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

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of the traditional program and the ASAP program under the Vice President for Academic Affairs strengthens the faculty integration process begun three years ago when the College moved to hire full-time tenure track faculty for the adult degree completion programs, and accordingly promotes greater opportunities for collaboration and improves institutional connectedness, enhancing the quality of the work environment. The President has also restored as a separate position that of the Vice President for College Advancement which had been previously combined with enrollment management under the title of Executive Vice President/Chief Operating Officer. The performance of the College’s vice presidents, especially as pertains to their changed responsibilities, will continue to be evaluated on an annual basis. Overall, the organizational restructuring will be evaluated in alignment with the assessment of the long range strategic plan, currently in draft form at the time of this writing. Table 3.1 Major Administrative Changes since 2002 Date ** Change Positions Involved Rationale 5/30/2004 Split Associate Dean roles Assoc. Dean of Academic Affairs; Assoc. Dean of ASAP 7/01/2004 Executive Vice President responsibilities added to the VP of College Advancement, Enrollment Mgmt & Marketing 9/06/2006 Associate Vice President titles created to replace Associate Dean titles 3/15/2008 Chief Operating Officer (COO) responsibilities added to Executive Vice President 7/1/2009 Chief Technology Officer position removed from A- Team; IT reports to CFO Creation of position - Director of IT 7/1/2009 Creation of position - Vice President of Center for Professional Studies & International Programs 1/26/2010 Create position - Associate Vice President, Center for Global Education 11/10/2011 Create position – Interim Director of Enrollment Management (DEM) 8/1/2012 Integrate Center for Professional Studies under VPAA; Associate Vice & International Studies Vice President of College Advancement, Enrollment Management & Marketing Increased volume and complexity of administering ASAP and international programs Expansion of oversight of institutional functional areas Alignment of Associates’ titles Consistency in titles & responsibilities as ASAP and international programs are expanded Executive Vice President Coverage of institutional functions while President traveled and focused on revenue Eliminate CTO position Create new position Director of Information Technology Services New Hired a replacement Associate Vice President of CPS generation Realignment of IT responsibilities, address the needed expertise required post Title III grant, under administrative team oversight Increased volume of ASAP and International Programs required attention New Develop a strategic plan for our international education programs, establish an ESL program and new international New Position reports to VP CPSIP instead of COO VPAA, Associate VP for Center for Professional Studies; former VP for CPS initiatives Consolidate traditional, graduate, ASAP and international enrollment functions along with a consolidation of marketing and website management Leverage strengths of both ASAP and traditional program, provide more centralized Page 2 of 19 Chapter 3: Leadership, Gov. & Admin.
President for Center for Professional Studies now reports to VPAA Restructure position—VP for Enrollment, Marketing, and International Relations Create VP for College Advancement Former Executive Vice President/Chief Operating Officer position eliminated position eliminated New New management and academic oversight, and improve collaboration Consolidate enrollment, marketing functions under one VP, focus attention on new venture development, including international Restructured to strengthen College Advancement unit Former duties reassigned to VP Enrollment, Marketing, and International Relations; duties reassigned to VP College Advancement ** Dates were determined by reference to the Personnel Action Form (PAF) in employee files, authorized and signed by the President of the College as required for all executive position changes. Detailed explanations of these changes can be found in Appendix 3.1 Major Administrative Changes Since 2002. Board of Trustees The Board of Trustees consists of between twenty-one and forty people, including three alumni trustees and two student trustees. Pursuant to the Bylaws of the Board of Trustees, the Chair of the Board, or in his/her absence the Vice Chair, presides at all meeting of the Board of Trustees and Executive Committee. The President of the College serves as a member of the Executive Committee of the Board of Trustees during his/her presidency. The powers and responsibilities as they relate to the Board of Trustees are spelled out in the Keuka College Bylaws Board of Trustees (Appendix 3.2 Board Bylaws 6-16-12), and the companion document Board Committees Responsibilities, Board Approved Policies and Procedures further defines these responsibilities as well as policies pertinent to the operations of the College (Appendix 3.3 Board Committee Responsibilities). These documents are reviewed and revised as needed, by the full Board. In response to the increased regulatory environment following the Sarbanes-Oxley Act, the Audit sub-committee of the Financial Affairs committee of the Board of Trustees became a separate standing committee (Audit Committee) in March 2005. The role of the Audit Committee is to assist the Board in its fiduciary responsibilities. The Audit Committee oversees the Administration's conduct of the financial control, reporting and accounting systems, which include the financial reports and other financial information provided by the College to regulatory bodies, the public, financial institutions and internal users in the College community. The effectiveness of this committee is assessed through reports to the Executive Committee on a regular basis, as well as through the annual audit and management letter issued by the independent auditors (Appendix 3.3 Board Committee Responsibilities). Page 3 of 19 Chapter 3: Leadership, Gov. & Admin.
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Table of Contents Table of Contents
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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 and 54: A systems management component that
Page 55 and 56: 2010-11 Actual 2.0% 2.0% 2011-12 Ac
Page 57: Chapter 3 Leadership, Governance, a
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
Page 105 and 106: 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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