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83 Projection Key to mission fulfillment are maintenance and management of learning resources to enrich Curry’s academic offerings and provide the community with a safe, secure, and stable living and learning environment. The College, regarding Physical Facilities, will: • Develop short‐term and long‐term plans for more systematic and formalized evaluation of institutional physical facilities in alignment with strategic, budget, and academic planning processes, including studies of existing spaces, most prominently academic, faculty and learning spaces, and exploration of possibility of increasing or upgrading other spaces, in alignment with priorities developed through Strategic Planning. The College, regarding Technology, will: • Develop short‐ and long‐term plans for more systematic and formalized implementation and evaluation of institutional technologies in alignment with strategic, budget and academic planning. • Review adequacy of technical staff and support of rapidly growing needs of the campus as well as the increasing demands for technology support from faculty, staff and students. • Evaluate, promote and coordinate initiatives to remain current with technology and to maintain a stable and secure infrastructure through upgrades and additions, with focus on wireless, Cloud and mobile functions. Institutional Effectiveness Additions, improvements, upgrades and enhancements to physical facilities and technologies have been guided by previous strategic plans, college‐wide surveys, budgets, and the previous NEASC self‐study. The Technology Center, Buildings and Grounds, and faculty/staff committees have put processes and systems in place to develop, assess, propose, prioritize, and implement designated technology and physical facility projects. These systems provide the College and the Board of Trustees most of the data necessary to adjust or modify priorities and to operate within budget constraints. However, there is still a need to develop more extensive and systematic evaluation processes. Curry College 2012 Self-Study Standard Eight
84 Standard Nine: Financial Resources Curry College has made enormous gains in financial resources since its last comprehensive evaluation in 2002. It is financially healthy but faces narrowing operating margins, a moderately high debt level, and an unprecedented array of external challenges. The College is equipped to address these challenges successfully, but it must do so with the same discipline to operational and financial planning that have been fundamental to its successes over the past 15 years. Description The Board of Trustees’ stewardship over all financial matters of the College includes review and approval of the College’s annual budget and all significant financial transactions in advance of commitments. The Board’s Finance and Physical Facilities Committee also serves as both the audit committee and a senior management compensation committee for the College. The College’s President and Chief Financial Officer regularly make reports to the Board, including submission of the annual budget for approval each May and updated financial forecasts each October and February. In addition, discussions between the Board and Administration occur regularly regarding other significant financial matters, as they become known. Multi‐year prospective financial analyses have primarily been utilized in connection with debt offerings and in managing the College’s awarding of financial aid. The budget process is iterative, involving all constituencies of the College, including Senior Staff responsible for each administrative area, members of the faculty, and faculty representatives of the College’s chapter of the AAUP. It includes, as well, information generated through the enrollment management process, which involves the offices of Admission, Academic Affairs, Finance, and others in considering both enrollment and retention, arriving at enrollment targets, benchmarks, and specific interventions to meet identified targets. The annual budgeting process begins each winter with Senior Staff meetings that include elected faculty representatives; strategic issues are reviewed, and fundamental budgeting approaches and assumptions are discussed within the context of the College’s Strategic Plan and relevant updates. Budget assumptions include cost of attendance rates and enrollment levels, the targeted surplus of revenue over expenses, and the level of budgetary reserves. The budget includes expenses on a generally accepted accounting principles basis, including depreciation. Budgeted revenues include no endowment earnings draw/spending. Each department utilizes this information in compiling a draft of its operating and capital budgets, on an account‐by‐account basis. Adjustments are then made by Senior Staff through a series of individual and group meetings with the President and Chief Financial Officer. Once finalized, the institutional Budget Committee, which includes elected faculty members, an AAUP representative, and a sub‐set of Senior Staff, reviews the results and provides further input for consideration. In April of each year, the Budget is presented to the Board of Trustees’ Finance and Physical Facilities Committee for review and potential approval (the April, 25 2011 Curry College 2012 Self-Study Standard Nine
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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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Page 47 and 48: 34 • Recent purchase of Atomic Le
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Page 55 and 56: 42 Standard Five: Faculty Descripti
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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 77 and 78: 64 continue to hear from students o
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Page 83 and 84: 70 The curriculum and student learn
Page 85 and 86: 72 the Appraisal section. Students
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Page 89 and 90: 76 technological environment. The C
Page 91 and 92: 78 Standard Eight: Physical and Tec
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Page 107 and 108: 94 Standard Eleven: Integrity Descr
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Page 113 and 114: 100 ix Mission Statement Survey in
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