This page is currently under development with some items pending completion later this month.

Southwestern is committed to a practice of evaluating and assessing the effectiveness of the College to demonstrate Mission Fulfillment based on Core Themes, Core Theme Objectives, and the associated Success Indicators. The College’s process is an ongoing, institution wide process of planning and assessment for the purpose of continuous improvement and to provide evidence that the College is effectively achieving its Mission. The planning and assessment processes support institutional effectiveness through the development of a Strategic Plan and associated projects. The Strategic Plan projects are derived from the program reviews conducted across campus which provide the basis for the planning and budgeting processes that occur at the unit, reporting unit, functional areas, and institutional levels of the College. Planning and project development provide the framework for the administration to allocate resources, adapt to changes in the environment, and coordinate activities leading to fulfillment of the College Mission

Southwestern demonstrates achievement of Mission Fulfillment by successfully meeting the Objectives of our Core Themes within an identified threshold level.

Mission Fulfillment Threshold

The College will attain 70% of all indicators within the achieved or minimally achieved range.

The threshold of Mission fulfillment is defined in terms of the Core Themes:

  • Mission fulfillment is defined as attaining Core Theme fulfillment for each of the four Core Themes.
  • Core Theme fulfillment is defined as attaining 70% of all the Core Theme’s data indicators within the achieved or minimally achieved range.
  • The minimum threshold of Mission fulfillment is defined as attaining 70% or better of all indicators within the achieved or minimally achieved range.

The achievement of an individual indicator is measured in terms of a range based on a corresponding threshold level and represented by an achievement status of:

  • Green—achieved
  • Yellow—minimally achieved
  • Red—not achieved

To ensure itself and the public that Southwestern is fulfilling its Mission, the College monitors the Core Theme Success Indicators. Core Theme Objectives are mapped to individual Success Indicators and reviewed each year for applicability, annual threshold levels, and with consideration of new or the deletion of an indicator or measure. All success indicators are assessable and meaningful to the College whether at an institutional level, reporting unit level, or unit level.

Accreditation Requirement:

Standard 1.A.2:

The institution defines mission fulfillment in the context of its purpose, characteristics, and expectations. Guided by that definition, it articulates institutional accomplishments or outcomes that represent an acceptable threshold or extent of mission fulfillment.

The annual Mission Fulfillment Report is an executive summary of Core Theme achievement and the overall Mission Fulfillment rate along with institutional strategic projects planned for the future.  Additionaly, the report contains links to the individual Success Indicator annual reports which are mapped to Core Themes, Objectives, Strategic Planning, Unit Planning, budget requests and includes achievement analysis graphs and supporting data.

2013-2014 Report   (Overview: Preliminary Report) - posted in late fall after completion of the annual audit; preliminary report presented to the Board of Education in November

2012-2013 Report 

2011-2012 Report

2010-2011 Report

Southwestern is guided by four Core Themes: Learning and Achievement, Access, Community Engagement and Sustainability. Each are associated with objectives and measured by Core Theme Success Indicators.

Learning and Achievement

Learning and Achievement is at the core of the College Mission focusing on aspects of student achievement and success.

Objectives and Indicators

LA1: Students demonstrate progress

  • LA.1.1: Remediation (SI 44)
  • LA.1.2: Progress - Credits Earned (SI 28B)

LA2: Students complete certificates, degrees, and transfer

LA3: Students demonstrate that they have met institutional learning outcomes

  • LA.3.1: Employer Perceptions (SI8)
  • LA.3.2: Student Learning Outcomes (SI13) - First report due in 2013-2014

Prior Year Reports may be accessed on the portalCurrent year reports that are linked above are generally posted by the end of November.

Southwestern is guided by four Core Themes: Learning and Achievement, Access, Community Engagement and Sustainability. Each are associated with objectives and measured by Core Theme Success Indicators.

Access

Access is an essential element of the mission for Southwestern to provide learning opportunities that meet current and future educational needs of the student and communities it serves.

Objectives and Indicators

A1: Students access varied learning opportunities

  • A.1.1: Enrollment Report (SI 2)
  • A.1.2:Course Offerings Report (SI 3)
  • A.1.3: Foundation Support (SI 35)
  • A.1.4: Institutional Financial Assistance (SI 39)

A2: Students access services that support learning

  • A.2.1: Student Engagement Activities - CCSSE (SI 5) - Measured every three years (2011, 2014 and so forth)
  • A.2.2: Student Engagement Activities - SENSE (SI 6) - Measured every three years (2009, 2012 and so forth)

A3: Students access relevant curricula that support lifelong learning and achievement

  • A.3.1: Structured Work Experience (SI 14A)
  • A.3.2: Connections - High School Dual Enrolled (SI 29)
  • A.3.3: Graduate Survey (SI 37)

Prior Year Reports may be accessed on the portal. Current year reports that are linked above are generally posted by the end of November.

Southwestern is guided by four Core Themes: Learning and Achievement, Access, Community Engagement and Sustainability. Each are associated with objectives and measured by Core Theme Success Indicators.

Community Engagement

The College supports the building of strong partnerships and provides opportunities for the staff and community to participate in diverse activities and events.

Objectives and Indicators

CE1: Southwestern serves our communities by providing quality training and business development to address the changing community workforce needs

  • CE.1.1: Structured Work Experience (SI 14B)
  • CE.1.2: BITS Company Satisfaction (SI 26 and State KPM 10)
  • CE.1.3: Training Participant Satisfaction (SI 32)
  • CE.1.4: Service to Business (SI 33)

CE2: Southwestern provides our community members access to a wide range of quality, lifelong learning activities

  • CE.2.1: Community Activities and Events (SI 22A)
  • CE.2.2: Activities and Events (SI 22B)
  • CE.2.3: Staff Service to Community (SI 34)

CE3: Our community members participate and contribute to the Foundation in support of the College

  • CE.3.1: Foundation Annual Fundraising (SI 42)
  • CE.3.2: Foundation Endowments (SI 43)
  • CE.3.3: Alumni Participation (SI 45)

Prior Year Reports may be accessed on the portal. Current year reports that are linked above are generally posted by the end of November.

Southwestern is guided by four Core Themes: Learning and Achievement, Access, Community Engagement and Sustainability. Each are associated with objectives and measured by Core Theme Success Indicators.

Sustainability

Sustainability is represented by the statement meeting the needs of today without sacrificing the needs of the future. Southwestern recognizes that a strong infrastructure of all resources supports all the other Core Themes to achieve solid instructional and student services programs. Southwestern is dedicated to sustaining all of our resources: human, fiscal, technological, and physical.

Objectives and Indicators

S1: Southwestern provides responsible fiscal management

  • S.1.1: Fiscal Cash Flow Responsibilities - End of Year (SI 15)
  • S.1.2: Fiscal Responsibilities All Funds - End of Year (SI 16A)
  • S.1.3: Fiscal Responsibilities All Funds - Current Ratio (SI 16B)
  • S.1.4: Fiscal Enterprise Funds Responsibilities - End of Year (SI 17)

S2: Southwestern builds and maintains a sustainable infrastructure of human, technology, and facility resources

  • S.2.1: Employee Satisfaction - Great Colleges to Work For (SI 9)
  • S.2.2: Infrastructure Equipment and Software Maintenance (SI 19)
  • S.2.3: Infrastructure Maintenance (SI 20)

S3: Southwestern delivers viable quality instruction

  • S.3.1: Program Quality and Design (SI 40)
  • S.3.2: Quality Instruction (SI 41)

Prior Year Reports may be accessed on the portal. Current year reports that are linked above are generally posted by the end of November.

 

 

 

Southwestern engages in two overarching planning processes, strategic planning and academic master planning. Planning processes allow the College to create a roadmap to guide the staff to meet the  Core theme Objectives and fulfill the Mission. Planning is the collaborative process by which the College develops short-term projects and long-term master plans that are supported by unit plans and other operational plans. The planning process is conducted in collaboration among management, faculty, and classified staff to formulate a plan to achieve core theme objectives with the available resources and is one mechanism leading to Mission Fulfillment.

The comprehensive planning process includes the institutional strategic plan (a compilation of instructional and operational planning associated with the budget process), academic master plan,  enrollment management plan, master facility plan, technology plan, sustainability plan, and the crisis management and disaster recovery planning. The plans are developed from input provided by faculty and staff during committee and taskforce meetings held throughout the year, as well as from a program review process that includes community and advisory committee meetings.

The website is in transition and all plans are scheduled to be uploaded to the new website by the end of the month, thank you for your patience.

The Strategic Plan projects are derived from the program reviews conducted across campus and from the planning process that occurs at the unit, reporting unit, functional areas, and institutional levels of the College. Planning and project development provide the basis for the administration to allocate resources, adapt to changes in the environment, and coordinate activities leading to fulfillment of the College Mission.

The 2014 Southwestern Oregon Community College Academic Master Plan provides guidance to the College and specifically to the instructional and student support services units of the College. The Academic Master Plan will provide ongoing assessment, accountability, and continuous improvement measures that will guide future planning and decision making affecting student learning at every level throughout the College. It provides guidance for the budget, technology, curriculum, and facilities plans of the college. The Academic Master Plan is a living document and will be reviewed and updated annually through a collaborative process under the leadership of Faculty Senate to incorporate emerging educational trends and changing needs of students and the College district.

The Disaster Recovery Plan for Southwestern Oregon Community College, Integrated Technology Services Department provides information that guides College management and technical staff in the recovery of computing, network, and phone facilities operated by Integrated Technology Services in the event that a disaster destroys all or part of the facilities. The Recovery plan is composed of a number of sections that document resources and procedures to be used in the event that a disaster occurs at the Integrated Technology Services facility in Randolph Hall server room or phone and network switch room. Each supported computing platform has a section containing specific recovery procedures. There are also sections that document the personnel that will be needed to perform the recovery tasks and an organizational structure for the recovery process.

Emergency Response PlanSouthwestern Oregon Community College is committed to supporting the welfare of its students, faculty, staff, and visitors. Preparing a campus crisis/emergency response plan and allocating resources to respond to possible emergencies is one way in which the College offers this support. The plan is modeled after National Incident Management System guidelines and supports the Incident Command System model for emergency management.

The purpose of Enrollment Management Plan is to achieve Core Theme Objectives identified in the Strategic Plan relating to student recruitment, retention, and completion by providing effective support services and resources to prospective and enrolled students including current and relevant programming. Ultimately, this is intended to promote and increase student access and success. Underrepresented and underperforming students and programs are identified and targeted for specific enrollment strategies in order to also attain related Strategic Plan Projects.  The plan is currently in draft format and expected for publication in late fall 2014.

The Master Plan is intended to serve as a guide and resource for the implementation of improvements and/or remodeling projects for the College’s facilities. A comprehensive study was conducted by Crow Clay & Associates, Inc. that was completed in May 2008 with the plan updated in the last several years to include current projects (projects are now mapped to core themes and objectives during the annual planning process). This Master Facilities Plan process was initiated through a series of meetings (called Focus Groups) with College constituents in each of the communities served by the College. The purpose of the Focus Groups was to ascertain community member thoughts and perceptions on existing College services and on additional services the College might provide.

Instructional and operational unit level plans are in the process of transitioning to a new software with online access to the plans scheduled for summer 2015.  Instructional and operational unit plans are also located on the portal.

The Intregated Technology Plan includes currently planned technology needs as well as replacement equipment for campus-wide technology use including a focus on the lab and classroom technology needs.

Integrated Technology Services Mission

To support the college mission and Strategic Plan for Integrated Technology Services by developing, coordinating, and supporting the use of technology to enhance learning opportunities

Lab and Classroom Mission

To support the college mission and Strategic Plan for Integrated Technology Services lab and classroom technology by developing, coordinating, and supporting the use of technology to enhance classroom and lab learning opportunities.

 

Program Review occurs every four years and the end product is a report compilation of four years’ of data, which illustrates the level achieved by outcome and the effectiveness of the unit/department (program, degree, certificate, or administrative/educational support service provided to students) based on the synthesis and analysis of data showing internal and external trends. Program review has four parts:

1) A comprehensive review of the unit outcomes including operational analysis;
2) The synthesis and analysis of the results of each outcome;
3) Review of the internal and external trends that impact the unit; and
4) The use of results for each outcome.

The use of results is the planned improvements, changes, and any other modifications to programs and/or services. The comprehensive program review includes quantitative and qualitative data as well as a review of operational policies and procedures.

Program Review is a means of evaluation and analysis designed to demonstrate how well the College and units/departments have met the outcomes identified for student learning and administrative/educational support services. For assessment to be truly effective, it must be meaningful, reflective, and self-regulated. The purpose of program reviews and assessment are to use the results, positive or negative, to stimulate meaningful dialogue about how instruction and services can be modified to engage students in the learning process and to sustain institutional effectiveness.

 

Each unit—instructional, student support, and operational/administrative—completes program reviews to assess outcomes on a four-year cycle.  In addition, annual reviews are conducted to update Projects based on a review of the yearly data including confirmation of required reporting and other regulatory requirements are checked for compliance. Templates and documents are located on the portal within the Resource Center - Program Review portal page.

Timeline:

Fall - conduct annual data analysis along with the checklist review then update projects for planning and budgeting discussions by December 1

Fall - units identified for 4-year program review complete the program review template and reflection narrative by December 1

Fall End of Term - Project review and initial plans developed for budget process by December 23

Winter - Project plan discussions finalized for budget development

Spring - Project plans finalized based on approved budget

Summer - Begin the annual data analysis and program review process

Ongoing - conduct assessments to measure indicator outcomes

Definitions:

Operational Unit Outcome:  A culminating activity, product, or performance that can be measured. The results or evidence of students’ experiences associated with the services provided by an operational unit. Answers the question: “What will the students GAIN or EXPECT from the experience/service provided?”

Indicator: The particular characteristic, dimension, or element you will be measuring to monitor in outcomes attainment. An indicator is a regularly produced measure that described a specified condition or result that the college can gather information on, examine and report on, and use regularly and systematically as a tool for planning, assessment and decision making. Answers the question: “How is the outcome measured in order to determine achievement of the outcome?”

Threshold: Levels established to act as evidence of whether an indicator is achieved. Answers the question: “What is the target expectation achievement level?”

Unit: Generally defined as an academic, administrative or educational student services support area that has a budget unit associated with the area and that reports to a mid-management or upper-management level.

Compliance and regulatory required information are located throughout the website.  The following non-exhaustive list connects directly to webpages or documents. 

 

Accreditation information and reports are located on the Accreditation webpages including program specific accreditation and self-study reports.

 

The following links provides information about Southwestern Oregon Community College's copmpliance in accordance with the Higher Education Act's disclosure requirements and non-discrimination requirements.

Equity and Inclusion Information

Student Complaint Procedure

Student Consumer Information and Student Right to Know

Human Resource Compliance requirements are located within the Human Resource Department webpages.

IPEDS reports are located on the portal.

Robin Bunnell

Institutional Researcher

rbunnell@socc.edu

(541) 888-7339

Data Request Form   (Faculty and Staff form - requires on-campus or VPN login credentials).  For public requests, please email the contact listed above.

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