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89 been no formal management letter issued for the past several years; and, since the formation of the Office of Student Financial Services in FY2004, there have been no “findings” as a result of the annual A‐133 audit. The College is currently considered a low‐risk auditee. Projection Curry is in the process of a updating its strategic plan, which will inform the detailed planning and management of the Institution, including the creation of strategic links between planning and resource allocation over multi‐year timeframes. Multi‐year prospective financial analysis will become more formalized with routine reporting to the College’s governing body. The College will continue to utilize strategic planning and its annual budgeting process to ensure financial resources are utilized in a manner reflecting the College’s mission and purpose. The College must address the issue of its narrowing operating margins and do what is necessary to maintain a reasonable level of budgeted and actual surpluses of operating revenues over operating expenses. This may necessitate modest enrollment growth while maintaining the College’s core values. The College is currently operating at or near full capacity of its classrooms, residence halls, faculty offices and other administrative space, and parking. Further, to be competitive and to meet its educational objectives and to support improved retention and persistence rates, the College needs to make gains on the quality of the portion of its physical facilities that was not constructed or renovated during the past 12 years. The College’s enrollment management processes will continue to address recruitment and retention in an intensely competitive environment. Enrollment management will focus on students best able to succeed at Curry College; namely those who persist to graduation. Financial aid strategies covering need and non‐need‐based aid will continue to support these efforts strategically and will likely increase to predetermined levels. The College will continue to raise and diversify revenue in the following ways: • Prioritize endowment growth, implementing additional transfers of retained surpluses to quasi‐endowment funds. • Continue fundraising efforts, with a focus on realizing gains in alumni giving and major gift contributions. • Evaluate the need and market for additional graduate programs, including the exploration and implementation of online and hybrid delivery methods for new and existing offerings. • Increase summer Conference Center revenue, in accord with physical capacity and constraints. Institutional Effectiveness Financial planning and control is a core process inherent in the College’s planning and operations, broadly defined. This process is effective in ensuring sound financial decision‐ Curry College 2012 Self-Study Standard Nine
90 making that provides for sufficient financial resources to pursue the Institution’s mission and the detailed strategies underlying it. The planning and control process includes: • A detailed annual budget with extensive input from campus‐wide constituencies; • A comprehensive fall semester re‐forecasting of the anticipated full year results; • An array of enrollment management reports; • Daily reconciliations of operating cash activity and balances; • Weekly detailed reporting of student account receivables; • Monthly analyses of actual results (as compared to budgeted and forecast and as compared to corresponding period of the prior year); • Quarterly reviews of endowment performance and related considerations such as asset allocation; • Periodic use of the College’s 5‐year aid model to evaluate, plan, and assess financial aid strategies and decisions; • A detailed 10‐year model to review financial implications of contemplated transactions and operating variables; • Real‐time engagement of the Board of Trustees on all major financial matters and transactions in addition to the annual budget, forecast and audit processes; • Annual rating reviews by Standard & Poor’s; • Benchmarking of various operating and financial metrics. Information gleaned from these processes and information sources inform long‐ and shortrange planning and provide data for formative evaluation and adjustments, as needed. Curry College 2012 Self-Study Standard Nine
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Curry College Self-Study Report Jan
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ii III. Institutional Characteristi
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iv 12. List all programs accredited
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vi CHIEF INSTITUTIONAL OFFICERS Fun
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viii Academic Dean’s Office coord
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x assessment learning goals and mea
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xii Significant program expansion w
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2 accessible in multiple locations:
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4 Of these multiple efforts, Strate
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6 the College’s Mission Statement
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8 academic units. In addition, the
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10 writing sequence xxv ; and stand
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12 • Offer distinctive, relevant,
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14 Standard Three: Organization and
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16 policy and planning and peer fac
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18 The College demonstrates a stron
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20 process of reviewing their self
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22 NEASC visit in 2002, the organiz
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24 Increased opportunity for study
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26 • MACJ: Police Career Incentiv
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28 submitted to the department chai
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30 Table 4.1: Progress Summary of L
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32 management data helps department
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34 • Recent purchase of Atomic Le
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36 cohort model; similar completion
Page 51 and 52: 38 with enhanced online support for
Page 53 and 54: 40 • Develop a system to assess t
Page 55 and 56: 42 Standard Five: Faculty Descripti
Page 57 and 58: 44 Part‐time faculty teaching loa
Page 59 and 60: 46 attendance. xcvii Faculty are al
Page 61 and 62: 48 articulated only for full‐time
Page 63 and 64: 50 initiatives to move the College
Page 65 and 66: 52 Advisors actively participate in
Page 67 and 68: 54 Standard Six: Students With a lo
Page 69 and 70: 56 class members by cohort, allowin
Page 71 and 72: 58 programs are described in detail
Page 73 and 74: 60 Staffing within Student Services
Page 75 and 76: 62 College has placed a priority on
Page 77 and 78: 64 continue to hear from students o
Page 79 and 80: 66 structures and supports for dive
Page 81 and 82: 68 systematic oversight for what ar
Page 83 and 84: 70 The curriculum and student learn
Page 85 and 86: 72 the Appraisal section. Students
Page 87 and 88: 74 faculty “selectors,” each re
Page 89 and 90: 76 technological environment. The C
Page 91 and 92: 78 Standard Eight: Physical and Tec
Page 93 and 94: 80 Facilities are constructed and m
Page 95 and 96: 82 technology through hosted applic
Page 97 and 98: 84 Standard Nine: Financial Resourc
Page 99 and 100: 86 of May 31, 2011 with the majorit
Page 101: 88 gradually developed a culture of
Page 105 and 106: 92 requirements. As described withi
Page 107 and 108: 94 Standard Eleven: Integrity Descr
Page 109 and 110: 96 available; it also appears in ga
Page 111 and 112: 98 consider developing and implemen
Page 113 and 114: 100 ix Mission Statement Survey in
Page 115 and 116: 102 cvi First Year activities in wo
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