annual planning and evaluation report administrative units · 4 annual planning and evaluation...

2015–2016

Annual Planning and Evaluation ReportAdministrative Units

ANNUAL PLANNING AND EVALUATION

Administrative Units Reports: 2015-2016

Office of Institutional Effectiveness and Student Success Initiatives Northern Virginia Community College

March 2017

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Annual Planning and Evaluation

Administrative Units Reports: 2015-2016

Table of Contents

NOVA Mission and Strategic Goals ............................................................................................................................................................................ 1 Introduction ................................................................................................................................................................................................................... 2 Academic and Student Services Unit: Executive Vice President .................................................................................................................................................................................. 4

Sub-Unit: Academic Services ................................................................................................................................................................................. 6 Sub-Unit: Student Services and Enrollment Management ..................................................................................................................................... 9

Finance and Administrative Services Sub-Unit: Auxiliary Services ................................................................................................................................................................................. 13

Sub-Unit: Budget Office ........................................................................................................................................................................................ 15 Sub-Unit: Office of the Controller .......................................................................................................................................................................... 16 Sub-Unit: Emergency Management and Safety ................................................................................................................................................... 20 Sub-Unit: Facilities Planning and Support ............................................................................................................................................................ 21 Sub-Unit: Financial Services ................................................................................................................................................................................ 22 Sub-Unit: Materiel Management ........................................................................................................................................................................... 24 Sub-Unit: College Police ....................................................................................................................................................................................... 26

Sub-Unit: NOVA Printing Services ....................................................................................................................................................................... 27 Instructional and Information Technology

Unit: Vice President ................................................................................................................................................................................................. 29 Sub-Unit: College Information Systems ............................................................................................................................................................... 41 Sub-Unit: ELI ........................................................................................................................................................................................................ 45 Sub-Unit: IT Administrative Services .................................................................................................................................................................... 52 Sub-Unit: IT Professional Services ....................................................................................................................................................................... 54 Sub-Unit: IT Support Services .............................................................................................................................................................................. 64

Institutional Effectiveness and Student Success Initiatives

Sub-Unit: Academic Assessment ......................................................................................................................................................................... 73 Sub-Unit: College Planning................................................................................................................................................................................... 79 Sub-Unit: Institutional Research ........................................................................................................................................................................... 81

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NOVA Mission and Strategic Goals

Mission

With commitment to the values of access, opportunity, student success, and excellence, the mission of Northern Virginia Community College is to deliver world-class in-person and online post-secondary teaching, learning, and workforce development to ensure our region and the Commonwealth of Virginia have an educated population and globally competitive workforce.

Strategic Goals

I. STUDENT SUCCESS - Northern Virginia Community College will move into the top tier of community colleges with respect to the key indicators of student success: college readiness, developmental course completion, retention, graduation, transfer, and career placement of its students.

II. ACCESS - Northern Virginia Community College will increase the number and diversity of students being served to mirror the population growth of

the region.

III. TEACHING AND LEARNING - Northern Virginia Community College will focus on student success by creating an environment of world-class teaching and learning.

IV. EXCELLENCE - Northern Virginia Community College will develop ten focal points of excellence in its educational programs and services that will

be benchmarked to the best in the nation and strategic to building the College's overall reputation for quality.

V. LEADERSHIP - Northern Virginia Community College will serve as a catalyst and a leader in developing educational and economic opportunities for all Northern Virginians and in maintaining the quality of life and economic competitiveness of the region.

VI. PARTNERSHIPS - Northern Virginia Community College will develop strategic partnerships to create gateways of opportunity and an integrated

educational system for Northern Virginians who are pursuing the American Dream. VII. RESOURCES - Northern Virginia Community College will increase its annual funding by $100 million and expand its physical facilities by more than

one million square feet in new and renovated space. This includes the establishment of two additional campuses at epicenters of the region’s population growth, as well as additional education and training facilities in or near established population centers.

VIII. EMERGENCY PREPAREDNESS AND CONTINUITY OF OPERATIONS - Northern Virginia Community College will be recognized as a leader

among institutions of higher education in Virginia for its development and testing of emergency response and continuity of operation plans.

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Annual Planning and Evaluation Administrative Units Report: 2015-2016

Introduction

Each year, all campuses, instructional programs, and administrative units at Northern Virginia Community College (NOVA) conduct planning and evaluation aligned with NOVA’s College-wide Strategic Goals. Through the annual planning and evaluation process, NOVA is able to provide a strong body of evidence that it is working to fulfill its mission, effectively meet its strategic goals, and continuously improve its services, processes, and function. In this Report, which focuses on NOVA’s administrative units, the Vice Presidents who report to the President and the sub-units that report to the Vice Presidents outline their goals and determine the expected outcomes associated with those goals. The units and sub-units then measure their progress toward meeting these goals using pre-determined assessment methods. This Report is one of three completed for the 2015-2016 cycle: Annual Planning and Evaluation Report: Administrative Units; Annual Planning and Evaluation Report: Campus Reports; and Annual Planning and Evaluation Report: Instructional Programs.

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Academic and Student Services 2015-16

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Annual Planning and Evaluation Report for Administrative Units: 2015-16 Unit: Executive Vice President, Academic and Student Services

PURPOSE STATEMENT: The primary purpose of the Office for Academic and Student Services is to provide the management and long-range planning necessary to move the College forward in concert with the College’s Statement of Mission and Statement of Values. Other purposes are to represent the College’s position to advance relations with the public that it serves, and to guide the College’s participation in activities that promote community, social, and civic well-being. COLLEGE STRATEGIC GOAL: TEACHING AND LEARNING

Unit Goal Expected Outcomes Assessment Methods with

Targets Assessment Results Use of Results

NOVA faculty, deans, and senior leadership will be prepared to initiate the transition from a cafeteria-style curriculum to guided pathways.

Faculty, deans and other academic leaders, and Administrative Council members will understand the concept behind guided pathways and their roles in transitioning NOVA’s curriculum.

Submission of a proposal to participate in the AACC Pathways Project. Target: The proposal will be accepted and NOVA will participate.

Although NOVA was not accepted to participate in the AACC project, the College initiated its own discussions about guided pathways with several key groups including the College Senate.

The original target was not met but the College made progress toward the ultimate goal anyway.

Identification of NOVA participants and participation in the VCCS Student Success Leadership Institute Target: All NOVA SSLI team members will attend every SSLI institute; each participant will recommend at least one change based on insights gained.

SSLI team members were identified and participated actively in the VCCS SSLI workshops. Each participant recommended at least 1 change.

The target was met. Information gleaned from SSLI workshops was incorporated into the 2016-17 strategic plan, which emphasizes guided pathways.

Review of new academic proposals with structured pathways as a guiding concept. Target: By the end of Spring 2016, at least one course or curriculum proposal discussed at Curriculum Committee and

All new academic proposals, both for programs and for courses, were reviewed with structured pathways in mind.

The target was exceeded. This is now standard practice when the EVP or AVPAS work with deans on ideas for new courses and programs and for those to be modified or discontinued.

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Admin Council will be considered with guided pathways in mind.

Preliminary development of the next NOVA strategic plan will emphasize the importance of guided pathways and other program completion strategies.

Documents regarding philosophical and practical issues surrounding the use of guided pathways and good advising will be shared with the Administrative Council and deans.

Documents that will help leadership make informed decisions about academic programs and about general education will be shared with deans and Administrative Council. Documents providing a philosophical basis for the guided pathways movement will be provided. Target: At least one document describing program productivity, one document on advising, one on guided pathways and at least one document detailing the use of general education courses will be reviewed and shared with leadership.

Documents shared with deans and Administrative Council included one document listing several productivity assessments of every program, one document outlining transfer of each NOVA general education course to five major senior institutions, and three documents describing course-taking patterns.

The target was exceeded. The information provided served as the basis for the strategic plan to be approved in 2016-17.

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Sub-Unit: Academic Services PURPOSE STATEMENT: The purpose of the Academic Services sub-unit is to provide College-wide leadership, support and coordination for curriculum development and evaluation; articulation with senior institutions, high schools and other agencies; development of advanced standing opportunities; and assessment of students’ basic skills and learning outcomes. COLLEGE STRATEGIC GOAL: TEACHING AND LEARNING



The Curriculum Committee, Academic Deans Council, General Education Council and Transfer Policy Committee will be prepared to provide guidance and assistance to faculty embarking on the transition from a cafeteria-style curriculum to guided curriculum pathways.

The Curriculum Committee, Academic Deans Council, General Education Council and Transfer Policy Committee will have participated in multiple discussions about the roles they will play as NOVA revises its curriculum to provide more guidance to students seeking a degree or certificate.

Review meeting minutes. Target: At least two discussions by each committee.

All committees listed are eager to assist with the development of improved curricular pathways. The Transfer Counselors Work Group also vows to help.

The target was exceeded. Every 2016-17 meeting of these groups will include consideration of recommendations related to guided pathways.

Each committee will have reviewed at least one course or curriculum proposal and provided feedback that embodies the guided pathways philosophy.

Review meeting minutes. Target: No curricular decisions will be counter to the guided pathways philosophy.

All decisions to create new courses or programs or to modify or discontinue courses or programs are intended to improve pathways

The target was met. It is now standard practice to consider guided pathways when reviewing curricular proposals.

The range of general education choices will facilitate degree completion and transfer.

Approved general education courses will transfer as equivalent courses or discipline electives to Virginia public universities.

Review the chart showing how general education courses transfer. Identify those that do not transfer well to all five senior institutions studied. Target: One-hundred percent of courses listed as approved general education electives in the 2016-17

All general education courses were reviewed and listed as course equivalent, discipline elective, open elective or not accepted at each of five top transfer institutions. Each was also reviewed to see whether or not it meets a Mason Core requirement.

The target was not met because the review was extended. It will remain a target for 2016-17.

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catalog will transfer well within Virginia.

General education courses that rarely run will be identified for possible removal from the NOVA catalog.

Review the list showing the past two years’ enrollment in each general education course. Identify those that do not reliably run at least annually on most campuses; pay particular attention to course sequences to assure that students can get the second course if they pass the first. Target: At least 85 percent of the general education courses listed in the 2016-17 catalog will run annually at three or more campuses.

Enrollment in each general education course was reported for a period of three years. Then enrollment in every course in the NOVA catalog was reported for five years. An analysis of the enrollment showed definite patterns and indicated certain courses that should be removed from the catalog. A few courses were removed; faculty are considering others.

The target was not met because a more in-depth study is being conducted. It will be a target for 2017-18.

Additional Credit for Prior Learning (CPL) opportunities will be made available to students.

CPL opportunities will be increased to help active duty military and veteran students progress through guided curricular pathways.

Under the auspices of the DOL Demonstration Grant, identify additional MOS that may provide training equivalent to one or more IT or Allied Health courses. Target: At least five new MOS will be reviewed, approved by the discipline faculty, CPL Committee, and Curriculum Committee for consideration by Administrative Council.

A number of new MOS were evaluated and approved by the cluster. The recommendations should be fully approved during Fall 2016.

The target was partially met. Activities will continue in 2016-17.

Key credit and Workforce IT offerings will be integrated to increase credential attainment by NOVA students.

A matrix showing how Workforce IT training maps to credit IT courses will be shared with IT faculty. If IT faculty agree that some training meets most credit course objectives for certain courses, the faculty will

The matrix was closely examined. Suggestions for workforce training were added to the draft Cybersecurity AAS Roadmap.

The target was partially met. Now that Workforce has an innovative new VP, faculty and Workforce representatives are working together to identify more ways to integrate training with credit curricula.

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propose CPL accordingly. Target: At least two proposals for IT credit for Workforce training will be reviewed, approved by the IT faculty, CPL Committee, and Curriculum Committee for consideration by Admin Council.

NOVA classes held at off-campus sites will use syllabi that meet NOVA requirements as listed in the Faculty Handbook.

Syllabi at off-campus sites will include the course number, title, description, prerequisites if any, objectives, and topics listed in the official course content summary.

Academic Services will work with deans, dual enrollment staff and CBO staff to collect syllabi from off-campus sites. These will be reviewed to see if they are consistent with NOVA course content summaries. Feedback will be sent to deans, dual enrollment staff and CBO staff so that future syllabi will meet all NOVA requirements. This is needed to prepare for the SACSCOC off-site compliance review. Target: Eighty percent of requested syllabi will be obtained. All sent to Academic Services will be reviewed, with comments returned to those submitting the syllabi.

Assistant deans and dual enrollment staff reviewed many syllabi. Dual enrollment leaders and the Director for Academic & Student Services Compliance gave presentations on this topic to the Academic Deans Council and the Admin Council. In addition, the Admin Council approved a proposal to seek NACEP accreditation which also will help NOVA provide excellent dual enrollment classes.

The target was met. Syllabi will be collected again in 2016-17 to assure continued compliance. Information presented at the September 2016 SACSCOC Substantive Change meeting emphasized the need to be able to prove that dual enrollment courses are equivalent to on-campus courses.

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Sub-Unit: Student Services and Enrollment Management PURPOSE STATEMENT: The primary purpose of the Student Services and Enrollment Management sub-unit is to provide College-wide leadership, support and coordination for student services activities and initiatives across the College. This involves coordination with a number of stakeholders including, but not limited to, campus Deans of Students and other campus staff, NovaConnect/MyNOVA staff (CIS), legal affairs, finance and administration, and other internal offices. It also includes building and maintaining relationships with constituencies outside the College, such as Community Service Boards, various state and federal government agencies (e.g., Veterans Administration, Department of Criminal Justice Services), VCCS system office staff, and student services leaders at other VCCS colleges. The sub-unit provides leadership for student services policy development and for compliance with academic and student services policies and with external regulators.

COLLEGE STRATEGIC GOAL: ACCESS, STUDENT SUCCESS



Student Services units across the College will be prepared to provide guidance and assistance to faculty and students as NOVA begins transitioning from a cafeteria-style curriculum to guided curriculum pathways.

Student Services staff will participate in multiple discussions to address ways to support students as they move through guided curriculum pathways. Changes will be made to staff roles as appropriate.

Review current Student Services structure and staff roles to identify potential changes. Target: Coherent and consistent roles for counselors and veteran advisors will be developed and implemented.

Decentralized organization of Military/Veteran Services and Disability Services is counterproductive and leaves us vulnerable to OCR and VA noncompliance.

Military/Veteran Services were centralized to provide F2F advisors and back room certifiers. Plan developed for centralizing Disability Services; awaiting Administrative Council approval.

Process improvements, including e-forms and other virtual services, will be implemented to support program completion and student success.

Existing student services processes will be challenged and changes made as necessary to streamline processes and remove barriers to student completion.

Work with Dr. Robertson and Ms. Zanders to implement our “Make NOVA Better” initiative. Target: At least five significant process changes will be made.

E-forms developed for several Student Services processes.

Processes are more streamlined, but technical difficulties with e-forms persist.

Additional virtual student services will be offered to decrease the necessity for students to come to campus for assistance.

Transient students will approach NOVA through virtual advising instead of through campus counselors. Additional e-forms will be developed so students can conduct transactions remotely. We will offer

Transient student website was redesigned to direct students to virtual advising. Veteran certification and change of registration e-forms were developed for veteran’s services.

Most Summer 2016 transient students were served by virtual advising. Teaching faculty member from MSE-AN was added to virtual advising staff to provide clearance for students taking advanced

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disability and veteran intakes and advising through Skype or other virtual modalities. Target: At least two additional current F2F transactions will be offered virtually.

AIM database was implemented for electronic intakes.

science and math courses. Veterans’ paperwork is now submitted electronically and processed for SCOs in a back room, freeing campus advisors to provide F2F navigation and advising. All students requesting accommodations now submit documentation electronically. Some disability services provided through Skype interviews.

Guided pathways through NOVA processes similar to those being developed for the NOVA curriculum will be developed.

Working with the Advisory Board, we will streamline the onboarding process and develop a modular online orientation for new students that is differentiated according to student type (first time to College, veterans, returning adults, international, etc.). Target: The online orientation will be in place for Fall 2016.

Some conversations have taken place, but this goal has been subsumed into the NOVA strategic planning process.

Efforts will be redirected to NOVA strategic planning process.

College-wide Student Services offices will be reorganized as necessary to better support the goals of completion and student success.

VA certification will be centralized to ensure accuracy and compliance.

All VA certification will be done in the central military and Veteran Services office. Target: One-hundred percent of certifications will be done in the central office with 90 percent accuracy.

All certification was successfully transitioned to central office. September VA audit was successful, but formal report with actual percentages is still pending.

One-hundred percent of Fall 2016 certifications performed by central office.

E-transcripts will be initiated in the CRO. Other functions currently carried out on the campuses will be migrated to the CRO to allow campuses to focus

Work with Parchment to implement both send and receive functions for incoming high school and college transcripts and outgoing NOVA transcripts.

Project is underway, but technical difficulties have extended the timeline.

Target date for Parchment Send is late Fall 2016 or early Spring 2017. Target date for Parchment Receive is Spring 2017.

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additional resources on face-to-face services.

Target: E-transcripts will be available to students no later than the end of Summer 2016. NOVA staff will be able to download incoming high school and college transcripts from all schools participating in electronic transcript exchange.

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Finance and Administrative Services 2015-16

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Annual Planning and Evaluation Report for Administrative Units: 2015-2016 Unit: Vice President, Finance and Administrative Services

Sub-unit: Auxiliary Services

PURPOSE STATEMENT: The purpose of Auxiliary Services is to enhance the NOVA experience for students while developing and managing vendor relationships in a manner maximizing services and increasing opportunities for unconventional revenue.

COLLEGE STRATEGIC GOAL: RESOURCES



Renovate and upgrade Alexandria, Annandale, and Manassas dining facilities and amenities.

Increase customer satisfaction of Auxiliary Services spaces, resulting in increased food sales, student engagement, and NOVA sponsored activities.

Target: Conduct in-person and email surveys at Alexandria, Annandale, and Manassas.

Survey to assess impact to take place in Spring 2017.

Auxiliary Services must focus on quality of café spaces as spaces where students can gather, socialize, and study at all campuses. Welcoming spaces will result in retention and revenue.

Target: Review dining sales and compare prior quarter sales.

Despite drop in enrollment, slight increase in gross sales for three locations from September 2015 to September 2016: $25,894.88 to $26,286.43.

Alexandria – new furniture, paint. Annandale – new furniture, paint, flooring, doors, lights, TVs, ceiling tiles. Manassas – new furniture, paint, signage in café space.

Inspect, audit, upgrade/repair all College-owned dining facility and kitchen equipment.

Turnover time to repair/replace downed equipment will be reduced, resulting in more efficient operations and service.

Perform dining equipment inventory and health inspection reporting. Target: Completion of dining equipment inventory and health inspecting reporting on file.

Health inspection and inspection of food service equipment completed. Numerous pieces of café equipment (freezers, coolers, dish washers, sinks, grease traps, etc.) replaced or fixed to bring cafés into compliance with health standards, maintain assets, and document for long term life-cycle costs.

Auxiliary Services is taking an active role in managing not only the quality of food and service but the health standards of café assets, as this helps safeguard longevity of College assets.

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COLLEGE STRATEGIC GOAL: EXCELLENCE



Improve the campus experience for students, faculty, and staff by offering improved services, amenities, and vendors.

Auxiliary Services will deliver improved programs and services focusing on snack vending, catering, and dining services.

Target: Snack contract will be awarded in Fall 2016. New contract terms will address updating machines, service, and card reading technology.

New food service vendors in Cafeteria continue to improve from previous provider. New snack vending contract awarded in Summer 2016 with successful transition of 50 machines on campuses.

Increased revenue to the College while improving quality of service received by the vendor (all-in-one readers being added to all machines, machines routinely stocked, all new machines, machine wrapping included). Ongoing assessment and improvement of café services; including signage, health inspection/training, multitude of servicescape improvements. Active role in improving and utilizing food service to support students and the College. Full range of options from vending to café services.

College registered with NACUFS – National Association for College and University Food Services – and attended national conference to identify methods for continued improvement and now considering self-operated service in 2018 at some locations.

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Sub-unit: Budget Office

PURPOSE STATEMENT: The Budget Office oversees budget development and periodic budget performance reporting for all college divisions. The Budget Office prepares the annual budget, fulfills internal and external budgeting reporting requirements, processes budget transfers and funding requests for new programs and new initiatives, reviews and monitors budget requests and provides financial analysis for the College. The Budget Office staff strive to provide excellent customer service while assuring the highest fiduciary standards are met.




Develop Budget Models. Increased predictability of resources.

Target: Develop new tools that support predictive analysis and budget transparency.

Developed improved models for revenue projections.

Prepared and presented numerous budget scenarios using predictive modeling to predict revenues and year-end fund balances.

Support the Strategic Planning Process.

Increased budget transparency and future impact of current year decisions.

Target: Develop tools and methods to track prioritization of resources.

Developed methods to track and predict the effect of college decisions on future resources.

Developed a multi-year approach to the budget process.

Implement Position Control.

Improved allocation of resources.

Target: Develop a system to track budget and conduct analysis by position rather than by person.

Implemented position control.

Improved personnel budget allocation. Ability to track position vacancies. Ability to provide historical analysis. Ability to track personnel costs over time. Ability to control hiring and over expenditure of available resources.

Improve grant and contract reporting.

Improved reporting compliance.

Target: Meet reporting requirements for all federal grants and contracts.

Met federal reporting requirements.

Prepared timely federal financial reports.

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Sub-unit: Office of the Controller PURPOSE STATEMENT: The purpose of the Office of the Controller is to facilitate the use of all available fiscal resources in pursuit of the College’s mission, within the legal and policy parameters established by authorized regulatory agencies. COLLEGE STRATEGIC GOAL: RESOURCES



Meet or exceed financial management standards.

Accounts payable will process invoices in compliance with established VCCS and Department of Accounts (DoA) policies, procedures, and guidelines.

Target: Accounts payable will maintain at least a 95 percent prompt pay record and will meet or exceed the VCCS average for prompt pay.

Prompt pay statistics show NOVA processed 99.57 percent of its payments in compliance for the nine months ended March 31, 2016, as reported by the Department of Accounts. The year-end report is not yet available.

Paying vendors promptly helps to maintain good vendor relations. When we establish and maintain good relations we can look forward to fair pricing and good service. Adhering to established policies and procedures also benefits the College in efficient processing in a controlled environment. We continue to look for business process improvements to remain compliant and refine our processes.

Effectively oversee fiscal year 2015 audit(s) performed by the Auditor of Public Accounts (APA) and/or VCCS Internal audits to ensure a minimum of findings, none of which would be considered to be material findings.

The Office of the Controller will effectively oversee and manage the fiscal year 2015 APA audit and any audits performed by VCCS Internal Audit, or other entities, to ensure a minimum of findings for the Finance Division and ensure that none of the findings are considered to be material findings.

Target: Work collaboratively with the Financial Services, Auxiliary Services, Purchasing, and other internal departments to utilize methods and procedures to ensure that the audits performed by the APA and/or VCCS Internal Audit return a minimal number of findings pertaining to the Finance Division and that

The Office of the Controller staff worked diligently with vested stakeholders to obtain and comply with all audit requested documentation during the fiscal year. The APA audit completed with one finding related to system access.

We responded with our action plan in October 2016 and believe our plan reduced access risks to our systems. ARMICS testing resulted in no findings.

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those findings are not considered to be material findings.

Implement Cardinal software, the Commonwealth’s new financial system.

Implement Cardinal successfully on February 1, 2016. Run parallel between February and June to ensure the financial results in Cardinal and CARS are the same. Retirement of CARS expected July 1, 2016.

Completion of tasks leading to Cardinal implementation, including: file conversion by reviewing and cleaning up existing data, especially vendors; completion of required online and in-person training; completion of VCCS webcast series. Target: Successful implementation of and transition to Cardinal on February 1, 2016.

The entire VCCS system successfully transitioned over to Cardinal on February 1, 2016. During February we learned many things and worked through expected conversion and transition issues. We find Cardinal more user friendly than CARS and more staff members are trained to run reports and analyze data in Cardinal then we had in CARS.

Vendor maintenance is still one of the areas we need to work on in order to maintain our high prompt payment statistics.

Reconciliation between AIS and Cardinal is more efficient since both systems are PeopleSoft products.

Payroll will implement process improvement initiatives, including improving the W-2 notification process.

Streamline processes, automate forms, meeting with campus HR Business partners to better understand the Adjunct payroll process. We expect to save time and reduce errors with these initiatives.

Target: Prepare a presentation and discuss the Adjunct payroll process with FIS system staff and HR Business Partners to gain a better understanding of the flow and determine if improvements can be made to process adjunct pay more effectively and with fewer errors.

This goal was not accomplished during FY2016.

Goal moved to FY2017. Will work with HR on this initiative.

Target: Payroll is working to change the process so that the pay information received for workforce development teachers can be file formatted and loaded into the payroll system. Paper forms are currently used and then must be keyed into the system.

Test file sent for testing in October 2016. Waiting for results to determine next steps.

This process is very close to completion. When implemented should streamline process and reduce potential pay errors.

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Each year many W-2s are returned to the college for bad addresses. Many of them are for active staff. Target: A payroll staff member will reach out to the active employees with information to update their address in our systems.

Ongoing effort, both payroll and HR continue to remind employees to update their contact info.

Reduces returned mail and saves time and money every time a W-2 is delivered the first time.

Be active participants in the VCCS shared service center (SSC) initiative.

We will assist VCCS in their initiative to be sure our needs are considered and to lend our experience since we centralized our processes for the six campuses we serve. We know how to use automation and work flow products to process transactions.

Staff members are currently represented on the expense report and account payable user group. We also plan to be on the payroll user group once established. The college also has representation on the purchasing, HR and cash receipts user groups. For expenses, we have shared our experience in using Chrome River and explained how traveling employees can access the system from any device with internet access and that built-in workflows route requests to supervisors and then accounts payable for processing. We believe this was valuable education for the team.

College staff are involved with all phases of SSC initiatives. SSC selected Chrome River for travel expense reimbursements.

Continue to be actively involved to ensure NVCC interests are considered. We are scheduled to be in the wave 1 conversion since our staff is already familiar with the software. The SSC version will include features we don’t currently have.

Find an investment manager to provide professional investment advice for local fund investments.

At the present time, the college has local funds in a savings account and in the LGIP fund. Funds have accumulated over the past

Procurement issued an RFP for investment advisory services. We have narrowed down the bids and have scheduled

We selected an investment manager and opened an account in July 2016.

Investment returns are higher than our prior accounts earned. Expect our investment manager to make a presentation to

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few years and are invested in completely liquid accounts. We are looking to invest some of these funds into other investments that will yield higher returns while still preserving principal.

four firms to make presentations. After the presentations, we plan to select a firm to negotiate with and open an account early in the next fiscal year.

the local College Board in January 2017 to discuss results.

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Sub-unit: Emergency Management and Safety PURPOSE STATEMENT: The mission of the Office of Emergency Management & Safety (OEMS) is to provide guidance, direction, and training to the College and its students, faculty, staff, and visitors in the prevention, protection, response, and recovery from all incidents or events. We also serve as a link to the federal, state, and local emergency management and to public safety agencies.




Review, revise, and submit Continuity of Operations Plan (COOP) on-time and in compliance with state requirements.

Emergency Management and Safety will work with campus leadership on each of the College’s six campuses to develop business process analysis for each division contained within the College. Entering this information into a central database for use in building the COOP plan, this information will ensure continuity of operations for the College as a business entity in the event of a disaster.

Continuing of entering of business process analysis into a central database. Target: Developing the combined information into a COOP revision due to the Commonwealth of Virginia by April 1, 2016.

Business process analysis is 80 percent complete and submitted. Information has been combined into the current COOP plan and submitted to the Commonwealth in accordance with requirements, by the stated deadline of April 1, 2016.

Further the completion of the COOP planning process by showing the example of what can be accomplished when College departments work together to achieve a common goal.

Update and maintain College-wide Automatic External Defibrillator (AED) Program.

To place AEDs in every College building, both owned and leased.

Walk-through of all campus and non-campus buildings, locating and identifying high-target hazard areas for placement of AEDs and noted deficiencies. Take note of upcoming expiration dates of batteries and pads.

Completed 100 percent coverage of all college occupied buildings with automatic external defibrillators, and recorded expiration dates of all pads and batteries.

Maintain a list of all AED, pads and batteries that are expected to expire within the next year to address budget concerns and planning for continuing replacement.

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Sub-unit: Facilities Planning and Support PURPOSE STATEMENT: The purpose of Facilities Planning and Support Services is to acquire, construct, track, and maintain the physical facilities the College needs to achieve its mission; maintain and expand fleet operations; and provide technical and acquisitions support for the College’s learning resources centers and other leased premises. COLLEGE STRATEGIC GOAL: EXCELLENCE



Create Design Guidelines document for building construction.

Document will describe NOVA-determined best practices as well as brand preferences for building systems and materials.

Obtain feedback through design firms hired for capital projects. Target: Annual updates, including lessons learned from completed capital projects.

Completed document based on input from design community, VCCS system office, and professionals in Facilities Department.

We have used this document for providing guidance to the design community on new projects, including the Reynolds capital project.




Create Facilities Procedure Manual.

Standardize and document procedures related to Facilities.

Obtain feedback from facilities personnel and affected campus personnel. Target: Annual updates.

Completed rolling out the Procedure Manual in September 2015 and issued several additional sections in December 2016. Approach was one of identifying issues that were relevant, engaging relevant stake-holders, generating consensus, and then developing the procedure. The manual is on SharePoint.

Serves as a reference guide for the Facilities Department. Changes are made as opportunities are identified. In addition, additional sections have been added more recently.

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Sub-unit: Financial Services PURPOSE STATEMENT: The purpose of the Office of Financial Services is to provide resources for the College community regarding fiscal operations both centrally (third party contracts, account receivables, veterans’ payments, and refunds) and on campus (tuition payment, refunds, parking services, property control, and distribution), as well as contract operations such as the bookstore and food service operations. COLLEGE STRATEGIC GOAL: STUDENT SUCCESS



Business Services will streamline and centralize of processes for enhanced delivery service.

Increased cost savings at each business office and parking office. Greater control of consistent service levels.

Analysis of current processes. Target: Cost benefit analysis.

We found that we could could operate with the same service levels and controls using less staff.

After reviewing transaction volume we have reduced staff (two P-3s at Annandale, one P-14 at Woodbridge, one P-3 at Manassas, two P-3 Business Managers at Woodbridge and Manassas).




Business Services will review the business office and parking services monthly reports to improve the value of the data that is being provided and improve the use of the data to increase performance.

More efficient transactional processing.

Analysis of the use of the data provided in the monthly report.

After reviewing reports it was determined that a more streamlined reconciliation process could be developed for daily use. This would reduce the amount of time and paper needed to reconcile, and the streamlined process will lead to less errors due to fewer steps. The reduction in errors will also lead to less time needed for correcting actions, leading to an overall

Using the assessment results many extraneous reports were cut from the daily reconciliation process. Other reports were combined and tweaked to allow for easier use and readability. A template was created for the daily reconciliation process that creates a consistency from day to day and campus to campus. These changes allow for easier reconciliation and quicker

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increase in efficiency for the department.

approvals, speeding up the overall process.

Tuition and Contracts will improve the Veterans’ Chapter 31 invoicing process.

Timely and accurate invoicing.

The Tuition and Contracts office will communicate with the Military Services office and the campus certifying officials to identify the requirements needed to provide accurate invoices.

The shared drive has provided the needed real-time communication between the two departments (TCO & OMVS) to insure accurate and timely Chapter 31 invoices and VMSDEP waiver applications.

TCO & OMVS need to continue to implement the use of the procedures for the shared drive into their daily practice to continue providing accurate and timely Chapter 31 invoices and VMSDEP waiver applications.

Meet or exceed financial management standards.

Accounts Receivable will increase the collection or judgements of accounts with the Commonwealth of Virginia Attorney General’s Office.

Work collaboratively with the Office of the Attorney General to aggressively collect on the past due balances by filing a judgement. Target: For accounts which go to court, maintain a high success rate in getting the judgement in favor of NOVA.

For FY16, 11 accounts were filed with the Office of the Attorney General for a total principal of $56,256.03. A total of four accounts went into litigation and received judgements in NOVA’s favor for principal amounts totaling $16,243.21. The remaining seven accounts are still pending litigation for principal amounts totaling $40,012.82.

This provided the Office of the Attorney General a justification to continuously assign a representative to handle NOVA’s case load. Without this representative and litigation for judgements, NOVA would not have the increased potential to collect these monies.

The Veteran’s Finance

office will reduce the number of Treasury Offset letters.

A significant reduction in debt letters received.

Work collaboratively with Military Services and the Campus Certifying Officials to ensure certification is corrected. Work with Accounts Payable to ensure checks are issued in a timely manner.

For FY16 (7/1/15 – 6/30/16), there were no treasury offset letters received.

Continue with the current processes.

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Sub-unit: Materiel Management PURPOSE STATEMENT: To provide the highest quality procurement support and services to NOVA using effective procurement methods that are consistent and compliant with state policies and regulations, and that meet business needs of the College. Materiel Management will promote open communication and customer service practices that focus on our internal customer, NOVA staff. We will provide support, direction, and assistance that fosters production and cooperation in alignment with all areas of the NOVA community while also enhancing the personal experiences of our faculty, staff, and community. COLLEGE STRATEGIC GOAL: EXCELLENCE



Improve Asset/Property department to be more effective while maintaining compliance with VCCS/Audit standards.

More reliable and accurate inventory control requiring less inspection frequency and manpower (P-14). More effective use of technology (iPad) for results and control of inventory.

Conduct all inspections in compliance with CAPPS manual requirements.

All new assets are on-site verified quarterly. We were inspecting assets more frequently than required by CAPPS manual. Provided the staff iPads to use for inventory control. Use of iPads has been effective.

Raised the inventory thresholds to be consistent with the CAPPS manual thus reducing costs for the College.

Continued restructure of Small Purchase Charge Card (SPCC).

Reduction of the quantity of cardholders will reduce the errors and omissions caused by this larger group.

Organize the SPCC cardholders group. Target: Reduce from 150 to 60 to better manage the audit results.

Results indicate that reduction of cardholder group has been more effective and resulting in fewer errors.

Continued reduction to 25+ participants are expected.

Monthly publications of Newsletter that highlights progress and developments in department.

Monthly publication will be distributed.

We have provided ability for the College staff to critique and provide input. Target: Receive critique and input from College Staff.

Positive initial response indicates that newsletter will clarify communications from individual emails.

Publish monthly Newsletter on more predictable schedule so that the College knows when to expect publication.

Creation SPCC program for local funds to capture rebates offered by Bank of America.

Projected revenue gain will be by use of State credit card rather than requisitions and checks.

Projected revenue gain. Target: Revenue of up to $50,000 by end of FY 2018.

Beginning of program is January/February 2017.

Local funds increase to college.

Reorganization of Campus More positive interaction Survey of campus Still being developed. Reduction of hourly staff.

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Buyers to handle all required procurement responsibilities centrally and be more responsive to all campus needs at campus level.

and more effective results.

personnel periodically. Target: Quarterly

Eliminate the eRecon in SharePoint and use Bank of America reconciliation process.

Reduction of time and management needed for the monthly SPCC approval process.

Reduction of quantity of SPCC members will reflect this. Target: Reduce quantity of SPCC members.

Process is still being developed and results are incomplete.

Process is still being developed and results are incomplete.

Increase in SBSD (DMBE) participation from present levels (39 percent) to meet state mandate of 42 percent to increase.

Compliance with Governor’s order of 2016.

Compliance with Executive Order 20.

Compliance with Executive Order 20.

Increased participation.

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Sub-unit: College Police

PURPOSE STATEMENT: The purpose of the College Police Department is to preserve the peace, protect the life and property, and uphold the laws of the Commonwealth of Virginia while providing excellent customer service and supporting the College’s mission.




Review record keeping requirements and consolidate records being maintained at the six campus police offices and surplus outdated equipment.

Destruction of records in accordance with Virginia Library of Records standards and removal of outdated equipment through surplus procedures.

Target: Complete submission and inspection of each police office and storage location by Chief and/or Deputy Chief to ensure compliance by April 1, 2016.

Police office and storage locations on all six campuses inspected twice by July 2016. Administrative and operational files inspected and destroyed in April 2016.

Office space and storage more usable and professional. The surplusing project provided the College with additional revenue from outdated, broken or unused equipment thus providing value. The records destruction was done in compliance with established standards.

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Sub-unit: NOVA Printing Services

PURPOSE STATEMENT: NOVA Printing Services’ mission is to provide a wide variety of fast, professional, and cost-effective printing solutions to the faculty and staff of Northern Virginia Community College. These services will always be administered with friendly customer service, expert advice, and guaranteed satisfaction. COLLEGE STRATEGIC GOAL: EXCELLENCE



NOVA Printing Services (NPS) will streamline processes by adding new and improved methods for ordering and equipment for printing.

Increased work flow and production of printing and bulk-mail projects.

Measured by number of jobs generated and processed.

With addition of new bulk- mail equipment and postage price reduction methods, we are able to handle much larger jobs.

With these encouraging results, we will explore even more bulk-mailing opportunities.




NPS will seek to improve online ordering methods in order to expedite the printing process. (Web- EPS)

Faster turn-around times in the printing/finishing process. New online system will allow customer to be informed of every step of the process.

Measured by number of jobs processed and compared with the time each job took to complete.

Jobs are completed much faster and can be done with very little turn-around time, especially with regards to emergency or “last minute” situations.

Rendering better and faster customer service to our clients, further increasing the value of our brand/work compared to outside vendors.

NPS will acquire new equipment for the purposes of expanding job capability.

NPS will be able to take on a larger range of jobs for NOVA faculty and staff in order to better meet their needs.

Assessment will based on what equipment is acquired and what jobs it enables us to do.

Acquisition of new FPi Mail Inserter, PSI Envelope Printer, and the up-coming Challenge Champion Cutter.

NPS is able to handle increased jobs numbers, size, and complexity.

NPS will continue to build the NPS brand and gain increased visibility.

More faculty/staff will learn of our capability and the value of our work. This will lead to increased business.

Assessment will be based on number of methods completed for increasing brand recognition.

NPS Website redesign completed which features our ever-improving storefront ordering system, Web-EPS.

The NPS brand is quickly becoming more common with NOVA faculty/staff. A majority of printing orders now come to us via Web- EPS.

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Office of Instructional and Information Technology

2015-16

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Annual Planning and Evaluation Report for Administrative Units: 2015-2016 Unit: Vice President, Instructional and Information Technology

PURPOSE STATEMENT: The primary purpose of the Office of Instructional and Information Technology is to provide the management and long-range planning necessary to move the College forward by procuring, maintaining, and enhancing computer, distance learning, and communications services to the College’s academic and administrative areas.




Implementation and refinement of ELI’s Achieving the Dream plan, GPS for Success, and NOVA’s six policy changes for student success.

ELI students’ unique needs will be reflected in the college-wide implementation of these policy changes and initiatives, or alternative procedures and plans will be developed.

AVP for e-Learning and ELI Director of Instructional Services serve on PCI Steering Committee

Members of PCI Steering Committee bring information back to ELI and communicate with cross-functional college leadership on necessary adjustments for ELI students.

ELI leadership will continue to serve on PCI Steering Committee to ensure ELI students’ needs are met in all major college-wide student success initiatives.

ELI reassigned staff time (since ELI does not have first-year advisors) to provide mandatory orientation and first-year advising to ELI-only students in the GPS population.

ELI continues to provide Student Orientation to approximately 100 GPS students studying entirely or predominantly through ELI and to work with campuses on handing students off between ELI and campus as appropriate.

ELI will continue to provide orientation and related services to first year ELI-only students as necessary.

Configure and support pilot of EAB Navigate IPAS System ELI student services staff fully trained in and piloting use of Hobsons tool to support GPS for Success.

EAB Navigate configured and pilot completed; student data showed tool very useful for academic planning and registration.

ELI continues to support, along with an expanded college-wide team, the further implementation of EAB Navigate.

Increase student access Expand distance learning enrollments to meet the college target.

Continue marketing ELI to various populations. Target: Strategically schedule late-starting classes to help students

SSDL enrollments and some dual enrollment sections provided additional growth; not counted in enrollment totals.

Improve course retention and repeat enrollments, and continue marketing online and OER options.

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with cancelled campus courses, and/or those unable to register due to on-time registration policy, to find alternatives.

ELI FTES enrollment grew approximately from 5,739 to 6,134. This was an increase of 6.9 percent.

Improve student success in specific high enrollment, low success eLearning courses; and the overall ELI success rates by semester.

All ELI course revision, faculty professional development, and student and instructional support services will support this goal.

Evaluate overall ELI success rates by semester. Target: Improve overall ELI successful course completion to at least 62 percent.

Overall ELI success rate for the entire year: 67.7 percent (1.6 percent increase over previous year) Overall ELI success rate by semester:

Summer 2015 = 73 percent (2 percent increase over previous year)

Fall 2015 = 65 percent (2 percent increase over previous year)

Spring 2016 = 67 percent (1 percent increase over previous year)

Focus on ensuring all new courses meet highest quality standards by implementing informal Quality Matters review as part of design process.

Monitor success rates in high enrollment, low success eLearning courses. Target: Improve success in these ELI courses by 5 percent.

ACC 212 quality redesign including Quality Matters official review. Spring 2016 success rate = 73 percent (12 percent higher than previous spring). BIO 141 quality redesign; 3 percent success rate improvement Fall 2014 to Fall 2015, and achieved official recognition through Quality Matters, but still needs additional work as success rate still just under 50 percent.

Identify low-performing courses and work with faculty and deans to improve course quality.

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BIO 142 quality redesign – 9 percent success rate increase Spring 2015 to Spring 2016 (77 percent). CSC 110 quality redesign – 12 percent success rate increase Spring 2015 to Spring 2016 (63 percent).

Reduce early semester attrition by improving contact and disseminating information

Success coaches communicate with students by email at start of course to remind them to get started on time.

Send QuickStart Syllabus by postal mail to provide students a physical reminder of registration and information on login process, critical dates, instructor contact information, and book information. Based on recent uptick in NVRK rate, implement new call campaign to remind students of upcoming NVRK deadline and what they must do to avoid being NVRKed. Target: Maintain the number of students who enroll but never begin their classes (NVRK) to 2 percent or less.

Successfully kept NVRK rate below 2 percent for all three semesters this year and reduced NVRK over previous year in all three semesters as well. Summer 2015: 1.1 percent (previous year 1.4 percent) Fall 2015: 1.7 percent (previous year 2.1 percent) Spring 2016: 1.6 percent (previous year 1.7 percent)

Use call campaign since it had positive results.

Develop and implement programs and procedures that establish ELI as a focal point of excellence in distance learning.

Improved student success rates.

Participate in nationally recognized Quality Matters program by submitting ELI courses for formal review and recognition. Target: National recognition by Quality Matters

5 ELI courses have met Quality Matters standards and have been officially recognized so far in 2016 (BIO 141, ENG 111/ENF 3, CST 100, MTH 152, SOC 200). Several additional courses were submitted and sent back for minor

Submit additional courses for formal QM review as well as conducting internal QM reviews for additional courses. Expand QA program further to reach more faculty and continue to track outcomes.

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revisions; we expect these will receive full recognition later in 2016.

Implement new Quality Assurance program, conducting reviews/classroom visits of faculty based on student complaints, low student evaluation scores, or request by dean. Target: Provide feedback to faculty member and/or dean and work together to remediate as needed. Provide additional mentoring and supervision for faculty in their first semester teaching online.

QA program staff have produced formal reviews of dozens of faculty as well as providing mentoring to all Fall 2015, Spring 2016, and Summer 2016 new faculty. All activities have had an impact, including removal of faculty from ELI teaching, conferences to improve faculty work, and documented improvements in faculty teaching activities post-feedback from QA team.

Develop revised Online Instruction 101, New ELI Faculty Orientation, and ELI MOU overview video to highlight areas the first year of QA work has uncovered as common faculty performance issues.

Improve offerings (services, degree/cert programs) to adult learners

Greater student engagement, which supports retention and success.

Develop at least two new services, certificates, or degrees targeted to adult learners. Target: Expand student life offerings to include live streaming/internet accessible campus events, allowing adult learners busy with work and family responsibilities to still participate in enriching student life experiences outside their classes.

Provided, in partnership with campus student life leaders, live streamed speaker events on human trafficking and LGBT issues. Hosted virtual community involvement fair to assist adult students in finding volunteer opportunities.

Provide student life/co-curricular opportunities for online students, especially adult learners, starting with Summer 2016 e-lead program (online 4-week leadership skills experience for online students).

Improved student understanding and use of library resources, particularly those students can use remotely.

New instructional videos for students on library topics. Target: Develop and publish new instructional videos for students on

Library staff produced more than 10 videos (many used by all NOVA libraries) to help students conduct effective library research (e.g., top 5 things about

Expand and develop library resources for students who cannot come to a physical library for instruction or assignment help.

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library topics.

NOVA’s library for online learners; how to use the Opposing Viewpoints database for research; using the library catalog; etc.).

Outline strategies for enhancing the college’s technical infrastructure, facilities, and services

Make progress toward the goals of the college’s 2009-2015 Strategic Technology Plan so that NOVA continues to be ranked among the top community colleges in the country with respect to technology.

Submit and implement the FY 16 College Technology Plan. Use the 2009-15 Strategic Technology Plan to guide development of the FY16 College Technology Plan. Target: VCCS Approval of the College Technology Plan.

The strategic plan was used to develop the FY16 technology plan, with specific attention to: maintaining refresh cycles, enhancing network reliability and redundancy, implementing single sign-on, continuing virtualization of servers, increasing the number of enhanced digital electronic classrooms, and insuring 24x7x365 help desk support. The FY16 college technology plan was approved and implemented.

Use the IT Strategic Plan to guide annual technology plan development, and assess progress toward the strategic plan goals. Develop a new strategic IT Plan based on new VCCS and NVCC strategic plans.

National Ranking of the college for its IT infrastructure.

Submit application for national ranking. Target: Recognition as a lead institution.

Since the college was ranked #1 nationally in 2015, it was not allowed to compete in 2016, and was recognized as a lead institution and helped with the nationally ranking survey.

Participate in the 2017 National ranking process. Review the national ranking criteria to identify areas for improving infrastructure and services to maintain a state of the art digital environment.

Maintain, update, and operate the College technology infrastructure

The College environment will support world-class teaching and learning.

Implement annual equipment refresh plan. Target: Ensure equipment is replaced in a timely manner and without disruption to students, faculty, and staff.

We have developed a process to ensure all IT infrastructure related equipment is replaced in a timely manner and without disruption to students, faculty, and staff.

We will continue to replace equipment in accordance with College policy and take advantages of new technology and price reductions to provide better systems for the College and our clients.

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Monitoring of the systems from both inside the college and the outside to alert the ITSS engineers of possible problem so they can be resolved rapidly. Target: The college infrastructure (Network, Servers and Phone system) is available on average 99 percent of the time with the minimum acceptable level to be 98 percent.

We have installed several monitoring systems to monitor the Network, Servers and Phone system to ensure we meet our target or 99 percent. We exceeded our target by ensuring the Phone systems were up 99.532 percent, The Network 99.2573 percent, Servers 99.5852 percent and managed to keep ESCC up at 99.1523 percent

We are planning on implementing additional monitoring systems and updating our current systems to provide better information and alerts to ensure faster resolution to problems and ensure our uptime is met. We have Several systems now running to monitor the health and reality of the network including, WhatsUP, SolarWinds, Riverbed StealCentral, Cisco Prime along with others.

Install redundant systems to provide for greater availability.

We have installed and upgraded several key system to ensure greater availability and redundancy.

We are in the middle of moving the College Data Center to a CO-Location along with the VCCS DR site to allow for greater redundancy and availability.

Implement and operationalize a change management process to ensure modifications to the production environment are controlled which helps minimize disruption to operations while ensuring systems are maintained and updated in a timely manner.

Change Management process implemented and operationalized for enterprise storage and server environment.

Refine and expand the change management process.

Working with the VCCS, continue to implement processes and procedures to take full advantage of delegated authority in the approved Memoranda of Understanding for Level 2

Written procedures to identify NVCC projects subject to the VCCS Project Management Standards; and written procedures for the implementation of the standards.

Written procedures for implementing the standard. Target: Develop written guidelines for identifying projects that come under the new standard.

We transferred responsibility for the Project Management Unit to the IT Administrative Services Unit to provide better oversight of ongoing projects.

We will continue to improve on the tools that we use to manage the project induction and management process. Continue to follow

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status in information technology.

IT staff know and understand the standards and how they apply to their units/work

We continue to refine the criteria to determine the level of project management required and the role that the PMO should play in each specific project. We have also developed a web-based application that will help us determine the level of PM needed.

guidelines as developed by VCCS EPIC and EPMO units.

Provide ongoing training to campus and college IT staff on the new standard.

We continue to provide ongoing project management training related to our policies and procedures. Increasing the use of SharePoint to improve project team collaboration and communication.

Training of campus and college IT staff will continue in an effort to instill the PM culture across the College.

Develop and provide tools to the college community that increase the probability of better project outcomes. Target: Develop an automated form that will allow users to electronically submit project requests.

The number of projects actively tracked and escalated because they were falling behind increased.

We will continue to give increased attention to the project induction process and make it a formal part of regular OIIT senior staff meetings. We will continue to report major projects to keep all OIIT senior staff advised of their status.

Implementation of project management methodology within an IT service management framework Target: Assist in the development of project charters and plans.

Using the guidelines and PM tools, we have decreased the number of projects falling behind and increased the probability that projects meet the expectations of our clients.

All existing projects are currently on schedule and within budget and are meeting the expectations of our clients

Support the expansion and contribute to the Center for

Activities for faculty that support excellent teaching

Multiple ELI staff serve in PUP advisory committee.

CETL was in transition and did not doing anything this

Work closely with the new Director of CETL to

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Excellence in Teaching and Learning to assist faculty and staff in improving the quality of teaching and contribute to NOVA being among the top community colleges in the use of instructional technology in the classroom.

and learning at the college. Multiple ELI staff and faculty present at PUP annually. Partner with CETL throughout the year on professional development events.

year that ELI could be involved in, aside from going to the planning meeting with Ken Bain. They were not invited to help plan PUP. Several ELI staff did present at PUP.

coordinate training and other events to improving overall teaching.

Implement and improve business continuity and disaster recovery plans

Ensure the high availability, resiliency, reliability of enterprise services and certify that practices meet COV guidelines and standards.

Provide training for full and part-time faculty to increase number who are Blackboard competent. Target: Certify at least 75 percent of full-time faculty as prepared to take their courses online in an emergency based on the approved certification criteria.

An additional 100 faculty completed the BB competency process in FY16. A total of 2371 are now BB competent, but some are adjuncts that may not currently be teaching. This represents approximately 75 percent of all full time and part time faculty. During the winter extended snow closing, 55-60 percent of all sections used Blackboard to continue instruction.

Continue to offer training in Blackboard and Web 2.0 tools available to the college in the event of a disaster. Promote the use of Blackboard to increase the number of sections regularly using it.

Meet the required COV and VCCS COOP Requirements for IT as demonstrated by successful audits.

Implement the VCCS plan for addressing COV IT Standards that address COOP and Disaster Recovery. Target: Complete and review all appropriate checklists and post documentation to insure compliance.

Over the past year NOVA has successfully completed several VCCS, VITA and APA audits and meet all of the SEC 26000 and ARMICS requirements. We have a full Disaster recovery/contingency plan, COOP and IT inventory / asset management system that complies with COV IT requirements. ITSS has conducted at least one FULL Disaster Recovery

Complete moving the few remaining critical systems to the DR site and setup lie or warm systems for them and not just their data. We are in the planning stage of moving the College Data Center to a CO-Location along with the VCCS DR site to allow for greater redundancy and availability.

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(DR) Test/Drill over the last year. IT Security has conducted several account audits over the past year to ensure access level, account status and employment of all employees. The college data is backed-up up regularly and encrypted and has been restored on a regular basis to ensure system integrity. The college has a DR site located in Manassas and all critical systems are replicated there several times a day. Most critical system have a redundant system in the DR site that are in a WARM start and can be switched to live within minutes. We have installed several new systems in the Manassas DR site that allowed the college to remain up and running without interruption over the past year.

Special attention will be given to providing standards, training, and certification related to migrating college courses and instruction to the Web and to other modalities to insure continuity of the

Monitoring of the systems from both inside the college and the outside to alert the ITSS engineers of possible problems so they can be resolved rapidly. Target: No major outages,

We have installed several monitoring systems to monitor the Network, Servers and Phone system to ensure we meet our target or 99 percent. We exceeded our target by ensuring the Phone systems

We will monitor and enhance the DR site to ensure we can provide service to both NVCC and ESCC in an emergency.

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instructional program in the event of a disaster or pandemic event.

and ability to restore operations promptly following any outage or emergency.

were up 99.532 percent, The Network 99.2573 percent, Servers 99.5852 percent and managed to keep ESCC up at 99.1523 percent Emergency Alerting through the cloud continued to operate normally.

Leverage hosted services when appropriate for critical systems such as emergency alerting, cloud email, and ImageNow to ensure high availability and continuity of services in the event of a local disaster/emergency.

Plans for moving email to the Cloud were completed, but implementation will not be complete until the end of October.

We will continue to leverage hosted services when appropriate and complete the implementing to hosted email services by the end of October and ImageNow by the end of November. VCCS did not award a contract for the ImageNow move to the VCCS cloud until August. The conversion will take place in Fall.

Provide a Secure remote access to all services by using VDI / Terminal Server access to Administrative staff for all IT services from anywhere in the world.

We maintain 8 Remote access servers and are testing a remote VDI solution to provide Secure access for of Staff and Faculty. We have over 75 to 100 people on the systems at anytime of the day and night.

Provide, maintain, and improve secure remote access to all services

Support online administrative tools such as SIS, AIS, HRMS, QUINN; on-line forms workflow and all other related software applications to meet college needs, including continued expansion of eForms

Delivery of support and development of existing PeopleSoft modules AIS, SIS, HRMS and other management applications support during all normal business hours, and provide emergency support off

Develop controls and regularly review critical functions to insure compliance with policy and procedures. Regularly monitor and report on support requests to insure priority projects are

Strict adherence to procedures for running processes in accordance with standard business process regulations and rules.

Develop and refine a comprehensive policy and procedure manual that covers all business processes related to the PeopleSoft Enterprise System and all bolt-on supporting applications.

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technology support. Development of software applications to meet college needs and expand support for additional college functions; to support improving efficiencies in administrative services.

hours.

completed and adjust staff assignments as necessary.

These procedures are updated regularly and tested to insure the accuracy of the documentation.

Additional technical support for financial aid and other college-wide enterprise application developed and maintained through College Information Systems or delivered through VCCS.

On-going development of queries and reports to manage the SSDL project enrollments and to track other college courses. Target: Delivery of queries, crystal reports, SQRs and business process analysis.

141 plus queries written in support of AIS; 180 queries and reports delivered in support of HRMS and SIS.

Continue to work with college staff and administration to enhance reports and queries to support changes in business processes.

Provide technical expertise in the form of attending all workgroup and technical team meetings. Provide attendees with knowledge of what PeopleSoft can and can’t do to implement the six goals.

College Information Systems staff attended ATD meetings as members of the Functional, Technical, and Steering Committees to implement the six college goals.

Provide data downloads on a daily basis for the Hobson CRM project. Target: Delivery of data for operations of Hobson’s advising and CRM to assist with student advisement and communications.

Provide timely daily delivery of thirteen separate data file feeds to Hobson’s.

Continued support of Financial Aid and other eForm development. Support online administrative tools such as SIS, AIS, QUINN, Scanning, On-line Forms, Workflow, and all other related software applications to meet college needs, enhance their functionality, and improve efficiencies in administrative services.

Provide support for all data extract process to Financial Aid. Continued development support for 4 additional processes to the support data requirements of eforms.

Provided data to support the Financial Aid scholarship activity. Continued development support of seven data extract process within PeopleSoft for use within Financial Aid for ISIR

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Target: Provide data downloads to eForms for faster processing.

verification. Supporting on-going development of data for Financial Aid pre-forms, Grade change and Course Report eforms, and Course Substitution. eForm data being downloaded to support a 6 forms to enhance financial aid turn-around time.

Participate in the support of the workforce enterprise system (WES)

Operations of workforce student enrollment system

Participate in the Steering Committee. Target: Define all gaps in software to be updated in future releases.

Attended 17 testing sessions in Richmond and through WebEx to evaluate the interface between WES and SIS; conducted 7 SIS training and testing session for WD/CE staff. Participated in 10 Webinars and attend weekly project team status updates

Testing and training support for WES

Coordinate with OIR and TAC for a full roll out of QUINN is SIS, AIS, FA, and HR

Development of a comprehensive strategy for deployment and use of QUINN

Strategy for deployment and use of QUINN Target: QUINN deployed to Provosts, Deans and Directors throughout the college

TAC was eliminated as a separate unit and its responsibilities split between IT Professional Services and ELI. None of the data owners for SIS, FIS or HR chose to support further use of QUINN, so no new activities have been planned. OIR was given the lead for QUINN. No new training was held. Online training materials were left in place.

Need to work with OIR and other VPs to develop a more comprehensive strategy for deployment and use of QUINN.

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Sub-unit: College Information Systems PURPOSE STATEMENT: The purpose of College Information Systems is to analyze and translate college business rules and processes into automated applications; support Information Systems needed for processing students, faculty and staff such that databases are built and maintained in accordance to policies and procedures and the enterprise data integrity is ensured. Customization and system integration are among the primary functions of this unit as well. In addition to supporting Information Systems, the mission of the unit is to disseminate accurate information to user community. That is accomplished by generating reports electronically or via printouts. COLLEGE STRATEGIC GOAL: EXCELLENCE



Support online administrative tools such as SIS, AIS, HRMS, QUINN; on-line forms workflow and all other related software applications to meet college needs, including continued expansion of eForms technology support. Development of software applications to meet college needs and expand support for additional college functions; to support improving efficiencies in administrative services.

Delivery of support and development of existing PeopleSoft modules AIS, SIS, HRMS and other management applications support during all normal business hours, and provide emergency support off hours.

Develop controls and regularly review critical functions to insure compliance with policy and procedures. Regularly monitor and report on support requests to insure priority projects are completed and adjust staff assignments as necessary.

Strict adherence to procedures for running processes in accordance with standard business process regulations and rules.

Develop and refine a comprehensive policy and procedure manual that covers all business processes related to the PeopleSoft Enterprise System and all bolt-on supporting applications. These procedures are updated regularly and tested to insure the accuracy of the documentation.

Additional technical support for financial aid and other college-wide enterprise application developed and maintained through College Information Systems or delivered through VCCS.

On-going development of queries and reports to manage the SSDL project enrollments and to track other college courses. Target: Delivery of queries, crystal reports, SQRs and business process analysis.

141 plus queries written in support of AIS; 180 queries and reports delivered in support of HRMS and SIS.

Continue to work with college staff and administration to enhance reports and queries to support changes in business processes.

Target: Provide technical expertise in the form of attending all workgroup and technical team meetings. Provide attendees with knowledge of what

College Information Systems staff attended ATD meetings as members of the Functional, Technical, and Steering committees to implement the six college goals.

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PeopleSoft can and can’t do to implement the six goals.

Provide data downloads on a daily basis for the Hobson CRM project. Target: Delivery of data for operations of Hobson’s advising and CRM to assist with student advisement and communications.

Provide timely daily delivery of thirteen separate data file feeds to Hobson’s.

Continued support of Financial Aid and other eForm development. Support online administrative tools such as SIS, AIS, QUINN, Scanning, On-line Forms, Workflow, and all other related software applications to meet college needs, enhance their functionality, and improve efficiencies in administrative services.

Provide support for all data extract process to Financial Aid. Continued development support for 4 additional processes to the support data requirements of eforms. Target: Provide data downloads to eForms for faster processing.

Provided data to support the Financial Aid scholarship activity. Continued development support of seven data extract process within PeopleSoft for use within Financial Aid for ISIR verification. Supporting on-going development of data for Financial Aid pre-forms, Grade change and Course Report eforms, and Course Substitution. eForm data being downloaded to support a 6 forms to enhance financial aid turn-around time.

Coordinate with the NOVA HR Working Groups and Implementation Committee to develop, test, and fully support the VCCS PeopleSoft HRMS System.

Implementation of new VCCS HR System and maintenance of additional critical functionality in existing online HR system. All HRMS and Payroll functions will be done in FIS and PeopleSoft.

Participate with both the VCCS and college operational teams to insure smooth operations. Target: Attend all workshops and monthly Webex calls.

Attended 62 plus VCCS/NOVA conferences, webinars, conference calls to participate in business process by assisting HR developing queries and reports for on-going data requirements.

Work with NVCC HR staff to develop or adapt written policies and procedures for the HR Systems.

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Thirty-three ad-hoc and production queries developed for HR management.

Participate in college development and testing to support the split of PeopleSoft HRMS and SIS.

Split completed with all operations running normally.

Assuming no problems, no additional activities required.

All systems functioned normally following split.

No further action necessary.

Provide Financial Aid the necessary data to assisting their process of Scholarships through AcademicWorks.

Supply data to AcademicWorks.

Run synchronized process through the use of PeopleSoft and network tools. Target: Provide a file extract and transfer process to supply data to AcademicWorks

Daily delivery of necessary the data file from PeopleSoft without interruptions.

Additional support of data for FA data services.

Support Blackboard FA helpdesk

Provide the necessary data from PeopleSoft to support new FA requirements.

Function transferred to VCCS.

Moved to VCCS, no further college action required.

No new action required.

Provide technical an functional support to help launch EAB

Successful implementation of pilot programs with full participation by students cohorts

Target: Attend 2 face-to-face meetings and participated in weekly technical and leadership calls.

Support of all activities in preparation for pilot programs in 2016.

Launch pilot programs in the upcoming year targeting full rollout of EAB.

Improved the level of support for students and improve operational efficiency in CRO through the implementation of electronic transcripts.

Provide students a portal to request transcripts that will be routed to the requested institution within 24 hours.

Target: Participate in development activities with Parchment providing solutions to facilitate the processing of student transcript requests.

Completed on-going implementation of scheduled activities on the Implementation Timeline.

Continue collaboration and development efforts, targeting a successful launch in 2016.

Provide technical support and development for financials data warehouse

Make available a suite of queries that will extract data from AIS tables to assist with budget forecasting.

Collaborate and assist with the development and migration of queries to provide data that is imported financial data warehouse for use through IT Works. Target: Make available a suite of queries that will

Successfully created and launched 42 queries in AIS production.

Using the established platform for the export of data to the warehouse, additional functionality will be expanded to Student Financials (Phase II), during 2016.

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extract data from AIS tables to assist with budget forecasting.

Continue to provide data extract support from PeopleSoft supplying data support for FA through ISIR verification by Financial Aid Services

Deliver data on a timely basis for the critical processing of FA data.

Target: Develop and deploy a five part multi-component solution to extract and transfer data between NVCC and Financial Aid Services

Completed the turn-key data solution providing hands-free exchange of data.

Enhanced functionality for FA. Deliver enhancements as need by FA.

Participate in the support of the workforce enterprise system (WES).

Operations of workforce student enrollment system.

Participate in the Steering Committee. Target: Define all gaps in software to be updated in future releases.

Attended 17 testing sessions in Richmond and through WebEx to evaluate the interface between WES and SIS; conducted 7 SIS training and testing session for WD/CE staff. Participated in 10 Webinars and attend weekly project team status updates.

Testing and training support for WES.

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Annual Planning and Evaluation Report for Administrative Units: 2015-2016

Unit: Vice President, Instructional and Information Technology Sub-unit: Extended Learning Institute (ELI)

PURPOSE STATEMENT: The mission of the Extended Learning Institute is to design and implement for distant learners excellent and innovative instruction and delivery systems including formats that combine distance education and classroom instruction, independent study, or individualized learning. COLLEGE STRATEGIC GOAL: EXCELLENCE



Implementation and refinement of ELI’s Achieving the Dream plan, GPS for Success, and NOVA’s six policy changes for student success.

ELI students’ unique needs will be reflected in the college-wide implementation of these policy changes and initiatives, or alternative procedures and plans will be developed.

AVP for e-Learning and ELI Director of Instructional Services serve on PCI Steering Committee

Members of PCI Steering Committee bring information back to ELI and communicate with cross-functional college leadership on necessary adjustments for ELI students.

ELI leadership will continue to serve on PCI Steering Committee to ensure ELI students’ needs are met in all major college-wide student success initiatives.

ELI reassigned staff time (since ELI does not have first-year advisors) to provide mandatory orientation and first-year advising to ELI-only students in the GPS population.

ELI continues to provide Student Orientation to approximately 100 GPS students studying entirely or predominantly through ELI and to work with campuses on handing students off between ELI and campus as appropriate.

ELI will continue to provide orientation and related services to first year ELI-only students as necessary.

Configure and support pilot of EAB Navigate IPAS System ELI student services staff fully trained in and piloting use of Hobsons tool to support GPS for Success.

EAB Navigate configured and pilot completed; student data showed tool very useful for academic planning and registration.

ELI continues to support, along with an expanded college-wide team, the further implementation of EAB Navigate.

Increase student access Expand distance learning enrollments to meet the college target.

Continue marketing ELI to various populations. Target: Strategically schedule late-starting classes to help students with cancelled campus courses,

SSDL enrollments and some dual enrollment sections provided additional growth; not counted in enrollment totals. ELI FTES enrollment grew

Improve course retention and repeat enrollments, and continue marketing online and OER options.

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and/or those unable to register due to on-time registration policy, to find alternatives.

approximately from 5,739 to 6,134. This was an increase of 6.9 percent.

Improve student success in specific high enrollment, low success eLearning courses; and the overall ELI success rates by semester.

All ELI course revision, faculty professional development, and student and instructional support services will support this goal.

Evaluate overall ELI success rates by semester. Target: Improve overall ELI successful course completion to at least 62 percent.

Overall ELI success rate for the entire year: 67.7 percent (1.6 percent increase over previous year) Overall ELI success rate by semester:

Summer 2015 = 73 percent (2 percent increase over previous year)

Fall 2015 = 65 percent (2 percent increase over previous year)

Spring 2016 = 67 percent (1 percent increase over previous year)

Focus on ensuring all new courses meet highest quality standards by implementing informal Quality Matters review as part of design process.

Monitor success rates in high enrollment, low success eLearning courses. Target: Improve success in these ELI courses by 5 percent.

ACC 212 quality redesign including Quality Matters official review. Spring 2016 success rate = 73 percent (12 percent higher than previous spring). BIO 141 quality redesign; 3 percent success rate improvement Fall 2014 to Fall 2015, and achieved official recognition through Quality Matters, but still needs additional work as success rate still just under 50 percent. BIO 142 quality redesign – 9 percent success rate increase Spring 2015 to Spring 2016

Identify low-performing courses and work with faculty and deans to improve course quality.

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(77 percent). CSC 110 quality redesign – 12 percent success rate increase Spring 2015 to Spring 2016 (63 percent).

Reduce early semester attrition by improving contact and disseminating information

Success coaches communicate with students by email at start of course to remind them to get started on time.

Send QuickStart Syllabus by postal mail to provide students a physical reminder of registration and information on login process, critical dates, instructor contact information, and book information. Based on recent uptick in NVRK rate, implement new call campaign to remind students of upcoming NVRK deadline and what they must do to avoid being NVRKed. Target: Maintain the number of students who enroll but never begin their classes (NVRK) to 2 percent or less.

Successfully kept NVRK rate below 2 percent for all three semesters this year and reduced NVRK over previous year in all three semesters as well. Summer 2015: 1.1 percent (prev year 1.4 percent) Fall 2015: 1.7 percent (prev year 2.1 percent) Spring 2016: 1.6 percent (prev year 1.7 percent)

Use call campaign since it had positive results.

Develop and implement programs and procedures that establish ELI as a focal point of excellence in distance learning.

Improved student success rates.

Participate in nationally recognized Quality Matters program by submitting ELI courses for formal review and recognition. Target: National recognition by Quality Matters

5 ELI courses have met Quality Matters standards and have been officially recognized so far in 2016 (BIO 141, ENG 111/ENF 3, CST 100, MTH 152, SOC 200). Several additional courses were submitted and sent back for minor revisions; we expect these will receive full recognition later in 2016.

Submit additional courses for formal QM review as well as conducting internal QM reviews for additional courses. Expand QA program further to reach more faculty and continue to track outcomes.

Implement new Quality Assurance program, conducting reviews/classroom visits of

QA program staff have produced formal reviews of dozens of faculty as well as providing mentoring to all Fall

Develop revised Online Instruction 101, New ELI Faculty Orientation, and ELI MOU overview video to

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faculty based on student complaints, low student evaluation scores, or request by dean. Target: Provide feedback to faculty member and/or dean and work together to remediate as needed. Provide additional mentoring and supervision for faculty in their first semester teaching online.

2015, Spring 2016, and Summer 2016 new faculty. All activities have had an impact, including removal of faculty from ELI teaching, conferences to improve faculty work, and documented improvements in faculty teaching activities post-feedback from QA team.

highlight areas the first year of QA work has uncovered as common faculty performance issues.

Support the expansion and contribute to the Center for Excellence in Teaching and Learning to assist faculty and staff in improving the quality of teaching and contribute to NOVA being among the top community colleges in the use of instructional technology in the classroom.

Activities for faculty that support excellent teaching and learning at the college.

Multiple ELI staff serve in PUP advisory committee. Multiple ELI staff and faculty present at PUP annually. Partner with CETL throughout the year on professional development events.

CETL was in transition and did not doing anything this year that ELI could be involved in, aside from going to the planning meeting with Ken Bain. They were not invited to help plan PUP. Several ELI staff did present at PUP.

Work closely with the new Director of CETL to coordinate training and other events to improving overall teaching.

Work with the campuses and online faculty to develop new and evolving learning technologies, and promote those that offer the greatest promise for effective teaching and learning and improved student success.

Provide cutting-edge services to ELI students to support their academic success.

Target: Develop and launch new ELI app, with features specific to the needs of online learners.

ELI app developed in 2015-2016 and launched in May 2016.

Make tweaks/adjustments to the ELI app based on early user feedback and publish version 2.0. Advertise app to students when they return in the fall.

Target: Implement pilot version and conduct student pilot of EAB Navigate platform to test its viability for the college.

Convene teams to produce NOVA-specific content to make the Navigate platform fit NOVA’s policies, practices, language, and academic programs. Work through technical issues and conflicts between NOVA/VCCS practices and

Next steps with EAB will be dependent on decisions by the Admin Council and other relevant constituencies.

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existing Navigate structure. Conceptualize and carry out pilot test with online and in-person student testers. Provide information to broader college constituencies on the product and pilot results for possible next steps.

Expand the number and promotion of online courses using open educational resources, and work toward making entire degrees and certificates available through OER.

Students will achieve significant cost savings through taking OER courses/programs.

Move content for existing OER courses into Lumen/Candela platform to allow for gathering additional learning analytics not available through Blackboard; analytics can be used to support future course revisions/improvement in OER materials.

Completed move of approximately 20 OER courses into Lumen platform. Through our sharing of materials in this platform, NOVA became the first institution in the nation to openly share an entire OER degree pathway. At the end of Spring 2016, NOVA has surpassed over 15,000 enrollments in OER course sections at ELI, saving students an estimated $2.2million.

ELI will use analytics produced in Lumen platform for analysis and action as needed. (Note: the contract with Lumen is currently in question at the VCCS level so it is possible that we will not have expected access to these analytics.) We will continue to expand the number of sections of each OER course we have developed to increase faculty experience with OER and, most importantly, student cost savings.

Apply for Achieving the Dream OER grant.

In partnership with 5 other VCCS colleges, won AtD OER grant for 2-year period; NOVA grant will support librarian dedicated to OER work and other activities to assist in development/expansion of hybrid OER courses.

We will implement the terms of the AtD grant and participate in the nationwide peer group working together on this set of grants. Begin to add new VCCS OER indicator on courses in SIS to help students more easily find OER courses.

Improve offerings (services, degree/cert programs) to adult learners

Greater student engagement, which supports retention and success.

Develop at least two new services, certificates, or degrees targeted to adult learners.

Provided, in partnership with campus student life leaders, live streamed speaker events on human trafficking and LGBT issues.

Provide student life/co-curricular opportunities for online students, especially adult learners, starting with Summer 2016 e-lead

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Target: Expand student life offerings to include live streaming/internet accessible campus events, allowing adult learners busy with work and family responsibilities to still participate in enriching student life experiences outside their classes.

Hosted virtual community involvement fair to assist adult students in finding volunteer opportunities.

program (online 4-week leadership skills experience for online students).

Improved student understanding and use of library resources, particularly those students can use remotely.

New instructional videos for students on library topics. Target: Develop and publish new instructional videos for students on library topics.

Library staff produced more than 10 videos (many used by all NOVA libraries) to help students conduct effective library research (e.g., top 5 things about NOVA’s library for online learners; how to use the Opposing Viewpoints database for research; using the library catalog; etc.).

Expand and develop library resources for students who cannot come to a physical library for instruction or assignment help.

Provide a range of easily accessible instructional technology training opportunities for college faculty.

Faculty will participate in training and improve their skills in using instructional technology in their teaching.

Offer synchronous and asynchronous online training in a range of topics as well as limited face-to-face training. Launch Virtual Professional Development Center. Develop pilot badging program for faculty professional development. Maintain Blackboard Competency and Hybrid Certification programs

In Fall 2015 – Spring 2016, 86 faculty successfully completed Blackboard Competency training and 108 became hybrid certified. 425 faculty attended trainings delivered as live webinars, including 99 who attended impromptu Blackboard Collaborate training during a long snow closure to help them continue instruction during the emergency. 82 faculty completed 2 – 4 week long asynchronous workshops on instructional technology topics. 92 faculty attended in-person trainings or informational

Expand content provided in VPDC and hold fall re-launch to renew faculty and staff interest and encourage use of the resources in the site. Launch pilot badging program to encourage participation in professional development around instructional technology, especially encouraging faculty to complete a related set of trainings. Expand offerings of Blackboard Competency and Hybrid Certification trainings to support upcoming building closures at WO and LO and resulting

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sessions; most of these sessions were requested by the campuses. Launched Virtual Professional Development Center with live 2-day event. More than 300 faculty and staff participated in the VPDC during the launch week.

need for significantly increased hybrid offerings.

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Sub-unit: Information Technology Administrative Services PURPOSE STATEMENT: The primary purpose of IT Administrative Services is to provide budget, purchasing, contract/vendor relations, HR, facilities, and general administrative support for the other units in the division and to provide project management oversight for all major IT projects at the college. COLLEGE STRATEGIC GOAL: EXCELLENCE



Working with the VCCS, continue to implement processes and procedures to take full advantage of delegated authority in the approved Memoranda of Understanding for Level 2 status in information technology.

Written procedures to identify NVCC projects subject to the VCCS Project Management Standards; and written procedures for the implementation of the standards. IT staff know and understand the standards and how they apply to their units/work.

Written procedures for implementing the standard. Target: Develop written guidelines for identifying projects that come under the new standard.

We transferred responsibility for the Project Management Unit to the IT Administrative Services Unit to provide better oversight of ongoing projects. We continue to refine the criteria to determine the level of project management required and the role that the PMO should play in each specific project. We have also developed a web-based application that will help us determine the level of PM needed.

We will continue to improve on the tools that we use to manage the project induction and management process. Continue to follow guidelines as developed by VCCS EPIC and EPMO units.

Provide ongoing training to campus and College IT staff on the new standard.

We continue to provide ongoing project management training related to our policies and procedures. Increasing the use of SharePoint to improve project team collaboration and communication.

Training of campus and College IT staff will continue in an effort to instill the PM culture across the College.

Develop and provide tools to the College community that increase the probability of better project outcomes.

The number of projects actively tracked and escalated because they were falling behind

We will continue to give increased attention to the project induction process and make it a formal part of

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Target: Develop an automated form that will allow users to electronically submit project requests.

increased.

regular OIIT senior staff meetings. We will continue to report major projects to keep all OIIT senior staff advised of their status.

Implementation of project management methodology within an IT service management framework. Target: Assist in the development of project charters and plans.

Using the guidelines and PM tools, we have decreased the number of projects falling behind and increased the probability that projects meet the expectations of our clients.

All existing projects are currently on schedule and within budget and are meeting the expectations of our clients.

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Unit: Vice President, Instructional and Information Technology Sub-unit: Information Technology Professional Services

PURPOSE STATEMENT: The primary purpose of the IT Professional Services team is to contribute to student success by providing faculty, staff, and students training and first level support in the use of the college IT infrastructure and related applications. This customer-facing team is there to meet end user requirements for hardware and software IT support on college applications and for systems used in the daily performance of their duties; provide training on the use of college enterprise applications, and engage other departments and vendors on behalf of the NOVA family to resolve issues quickly and effectively. COLLEGE STRATEGIC GOAL: EXCELLENCE



Support the IT Professional Services and the Instructional and Informational Technology Division.

Expanded technology-related professional development opportunities for faculty and staff through focus on effective use of college enterprise applications.

Target: Increase college enterprise training opportunities by 25 percent.

Increased offerings from 30 to 38 workshops, realizing a 25 percent growth in the 2014-2015 cycle This trend reversed in late 2015 as we eliminated non-producing and outdated courses while increasing our online offerings by 10. Staff cutbacks have inhibited our ability to provide additional offerings however, we continue to provide a robust set of course offerings. These are prioritized in most-requested order.

The Monthly Analysis Report (MAR) developed and provided by the training team provides instructional survey results and key metrics on the enterprise training each month. By analyzing the Monthly Analysis Report, the training team will continue to add or eliminate offerings based on collected metrics.

Target: Increased participation in online and instructor-led course offerings by 20 percent.

Provided staff-led workshops while maintaining consistency with product revisions and releases as well as new products in use. Developed additional online courses and webinars to meet the requirements of the faculty and staff.

Continue to refine course offerings and improve instruction by using data driven results.

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Analyze attendee feedback and research existing enterprise applications to identify where additional training may improve proficiency and contribute to student success. Target: Increase the use of enterprise applications used by the faculty and staff including WebEx, MS Office Suite, SharePoint and iPad Virtual User Group sessions.

Additional training offerings have been identified and will be addressed as staffing permits

Implement a college-wide strategic outreach and awareness effort for the training team.

Increased enterprise training awareness for faculty and staff to improve student success.

Attendance at instructor-led and web-based workshops/brown bags. Target: Advertise our workshop flyers through the college website, various NOVA newsletters and faculty/staff email blasts.

Additional outreach opportunities and key stakeholders are being identified via user feedback and survey responses.

The training team developed a Monthly Analysis Report (MAR) that will provide results and key metrics on the outreach efforts each month.

Target: Promote awareness of other course offerings.

On average, our outreach workshop flyers are emailed to prior attendees, published on all campus TV screens controlled by WSDM, included in the Intercom publication 2x each month, and distributed by ELI outreach personnel at the campuses.

By analyzing the Monthly Analysis Report, the training team will be able to determine the effectiveness of our outreach efforts each month, allowing us to remain agile and responsive to the needs of faculty and staff.

Target: Participation in the monthly Technical Training collaboration call. This call, run by the head of ITPS helps to communicate what offerings exist at each

This allows all of us to respond quickly to requirements across the college and minimizes duplication of effort by each training team.

The training team will continue to mature outreach processes and explore innovative ways to reach our customers.

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campus and what requirements exist college-wide.

Develop and offer new course offerings for faculty and staff in ILT, OLT, and Video on Demand (VOD) formats.

Increased participation through added convenience and the availability of new learning opportunities.

Target: Creation of an online library of courses accessible to users at their convenience via the NOVA website.

The online library for VOD courses is now available and populated. The access link posted on the training web site.

The training team will continue to collaborate with others to identify new opportunities and create professional development courseware in appropriate formats.

Provide 24/7 online access to college enterprise application workshops for the faculty, staff, and students.

Faculty who could not participate in workshops before now can.

The new Video on Demand (VOD) library of course offerings for faculty and staff is currently available 24/7 for those who cannot attend in-person training. Target: Increased participation in training because with the 24/7 availability.

WSDM has begun tracking the overall views of the workshops and the documents driving the most traffic on the site however, the results are not yet available.

Content of the library will be adjusted to address requirements presented by faculty and staff.

Support College end-users at Administration facilities at Annandale, faculty and staff at MEC and Pitney Bowes.

Improved operational coordination.

Restructure a number of administrative and support functions to increase organizational capacity, efficiency, and effectiveness to serve these users. Target: Positive ratings fromCollege staff, MEC, and Pitney Bowes IT users and IT staff.

No user survey results available from the last evaluation period. Recent Smartertrak upgrade took the campus survey response tool off-line. Also prevented faculty and staff from completing surveys. Continued to further integrate functional activities between AN, MEC, PB. Conducted five cross-campus functional groups on the following topics: KACE management tools, classroom presentation systems, computer image task force (where a single

Next step is to work with EAC to re-launch the survey tool for campus IT. Continue to request responses and contact from divisions and administration looking for opportunities to resolve issues and improve services. Continue these activities and grow the numbers of shared activities. The KACE program and Apple program have been incredibly successful for creating greater efficiencies between groups.

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image is shared among 3 locations). Shared supply inventory like lamps between 3 locations to prevent each location from storing supplies like lamps. Used consistent hardware for refresh between locations to allow for more supply sharing in the future. Shared staff between AN and MEC to overcome staffing reductions and a staff member’s need to return to India for an extended period of time. Joint working group was responsible for developing a drive encryption implementation process for all three units.

It is becoming increasingly difficult to share staff since MEC, and AN are down a combined 3 full time staff, and have only received relief in the form of .76 FTE P-14 at MEC.

Implement new technologies to support student success.

Improved student engagement and student success.

Target: Implement portable iPad carts for student use in course evaluations.

Provided 2-3 iPad carts to each division during course evaluation periods for student use in online course evaluations. Gave 1-1 training to English composition faculty at AN campus to determine the efficacy of such training and impact on survey results for Spring Term. English Composition courses had an average response rate of 40.8 percent for all sections and

Train additional faculty and adjuncts as available in the use of iPads for course evaluations. Continue to advocate the use of iPads for additional course materials as well.

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sessions for Spring Term. Sixteen-week session had response rates of 40.4 percent for English Composition 1 and 50.5 percent for English Composition 2. 50.5 percent was the high water mark for response rates with the low water mark being 28 percent for English Composition 1 first 8 weeks. English Composition faculty requested iPad carts for additional activities like research training and in-class writing exercises. Campus IT supported 28 additional iPad cart placements in English Composition courses in the Spring term.

Improve our ability to accurately track and measure the performance of the IT Helpdesk and its supporting departments, in response to faculty, staff, and student requests for support.

Increased productivity and enhancement of the learning experience for our students.

Research and evaluate enterprise-grade problem tracking tools in use by VCCS and other like-size organizations for implementation by the NOVA Helpdesk. Target: Improved response time and caller satisfaction.

The preliminary evaluation process has been completed. Preferred alternative solutions have been identified for testing.

We will wait for VCCS to decide what we must use.

Empower NOVA faculty, staff, and students, to resolve issues quickly on their own without the need to contact the Helpdesk.

Users will be able to resolve common issues quickly and easily without the need to contact the Helpdesk or spend time logging in to open a ticket.

Target: The ITHD, working with the enterprise applications training team, will develop a Helpdesk User Guide and Frequently Asked Questions (FAQ) document to be published on the Helpdesk web site for

The FAQ document allows users to work more efficiently, resolve common errors on their own, and gain additional proficiency in the tools they use.

The FAQ is a living document which will be updated on a regular basis to ensure accuracy and currency with NOVA systems and applications.

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users to download or read online.

Solve customer issues as efficiently as possible.

Maintain a focus on customer satisfaction and sustained improvement.

ITHD manager makes periodic review of metrics for both NOVA ITHD regular hours and Blackboard Support Service after hours’ tech performance. Additional monitoring and review is provided via tickets, call recordings, regular meetings, and, on-going training. Target: NOVA ITHD will maintain a minimum of 85 percent customer satisfaction rate.

NOVA ITHD achieved 85 percent customer satisfaction rate.

Although the target of 85 percent was met, the rating is down by four percent. This most likely due to the high volume of calls and wait times as a result of the revised My NOVA password reset process initiated by VCCS.

NOVA ITHD will maintain a minimum of 35 percent first call resolutions.

NOVA ITHD achieved 65 percent first call resolution, up five percent. Total number of SmarterTrack tickets = 102,187. Number of ITHD first call resolutions = 66,421.

ITHD currently working with HR to source additional P14 employees for the regular hours ITHD.

NOVA ITHD will become conversant with new user applications such as Collaborate’s updated initialization process, and, Hobsons (part of GPS for Success initiative).

NOVA ITHD techs are successfully supporting (or correctly escalating to Tier II/Tier III) all commonly used applications and technologies including: wi-fi, mobile devices and several o\s systems (MAC, Windows 7, Windows 8, Windows 10 for faculty and students).

NOVA ITHD & Blackboard Support Service team, with representation from ELI, conduct regular KB reviews to ensure BbSS have

BbSS achieved 89.2 percent customer satisfaction rate. BbSS total tickets =15,670

Continued performance assessment and idea exchanges with BbSS via weekly call and ‘Quarterly Business Review’.

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access to NOVA’s most current IT support policies and procedures. Target: Blackboard Support Service (off- hours vendor) “BbSS” will maintain a minimum 80 percent customer satisfaction rate. Target: Blackboard Support Service (off- hours vendor) will maintain the maximum 120 average seconds to answer user’s calls (ASA) as described in the current service agreement.

BbSS Met ASA 75 percent of the time. Achieved an average of 165 seconds to answer user calls. ITHD revised the ‘alternate’ verification process for BbSS.

Current BbSS support issue: Due to new VCCS security protocols BbSS has had a significant spike in ticket numbers escalated to the regular hours ITHD overnight and weekends. Average of 200+. As a result of the simplified process, BbSS currently escalates a dramatically lowered number of overnight and weekend escalations. Down to average of 60+

escalations.

Maintain production Facility so as to complete high-quality video production for College.

Complete high-quality video production for College.

Target: Upgrade facility as necessary and able to support production of high-quality video product.

PTZ control for cameras installed and functional. Research has begun on replacing the field cameras.

If funding is available, replace the field cameras.

Target: Produce and deliver at least 10 video projects as the college may require and request.

Completed 28 programs for the Cable Channel. Completed three episodes of our marketing program, “Nova in Focus,” with an additional five nearly completed.

Record informational and training pieces for the College community for Video on Demand.

Target: Produce high quality product as College and campuses request.

Completed 23 programs for the Video On Demand System including Convocation, New Faculty Orientation, PUP conference, EX-90 Tutorials, and Behavioral Intervention Strategies series.

Diversify video product on cable station to provide community interest.

Target: Produce programs of local interest to open up the cable station to more viewership.

Assisted TAC, WSDM, and the College IT with various audio products including the College on-hold phone message and “Did you

Produce product for the cable channel marketing the college initiatives and programs to the public.

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Know” programs for social media. Maintained six campus radio systems and recorded various radio system announcements.

Provide secondary support to campuses for Panapto Lecture Capture system.

Target: Support Panapto Lecture Capture System by resolving issue or escalating to Panapto within 4 hours.

As of April 2016 the Panopto system had 425 creators and 1,917 hours of video recorded. Thirty-six Help Tickets were received through SmarterTrack and closed. Fifty-three tickets were received and escalated to Panopto support for assistance and closed.

Continue to support faculty with use of Lecture Capture. Work with training to provide materials to assist with start-up and use by faculty wishing to use the system.

Maintain and operate Video Conference Delivery systems

Work with VCCS on upgrades/use of the system. Provide technical support and training to the college campuses. Measure successful delivery of conferences on the system. Work with Cisco on upgrades and issues with the system.

Target: Successful Delivery rate of conferences 96 to 99 percent of the time.

Successfully completed 15 College Video Conferences, mainly for Global/International Studies, ITIC, and Web-Ex training sessions. Installed Content Server for recording of conferences across the system. Supported and tested all 53 Campus and college units throughout the year. Responded and assisted to 810 reported issues or incidents for the year. Moved President and VP EX-90 units from Pender to new Brault. Assisted with install/testing of new conference units in Brault.

Work with campuses to standardize as much as possible the VTC setups for ease of use and maintenance across the college. Work on process for user booking procedures to make it easier to book rooms and schedule support for conferencing. This will need Campus input and acceptance. Work with VCCS and Cisco on camera/codec mismatches and other issues regarding interoperability.

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Worked with Whitlock to correct Pender 4 Room 150 issues. Worked with VCCS and Cisco to try to correct issues regarding the VCCS bridging of NOVA campuses with other VCCS colleges. Issues appear to be Network capacity through AN switches and the use of transport over Internet.

Operate and maintain the cable station head-end in order to provide delivery success to the cable systems.

Maintain and improve cable head-end to continue successful delivery of college programs. Evaluate new technologies to keep the cable station current and reliable. Investigate replacing our current archive unit as well as off-site backup of the cable station programming.

Target: Successful delivery of the head-end signal to the cable system 96 to 99 percent of the time.

Cable cast delivery to Cox and Verizon cable providers is 99.9966 percent. Evaluating broadcast automation software to replace the Synergy Broadcast Systems software. Synergy is now out of business. 32TB Qnap NAS installed and operational in Master Control for centralized video file storage. Five new Dell servers were put on line for master control operations.

Ongoing effort to improve and continue to convert to HD SDI capabilities and prepare for the move to the second floor server room. Select, purchase and install a broadcast automation software package. Improve the ability to provide Closed Captions for videos on the cable channel. This will be an ongoing effort. Purchase an additional 32TB Qnap NAS for offsite storage. Program additional salvos for router control to allow for the ease of use.

Maintain and operate the college’s video servers for Video on Demand and streaming delivery for on-line access.

Students, faculty and staff are able to access video materials on-campus or off-campus via the web at any convenient time of their

Target: Video on demand and streaming delivery for on-line access 96 to 99 percent of the time.

VOD Online delivery availability is 99.8567 percent. Landing page to consolidate

Migrate the VOD System to virtual servers to provide better bandwidth and equipment utilization.

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choosing. Evaluate server setup and revise if necessary to increase reliability and ease of use.

portals has been completed and operational.

Target: Implement new VOD file management and portal.

Ensemble VOD System is online and functioning well. Continuous improvements are ongoing.

Keep system software updated to provide improvements and bug fixes.

Target: Upgrade duplicate VOD server/storage system for emergency backup of system.

Utilizing the vendor CaptionEX to provide low cost Closed Caption sidecar files integrated into our VOD system on a per video basis. The cost is $1/min with a three business day turnaround. Sorensen Squeeze Server 3.0 is installed and operational on one of the VOD virtual machines.

Investigate ways to provide for system redundancy and high availability. Update Sorensen Squeeze Server v3 to v4.

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Sub-unit: Information Technology Support Services PURPOSE STATEMENT: The primary purpose of the IT Support Services to plan, implement, and operate the college’s IT infrastructure and enterprise services; and to provide support for end users at several locations. COLLEGE STRATEGIC GOAL: EXCELLENCE



Maintain, update, and operate the College technology infrastructure

The College environment will support world-class teaching and learning.

Implement annual equipment refresh plan. Target: Ensure equipment is replaced in a timely manner and without disruption to students, faculty, and staff.

We have developed a process to ensure all IT infrastructure related equipment is replaced in a timely manner and without disruption to students, faculty, and staff.

We will continue to replace equipment in accordance with College policy and take advantages of new technology and price reductions to provide better systems for the College and our clients.

Monitoring of the systems from both inside the college and the outside to alert the ITSS engineers of possible problem so they can be resolved rapidly. Target: The college infrastructure (Network, Servers and Phone system) is available on average 99 percent of the time with the minimum acceptable level to be 98 percent.

We have installed several monitoring systems to monitor the Network, Servers and Phone system to ensure we meet our target or 99 percent. We exceeded our target by ensuring the Phone systems were up 99.532 percent, The Network 99.2573 percent, Servers 99.5852 percent and managed to keep ESCC up at 99.1523 percent

We are planning on implementing additional monitoring systems and updating our current systems to provide better information and alerts to ensure faster resolution to problems and ensure our uptime is met. We have Several systems now running to monitor the health and reality of the network including, WhatsUP, SolarWinds, Riverbed StealCentral, Cisco Prime along with others.

Install redundant systems to provide for greater availability.

We have installed and upgraded several key systems to ensure greater availability and redundancy.

We are in the middle of moving the College Data Center to a CO-Location along with the VCCS DR site to allow for greater redundancy and availability.

Implement and Change Management Refine and expand the

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operationalize a change management process to ensure modifications to the production environment are controlled which helps minimize disruption to operations while ensuring systems are maintained and updated in a timely manner.

process implemented and operationalized for enterprise storage and server environment.

change management process.

Implement, comply and Audit the Commonwealth ITRM Security Standard ISO 27000 and COV IT Security Audit Standard.

Successful IT audits.

Implement VCCS plan for addressing the COV IT standards.

We have been implementing the ISO 27000 plan and updating college procedures to reflect plan. Successful APA, ARMICS, PCI and VCCS IT audits reflect that we are addressing the COV IT Standards.

Work toward a plan with Emergency Management on collecting accurate data to be used into both the COOP and BIA. VCCS still researching potential online systems for collecting and managing data.

Perform a risk assessment of College IT environment. Develop IT Business impact Plan.

As part of the BIA performed a risk assessment on all priority systems and completed the risk assessment questionnaires.

IT Business impact Plan has been developed to provide guidance for Disaster recovery operations.

Target: Develop IT Disaster Recovery / Contingency Plan. Develop and test procedures relating to COOP on how users access data in emergencies.

Conducted 2 DR Tests 2015. DR test After Action Report used in updating DR Plan. ITSS has conducted at least one FULL Disaster Recovery (DR) Test/Drill over the last year.

Need to perform annual restore testing of tape backups from DR site. Plan to include Campus IT in next DR Test for wider involvement and understanding.

Target: Maintain Complete IT inventory and Asset management

Annual IT Inventory conducted 2015-16.

Need to improve equipment disposal process to insure drive sanitation certifications are performed and paperwork completed.

Target: Perform IT Security Performed quarterly/annual Server scans performed

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Audits (Accounts, System Access, System Harding)

LAN Accounts, Domain Admin Accounts, System Accounts (AIS, SIS, eVA, Super User, DMV, mainframe), (DOA account reviews performed by Controller). Server Team conducts security baseline on servers and updates server templates accordingly.

throughout the year. Internal/external network scans performs quarterly/annually.

Target: Ensure System Data (backups, restores, password protection, and encryption).

New backup implementation completed to include HIPAA data (Dental System). Restores successfully performed throughout the year.

Encryption required for any sensitive data sent/emailed from College network.

Target: Security Training

Security Training – MOAT security awareness training required by all employees.

Need to develop/implement improved procedures that align with security standards, for employee completion of security awareness training (MOAT).

Support College end-users at Administration facilities Fairfax.

Improve customer service for College staff IT users and IT staff

Target: Improve customer service for College staff IT users and IT staff as shown by positive customer service evaluations on surveys. Target: Improve the time to completion for service tickets with the benchmark being 80 percent of all issues being resolved within 1 day.

Campus IT survey results were through the Smartertrak system were again positive and rose by 8 percent.

Continue to work on making sure all tickets are put into the Smartertrak system to ensure responses are within SLA requirments and meet the customer’s expectations.

Increase understanding of faculty and staff support needs as they seek to use new technologies by actively participating in division

Restructure a number of administrative and support functions to increase organizational capacity, efficiency & effectiveness to

Added/consolidated a number of IT units into one group when the move to Fairfax was completed to provide a better level of IT

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discussions and actively engaging faculty for new ideas.

serve these users. Develop staff efficiencies to expand service hours without increasing staff.

service for the Administrative campus. Consolidated inventory for seven different groups into one system for better control.

Participate in committee meetings and college planning meetings to understand new technology needs and business process changes.

Have worked with all Administrative groups and committees to better understand their needs and how to improve the functionally.

Support the College Administration, Faculty and Staff by providing Continuity of Operations and Disaster Recovery

Increased accessibility to critical college system.

Maintain and Replicate critical system to the College DR site in Manassas to provide greater up time, availability and reliability.

We have installed several new systems in the Manassas DR site that allowed the college to remain up and running without interruption over the past year.

We will continue to monitor and enhance the DR site to ensure we can provide service to both NVCC and ESCC in an emergency. Move the College Data Center to a CO-Location along with the VCCS DR site to allow for greater redundancy and availability.

Maintain and Replicate critical system to the College DR site in Manassas to provide greater up time, availability and reliability.

We have installed several new systems in the Manassas DR site that allowed the college to remain up and running without interruption over the past year.

Leverage hosted services when appropriate for critical systems such as emergency alerting, cloud email, and ImageNow to ensure high availability and continuity of services in the event of a local disaster/emergency.

We will continue to leverage hosted services when appropriate and complete the implementing to hosted email services in by end of 2016.

Provide a Secure remote access to all services by using VDI / Terminal Server access to Administrative staff

We maintain 8 Remote access servers and are testing a remote VDI solution to provide Secure access for

We will work on enhancing the security and provide two-factor authentication to all remote system. This will

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for all IT services from anywhere in the world.

of Staff and Faculty. We have over 75 to 100 people on the systems at any time of the day and night.

ensure only authorized Staff and Faculty are able to get into critical system.

Operate the college emergency messaging systems to keep students, faculty, and staff informed during emergency and disaster situations.

One-hundred percent reliability of message posting on multiple systems to provide maximum penetration in emergency message systems when used in emergencies.

Test and expand, as appropriate, the digital signage system and work with vendors to maintain the appropriate text messaging system, PC Broadcast systems, IP Phone Broadcast system, and highway radio systems for use in emergencies.

We have worked with Emergency Planning to train their users and develop testing procedures. We are also implementing procedures to report bugs and system failures. Further improved connectivity to highway radio systems. Relocated one transmitter due to construction requirements and for better signal coverage. Multiple improvements have been made to the browser-based applications the push alerts to 275 LCD screens, 10500 computer workstations and 2900 desk phones. Alerts are now sent simultaneously to all devices selected by the user.

We will continue to test and monitor each notification system on a regular basis. Ongoing research is being done to locate improved methods of communicating with staff and students.

Expand use of document imaging and workflow.

Implementation of document imaging system in the President’s suite and VP offices.

Target: Provide scanners, training, appropriate software setup, and follow-up for implementation.

We have recently installed several additional scanners and implemented new workflows in several key departments. Conducted several high-level meetings with executive office personnel in order to determine the most functional workflow models possible.

We are working with several departments to determine a “best practice” implementation plan that will allow divisions to transfer documents between them and their staff/departments.

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Implementation of document imaging system in other student-facing areas such as Veteran’s Affairs, Parking Services, etc.

Target: Consult with office managers, etc. to ensure that the proper workflows are created. These workflows should be designed to streamline the flow and archival of documents.

We have also been maintaining a list of the implementations that we are currently working on in an effort to better prioritize rollouts.

We are using these “best practices” to expand scanning beyond “records retention” and to move us into the realm of paper reduction.

Efficiencies in administrative services.

Identify best opportunities to improve efficiencies in administrative services

Develop processes in SharePoint and other Form Management tools to reduce the amount of paperwork it takes to do daily functions. Target: Automate manual process in Sharepoint, SmarterTrack and Imagenow to reduce the time the time it takes to complete the process.

We have created processes that can be applied across multiple forms automation tools to ensure proper and consistent gathering of requirements for each form automation project. These processes have helped up better understand the workflows and data needs for the various forms that we are automating. The processes have already been applied to several forms used frequently in Financial Aid and we are currently in the process of automating over 30 forms between Student Services, Human Resources, Accounting and other departments. Of the forms that we are automating, a great number share workflow integrations with ImageNow or SmarterTrack to ensure the most efficient use of the technologies that we currently have in-house.

As we continue moving forward with the automation of these forms, we will be able to determine benchmarks so that our time estimates, workflow patterns and security protocols will take on a more streamlined development process. This will also allow us to more quickly determine the best technology for specific types of forms automation projects.

Implementation of an automated student intake system.

Create a software based system that can streamline the method in which students are handled when they visit

Target: Develop customized applications and interface with our existing ticketing/issue tracking

Implemented the student intake system in Annandale as a pilot. Staff and management was very

We will continue to develop the Student Intake system based on feedback that we receive from the users.

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various offices around the College in search of assistance.

system in order to control the workflow of student requests.

involved in the development of the related procedures.

Create an environment that is more friendly and helpful to the student and also generate reports that can help identify staffing requirements.

Develop deployment plans for each campus. Target: Train counselors on the use of the intake system and the ticketing/issue tracking system.

After several months of testing and moderate system modification, the application was widely accepted and was also demonstrated to the other campuses for their consideration.

We also plan on completing the implementation to ALL campuses in various student-facing departments.

Provide reporting on items such as reason for visit, length of visit, peak time, etc.

Target: Generate reports that accurately depict the student experience and provide certain insights into staffing requirements.

Maintain, update, and operate the Eastern Shore Community College technology and Paul D. Camp infrastructure

A classroom environment that supports world-class teaching and learning

Implement annual equipment refresh plan. Monitoring of the systems from both inside the college and the outside to alert the ITSS engineers of possible problem so they can be resolved rapidly. Install redundant systems for provide for greater availability. Target: That the college infrastructure (Network, Servers and Phone system) is available on average 99 percent of the time with the minimum acceptable level to be 98 percent.

We are developing a process to ensure all IT infrastructure related equipment is replaced in a timely manner and without disruption to Student, Faculty and Staff. We have installed several monitoring systems to monitor the Network, Servers and Phone system to ensure we meet our target or 99 percent. We were able to achieve a 99.95 percent uptime managing the systems remotely and only making a few visits to the school. We have installed and upgraded several key system to ensure greater availability and redundancy We upgraded PDCCC and managed them while the

We will continue to refine the procedure and replace equipment in accordance with ESCC’s policy and take advantages of new technology and price reductions to provide better systems for the College and our clients. We are planning on updating our systems to provide better information and alerts to ensure faster resolution to problems and ensure our uptime is met.

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VCCS hired a shared services team. Now that they are in place NVCC has moved the management of PDCCC to the VCCS control.

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Office of Institutional Effectiveness and Student Success Initiatives

2015-16

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Annual Planning and Evaluation Report for Administrative Units: 2015-2016 Unit: Institutional Effectiveness and Student Success Initiatives

Sub-unit: Academic Assessment PURPOSE STATEMENT: The purpose of the Office of Academic Assessment is to provide College-wide leadership and coordination for assessment activities, which include program review, annual planning and evaluation of instructional programs, and a wide variety of student learning outcomes assessment activities. COLLEGE STRATEGIC GOAL: TEACHING AND LEARNING



Continue to establish a culture of assessment at the College.

More faculty/staff will be involved with assessing student learning.

Availability of training to faculty/staff on SLOs and/or assessment. APER Rubric to assess program strengths and areas for continued improvement. Target: Continued progress in supporting the expansion of the knowledge base and involvement of faculty/staff.

In Spring 2016, the unit reviewed the 2014-15 Annual Planning and Evaluation Reports for instructional programs. Based on rubric criteria, program reports improved in all areas.

Criteria 13-14 14-15 +/-

SLOS 86.5% 93.6% +7.1

Methods 91.4% 92.4% +1.0

Results 85.8% 87.7% +1.9

Use of Results

80.6% 88.1% +7.5

Total 86.1% 90.4% +4.3

One-on-one sessions continued. If a program met one of three conditions, it was strongly recommended that the program’s SLO Lead Faculty meet with

Based on the increasing rubric scores, one-on-one sessions were effective. Program faculty are developing a greater awareness and understanding of the assessment. One-on one seasons will be continued as recommended by 2015-16 rubric scores. In addition, a series of three workshops will be offered to further educate discipline faculty on SLO assessment as well as program faculty This goal is assessed annually.

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Academic Assessment staff: the program received lower than 70 percent on at least one criterion; the program scored less than 80 percent on the Results or Use of Results criterion; or at least one SLO or required program goal was missing. Twenty-one of 54 programs were recommend to meet compared to 34 the previous year. Academic Assessment met with a total of 27 programs; most of the meetings included multiple faculty members, for a total of approximately 38 faculty/deans, compared to 45 the previous year. In addition to the one-on-one sessions, the Academic Assessment sub-unit led one session on SLOs at the January 2016 PUP. Each session had 20 attendees. The target was partially met. While the number of people who received training decreased in 2015-16, the information provided in the one-on-one meetings was very specific to the respective program’s needs. Based on increased scores on the rubric, one-one-one sessions in 2014-15 were found to be effective.

Assessment efforts will IE audit of Annual Planning Annual Planning and Academic Assessment staff

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continue to improve. and Evaluation Reports for Instructional Programs Target: There will be an improvement in the submission rate of Annual Planning and Evaluation Reports from the previous year

Evaluation Reports for 2014-15 were finished being compiled in Spring 2016. For the audit, Academic Assessment reviewed the number of programs that had submitted their reports. Ninety-eight percent of the programs submitted an APER and a revised APER, which was an increase from 2014-15 and an increase from the previous two years, in which 22 to 28 percent of programs did not submit a second draft. One program did not submit a report due to changes in lead faculty. With the increase in the percentage of programs submitting first and second drafts, the target was met.

followed up with more programs, more aggressively after programs receive feedback on their first draft and all second drafts were received for 2014-15. In 2015-16, academic assessment will do the same, contacting coordinating deans and provosts if necessary to gain further support for the assessment process. The IE audit was completed for 2014-15. This goal is assessed annually.

Contribute to NOVA’s efforts to receive reaffirmation of its accreditation from SACSCOC.

OIR and Academic Assessment will continue to prepare for the next SACSCOC submission.

Preparation for next SACSCOC submission. Target: Continued progress in preparation.

Since SACSCOC approved NOVA monitoring report in Spring 2013, there have been no additional submissions required. However, SACSCOC has instituted a five-year interim report requirement. This will be due in 2017 and will be the first time NOVA will have to submit such a report under the new requirement. In order to gather information on SACSCOC expectations in general and more specifically about the five-year report, the VP of OIR and the AVP of

OIR and Academic Assessment were able to gather valuable information on SACSCOC expectations in December 2015. Because the unit and sub-unit have started these efforts far in advance of the next submission, this allows NOVA to review more resources in preparation for the fifth year interim report. The VP and AVP are scheduled to attend the next SACSCOC Annual Meeting in December 2016. Information from that meeting will help the

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Assessment attended the SACSCOC Annual Meeting in December 2015. The target was therefore met.

College prepare for its submissions during the ensuing semesters. In light of continuous improvement based in part on SACSCOC’s escalating expectations, this goal has been scheduled to be assessed annually.

Meet requirements of VCCS-mandated activities.

NOVA will participate in the assessment of Written Communication. All VCCS schools must submit speeches for at least 50 graduating students.

NOVA will contact graduating students to invite them to take part in the given general education assessment. A satisfactory number of graduating students will take the assessment. Target: Meet VCCS’s requirement of scores for 50 graduates.

In Spring 2016, 32 graduating students took the Written Communication assessment; 12 of these met the VCCS requirement of graduating with an Associate’s degree. Requests were emailed to over 4,000 students, who had applied for graduation, twice. The target was not met for the first time. This may be due to the assessment format, which asks for students to write an essay.

Based on the Spring 2014 activity (which saw an increase in the number of participants), Academic Assessment offered participants a small thank-you package of NOVA mementos, but it was not sufficient incentive to gain the needed participation. For 2016-17, the AVP will discuss changing the manner of student participation and incentive with the VP for OIR in order to be certain to meet the VCCS target in the future. This goal is assessed each cycle.

Assess general education. NOVA will determine next steps for assessing general education goals outside of the VCCS-mandated assessments.

General education will be discussed extensively by the General Education Council. Target: The General Education Council will determine next steps to assess the general education goals.

During 2015-16, the General Education Council discussed assessment of general education and decided to create an Ad Hoc General Education Committee to develop a plan to begin to assess general education though embedded faculty developed assessment measures in addition to the

The target was met for this goal. The General Education Council created an Ad Hoc General Education assessment committee task with determining a plan for general education assessment. The Ad Hoc Committee met for the first time in April 2016. The goal is to develop a plan to pilot

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annual VCCS assessment. This exceeded the target.

in Spring 2017. This goal is assessed each year, with the general education goals on a five- to six-year cycle.

Facilitate program/discipline review activities.

Programs/disciplines will receive guidance in completing their reviews which will help the programs/disciplines make progress in completing the reports.

Programs/disciplines submit review reports and Academic Assessment provides feedback. Once approved by multiple parties (Academic assessment, AVP of Academic Services, deans, provosts, and readers on the Curriculum Committee), the Curriculum Committee votes on accepting the review. Target: Continued progress in helping programs/disciplines initiate and complete their respective program/discipline reviews. At least two programs/disciplines complete their reviews and/or action plan implementation reports.

Programs/disciplines submitted their reviews to the Curriculum Committee for approval. During 2015-16, one discipline presented their reviews at Curriculum Committee (Physics), compared to 0 in 14-15. The target was met. The following programs submitted drafts in 2015-15: Business Administration, History, Chemistry, Math, Construction Management, Child Development, compared to two the previous year. In Fall 2015, Administration of Justice, Biotechnology, Engineering, Information Technology, and Interior Design had kick-off meetings. The target was met.

Academic Assessment has continued to consider how best to make the review process helpful, meaningful, and more efficient. Although there were meetings with several programs/ disciplines and their coordinating deans in 2014-15, only one of those programs submitted a final report (although five submitted drafts). It is expected that at least three programs/disciplines will submit reports in 2016-17. In Spring 2015, a template was made for the report with guiding questions and deliverables, which are due during the 3-semester process. Academic Assessment had kick-off meetings in Fall 2015 with 5 programs, using the template and deliverables. These programs began their reviews in Spring 2016, and we will hopefully be able to gauge their progress based on deliverables submitted in

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Spring Summer/Fall 2016. A new, more comprehensive data evaluation package was also implemented in Spring 2016. This goal is assessed every cycle.

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Annual Planning and Evaluation Report for Administrative Units: 2015-2016 Unit: Institutional Effectiveness and Student Success Initiatives

Sub-unit: College Planning PURPOSE STATEMENT: The purpose of the Office of College Planning is to provide College-wide leadership and coordination for planning and institutional effectiveness, to facilitate the usefulness of information for decision making and organizational development, and to provide responsive support and consultation for accreditation-related self-study. COLLEGE STRATEGIC GOAL: EXCELLENCE



Improve the efficiency and effectiveness of the annual planning and evaluation process.

OIR will be able to identify which areas of the planning process need improvement, more guidance, and training. Units will receive useful feedback on how to improve the reporting of their annual planning and evaluation process.

Method: Review of annual planning and evaluation reports. Target: Collect data on the annual planning and evaluation submission rate, types of evaluation methods utilized by units, and ways results have been used to improve expected outcomes.

In the 2015-16 cycle, units were sent reminders for report completion and submission. Although all administrative units and campuses ultimately submitted reports, several reports were submitted after the deadline.

College Planning will continue efforts to provide useful feedback to units in order to improve the reporting of units’ annual planning and evaluation process.

Ensure that NOVA’s strategic plan is appropriately integrated into the administrative units.

Each administrative unit and campus will have a plan with annual goals that reflects the College’s strategic goals.

Method: Review of 2015-16 report submissions. Target: One-hundred percent of units link their unit goals with College-wide strategic goals.

Upon initial review, all units but one linked their unit goals with College-wide strategic goals.

College Planning will continue to monitor reports to ensure alignment between unit goals and College-wide strategic goals.

Assist campuses and administrative units with evaluating consistently and meeting annually all the reporting requirements.

The campuses and administrative units will report on the key components of the annual planning and evaluation process in their 2014-15 annual reports.

Review of report submissions. Target: One-hundred percent alignment of unit goals, expected outcomes, evaluation methods, evaluation results, and use of results for every report entry.

In the 2014-15 cycle, College Planning staff reviewed all reports and created detailed feedback for each campus and administrative unit on their reports. However, due to time constraints, this feedback was not ultimately shared with the campuses and administrative units.

In future cycles, College Planning will strive to ensure that campuses and administrative units receive timely and useful feedback on reports

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Provide current, useful, and accurate information in support of institutional planning, policy formation, and decision making.

Policy and decision makers will have updated data, research reports, and policy briefs available to them on the OIR College Planning website to assist with making informed and data-driven decisions.

Checklist Target: The following checklist must be completed before units submit their first report draft:

NOVA’s Mission Statement and Strategic Goals

NOVA’s Strategic Vision 2015: Gateway to the American Dream

Virginia Community College System (VCCS) Strategic Plan

Annual Planning and Evaluation Process

Planning Units and Sub-units

Annual Planning and Evaluation Cycles

Unit Planning and Evaluation Working Group

Templates for Annual Planning and Evaluation Report

Handbook on Annual Planning and Evaluation for Campuses and Administrative Units

The Handbook on Annual Planning and Evaluation for Campuses and Administrative Units was updated and included on the website. This includes all the information required in the checklist. Templates for Annual Planning and Evaluation Reports for campuses and administrative units were provided on the website.

College Planning continues to update website with helpful documents for the planning and evaluation process.

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Unit: Institutional Effectiveness and Student Success Initiatives Sub-unit: Institutional Research

PURPOSE STATEMENT: The purpose of the Office of Institutional Research is to conduct analytical studies and provide information in support of institutional planning, policy formulation, and decision making. In addition, the office provides leadership and support in research-related activities to members of the NOVA community engaged in planning and evaluating the institution’s success in accomplishing its mission. COLLEGE STRATEGIC GOAL: STUDENT SUCCESS



Collect and analyze data and prepare research reports to evaluate and track the impacts on student outcomes of the six policy changes implemented in Fall 2014.

Data and analysis regarding the six policy changes and the GPS for Success Initiative will be provided to the President, Administrative Council, and other key College decision-makers and stakeholders

The availability and quality of the information presented to College stakeholders. Target: Present extensive and in-depth analysis of the outcomes of the six policy changes and the GPS for Success Initiative to College stakeholders so that they will be able to properly evaluate the effectiveness of NOVA’s recent major student success initiatives.

Findings were made readily available to all college stakeholders through presentations of results and posting reports and research briefs on the OIR website.

Target met. OIR will continue to collect and analyze data regarding the effectiveness of the six policy changes and the GPS for Success Initiative annually.

Evaluate the success outcomes of first-time students, particularly disadvantaged or at-risk students.

OIR will complete the 2016 Achieving the Dream (ATD) Annual Reflection and Leader College Application so that internal and external stakeholders are able to evaluate ATD initiatives and make informed policy decisions about student success. OIR will also create reports for NOVA’s Start Strong Initiative. These reports will give additional information to college stakeholders that

The availability and quality of data and analysis included in the various aspects of the ATD Reflection and Leader College Application, such as the Interventions Showcase. Target: Use coaches’ feedback and internal data to successfully complete 2016 ATD Reflection and Leader College Application. Target: Create four Start Strong reports, one of each

The ATD Reflection and Leader College application, as well as the Start Strong reports, were completed and became decision-making tools to administrators for the purpose of evaluation and improving student success outcomes. Four Start Strong reports were written. The data compared the success outcomes of students participating in the ATD

Targets met. Subsequent cohorts will be analyzed to obtain trends and determine effectiveness in terms of enrollment and participation rates.

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they can use to evaluate the six policy changes and NOVA’s general institutional practices geared towards new students.

focused on placement testing/developmental course enrollment, SDV, orientation and advising, and on-time registration.

initiatives with other first-time to NOVA cohort students. The reports presented trends in completion rates, retention rates, and success rates for these students.

Annual report on Indicators of Institutional Effectiveness

A detailed report presenting trends of the indicators of student access, student success, faculty and staff, and resources.

Detailed tables for indicators such as headcount, FTES, enrollment of dual-enrolled and recent high school graduates, and continuing education students, as well as tables for fall-to-fall retention, graduates, and students with financial aid. Target: Indicators of Institutional Effectiveness report will be completed and posted on the NOVA website.

2014-15 Indicators of Institutional Effectiveness report has been printed and posted on the OIR website. The 2015-16 report is currently being prepared.

Annual reporting will continue.

Administer surveys periodically to evaluate college services and student satisfaction with those services. Surveys are also administered on behalf of other offices, researchers and NOVA faculty.

The Graduate Survey will be posted online and/or mailed annually to NOVA graduates with questions focusing on educational goals, employment and impact of NOVA. OIR will analyze and publish the results of the Survey of Entering Student Engagement (SENSE), administered by the Center for Community College Student Engagement.

Graduate Survey Reports and SENSE Reports/Research Briefs Target: Results of the Graduate Survey will be posted on OIR’s website. Target: NOVA’s SENSE results will be analyzed and presented in reports and research briefs posted on NOVA’s website.

The Graduate survey was administered and data processed. A permanent SAS dataset was created using the survey data. Reports on the survey results were prepared and published. NOVA’s Fall 2015 SENSE results were released in reports and research briefs in Fall 2016.

Targets met. Graduate Survey will continue to be conducted annually. NOVA will continue to use SENSE results to gain a better understanding of students’ critical early experiences and improve institutional practices that affect student success in the first college year.

COLLEGE STRATEGIC GOAL: STUDENT ACCESS

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Provide data, targets, and research on NOVA enrollment.

Campuses will have achievable enrollment targets to guide their efforts based on OIR enrollment projections.

Availability and distribution of enrollment projection data. Target: Enrollment Planning by Campus and Division reports will be published for 2016-17.

Enrollment Planning by Campus and Division report for 2016-17 has been distributed for use by Admin Council and Academic Deans. This will serve as baseline data for monitoring enrollment during next year.

Target met. Reporting will continue.

NOVA will have access to information on first-generation and international student enrollment at NOVA.

Availability and distribution of reports and enrollment data Target: Characteristics of First Generation Students at NOVA and VCCS report and International Student Enrollment at NOVA report will be published.

Characteristics of First Generation Students at NOVA and VCCS and International Student Enrollment at NOVA reports were published.


Administrative Council will have data on daily enrollment to continuously track the current enrollments against the previous year’s enrollment.

Availability and distribution of Daily Enrollment Report Target: Daily Enrollment Report will be generated and distributed daily to Administrative Council and other stakeholders.

The Daily Enrollment Report was generated on a daily basis and shared at each Administrative Council meeting. It was also periodically shared with the broader college community which included deans, registrars, and directors.


Campuses will have enrollment trend data to compare enrollments over the last few years.

Availability and distribution of reports and enrollment data Target: Publication(s) disaggregating and analyzing enrollment data will be prepared and distributed.

The following reports on enrollment were also published by OIR: Enrollment Trends by Campus, Division, ELI, Session and High School: Fall 2012 through Fall 2019 FTES Enrollment Trends by Student Demographics: Summer 2012-Summer 2016 Campus Point-in-Time Enrollment

Target met. Results of these reports prompted further research into reasons for the lack of expected enrollment growth.

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Use updated transfer data to analyze transfer rates, student movement, and persistence.

NOVA administrators and faculty will have a better understanding about why students do not return to NOVA and where they go after leaving NOVA.

Availability and distribution of data and reports on transfer Target: Create a series of reports and research briefs on transfer trends.

OIR collected and analyzed transfer data and created several reports and briefs about where students were transferring to and why students were leaving NOVA before completing a degree.

Target met. Transfer information is used by OIR to analyze overall transfer rates, the number of NOVA students who graduate from a transfer institution and the 4-year institutions most popular with NOVA students. Analyses are provided to different NOVA stakeholders and college decision makers.

Report benchmark metrics gauging the effectiveness of high school outreach programs

More detailed and frequent updates on the enrollment trends of recent high school graduates from public high schools in NOVA’s service area.

The number of publications on recent high school graduates from public high schools in NOVA’s service area. Target: Publish multiple reports on the number of recent high school graduates enrolled at NOVA with comparisons to previous time periods.

OIR published and posted on the OIR website a variety of reports focused on enrollment trends from high schools in NOVA’s service area, including:

2015 Northern Virginia Public High School Graduates Who Applied to NOVA and Registered: Fall 2015 (34 - 2016)

2015 Northern Virginia Public High School Graduates Who Registered at NOVA in Fall 2015 Among Total High School Graduates (33 - 2016)

Recent Northern Virginia Public High School Graduates at NOVA: Fall 2014 and Fall 2015 (32 - 2016)

2014-15 Northern Virginia Public High School Graduates Enrolled at NOVA in Fall 2015 (3 - 2016)


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2014 High School Graduates from Outside NOVA's Service Area Who Applied to NOVA and Registered: Fall 2014 (97 - 2015)

2014 Northern Virginia Public High School Graduates Who Applied to NOVA and Registered: Fall 2014 (96 - 2015)

2014 Northern Virginia Public High School Graduates Who Registered at NOVA in Fall 2014 Among Total High School Graduates

(95 - 2015)

Recent Northern Virginia Public High School Graduates at NOVA: Fall 2013 and Fall 2014 (94 - 2015)

2013-14 Northern Virginia Public High School Graduates Enrolled at NOVA in 2014-15 (90 - 2015)




Publish annual reports that present general NOVA statistics for use by faculty, staff, and other internal and external stakeholders.

College faculty and staff and other internal and external stakeholders will have access to the NOVA Fact Book, Annual NOVA Fact Sheet, NOVA Student Enrollment Profile, and Selected Trends Data on

List of recurring annual reports. Target: NOVA Fact Book, Annual NOVA Fact Sheet, NOVA Student Enrollment Profile, and Selected Trends Data on Disciplines are

The NOVA Fact Book, Annual NOVA Fact Sheet, NOVA Student Enrollment Profile, and Selected Trends Data on Disciplines were all published and posted online. Data processing for the Fall

Target met.

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Disciplines in a timely manner.

prepared and available. 2016 Selected Trends report is currently underway.

Provide data and analysis to help the College evaluate different degree programs in terms of enrollment, student success, and employment prospects.

NOVA administration and faculty will have access to data that will allow them to make informed decisions about the curriculum.

Availability of reports. Target: OIR will produce a series of reports on Guided Pathway programs examining completions, employment outlook, and wage data.

OIR produced a series of reports on the various Guided Pathways.


Availability of reports. Target: OIR will produce a series of reports examining enrollment and student success, broken down by various subgroups, in various disciplines, such as math and construction management technology.

OIR produced Discipline Evaluation Series reports.


Provide student data to the Marketing team and other College departments for use in promoting new programs and initiatives to students and the community at large.

OIR will provide student name and address data for use in mailings to promoting NOVA registration. Call Center will receive lists of students dropped from enrollment due to unfulfilled tuition payment. Relevant NOVA departments will receive data to help target and encourage registration among admitted students who have not enrolled in classes.

Availability of data to relevant departments Target: Distribution of compiled list to Marketing team or campuses.

A compiled list of students’ names and addresses was used to promote enrolling at NOVA. A list of students dropped for nonpayment was sent to the call center based on the enrollment cancellation schedule. A list of admitted students who have never registered in courses was used to gather more information on the students’ reasons for not registering.


Update OIR’s website to make it more visually appealing, organized, and user-friendly.

OIR’s website will undergo a complete overhaul to be more modern and aesthetically pleasing as

Updates to website. Target: Website upgrade will be completed by Fall

Website overhaul was completed by Fall 2016. Data and reports are now organized by topic area

Target met. Moving forward, documents will need to be tagged before they are put online so that web services

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well as to make it easier for users to locate NOVA data and analyses.

2016. rather than year published. Furthermore, the search function has also improved document accessibility.

puts the document in the right location. Minor upgrades to the website will continue to be made as issues become apparent.

COLLEGE STRATEGIC GOAL: LEADERSHIP



Help NOVA position itself as a national leader for college completion goals.

Presentations and reports will be prepared to showcase NOVA’s student success initiatives and share NOVA data at national, regional, and local conferences and meetings.

Availability of data and reports and number of presentations at conferences. Target: Data and reports will be prepared and presentations made on the various ATD initiatives.

Presentations have been delivered on topics such as developmental course redesign, policy changes at NOVA, and using technology to increase student success at several national conferences

Target met. Presentations will continue.