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

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worked with IPEDS variables according to the weight assigned to them by the survey, and a draft list of institutions was created and discussed with the President and his cabinet and the Faculty Liaison Committee. Collaborative review of the draft list led to further refinements, and facultyadministration consensus was reached on a list of 35 institutions which was submitted to the Board of Trustees for their review and approval. With the completion of the peer group list, the College has begun to benchmark its performance on a number of key college metrics to improve institutional effectiveness (Appendix 3.14 Selection of Peer Group Process). In a recent major innovation with regard to shared governance, the President opened the budget process to include staff and students. As part of 2012-2013 budget development process, the President invited the leadership of the Staff Advisory Council, two Student Senate leaders, and the Faculty Liaison Committee to meet with administration and to participate in an overview of the budget draft. At this meeting, the Budget Manager explained how the budget is built, identified key assumptions regarding expenditures and revenues, and answered questions. Those invited provided valuable insights and feedback to inform the process going forward. Another new organizational structure aimed at improving communication and participation in the work of the institution is the College Advisory Council (CAC). At the August 2012 Community Day, the President outlined the concept of a College Advisory Council which would address the following general functions: To serve as an integrative body by bringing together the various constituencies of the College, and hence to act as: A. An agency for multidirectional communication among constituent elements of the College B. A forum through which current or continuing issues affecting the College can be discussed Membership includes the leadership of the Staff Advisory Council, the elected officers of the Student Senate, an ASAP student representative, the Academic Division Chairs, three representatives from the Alumni Association, three elected representatives from the faculty, and the College Cabinet, i.e., the President and the vice presidents (Appendix 3.15 College Advisory Council Bylaws Draft 11-27-12). President Díaz-Herrera anticipates that this Council will serve as a vital means of communication on the Long Range Strategic Planning activities, on the budgeting process, and on other matters of interest to the College. As an important symbolic and real step in increasing communication across the College, the College Advisory Council will attend the tri-annual Board of Trustees General Meetings. The faculty themselves, through the Faculty Liaison Committee, are embarking upon a critical examination of the faculty governance structure, especially to review expansion of the sizes of the standing committees, their responsibilities, and the concept of a “senate” model of faculty governance as part of their 2012- 2013 work plan. As indicated in this chapter, Keuka College has many strengths related to leadership, administration and governance. As an institution that values shared governance, the College has instituted a number of mechanisms to foster and maintain strong interaction and collaboration between the administration and principal College constituencies. Faculty, staff, and students have Page 18 of 19 Chapter 3: Leadership, Gov. & Admin.
greater opportunities than ever before to be involved in decision-making. The College leadership is mission-centered, and the strategic planning process currently underway will employ the mission to guide its planning and decision-making. The Board of Trustees is actively engaged, with a highly committed and talented group in all committee chair roles. The Board Committee structure provides strong oversight of all essential areas of the College, and the charge to provide an ongoing plan for professional board development promises to yield a Board better equipped to address the complexities of their role. Metrics are used to measure progress toward annual goals, and institutional data, resulting from the work of the Long Range Strategic Planning Task Forces, is shaping the Strategic Planning process in profound ways, pointing to areas that need more analysis, improvement plans, and areas of accomplishment. Recommendations: 3.1 Develop a comprehensive staff development plan that will strengthen employee skills and knowledge, support employee advancement, and provide stronger succession management. 3.2 Conduct a campus-wide climate survey to ascertain employee satisfaction and identify areas for improvement. 3.3 Identify and implement strategies to address student satisfaction gap for administrative services; use Noel-Levitz survey biennially to assess gains as well as for trend analysis. Page 19 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
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Appendix Document Middle States Sel
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4.41 Business China Program 2011-20
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Middle States Self Study Chapter 6
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esponses to open-ended questions ab
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Chapter 5: Admissions, Retention an
Page 17 and 18:
esponse to their recommendations, t
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TURNAROUND 20 STRESS FACTORS Stress
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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 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: At this time, students in the overs
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
Page 109 and 110: Chart 5.3 ASAP Undergraduate and Gr
Page 111 and 112: events, College branding, transfer
Page 113 and 114: Cumulative grade point average of 2
Page 115 and 116: oth the partner school and Keuka to
Page 117 and 118: Table 5.2 Scholarship Yield Analysi
Page 119 and 120: and tour the residence halls. Stude
Page 121 and 122: Learning through participation in a
Page 123 and 124: 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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