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Institutional Effectiveness Committee No changes recommended to President’s Leadership Council No changes recommended to President’s Leadership Council Changes recommended to President’s Leadership Council • Add language specific to SWGTC to include the county names that are included in the SWGTC service area; • Add language to more specifically communicate the services, programs, and award levels offered by the College; and • Added reference to off-campus locations. Meeting Date: 02-12-2008 Meeting Date: 02-17-2009 Meeting Date: 02-16- 2010

Task/Outcome FY 2008 FY 2009 FY 2010 President’s Leadership Council No changes recommended to Local Board of Directors No changes recommended to Local Board of Directors Changes recommended to Local Board of Directors: • Add language specific to SWGTC to include the county names that are included in the SWGTC service area; • Add language to more specifically communicate the services, programs, and award levels offered by the College; and • Added reference to off-campus locations. Meeting Date: 02-26-2008 Meeting Date: 02-24-2009 Meeting Date: 02-23- 2010 Local Board of Directors No changes recommended No changes recommended Changes recommended to State Board: • Add language specific to SWGTC to include the county names that are included in the SWGTC service area; • Add language to more specifically communicate the services, programs, and award levels offered by the College; and

Task/Outcome FY 2008 FY 2009 FY 2010 • Added reference to off-campus locations. Meeting Date: 03-04-2008 Meeting Date: 03-03-2009 Meeting Date: 03-02- 2010 State Board All recommended

changes were approved.

Meeting Date: 04-01-

2010

The PLC annually reviews the College’s Role and Scope. It is updated if changes in role or scope are indicated in programs or services. The PLC reviewed the Role and Scope most recently at its meeting on April 27, 2010. The President's Leadership Council Minutes: April 27, 2010, reflects that minor updates were made in the High School and Library/Media Services sections. The Role and Scope is published in the SWGTC Institutional Documents, pp. 5-6.

• Periodic Review: College Vision, Values, Philosophy, and Goals Faculty and staff conduct a periodic review of the College's Vision, Values,

Philosophy, and Goals. The review precedes the preparation of a new strategic plan. The last review and update occurred in FY 2007 as the College conducted research and activities to prepare and implement a new strategic plan in FY 2008.

Five-Year Strategic Plan

The SWGTC faculty, staff, and local Board of Directors develop a comprehensive five-year strategic plan. Input is also gathered from the College’s students, program advisory

committee members, and from the community through the completion of the Business and Industry Training Needs Survey. This plan is prepared as follows: (1) Compile an in-depth environmental scan that formally examines external and internal environments in relation to the College’s Mission, Vision, Values, Philosophy, Goals, and Role and Scope; (2) conduct a formal SWOT process that gathers observations and predictions from participating

individuals to enable the College to take advantage of strengths and opportunities, while minimizing College weaknesses and threats; (3) determine a desired vision of what the College will be in five years; (4) complete a gap analysis of desired vision and current status; (5) devise plan and budget; (6) establish a plan to assess accomplishments; and (7) implement plan. The strategic plan establishes College goals and strategic objectives

that include all functional areas of the College. The Institutional Effectiveness Office is responsible for facilitating the strategic plan development. The Strategic Planning Ad Hoc Committee is responsible for developing the strategic plan. The strategic plan currently in place is the SWGTC Strategic Plan FY 2008-FY 2012: FY 2011 Update.

• End-of-Year Assessment of Strategic Plan: College Goals and Strategic Objectives

Annually, at the end of the year, stakeholders complete an analysis to assess the College’s progress in accomplishing the College Goals and Strategic Objectives included in the College’s Strategic Plan. The progress and updates to strategic objectives and activities are documented annually in the Strategic Plan

Implementation document. The three completed assessments for the current Strategic Plan include the SWGTC Strategic Plan Implementation-FY 2008- FY 2012: Includes FY 2008 Evaluations and FY 2009 Plan, the SWGTC Strategic Plan Implementation-FY 2008-FY 2012: Includes FY 2008 and FY 2009 Evaluations and FY 2010 Plan, and the SWGTC Strategic Plan Implementation-FY 2008-FY 2012: Includes FY 2008-FY 2010 Evaluations and FY 2011 Plan. The Institutional Effectiveness Office coordinates this activity with PLC and other stakeholders.

Table 2.5-5 provides a list of the College's six goals and links to annual summary reports by stakeholders as they reviewed goals and recorded goal accomplishments for FY 2008, FY 2009, and FY 2010. This list illustrates that a systematic review of the institutional goals occurred.

Table 2.5-5

Systematic Review of College Goals Summary

College Goal Review Annual Results FY

2008 FY 2009 FY 2010 Goal 1:

Provide high-quality instructional courses and programs that serve the intellectual and career needs of individuals and the needs of business and industry.

LINK LINK LINK

Goal 2:

Provide advanced technology and infrastructure to

support teaching, learning, and administrative functions. LINK LINK LINK

Goal 3:

Provide comprehensive services and resources to promote student success.

LINK LINK LINK

Goal 4:

Provide quality training programs to serve the needs of individuals and to promote economic development of business and industry.

LINK LINK LINK

Goal 5:

Maintain an ongoing research-based system of assessment, planning, and budgeting to achieve expected outcomes.

LINK LINK LINK

Goal 6:

Develop mutually beneficial partnerships to secure contributions from business and industry, public-sector sources, private foundations, and individuals.

LINK LINK LINK

• Annual Update of Strategic Plan

The PLC annually identifies new initiatives and recommends inclusion in the strategic plan as strategic objectives. The local Board of Directors approves adjustments to the strategic plan. The Institutional Effectiveness Office coordinates this activity. For FY 2011, PLC recommended to the local Board of Directors, the addition of Goal 1, 1.O, which is to expand and develop programs and offerings by beginning Health Information Technology, A.A.S., Diploma, and Health Information Coding Associate, TCC, programs. This initiative was approved by PLC as reflected in President's Leadership Council Minutes: March 30, 2010, and approved by the local Board of Directors as reflected in the Board of Directors' Minutes: April 5, 2010. This activity supports the College Goal 1, which is to "provide high-quality instructional courses and programs that serve the intellectual and career needs of individuals and the needs of business and industry." The new initiative is published in the document SWGTC Strategic Plan Implementation-FY 2008-FY 2012: Includes FY 2008- FY 2010 Evaluations and FY 2011 Plan, p. 4, in Goal 1, Objective 1.O.

• TCSG Performance Accountability System: Evaluation, Plan, and Budget The Technical College System of Georgia's (TCSG) institutional effectiveness process, the Performance Accountability System (PAS), is a process designed to promote quality and excellence in technical education and training. It is based on the premise that effectiveness is not simply a measurement process; rather, it is fundamentally grounded in the belief that organizations cannot improve unless they can evaluate their current performance against established benchmarks and use the results of these evaluations as the basis for future planning. The PAS system contains the following: (1) Program Assessment; (2) College-wide Assessment; (3) Budgeting; and (4) Improvement Planning. This process annually measures performance on a prescribed set of college-wide and program measures. These include (1) compliance with the TCSG standards’ measures (designated as CS) and (2) compliance with performance measures (designated as CP) according to established benchmarks. College performance on CP measures are reported in reports forwarded to the College by TCSG. The PAS FY 2006-2008 Trend Report, the PAS FY 2007-2009 Trend Report, and the PAS FY 2008-2010 Trend Report demonstrate the status of the College's program groups in meeting TCSG enrollment, award, and placement expectations for three years for the data year and for a three-year trend.

Additionally, plans for continuous quality improvement in programs and the College, needed Minor Repair and Renovation (MRR) for facilities, and corresponding fiscal resources are included in the submission. PAS plans are completed for program

groupings not meeting PAS compliance and/or performance expectations. Level I Standard Corrective Action Plans and/or Performance Corrective Action Plans are prepared and submitted for program groups not meeting any standard and three or less performance measures. Any program group with four or more deficiencies in the six key performance measures will complete a Level II Program Group Performance Improvement Plan, which includes conducting and reporting on a Community Needs Assessment. PAS program groupings and the College overall evaluates and plans improvements for any unmet standards or measures. The programs, units, and College information is recorded within the Performance Accountability System Software (PASS).

During the budgeting phase, the TCSG PASS is used to prepare the College's budget request for state improvement funds projecting two fiscal years into the future. The College requests state funding for major renovation or repair (MRR); equipment needed for capital outlay construction projects, including capital outlay equipment, program equipment, and administrative equipment; and the College’s units and programs through items entered into TCSG PASS. The President submits the capital outlay construction requests to the TCSG, and they are included in the current Master Facility Plan.

College units and programs maintain improvement budget fund requests for specific items in APPLES PAS, a local Web-based application. Unit/Program heads on an ongoing basis are able to add items to APPLES PAS at any time as well as change the status of items to "delete" or "purchased." These items are entered into TCSG PASS from the local data base as the College submits its improvement budget needs for units and programs to TCSG.

SWGTC faculty and administrative staff participate in the PAS evaluation, planning, and budgeting process that is coordinated by the Institutional Effectiveness Office.

• Outcomes Assessment and Document Improvements

Annually, each functional area (unit) and program grouping reviews its purpose statements relevant to the College Mission and assesses and records performance on established expected outcomes. In addition to unique unit and program measures, College-established local measures, and the TCSG: PAS measures are assessed according to established benchmarks. Also, programs measure performance of SLOs. Graduates' general education competencies are assessed. The results of outcome assessments are recorded in a local database. Completed outcome assessment

documents for units and programs are exhibited as SWGTC Outcome Assessment: FY 2007, SWGTC Outcome Assessment: FY 2008, and SWGTC Outcome

Assessment: FY 2009, and SWGTC Outcome Assessment: FY 2010. Plans for unmet expected outcomes, SLOs, and general education competencies, or those needing improvement, are recorded in the outcome assessment documents, then included in the unit or program annual plan and budget. Units and programs record improvements made from the prior year's assessment results and/or improvement actions taken.

Table 2.5-6 provides links to the College's Outcome Assessments completed annually by stakeholders for FY 2008, FY 2009, and FY 2010. This table illustrates that a systematic review of the institutional outcomes occurred. Comprehensive Standard Section 3.3.1 (.1 through .5 [minus .4]) provides additional documentation that outcomes are assessed.

Table 2.5-6

Systematic Review of College-wide Outcomes Summary (Three Most Recent Years)

College-wide Outcomes Review: Annual Results Links

FY 2008 LINK

FY 2009 LINK

FY 2010 LINK

• Annual Plan and Budget

Each department, instructional program, and functional unit of the College develops an annual plan of work and budget. The most current unit listing of departments, programs, units, and associated College personnel for planning, budgeting, evaluation, and outcome assessment efforts is the FY 2011 SWGTC Outcome Assessment and Planning & Budgeting Units. The plan of work is based on the following: (1) outcomes assessment results from unit or program specific, local, and the TCSG: PAS measures and SLOs; (2) evaluation results of Perkins measures; (3) faculty/staff evaluations; (4) customer evaluations; (5) advisory committee input; (6) the previous annual plan; (7) COC Principles of Accreditation; (8) program specific licensure/accreditation/ certification standards and evaluations; (9) Strategic Plan College Goals and Strategic Objectives; and (10) results of other data and evaluations. The process involves every program, unit, and individual and includes evaluating, assessing, planning, budgeting, and implementing.

The elements of the annual plan include goals, objectives with time lines, activities, required budget resources, and end-of-year evaluations of goals and objectives. College goals and strategic plan objectives, unit and program expected outcomes, and program SLOs are referenced as appropriate for goals written in the annual plan. Annual Plans and Budgets are maintained, beginning in FY 2009, in APPLES, a web based application. Before this, annual plans and budgets were maintained in Word and Excel templates. Completed plans, FY 2008 Annual Plans and Budgets, FY 2009 Annual Plans and Budgets, and FY 2010 Annual Plans and Budgets; and current year plans, FY 2011 Annual Plans and Budgets, are included as exhibits.

College units and programs maintain improvements budget fund requests for specific items (mostly equipment) in APPLES PAS, a real-time, local web based application. Unit/Program heads, on an ongoing basis, are able to add items to APPLES PAS at any time as well as change the status of items to "delete" or "purchased." The Budget Committee, as well as supervisors and others, are able to instantaneously view the prioritized needs of the College units and programs and select items for purchase from such funding sources as the Foundation, local SWGTC funds, and federal Perkins funds.

The College's APPLES PAS budget reflects the synthesized and prioritized needs of the President, Academic Affairs, Administrative Services, Economic Development, Facilities, Distance Education, General Education, Information Technology,

Institutional Advancement (includes Foundation and Marketing), Institutional Effectiveness, Learning Support, Library/Media Services, Natural Sciences, Student Affairs, Tutoring, and individual program groupings. Items included in APPLES PAS are entered in TCSG PASS when the College requests state improvement funds of the TCSG. Items included in this listing are purchased at the College as funds are available. Items purchased during 2006-2010 are included in the document, APPLES PAS Purchased Items: 2006-2010.

• Staff Development Plans

Annually each full-time member of SWGTC's faculty and staff participate in planning staff development activities. The staff development plan includes required activities, such as those related to state requirements and accreditation as well as selected activities based on institutional needs, individual needs, and results from

evaluations. The Distance Education Coordinator (formerly known as the Georgia Virtual Technical College Coordinator) facilitates the planning process. In addition to activities, individual staff development plans include budget requirements and

evaluations of activities. Staff development plans are maintained on the College shared L drive, in a graphical user interface (GUI) application called SAILink. Completed Staff Development Plans: FY 2009 and Staff Development Plans: FY 2010 and current Staff Development Plans: FY 2011 are included as exhibits.

• Mid-Year and End-of-Year Assessments of Annual Plans and Budgets and Staff Development Plans

Faculty and staff can review planned goals, objectives, activities, and budgets anytime in the year, but at mid-year and at year-end, faculty and staff assess progress and document results. The post assessment document for the Annual Plan and Budget is prepared annually and maintained on the College L Drive prior to FY 2009, and for FY 2009 and after, is maintained on the College Intranet. The overall goal evaluation and objective results are included in the end-of-year assessment documents. Also at this time, faculty and staff document staff development accomplishments in SAILink.

Result in Continuing Improvement in Institutional Quality

The IE Model implemented is designed to continuously improve programs, services, and student learning. The College demonstrates improvement in institutional quality through documented accomplishments in the end-of-year assessment of the strategic plan. The last two of the most recently completed assessments are the SWGTC Strategic Plan

Implementation-FY 2008-FY 2012: Includes FY 2008 and FY 2009 Evaluations and FY 2010 Plan and the SWGTC Strategic Plan Implementation-FY 2008-FY 2012: Includes FY 2008-FY 2010 Evaluations and FY 2011 Plan. Also, faculty and staff document improvements as they complete outcome assessments of unit and program expected outcomes and SLOs. During this process, faculty and staff compare results for two years, noting changes from one year to the next and also reporting on specific

improvements made relative to specific expected outcomes and/or SLOs. The most recently completed outcome assessment documents for units and programs are exhibited as SWGTC Outcome Assessment: FY 2007, SWGTC Outcome Assessment: FY 2008, SWGTC Outcome Assessment: FY 2009, and SWGTC Outcome Assessment: FY 2010. Additionally, improvement in institutional quality is documented in the end-of-year

assessments of annual plans and budgets completed by each unit and program. Completed plans, FY 2008 Annual Plans and Budgets, FY 2009 Annual Plans and Budgets, and FY 2010 Annual Plans and Budgets are included as exhibits. In addition, the College maintains an Improvement Suggestion Box link on its Internet site, which is accessible by students and the public. Also, the College maintains an Improvement Suggestion Box link, which is accessible by faculty and staff, on the College Intranet. Suggestions are routed to

the appropriate College administrator for action and response. Responses to suggestions are archived to document responses and improvements. Samples of completed suggestion box items are included in exhibit Suggestion Box: Suggestions and Actions Taken: 2006- 2010.

Demonstrate that the College is Effectively Accomplishing its Mission

The IE Model, its processes, and its products are designed and implemented to enable the College to demonstrate its progress in fulfilling its stated Mission. The College demonstrates that it is effectively accomplishing its mission. The Mission Statement follows:

SWGTC, a unit of the Technical College System of Georgia, is a public two-year technical college with the mission to provide learner-centered and high-quality services, courses, and programs through traditional and distance delivery methods, at both on-campus and off- campus locations, serving primarily the citizens of Thomas, Grady, and Mitchell Counties. This mission is accomplished through college-wide services; credit courses leading to associate degree, diploma, and technical certificate of credit programs; adult education services; continuing education; customized business and organizational training; and economic development services. These services, courses, and programs develop individual skills and abilities; provide for intellectual, career, personal, and professional development; and meet the needs of business and industry. Achievement of this mission promotes

economic growth and development and improves the quality of life for individuals and the community.

SWGTC demonstrates that it is effectively accomplishing its mission through several processes, documents, data, and survey results. College-wide services, courses and

programs, adult education services, continuing education services, customized business and organizational training, and economic development services offered are reflected in the 2010-2011 SWGTC Catalog and Student Handbook. Quarterly course schedules, such as the SWGTC Course Schedule: Summer Quarter 2010 (FY 2011-01), indicate courses and programs offered on-campus, at off-campus locations (in Thomas, Grady, and Mitchell Counties), and through traditional and distance (online) delivery methods. Learner-