Middle Stat
Page 6 and 7: Appendix Document Middle States Sel
Page 8 and 9: 4.41 Business China Program 2011-20
Page 10: Middle States Self Study Chapter 6
Page 13 and 14: esponses to open-ended questions ab
Page 15 and 16: Chapter 5: Admissions, Retention an
Page 17 and 18: esponse to their recommendations, t
Page 19 and 20: TURNAROUND 20 STRESS FACTORS Stress
Page 21 and 22: administration identified three gro
Page 23 and 24: courses, Field Periods, practica, e
Page 25 and 26: possess the knowledge and experienc
Page 27 and 28: As this Self-Study documents, Keuka
Page 29 and 30: offer online course and accelerated
Page 31 and 32: The Student Code of Conduct, as pro
Page 33 and 34: Handbook, but policies governing fa
Page 35 and 36: The Taskforce on Academic Program P
Page 37 and 38: The Strategic Planning Committee (r
Page 39 and 40: future through expanding programs a
Page 41 and 42: process, and associated timeline, r
Page 43 and 44: times per year for the Vice Preside
Page 45 and 46: was retained in early Fall 2012 to
Page 47 and 48: full-time and two part-time employe
Page 49 and 50: Table 2.4 Distance Education Enroll
Page 51 and 52: Interfund loan of approximately $1.
Page 53: A systems management component that
Page 57 and 58: Chapter 3 Leadership, Governance, a
Page 59 and 60: President for Center for Profession
Page 61 and 62: The Committee on Trustees has been
Page 63 and 64: Range Strategic Planning Committee
Page 65 and 66: the transition process. He was full
Page 67 and 68: provides advice, recommendations an
Page 69 and 70: committee work and are brought to t
Page 71 and 72: Staff The Staff of Keuka College pa
Page 73 and 74: At this time, students in the overs
Page 75 and 76: greater opportunities than ever bef
Page 77 and 78: Data-Driven Strategic Planning As n
Page 79 and 80: as well, such as continuing to inve
Page 81 and 82: along with members of the Student S
Page 83 and 84: 4,000 students (1,000 FTE) in China
Page 85 and 86: esult, our analysis of non-academic
Page 87 and 88: Effective learning assessment start
Page 89 and 90: assessment cycle have been schedule
Page 91 and 92: own work effectively. Future assess
Page 93 and 94: documents provided each program wit
Page 95 and 96: make oral presentations and partici
Page 97 and 98: meet the criteria to allow faculty
Page 99 and 100: The lead faculty member reviews ass
Page 101 and 102: outcomes. The Center for Experienti
Page 103 and 104: assessment data for improvement acr
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Beyond assessment that channels up
Page 107 and 108:
Standard 8: Student Admissions and
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Chart 5.3 ASAP Undergraduate and Gr
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events, College branding, transfer
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Cumulative grade point average of 2
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oth the partner school and Keuka to
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Table 5.2 Scholarship Yield Analysi
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and tour the residence halls. Stude
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Learning through participation in a
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Faculty members usually employ a co
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Table 5.5 Campus ASK Appointments 2
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Fall 2010 259 156 83 or 53% 40 or 4
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students with the skills and strate
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*The Library pays for the add-ons a
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Retention and Graduation Rates The
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First Year Experience program— In
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analysis of historical persistence
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Table 5.17 Utilization of ASK Servi
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Campus Life Beyond the classroom, t
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nature of courses, laboratories, an
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Recommendations: 5.1 Assess the rec
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Table 6.1 Keuka College Faculty Lin
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ASAP Table 6.5 ASAP Faculty Lines 2
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appointments will participate in an
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online video orientation materials
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Faculty members seeking to attend a
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Likert Scale, from “strongly disa
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Committee review of faculty files,
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Educational Offerings The Mission o
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Presentation 47 39.2% Case Study 17
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2. “Coursework emphasized: synthe
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To support student learning at each
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Organizational Management, and Crim
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Keuka enrolls international student
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Rubric). The learning goal is pract
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College Writing, and/or MAT 095, De
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• The Dean provides ongoing suppo
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policies and procedures, a copy of
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Credit for Prior Learning Keuka Col
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outcomes are evaluated throughout t
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GLOSSARY January 2013 Middle States
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DRIVE Diversity, Responsibility, In
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NS,M&PE Natural Sciences, Mathemati
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