Series 8000 - Board of Governors Policies

Policies relating to general operations of Southern West Virginia Community and Technical College: General, Human Resources, Academic Affairs, Student Services, Finance, Economic, Workforce, and Community Development, and Technology.

• SCP 8600 : Board of Governors Operational Guidelines Policy
  • SCP 8600.A : Board of Governors Operational Guidelines

Series 7000 - Technology

Policies relating to Computer Center/Services, Instructional Technologies, Interactive/Distance Learning Technologies, Educational Media/Television Services, Student Computer Labs, Telephone Services/ Equipment, Internet, WEB Technology, etc.

• SCP 7125 : Computer Usage Policy
• SCP 7680 : Reports for External Use
• SCP 7688 : Reports for Internal Use
• SCP 7712 : Requests for Media Service and Television Agreements
• SCP 7720 : Security of Management Information Systems

Series 6000 - Economic, Workforce, and Community Development

Policies relating to economic, workforce, and community development, such as: Economic Development, Continuing Educations, Small Business Development Center, Workforce Training and Development, etc.

• SCP 6125 : Contractual Training for Workforce Development

Series 5000 - Finance Policies

Policies relating to financial issues, physical plant and auxiliary enterprises, such as: Accounting, Budget Planning, Bookstores, Business Offices, Facilities/ Physical Plant, Automotive Usage, Travel, Purchasing, Payables, Food Services, etc.

• SCP 5050 : Assessment, Payment and Refund of Fees
• SCP 5051 : Reduced Tuition and Fee Program for State Residents Age 65 and older
• SCP 5065 : Awarding of Fee Waivers
• SCP 5075 : Bookstore Textbook Procedures
• SCP 5100 : Disposition and Sale of Surplus Excess Property
• SCP 5260 : Financial Exigency
• SCP 5525 : Maintenance Work Order Request System
• SCP 5620 : Parking Regulations Policy
  • SCP 5620.A : Parking Decal Log
• SCP 5780 : Travel Regulations Policy
• SCP 5830 : Use of College Vehicles

Series 4000 - Student Services Policies

Policies relating to academic areas regardless of particular division or program, and/or academic services/ issues, such as: School-to-Work/ Tech Prep, Academic Programs, Delivery of Instruction via Interactive/ Distance Learning, Libraries, Developmental Education, Institutional and Student Assessment, Accreditation, Academic Freedom, etc.

• SCP 4110 : Institutional Policy Regarding ACT Requirements
• SCP 4151 : Academic Expectations from Students
• SCP 4192 : Administrative Withdrawal of a Student
• SCP 4233 : Deans List of Students
• SCP 4274 : Standards of Progress for Federal Financial Aid
• SCP 4356 : Financial Aid Change in Enrollment
• SCP 4398 : Student Grades and Grade Point Avera
• SCP 4634 : Student Activities
• SCP 4672 : Student Class Attendance
• SCP 4710 : Academic Dishonesty
• SCP 4748 : Student Government Constitution
• SCP 4770 : Student Right and Responsibilities
• SCP 4786 : Transcript Evaluation
• SCP 4825 : Transfer of Student Credit Hours

Series 3000 - Academic Affairs Policies

Policies relating to academic areas regardless of particular division or program, and/or academic services/ issues, such as: School-to-Work/ Tech Prep, Academic Programs, Delivery of Instruction via Interactive/ Distance Learning, Libraries, Developmental Education, Institutional and Student Assessment, Accreditation, Academic Freedom, etc.

• SCP 3100 : Faculty Responsibilities for Advising Students
• SCP 3160 : Course Syllabus
  • SCP 3160.A : Course Syllabus Format
• SCP 3165 : Adding and Revising Courses to the Curriculum
• SCP 3170 : Deleting Courses from the Curriculum
• SCP 3188 : College Level Exam Program
• SCP 3201 : Challenging A Course-Credit By Examination
  • SCP 3201.A : Challenge Examination Form
• SCP 3214 : College Board Advanced Placement Credit
• SCP 3227 : Credit Based on Experience
  • SCP 3227.A : Portfolio Evaluation Form
• SCP 3240 : Assignment of Credit-NonCredit Courses
• SCP 3245 : Faculty and Administration Productivity
• SCP 3250 : Final Examinations
• SCP 3401 : Independent Study
  • SCP 3401.A : Independent Study Request Form
  • SCP 3401.B : Independent Study Contract 
• SCP 3479 : Mid-Term Grade Reports
  • SCP 3479.A : Mid-Term Grade Report Form
• SCP 3551 : Meeting Scheduled Classes
• SCP 3600 : Faculty Office and Class Schedule
  • SCP 3600.A : Faculty Office and Class Schedule Form
• SCP 3620 : Policy Regarding Program Review
• SCP 3625 : General Studies
  • SCP 3625.A : General Studies Evaluation Model
• SCP 3637 : General Education Philosophy and Goals
• SCP 3650 : Program Reduction or Elimination
• SCP 3670 : Public School Service Program
  • SCP 3670.A : Public School Form
• SCP 3693 : Instructional Schedule Development
• SCP 3736 : Student Standards of Academic Progress
• SCP 3780 : Selection of Textbooks

Policies

Series 2000 - Human Resources Policies

Policies relating to Human Resource issues and terms or conditions of employment, such as: Employee Relations, Employment and Hiring Policies, Benefits, Attendance & Leave, Sabbatical, Professional Development, Performance Appraisal, Hiring Practices, Promotion, Tenure, Discipline, Workloads, Sexual Harassment, AA/EEO, ADA, etc.

• SCP 2005 : Catastrophic Leave
  
  • SCP 2005.A : Catastrophic Leave Request Form
  • SCP 2005.B : Catastrophic Leave Donation Form
• SCP 2125 : College-wide Employee Personnel Policy
• SCP 2156 : Drug and Alcohol Policy
  • SCP 2156.A : Employee Drug Awareness Certification Form
• SCP 2165 : Educational Release Time Policy
  • SCP 2165.A : Educational Release Time Request Form
• SCP 2171 : Professional and Educational Requirements for Faculty
  • SCP 2171.A : Faculty Credential Certification Form
• SCP 2202 : Personnel Assessment
• SCP 2218 : Evaluation Process for Full-Time Faculty
  • SCP 2218.A : Evaluation Process for Full-Time Faculty Form
• SCP 2220 : Course Feedback Policy
  • SCP 2220.A : Course Feedback Policy Form
• SCP 2226 : Faculty Incentive Pay Plan
  • SCP 2226.A : Faculty Incentive Pay Plan Criteria
• SCP 2234 : Flex Work Schedule
• SCP 2250 : Hiring Adjunct Faculty
• SCP 2360 : Holidays
• SCP 2375 : Home Campus Assignment
• SCP 2406 : Illness of the Faculty Member
  • SCP 2406.A : Faculty Absence Report
• SCP 2484 : Medical Leave of Absence
  • SCP 2484.A : Revised Request for Medical Leave
  • SCP 2484.B : Medical Leave Verification
  • SCP 2484.C : Return to Work Authorization
• SCP 2562 : Faculty Outside Employment
  • SCP 2562.A : Outside Employment Form
• SCP 2575 : Overtime and Compensatory Time Policy
  • SCP 2575.A : Overtime and Compensatory Time Request
• SCP 2580 : Part-Time Employees Classified Staff
• SCP 2593 : Payment to Employees for Contracted Services
  • SCP 2593.A : Payment for Services Form
• SCP 2624 : Professional Development
  • SCP 2624.A : Funding Request (Staff)
  • SCP 2624.B : Presentation Request
  • SCP 2624.C : Funding Request (Faculty and Instructional Staff)
• SCP 2686 : Promotion in Rank and Tenure
  • SCP 2686.A : Promotion in Rank and Tenure Criteria and Forms
• SCP 2700 : Reduction in Workforce Classified Personnel
• SCP 2701 : Reduction in Workforce Faculty Personnel
• SCP 2748 : Request for Released Time
  • SCP 2748.A : Request for Released Time Form
• SCP 2810 : Sabbatical Leave for Full-Time Faculty
  • SCP 2810.A : Sabbatical Leave Request
  • SCP 2810.B : Sabbatical Leave Promissory Note
• SCP 2825 : Salary Administration
• SCP 2843 : Harrassment Policy
• SCP 2875 : Workload Requirements for Full-Time Faculty
  • SCP 2875.A : Class Load Formula Matrix - Summer
  • SCP 2875.B : Class Load Formula Matrix - Fall and Spring

Master Plan

Strategic planning is creating a vision of the future and managing toward that vision. It's a process for aligning short-term decisions with long-term goals.

Southern's strategic plan shapes and guides who we are, what we do, and why we do it, all with a focus on the future. Our strategic plan helps us achieve our long-term goals by focusing our energy, by ensuring that we are all working toward the same end, and by allowing us to assess and adjust the College's direction in response to changes in the higher education environment. Southern's strategic plan sets forth our reason for being, defines the critical issues, establishes a vision, sets measurable objectives, and, most importantly: prioritizes strategies for achieving our vision.

President Tomblin Featured in Marshall University Publication

The trip to Logan, West Virginia, as approached on Route 119, is a picturesque drive amid gently swelling hills that from a distance in summer appear to be sheathed in gargantuan bunches of broccoli. The modern four-lane highway that links the Capital City and its environs to the heart of the coal country is an easy commute today for travelers, a far cry from the time when they had to maneuver dusty serpentine roads to get to the coalfields of southern West Virginia.

Just off the Logan exit, in two neat brick buildings overlooking the road that leads into downtown Logan, is the administrative headquarters of Southern West Virginia Community and Technical College, presided over by its dynamo of a president, Joanne Jeager Tomblin. And it's somewhat emblematic that like the roads leading to Logan, a big city girl full of energy and panache at first took a circuitous path that eventually led her to the college where she is making a difference by ensuring that quality higher education is available to those living in a less populous area of the state.

Joanne's marking her fifth year as president of Southern and if the glowing comments from throughout the college community and beyond its borders are any indication, she's brought energy, insight, compassion, and a razor-sharp intellect to the job and has turned an institution with a troubled past into a vibrant, burgeoning institution that's making an impact on the people and the area about which she cares so deeply.

To those who know her and her determined can-do attitude, the success isn't surprising. She's upbeat and optimistic with boundless energy that allows her to successfully juggle several roles at once, the most important being mom to 13-year-old Brent, she'll tell you up front. Besides being the community college's chief executive, she's the wife of one of the state's leading and busiest public figures, she's an accomplished hostess-she once treated the now British Prime Minister Tony Blair and his family to a down-home cookout, a tireless participant in community affairs, a terrific cook, and a woman who takes great pride in making a comfortable home that is welcoming to family, friends and guests alike.

But hosting future Prime Ministers in the hills of West Virginia and heading up a sprawling four-campus college were the farthest things from the mind of the young Joanne Jeager as she was growing up in the peaceful enclaves of Long Island, New York, a "Happy Days" kind of existence which she remembers fondly. The only child of John, a chemical engineer for American Electric Company, and Margaret, she was born in Jamaica, Queens, and lived there until moving to Syosset, in Nassau County, a town named after one of the many Native American tribes that had inhabited that area 200 years ago.

"I had an ordinary, middle-class upbringing," Joanne, who was an athletic child, recalls. "I played stick ball in the street and did all the things kids do. I played ball, field hockey and volley ball, took gymnastics, and was a cheerleader. And since the area had once belonged to the Indians, we would go looking for arrow heads and other artifacts."

As a teenager there were carefree days with trips to New York City with her friends. They would ride the train into the city and then hop subways to explore the city. There was a delightful menu of activities to choose from -plays, movies, lunches, dinner, and of course, shopping, all the things so dear to a teenager's heart. They felt safe to roam most of the city pretty freely back then. It was a halcyon time before the urban ills of street drugs and violent random crime darkened the cityscape. She and her friends reveled in the heady experience of savoring the sights and offerings of Manhattan.

When it came time for her to enter high school, she was fortunate to be able to attend Syosset High School, an rigorous school in which academics definitely came first. With a student body of 3,500, her class of 900 had an astounding college-going rate. Only two of her classmates didn't go on to college -they opted to enter the military instead.

"It was a very family and academically oriented community and school. You would never find athletic events going on during the day. All of our events were in the evenings and on weekends," Joanne recalls. "Even though it was a large school, we were really a close-knit group. I still correspond with many of my classmates and I see them at reunions. Most of them have gone on to have successful professional careers. It was an extraordinary class of people."

After graduation, Joanne attended the University of Hartford for two years, majoring in science until an elective course in communications changed her major-and her life.

"We did all kinds of things in the class and I absolutely loved it. I knew this was something I could do but unfortunately Hartford, at the time, didn't offer a degree in communications, so I knew I would have to go someplace else," she explains. By coincidence, her father regularly traveled to the Huntington area to visit nearby power plants. On his visits he had heard good things about Marshall's School of Journalism, information he passed on to his daughter.

"He said if I was really interested in a career in communications, I should check out Marshall because he heard they had a great program. So I applied and was accepted and made my first trip to West Virginia. I came in the fall of 1973, and stayed in Twin Towers. I graduated in 1975 and my father was right, Marshall does have a great journalism program. Marshall is just a great place altogether. I wouldn't have had the career I've had if I hadn't gone through the program."

She excelled in her newly chosen field and her efforts paid off handsomely when she was named Marshall University's Broadcast Journalism Student of the Year in 1975. Her reporting skills, poise and confidence quickly earned her a job with Huntington television station WSAZ, where she was first a morning talk-show host and general assignment reporter, and later the anchor of the noon news.

"That was a wonderful place to work," she remembers fondly. "I covered all kinds of stories, from police matters to market-basket reports to interview segments and all sorts of features. It was a golden time at the station, with a group of exceptionally talented people."

And, she emphasizes, she would not have had the job had it not been for the training received at Marshall.

"With the skills and training I got at Marshall's journalism school I felt very comfortable and I had confidence that I could do the job. I owe that to my training."

Soon after receiving her bachelor's degree, Joanne entered Marshall's graduate program in communications and was awarded a diploma in 1978 while she was still at WSAZ. Six legislative internships were being offered through the graduate schools of Marshall and West Virginia University with three to go to each institution. Those selected would work at the Legislature and also receive graduate credit. It was too good an opportunity to pass up so Joanne applied, went through the screening and interview process, and was selected as one of the six.

Working at the State Capitol at the hub of state government and being part of the bustle and excitement of a legislative session was a heady experience for the young journalist. And although she didn't know it then, a man was about to enter her life and change it forever. She hadn't planned it but the hills of West Virginia were about to become her permanent home.

When Joanne Jeager and Earl Ray Tomblin met, he was an up-and-coming freshman legislator, a savvy young businessman serving his first term in the House of Representatives, representing a region of southern West Virginia. They met when he called and asked her to write a press release to send to the folks back home. It was a case of big city girl meets cool country guy and the romantic sparks flew.

"We hit it off immediately," she says. "Back then, interns weren't supposed to date anyone at the Legislature so we waited until the session was over and then began dating. We got married in 1979 so it was a long courtship. I traveled from Huntington to Logan to Charleston while going to school and working at WSAZ and he was running a business in Logan. I originally had planned to move back to Long Island or to move to a bigger television market, but when I met Earl Ray, that definitely changed the course of things!"

Following her marriage and a move to Logan, Joanne quickly landed a job working half-time as the managing director of the Logan Chamber of Commerce and half-time at Southern working with continuing and community education. In 1981, she was asked to run the aging program in Logan, a job which meshed perfectly with her communications background and her journalism degrees.

"When you have journalism and PR skills, you can tackle almost anything," she says. After a successful two-year tenure with the program she returned to Southern in 1983 as a full-time media specialist and has been there ever since. It was the beginning of an ongoing relationship that would culminate in her taking over the reins of the institution she had served so faithfully for two decades and fiercely defending the role of the college as a valuable educational and economic development tool for southern West Virginia.

She tackled her duties with her usual energy and verve and with each success her responsibilities grew. "I did all kinds of jobs at Southern," she recalls. "I taught classes in communications and speech; I did administrative work as the campus director at the Boone campus; I oversaw the television, graphics and human resources departments; I was interim dean of the Logan campus for a while. Later I was assistant to the president for Dr. Greg Adkins and served as associate vice president while Dr. Harry Bowyer was here. I became a vice president for economic and community development working for the next president, Dr. Kirkland. I worked as hard as I could in each position and tried to learn as much as I could."

Although Joanne had done all of her jobs well, the 1990s brought about acrimonious turmoil for the college and there were tumultuous times ahead. Two presidents came and went relatively quickly, but not before several unpopular administrative decisions from their offices had polarized the faculty and staff and news of the college's problems spilled out to the press. For a while it seemed there were almost daily negative stories appearing, which further demoralized the staff. By the late 1990s the college that had begun so proudly was listing badly under the weight of bad decisions and bad press. If one thing was clear, it was that a firm hand was needed to change course. And it became more and more apparent to many people, both inside and outside the college, that the firm hand needed to steer the now-struggling institution in a new direction belonged to Joanne Tomblin.

But first she had to be convinced to become a candidate. "I never would have dreamed about becoming a president of a college," she emphasizes. "But we had very serious problems at the college. The faculty and staff were upset and there were so many barriers between all of the constituents. We were the center of attention with stories about our turmoil in the media. The North Central Association did an accreditation evaluation of us in 1997 and told us we were in big trouble. When people started encouraging me to apply for the position, I was reluctant at first. But then I started thinking, 'maybe I can do this.' It seemed [as if] all the circumstances came together and led me to consider it. I knew the position needed someone who knew the area, who had been with the institution and knew its inner workings, and who had good rapport with both the staff and the community. It would take a lot of time and effort to bring the institution back to the way it was years ago but I thought I would take a stab at it myself. It wasn't an easy road."

If Joanne at first had doubts about becoming Southern's next president, Shelley Huffman, currently chair of Southern's Institutional Board of Advisors and a member of the search committee, had none.

"I have known Joanne for a number of years and I've worked with the college over the years and I have always felt that support on the committee was very strong for her," Huffman says