Unit Assessment At

Southwest Virginia Community College 2019-2020

A Report Compiled by

The Office of Institutional Research and Assessment based on the work of the faculty and staff in

Administration, Grants, Learning Support and

Student Services

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Table of Contents The Unit Assessment Process ...................................................................................................................... 3

Assessment Calendar ................................................................................................................................... 4

Assessment Summaries................................................................................................................................ 5

Administration………………………………………………………………………………………………………………………….…6

Grants ………………………………………………………………………………………………………………………..…………...20

Learning Support………………………………………………………………………………………………………………….…..26

Student Services…………………………………………………………………………………………………………..….….……30

Appendix A…………………………………………………………………………………………………………………………….……………..36

Staff Completed Assessment Submissions By Area

A1-Administration………………………………………………………………………….……………………….……36

A2-Grants ………………………………………….…………………………………………………………….…….……82

A3-Learning Support……………………….……………………………..….……………………………….……..101

A4-Student Services ………………….……………………………..…………………………..…………………..109

Appendix B……………………………………………………….……………………………….……………………………………………….124

Assessment Status Matrix

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The Unit Assessment Process

Formally, Unit Assessment is a latecomer into the assessment paradigm at Southwest Virginia Community College. Though individual units self-assessed on an ongoing basis, many times that assessment was not shared. The process was formalized in 2015 and is now a part of all units on campus. The units are separated into broad categories for the purpose of assessment reporting—Administration, Student Services, Grants and Learning Support.

As one of the pieces of Institutional Effectiveness, unit assessment ties together unit mission, goals and outcomes. Like programmatic assessment as the first step in the assessment process, unit staff craft the mission of the unit that is in step with the institutional mission statement and provides the groundwork for the unit’s goals and outcomes. These are reviewed each assessment cycle. Unit goals are then formulated. Unit goals are general statements regarding the services each unit provides to the institution. These goals, in turn, are then the basis for more specific outcomes. Outcomes are incremental steps on the way to the attainment of a goal and change with each assessment cycle based on the findings of the prior cycle or changes in the unit’s direction.

At SWCC all assessment is research based. Initially unit members set goals, identify outcomes to meet those goals and identify measures and success standards appropriate for the outcomes. The unit then gathers information, reports findings and makes action plans based on those findings. At the end of the assessment cycle year, units reflect on the process and formulate next year’s plans based on this year’s findings.

Included in this report are brief summaries of each unit’s progress toward goal attainment. If the goal was met the text is blue, if the goal has results pending the text is green and if the goal was partially met the text is gold. In addition, if the goal was unmet the text is red. At the end of each synopsis are statements from the unit concerning the changes that will be made as a result of the assessment and plans for additional goals or outcomes.

Also included are appendices that contain the completed forms submitted by the units. These are ordered by category. As an additional item of information, the Assessment Matrix is included in Appendix B.

The reader will find that many of the plans were affected by the COVID-19 pandemic and the subsequent closing of the campus. With this unexpected change many units could not complete their data collection due to lack of time, data, or in person student contact. These are marked as “not met” and in the explanation is a reference to COVID-19.

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Unit Assessment Calendar

2019-20 Revised 29 APR 20

In Response to COVID-19

July 17 Unit Assessment Coordinators’ Workshop 2:00-4:00PM –DE116 July 31 All Unit Assessment Plans Due to Supervisor August 7 Supervisor Reviewed Plans Due to the Assessment/IR Office August-May Work on Assessment Findings and Action Plans October 11 Fall Unit Assessment Day May 14 Spring Unit Assessment Day May 29 Findings and Action Plans are due to the Supervisor June 10 Findings and Action Plans Due to the Assessment IR Office June 24 Draft of the Unit Assessment Report Shared with Unit Supervisors July 1 Final Unit Assessment Report Submitted and Published to the Website

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Summaries of 2019-20 Unit Assessment

Administration

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The following administrative units submitted completed Unit Assessment Plans for the 2019-2020 assessment cycle.

Academic Outreach and Dual Enrollment Athletics

Business Office Campus Police

Dean--Business, Engineering and Industrial Technology

Dean—Humanities and Social Science Dean—Mathematics, Science and

Health Technology Dean—Student Success Information Technology Institutional Research

Marketing and Community Engagement Quality Enhancement Plan Strategic Communication

Title IX Vice President of Finance and

Administrative Services Vice President of Institutional

Advancement Web Development

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Academic Outreach and Dual Enrollment

Goal 1: Dual Enrollment Coordinator will transition dual enrollment information from paper manual to the SWCC DE website Goal 2: Dual Enrollment Coordinator will have an advising booklet and DE course calendar online. Outcome Related to Combined Goals 1 and 2: Dual Enrollment Coordinator will work on the SWCC DE website –goal is to have an advising booklet and DE course calendar online. Goals Partially Met. There is a class listing for each school and a listing of course prerequisites on the webpage. Goal 3: Academic Outreach will work on developing a strategic plan for the off-campus sites that will incorporate changes to administration of these sites.

Outcome Related to Goal 3: Changes are being made to the handling of off-campus sites, Academic Outreach will work on developing a strategic plan for the off-campus sites that will incorporate these changes.

Goal Not Met. Due to Covid-19 and changes to off-campus schedules the response will be delayed until Fall 2020.

Goal 4: Dual Enrollment Coordinator will develop a timeline for the new Dual Enrollment Quality Guidelines.

Outcome Related to Goal 4: New Dual Enrollment Quality Guidelines timeline will be developed.

Goals Partially Met. There have been initial meetings with the Deans with preliminary steps outlined. With Covid-19 response some items have moved ahead faster than planned and others have been delayed.

Analysis/Use of Results Due to the COVID-19 outbreak many areas have been busy with their response and the goals and planning that involves. The Coordinator needs to review all plans, redefine goals and develop action plans for divisions who are busy with the response to the changes the pandemic is making to future plans.

Athletics

Goal 1: Increase SW athletic brand awareness and service region engagement by the end of the Spring sports season through our online media platforms via likes, follows and online numerical engagements.

Outcome Related to Goal 1: Increase content and content types through our social media platforms for the athletic department and the teams competing in 19/20.

Goal Met. This goal was met based on the following evidence --825 new likes on Facebook page; 163 new Twitter followers; 1,100 followers on Instagram; 4,717 followers for main SWCC FB page, Southwest Athletics has 3,053 or 65% of that total after this year. Twitter--1,131 followers for SWCC Twitter page, Southwest Athletics has 542 our 48% of that total after this year. Instagram--1,084

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followers for main SWCC Instagram, Southwest Athletics has 1,100. We have surpassed the main Southwest Community College on this social media platform.

Analysis/Use of Results SWCC Athletics will continue to find new ways to engage our users as well as spread brand awareness. Our exposure through social media platforms assists with recruiting, fund raising, and support from the community (both local and outside our service region). In the past year we have surpassed the main SW social media platform on Instagram while seeing great success on the other two social media outlets as well. As we continue to explore ways to stream athletic events and other functions related to the athletic department we hope to see this engagement increase.

Business Office

Goal 1: Determine College Financial Status (rolling 4-year cycle).

Outcome Related to Goal 1: Through audited financial statement review, affordability and sustainability will be examined.

Goal Not Met. Audit was delayed into the next college cycle audits of fiscal year 2020 that should be performed in FY’21.

Goal 2: Successful implementation of AIS 9.2 late November 2019, with 100% success rate within 3 months after go-live.

Outcome Related to Goal 2: Review of work flow transactions processed in accounts payable at 3-month mark after go-live to determine percentage of success rate.

Goal Met. Go-live implementation was successful, and transactions are processing at 100% accuracy by SSC without intervention of SWCC staff.

Goal 3: Successful implementation of eVA centralized receiving late November 2019, with 100% success rate within 3 months after go-live.

Outcome related to Goal 3: eVA transactions processed through central receiving will be reviewed.

Goal Not Met. Centralization of eVA receiving has been postponed until complete transition of Director of Operations and hiring of Director of Finance positions. The facilities position of Administrative Assistant is currently unfilled and will be hired by the Director of Operations upon transition. The Facilities Administrative Assistant will be performing the centralized receiving for the college.

Analysis/Use of Results Staff have set no action plans at this time.

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Campus Police

Goal 1: To provide both basic and advanced training to all Law Enforcement and Security Officers after their employment with a focus on the needs of our campus community.

Outcome Related to Goal 1: Both basic and advanced training will be provided to all Law Enforcement and Security Officers after their employment with a focus on the needs of our campus community.

Goal Partially Met. All incumbent police officers completed in-service prior to the December 2019 deadline. A change in coverage philosophy that effected scheduling as well as the COVID-19 phenomenon negatively affected the training of the security officers. Due to changes in number of hours, one officer left prior to being trained and the balance have not been utilized since the COVID-19 outbreak in early March.

Goal 2: To recruit and employ at least one qualified female officer for the SWCC Campus Police.

Outcome Related to Goal 2: A female officer will be hired.

Goal Met. A female Security Officer was employed by the department in September 2019.

Goal 3: To have the Campus Police dispatched through Tazewell County 911 for all emergency calls. All non-emergency and routine calls for service will continue to be received through the Campus Police telephone line and call boxes. Outcome Related to Goal 3: All emergency calls will be dispatched through Tazewell County 911. Goal Met. This goal was achieved prior to Christmas Break in December 2019. Beginning with the spring semester of 2020, all emergency calls for service go through the 911 system. SWCC Campus Police are dispatched by Tazewell 911 as the primary or first responding unit. If a secondary or backup unit is needed, Tazewell 911 already has the particulars of the call and can send other units as necessary.

All non-emergency calls are still dispatched through the campus call system consisting of the cellular telephone carried by on-duty SWCC Officers and the handheld radio which has a telephone patch allowing reception of calls from the H.E.L.P. line and Emergency Call Boxes. Analysis/Use of Results The following plans have been made by Campus Police based on this year’s assessment: Goal 1 - Utilize both internal and DCJS documentation to assure compliance in training. Use this to help address future training needs and budgeting to acquire the training.

Goal 2 – Based on the performance of the officer and changes in campus demography, consider further changes to the departments gender ratio.

Goal 3 – Consider the performance of the 911 system for future expansion based on the systems capability such as recording rounds during night shifts as an officer safety measure.

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Dean of Business, Engineering and Industrial Technology

Goal 1: Redesign SDV 106 Preparation for Employment by integrating the National Career Readiness Certification, service learning/community engagement component, mock interviews and a revers career fair. The addition of SDV 106 Preparation for Employment will be a consistent part of each curriculum helping ensure the success of pathway students entering the workforce. Target goal is for 85% of the students completing SDV 106 Preparation for Employment to earn at least the bronze level on the National Career Readiness Certification. Outcome Related to Goal : 85% of students completing SDV106 Preparation for Employment will earn at least the bronze level on the National Career Readiness Certificate. Goal Partially Met. Students Enrolled in SDV106 Fall 2019 – Of the 7 completers, 7 earned at least bronze (100%). Spring 2020 – Due to COVID-19, Spring students did not test. Goal 2: Division program faculty attend conference related to program and implement at least one idea to increase enrollment by 10%. This is a two-year goal. The first-year the faculty will attend the conference and implement the idea. The second-year is when the enrollment increase is expected.

Outcome Related to Goal 2: The first-year Cybersecurity faculty will attend a conference and implement the idea gleaned from the conference to increase enrollment 10%.

Goal Met. Faculty attended two conferences. Benchmarked enrollment at 29 Faculty will implement idea and enrollment will increase by at least three students.

Goal 3: Implement BEIT G3 Pathways and increase enrollment in pathway programs (Information Technology, Advanced Manufacturing/Precision Machining, Trades) by 10%. Outcome related to Goal 3: Increase enrollment by 10% in G3 Pathways (Information Technology, Advanced Manufacturing/Precision Machining, Trades. Goal Partially Met. Benchmarking enrollment has been done, however funding for the G3 program has been delayed until January 2021. Goal 4: Start two program-related competitive clubs with a minimum of seven active students in each. Outcome Related to Goal 4: Two program related competitive clubs ( Skills USA and VEX Robotics) with a minimum of seven active students in each will be started. Goal Not Met. Skills USA Chapter for Precision Machining was created. The students were unable to compete due to COVID-19. Vex Robotics was not formed. Turnover in Mechatronics instructor resulted in delaying implementation until 2020/2021.

Goal 5: Expand Business Contest to include other high school groups (FBLA, FCCLA, FHA, DECA) Increase participation by 25%.

Outcome Related to Goal 5: Participation in the Business Contest will increase by 25%.

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Goal Not Met. Due to COVID-19, the Business Contest, normally held in April, was cancelled for 2019/2020.

Goal 6: Expand the use and class integration of Canvas in BEIT Division courses.

Outcomes Related to Goal 6: 1) 100% of BEIT adjunct and fulltime faculty will log in to Canvas at least every week. 2) Increase utilization of Canvas in BEIT Division Courses by 25%.

Goal Partially Met. 1) Random sample showed an average of 79.4% of BEIT faculty logged in to Canvas weekly. Canvas Utilization increased by a minimum of 25% for courses and teachers. Students and Discussion topics did not meet the 25% increase. Students showed a -21% decrease in use while discussion topics just missed the mark at an increase of 24%.

Analysis/Use of Results COVID-19 resulted in many of the previously specified goals from being completed. Data was either not available or was inconclusive. COVID-19 and the changes to processes and procedures does present opportunities to focus on other areas of operations including online instruction and student recruitment in an online environment. For 2020/2021, the BEIT unit assessment will focus on online delivery of instruction, student recruitment for program, and completion of the current two-year goal. Once campus operations returns to a new normalcy, we will follow-up on the goals that were interrupted. One goal was a two-year goal. To Increase enrollment in programs by 10% implementing at least one idea from conference. Two-year goal. Year-One Attend conference and implement idea. Year-Two measure enrollment. Faculty attended two conferences related to Cybersecurity and the following goals are being implemented to increase enrollment by 10%. Expand employer engagement in the Cybersecurity program by promoting opportunities through social media marketing. Implement a complementary stackable credential program to Cybersecurity focused on a specific nationally recognized certification track. For 2020/2021 the Google IT Support Certification was selected. The new normal of unit operations will provide many opportunities to improve upon processes and procedures that will become common practice in the near future. The unit assessment for 2020/2021 will be focused on these improvements.

Dean of Humanities and Social Science

Goal 1: Work closely with MSHT to create a schedule that is conducive to General Education needs of students.

Outcome Related to Goal 1: A balanced schedule of General Education courses that meet student needs in morning and early afternoon.

Goal Partially Met. Baselines have been established and targets have been set. Due to COVID 19 the process was stymied but will be addressed in the coming year.

Goal 2: Work closely with newly hired faculty to ensure ease of transition into their new roles.

Outcome Related to Goal 2: New faculty will be prepared to advise and properly conform to policy.

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Goal partially met. New faculty in HSS average 8.66 on a ten point scale when gauging comfort with advising. The new faculty average on policy familiarity was 6.33 on a ten point scale.

Goal 3: Online class LMS presence will have a uniform presentation and feature usage and engagement.

Outcome Related to Goal 3: Faculty will use LMS in courses in ways that increase student usage and demonstrate student engagement as demonstrated by Canvas analytics.

Goal Not Met. Using simple math, we see low assignment and discussion rates. This means we need to mine further detail as to how Canvas analytics gathers data. It also does not account for faculty who utilize outside platforms that are not included here. This can potentially be a great tool for assessing, however, extended use and a more complete understanding of Canvas analytics is needed.

Goal 4: To increase communication and provide a vehicle for professional development for dual and adjunct faculty, create a platform within Canvas to serve those purposes.

Outcome Related to Goal 4: 90% of adjunct and dual faculty will use Canvas for communication and professional development.

Goal Not Met. The benchmark set was 90%. 63% was achieved. The COVID 19 pandemic has forced this type of interaction to be a necessity. Every attempt will be made to use this new impetus to communicate and be prepared as a new Launchpad for this goal.

Analysis/Use of Results As the Division begins a new year with a new Dean, a new LMS, and three new faculty members, emphasis will be placed upon what may be termed a return to basics. Students will need access to classes that are conducive to their needs. In the case of SWCC, morning hours have proven to be necessary to a well-rounded schedule. This will require cooperation between the two largest divisions on campus as to delivering General Education courses. New faculty will be educated as to this need while preparing for future student advising. To this end, the division seeks to educate them properly in the use of SIS and guiding policies such as multiple measures. Closely related is the need to ensure early engagement and use of the LMS by students and faculty, new as well as seasoned, as well as feature usage by the faculty. Additionally, Canvas will serve as a means of communication and professional development for Adjunct and DE faculty.

Dean of Mathematics, Science and Health Technology

Goal 1: Develop an MSHT recruiting plan to be implemented by 80% of the division by the beginning of AY2020-2021.

Outcome Related to Goal 1: A recruiting plan will be implemented by 80% of the division by the beginning of AY2020-2021.

Goal Partially Met. Through the implementation of the process, it was determined that a program level rather than a divisional level plan would be more effective. Thus far, plans have been submitted by EMS, Practical Nursing, Radiography, and Registered Nursing.

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Goal 2: Develop an algorithm for monitoring program effectiveness to be implemented by at least one program of the division by the beginning of AY2020-2021.

Outcome Related to Goal 2: An algorithm for monitoring effectiveness will be developed.

Goal Met. The formula PE = APP + RET + GRAD + TRAEMP + REGLIC + COST/FTE was used and revised based on its first use. Goal 3: Design and deliver two in-house faculty professional development presentations (Science/Math and Health Technologies) by the end of Spring Semester 2020.

Outcome Related to Goal 3: Faculty will indicate satisfaction with two new professional development opportunities.

Goal Not Met. Due to COVID-19, in-house professional development presentations did not take place.

Analysis/Use of Results We are bombarded in today’s world with clichés such as the “new normal,” but it is true that we must adapt to our changing world.

Other research at Southwest Virginia Community College has emphasized that we are not effectively recruiting nontraditional students. In 2019-2020’s effort to create a more meaningful approach to recruiting, only Practical Nursing considered nontraditional students in its plan. During 2020-2021, an MSHT Unit Assessment Plan goal will require all programs to include strategies for attracting this category of students.

In July of 2020 we are averaging between 60,000 and 70,000 new cases of COVID-19 per day, higher rates of infection in our area are becoming more common, and it is increasingly likely these trends will affect all aspects of AY2020-2021. With limited access to public schools and with potential nontraditional students encouraged to believe they are “safer at home,” all programs will add strategies for recruiting during COVID-19’s reduction of access to traditional and nontraditional students. This effort will be reflected in a new or modified MSHT Unit Assessment Plan goal.

Dean of Student Success

Goal 1: Establish One Front Door/Southwest Advising Center in Buchanan Hall by the end of the Fall 2019 term. Outcome Related to Goal 1: Pull together all “boutique” advising groups into one advising center under a new Coordinator of Advising position.

Goal Met. The Advising Center was up and operational by the end of the Fall 2019 term. Furniture, cubicles and signage were purchase and installed, to include a lobby station for students to check in and wait for their advisor. The Interim Coordinator of Advising was established and Jacob Richardson was appointed to that post. He was hired as the Coordinator in May 2020.

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Goal 2: Update the Southwest Student Handbook (via Acalog) by the end of the Fall 2019 term.

Outcome Related to Goal 2: Student Handbook will be available via Acalog.

Goal Met: 2. While the Acalog implementation did not complete until the Spring 2020 term, the handbook was revised and uploaded with easy-to-navigate structure and updated content. https://catalog.sw.edu/content.php?catoid=2&navoid=61 Analysis/Use of Results The COVID-19 pandemic has changed the way that Southwest does business, and the dean of student success’s office is no different. However, due to the organizational efforts that had been implemented prior to shifting to online courses and teleworking arrangements, the transition has been mostly smooth.

Information Technology

Goal 1: Migrate the current phone system from an on-campus hosted system, to the VCCS hosted phone system in FY 20.

Outcome Related to Goal 1: Move the on campus hosted phone system to the VCCS hosted phone system in FY 20.

Goal Met. The new VCCS hosted system is fully operational and offers more functionality to users than previously available.

Goal 2: Upgrade the security camera system on campus.

Outcome Related to Goal 2: Replace the remaining analog DVRs with new digital NVRs and install new IP based cameras on the new systems.

Goal Met. New DVR’s have been installed in all buildings. New cameras provide better picture quality and coverage than the old analog system. DVR’s are easier to manage and retrieve footage if needed. New system provides easier access for essential personnel and even has mobile capability.

Goal 3: Get two factor authentication operational for VPN users.

Outcome Related to Goal 3: install the Symantec VIP software on a server for two-factor authentication for remote users.

Goal Met. Two-factor authentication has been installed and is functional.

Analysis/Use of Results IT has ongoing responsibilities to the other units of the college. IT will continue to support the other units of the college with their technology needs. New goals may be tied to the security initiatives IT performs or to new VCCS initiatives.

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Institutional Research and Assessment

Goal 1: Update the Institutional Research and Assessment webpage before the end of the assessment period to facilitate ease of use by stakeholders.

Outcome Related to Goal 1: A more user friendly webpage will facilitate increased use by internal and external stakeholders. Goal Met. The Institutional Research section of the SWCC Webpage was updated on June 25, 2020. All links are working and data is updated as it becomes available. Goal 2: By May 31, 2020 author an Institutional Effectiveness Plan that will guide the efforts of the Institutional Research Office and post the plan on the Institutional Research and Assessment webpage. Outcome Related to Goal 2: An updated and publically accessible Institutional Effectiveness Plan will assist SWCC’s IE efforts and provide a roadmap for recurring effectiveness efforts college-wide. Goal Met. The IE plan was approved and is now published on the IRA website. Goal 3: Facilitate the Assessment and Submission of the First General Education Assessment to SCHEV (Critical Thinking) in Spring 2020. Outcome Related to Goal 3: The Critical Thinking General Education Assessment will be submitted on time and accepted by SCHEV. Goal Not Met. Due to the COVID-19 pandemic, testing and reporting could not be completed. SCHEV approved delaying the submission for a year. Analysis/Use of Results As a result of this year’s assessment and feedback from stakeholders the IR office will continue to update the webpage https://sw.edu/about/ir/. The IRO will also prepare reports specified in the IE plan to assist with internal and external reporting. Finally, IR will review and submit CT assessment report to SCHEV per revised timeline.

Marketing and Community Engagement

Goal 1: Develop a key media partner for advertising trade purposes before June 2020.

Outcome Related to Goal 1: One key media partner, such as a TV station agreeing to trade some ad or banner placement on campus in return for free on-air or print advertising.

Goal Met. We developed one media partner, trading athletic banner placement for advertising time. We went one step further and created an additional trade item, a weather camera feed that WVVA uses on-air in return for additional advertising credit.

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Goal 2: Develop at least 1 video per division, produce all TV and print advertising in-house to achieve a consistent “look” and build our brand image and save money.

Outcome Related to Goal 2: Each education division has at least one video for one or more of their programs. We also will have had a consistent “look” and feel for all of our advertising and messaging, producing them in-house to save money and time.

Goal Met. Almost all media production projects were completed in-house, including all Spring 2020, Summer 2020 and Fall 2020 advertising. Since August 2019 to July 2020, 11 institutional promotional videos created, 7 program specific promotional videos, 13 TV commercials (various edits).

Goal 3: Develop relationships with and a data base of community leaders and groups to support Day of Service and community outreach efforts when needed. Outcome Related to Goal 3: Find ways to engage our campus community with our local community at large. Goal Met. Fifty-seven community leaders are on our list as stakeholders and 27 SWCC employee community involvement positions have been identified. SWCC completed 28 service projects during Fall 2019 Day of service and one large town service project Spring 2020. Analysis/Use of Results New marketing goals include development of website marketing pages in order to capture information from visitors (to be used by recruiting) interested in a particular area of study. I believe an outcome sought for next year will be “to increase enrollment” using specific website driven marketing methods, and measuring those leads that convert into actual students. Community engagement/marketing could also include placing SWCC utility pole banners along streets and roads in towns and communities that have shown an interest in allowing us to do so.

Quality Enhancement Plan

Goal 1: Compile a QEP Change log to document changes related to the QEP in preparation for beginning the QEP Impact Report.

Outcome Related to Goal 1: QEP change log will provide evidence of change throughout the QEP cycle. Goal Met. The log was submitted to administration on April 24, 2020. Goal 2: Teach SDV 100 sections through Canvas for the shared experience with students and instructors.

Outcome Related to Goal 2: Shared teaching experience and student experience will facilitate conversation regarding the course. Goal Met. Staff taught three sections of SDV 100 during the 2019-20 academic year. Goal 3: Begin preparation of the QEP Impact report for SACSCOC by attending a workshop on writing the report at the SACSCOC Annual Meeting in December 2019.

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Outcome Related to Goal 3: Workshop attendance will assist with a successful report.

Goal Met. Staff attended the SACSCOC Annual Meeting in December 2019 and attended a preconference session on writing a successful QEP Impact Report. Staff also attended QEP related sessions throughout the meeting.

Analysis/Use of Results In response to the findings for this assessment cycle QEP staff will continue to update the QEP change log. Because of the good experience for both students and staff, staff will continue teaching SDV 100. Instruction be the QEP staff brings consistency to instruction and a shared vision for the course. Finally staff will continue professional development through SACSCOC Annual Meeting attendance.

Strategic Communication

Goal 1: Launch a College news website.

Outcome Related to Goal 1: A college news website will result in students, employees, and community members who are well informed about College’s initiatives, events, success stories, and more.

Goal Met: Since launching the news site, 70 articles have been posted and they have been viewed a combined 20,323 times. In unscientific, small-sample, surveys, people indicate that they have felt more informed.

Goal 2: Develop brand guidelines.

Outcome Related to Goal 2: Craft a set of easy to understand brand guidelines that encourage appropriate use of the College brand.

Outcome Met. Brand Guidelines were published to the website and a couple of emails were sent with information on how to access and use the guide and logo. The new brand is being used by faculty and staff. Requests for the new logo and our colors come in waves as new materials are created or existing ones need to be updated. Goal 3: Implement a brand asset manager. Outcome Related to Goal 3: Implement a system for College constituents to create on brand materials for their programs or initiatives. Outcome Met. Lucidpress was launched to staff that most-frequently requested branded materials. Usage has been better than expected. Since launch, over 150 items have been created and submitted for approval to use in print or digital forms. An unknown number are being collaboratively worked on at any time. Analysis/Use of Results The staff plan to do the following based on this year’s assessment results-- Continue to grow audience for news site and explore articles by guest writers. Update brand guidelines adding more detail and resources for content creators. Grow usage of our brand asset library by adding new users and items to the library.

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Title IX

Goal 1: Update and maintain Southwest’s policy on sexual discrimination and harassment. Outcome Related to Goal 1: Update Southwest’s Title IX policy based on the VCCS template as certified by SCHEV by November 15, 2019. Goal Met. The policy was updated, approved and posted online. Goal 2: Complete annual training requirements and ensure trained investigators are available as needed. Outcome Related to Goal 2: Complete annual training for Title IX Coordinator role by Spring 2020. Will also mentor newly identified investigators and ensure they are trained as well. Goal Partially Met. The planned training to be held in March was cancelled due to the COVID-19 pandemic. Plans are in place to attend the DCJS Training in July, if travel is permitted at that time. A Title IX Coordinators meeting was held on 5/27/20 to review new regulations issued by the Trump administration. A revised VCCS template will be presented for SCHEV approval in September. Goal 3: Create, update and promote training materials for students, staff, and faculty. Goal Related to Outcome 3: Update student, faculty, and staff training materials housed on the website. Investigate purchasing online training platform via VCCS newly-secured preferred vendor by Spring 2020 in order to make information more accessible. Goal Met. Title IX training for students was updated and published on 10/15/2019. Title IX training for faculty and staff was updated and presented on 1/30/2020. Analysis/Use of Results The COVID-19 pandemic has halted on-campus activities for the current time, but as we transition back to an on-campus presence, attention will be given to creating awareness of Title IX and education stake holders on the new regulations. An online training platform is a priority for the coming year.

Vice President of Finance and Administrative Services

Goal 1: Ensure timely detailed budget information is made available to budget managers in order to align resources to support Strategic Plan.

Outcome Related to Goal 1: Provide more detailed budget information to campus budget owners and President’s Cabinet.

Goal Met. Budget Managers or their Assistants are familiar with and some do pull their own budget reports in the AIS system. Monthly updates have been provided to budget Managers and regular updates have been provided to Senior Staff.

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Goal 2: Promote communication and involvement of employees in College initiatives.

Outcome Related to Goal 2: Promote communication and involvement through regular meetings.

Goal Partially Met. Most managers have been meeting with their individual departments at least 10 meetings a year to share information and facilitate communication.

Goal 3: Successful implementation of eVA centralized receiving late November 2019, with 100% success rate within 3 months after go-live.

Outcome Related to Goal 3: Review of centralized receiving transactions processed in eVA at 3-month mark after go-live to determine percentage of success rate.

Goal Not Met. We are still working towards centralized receiving. A new Director of Operations has been hired to begin this process, but has not fully transitioned to his role as of yet to begin this process.

Analysis/Use of Results Based on this year’s assessment experience, the office of the Vice President of Finance and Administrative Services will hire a Director of Operations to continue the central receiving pursuits through eVA. They will also continue to provide budgets and budget updates and encourage all individual departments to continue or initiate regular department meetings.

Vice President of Institutional Advancement

Goal 1: Direct fundraising activities such as major gift campaigns, annual campaigns and planned giving campaigns to support the College mission on identified priorities. Outcome Related to Goal 1: 1) An Increase the number of individuals who participate in planned and annual giving through ongoing fundraising efforts and outreach. 2)Successful outcome to new $10 Million Fundraising Campaign. Goal Met. The Major Gifts Campaign is currently at $4.5 million or almost halfway to goal. The family campaign had a participation yield of 80%. Approximately $300K more in funds were raised in 2019 than in 2018. Goal 2: Direct the development of corporate foundation grants to support College priorities and needs. Outcome Related to Goal 2: Sponsor events to raise awareness and funding for new scholarships. Goal Partially Met. While no events were held, 5 new scholarships were established in 2019. Goal 3: Promote an environment of philanthropy toward the College both internally and externally. Outcome Related to Goal 3: Develop annual Alumni Friend-Raising and fundraising event(s) Alumni Coordinator identified to devote more than 60% of time to Alumni efforts.

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Goal Partially Met. An Alumni Coordinator has been identified; however, she was unable to devote her time to Alumni as she was still the acting Scholarship Coordinator. The new scholarship coordinator took over in Spring 2020 and then COVID 19 prevented any further activity planning. Analysis/Use of Results Events will be at a disadvantage due to COVID; however, we are becoming more adept at using social media to contact donors, alumni, and prospective students.

Web Development

Goal 1: In support of the launch of a new catalog content area at catalog.sw.edu during fall 2019, develop and implement a SEO launch plan to accurately replace links to catalog content from within the main website with links to the new catalog pages, place redirects from the old catalog content area into catalogs.sw.edu and reach out to external stakeholders to ensure content links remain valid. Outcome Related to Goal 1: Provide seamless access to catalog content from sw.edu and other web entities. Goal Met. Conversion to the catalog.sw.edu url was seamless. Further development with vendor was needed to correct mobile delivery and WCAG 2.0 accessibility. These corrections were completed. Goal 2: Develop and implement a prospective student content area to re-organize so that prospective students easily understand and access content needed to decide on a program, apply, enroll and begin classes. The goal of reduced drop offs and increased applications will be measured by search traffic stats. Implementation will coincide with full Navigate implementation in spring 2020. Outcome Related to Goal 2: Prospective and current students clearly understand sw.edu organization so that the activities program search, application and enrollment are easily accomplished using sw.edu, catalogs.sw.edu and the Navigate system. Goal Met. Through program marketing pages, browsers experience seamless access to points of contact and program information. Goal 3: Develop plan to Implement updated branding including logo and tag line once approved so that both public facing and student facing systems reflect the college’s revised branding simultaneously. Outcome Related to Goal 3: College wide branding update for all web content under sw.edu and linked systems where the webmaster acts as the branding administrator. Goal Met. All branding for sw.edu and associated urls has been accomplished. Analysis/Use of Results Achieving the goals listed above has strengthened web development and positioned sw.edu to be more strongly tied to social media and web marketing.

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Grants

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The following grant related units submitted completed Unit Assessment Plans for the 2019-2020 assessment cycle.

Grant Administration Procurement Technical Assistance Center

Small Business Development Center Student Support Services

Upward Bound Veteran’s Upward Bound

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Grant Administration

Goal 1: Seek grant funding to establish at least two (2) new academic programs and to support the expansion of at least (1) current academic program or addition of state-of-the-art equipment or lab improvements.

Outcome Related to Goal 1: Grant funding will be procured for two new academic programs and expansion of a program or addition of equipment.

Goal Met. Five grants were developed and successfully funded to establish two new academic programs; six grants were developed and successfully funded to support expansion or improvement of five academic programs. Goal 2: Develop at least 4 grant proposals to provide student scholarships, student support programs/Initiatives, or other priority needs.

Outcome Related to Goal 2: Four grant proposals will be submitted that provide student scholarships, student support programs/Initiatives or other priority needs. Goal Met. Twenty-four grants were developed and 100% of those successfully funded provided student support programs. Goal 3: Administer Tobacco Region Revitalization Commission (TRRC) grant to ensure at least 90% of TRRC scholarship awards are given to students enrolled in priority programs. Outcome Related to Goal 3: Ninety percent of all TRRC scholarship grants are awarded to students in priority programs as specified in the grant.

Goal Met. 100% of scholarship funds were awarded to students enrolled in priority programs and a total of 249 students were served. Of note, however, matching funds were not met 100% this year for the first time. Goal 4: Develop and administer Perkins grant to ensure that at least four (4) support services are provided to assist Perkins CTE students to prepare for direct entry into employment in high demand, high skill or high wage occupations. Outcome Related to Goal 4: Perkins Grant funds will be used by four support services that assist CTE students with direct entry into employment. Goal Not Met. Six support services were supported by Perkins grant. Four of six performance measures (66.67%) were successfully met at 90% threshold. Therefore, the benchmark of 80% of performance measures met at 90% threshold was not met. Analysis/Use of Results Goals 1, 2, and 3 were met and exceeded. The Action Plans for Goals 1 and 2 are very successfully addressing and exceeding the measures established for Goals 1 and 2. The Action Plan for Goals 3 and 4 have been revised to increase program and student success measures that need improvement.

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Under Goal 3, all success measures were met and exceeded, however, for the first time, the college matching requirement was not met 100%. Therefore, a new goal will be established to meet the matching requirement and the action plan has been revised to include the establishment of an EFC cap to allow more low- and middle-income students to be served. This should also help increase attainment of matching requirements.

In addition, the Action Plan for meeting Goal 4 has been revised due to not meeting the goal that 80% of student performance measures are met at the 90% threshold. To help increase attainment of performance measures, we have requested funds from Perkins to provide: 1) a full-time Career Services Director; 2); high school Career Coach; 3) Emsi Career Coach Software on SWCC website with real-time job and salary information on CTE careers; 4) subscription to Chmura Jobs Database to provide valuable job outlook data; 4) National Robotics competition registration fees to help integrate robotic technology & STEM concepts into coursework; and 5) SAS Office Analytics Software to conduct analysis & research to improve student success.

Procurement Technical Assistance Center

Goal 1: Hold at least 550 hours of counseling during the period of performance. Outcome Related to Goal 1: Five hundred fifty hours of counseling will be utilized by clients. Goal Met. PTAC exceeded its goal for this program year. The Center staff completed 622 hours of counseling. Goal 2: Participate in at least 15 outreach events. Outcome Related to Goal 2: PTAC will hold 15 outreach events. Goal Not Met. Though there were the required number of events, only 12 events counted as participated events. Goal 3: Add 170 new clients to our database. Outcome Related to Goal 3: A minimum of 170 new clients will be added to the PTAC database. Goal Not Met. PTAC obtained 142 new clients for this program year. PTAC credits the shortfall of 28 clients below the program goal to COVID 19 and losing time with transitioning to teleworking from home during the last 1.5 months of the PY period. Analysis/Use of Results Moving forward PTAC will be monitoring its activities and monthly goals to help assure success in the coming PY.

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Small Business Development Center

Goal 1: The Small Business Development Center (SBDC) strives to enhance Virginia’s economic growth by providing small business counseling, training, and business resources that promote community and workforce development in the Commonwealth of Virginia.

Outcome Related to Goal 1: Meet state guidelines and goals for the SBDC-SW through one-on-one client meetings and group workshops during the calendar year of 2019 to boost small business growth.

Goal Partially Met. The 2019 Virginia SBDC goals were met or exceeded as follows: Unique Customers Served – 120/110 (109%) served Long Term Customers Served-24/21 (114%) served Client Capital Investment $2.4 Million/$2.3 million (105%) Client Jobs Created – 58/58 (100%)

The following targets were not met:

Client Jobs Retained – 44/70 (62%) Business Starts – 9/20 (45%)

Analysis/Use of Results As a result of this year’s findings SBDC will streamline processes and effectively communicate with clients utilizing technology. The staff will also keep abreast of available resources relative to regulatory issues, funding opportunities, effective management, marketing and financial management. In addition they will provide workshops and training relative to financing, marketing, management and best business practices. Finally, the staff will partner with the three regional SBDCs in SWVA to provide a broader spectrum of assistance and reach a greater number of businesses via workshops and webinars

Student Support Services

Goal 1: The SSS Program will identify 300 participants for their program and provide services to assist them to be in good academic standing at a rate equal to or higher than rates set by the SSS Grant . Outcome Related to Goal 1: The SSS grant will identify and serve 300 students who meet the criteria set in the grant. Goal Met. The SSS Program identified 300 eligible students that were at least two-thirds, first-generation and low income 212 (69%) and one third 88 (31%) were either first generation, low-income or disabled at the end of the spring semester 2020. Two hundred ten SSS students (79%) were in good academic standing. Goal 2: SSS Students identified by the program will persist at a rate equal to or higher than those set by the grant. Outcome Related to Goal 2: Sixty percent of students who receive services through the SSS grant will enroll in courses the following year.

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Data Pending. The SSS program persistence/progression measure benchmark is 60% are from fall to fall. The current measure (65%) is from fall 2019 to spring 2020 with on-going fall 2020 registration. The SSS program will have a final measure in August 2020 (the last day for fall registration). Goal 3: SSS Students identified by the program will graduate and transfer within four years at a rate equal to or higher than the rate set by the grant. Outcome Related to Goal 3: Twenty-one percent of SSS participants will graduate and transfer within 200% of the time required for graduation. Data Pending. The SSS current cohort graduation rate is 39.7% and transfer rate is 30% for 2019-20. Final calculations will take place in August 2020 with the assistance of using the National Clearinghouse for updated information. Analysis/Use of Results The SSS program conducted early and mid-point progress evaluations. The goals and objectives final tally will take place in August 2020. The goals and objectives should be met successfully. The SSS program continues to make revisions in order to meet stated goals and objectives. The services provided by the Student Support Services Program were in line to assist SWCC in meeting the goals in the areas of Entry, Connection, Progression and Completion. The use of the results and findings continue to help the SSS Program make formative and summative evaluations. It has also allowed for changes and adjustments in the SSS program to reach the Unit Objectives and goals set by the grant as well as improve the services provided to the SSS participants.

Upward Bound

Goal 1: Assist students to enroll in secondary classes to obtain an Advanced Studies Diploma. Outcome Related to Goal 1: Students will enroll in classes that lead to an Advanced Studies Diploma. Data Pending. Per verbal accounts, students have shared they are on target to obtain an advanced diploma. However, due to COVID19, we have not obtained end of the year transcripts from schools. Goal 2: Assist students with post-secondary enrollment. Outcome Related to Goal 2: Participants will go on college tours and attend Senior Seminars. Data Pending. Prior to COVID19, students were able to attend college tours. The Spring VT Engineering Open House was cancelled. Over 85% of Upward Bound seniors completed college applications and FAFSA before February 1. College attendance will be tracked through Clearinghouse in October 2020. Goal 3: Assist students with completion of scholarship applications. Outcome Related to Goal 3: Students will complete scholarship applications during Senior Seminar. Goal Met. UB staff provided scholarship opportunity information and assisted with essay edits and recommendation letters. The 2020 seniors applied for fewer scholarships than last year’s seniors.

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Analysis/Use of Results Due to COVID19, some goals were not completed. Data will be collected and reported as it becomes available.

Veteran’s Upward Bound

Goal 1: To recruit and serve 125 eligible veterans during each grant period (September 1 – August 31) Outcomes Related to Goal 1: A) Maintain a weekly presence at each partner institution, MECC, WCC and VHCC. B) Conduct six local recruitment efforts targeting veterans including presentations at National Guard Armories, Reserve Units and veteran-specific job fairs and health expos. C) Distribute flyers and promotional materials to veterans satellite clinics and service agencies throughout Southwest Virginia. D) Determine the factors that impacted veterans who applied to college but did not enroll. Goal Partially Met. Six recruitment events were held but only six new veterans actually enrolled. Goal 2: To retain Veterans Upward Program participants at a rate of 58% (defined in the grant proposal) Outcome Related to Goal 2: A) Develop a spreadsheet detailing all veterans enrolled at SWCC and other host institutions and identify all veterans currently receiving services from VUB. B) Identify a caseload of veterans using SIS/Navigate and conduct outreach at critical points to ensure that they know how to access all resources available to them including tutorial services, academic advisement, counseling services, referrals for nonacademic needs. C) VUB veterans who receive focused interventions and intrusive counseling services will be retained at a rate equal to or greater than non-eligible veteran populations and the general student population.

Data Pending. Findings from comparative analysis will be completed in Fall 2020.

Analysis/Use of Results

Investigate the effectiveness of recruiting events and the reasons that interest inquiries do not lead to enrollments. Update data as it becomes available. Action Plans include 1) Assess barriers that inhibited interest or prevented enrollment in college courses through phone survey. 2) Design actions plans directly related to findings.

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Learning Support

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The following learning support units submitted completed Unit Assessment Plans for the 2019-2020 assessment cycle.

Distance Learning, Testing, and Disability Services Library

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Distance Learning, Testing, and Disability Services Goal 1: To measure student satisfaction in online courses to ensure that student satisfaction rates of DLIT course delivery services stay at or above 90% satisfactory at the end of each academic semester. Outcome Related to Goal 1: Measure student satisfaction with DLIT course delivery services and gain insight on ways to improve services and student success. Goal Met. Our DLIT student survey reported a student satisfaction rate of 98%. Goal 2: To transition all Fall 2019 and Spring 2020 online courses to the new learning management system, Canvas, by the course start date to ensure that online faculty and students have access to course materials on the first day of classes. Outcome Related to Goal 2: Faculty will upload course syllabus, faculty contact information, and at least one module into Canvas by the course start date. Goal Not Met: The LMS Administrator and Unit Coordinator found that 80% of the Fall 2019 courses and 73% of the Spring 2020 courses contained the requested content in their Canvas course. Goal 3: To provide faculty with a presentation of each of the online tutoring vendors to aid in selecting a new vendor for SWCC to replace SmartThinking by Spring 2020. Outcome Related to Goal 3: Aid faculty in selecting a new online tutoring vendor. Goal Met. After reviewing both vendors, Tutor.com and Brainfuse, the unit coordinator presented faculty with a detailed summary of each product and support documentation. In Spring 2020, the faculty voted to select Brainfuse as the SWCC online tutoring software. Analysis/Use of Results Results from this assessment cycle presented the following opportunities:

1. COVID-19 caused all of our Spring courses to transition to an online presence. As such, the unit coordinator provided professional development opportunities to faculty and staff. We will use this experience to develop a training course for online teaching.

2. An online course expectations and best practices document will be developed, in collaboration with the deans, for adoption to promote online instruction.

3. Train faculty and student support services to promote and use Brainfuse.

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Library

Goal 1: Provide collection development services to support new and existing programs and new initiatives. Outcome Related to Goal 1: Purchase new physical materials, review and weed existing collections, and relocate materials and collections as necessary. Goal Met. Purchased 26 heavy/farming/mining equipment print books (Perkins Grant Funds); 14 critical thinking print books; 45 RN/LPN/CNA nursing print books; 8 EMS/EMT print books; 4 other allied health books; and 5 reference books. Weeded target collection (Reference) by 39% of existing collection; relocated remaining target collection to other shelving and added 58 retained reference books to other collections. Goal 2: Determine Library User Use and Satisfaction With Library Facilities, Resources, and Services. Outcome Related to Goal 2: Administer the annual General Library Survey Spring 2020 to students, faculty and staff, and community library users in March-April 2020. Goal Not Met. Due to COVID-19 policies, the Library closed to the public during the spring semester before administering the annual pen-and-paper General Library Survey Spring 2020. Goal 3: Provide Regular and Timely Individual and Group Instruction with a focus on Critical Thinking, including Library Literacy, Information Literacy, and Technology for Information Access. Outcomes Related to Goal 3: 1)Provide individual and group instruction as requested. 2) Administer the Student Instruction Survey and Faculty Instruction Survey during group bibliographic sessions throughout Fall, Spring, and Summer semesters 2019-2020. 3) Fall 2019/Spring 2020: Report the Findings and prepare the Action Plan for Fall 2020/Spring 2021 Student Instruction Survey and Faculty Instruction Survey—end of Spring 2020 semester. Data Pending. 1) Annual statistics, as of June 2020, for 2019-2020: 49 Library classes taught, including 948 students; 48 high school library tours/informational sessions, including dual enrollment students from four service counties and including 567 prospective and current students; two New Student Orientation sessions toured with 75 students. Annual statistics are reported in the Library annual report at the end of the fiscal year (July 1 of each year) and will be reported July 1, 2020, for the 2019-20 fiscal year. Outcome Met. 2) Student and Faculty Instruction surveys--other than QEP Critical Thinking sections of SDV 100—444 total student participants, 92% agree/strongly agree that the current library instruction session provided new techniques and ideas for research; 96% agree/strongly agree that library instruction session was relevant to class assignments and that they will use knowledge/skills in future classes. Of total faculty participants (N = 7), 100% responded that the instruction was very useful and 100% responded the library session met their expectations for their courses. Outcome Not Met. 3) Fall 2019 QEP Critical Thinking/SDV 100 Instruction Surveys of Fall students (N = 106) and Faculty (N = 2): 90% benchmark was not met in all areas: 89% of students agreed they obtained new techniques and ideas to assist them in research; 94% agreed they were better able to locate

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materials using online catalog and databases; 95% agreed they use the knowledge/skills gained in the instructional session. 100% (N = 2) of instructional faculty agreed library instruction session as relevant and useful to teaching.

Analysis/Use of Results Share findings of Library assessments, surveys, and questionnaires with the Vice-President of Academic and Student Affairs for alignment with SWCC Library, SWCC, and VCCS goals (2) Focus on SACSCOC QEP topic of Critical Thinking (SDV 100 sections) with Library resources and services as well as instructional and budgetary support; report findings to QEP Planning Committee as requested (3) Use findings to inform budgeting and collection development for new programs and initiatives as well as existing programs and courses and ongoing initiatives.

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Student Services

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The following student services support units submitted completed Unit Assessment Plans for the 2019-2020 assessment cycle.

Admissions Career Coaches

College Success Coaches Financial Aid

Great Expectations Recruitment and Student Engagement

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Admissions

Goal 1: To increase the number of electronic offerings of Admissions forms.

Outcome Related to Goal 1: A) Increase the number of online Allied Health program applications. B) Create an online graduation application.

Goal Met. A) Students liked the convenience and opportunity that the online version gave them. There were 224 students that applied for Allied Health programs using the online application. Radiology had 19 students, Occupational Therapy had 33 students, Nursing had 97 students, and Practical Nursing had 75 students to apply. B) The online option gave the students a convenient way to submit their graduation application. We had 604 students apply for graduation using the online application.

Analysis/Use of Results Admissions will continue to look for ways we can improve and make submitting documents more student friendly. We will also continue to offer the online grad app option to our students and look for other opportunities to improve upon our students success.

Career Coaches

Goal 1: The Career Coach unit will administer academic and career plans to 80% of high school seniors by the conclusion of the Spring 2020 semester.

Outcome Related to Goal 1: SWCC career coaches will administer academic and career assessments using VA Wizard, MajorClarity, or EMSI Career Finder in order to develop academic and career plans to 80% of high school seniors in the SWCC service area.

Goal Met. The career coaches administered service code 101 (career plan started/reviewed) from 7/1/19 to 4/30/20 at the following high schools: Castlewood – 132 Council – 44 Graham – 146 Grundy – 216 Honaker – 190 Hurley – 170 Lebanon -315 Richlands – 421 Tazewell – 167 Twin Valley - 91

Goal 2: The Career Coach unit will plan and execute a financial aid workshop/SWCC information session for each high school in the SWCC service region with 15-plus attendees per event at 80% or higher satisfied/very satisfied response on content.

Outcome Related to Goal 2: Career Coaches will administer financial aid workshops and SWCC information sessions at each high school in the SWCC service area with at least fifteen participants at each event.

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Goal Partially Met. Financial aid workshops were held at the following times and locations: Tazewell HS – 11/21 Graham HS – 10/24 Richlands HS – 10/24 Lebanon HS – 10/22 Grundy HS – 10/21 Castlewood HS – 10/17 Council HS – 10/15 Honaker HS – 10/8 Twin Valley HS – 10/7 Hurley HS – 10/2 No participant numbers of survey results were reported.

Goal 3: The Career Coach unit, by the end of the Summer 2020 semester, will participate in SWCC academic advisement to learn academic advisement procedures in order to assist SWCC advisement in Summer 2020.

Outcome Related to Goal 3: Career coaches will actively engage in advisement for traditional and non-traditional students in order to assist with academic advisement in Summer 2020.

Goal Met. Career coaches working during the Summer 2020 semester (M. Castle, A. Bedsole, S. Geary, and S. Seymore) actively assisted with academic advisement. For instance, the career coaches assisted heavily with advisement while a majority of the advising team was at a NACADA training in June 2020.

Analysis/Use of Results COVID-19 has slowed the completion of career/academic plans for the 2019-2020 school year. Career Plans will be completed early during freshman/sophomore years in high school. In Addition, financial aid workshops will be promoted through fliers to parents and social media. Reminders will also be sent. Finally, peer communication methods will be created in order for the career coaches to communicate more with the Southwest advising team staff.

College Success Coaches

Goal 1: Increase percentage of students in the College Success Coach Initiative (CSCI) cohort completing developmental English and developmental Math in one year or less.

Outcome Related to Goal 1: Develop targeted interventions for the CSCI students in developmental English and developmental Math.

Goal Not Met. 30.8% of students completed developmental English in one year or less. 6.59% of students completed development Math in one year or less. Both percentages are less than the 50% benchmark set by the unit.

Goal 2: Increase Fall-to-Fall Retention percentage for the CSCI cohort.

Outcome Related to Goal 2: Utilize EAB Navigate to notify and remind non-completers from the cohort database during registration periods. Incentivize students to meet with Success Coaches during registration times for advisement.

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Data Pending. We retained 57.1% of the students from Fall 2019 to Spring 2020, outpacing the 50% benchmark set by the unit. Since Fall registration is ongoing the Fall to Fall retention rate will be reported in September 2020.

Goal 3: Increase the number of CSCI students enrolling and completing SDV courses.

Outcome Related to Goal 3: Increase students taking SDV courses within the first 15 credits of their semester.

Goal Met. CSCI students completed a SDV classes within their first 15 credits at a much higher percentage than the rest of the student population (88.9%). The rate for the rest of the SWCC student population was 58.8%.

Analysis/Use of Results With the challenges of COVID-19, the CSCI coaches will continue to increase communication and provide resources to the students. With the new Direct Enrollment and Informed Self Placement, we anticipate an increase of completion for the students in those developmental courses, due to the new co-requisite model.

Financial Aid

Goal 1: To implement a process for private loan access for students.

Outcome Related to Goal 1: Working in collaboration with the business office, we will have this process available online by Fall 2019 and begin processing private loans for students who need funding. Due to the increase in out-of-state students because of the athletic programs, a need was identified and this is an option for those students. Goal Met. The students accessing the loans were mostly out of state students that needed additional funding to help with tuition and fees that their financial aid or scholarships did not cover. Three students participated in the loans for the fall 2019 semester. Nine students participated for spring 2020. Three of these were returning students. All of the student loans were processed and, on the students, accounts within two weeks of the student applying. Students for the upcoming 2021 year are applying for these alternative loans. This is another way to assure that we provide all the funding available to our students to help them achieve their educational goals.

Analysis/Use of Results The SallieMae alternative loan, available to the student, is another resource that we can offer the students that need additional help with tuition, books, and supplies. The financial aid office views the students account and uses all other resources available to the student before offering the SallieMae loans. The loan, interest rates, and payment plans are all explained in detail when offering this resource. We also suggest that the student visit the website and view all the loan options and details before making this decision. The loans are used as a last option and are not made public.

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Great Expectations

Goal 1: Increase recruitment and networking in the community, to encourage a greater number of Great Expectations program participants. Outcome Related to Goal 1: Attend at least 10 events on campus and in the community to promote the program, recruit new students, and strengthen partnerships with other agencies in the community. Goal Not Met. Due to the personnel changes and COVID restrictions, we are unable to complete the needed information.

Goal 2: Provide opportunities for the students in the program to be more involved with activities to enhance his/her college experience – Including the expansion of job shadowing opportunities. Outcome Related to Goal 2: Promote group cohesion and participation through at least 7 student meetings, activities, and the opportunity to participate in at least 2 community projects. Expand the job shadowing project to provide increased opportunity for students – having at least 7 each semester to participate. Goal Not Met. Due to the personnel changes and COVID restrictions, we are unable to complete the needed information.

Goal 3: Initiate the GE Housing Project with funding provided by the Gilliam Foundation. Outcome Related to Goal 3: Promote the success of Great Expectations students by providing a housing stipend each month to assist with living expenses. Completion of 10 applications for the program.

Goal Not Met. Due to the personnel changes and COVID restrictions, we are unable to complete the needed information.

Analysis/Use of Results According to the COVID restrictions and limitations set, Zoom meeting and more on-line communications for the near future will be proposed until restrictions are lifted.

Recruitment and Student Engagement

Goal 1: Recruitment and Student Engagement will conduct SWCC roadshow events with 100% high school participation and have 25% of high school seniors registered by May 2020. Outcome Related to Goal 1: SWCC roadshow events will be implemented in all eleven public high schools in the SWCC service region with at least 25% of current high school seniors registering for classes at SWCC. Pending Data: Summer and Fall 2020 registration data was not complete as of the due date for this report. The report will be updated as final data becomes available.

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Goal 2: Recruitment and Student Engagement will conduct student empowerment engagement activities each month during the Fall 2019 and Spring 2020 semester (excluding August, December, January, and May) with ten-plus students participating and 80% or higher satisfied/very satisfied response on content. Outcome Related to Goal 2: Administer student empowerment engagement opportunities for the months of September, October, November, February, March, and April 2020 focusing on different life topics – how to change a flat tire, how to wrap a present, transferring to another university, scholarships, etc. Goal Partially Met. A home repair workshop was held on September 19. Five students were in attendance. A budgeting workshop was held on 10/15. Four students were in attendance. A Christmas Wrapping for the Pros class was held on 11/19, but no students were in attendance. A self-defense seminar was hosted on 1/21/20 with five students in attendance. A Fix-A-Flat and graduation seminar were planned for March and April, but had to be cancelled due to COVID-19 Goal 3: Recruitment and Student Engagement will host at least two SWCC exploration events in either the Fall 2019 or Spring 2020 semester to showcase SWCC programs/offerings to diverse groups (elementary/middle school, non-traditional groups, etc.) with 15-plus attendees per event and 80% or higher satisfied/very satisfied response on content. Outcome Related to Goal 3: Administer SWCC exploration events to diverse populations during the Fall 2019 and Spring 2020 semester to showcase SWCC programs/offerings/initiatives. Goal Partially Met. A Lebanon CET open house was held on August 15, 2019, but no students were in attendance. A Booth Center open house was held on August 19, 2019. Twelve students attended. A project discovery campus showcase tour was held on 11/16/19 with seventeen students in attendance. A presentation was made to Southside K-8 school in War, WV to second – fifth grades regarding college. Events for Cedar Bluff Elementary and Copper Creek Elementary were scheduled for March and April 2020, but had to be cancelled due to COVID-19.

Analysis/Use of Results COVID-19 has adversely affected recruitment/engagement opportunities. While new recruitment and engagement opportunities are now being developed virtually, the face-to-face contact is crucial for successful recruitment/engagement events. In this new reality, when face-to-face is not possible, the unit is working to discover innovative ways to offer virtual events.

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APPENDIX A1

Assessment Forms by Category ------------------------------------------------------------------------------------------------------------------------------------------

Administration

Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Academic Outreach and Dual Enrollment

Unit Coordinator Christina Rimmer

Email Address Christina.rimmer@sw.edu

Beginning Term Fall 2019

Ending Term Spring 2020

Mission The Coordinator of Academic Outreach and Dual Enrollment works collaboratively with the SWCC administration and faculty to provide quality educational opportunities to off-campus students including those taking dual enrolled classes. Current Coordinator of Academic Outreach and Dual Enrollment is Christina Rimmer. Ms. Rimmer reports to the Vice President of Academic and Student Services.

Program Goals Goal 1: Dual Enrollment Coordinator will transition dual enrollment information from paper manual to the SWCC DE website

Goal 2: Dual Enrollment Coordinator will have an advising booklet and DE course calendar online.

Goal 3: Changes are being made to the handling of off-campus sites, Academic Outreach will work on developing a strategic plan for the off-campus sites that will incorporate these changes Goal 4: Dual Enrollment Coordinator will develop a timeline for the new Dual Enrollment Quality Guidelines

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans Goal 1: Dual Enrollment Coordinator will work on the SWCC DE website –goal is to have an advising booklet and DE course calendar online..

Completion of advising booklet and DE Course Calendar online

If there is a preliminary booklet and calendar online by end of Fall 2019 Semester and completed by Fall 2020

There is a class listing for each school and a listing of course prerequisites on the webpage.

Coordinator is working on an action plan to present to Webmaster with all necessary changes needed to website

Goal 2: Dual Enrollment Coordinator will have an advising booklet and DE course calendar online.

Comparison of information in old paper dual enrollment manual to information available on website

If more than 50% of the information has been developed and placed on the dual enrollment website by Spring 2020

Goal of 50% was not met by the end of the Spring 2020 semester

Coordinator is working on an action plan to present to Webmaster with all necessary changes needed to website

Goal 3: Changes are being made to the handling of off-campus sites, Academic Outreach will work on developing a strategic plan for the off-campus sites that will incorporate these changes

If a comprehensive plan is developed

Approval by VP of Academic & Student Success and Deans by Fall 2020

Due to Covid-19 and changes to off-campus schedules the response will be delayed until Fall 2020

Coordinator will review plan of use at the Center and work with Deans and VP to devise strategy on staffing and what is needed at the Center

Goal 4: Dual Enrollment Coordinator will develop a timeline for the new Dual Enrollment Quality Guidelines

Timeline to be developed that allows the many offices involved to develop plans in a timely manner

At least 50% of guidelines are in place by Fall 2020

There have been initial meetings with the Deans with preliminary steps outlined. With Covid-19 response some items have moved ahead faster than planned and others have been delayed.

Coordinator will review guidelines and evaluate where we are in the process and continue work during the summer to reach 50% goal.

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Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

Due to the COVID-19 outbreak many areas have been busy with their response and the goals and planning that involves. The Coordinator needs to review all plans, redefine goals and develop action plans for divisions who are busy with the response to the changes the pandemic is making to future plans.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Athletics Jason Vencill Jason.Vencill@sw.edu Fall 2019 Spring 2020

The SW Athletic Department presents student athletes with an opportunity to develop skills in teamwork, leadership, and to increase the various types of connections that student life presents. These opportunities are developed through both on and off the field campus engagement activities. The Athletic Department reports to the Vice President of Academic & Student Services

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: To Increase SW athletic brand awareness and service region engagement by the end of the Spring sports season through our online media platforms via likes, follows and online numerical engagements. Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

Continue to increase content and content types through our social media platforms for the athletic department and the teams competing in 19/20.

Number of likes/follows on social media and the increase / decrease of the platform.

An increase in page engagement and/or page likes/follows.

825 new likes on Facebook page 163 new Twitter followers 1,100 followers on Instagram 4,717 followers for main Southwest College FB page, Southwest Athletics has 3,053 or 65% of that total after this year. 1,131 followers for Southwest College twitter page, Southwest Athletics has 542 our 48% of that total after this year. 1,084 followers for main Southwest College Instagram, Southwest Athletics has 1,100. We have surpassed the main Southwest Community College on this social media platform.

Continue to find new ways to engage our users as well as spread brand awareness. Our exposure through social media platforms assists with recruiting, fund raising, and support from the community (both local and outside our service region).

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

In the past year we have surpassed the main SW social media platform on Instagram while seeing great success on the other two social media outlets as well. As we continue to explore ways to stream athletic events and other functions related to the athletic department we hope to see this engagement increase.

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Southwest Virginia Community College

Administrative Unit Assessment 2019-2020

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Business Office Mike Bales michael.bales@sw.edu Fall 2019 Spring/Summer 2020

Mission of the Unit The Business Office provides financial services to the college campus community and students while maintaining compliance with all state, federal, and VCCS regulations and policies, while supporting the mission of the college in collaboration with other SWCC administrative services offices, VCCS fiscal services, and the SWCC Administrative Cabinet. Reports to: Vice President for Finance and Administration

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: Determine College Financial Status (rolling 4-year cycle).

Goal 2: Successful implementation of AIS 9.2 late November 2019, with 100% success rate within 3 months after go-live.

Goal 3: Successful implementation of eVA centralized receiving late November 2019, with 100% success rate within 3 months after go-live.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

Affordability and Sustainability (VCCS & SWCC). Financial statement review.

External audit conducted by Virginia Auditor of Public Accounts (APA) for FY’19 performed in FY’20.

Clean financial statements for the college and no negative management points for the Business Office.

Audit was delayed into the next college cycle audits of fiscal year 2020 that should be performed in FY’21.

No action plan at this time.

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Outcome Sought Measures Success Standard Findings Action Plans

Review of work flow transactions processed in accounts payable at 3-month mark after go-live to determine percentage of success rate.

Internal review by business office staff performed within 3 months after go-live.

100% of all accounts payable vouchers being processed by the SSC without assistance of SWCC staff.

AIS 9.2 upgrade was delayed until late March 2020. Go-live implementation was successful, and transactions are processing at 100% accuracy by SSC without intervention of SWCC staff.

No action plan is required at this time.

Outcome Sought Measures Success Standard Findings Action Plans

Review of centralized receiving transactions processed in eVA at 3-month mark after go-live to determine percentage of success rate.

Internal review by business office staff performed within 3 months after go-live.

100% of all eVA centralized receiving being processed accurately by facilities staff in eVA to coincide with 3-way matching process without loss of goods ordered by faculty/staff.

Centralization of eVA receiving has been postponed until complete transition of Director of Operations and hiring of Director of Finance positions. The facilities position of Administrative Assistant is currently unfilled, and will be hired by the Director of Operations upon transition. The Facilities Administrative Assistant will be performing the centralized receiving for the college.

No action plan is required at this time.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address

Beginning Term Ending Term

Campus Police Jerry Stinson jerry.stinson@sw.edu Summer 2019 Spring 2020

The Mission

It is the mission of the Southwest Virginia Community College Campus Police Department to efficiently provide a safe learning environment and to enhance the quality of life on our campus. This is achieved through a community-based policing model which emphasizes mutual trust, integrity, fairness, and professionalism.

Program Goals

Goal 1: To provide both basic and advanced training to all Law Enforcement and Security Officers after their employment with a focus on the needs of our campus community.

Goal 2: To recruit and employ at least one qualified female officer.

Goal 3: To have the Campus Police dispatched through Tazewell County 911 for all emergency calls. All non-emergency and routine calls for service will continue to be received through the Campus Police telephone line and call boxes.

Assessment Categories

Outcome Measures Success Findings Action Plans

To provide both basic and advanced training to all Law Enforcement and Security Officers after their employment with a focus on the needs of our campus community.

All newly appointed law enforcement and security officers will be trained and certified within one calendar year. All incumbent officers will complete in-service within the time frames mandated by the Virginia Department of Criminal Justice Services.

All officers will complete training within the mandated time frames.

Two Security Officers have not yet been trained even though they have been employed over one year. All Law Enforcement Officers have been trained including one officer who attended basic training with the last calendar year. Three incumbent officers are currently completing in-service requirements. These must be completed by December 31,

Both the Chief of Police and the Lieutenant are certified Campus Safety Officer Instructors. A class will be organized for security officers with mandatory attendance.

All incumbent police officers completed in-service prior to the December 2019 deadline. A change in coverage philosophy that effected scheduling as well as the COVID-19 phenomenon negatively affected the training of the security officers. Due to changes in number of hours, one officer left prior to being trained and the

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To recruit and employ at least one female officer.

The measure will be the successful recruitment and employ of a female officer.

The success standard will be the recruitment, employ and retention of at least one female officer.

The Campus Police Department has not employed a female officer, either law enforcement or security in some years. Meanwhile, the campus population has changed to approximately 61.5% female and 38.5% male. This number alone suggests the need for female officers to assist in carrying out the mission of the Campus Police.

The Campus Police Department is actively recruiting candidates. Candidates are also being actively recruited through the Administration of Justice program. After a vetting and interview process, successful candidates will be offered employment.

This goal was achieved on September 5, 2019 when a female Security Officer was employed by the department. Female candidates will be recruited for future openings.

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To have the Campus Police dispatched through Tazewell County 911 for all emergency calls. All non-emergency and routine calls for service will continue to be received through the Campus Police telephone line and call boxes.

This will require coordination between the Campus Police, Tazewell County 911 and the Campus Police radio service provider, Virginia-Kentucky Communications. The Campus Police radios will have to be re-programmed. This will have to be coordinated in such a way as to not lose service while Tazewell 911 makes the change.

Success standard for this goal will be the radio calls for emergency services being operational.

It has been the practice since the existence of the Campus Police at SWCC to encourage all students, faculty, staff and visitors to call the Campus Police in the event of an emergency. This brings about two issues. The first being that problems have existed with the cellular telephone that is used while officers are in the field and not on campus as well as problems with the telephone patch system that is programmed into the Campus Police radios should the cellular service fail. Recent incidents where the radio phone patch failed has identified a flaw in the telephone to radio electronic connection. While this system has functioned well in the past, these incidents have shown that it can fail. Should this occur at a critical moment then the Campus Police response would be severely compromised. The second issue is that should an incident occur that requires additional responding units from outside agencies, their response is dependent on the Campus Police ability to call 911 and communicate the response. All while addressing the initial incident.

The Tazewell County Sheriff and 911 Supervisor have been contacted and are prepared to dispatch SWCC. Virginia-Kentucky Communications has been contacted regarding the radios and the changes that will have to be made to each individual radio. The next phase is coordination, so communication is not lost during the change.

Training of existing students, faculty and staff as well as measures to inform visitors must be put in place to address the changes. The mechanism of the training/information will be Orientation Groups, College Success Skills courses, Faculty/Staff In-service and a coordinated effort with the Strategic Communications Officer to distribute this information.

This goal was achieved prior to Christmas Break in December 2019. Beginning with the spring semester of 2020, all emergency calls for service go through the 911 system. SWCC Campus Police are dispatched by Tazewell 911 as the primary or first responding unit. If a secondary or backup unit is needed, Tazewell 911 already has the particulars of the call and can send other units as necessary.

All non-emergency calls are still dispatched through the campus call system consisting of the cellular telephone carried by on-duty SWCC Officers and the handheld radio which has a telephone patch allowing reception of calls from the H.E.L.P. line and Emergency Call Boxes.

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Analysis/Use of Results

Comments (Goals tied to other unit activities, anticipate new goal based on findings.)

Goal 1 - Utilize both internal and DCJS documentation to assure compliance in training. Use this to help address future training needs and budgeting to acquire the training.

Goal 2 – Based on the performance of the officer and changes in campus demography, consider further changes to the departments gender ratio.

Goal 3 – Consider the performance of the 911 system for future expansion based on the systems capability such as recording rounds during night shifts as an officer safety measure.

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Dean of Business, Engineering, and Industrial Technology

James Dye James.dye@sw.edu Fall 2019 Spring 2020

The Business, Engineering and Industrial Technology division of Southwest Virginia Community College provides quality programs and education for workforce and economic development, professional and technical training, transfer readiness, and personal skill building. The Business, Engineering and Industrial Technology Division reports to the Vice President of Academic and Student Services.

Program Goals Goal 1: Redesign SDV 106 Preparation for Employment by integrating the National Career Readiness Certification, service learning/community engagement component, mock interviews and a revers career fair. The addition of SDV 106 Preparation for Employment will be a consistent part of each curriculum helping ensure the success of pathway students entering the workforce. Target goal is for 85% of the students completing SDV 106 Preparation for Employment to earn at least the bronze level on the National Career Readiness Certification. High-Impact Instruction Practices Goal 2: Division program faculty attend conference related to program and implement at least one idea to increase enrollment by 10%. This is a two-year goal. The first-year the faculty will attend the conference and implement the idea. The second-year is when the enrollment increase is expected. Program Prioritizations Goal 3: Implementation of BEIT G3 Pathways and increase enrollment in pathway programs (Information Technology, Advanced Manufacturing/Precision Machining, Trades) by 10%. Program Prioritizations Goal 4: Start two program-related competitive clubs with a minimum of seven active students in each. Engagement

Goal 5: Expand Business Contest to include other high school groups (FBLA, FCCLA, FHA, DECA) Increase participation by 25%. Engagement

Goal 6: Expand the use and class integration of Canvas in BEIT Division courses. (Added after COVID-19 Migration to Online Teaching)

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans Obtain 85% of students completing SDV106 Preparation for Employment earning at least the bronze level on the National Career Readiness Certificate.

Percentage of students earning at least bronze level credential

Students completing SDV 106 Preparation for Employment will earn at least bronze level on the National Career Readiness Certificate.

Students Enrolled in SDV106 Fall 2019 – Of the 7 completers, 7 earned at least bronze. 100% Spring 2020 – Due to COVID-19, Spring students did not test.

Continue for 2020/2021 to obtain data for a full year.

Increase enrollment in programs by 10% implementing at least one idea from conference. Two-year goal. Year-One Attend conference and implement idea. Year-Two measure enrollment.

Percentage increase in enrollment for identified programs.

This is a two-year goal. Year-one will serve as the benchmark. Year-two will be measured for the results.

Cybersecurity; Two conference attended. Enrollment in 2019-2020 Cybersecurity CSC – 29 Enrolled Expand Employer Engagement in the Cybersecurity Program. Implement a complementary stackable credential program to Cybersecurity related to a specific nationally recognized certification.

Benchmark has been established for the Cybersecurity program for Year 2. Implement two strategies as outline in the use of results below.

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Increase enrollment by 10% in G3 Pathways (Information Technology, Advanced Manufacturing/Precision Machining, Trades.

Percentage of students enrolled.

Use the 2019-2020 Enrollments as benchmarks for the 2020/2021, once G3 funding begins.

2019-2020 Enrollments Information Technology: ITN 106 52 Advanced Manufacturing/Precision Machining: MAC 161 22 Trades: BLD 110 8

G3 not funded for 2020/2021. Revisit goal once funding is established.

Start two program related competitive clubs with a minimum of seven active students in each.

Number of Students Participating.

Number of Students actively participating in Precision Machining Skills USA and Vex Robotics.

Skills USA Chapter for Precision Machining was created. The students were unable to compete due to COVID-19. Vex Robotics was not formed. Turnover in Mechatronics instructor resulted in delaying implementation until 2020/2021.

Continue Skills USA when possible. Start Vex Robotics once return to campus is normalized

Expand Business Contest to include other high school groups (FBLA, FCCLA, FHA, DECA) Increase participation by 25%.

Percentage increase in participation.

An increase of 25% over the 2018/2019 participation number of 120 high-school students. Goal would be: 150

Due to COVID-19, the Business Contest was cancelled for 2019/2020. Held in April.

Carry over as goal for 2021/2022 due to the uncertainty of the 2020/2021 academic year.

Obtain 100% of BEIT Division faculty (Adjunct and Full-Time) logging in to Canvas at least every week.

Percentage of division faculty. 100% of faculty documented through random sampling at least 3 times during the semester.

Started in March 2020. Week of 3/30/2020 – 22/26 faculty logged in (85%) Week of 4/20/2020 – 23/26 faculty logged in (88%) Week of 4/27/2020 – 17/26 faculty logged in (65%)

Add Dual-Enrollment faculty to review in 2020/2021.

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Increase utilization of Canvas in BEIT Division Courses by 25%

Percentage increase in Canvas Analytics for: Courses, Teachers, Students, and Discussion Topics

An increase of 25% Canvas utilization from Fall 2019 to Spring 2020 Semesters.

FA19 Criteria SP20 76 Courses 96 18 Teachers 24 505 Students 418 547 Discussion 680

Percentage Increase: Courses: 26% Teachers: 31% Students: -21% Discussion Topics: 24%

Provide training for division faculty on the best practices and use of Canvas. Stress to add Syllabus, Announcement, Grades, Assignments, and Discussion Boards. Establish mentors for Adjuncts and Dual-Enrollment instructors depending on subject area.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

COVID-19 resulted in many of the previously specified goals from being completed. Data was either not available or was inconclusive. COVID-19 and the changes to processes and procedures does present opportunities to focus on other areas of operations including online instruction and student recruitment in an online environment. For 2020/2021, the BEIT unit assessment will focus on online delivery of instruction, student recruitment for program, and completion of the current two-year goal. Once campus operations returns to a new normalcy, we will follow-up on the goals that were interrupted. One goal was a two-year goal. To Increase enrollment in programs by 10% implementing at least one idea from conference. Two-year goal. Year-One Attend conference and implement idea. Year-Two measure enrollment. Faculty attended two conferences related to Cybersecurity and the following goals are being implemented to increase enrollment by 10%. Expand employer engagement in the Cybersecurity program by promoting opportunities through social media marketing. Implement a complementary stackable credential program to Cybersecurity focused on a specific nationally recognized certification track. For 2020/2021 the Google IT Support Certification was selected. The new normal of unit operations will provide many opportunities to improve upon processes and procedures that will become common practice in the near future. The unit assessment for 2020/2021 will be focused on these improvements.

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Academic Program Assessment: Southwest Virginia Community College

Division Program Coordinator

Email Academic Year

Humanities/Social Sciences Entire Division Brian Wright Brian.wright@sw.edu 2019/2020

Program Mission Statement

Humanities and Social Science, an academic division of Southwest Virginia Community College, provides high quality transfer education and cultural opportunities for students enrolled in courses offered through the division or for community members who attend events sponsored by the division.

HSS reports to the Vice President of Academic and Student Support.

Program Goals

Goal 1: To work closely with MSHT to create a schedule that is conducive to General Education needs of students.

Goal 2: To work closely with newly hired faculty to ensure ease of transition into their new roles.

Goal 3: To closely monitor online class LMS presence to insure uniformity of presentation and feature usage as well as engagement.

Goal 4: To create a platform within Canvas for DE and Adjunct faculty to serve as a medium of communication and professional development.

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Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

Goal 1: To work closely with MSHT to create a schedule that is conducive to General Education needs of students.

To create a more balanced schedule (percentage wise) of Gen Ed courses that will allow greater access to said Gen Ed courses in the morning and very early afternoon time periods that student’s seek.

A successful schedule of Gen Ed courses will be reflected in future semester offerings based upon percentages of offerings during scheduled class times

In looking at the MW and TTH breakdown of a section of Gen Ed classes (includes face to face sections of offerings in ENG, BIO, CHM, MTH, HIS, PSY, CST, GOL, and HLT – all based upon time of offerings). In looking at MW, we find that 8.7% of face to face classes in the identified course areas are offered at 8:00 am. 30.4% are offered at 9:25. 43.5% are offered at 10:50, and 17.4% are offered at 12:15. On TTH, 0% of said courses are offered at 8:00 am, 29.4% are offered at 9:25, 41.2% are offered at 10:50, while 29.4% are offered at 1:10. Looking forward to current planning for Fall 2020, we find 7.8% of classes in the identified sections offered at 8:00 on MW. 10.5% are offered on MW at 9:25. 23.6% are offered at 10:50 on MW. 2.6% are offered at 12:15 on MW. 2.6% are also offered at 1:40 on MW. 5.2% are offered at 5:00 on Wednesday afternoons, and 2.6% were offered on M at 5:00.

To use a phrase from current events, the curve has been flattened, but the process will be addressed next year in conjunction with Ad Astra to further expand course offerings based upon student need.

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Goal 1 cont Jumping to TTH, 5.2% were offered at 8:00. 7.8% were offered TR at 9:25. 13.1% are planned for the 10:50 TR hour. 7.8% are planned for 1:10 on TR. 2.6% is planned for 2:35 on T. As an addendum, five health classes are offered on Friday mornings (and are not included in tabulation). MW 8:00 – 8.7% to 15% MW 9:25 – 30.4 % - 20% MW 10:50 – 43.5% - 45% MW 12:15 – 17.4% - 5% MW 1:40 – 0% - 5% M 5:00 – 0% - 5% W 5:00 – 0% - 5% TR 8:00 – 0% - 15.3% TR 9:25 – 30.4% - 23% TR 10:50 – 41.2% - 38.5% TR 1:10 – 29.4% - 23% T 2:35 – 0% - 2.6%

Goal 2: To work closely with newly hired faculty to ensure ease of transition into their new roles.

To prepare new faculty for the challenges they will face related to college policies and as advisors through the use of SIS/multi-measures

Success will be objectively measured by new faculty feedback as related to readiness to advise and properly conform to policy.

As to advising and policy, respectively: Vance: seven and eight. Ellis-O’Quinn: nine and six. Gilbert: ten and five

Continue to work with new faculty as to comfort and familiarity with the practice of advising and policy familiarity.

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Goal 3: To closely monitor online class LMS presence to insure uniformity of presentation and feature usage.

To gauge engagement, analytics will be viewed to ensure platform usage as a means to access course materials, assignments, and discussion boards.

An objective standard will be utilized that shows engagement with the platform and the faculty member’s course content via the analytics feature offered in Canvas.

This begins with a notice. This is our second full semester with Canvas. It was anticipated that the tool would be beneficial in a much broader sense as far as analytics are concerned. In reality, one can’t categorize the courses in Canvas analytics, so we must look at them as an aggregate.

This is concerning because using simple math, we see low assignment and discussion rates. This means we need to mine further detail as to how Canvas analytics gathers data. It also does not account for faculty who utilize outside platforms that are not included here. This can potentially be a great tool for assessing,

Goal 3 cont This being said, Fall 19 saw 165 courses taught by 56 faculty members within the H/SS division. These 165 courses had 1,280 students enrolled. Faculty were responsible for 1,947 discussion topics and 4,032 assignments. This is approximately 1.5 discussion topics per student and 3.15 assignments per student.

But extended use and understanding of the analytics needs to be garnered.

Goal 3 cont Spring 20, though not yet completed, shows the following: 160 courses taught by 54 faculty and attended by 1,235 students. There were 2,223 discussions and 3,556 assignments. This is approximately 1.8 discussions per student and 2.9 assignments per student.

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Goal 4: To create a platform within Canvas for DE and Adjunct faculty to serve as a medium of communication and professional development

To ensure a monitorable means of DE and Adjunct faculty engagement with the division.

90% of DE and Adjunct faculty will accept an invitation to the platform and will engage with content as added.

63% was achieved. The COVID 19 pandemic has forced this type of interaction to be a necessity. Every attempt will be made to use this new impetus to communicate and be prepared as a new Launchpad for this goal.

We will continue the use of this format moving forward. The same goal will be addressed next academic year.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

As the Division begins a new year with a new Dean, a new LMS, and three new faculty members, emphasis will be placed upon what may be termed a return to basics. Students will need access to classes that are conducive to their needs. In the case of SWCC, morning hours have proven to be necessary to a well-rounded schedule. This will require cooperation between the two largest divisions on campus as to delivering General Education courses. New faculty will be educated as to this need while preparing for future student advising. To this end, the division seeks to educate them properly in the use of SIS and guiding policies such as multiple measures. Closely related is the need to ensure early engagement and use of the LMS by students and faculty, new as well as seasoned, as well as feature usage by the faculty. Additionally, Canvas will serve as a means of communication and professional development for Adjunct and DE faculty.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Division of Mathematics, Science, and Health Technologies

Jereial Fletcher Jereial.Fletcher@sw.edu Summer 2019 Spring 2020

Mission of the Unit: The Division of Mathematics, Science, and Health Technologies supports Southwest Virginia Community College’s Mission, Vision, and Core Values by providing its students the academic skills required to transfer to a senior college, university or professional school. The Division also empowers local economic development by providing students in its Career Studies Certificate, Certificate, and Associate of Applied Science programs the education and training necessary to enter the workforce and become self-sufficient contributors to the community. Reports to: Vice President of Academic and Student Services, Dr. Robert Brandon

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: Develop an MSHT recruiting plan to be implemented by 80% of the division by the beginning of AY2020-2021.

Goal 2: Develop an algorithm for monitoring program effectiveness to be implemented by at least one program of the division by the beginning of AY2020-2021.

Goal 3: Design and deliver two in-house faculty professional development presentations (Science/Math and Health Technologies) by the end of Spring Semester 2020.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

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Goal 1: Develop an MSHT recruiting plan to be implemented by 80% of the division by the beginning of AY2020-2021.

Numbers of program applications received.

Number of applications will increase by 5% over AY2019-2020.

See Appendix I for Recruiting Plans for EMS, Practical Nursing, Radiography, and Registered Nursing. Through this development process, it became clear that program plans will be more effective than divisional plans. Program plans can ultimately provide a useful and targeted addendum to SWCC’s broad recruiting efforts.

Program faculty will implement recruiting actions at all high school grade levels beginning in Fall 2020. OTA will develop a recruiting plan to complete the effort for the major programs. Practical Nursing gave the greatest consideration to nontraditional students in its initial recruiting plan. During 2020-2021, all programs will include strategies for attracting this category of students. All programs will add strategies for recruiting during COVID-19’s reduction of access to traditional and nontraditional students.

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Outcome Sought Measures Success Standard Findings Action Plans

Goal 2: Develop an algorithm for monitoring program effectiveness to be implemented by at least one program of the division by the beginning of AY2020-2021.

PE = APP + RET + GRAD + TRAEMP + REGLIC + COST/FTE Program Effectiveness = (Change in number of applicants in percentage) + (Retention Rate August 16 to May 15 in percentage) + (Percentage of cohort to graduate) + (Percentage of Graduates to obtain jobs or transfer) + (if applicable, percentage of graduates to pass registry/licensure exam) + (Cost per FTE).

Program effectiveness will increase by 5% over AY2019-2020.

See Appendix II for Radiography data from 2018-2019. Data from 2019-2020 is incomplete.

See Appendix III for calculation of Program Effectiveness.

During the course of data collection, the formula to yield a program effectiveness indicator was modified. First, it soon became clear that Cost per FTE fluctuates too much to be a useful variable. Depending on market prices for equipment and supplies, new hires or retirements, accreditation expenses, moving from one facility to another, etc., a program could have significant differences in costs from year to year. Second, the other measures were converted to a ten-point scale to make differences from program to program and from year to year more meaningful.

Radiography had a Program Effectiveness indicator of 5.6 for AY2018-2019. This number will serve as a benchmark as this analysis continues through the next few program cycles of MSHT degrees and certificates.

For AY2018-2019, Radiography’s PE Indicator was negatively impacted by recruiting/applications.

Every program will provide data for analysis from the completed 2018-2020 or 2019-2020 cohorts.

Beginning with the incoming Fall 2020 cohort, program heads will provide this data at the end of each academic year.

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Outcome Sought Measures Success Standard Findings Action Plans

Goal 3: Design and deliver two in-house faculty professional development presentations (Science/Math and Health Technologies) by the end of Spring Semester 2020.

Participants will complete a Satisfaction Survey

90% of the participants in each professional development seminar will find the presentation worthwhile to their teaching or research.

Due to COVID-19, in-house professional development presentations did not take place.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

We are bombarded in today’s world with clichés such as the “new normal,” but it is true that we must adapt to our changing world.

Other research at Southwest Virginia Community College has emphasized that we are not effectively recruiting nontraditional students. In 2019-2020’s effort to create a more meaningful approach to recruiting, only Practical Nursing considered nontraditional students in its plan. During 2020-2021, an MSHT Unit Assessment Plan goal will require all programs to include strategies for attracting this category of students.

In July of 2020 we are averaging between 60,000 and 70,000 new cases of COVID-19 per day, higher rates of infection in our area are becoming more common, and it is increasingly likely these trends will affect all aspects of AY2020-2021. With limited access to public schools and with potential nontraditional students encouraged to believe they are “safer at home,” all programs will add strategies for recruiting during COVID-19’s reduction of access to traditional and nontraditional students. This effort will be reflected in a new or modified MSHT Unit Assessment Plan goal.

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APPENDIX I MSHT

EMS RECRUITING PLAN

SOPHOMORE YEAR

ACADEMIC PREP (COURSES, TESTS, TUTORING)

CAREER EXPLORATION

CAREER FAIR

SHADOWING

TECHNOLOGY EXPO

CAMPUS VISITS

FACULTY ACADEMIC VISITS

PROGRAM OPTIONS

DUAL ENROLLMENT

SPECIAL EVENTS

FALL HS Biology & Alg. I Ride-a-long with WINTER HS Biology & Alg. I Local 911 EMS

SPRING HS Biology & Alg. I Agency SUMMER

JUNIOR YEAR

FALL HS Chemistry & Alg. II Ride-a-long with WINTER HS Chemistry & Alg. II Local 911 EMS SPRING HS Chemistry & Alg. II Agency

SUMMER

SENIOR YEAR

FALL Take EMT Class (EMS Ride-a-long with EMS 111, 120

WINTER 111, 120); either dual enrollment or

Local 911 EMS Agency

If available

SPRING Come to the college SUMMER

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HEALTH TECHNOLOGIES RECUITING PLAN

Practical Nursing

SOPHOMORE YEAR

ACADEMIC PREP (COURSES, TESTS, TUTORING)

CAREER EXPLORATION

CAREER FAIR SHADOWING TECHNOLOGY EXPO

CAMPUS VISITS FACULTY ACADEMIC VISITS

PROGRAM OPTIONS DUAL ENROLLMENT SPECIAL EVENTS

FALL x x WINTER

SPRING SUMMER x

*I think the important thing in this year is to introduce them, let them know the courses they need in high school, and the process for getting in the program. *

JUNIOR YEAR

FALL x x x WINTER SPRING

SUMMER ? summer camp

SENIOR YEAR

FALL HESI Test Prep x x x

WINTER SPRING SUMMER

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NOTES

High School: I think it is important in the sophomore year to get students exposed to nursing. We need to let them know the different pathways to be a nurse and what the possibilities are. We also need to educate them on the courses and requirements they need from high school so they can get enrolled in those classes before graduating. If they are dual enrollment then we need to make sure they get into the courses that will help them with the nursing. As a junior we need to verify that they have in the plans to get the required coursework, work on having a good GPA, reinforce the application requirements, and I feel that a summer camp that would expose them to nursing using simulators and other things to introduce them. In the senior year we need to make sure they meet the requirements in the fall semester and if needed get them in the needed courses in the last semester. They need to apply, take the HESI admission test, and attend an orientation just for seniors accepted into the program about how to survive in college. On a different note it is difficult to get into the high schools and the career fairs I have been too thus far are a joke so we have obstacles there. I have only had one successful high school visit and that was with Honaker when the Russell County Technical Center wasn’t taking PN students.

Nontraditional recruitment: I feel this is the area that would benefit my program the best. Our program is designed to be for the working population and I feel we need to market it too. As for reaching out to this population I feel getting them on campus for a hands on one stop approach would be best. I think it would be important to offer some type of child care that day as well because many of these possible students have young children. During this I feel it would be helpful to have some of our students here that juggle school, work and a family so potential students could see that it is possible. I think also that it helps that they can talk to the instructors and we can help them get what they need while they are here. I also think Facebook videos shared by the college are a great way to promote the program.

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RADIOGRAPHY RECRUITING PLAN SOPHOMORE YEAR

ACADEMIC PREP (COURSES, TESTS, TUTORING)

CAREER EXPLORATION

CAREER FAIR

SHADOWING

TECHNOLOGY EXPO

CAMPUS VISITS

FACULTY ACADEMIC VISITS

PROGRAM OPTIONS

DUAL ENROLLMENT

SPECIAL EVENTS

FALL Career coaches meet with students

√ Roadshow

WINTER

SPRING Career coaches meet with students

√ Roadshow

SUMMER

JUNIOR YEAR FALL TEAS test prep (SAT/ACT

test prep will help also, but TEAS also includes science/anatomy)

Career coaches meet with students

√ Roadshow

WINTER SPRING Career coaches

meet with students √ Roadshow

SUMMER SENIOR YEAR

FALL TEAS test prep (SAT/ACT test prep will help also, but TEAS also includes science/anatomy)

Career coaches meet with students

*minimum 12 hours of shadowing at an area hospital Radiology department is a pre-req of RAD application, must be 18 at some facilities

Students should make appointment with Donna Corns or Christy Lee for advisement

ENG 111, MTH 154 or higher level math, humanities (choice of ART 101, MUS 121, or REL 230), PSY 230, HLT 143 -- *DE classes taken at whatever appropriate sequence with their HS classes. These should be complete by the end of fall their SR year if they want them to count toward possible RAD admission points that spring

Roadshow

WINTER SPRING Career coaches

meet with students Roadshow

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NOTES

**Students must have both biology with lab and chemistry with lab with grades of C or better to satisfy the science course pre-requisites of the Radiography program.

Students are encouraged (but not required) to complete higher level high-school mathematics (Alg 2, Trig, etc.) in order to help them with the math portions of the RAD Science courses.

Students are encouraged (but not required) to complete Geometry to help them with the RAD Procedures courses (so they understand angles, parallel, perpendicular, etc.).

SUMMER

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HEALTH TECHNOLOGIES RECRUITING PLAN

Registered Nursing Program

SOPHOMORE YEAR

ACADEMIC PREP (COURSES, TESTS, TUTORING)

CAREER EXPLORATION

CAREER FAIR

SHADOWING

TECHNOLOGY EXPO

CAMPUS VISITS

FACULTY ACADEMIC VISITS

PROGRAM OPTIONS

DUAL ENROLLMENT

SPECIAL EVENTS

FALL/SPRING Biology with Career Roadshows a lab & Alg I coaches to

meet with SWCC in April students

JUNIOR YEAR FALL/SPRING Chemistry with Career Optional Tazewell HS Roadshows

a lab & Alg II coaches to not Lebanon HS meet with SWCC in April required Ridgeview HS

students Richlands HS SENIOR YEAR

FALL/SPRING TEAS prep Career Optional Media All area HS Tazewell HS Meet with ENG 111/112 Hospital &

workshops coaches to not Marketing visit campus Lebanon HS academic MTH 154 or higher clinic Anatomy & Math meet with SWCC in April required Ridgeview HS advisor Humanities elect. recruitment tutors students Richlands HS PSY 230 tables &

LPN voc school Roadshows

NOTES

**Students must have both biology with lab and chemistry with lab with grades of C or better to be eligible for BIO 141.

**Students should complete higher level high-school mathematics (Alg 2, Trig, etc.) and maintain a 3.0 GPA to meet the math requirements for the NSG courses.

**Completion of the nursing entrance test (Test of Essential Academic Skills, TEAS) with a National Percentile Rank score of 45th percentile or above is required for application.

**Application deadline is February 15th each year.

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APPENDIX II MSHT

RADIOGRAPHY DATA 2018-2019

NUMBER OF FALL 2018 APPLICANTS-28 total (class of 2020)

NUMBER OF FALL 2019 APPLICANTS-22 (class of 2021)

RETENTION RATE FALL 2018 TO FALL 2019 FRESHMAN-75% (class of 2020)

RETENTION RATE FALL 2018 TO FALL 2019 SOPHOMORES-100% (class of 2019)

PERCENTAGE TO GRADUATE OF ORIGINAL COHORT IN SPRING 2019-75%

PERCENTAGE OF GRADUATES TO OBTAIN JOBS OR TRANSFER IN SPRING 2019 COHORT-100%

PERCENTAGE OF STUDENTS TO PASS REGISTRY EXAM IN SPRING 2019 COHORT-65%

APPENDIX III

APPENDIX III MSHT

Radiography Program Effectiveness

PROGRAM APP RET GRAD TRAEMP REGLIC EFFECTIVENESS -6 10 7.5 10 6.5 5.6

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term Dean of Student Success Dyan Lester Dyan.Lester@sw.edu Fall 2019 Spring 2020 The mission of the dean of student success’s office is to serve and support a diverse community of students in the areas of connection (recruitment), entry (enrollment), progression (retention) and completion (success). Reports to: VP of Academic and Student Services

Program Goals Goal 1: Establish One Front Door/Southwest Advising Center in Buchanan Hall by the end of the Fall 2019 term. Goal 2: Update the Southwest Student Handbook (via Acalog) by the end of the Fall 2019 term.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans 1. Pull together all “boutique” advising groups into one advising center under a new Coordinator of Advising position.

1. Presence of center and establishment of Coordinator position.

1. Facilities and staff in place. 1. The Advising Center was up and operational by the end of the Fall 2019 term. Furniture, cubicles and signage were purchase and installed, to include a lobby station for students to check in and wait for their advisor. The Interim Coordinator of Advising was established and Jacob Richardson was appointed to that post. He was hired as the Coordinator in May 2020.

1. As the COVID-19 pandemic forced all student services to shift to an online presence, the physical advising center had to be abandoned in March 2020. However, the formation of the groups bonds had already occurred, and the team was able to present a unified front online to enhance student access and success under the leadership of the Coordinator.

Outcome Sought Measures Success Standard Findings Action Plans 2. Update the Southwest Student Handbook (via Acalog) to reflect current practices and policies.

2. Revision of handbook completed, approved and published.

2. Presence of revised handbook.

2. While the Acalog implementation did not complete until the Spring 2020 term, the handbook was revised and uploaded with easy-to-navigate structure and updated content. https://catalog.sw.edu/content.php?catoid=2&navoid=61

2. Annual revisions will be done to ensure that the handbook is up-to-date.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

The COVID-19 pandemic has changed the way that Southwest does business, and the dean of student success’s office is no different. However, due to the organizational efforts that had been implemented prior to shifting to online courses and teleworking arrangements, the transition has been mostly smooth.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Information Technology Charles Musick Charles.Musick@sw.edu Summer 2019 Spring 2020

Mission of the Unit: The mission of the Information Technology department is to support the college’s vision, mission, and values by providing computers, networking, telecommunications, data analysis, and security services utilized by the faculty, staff, and students of SWCC.

Reports to: The Information Technology Department reports to the Vice President of Administration and Finance.

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: To migrate the current phone system from an on-campus hosted system, to the VCCS hosted phone system in FY 20.

Goal 2: To continue to upgrade the security camera system on campus.

Goal 3: To get two factor authentication operational for VPN users.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

1. To move the on campus hosted phone system to the VCCS hosted phone system in FY 20.

1. System is fully migrated. System is functioning correctly.

1. System is fully migrated and operational.

1. New system provides additional features and functionality that was not available with the old system. Users now have access to Jabber, as well as being able to make IP phone calls to other agencies participating in the hosted system. Should reduce long distance cost. We were also able to decommission two servers. New system also allows for new phones to be deployed with added functionality.

1. Continue to upgrade phones on campus to newer models. Monitor the long distance charges to see if there is a cost savings. Direct cost savings from not having to replace hardware to other areas.

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Outcome Sought Measures Success Standard Findings Action Plans

2. To replace the remaining analog DVRs with new digital NVRs and install new IP based cameras on the new systems.

2. Replacement of all analog camera equipment. Currently we have about 55% of the old systems and cameras replaced.

2. 100% of the security cameras are the new IP digital cameras and NVRs.

2. New DVR’s have been installed in all buildings. New cameras provide better picture quality and coverage than the old analog system. DVR’s are easier to manage and retrieve footage if needed. New system provides easier access for essential personnel and even has mobile capability.

2. Continue to monitor the cameras and add additional cameras and DVR’s in areas that need more coverage.

3. To install the Symantec VIP software on a server for two-factor authentication for remote users.

3. Software installed and functioning with tokens or cell phone authentication.

3. All remote users are using two-factor authentication to access college systems remotely.

3. Two factor authentication creates a secure encrypted connection to college resources for remote users and prevents unauthorized access to college data.

3. Continue to use two factor authentication for all remote sessions connected to college resources.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

IT has ongoing responsibilities to the other units of the college. IT will continue to support the other units of the college with their technology needs. New goals may be tied to the security initiatives IT performs or to new VCCS initiatives.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Institutional Research and Assessment

Cathy Smith-Cox cathy.smith-cox@sw.edu Summer 2019 Spring 2020

Mission of the Unit: The Office of Institutional Research and Assessment strives to provide relevant data and reports to all internal and external stakeholders with integrity and clarity. Reports to: Dr. Robert Brandon

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: Update the Institutional Research and Assessment webpage before the end of the assessment period to facilitate ease of use by stakeholders.

Goal 2: By May 31, 2020 author an Institutional Effectiveness Plan that will guide the efforts of the Institutional Research Office and post the plan on the Institutional Research and Assessment webpage.

Goal 3: Facilitate the Assessment and Submission of the First General Education Assessment to SCHEV (Critical Thinking) in Spring 2020.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

G1. A more user friendly webpage will facilitate increased use by internal and external stakeholders.

G2. An updated and publically accessible Institutional Effectiveness Plan will assist SWCC’s IE efforts and provide a roadmap for recurring effectiveness efforts college-wide. G3. The Critical Thinking General Education Assessment will be submitted on time and accepted by SCHEV.

Update of IRA webpage

Publically available plan

On time submission and acceptance

Webpage updated by June 30, 2020 with new information and working links.

IE plan approved by VP A&SS and posted on the IRA webpage.

Submission of report by May 1, 2020.

Webpage was updated on June 25, 2020. All links are working and data is updated as it becomes available.

The IE plan has been approved and is now published on the IRA website.

Due to the COVID-19 pandemic, testing and reporting could not be completed. SCHEV approved delaying the submission for a year.

G1: Continue to add relevant information to the webpage, periodically check the links and request # of landings per month. G2: Follow through with updated reports as specified by the IE Plan.

G3. Critical Thinking Assessment will be submitted per SCHEV revised Timeline.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

G1. Continue to update the webpage https://sw.edu/about/ir/ G2. Use IE Plan as a roadmap for reporting. G3. Review and submit CT assessment report to SCHEV per revised timeline.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Marketing and Community Engagement

Travis Roberts travis.roberts@sw.edu Fall 2019 Summer 2020

Mission of the Unit: The mission of the Marketing and Community Engagement department is to create demand for the college’s services and create visibility of the school among community leaders, groups and organizations through traditional and digital marketing and by engaging with the community in order to drive student and community interest for the college and individual departments. Reports to: Vice President of Institutional Advancement

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: Develop a key media partner for advertising trade purposes before June 2020.

Goal 2: Creative media marketing – Develop at least 1 video per division, produce all TV and print advertising in-house to achieve a consistent “look” and build our brand image and save money. Goal 3: Develop relationships with and a data base of community leaders and groups to support Day of Service and community outreach efforts when needed.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

One key media partner, such as a TV station agreeing to trade some ad or banner placement on campus in return for free on-air or print advertising.

How many partners to we develop.

Did we receive free advertising.

We developed one media partner, trading athletic banner placement for advertising time. We went one step further and created an additional trade item, a weather camera feed that WVVA uses on-air in return for additional advertising credit.

Maintain the current partnership and continue to seek additional outlets.

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Outcome Sought Measures Success Standard Findings Action Plans

Each education division has at least one video for one or more of their programs. We also will have had a consistent “look” and feel for all of our advertising and messaging, producing them in-house to save money and time.

How many videos, print ads and creative media projects were completed.

We completed most or all of our projects in-house with an overall branded theme emerging among all of them.

Almost all media production projects were completed in-house, including all Spring 2020, Summer 2020 and Fall 2020 advertising. Since August 2019 to July 2020, 11 institutional promotional videos created, 7 program specific promotional videos, 13 TV commercials (various edits),

Continue to develop content and work on new website marketing landing pages due to increasing web traffic.

Outcome Sought Measures Success Standard Findings Action Plans

Find way to engage our campus community with our local community at large.

How many community leaders we develop relationships with, how many students and staff participate in service projects.

We develop relationships with community leaders, we engage students and staff in the community.

57 community leaders on our list, 27 SWCC employee Community involvement positions identified, 28 service projects Fall 2019 Day of service, 1 large town service project Spring 2020.

Continue to find ways to grow our impacts.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

Possible goals for next year based on results. How will you use what you found to improve services, processes, etc? New marketing goals include development of website marketing pages in order to capture information from visitors (to be used by recruiting) interested in a particular area of study. I believe an outcome sought for next year will be “to increase enrollment” using specific website driven marketing methods, and measuring those leads that convert into actual students. Community engagement/marketing could also include placing SWCC utility pole banners along streets and roads in towns and communities that have shown an interest in allowing us to do so.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Quality Enhancement Plan Brandon Bailey brandon.bailey@sw.edu Summer 2019 Spring 2020

Mission of the Unit: The Quality Enhancement Plan at Southwest Virginia Community College provides direction and resources to improve the critical thinking abilities of Southwest Virginia Community College students.

Reports to: Cathy Smith-Cox

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: Compile a QEP Change log to document changes related to the QEP in preparation for beginning the QEP Impact Report.

Goal 2: Teach SDV 100 sections through Canvas for the shared experience with students and instructors.

Goal 3: Begin preparation of the QEP Impact report for SACSCOC by attending a workshop on writing the report at the SACSCOC Annual Meeting in December 2019.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

G1. QEP change log will provide evidence of change throughout the QEP cycle. G2. Shared teaching experience and student experience will facilitate conversation regarding the course.

G3. Workshop attendance will assist with a successful report.

Clear, concise change log

Number of courses assigned

Pre conference Workshop at SACSCOC Annual Meeting

Submission of log to supervisor

At least three courses assigned as evidenced through PAS or SIS Workshop participation

Log was submitted on 4/24/20.

Taught three sections of SDV 100; positive experience

Attended Workshop and additional sessions on QEP at the annual meeting.

Continue to add to the log to document changes.

As a result of the positive experience, staff are scheduled to teach two summer sections and five fall sections of SDV 100. Attend the 2020 SACSCOC Annual Meeting in 2020.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

G1. Continue to update change log. G2. Good experience for both students and staff. Continued teaching of the course by QEP staff brings consistency to instruction and a shared vision for the course. G3. Continue professional development through SACSCOC Annual Meeting attendance.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Strategic Communications John Dezember john.dezember@sw.edu Summer 2019 Spring 2020

Mission of the Unit The mission of the Office of Strategic Communications is to enhance how the College communicates internally and with the community by providing guidance, assets, and support to campus constituents. Reports to: Susan Lowe, Vice President of Institutional Advancement

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: Launch a College news website.

Goal 2: Develop brand guidelines.

Goal 3: Implement a brand asset manager.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

Students, employees, and community members who are well informed about College’s initiatives, events, success stories, and more.

Review site analytics to see how many visitors are reading articles.

Listen to offline and online conversations to see if more people are well informed about the College.

Since launching the news site, 70 articles have been posted and they have been viewed a combined 20,323 times. In unscientific, small-sample, surveys, people indicate that they have felt more informed.

Review the top viewed articles to see if there are topics or features that can be applied to future articles. Explore different article formats and consider guest posts by faculty, staff, and students.

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Outcome Sought Measures Success Standard Findings Action Plans

A set of easy to understand brand guidelines that encourage appropriate use of the College brand.

Assess how our brand is being used across various types of media.

We should see existing materials being replaced with our new brand image.

Our Brand Guidelines were published to the website and a couple of emails were sent with information on how to access and use the guide and logo. The new brand is being used by faculty and staff. Requests for the new logo and our colors come in waves as new materials are created or existing ones need to be updated.

Plan to host a brand workshop once or twice a year to answer question and receive feedback on improving the guide.

Update the guide and provide additional resources based on questions and feedback received.

A system for College constituents to create on brand materials for their programs or initiatives.

Survey users about ease of use and availability of brand assets to create their materials.

People use the system. Lucidpress was launched to staff that most-frequently requested branded materials. Usage has been better than expected. Since launch, over 150 items have been created and submitted for approval to use in print or digital forms. An unknown number are being collaboratively worked on at any time.

Continue to add new assets and branded templates. Add more users. Host a user group meeting once or twice a year to onboard new users, learn new features, and get feedback.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

Possible goals for next year based on results. How will you use what you found to improve services, processes, etc?

Continue to grow audience for news site and explore articles by guest writers. Update brand guidelines adding more detail and resources for content creators. Grow usage of our brand asset library by adding new users and items to the library.

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Title IX Dyan Lester Dyan.Lester@sw.edu Fall 2019 Spring 2020

The mission of the Title IX unit is to promote education and awareness of Southwest’s Title IX policy in order to ensure an educational environment free from sexual harassment or discrimination. The Title IX Coordinator is also the Dean of Student Success. Reports to: VP of Academic and Student Services

Program Goals Goal 1: Update and maintain Southwest’s policy on sexual discrimination and harassment.

Goal 2: Complete annual training requirements and ensure trained investigators are available as needed.

Goal 3: Create, update and promote training materials for students, staff, and faculty.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans 1. Update Southwest’s Title IX policy based on the VCCS template as certified by SCHEV by November 15, 2019.

1. Revision of policy published online and in the student handbook.

1. Presence of policy. 1. The policy was updated, approved and posted online.

1. As any part of the policy is identified as unclear of problematic, the Coordinator will document and make changes for the upcoming year as needed.

Outcome Sought Measures Success Standard Findings Action Plans 2. Complete annual training for Title IX Coordinator role by Spring 2020. Will also mentor newly identified investigators and ensure they are trained as well.

2. Number of trainings completed.

2. The requirements of Title IX are that the Coordinator receives annual training on issues related to dating violence, domestic violence, sexual assault, and stalking. Training must also be completed with regard to how to conduct an investigation and hearing process that protects the safety of victims and promotes accountability.

2. The planned training to be held in March was cancelled due to the COVID-19 pandemic. Plans are in place to attend the DCJS Training in July, if travel is permitted at that time. A Title IX Coordinators meeting was held on 5/27/20 to review new regulations issued by the Trump administration. A revised VCCS template will be presented for SCHEV approval in September.

2. Kim Steiner, AVP of Human Resources, agreed to serve as the Title IX Deputy Coordinator. The issue of training investigators has been discussed, and a plan to continue with using Coordinators from sister institutions has been agreed upon.

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3. Update student, faculty, and staff training materials housed on the website. Investigate purchasing online training platform via VCCS newly-secured preferred vendor by Spring 2020 in order to make information more accessible.

3. Presence of updated training materials.

3. The VCCS Title IX policy template outlines required components for training.

3. Title IX training for students was updated and published on 10/15/2019. Title IX training for faculty and staff was updated and presented on 1/30/2020.

3. This year we will investigate and consider pricing for an online training provider.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

The COVID-19 pandemic has halted on-campus activities for the current time, but as we transition back to an on-campus presence, attention will be given to creating awareness of Title IX and education stake holders on the new regulations. An online training platform is a priority for the coming year.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit VP of Finance and Administration

Unit Coordinator Chris Lewis

Email Address chris.lewis@sw.edu

Beginning Term Summer 2019

Ending Term Spring 2020

Mission of the Unit: To carry out planning and management of College financial and administrative resources in the following areas: financial management, procurement and contracts, campus safety, facility planning and maintenance and information technology.

Reports to: President, Dr. Tommy Wright

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: To ensure timely detailed budget information is made available to budget managers in order to align resources to support Strategic Plan.

Goal 2: To promote communication and involvement of employees in College initiatives.

Goal 3: Successful implementation of eVA centralized receiving late November 2019, with 100% success rate within 3 months after go-live.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

To provide more detailed budget information to campus budget owners and President’s Cabinet.

Budget report dissemination and face to face meetings

Train Budget Managers on how to pull their own budget reports on our AIS system. Provide regular budget updates (face to face) to Senior Staff and Budget managers.

Budget Managers or their Assistants are familiar with and some do pull their own budget reports in the AIS system. Monthly updates have been provided to budget Managers and regular updates have been provided to Senior Staff.

Continue to provide detailed budget/expenditure information to budget managers.

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Outcome Sought Measures Success Standard Findings Action Plans

To promote communication and involvement of employees in college initiatives.

Regular department meetings (minimum 10 meetings a year).

Each manager will meet at least 10 times a year with their staff to share information and facilitate communication.

Most managers have been meeting with their individual departments at least 10 meetings a year to share information and facilitate communication.

Continue to promote communication and involvement of employees in college

Review of centralized receiving transactions processed in eVA at 3-month mark after go-live to determine percentage of success rate.

Internal review by business office staff performed within 3 months after go-live.

100% of all eVA centralized receiving being processed accurately by facilities staff in eVA to coincide with 3-way matching process without loss of goods ordered by faculty/staff.

We are still working towards centralized receiving. A new Director of Operations has been hired to begin this process, but has not fully transitioned to his role as of yet to begin this process.

No action plan is required at this time.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

Based on this year’s assessment experience, the office of the Vice President of Finance and Administrative Services will hire a Director of Operations to continue the central receiving pursuits through eVA. They will also continue to provide budgets and budget updates and encourage all individual departments to continue or initiate regular department meetings.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Vice President of Institutional Advancement

Susan Lowe Susan.lowe@sw.edu Summer 2019 Spring 2020

Mission of the Unit The mission of the Educational Foundation is to raise funds and manage private resources to support the educational mission of the College to provide opportunities for students to enhance institutional excellence in ways that would not be possible with state funds alone. Reports to: President

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: Direct fundraising activities such as major gift campaigns, annual campaigns and planned giving campaigns to support the College mission on identified priorities.

Goal 2: Direct the development of corporate foundation grants to support College priorities and needs.

Goal 3: Promote an environment of philanthropy toward the College both internally and externally.

Assessment Categories Outcome Sought Measures Success Standard Findings Action Plans Increase the number of individuals who participate in planned and annual giving through ongoing fundraising efforts and outreach. Successful outcome to new $10 Million Fundraising Campaign.

Maintain records of both current and new donors through Raiser’s Edge software and personal contact. Determine Percentage change from year to year.

Annual 10% increase in donor/funds raised

The Major Gifts Campaign is currently at $4.5 million or almost halfway to goal. The family campaign had a participation yield of 80%. Approximately $300K more in funds were raised in 2019 than in 2018.

Continue current campaign to completion.

Sponsor events to raise awareness and funding for new scholarships

Monitor gifts to compare numbers annually.

Increase scholarship numbers by 5 new

While no events were held, 5 new scholarships were established in 2019.

Continue to raise awareness for needed scholarship funding.

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Develop annual Alumni Friend-Raising and fundraising event(s) Alumni Coordinator identified to devote more than 60% of time to Alumni efforts

Schedule Events Increase current number of approximately 50 alumni donors averaging around $10,000 gifted annually by 10%

An Alumni Coordinator has been identified; however, she was unable to devote her time to Alumni as she was still the acting Scholarship Coordinator. The new scholarship coordinator took over in Spring 2020 and then COVID 19 prevented any further activity planning.

Allow Alumni Coordinator the ability to focus time and energies on increasing Alumni activities and communication.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

Possible goals for next year based on results. How will you use what you found to improve services, processes, etc? Events will be at a disadvantage due to COVID; however, we are becoming more adept at using social media to contact donors, alumni, and prospective students.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Web Development Teresa Pruett webmaster@sw.edu Fall 2019 Fall 2020

Mission of the Unit The mission of web development is to promote the image, programs and services of the college by providing easily accessible, accurate and timely web content to all website visitors to sw.edu. Reports to: VP of Institutional Advancement

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based Goal 1: In support of the launch of a new catalog content area at catalog.sw.edu during fall 2019, develop and implement a SEO launch plan to accurately replace links to catalog content from within the main website with links to the new catalog pages, place redirects from the old catalog content area into catalogs.sw.edu and reach out to external stakeholders to ensure content links remain valid. Goal 2: Develop and implement a prospective student content area to re-organize so that prospective students easily understand and access content needed to decide on a program, apply, enroll and begin classes. The goal of reduced drop offs and increased applications will be measured by search traffic stats. Implementation will coincide with full Navigate implementation in spring 2020. Goal 3: Develop plan to Implement updated branding including logo and tag line once approved so that both public facing and student facing systems reflect the college’s revised branding simultaneously. Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

Goal 1 – Provide seamless access to catalog content from sw.edu and other web entities

Web reporting, Google Analytics and the Scanning tool Monsido will be used to identify and perform any corrections needed.

Users do not receive 404 content not found errors when browsing sw.edu or catalogs.sw.edu

Conversion to the catalog.sw.edu url was seamless. Further development with vendor was needed to correct mobile delivery and WCAG 2.0 accessibility. These corrections were completed.

Continue to develop marketing pages for programs to facilitate recruitment efforts.

Outcome Sought Measures Success Standard Findings Action Plans

Goal 2 – Prospective and current students clearly understand sw.edu organization so that the activities program search, application and enrollment are easily accomplished using sw.edu, catalogs.sw.edu and the Navigate system

Google analytics measurement of bounce rate, entry/exit traffic and application/Navigate access

Browsers are successfully directed into needed content areas for program selection, application and enrollment.

Through program marketing pages, browsers experience seamless access to points of contact and program information.

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Outcome Sought Measures Success Standard Findings Action Plans

Goal 3 – college wide branding update for all web content under sw.edu and linked systems where the webmaster acts as the branding administrator

Through Google search and analytics consoles, identified connected systems show visual compatibility with the new branding.

Sw.edu and linked systems are consistent in look and feel with new branding

All branding for sw.edu and associated urls has been accomplished.

Continue to update logo and color on reports and forms as needed.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

These goals will coordinate with other unit PR initiatives by the communications and marketing directors. Achieving the listed goals has strengthened web development and positioned sw.edu to be more strongly tied to social media and web marketing.

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APPENDIX A2

Assessment Forms by Category ------------------------------------------------------------------------------------------------------------------------------------------

Grants

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Grant Administrator Phyllis Roberts Phyllis.Roberts@sw.edu Summer, 2019 Spring, 2020

Mission of the Unit: The mission of the Grants Administration Department at Southwest Virginia Community College is to support the future of the College and its ability to provide students with a world class education. The Department strives to obtain grant funding to establish new academic programs; to support the expansion of current academic programs; to purchase state-of-the-art equipment, fund student scholarships; fund student support programs, and meet other priority needs as determined by the College President and his administrative staff. The Grant Administrator also develops and administers the Tobacco Region Revitalization Commission grant program and the Perkins grant program.

Reports to: Vice President of Institutional Advancement

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: Seek grant funding to establish at least two (2) new academic programs and to support the expansion of at least (1) current academic program or addition of state-of-the-art equipment or lab improvements.

Goal 2: Develop at least 4 grant proposals to provide student scholarships, student support programs/Initiatives, or other priority needs.

Goal 3: Administer Tobacco Region Revitalization Commission (TRRC) grant to ensure at least 90% of TRRC scholarship awards are given to students enrolled in priority programs.

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Goal 4: Develop and administer Perkins grant to ensure that at least four (4) support services are provided to assist Perkins CTE students to prepare for direct entry into employment in high demand, high skill or high wage occupations.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

Goal 1: Seek grant funding to establish at least two (2) new academic programs and to support the expansion of at least (1) current academic program or addition of state-of-the-art equipment or lab improvements.

Goal 2: Develop at least 4 grant proposals to provide student scholarships, student support programs/Initiatives or other priority needs.

Goal 3: Develop and administer Tobacco Region Revitalization Commission (TRRC) grant to ensure at least 90% of scholarship awards are given to students enrolled in priority programs.

Assess number of new proposals submitted to request academic program development/ expansion funds and percentage funded.

Assess number of proposals submitted to request funding for student scholarships; student support programs/Initiatives, or other priority needs and percentage funded. Monitor FA records of academic programs in which TRRC awardees are enrolled to ensure 90% of awards meet TRRC priority guidelines.

At least 3 new proposals are developed and 80% successfully funded by private, local, state, or federal sources.

At least 4 new proposals are developed and 80% successfully funded by private, local, state, or federal sources. 90% of tobacco scholarship awards are given to students in career studies, one-year or two-year certificate programs, STEM-H, or Advanced Manufacturing programs.

Five (5) grants were developed and successfully funded to establish 2 new academic programs; Six (6) grants were developed and successfully funded to support expansion or improvement of 5 academic programs. Twenty-four (24) grants were developed and 100% successfully funded to provide student support programs.

100% of scholarship funds were awarded to students enrolled in priority programs and a total of 249 students were served. Of note, matching funds were not met 100% this year for the first time.

Work with the President and senior staff to identify proposed new academic programs that will need funding to launch and academic programs with the highest priority for expansion or improvement.

Research new and current funding opportunities for scholarship funds, student support programs/initiatives or other priority needs.

Update Financial Aid application annually to reflect current eligible programs. Establish an EFC cap to allow more low- and middle-income students to be served. This should also increase attainment of matching requirements.

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Outcome Sought Measures Success Standard Findings Action Plans

Goal 4: Develop and administer Perkins grant to ensure that at least four (4) support services are provided to assist Perkins CTE students to prepare for direct entry into employment in high demand, high skill or high wage occupations.

Assess percentage of six (6) CTE Student Performance Measures successfully met at 90% threshold.

At least four (4) support services to assist CTE student success are implemented and 80% of Perkins performance measures met at 90% threshold.

Six (6) support services were supported by Perkins grant. Four (4) of six (6) performance measures (66.67%) were successfully met at 90% threshold. Therefore, the measure of 80% of performance measures met at 90% threshold was not met. Action plan outlines activities that will be undertaken in coming year to improve student performance measures.

Increase attainment of performance measures by requesting funds from Perkins to provide 1) a full-time Career Services Director; 2); high school Career Coach; 3) Emsi Career Coach Software on SWCC website with real-time job and salary information on CTE careers; 4) subscription to Chmura Jobs Database to provide valuable job outlook data; 4) National Robotics competition registration fees to help integrate robotic technology & STEM concepts into coursework; and 5) SAS Office Analytics Software to conduct analysis & research to improve student success.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

Goals 1, 2, and 3 were met and exceeded. The Action Plans for Goals 1 and 2 are very successfully addressing and exceeding the measures established for Goals 1 and 2. The Action Plan for Goals 3 and 4 have been revised to increase program and student success measures that need improvement.

Under Goal 3, all success measures were met and exceeded, however, for the first time, the college matching requirement was not met 100%. Therefore, a new goal will be established to meet the matching requirement and the action plan has been revised to include the establishment of an EFC cap to allow more low- and middle-income students to be served. This should also help increase attainment of matching requirements.

In addition, the Action Plan for meeting Goal 4 has been revised due to not meeting the goal that 80% of student performance measures are met at the 90% threshold. To help increase attainment of performance measures, we have requested funds from Perkins to provide: 1) a full-time Career Services Director; 2); high school Career Coach; 3) Emsi Career Coach Software on SWCC website with real-time job and salary information on CTE careers; 4) subscription to Chmura Jobs Database to provide valuable job outlook data; 4) National Robotics competition registration fees to help integrate robotic technology & STEM concepts into coursework; and 5) SAS Office Analytics Software to conduct analysis & research to improve student success.

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term PTAC Rhonda Vandyke rhonda.vandyke@sw.edu 4/1/2019 3/31/2020

Final PY Assessment

The mission of the PTAC’s national program is to expand the number of businesses participating in Government contracting whether it be federal, state, or local government. Reports To: President, Dr. Tommy Wright

Program Goals Goal 1: Hold at least 550 hours of counseling during the period of performance

Goal 2: Participate in at least 15 outreach events

Goal 3: Add 170 new clients to our database

Assessment Categories Outcome Sought Measures Success Standard Findings Action Plans Achievement of all Goals: GOAL 1: Hold at least 550 hours of counseling during the period of performance. GOAL 2: Participate in at least 15 outreach events.

GOAL 3: Add 170 new clients to database

The PTAC exceeded its goal for this program year. It completed 622 hours of counseling. The PTAC successfully completed 12 events.

The PTAC obtained 142 new clients for this program year.

Achievement of 113.09% of the Goal

Achievement of 80% of the Goal

Achievement of 83.53% of Goal

With monitoring of the monthly program goals the counseling goal was exceeded.

The PTAC exceeded its goal in events but, due to some confusion was only allowed to count 12 as participated events. The PTAC credits the shortfall of 28 clients below the program goal to the COVID 19 and losing time with transitioning to teleworking from home during the last 1.5 months of the PY period.

Each staff member is charged with specific numeric goals to achieve each month. Monthly goals are being monitored by the program director to assure that the program is on track to complete the PY with success for each Goal

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Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

Moving forward the PTAC is monitoring its activities and monthly goals to help assure success in the coming PY.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Small Business Development Center

Margie Douglass margie.douglass@sw.edu January 2019 December 2019

Mission of the Unit The Small Business Development Center (SBDC) at Southwest Virginia Community College provides small businesses and entrepreneurs with substantive business counseling, training, and business resources; thereby increasing economic impact relative to job creation and capital investment for the southwest region of the Commonwealth of Virginia. Reports to: Dr. Tommy Wright, President

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: The Small Business Development Center (SBDC) strives to enhance Virginia’s economic growth by providing small business counseling, training, and business resources that promote community and workforce development in the Commonwealth of Virginia. Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

Meet state guidelines and goals for the SBDC-SW through one-on-one client meetings and group workshops during the calendar year of 2019 to boost small business growth.

Number of customers served, amount of capital investment

The Virginia SBDC has established the following goals for the SBDC-SW: 110 unique customers served

21 long-term clients

20 business starts

$2.3 Million client capital investment

58 jobs created

70 jobs retained

The 2019 Virginia SBDC goals were met as follows: Unique Customers Served – 120 (109%) served Long Term Customers Served-24 (114%) served Business Starts – 9 (45%) Client Capital Investment $2.4 Million (105%) Client Jobs Created – 58 (100%) Client Jobs Retained – 44 (62%)

SBDC-SWCC will continue to: Assist clients with business planning through one-on-one counseling and group workshops Assist clients with preparation of financial projections for the purpose of financing Provide guidance with regulatory issues Provide marketing research and data and effective marketing tools Encourage clients to fully complete surveys. particularly in job retention

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Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

Possible goals for next year based on results. How will you use what you found to improve services, processes, etc.? Streamline processes and effectively communicate with clients utilizing technology Keep abreast of available resources relative to regulatory issues, funding opportunities, effective management, marketing and financial management Provide workshops and training relative to financing, marketing, management and best business practices Partner with the three regional SBDCs in SWVA to provide a broader spectrum of assistance and reach a greater number of businesses via workshops and webinars

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Student Support Services Mike Henry mike.henry@sw.edu Fall 2019 Summer / Fall 2020

The mission of the Student Support Services Program (SSS) is to identify 300 SWCC students that are disadvantaged low-income college students, first-generation college students, and college students with disabilities to successfully complete a program of study at the postsecondary level as well as transfer to complete a baccalaureate degree.

Program Goals Goal 1: The SSS Program will identify 300 participants for their program and provide services to assist them to be in good academic standing at a rate equal to or higher than rates set by the SSS Grant .

Goal 2: SSS Students identified by the program will persist at a rate equal to or higher than those set by the grant.

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Goal 3: SSS Students identified by the program will graduate and transfer within four years at a rate equal to or higher than the rate set by th

Assessment Categories

Outcome Sought Measures Success Standard

Findings Action Plans

Goal One: The SSS Program will identify 300 participants for their program and provide services to assist them to be in good academic standing (70%) at a rate equal to or higher than rates set by the SSS Grant.

The SSS Program will identify 300 eligible students in which at least two-thirds of the participants (66%) served will be low-income and first-generation and student with disabilities. Good Academic Standing will be measured by using the SIS System for determining the participants cumulative GPA at SWCC.

At least 300 students will be identified in which 2/3s are first-generation and low-income or students with disabilities. 70% of all the SSS participants will be in Good Academic standing each year.

The SSS Program identified 300 eligible students in which at least two-thirds were first-generation and low income 212 (69%) and one – third 88 (31%) were either first generation, low-income or disabled at the end of the spring semester 2020. Two hundred ten SSS students (79%) were in good academic standing.

Progression: The SSS Program provided Counseling, Intrusive Advising, Tutoring and on-going contact with students to do early academic interventions as needed as well as acquaint students to the available resources on the SWCC campus. The use of instructor and student contact through various resources was used as an early intervention strategy as well as a collaborative effort with faculty to track student progress. The SSS Program needs to Increase visibility of their program resources by establishing a presence in all academic buildings as well as implementing an email campaign to faculty to do classroom and other presentations.

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Goal Two: 60% of SSS Participants will persist from one academic year to the next.

Progression and Persistence will be measured using the SIS system and Navigate each semester for enrollment and persistence in participants program of study.

60% of the identified SSS students will Persist from fall to fall each year of the grant.

The SSS program persistence/progression measures of 60% are from fall to fall. The current measure (65%) is from fall 2019 to spring 2020 with on-going fall 2020 registration. The SSS program will have a final measure in August 2020 (the last day for fall registration).

Progression: The SSS Program will provide Counseling, Intrusive Advising, Tutoring and on-going contact with students to do early academic interventions as needed as well as acquaint students to the available resources. The use of contact through various sources by the SSS Program will be used as an early intervention strategy as well as a collaborative effort with faculty to track student progress. SSS Program will assist in conducting and promoting registration Clinics with student incentives for early registration prior to the end of the term.

Goal Three: 21% SSS Participants will graduate and transfer within four years.

The SSS Program will use the SIS System and the SSS Programs Blumen Data Base to track each Student Cohort for progression and program completion of credits for graduation. The National Clearinghouse, Admissions office and contact with transfer institutions will be used for tracking.

21% of each SSS Student Cohort will Graduate and Transfer within four years.

The SSS current cohort graduation rate is 39.7% and transfer rate is 30% for 2019-20. Final calculations will take place in August 2020 with the assistance of using the National Clearinghouse for updated information.

Completion: The SSS program will conduct on-going checkups through the SIS system, Blumen Data Base, Navigate and Clearinghouse for progress toward graduation. The SSS Program will assist in implementing an SIS evaluation and Completion Campaign for students who have significant credits but who have not applied for graduation. The SSS program will conduct transfer “ready” workshops, host transfer fairs online and campus

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with the four-year colleges and universities as well as provide transfer trips to four-year colleges and universities of choice.

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Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

The SSS program conducted early and mid-point progress evaluations. The goals and objectives final tally will take place in August 2020. The goals and objectives should be met successfully. The SSS program continues to make revisions in order to meet stated goals and objectives. The services provided by the Student Support Services Program were in line to assist SWCC in meeting the goals in the areas of Entry, Connection, Progression and Completion.

The use of the results and findings continue to help the SSS Program make formative and Summative Evaluations. It has also allowed for changes and adjustments in the SSS program to reach the Unit Objectives and goals set by the grant as well as improve the services provided to the SSS participants.

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Upward Bound April Quesenberry April.quesenberry@sw.edu Fall 2019 Spring 2020

The mission: To assist secondary students to enroll, persist and complete postsecondary education. Upward Bound reports to the Dean of Student Success

Program Goals Goal 1: Assist students to enroll in secondary classes to obtain an Advanced Studies Diploma

Goal 2: Assist students with post-secondary enrollment

Goal 3: Assist students with completion of scholarship applications

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans 1. Assist students to enroll insecondary classes to obtain anAdvanced Studies Diploma

Obtain Class schedules Attendance in freshman, sophomore and junior seminars.

Graduate 50% of students with an advanced diploma

Per verbal accounts, students have shared they are on target to obtain an advanced diploma. However, due to COVID19, we have not obtained end of the year transcripts from schools.

Obtain transcripts from the school counselor when allowed due to Covid19.

2. Assist students with post-secondary enrollment

Provide College Tour opportunities

Provide Senior Seminar to complete the FASFA and answer questions.

Provide Senior Seminar to complete college applications

Likert scale evaluation process with college tours

Attendance at Senior Seminar.

Completion of FAFSA and three college applications by December 1.

Prior to COVID19, students were able to attend college tours. The Spring VT Engineering Open House was cancelled. Over 85% of Upward Bound seniors completed college applications and FAFSA before February 1.

Use National Clearing House data to confirm student college enrollment and location in October 2020.

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3: Assist students with completion of scholarship applications

Provide Senior Seminar to complete scholarship essays Students turn in essays for editing by an Upward Bound instructor.

Completed essays and scholarship applications at SWCC and target school.

UB staff provided scholarship opportunity information and assisted with essay edits and recommendation letters. The 2020 seniors applied for less scholarships than last year’s seniors.

Due to COVID19, high school awards’ days at schools were cancelled. UB students are still reporting on scholarship received.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

Due to COVID19, some goals were not completed.

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Veterans Upward Bound Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Veterans Upward Bound Gwendalyn Slone Gwendalyn.Slone@sw.edu Fall 2019 Summer 2020

Veterans Upward Bound’s mission, as defined by the United States Department of Education is to motivate and assist veterans in the development of academic and other requisite skills necessary for acceptance and success in a program of postsecondary education. The program provides assessment and enhancement of basic skills through counseling, mentoring, tutoring and academic instruction in the core subject areas. The primary goal of the program is to increase the rate at which participants enroll in and complete postsecondary education programs.

Program Goals (mandatory TRIO VUB goals) Goal 1: To recruit and serve 125 eligible veterans during each grant period (September 1 – August 31)

Goal 2: To retain Veterans Upward Program participants at a rate of 58% (defined in the grant proposal)

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans Recruitment Objective 1A: Maintain a weekly presence at each partner institution, MECC, WCC and VHCC.

An assessment tool utilizing a Likert scale to be completed by host institutions assessing performance parameters of the on-site veteran transition specialist. Director conducts site visits to all VUB partner sites each semester visits during each semester to receive feedback on veteran transition specialist performance.

Assessments reveal a rating of “4” satisfied or “5” highly satisfied with overall performance of the veterans transition specialists 90% site visit attendance maintained throughout each semester as verified by the host institution

Weekly presence at the partner institutions were expanded to two days per week.

Informal assessment was completed for VUB staff at the partner institutions through conversations with the veteran certifying officials and the Deans of the partner institutions. No negative feedback was received.

Input from the Student Services Deans indicated strong approval and benefit from having veterans in the VUB positions.

Continue with existing goal.

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Objective 1B: Conduct 6 local recruitment efforts targeting veterans including presentations at National Guard Armories, Reserve Units and veteran-specific job fairs and health expos

Obtain sign in sheets at each

event to include contact information for follow up

Anticipated benchmark will be set at 20% enrollment rate. Actual success standard will be determined after initiation of recruitment efforts

4 recruitment activities were conducted at the National Guard Armories in Cedar Bluff and Bluefield. Events were also conducted at the Army Reserve Units in Bluefield Virginia and Parkersburg, WV. Overall participation included 146 National Guardsman and Army Reservists. Recruitment efforts resulted in 64 serious inquiries but only 6 new veteran enrollments.

Assess barriers that inhibited interest or prevented enrollment in college courses through phone survey.

Objective 1C: Distribute flyers and promotional materials to veterans satellite clinics and service agencies throughout Southwest Virginia

Document date and distribution location and monitor the number of veteran contacts who identify the brochures or site locations as their source of referral.

Anticipated benchmark is conservatively set a 5%. Actual success standard will be established after distributions

Flyers and brochures were distributed at veteran service agencies, employment offices, veterans health clinics and armories.

Re-evaluate structure and content of print materials. Investigate new strategies for recruitment via digital and print media

Objective 1D: Determine the factors that impacted veterans who applied to college but did not enroll.

Phone or email contacts are made to assess the veterans’ rationale for failure to follow through with enrollment. Design spreadsheet detailing data obtained from veteran interviews and analyze responses

Successful contact is made with 50% of veterans identified as applying but failing to enroll 100% of veteran’s responses are recorded and analyzed for addressable problems

Findings are used to develop a response to addressable deterrents to enrollment including financial assistance, scheduling, course flexibility, etc. Activity is still in progress. Data analysis has not been completed

Continue with objective

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Outcome Sought Measures Success Standard Findings Action Plans Retention

Objective 2A: Develop a spreadsheet detailing all veterans enrolled at SWCC and other host institutions and identify all veterans currently receiving services from VUB

Request query from IR Office

Spreadsheet reflects all veterans served at VUB host and partner institutions

Findings will provide baseline for establishing a veteran recruitment benchmark.

Action plans will be designed in direct relation to findings

Objective 2B: Identify a caseload of veterans using SIS/Navigate and conduct outreach at critical points to ensure that they know how to access all resources available to them including tutorial services, academic advisement, counseling services, referrals for nonacademic needs.

Caseload reflects all veterans being served by VUB and new recruitments throughout the year

Dated contacts are documented for veterans during critical points such as pre-registration, 2nd weeks of the semester, midterm and as needed.

Documentation details action plans for all identified barriers to academic retention

Documentation shows that 100% of veterans were contacted via phone, email, or in person.

100% of veterans who identified barriers to academic success received appropriate and timely intervention

An analysis of veteran data at SWCC revealed a caseload of 19 eligible veterans (first generation, low income veterans who served more than 180 days of active duty.

100% of veterans were contacted via email, phone or mail. All veterans who identified problems with educational content, time management, test anxiety and other deterrents received problem-focused services

Continue with this goal throughout life of program

Objective 2C: VUB veterans who receive focused interventions and intrusive counseling services will be retained at a rate equal to or greater than non-eligible veteran populations and the general student population

Comparative analysis of VUB veteran cohort Fall-Spring and Fall-Fall retention rates to that of non-eligible veteran populations and to the SWCC general student populations.

Benchmark for this information has not been established

Findings from the comparative analysis will be completed during Fall semester 2020.

Findings will provide data to evaluate the effectiveness of retention initiatives

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Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.) Action Plans include 1) Assess barriers that inhibited interest or prevented enrollment in college courses through phone survey. 2) Design actions plans directly related to findings.

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APPENDIX A3

Assessment Forms by Category ------------------------------------------------------------------------------------------------------------------------------------------

Learning Support

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Distance Learning, Testing, and Disability Services

Melissa Stiltner Melissa.stiltner@sw.edu Fall 2019 Spring 2020

Mission of the Unit: The mission of Distance Learning, Testing, and Disability Services is to support the initiatives of the institution in its online instruction, research, and public service mission. In addition to, offering support services and equal access to all students in compliance with federal law. These services are fundamental to SWCC’s efforts to develop, implement, and deliver programs in non-traditional avenues. Reports to: Dean of Student Success

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: To measure student satisfaction in online courses to ensure that student satisfaction rates of DLIT course delivery services stay at or above 90% satisfactory at the end of each academic semester. Goal 2: To transition all Fall 2019 and Spring 2020 online courses to the new learning management system, Canvas, by the course start date to ensure that online faculty and students have access to course materials on the first day of classes. Goal 3: To provide faculty with a presentation of each of the online tutoring vendors to aid in selecting a new vendor for SWCC to replace SmartThinking by Spring 2020.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

Measure student satisfaction with DLIT course delivery services and gain insight on ways to improve services and student success.

Distribute the DLIT student survey at the end of the fall and string terms via Canvas.

Goal is to maintain or increase a student satisfaction rate of at least 90% satisfaction. The survey will be reviewed at the end of the Spring 2020 term to determine if new questions and areas of service need to be added.

1. Our DLIT student survey reporteda student satisfaction rate of 98%.

1. COVID-19 caused all of ourSpring courses to transition to anonline presence. As such, the unitcoordinator provided professional development opportunities tofaculty and staff. We will use thisexperience to develop a trainingcourse for online teaching.

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Faculty will upload course syllabus, faculty contact information, and at least one module into Canvas by the course start date.

2. LMS Administrator and UnitCoordinator will assess eachFall 2019 and Spring 2020online course to determine ifeach course contains thedesired materials.

2. Goal is that, with support,each online faculty will uploadthe desired materials in theircourse by the course startdate.

2. The LMS Administrator and UnitCoordinator found that 80% of theFall 2019 courses and 73% of theSpring 2020 courses contained therequested content in their Canvascourse.

2. An online course expectationsand best practices document willbe developed, in collaborationwith the deans, for adoption topromote online instruction.

Outcome Sought Measures Success Standard Findings Action Plans

To aid faculty in selecting a new online tutoring vendor.

3. Present both vendors tofaculty in Fall 2019.

3. Success will be achieved byfaculty selecting an onlinetutoring vendor by the end ofthe Fall 2019 semester.

3. After reviewing both vendors,Tutor.com and Brainfuse, the unitcoordinator presented faculty witha detailed summary of eachproduct and supportdocumentation. In Spring 2020, thefaculty voted to select Brainfuse asthe SWCC online tutoring software.

3. To train faculty and studentsupport services to promote anduse this software.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

1. COVID-19 caused all of our Spring courses to transition to an online presence. As such, the unit coordinator provided professional development opportunities tofaculty and staff. We will use this experience to develop a training course for online teaching.

2. An online course expectations and best practices document will be developed, in collaboration with the deans, for adoption to promote online instruction.3. Train faculty and student support services to promote and use Brainfuse.

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Library Dr. Teresa Yearout Teresa.Yearout@sw.edu Fall 2019 Spring 2020

The mission of the Southwest Virginia Community College (SWCC) Library is to serve as a focal point for research and study; to provide students, academic personnel and support staff, and community patrons access to informational resources; and to provide an up-to-date collection of library materials and electronic collections which support and enhance the educational programs of the college as well as lifelong learning of individuals using the Library. The Library reports to the Vice President of Academic and Student Services.

Program Goals Goal 1: Provide collection development services to support new and existing programs and new initiatives.

Goal 2: Determine Library User Use and Satisfaction With Library Facilities, Resources, and Services.

Goal 3: Provide Regular and Timely Individual and Group Instruction with a focus on Critical Thinking, including Library Literacy, Information Literacy, and Technology for Information Access.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

1. Focused collection development--Purchase new physical materials, review and weed existing collections, and relocate materials and collections as necessary.

1. Record acquisitions and cataloging for new materials in support of programs and initiatives; record deselection of materials, based on accuracy, currency, relevancy, and physical condition; tract relocation of materials and collections.

1. Purchase 20-30 physical items to support each new or existing program or initiative; weed target collection (Reference) by 60% of existing collection; relocate remaining target collection (Reference) to other shelving or into existing collections.

1. Program support: Purchased 26 heavy/farming/mining equipment print books (Perkins Grant Funds); 14 critical thinking print books; 45 RN/LPN/CNA nursing print books; 8 EMS/EMT print books; 4 other allied health books; and 5 reference books. Weeded target collection (Reference) by 39% of existing collection; relocated remaining target collection to other shelving and added 58 retained reference books to other collections.

1. Apply 2020-2021 budgeting to increase support to new or existing programs or initiatives. COVID-19 impact on VCCS libraries: Support electronic resources and services through local funding along with possibly reduced FY21 funding from the Virginia Community College System (VCCS) and the Virtual Library of Virginia (VIVA).

Outcome Sought Measures Success Standard Findings Action Plans

2. Administer the annual General Library Survey Spring 2020 to students, faculty and staff, and community library users in March-April 2020.

2. Evaluate the findings for the General Library Survey for use of library resources and services and satisfaction with resources and services.

2. 85% very good/excellent user satisfaction for resources/services.

Due to COVID-19 policies, the Library closed to the public during the spring semester before administering the annual pen-and-paper General Library Survey Spring 2020.

Plan to administer the pen-and-paper General Library Survey early in Spring 2021 after the return to campus January 1, 2021, post COVID-19.

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Work with campus IT webpage designer to post an online version of the General Library Survey beginning Fall 2020 through Spring 2021; gather findings from online survey results.

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3.1 Provide individual and group instruction as requested.

3.2 Administer the Student Instruction Survey and Faculty Instruction Survey during group bibliographic sessions throughout Fall, Spring, and Summer semesters 2019-2020.

3.1 Record daily, monthly, and annual contacts with individuals for reference and directional questions, numbers of Library tours and student contacts, and numbers of class sessions and students instructed.

3.2 Evaluate the findings for Student and Faculty Instructional Surveys.

3.1 Annual comparative statistics for all statistical reports for facility, resources, and services usage.

3.2 Student and Faculty Instruction Surveys--90% benchmark in all areas.

3.1 Annual statistics, as of June 2020, for 2019-2020: 49 Library classes taught, including 948 students; 48 high school library tours/informational sessions, including dual enrollment students from four service counties and including 567 prospective and current students; two New Student Orientation sessions toured with 75 students. Annual statistics are reported in the Library annual report at the end of the fiscal year (July 1 of each year) and will be reported July 1, 2020, for the 2019-20 fiscal year.

3.2 Total findings for all 2019-20 Student and Faculty Instruction surveys—other than QEP Critical Thinking sections of SDV 100 reported separately for Fall 2019 and Spring 2020

Student and Faculty Instruction surveys--other than QEP Critical Thinking sections of SDV 100—444 total student participants, 92% agree/strongly agree that the current library instruction session provided new techniques and ideas for research; 96% agree/strongly agree that library instruction session was relevant to class assignments and that they will use knowledge/skills in

3.1 Maintain annual comparative statistics for Library attendance, use of facilities, and use of resources and services; use statistics to inform annual planning, budgeting for resources, equipment requests, staffing assignments, and library instruction. COVID-19 impact on VCCS libraries: Implement and publicize new LibChat 24/7 chat and LibAnswers tickets systems for student, faculty and staff assistance. Prepare additional online instructional materials to assist students, faculty and staff with individual and group instruction in library research and orientation.

3.2 Comments about Library instruction were generally very positive. Library staff will respond to suggestions for session improvements, including more concrete examples and hands-on training for non-auditory learners; providing handouts with specific steps and instructions for accessing frequently used databases and library catalog; clearly identifying resources and databases appropriate for course content and research projects.

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3.2.1 Fall 2019/Spring 2020: Report the Findings and prepare the Action Plan for Fall 2020/Spring 2021 Student Instruction Survey and Faculty Instruction Survey—end of Spring 2020 semester.

3.2.1 Student and Faculty Instruction Surveys: specifically QEP Critical Thinking sections of SDV 100—Fall 2019 and Spring 2020--90% benchmark in all areas.

future classes. Of total faculty participants (N = 7), 100% responded that the instruction was very useful and 100% responded the library session met their expectations for their courses. 3.2.1 Fall 2019 QEP Critical Thinking/SDV 100 Instruction Surveys of Fall students (N = 106) and Faculty (N = 2): 90% benchmark was not met in all areas: 89% of students agreed they obtained new techniques and ideas to assist them in research; 94% agreed they were better able to locate materials using online catalog and databases; 95% agreed they use the knowledge/skills gained in the instructional session. 100% (N = 2) of instructional faculty agreed library instruction session as relevant and useful to teaching.

3.2.1 Implement Fall 2019 and Spring 2020 QEP Critical Thinking/SDV 100 sections of Student and Faculty Instruction Survey findings as necessary for instruction satisfaction, resource access and adequacy, and suggestions for improvement in bibliographic and instructional sessions; implement findings and action plans into summary of Library statistics. Report Fall 2019 and Spring 2020 findings to the QEP Coordinating Committee. Note that fewer students returned the paper-pencil survey during this year’s SDV 100 teaching sessions than in previous semester sessions. In future sessions, emphasize importance of returning surveys for input in the QEP Critical Thinking effort.

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Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

(1) Share findings of Library assessments, surveys, and questionnaires with the Vice-President of Academic and Student Affairs for alignment with SWCC Library, SWCC, and VCCS goals (2) Focus on SACSCOC QEP topic of Critical Thinking (SDV 100 sections) with Library resources and services as well as instructional and budgetary support; report findings to QEP Planning Committee as requested (3) Use findings to inform budgeting and collection development for new programs and initiatives as well as existing programs and courses and ongoing initiatives.

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APPENDIX A4

Assessment Forms by Category ------------------------------------------------------------------------------------------------------------------------------------------

Student Services

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Admissions Alta Lewis alta.lewis@sw.edu Summer 2019 Spring 2020

The mission: Ensure that all admissions and records are processed and maintained to satisfy VCCS and legal compliance standards, in accordance with SWCC enrollment goals. Admissions reports to the Coordinator of Enrollment Services under the direction of the Dean of Student Success.

Program Goals Goal 1: To increase the number of electronic offerings of Admissions forms.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

To increase the number of online Allied Health program applications.

For the 2019 Nursing cohort application process, the Nursing applicants were offered an online application. There were 107 applicants, and all 107 applications were completed and processed successfully online. Therefore, the goal is to increase the number of online Allied Health applications from 1 to 3.

September 2019

We found that students liked the convenience and opportunity that the online version gave them. There were 224 students that applied for one of the Allied Health programs using the online application. Radiology had 19 students, Occupational Therapy had 33 students, Nursing had 97 students, and Practical Nursing had 75 students to apply.

1) We will continue to look for ways we can improve and make submitting documents more student friendly.

To create an online graduation application.

2) Currently, students only have a paper version option available for the graduation application. The goal is to increase the options from 1 to 2 with intentions of only offering the paper version to students who do not have the ability to access the application electronically.

2) November 2019

2) We found that this option gave the students a convenient way to submit their graduation application. We had 604 students apply for graduation using the online application.

2) We will continue to offer this option to our students and look for other opportunities to improve upon our students success.

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Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

We will continue to look for ways we can improve and make submitting documents more student friendly. We will also continue to offer the online grad app option to our students and look for other opportunities to improve upon our students success.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Career Coaches Mandy Barrett Mandy.Barrett@sw.edu Summer 2019 Summer 2020

Mission of the Unit: The mission of the Career Coach unit at SWCC is to empower students to make informed decisions about their career and education plans and to prepare students for success in postsecondary education and training by providing career and academic assessments and other important information to school high school students in SWCC service area. Reports to: Career Coaches unit reports to the Recruitment and Student Engagement Specialist.

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: The Career Coach unit will administer academic and career plans to 80% of high school seniors by the conclusion of the Spring 2020 semester.

Goal 2: The Career Coach unit will plan and execute a financial aid workshop/SWCC information session for each high school in the SWCC service region with 15-plus attendees per event at 80% or higher satisfied/very satisfied response on content. Goal 3: The Career Coach unit, by the end of the Summer 2020 semester, will participate in SWCC academic advisement to learn academic advisement procedures in order to assist SWCC advisement in Summer 2020.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

The SWCC career coaches will administer academic and career assessments using VA Wizard, MajorClarity, or EMSI Career Finder in order to develop academic and career plans to 80% of high school seniors in the SWCC service area.

Number of academic and career plans created. Class of 2020 SWCC enrollment data

The number of academic and career plans created will be the benchmark for success.

The career coaches administered service code 101 (career plan started/reviewed) from 7/1/19 to 4/30/20 at the following high schools: Castlewood – 132 Council – 44 Graham – 146 Grundy – 216 Honaker – 190 Hurley – 170 Lebanon -315 Richlands – 421 Tazewell – 167 Twin Valley - 91

Promote the importance of students creating an academic and career plan early (freshman/sophomore).

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Outcome Sought Measures Success Standard Findings Action Plans

To administer financial aid workshops and SWCC information sessions at each high school in the SWCC service area with at least fifteen participants at each event.

Number of financial aid workshop/SWCC information sessions administered. Survey results from participants at each event

The number of financial aid workshop/SWCC information sessions and the surveys collected will be used as the benchmarks to determine success.

Financial aid workshops were held at the following times and locations: Tazewell HS – 11/21 Graham HS – 10/24 Richlands HS – 10/24 Lebanon HS – 10/22 Grundy HS – 10/21 Castlewood HS – 10/17 Council HS – 10/15 Honaker HS – 10/8 Twin Valley HS – 10/7 Hurley HS – 10/2

Promote the financial aid workshops more using flyers to deliver to parents, social media, and Remind.

Career coaches will actively engage in advisement for traditional and non-traditional students in order to assist with academic advisement in Summer 2020.

Number of students advised by career coaches.

The number of students advised by career coaches will be used as the benchmark to determine success.

The career coaches working during the Summer 2020 semester (M. Castle, A. Bedsole, S. Geary, and S. Seymore) actively assisted with academic advisement. For instance, the career coaches assisted heavily with advisement while a majority of the advising team was at a NACADA training in June 2020.

Create peer communication methods in order for the career coaches to communicate more with the Southwest advising team staff.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

COVID-19 has slowed the completion of career/academic plans for the 2019-2020 school year.

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term Success Coach Program Jacob Richardson jacob.richardson@sw.edu Fall 2019 Spring 2020

The mission The Success Coach Program is dedicated to increasing student persistence and success among students with the VCCS-identified demographics of minority status, Pell-eligibility, and first time in college. The Success Coach Program reports to the Dean of Student Success.

Program Goals

Goal 1: Increase percentage of students in the College Success Coach Initiative (CSCI) cohort completing developmental English and developmental Math in one year or less. Goal 2: Increase Fall-to-Fall Retention percentage for the CSCI cohort Goal 3: Increase students enrolling and completing SDV courses

Assessment Categories Outcome Sought Measures Success Standard Findings Action Plans

Develop targeted interventions for the CSCI students in developmental English and developmental Math.

The number of students from the cohort that complete their developmental English and math courses by years end.

Completion of developmental English in one year or less: 80% Completion of developmental Math in one year or less: 30%

30.8% of students completed developmental English in one year or less. 6.59 of students completed development Math in one year or less. SWCC has implemented the Direct Enrollment and Informed Self placement, which begins Summer 2020. We anticipate that this will reduce our overall development classes; however, we will continue to monitor the success of students in those classes.

We will continue to work with students who have developmental work. This includes connecting them to a tutor and using Brainfuse.

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Outcome Sought Measures Success Standard Findings Action Plans

Utilize EAB Navigate to notify and remind non-completers from the cohort database during registration periods. Incentivize students to meet with Success Coaches during registration times for advisement.

The number of CSCI students retained.

Retention rate of 50% We retained 57.1% of the students from Fall 2019 to Spring 2020.

We have increased preregistration for the Spring semester, including virtual roach shows and virtual Zoom meetings. We also used One Call to notify if the students owed money to the college, or if they had paper work that Financial Aid needed.

To increase students taking SDV courses within the first 15 credits of their semester.

The number of CSCI students who successfully complete SDV within the first 15 credits of their semester.

65% of CSCI students taking SDV courses within the first 15 credits.

88.9% CSCI students completed a SDV classes within their first 15 credits. This is compared to 58.8% for the rest of the SWCC student population.

We will continue to work with the academic Deans in order to participate in all of the SDV courses. The College Success Coaches will also be presenting in all of the virtual orientations sessions for Summer, Fall and Spring.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

The CSCI staff has adopted the SGA beginning Fall 2017 and have continued this partnership. We held five SGA leadership trainings and sponsored a SGA coffee chat within the past year. The SGA senators are also required to do 10 hours each of community service hours, per semester, towards SWCC. The CSCI staff developed the Food for Thought (food pantry) program. The Food for Thought program has served close to 150 students from Fall 2018 to Spring 2029. With the challenges of COVID-19, the CSCI coaches will continue to increase communication and provide resources to the students. With the new Direct Enrollment and Informed Self Placement, we anticipate an increase of completion for the students in those developmental courses, due to the new co-req model.

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Financial Aid Donna Price donna.price@sw.edu Fall 2019 Spring 2020

Mission of the Unit The mission of the Financial Aid office is to allow all qualified students to receive financial aid for which they are eligible and to thereby provide opportunities and access to quality education that SWCC offers. Reports to: Dyan Lester

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: To implement a process for private loan access for students. Working in collaboration with the business office, we will have this process available online by Fall 2019 and begin processing private loans for students who need funding. Due to the increase in out-of-state students because of the athletic programs, a need was identified and this is an option for those students. Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

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Goal 1: Published procedure for students to apply for private loans. Students and Parents will apply for the alternative loan at Smart Option Student Loan on line. Once it is approved through Sallie Mae, SWCC is notified through our OPENNET portal. The FAO will then calculate, budget, awards, and financial need to award a specific amount. The amount will be applied to the students account under correct item type. The FAO will disburse these funds during the FA disbursement week. Once this process is complete, the BO will take over and process the loan minus tuition fees, books and any other charges the student has incurred for the particular semester. The BO will issue the refund balance to the student. These are not federal loans that accrue interest during the semester. These are low interest alternative (private) loans to help students that have no other options to pay for tuition, housing, books, and expenses. This will give the students and parents another option when trying to find ways to pay for college. The staff will have another option to offer the student instead of saying we do not provide this service

Goal 1: Presence of procedure online and number of students accessing it.

Goal 1: When students apply and funds are sent to SWCC from Sallie Mae.

Goal 1: The students accessing the loans were mostly out of state students that needed additional funding to help with tuition and fees that their financial aid or scholarships did not cover. Three students participated in the loans for the fall 2019 semester. Nine students participated for spring 2020. Three of these were returning students. All of the student loans were processed and, on the students, accounts within two weeks of the student applying. Students for the upcoming 2021 year are applying for these alternative loans. This is another way to assure that we provide all the funding available to our students to help them achieve their educational goals.

Goal 1: The student and parents, if the student is under 21, apply for the loans through https://www.salliemae.com/student-loans/smart-option-student-loan/. Once the loan is approved it is available for the FA coordinator to view and accept at https://opennet.salliemae.com/. The FA coordinator accepts the loan and sets the date of eight days from the date of viewing and accepting the loan for it to be sent to SWCC’s BO. When the BO confirms they have received the loan approval the funding is then put on the students account by the FA coordinator and disbursed at the time all other funding is disbursed. The student has the funding as soon as it is put on their account to purchase books if needed.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

The SallieMae alternative loan is available to the student is another resource that we can offer the students that need additional help with tuition, books, and supplies. The financial aid office views the students account and uses all other resources available to the student before offering the SallieMae loans. The loan, interest rates, and payment plans are all explained in detail when offering this resource. We also suggest that the student visit the website and view all the loan options and details before making this decision. The loans are used as a last option and are not made public.

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Administrative Unit Assessment: Southwest Virginia Community College

Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Great Expectations Denise Miller Denise.miller@sw.edu Summer 2019 Spring 2020

The mission:

The SWCC Great Expectations Program’s mission is to provide ongoing support for the success of the program participants, who qualify because of their affiliation with foster care, kinship care, and adoption. The program provides wraparound services that promote success in the transition to college, overcoming obstacles and hardships, and increasing the likelihood of participant graduation. The program strives to increase the chance of participants obtaining sustainable employment and independence.

Program Goals Goal 1: Increase recruitment and networking in the community, to encourage a greater number of Great Expectations program participants.

Goal 2: Provide opportunities for the students in the program to be more involved with activities to enhance his/her college experience – Including the expansion of job shadowing opportunities. Goal 3: Initiate the GE Housing Project with funding provided by the Gilliam Foundation.

Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

1- Attend at least 10 events on campus and in the community to promote the program, recruit new students, and strengthen partnerships with other agencies in the community.

1- Documentation logs of events attended.

1- 10 Events (Number doubled from last year’s standard)

Due to the personnel changes and Covid restrictions, we are unable to complete the needed information

According to the Covid restrictions and limitations set, planning Zoom meeting and more on-line communications for the near future will be proposed until restrictions are lifted

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Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

According to the Covid restrictions and limitations set, Zoom meeting and more on-line communications for the near future will be proposed until restrictions are lifted

2- Promote group cohesion and participation through at least 7 student meetings, activities, and the opportunity to participate in at least 2 community projects. Expand the job shadowing project to provide increased opportunity for students – having at least 7 each semester to participate.

2-Maintain sign in sheets to verify attendance. Complete student surveys for feedback about events. Also: Maintain documentation of students’ job shadowing experiences. Have surveys completed by the agency and by the student.

At least 3-4 Student group meetings per semester and 2 community project participation opportunities. And 7 student participants in Job Shadowing.

Due to the personnel changes and Covid restrictions, we are unable to complete the needed information

According to the Covid restrictions and limitations set, planning Zoom meeting and more on-line communications for the near future will be proposed until restrictions are lifted

3- Promote the success of Great Expectations students by providing a housing stipend each month to assist with living expenses. Completion of 10 applications for the program.

3- Completion of Application process, participation with UVA Wise Financial Mentor, and surveys completed from students and mentors.

3- Enroll the first 10 student participants.

Due to the personnel changes and Covid restrictions, we are unable to complete the needed information

According to the Covid restrictions and limitations set, planning Zoom meeting and more on-line communications for the near future will be proposed until restrictions are lifted

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Southwest Virginia Community College Administrative Unit Assessment

2019-2020 Administrative Unit Unit Coordinator Email Address Beginning Term Ending Term

Recruitment and Student Engagement

Mandy Barrett Mandy.Barrett@sw.edu Summer 2019 Spring 2020

Mission of the Unit: The mission of the Recruitment and Student Engagement Office at SWCC is to research, plan, and execute recruitment and engagement strategies to increase and retain enrollment by providing various recruitment and engagement activities/events and recruitment outreach to prospective SWCC students, current SWCC students, and community members. Reports to: Recruitment and Student Engagement reports to the Coordinator of Enrollment Services.

Annual Unit Goals SMART—Specific, Measurable, Achievable, Relevant, Time-based

Goal 1: Recruitment and Student Engagement will conduct SWCC roadshow events with 100% high school participation and have 25% of high school seniors registered by May 2020.

Goal 2: Recruitment and Student Engagement will conduct student empowerment engagement activities each month during the Fall 2019 and Spring 2020 semester (excluding August, December, January, and May) with ten-plus students participating and 80% or higher satisfied/very satisfied response on content.

Goal 3: Recruitment and Student Engagement will host at least two SWCC exploration events in either the Fall 2019 or Spring 2020 semester to showcase SWCC programs/offerings to diverse groups (elementary/middle school, non-traditional groups, etc.) with 15-plus attendees per event and 80% or higher satisfied/very satisfied response on content.

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Assessment Categories

Outcome Sought Measures Success Standard Findings Action Plans

SWCC roadshow events will be implemented in all eleven public high schools in the SWCC service region with at least 25% of current high school seniors registering for classes at SWCC.

Number of SWCC Roadshow events administered Class of 2020 SWCC enrollment data

Summer 2020 and Fall 2020 pre-registration enrollment information will be the benchmark used to determine success.

The following roadshow events were delivered “in-person” during the 2019-2020 academic year: Lebanon HS – 39 students register – 32% of senior class Council HS – 7 students registered – 47% of senior class Graham HS – 28 students registered – 21% of senior class Ridgeview HS – 9 students registered – 6% of senior class The following roadshow events were delivered “virtually” during the 2019-2020 academic year: Castlewood HS – 6 students registered – 9% of senior class Honaker HS – 5 students registered – 5% of senior class Grundy HS – 15 students registered – 20% of senior class Twin Valley HS – 9 students registered – 23% of senior class Tazewell HS – 10 students registered – 8% of senior class Hurley HS – 1 student registered – 2% of senior class Richlands HS – 8 students registered – 4% of senior class

Figure out a method to make the virtual roadshow events as successful as the in-person roadshow events

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Outcome Sought Measures Success Standard Findings Action Plans

To administer student empowerment engagement opportunities for the months of September, October, November, February, March, and April 2020 focusing on different life topics – how to change a flat tire, how to wrap a present, transferring to another university, scholarships, etc.

Number of student empowerment engagement activities administered Survey results from participants at each event

The number of students attending each student empowerment engagement event and the surveys collected will be used as the benchmarks to determine success.

A home repair workshop was held on September 19. Five students were in attendance. A budgeting workshop was held on 10/15. Four students were in attendance. A Christmas Wrapping for the Pros class was held on 11/19, but no students were in attendance. A self-defense seminar was hosted on 1/21/20 with five students in attendance. A Fix-A-Flat and graduation seminar were planned for March and April, but had to be cancelled due to COVID-19

Create an incentive for students to want to attend the events. Promote the events more using flyers and social media.

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Outcome Sought Measures Success Standard Findings Action Plans

To administer SWCC exploration events to diverse populations during the Fall 2019 and Spring 2020 semester to showcase SWCC programs/offerings/initiatives.

Number of SWCC exploration events administered Survey results from participants at each event

The number of students attending each SWCC exploration event and the surveys collected will be used as the benchmarks to determine success.

A Lebanon CET open house was held on August 15, 2019, but no students were in attendance A Booth Center open house was held on August 19, 2019. Twelve students attended. A project discovery campus showcase tour was held on 11/16/19 with seventeen students in attendance. A presentation was made to Southside K-8 school in War, WV to second – fifth grades regarding college. Events for Cedar Bluff Elementary and Copper Creek Elementary was scheduled for March and April 2020, but had to be cancelled due to COVID-19.

Find ways to connect more to the non-traditional student group. Find new ways to market the open house events to encourage more participation. Offer an incentive for attending.

Analysis/Use of Results

Comments (Goals tied to other unit activities, Anticipate new goal based on findings.)

COVID-19 has adversely affected recruitment/engagement opportunities. While new recruitment and engagement opportunities are now being developed virtually, the face-to-face contact is crucial for successful recruitment/engagement events.

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APPENDIX B

Assessment Status Matrix

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Unit Unit Coordinator

Reports to Mission

Unit Goals Outcome Measure Benchmark Findings

Action Plan Analysis/Use

Off Campus and DE Rimmer Brandon X X X X X X X X IR Smith-Cox Brandon X X X X X X X X QEP Bailey Brandon X X X X X X X X Athletics Vencill Brandon X X X X X X X X Dean MSHT Fletcher Brandon X X X X X X X X Dean HSS Wright Brandon X X X X X X X X Dean BEIT Dye Brandon X X X X X X X X Dean WF Rose Brandon NEW EMPLOYEE Dean SS Lester Brandon X X X X X X X X Library Yearout Brandon X X X X X X X X Admissions A Lewis Cook X X X X X X X X SSS Henry Lester X X X X X X X X UB Quesenberry Lester X X X X X X X X Vet UB Slone Lester X X X X X X X X Career Coaches Barrett Cook X X X X X X X X Recruitment Barrett Cook X X X X X X X X Great Expectations Miller Lester X X X X X X X X DLIT Stiltner Lester X X X X X X X X Financial Aid Price Lester X X X X X X X X Title IX Lester Brandon X X X X X X X X Success Coaches Richardson Lester X X X X X X X X Business Office Bales Lewis X X X X X X X X Facilities VACANT Lewis VACANT Campus Police McCulley Lewis X X X X X X X X Bookstore Wright Lewis ANCILLARY VENDOR IT Musick Lewis X X X X X X X X Grants Roberts Lowe X X X X X X X X Marketing Roberts Lowe X X X X X X X X

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Unit Unit Coordinator

Reports to Mission

Unit Goals Outcome Measure Benchmark Findings

Action Plan Analysis/Use

Web Page Pruett Lowe X X X X X X X X PR Dezember Lowe X X X X X X X X VP Admin C Lewis Wright X X X X X X X X VP Foundation Lowe Wright X X X X X X X X Human Resources Steiner Wright NEW EMPLOYEE SBDC Douglas Wright X X X X X X X X PTAC Vandyke Wright X X X X X X X X

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Report Compiled by

Cathy Smith-Cox

Institutional Research Officer and Director of Assessment

Southwest Virginia Community College

24 JUL 20