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Institutional Program Review

Institutional Program Review

Program review at Skagit Valley College is the basis for assessing institutional effectiveness and an integral part of the institution’s operational planning process. The college has a clear focus on continuous program improvement at all levels of the organization. Overall institutional effectiveness and mission fulfillment is assessed through the college's annual Strategic Priority Performance Report process (see below). In addition, each area of the college (e.g. Academic Affairs, Student Services, College Support Services) engages in a program review process designed specifically for their work and objectives. Area program review is based on advancing specific strategic priority outcomes and provides the basis for overall institutional effectiveness. Results are shared widely within the college community, including at college-wide president's meetings, with the college’s shared governance committees, and the results are integrated into the college’s annual operational planning process. 

SVC Integrated Planning and Institutional Assessment

Institutional Effectiveness and Mission Fulfillment

Skagit Valley College’s five strategic priorities create the framework for assessing overall institutional effectiveness at the college. Each strategic priority has multiple goals, with associated KPIs, metrics, and objective targets to achieve by the end of the four-year strategic plan. These targets represent the highest-level objective data that demonstrate our effectiveness as an institution. The strategic priorities are formally assessed annually through the Strategic Priority Performance Reports presented to the SVC Board of Trustees. These reports include not only data on progress toward final objective targets, but also context from local and national peer comparisons, longitudinal data on progress over time, lessons learned, obstacles encountered, and strategies for immediate and long-term improvement. The data from these reports are widely shared throughout the college.


SVC Strategic Priorities: Outcomes, KPIs, Metrics, and Targets

Outcome Statement #1:
Improve completion rates for all degree-seeking students

KPI 

Completion rates for degree seeking students

Metric 

Percent of degree seeking students who successfully complete a degree, certificate, and/or transfer to a 4-year institution within 3 years of initialing enrolling at Skagit Valley College

Target 
  • Increase overall completion rate by 8% from 36% (2024) to 42% (by 2028) completion rate (current = 36%)  
  • Increase completion for students enrolled in Professional Technical programs by 5% from 45% (2024) to 50% (by 2028)  
  • Increase completion for students enrolled in Academic-Transfer programs by by 6% from 32% (2024) to 38% (by 2028)  
  • Increase completion for students enrolled in bachelor’s programs by 10% from 70% (2024) to 80% (by 2028) 

Outcome Statement #2:
Maintain strong employment rates for workforce and BAS program completers

KPI 

Employment Rates 

Metric 

Percentage of professional technical or Bachelors of Applied Science graduates who are employed nine months post degree completion

Target 

Maintain a minimum of 75% of students will be employed nine months post completion from SVC

 

Outcome Statement #1:
 Eliminate opportunity (equity) gaps in student success 

KPI 

Opportunity gaps in student completion rates

Metric 

3-year completion rates for all degree seeking students disaggregated by race/ethnicity

Target 

Decrease Hispanic/Latino equity gap by 8% from 11% (2024) to 3% (by 2028)

Outcome Statement #2:
Achieve and maintain HSI status and apply for and receive federal funding  

KPI 

Hispanic Serving Institution (HSI) status 

Metric 

HSI recognition and Title V funding eligibility 

Target 

Listed as HSI by national high education Latino advocacy non-profits (e.g. Excelencia in Education, Hispanic Association of Colleges & Universities) 

Apply for eligibility and receive federal Title V funding  

Outcome Statement #3:
Increase employee diversity

KPI 

Campus climate employee sense of belonging 

Metric 

Biennial results of HEDs survey identifying employee sense of belonging  

Target(s) 

Increase SVC employee sense of belonging by 15% from 50% (2023) to 65% (2027)  

Outcome Statement #4:
Improve employee sense of belonging 

KPI 

Employee diversity 

Metric 

Diversity metrics for SVC employees (e.g. age, race, gender) 

Target 

A diverse population of employees that understands the lived experiences of our students and community 

 

Outcome Statement #1:
Increase overall enrollment (FTEs) 

KPI 

Total Institutional enrollment 

Metric 

 Total annualized student Full Time Equivalent (FTE); State annualized FTE 

Target 
  • Increase total FTES by 1,131 from 3,269 (2023-2024) to 4,400 
  • Increase State FTEs by 1,322 from 2,544 (2023-2024) to 3,866  

Outcome Statement #2:
Achieve goals for targeted student populations  

KPI 

4 targeted tuition bearing student groups

Metric 

Annualized FTEs for: 1) state tuition students, 2) Running Start students, 3) International students, 4) bachelor's students

Target 
  • State Tuition: increase of 161 FTEs from 1,884 (2023-2024) to 2,500 
  • Running Start: increase of 76 FTEs from 539 (2023-2024) to 615  
  • Bachelors: increase of 76 FTEs from 54 (2023-2024) to 130 
  • International: increase of 35 FTEs from 42 (2023-2024) to 77 

Outcome Statement #3:
Achieve and maintain 25% or greater degree seeking students who identify as Hispanic/Latino

KPI 

Hispanic/Latino degree seeking students

Metric 

FTE percent of degree seeking students who identify as Hispanic/Latino (IPEDS definition)

Target(s) 

25% or greater FTE degree seeking students who identify as Hispanic/Latino 

Outcome Statement #4:
Create pipeline to increase Native American student access

KPI 

Pathways to college for potential students who identify as Native American/American Indian 

Metric 

Headcount of degree seeking students who identify as Native American/American Indian

Target 

A substantial increase in the number of SVC students who identify as Native American/American Indian.

 

Outcome Statement #1:
Improve employee climate satisfaction

KPI 

Measures of campus climate and employee satisfaction

Metric 

HEDS Diversity and Equity Campus Climate Survey

Target 

Increase percentage of SVC employees reporting a positive campus environment by 7% (to 1% point above the community college national average of 79%) from 73% (HEDS 2023) to 80%

Outcome Statement #2:
Increase student participation/response rates to annual surveys  

KPI 

RNL Student Satisfaction Inventory

Metric 

Measures of student satisfaction

Target 

Increase student response rate by 15%, from 5% (2024) to 20%; identify series of questions on the SSI survey to baseline positive campus climate to at or above average of west coast community colleges/Washington state community college group 

Outcome Statement #3:
Maintain indicators of strong institutional fiscal health

KPI 

 
Indicators of institutional fiscal health [Mike Input here] 

Metric 

Fiscal reserve percentage/dollar amount [Mike Input here] 

Target(s) 

 
Create and maintain reserve percentage in coordination of SVC Board of Trustees (Mike Input here) 

Outcome Statement #4:
Improve staffing turnover rates 

KPI 

Staffing/position sustainability

Metric 

 Annual and/or average turnover rate 

Target 

 Achieve staff turnover rate of less than 30%; establish baseline turnover rate by 2025 

Outcome Statement #5:
Improve culture, organization, resources, and/or efficiency in the following student and college support service areas: HR, IT, Business Office, Grants, Budgeting, Institutional Research, Administrative support services, and the college website  

KPI

Efficacy of college support services

Metric

Program Review data establishing, reviewing, and creating improvement plans for the effectiveness of targeted areas: Human Resources, Information Technology, Business Office, Grants and Budgeting, Institutional Research, Admin Support Services, and Marketing/Outreach 

Target

Demonstrated improvements in culture, organization, resources, and/or efficiency in: HR, IT, Business Office, IR, Budgeting and Grants, the college website 

 

Outcome Statement #1:  
Improve College visibility and reputation in the community

KPI 

College visibility and reputation in the community 

Metric 

Feedback and input from a newly established community taskforce; community focus group data 

Target 

Maintain and improve reputation for effectively serving the community and its needs 

Outcome Statement #2:  
Maintain and increase strong community partnerships

KPI 

College and community partnerships 

Metric 

1) number, funding, and hours for Job Service Partnerships (JSPs); total assets for SVC Foundation 

Target 

(Darren/Anne input here)