General Institutional Information

State Council for Higher Education in Virginia Institutional Profile

The State Council of Higher Education for Virginia (SCHEV) certifies Southern Virginia University to operate and grant baccalaureate degrees. SCHEV maintains a profile of Southern Virginia University. Further information may be found at the National Center for Education Statistics (NCES).

Student Outcomes

Retention Rates

Goal: The university has a strategic goal to increase semester-to-semester retention to 90% by 2026.

Course Completion Rates

Our students have an 86.4% course completion rate. Course completion rates are measured by the percentage of courses that were passed with final grades of A, A-, B+, B, B-, C+, C, C-, and P (pass).  

Goal: The university has a strategic goal to increase the course completion rate to 90%.

Six-Year Graduation Rates

Entry Term Adjusted Cohort Graduated Six-Year Graduation Rate
2015 201 89 44%
2014 185 83 45%
2013 148 46 31%
2012 158 49 31%
2011 248 67 27%

Goal: The university has a strategic goal to increase overall six-year graduation rate to 60% by 2026.

Notes:

Data include only full-time, first-time bachelor’s students.

Exclusions include students from the cohort who left the institution for any of the following reasons: died or were totally and permanently disabled; to serve in the armed forces (including those called to active duty); to serve with a foreign aid service of the Federal Government (e.g. Peace Corps); or to serve on official church missions. Ninety-one percent (91%) of our students are Latter-day Saints and a large majority of them serve full-time church missions during their education.

Inaccuracies in identifying all exclusions exist because of the number of students who do not officially inform the university when they leave on their missions. Sometimes this information does not become available until after they have returned from their mission.

Strategic Framework (2021-2026)

The University’s primary strategic objects are:

  • Reach operational self-reliance where operating revenues cover at least 90% of operating expenses
  • To accomplish the University Mission by improving student experiences and outcomes

Path to Reaching Operational Self-Reliance

Enrollment Growth

To reach operational self-reliance, the University will grow total enrollment to 1200 (FTE) by 2026. Accomplishing this strategic objective will require the following actions:

  • Enroll at least 500 incoming students (new, transfer, and readmitted) annually
  • Increase average semester-to-semester adjusted retention rate to 87%
  • Add and expand current extra- and co-curricular programs to support enrollment growth including Athletics, Art+Design, Esports, Performing Arts (Music & Theatre), etc.
  • Enhance and improve brand identity, positioning, and awareness

Revenue Growth

To reach operational self-reliance, the University will increase total annual revenues. Accomplishing this strategic objective will require the following actions:

  • Achieve strategic enrollment targets of at least 1200 FTE students by 2026
  • Increase net tuition revenue per student by at least 4% annually
  • Increase net housing revenue per student by at least 5% annually
  • Increase available on-campus housing by at least 50% (roughly 300 new beds); this will require construction or purchase of new housing facilities

Disciplined Resource Allocation

To reach operational self-reliance, the University will allocate resources strategically and efficiently. Accomplishing this strategic objective will require the following actions:

  • Assess university programs and offerings in terms of market demand and scalability; adjust resource allocation accordingly to support the University Mission and enrollment growth
  • Continue to develop and improve financial control policies and systems
  • Reduce operating deficit by at least 4% of total operating budget annually by growing enrollments and revenues while carefully controlling increases in operating expenses
  • Reduce university finance expenses by at least 50% by 2026; this will require eliminating and/or refinancing existing debt

Self-Reliance Benefits

By following this five-year strategic plan for Enrollment Growth, Revenue Growth, and Disciplined Resource Allocation, our University can reach operational self-reliance—a rarity in the highly-subsidized field of higher education. Operational self-reliance is will enable greater institutional stability, sustainability, and scalability.

Path to Improve Student Experience & Learning Outcomes

Culture & Environment

  • Implement updated University Code of Conduct to support a culture of learning and faith
  • Offer wellness support for students, focused on physical fitness, nutrition, mental health
  • Strategically and resourcefully invest in university physical space to support programs identified for potential growth by renovating, repurposing, purchasing or adding facilities
  • Optimize campus food service offerings by partnering with professional third-party provider
  • Add additional campus housing to increase percentage of students living on campus
  • Provide additional space(s) for independent learning and group study on campus
  • Continue to invest in and improve campus technology infrastructure
  • Support enrollment at the Southern Virginia Institute of Religion

Academic Engagement & Success

  • Enhance faculty-to-student advising
  • Expand learning support offerings and access
  • Increase average semester-to-semester adjusted retention rate to 87%
  • Improve success for racial and ethnic minority and socioeconomically disadvantaged students
  • Increase professional concentrations access and offerings
  • Review, assess, and refine Core curriculum
  • Optimize academic calendar for student success
  • Increase course completion rates to at least 90%

Career Placement & Outcomes

  • Increase graduation rate to at least 60%
  • Increase graduate-school placement rates
  • Increase job placement rates
  • Invest in professional profiling software to help match students with potential career
  • Assess academic programs in terms of employment and graduate-school placement rates and opportunities