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13 efforts, utilizing social media technology, are underway to establish and maintain contact with new graduates to obtain valuable feedback. Institutional assessment efforts such as NSSE and the Senior Survey have provided data that is highly relevant to many College efforts. While the data was made available on the Portal, Curry has not yet developed an ongoing cycle of institutional assessment and data reporting to keep the institution systematically informed of its performance on key indicators. A clearer, shared process is needed for purposeful, coordinated utilization of the information or for feedback on initiatives undertaken to improve performance on any of its indicators. Overall, the College is hoping to establish a cycle of evaluation that will result in a cycle of continuous improvement. Such a process will facilitate necessary change to ensure that the institution remains viable in an increasingly challenging, competitive, and regulated higher education environment. Projection The College’s mission, vision, and strategic initiatives must remain at the center of all planning and evaluation efforts. Curry has made great strides toward improvement in this area and has to renew focus on integrated efforts that will be necessary to achieve strategic goals and support continued institutional effectiveness. The College will: • Complete the Strategic Planning process by Spring 2012 and utilize the identified strategic directions and initiatives to frame the next phase of institutional development. • Implement actions toward completion of the Strategic Planning initiatives though an integrated process, including data‐driven assessment of efforts and progress, alignment of resources to support the goals of the Strategic Plan, and a mechanism for evaluating the effectiveness of the strategic planning process. • Continue to review Curry’s organizational structures and resources to determine if they are aligned appropriately to accomplish goals. • Increase the integrated use of data to inform evaluation through the work of a Director of Institutional Research and designation of an area of the Portal and website for planning and evaluation materials. • Increase the systematic gathering and integrated use of evidence about the success of recent graduates to inform ongoing planning. Institutional Effectiveness Curry has used its annual budget process (through resource allocation), achievement of enrollment goals, learning outcomes assessment, and the strategic planning process as opportunities to evaluate its institutional effectiveness. Curry’s increased commitment to integrate institutional research into planning and evaluation will enhance the institution’s systematic use of data to inform ongoing improvement. Curry College 2012 Self-Study Standard Two
14 Standard Three: Organization and Governance Description The legally constituted Board of Trustees of Curry College is charged with managing the affairs and activities of the Institution and ensuring the College’s success in fulfilling its mission and achieving its purpose. As reflected in the minutes of the Board and its various committees, the Board sets and reviews institutional policies, approves major new initiatives in alignment with the College’s mission and resources, and monitors the College’s fiscal solvency. The College’s by‐laws state that the Board will consist of no less than one member and no more than 27 members. The Board currently consists of 17 members and includes the President, who serves in an ex‐officio capacity. The governing authority and responsibilities of the Board are detailed in the College by‐laws that were most recently amended and adopted by the full Board in October 2004. xxxiii The Board discharges its ongoing roles and responsibilities through a standing schedule of meetings in October, February and May. The Board has generally chosen to discharge its activities as a committee of the whole, which has assured broad participation of all Trustees. Beyond the full Board, some functions are delegated to standing committees. For example, the Finance and Facilities Committee meets regularly to review the College’s operations, plans, and budgets. It also serves as an independent Audit and Compensation Committee, reporting its activities back to the full Board. In addition, Trustees communicate directly with College personnel regarding Academic Affairs each spring with respect to graduates and on an ongoing basis with respect to development activities. With Board members who bring diverse experiences, competencies, and outlooks, robust and fully informed discussions occur. The Board has considered this structure, believes it works well, and plans to continue discharging its functions in this manner. The February Board Meeting focuses on Trusteeship issues including governance, board performance and executive performance. For many years, this meeting has concluded with an executive session. Special Board meetings may be called at any time by the President, Board Chair, or one or more Trustees. Board Minutes from each meeting are distributed to all Board members and maintained by the President’s Office. New Board members are recruited through a nomination system that considers Board needs and prospective members’ skill sets and demonstrated commitment to the College Mission. The majority of Board members have no personal or immediate familial financial interest in Curry College. The Board’s membership includes six Curry alumni. Members hold office for a term of three years. xxxiv The relationship between the Board of Trustees and the College President is delineated in the College by‐laws. The President serves as the Chief Executive Officer and is accountable to the Board for overseeing the overall administration and supervision of the College, and maintaining significant responsibility for outreach, development, and fundraising. The Board is responsible for appointing and reviewing the President’s performance. Curry College 2012 Self-Study Standard Three
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Page 3 and 4: ii III. Institutional Characteristi
Page 5 and 6: iv 12. List all programs accredited
Page 7 and 8: vi CHIEF INSTITUTIONAL OFFICERS Fun
Page 9 and 10: viii Academic Dean’s Office coord
Page 11 and 12: x assessment learning goals and mea
Page 13 and 14: xii Significant program expansion w
Page 15 and 16: 2 accessible in multiple locations:
Page 17 and 18: 4 Of these multiple efforts, Strate
Page 19 and 20: 6 the College’s Mission Statement
Page 21 and 22: 8 academic units. In addition, the
Page 23 and 24: 10 writing sequence xxv ; and stand
Page 25: 12 • Offer distinctive, relevant,
Page 29 and 30: 16 policy and planning and peer fac
Page 31 and 32: 18 The College demonstrates a stron
Page 33 and 34: 20 process of reviewing their self
Page 35 and 36: 22 NEASC visit in 2002, the organiz
Page 37 and 38: 24 Increased opportunity for study
Page 39 and 40: 26 • MACJ: Police Career Incentiv
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Page 55 and 56: 42 Standard Five: Faculty Descripti
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Page 59 and 60: 46 attendance. xcvii Faculty are al
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Page 65 and 66: 52 Advisors actively participate in
Page 67 and 68: 54 Standard Six: Students With a lo
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Page 73 and 74: 60 Staffing within Student Services
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68 systematic oversight for what ar
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70 The curriculum and student learn
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72 the Appraisal section. Students
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74 faculty “selectors,” each re
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76 technological environment. The C
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80 Facilities are constructed and m
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82 technology through hosted applic
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84 Standard Nine: Financial Resourc
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86 of May 31, 2011 with the majorit
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88 gradually developed a culture of
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90 making that provides for suffici
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92 requirements. As described withi
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94 Standard Eleven: Integrity Descr
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96 available; it also appears in ga
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98 consider developing and implemen
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100 ix Mission Statement Survey in
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102 cvi First Year activities in wo
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