strategies for success - bossier parish community …strategies for success plan (2014-2019) mission...

Bossier Parish Community College

Strategies for Success

2016-2017

Contents

BPCC Strategies for Success Plan (2014-2019) 4

Division of Administration 7

Office of the Chancellor 8

Institutional Advancement 9

Institutional Effectiveness Initiatives 11

Internal Auditor 12

Public Relations 13

Division of Academic Affairs 15

Office of the Vice Chancellor 16

Educational Technology 19

Grants and External Funding 21

Institutional Research and Assessment 22

Division of Behavioral-Social Sciences and College Transition Programs 23

Division of Business 26

Division of Communication and Performing Arts 27

Division of Innovative Learning 29

Division of Learning Resources 31

Division of Liberal Arts 32

Division of Sciences, Nursing, and Allied Health 34

Division of Technology, Engineering, and Mathematics 35

Division of Business Affairs 36

Office of the Executive Vice Chancellor 37

Campus Security 38

Computer Services Department 39

Environmental Health and Safety 40

Finance Department 41

Human Resources 42

Physical Plant 43

Purchasing Department 45

Division of Economic Development 46


Workforce Development and Continuing Education 49

BPCC Testing Center 51

Program for Successful Employment 53

Division of Student Services 55


Admissions/Registrar’s Office 57

Athletics 58

BPCC @ NSU 59

Center for Student Success 60

Financial Aid 62

Recruiting 63

Student Life 64

BOSSIER PARISH COMMUNITY COLLEGE

STRATEGIES FOR SUCCESS PLAN (2014-2019)

Mission Statement: The mission of Bossier Parish Community College is to promote attainment of educational goals within the community and strengthen the regional economy. This mission is accomplished through the innovative delivery of quality courses and programs that provide sound academic education, broad vocational and career training, continuing education, and varied community services. The College provides a wholesome, ethical, and intellectually stimulating environment in which students develop their academic and vocational skills to compete in a technological society.

Goal I: Increase opportunities for student access and success: Provide the citizens of Northwest Louisiana, whether in-state, out-of-state, or overseas, with responsive, innovative education, training, and learning resource programs at moderate cost, convenient times, and accessible locations to prepare for a career, transfer to four-year colleges or universities, or lifelong learning.

Objective I.1: Increase fall 14th class day headcount enrollment at Bossier Parish Community College by 40% from the fall 2012 baseline level of 7,917 to 11,083 by fall 2018. (OLA 2020 Double the number of students served) Objective I.2: Increase fall 14th class day minority headcount enrollment at Bossier Parish Community College by 40% from the fall 2012 baseline level of 4,314 to 6,039 by fall 2018. (OLA 2020 Double the number of students served) Objective I.3: Develop new programs, including 4- and 5-star programs, to meet workforce demands. (OLA 2020 Double

the annual earnings of graduates)

Objective I.4: Expand locations and delivery options for courses and programs. (OLA 2020 Double the number of students

served)

Goal II: Enhance educational programs and services to maximize student development and satisfaction: Generate responsive, creative education, training and learning resource programs that prepare individuals for immediate employment, transfer to four-year colleges or universities or opportunities for lifelong learning. Utilize new and emerging technologies at Bossier Parish Community College to improve teaching and learning in the classrooms, laboratories, and innovative educational delivery modes. Enhance student success in achieving a well-rounded education by providing convenient access to appropriate educational, social, and goal-oriented activities.

Objective II.1: Increase educational technologies to include technical support, training, and technological capabilities to enhance and/or expand programs and services. (OLA 2020 Double the number of graduates)

Objective II.2: Increase student opportunities and awareness of academic and career options. (OLA 2020 Double the annual

earnings of graduates)

Goal III: Utilize partnerships to expand educational and economic/workforce development: Strengthen mutually beneficial partnerships with Northwest Louisiana secondary education and universities, technical colleges, business and industry, government agencies, economic development entities, and community-based organizations that leverage resources to expand educational opportunities for current and future students. Promote career pathways through partnerships with Adult Basic Education providers. Develop and advance Northwest Louisiana’s workforce programs in order to re-engineer and retrain Louisiana’s workforce in Northwest Louisiana for an ever-changing global marketplace.

Objective III.1: Increase the number of secondary students enrolled by 5% points from the fall 2012 baseline of 299 to 314 in fall 2018. (OLA 2020 Double the number of students served)

Objective III.2: Pursue new and support existing partnerships with business and industry leaders through all college divisions to enhance the growth of the College. (OLA 2020 Quadruple partnerships with business and industry)

Objective III.3: Develop articulation agreements to expand educational and vocational opportunities for students. (OLA 2020

Quadruple student transfers to four-year universities)

Goal IV: Maximize personnel, fiscal, and physical resources: Nurture a campus where every person has the opportunity for a high-quality learning experience that recognizes differences and promotes mutual respect and encourages every student to become a productive citizen. Retain a diversified and exemplary faculty, staff and administration and encourage continuous professional development.

Objective IV.1: Provide resources for professional development activities for employees. Objective IV.2: Provide resources for instructional programs.

Objective IV.3: Provide resources to operate and maintain the facilities.

Objective IV.4: Recruit and retain a diversified and exemplary faculty, staff, and administration. Objective IV.5: Provide resources to foster cultural, socio-economic, and educational diversity.

Objective IV.6: Increase Foundation assets to enhance student opportunities to engage in high-quality learning and develop skills and knowledge to become productive citizens. (OLA 2020 Double Foundation assets)

Goal V. Promote institutional effectiveness: Substantiate the quality of academic, economic development, and administrative programs, services, and operations at Bossier Parish Community College to effect continuous quality improvement and accountability to Louisiana’s elected officials, businesses and industries, and its citizens.

Objective V.1: Increase the percentage of Bossier Parish Community College first-time, full-time, degree-seeking freshmen retained to the second year in public postsecondary education by 5 percentage points from the 2011-12 baseline level of 51.3% to 56.3% by 2017-18. (OLA 2020 Double the number of graduates)

Objective V.2: Increase the three-year graduation rate at Bossier Parish Community College by 5 percentage points from the 2011-12 academic year baseline level of 14.4% to 19.4% by spring 2019. (OLA 2020 Double the number of graduates)

Objective V.3: Achieve and preserve 100% of mandated accreditation of academic and eligible non-academic programs. Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.

Objective V.5: Maintain SACSCOC accreditation.

Division of Administration

Chancellor's OfficeDepartment/Unit MissionThe mission of Bossier Parish Community College is to provide instruction and service to its community by offering courses in academic, non-academic, and workforce training to meet changing needs of our citizens and business and industry in our community.

Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible

Acquire additional land for program expansion. Documentation of land acquisition for program expansion.

Goal I: Increase opportunities for student access and success:

Act 360 Chancellor, Executive Vice Chancellor

Objective I.1: Increase fall 14th class day headcount enrollment at Bossier Parish Community College by 40% from the fall 2012 baseline level of 7,917 to 11,083 by fall 2018. (OLA 2020 Double the number of students served)

Provide professional development for faculty and staff.

Documentation of professional development workshops attended by faculty and staff.

Goal IV: Maximize personnel, fiscal, and physical resources:

Regular Budget Chancellor, Faculty, StaffObjective IV.1: Provide resources for professional development activities for employees.

Complete construction of the STEM building. Construction progress reports and documentation of STEM building construction completed.


Act 360 Chancellor, Executive Vice Chancellor

Objective IV.3: Provide resources to operate and maintain the facilities.

Develop an infrastructure that supports the data needs of the College.

Implementation of new infrastructure that supports the data needs of the College.

Goal V: Promote institutional effectiveness:

Regular Budget Chancellor, Director of Institutional Research

Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.

Create strategies to meet the needs of Our LA2020 goals.

New strategies that reflect the needs of Our LA2020 goals.


Regular Budget ChancellorObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.

Thursday, February 09, 2017 Page 1 of 1

Institutional AdvancementDepartment/Unit MissionThe Office of Institutional Advancement works in cooperation with the Office of the Chancellor and BPCC Foundation to advance the mission of the College for expanding strategic partnerships, generating new revenue opportunities, and expanding access to citizens within the College's service area.


Increase the number of student scholarships through funds generated from the BPCC100 Fundraiser

The number of scholarship awards disbursed compared to 2016-2017


Foundation; Office of Public Relations; Office of Institutional Advancement

Director of Institutional Advancement; BPCC Foundation Board Members; Director of Public Relations


Create an on-going sustainable Major Gifts program by transitioning Capital Campaign activities

1. Implementation of Major Gifts Programs2. Enhancements to departments and programs


Regular Director of Institutional Advancement


Implement a New Alumni Engagement Project to connect with Alumni

Number of alumni reached over prior year

Goal III: Utilize partnerships to expand educational and economic/workforce development:

Office of Institutional Advancement; Foundation

Director of Institutional Advancement


Create an Anniversary Committee to organize and implement an All-Class Alumni Reunion in preparation for the School's 50th anniversary celebration

The number of people who agree to serve on the All-Class Alumni Reunion Committee


Office of Institutional Advancement

BPCC Chancellor; Dean of Science, Nursing, and Allied Health; Director of Institutional Advancement; BPCC Foundation Board Members




Provide opportunities for professional development for Advancement staff and campus employees

1. Number of employees taking advantage of on-campus professional development opportunities as indicated by sign-in sheets.

2. Number of employees attending off-campus workshops and/or conferences as indicated by approved Staff Senate and Faculty Senate grant applications


Foundation Director of Institutional Advancement; Director of Institutional Effectiveness

Objective IV.1: Provide resources for professional development activities for employees.

Implement a Targeted Gifts Campaign to raise funds to support the Allied Health Program and the new building

The amount raised toward the campaign goal


Office of the Chancellor; Office of Institutional Advancement; Foundation; Office of Public Relations

BPCC Chancellor; Dean of Science, Nursing, and Allied Health; Director of Institutional Advancement; BPCC Foundation Board Members; Director of Public Relations; Director of Grants

Objective IV.6: Increase Foundation assets to enhance student opportunities to engage in high-quality learning and develop skills and knowledge to become productive citizens. (OLA 2020 Double Foundation assets)


Institutional Effectiveness InitiativesDepartment/Unit MissionThe mission of Institutional Effectiveness Initiatives is to develop, coordinate and support quality professional development opportunities for faculty and staff as wellas to create and broaden effective channels for increased instructor/student engagement.


Expand access to Open Campus, open sourced courses

Number of video lecture minutes viewedNumber of individual accounts accessing video lectures


General Operating Account Director, Institutional Effectiveness Initiatives

Objective I.4: Expand locations and delivery options for courses and programs. (OLA 2020 Double the number of students served)

Increase access to onsite and online professional development opportunities

Number of workshops/presentations offered as compared with prior year




align on-campus professional development presentation and workshop offerings with stated needs and objectives of faculty, staff and administration as expressed through formal evaluations and informal feedback

Be-back workshop attendees' evaluation responsesBPCC Report Card results





Internal AuditingDepartment/Unit MissionThe mission of the Internal Audit function at Bossier Parish Community College is to provide management with an independent appraisal which examines and evaluates the Colleges overall system of internal control.


Attend a semi-annual LACUA conference during the fiscal year.

LACUA conference attendance certificate. Goal IV: Maximize personnel, fiscal, and physical resources:

Regular Budget Compliance OfficerObjective IV.1: Provide resources for professional development activities for employees.

Provide accounting assistance to BPCC Foundation and Athletics Fund.

Document financial transactions through spreadsheets and QuickBooks software.


Regular Budget Compliance OfficerObjective IV.3: Provide resources to operate and maintain the facilities.

Submit an annual Audit Plan in compliance with industry specific standards that fulfills the expectations and needs of the college.

Approval of Audit Plan by the Chancellor. Goal V: Promote institutional effectiveness:

Regular Budget Compliance OfficerObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.

Implement the annual Audit Plan to support fiscal responsibility and fulfill the mission of the Internal Audit Charter.

1. Extent to which the college assets are physically accounted for and safeguarded from losses of all kinds.2. Reliability and adequacy of the College accounting, financial and other records.3. Compliance with policies and procedures; state and Federal laws and regulations; contractual obligations and Board Rules.4. Adequacy of internal controls to ensure effectiveness, efficiency and they are functioning properly.


Regular Budget Compliance OfficerObjective V.5: Maintain SACSCOC accreditation.


Public RelationsDepartment/Unit MissionThe mission of the Public Relations Office is to promote and maintain comprehensive external and internal college marketing and communications program.


Design new and redesign current program pushcardpublications in order to provide program-specificinformation to the community.

Number of pushcards designed forCollege programs.


Regular budget Director of Public Relations


Increase the use of College website Monthly data generated from websitetracking system




Increase the number of posts to social media Comparison of the number of daily andweekly Facebook, Twitter, and YouTubeposts, likes, favorites, shares, andsubscribers to the number from last year.

Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:


Objective II.2: Increase student opportunities and awareness of academic and career options. (OLA 2020 Double the annual earnings of graduates)

Attend more Public Relations-related and/or SocialMedia-related workshops and seminars.

Number of Public Relations-related and/or Social Media-related professional growth seminars(on and off campus).






Plan and develop the social media policy for the College and evaluate its effectiveness for use.

Actual date the social media policy is created for the College and number of evaluations performed.





Division of Academic Affairs

Vice Chancellor for Academic AffairsDepartment/Unit MissionThe mission of the Academic Affairs Division is to provide sound education to the citizens of Northwest Louisiana for employment and transferability to four-year colleges and universities.


Build the Accuplacer application for placement testing for the campus.

Implementation of Accuplacer as the means for placement testing for the campus and the transition from Compass.


Regular Budget Vice Chancellor for Academic Affairs, Director, and Academic Planning Staff


Provide scheduled and on demand placement testing opportunities for students.

Number of opportunities for scheduled and on demand placement tests during the 2016-2017 academic year.




Create new academic programs and/or revise existing academic programs.

Number of new academic programs created and/or revised.


Regular Budget Vice Chancellor for Academic Affairs and Academic Deans

Objective I.3: Develop new programs, including 4- and 5-star programs, to meet workforce demands. (OLA 2020 Double the annual earnings of graduates)

Utilize the College website and/or the Canvas website for graduation information and placement testing.

1. The increase in the number of updates of graduation information on the College website.2. The increase in the number of updates of placement testing information on the College website.




Create new articulation agreements and update or revise existing articulations with four-year universities.

Number of new articulations created and updated or revised.



Objective III.3: Develop articulation agreements to expand educational and vocational opportunities for students. (OLA 2020 Quadruple student transfers to four-year universities)



Participate in and provide professional development opportunities.

1. Number of professional development opportunities in which the staff within Academic Affairs and Academic Planning participated.2. Number of professional development opportunities provided for Academic Affairs, Academic Deans and Directors, faculty and staff.


Regular Budget and Grants Vice Chancellor for Academic Affairs, Associate Vice Chancellors within Academic Affairs, Academic Deans, and Directors


Review all required paperwork for candidates for graduation and monitor the graduation process.

1. Number of graduates for 2016-2017 academic year.2. Number of credentials awarded for 2016-2017 academic year.



Objective V.2: Increase the three-year graduation rate at Bossier Parish Community College by 5 percentage points from the 2011-12 academic year baseline level of 14.4% to 19.4% by spring 2019. (OLA 2020 Double the number of graduates)

Review academic programs in accordance with the rotation cycle within the College academic program review policy.

Number of academic program reviews completed.




Monitor general education core competency assessments for candidates for graduation.

1. Administration of the Education Testing Service Proficiency Profile to associate degree candidates.2. Number of candidates for graduation completing the Bossier Parish Community College Graduation Survey each semester.


Regular Budget Vice Chancellor for Academic Affairs, Directors, and Academic Planning Staff


Implement a process for storing and reporting educational program student learning outcomes data, including General Education.

Data reported from program student learning outcomes in assessment database infrastructure.


Regular Budget Associate Vice Chancellor of Institutional Effectiveness, Strategic Planning and Assessment




Submit the SACSCOC Compliance Certification document and any other required reports for the College’s 2018 reaffirmation by established deadlines.

A final SACSCOC Compliance Certification document submitted to SACSCOC for review in addition to any other required reports submitted by established deadlines.


SACSCOC College Budget Associate Vice Chancellor of Institutional Effectiveness, Strategic Planning and Assessment


Participate in SACSCOC workshops in preparation for the institutional reaccreditation process.

Attendance of representatives at SACSCOC Summer Institute and SACSCOC workshops on Substantive Change.


SACSCOC College Budget Vice Chancellor for Academic Affairs, Academic Deans, and Assistant Deans


Assist Quality Enhancement Plan (QEP) Director in coordinating the implementation of a piloted QEP for fall 2017.

QEP pilot initiated in fall 2017. Goal V: Promote institutional effectiveness:

SACSCOC College Budget QEP Director; Associate Vice Chancellor of Institutional Effectiveness, Strategic Planning and Assessment



Educational TechnologyDepartment/Unit MissionThe mission of the Division of Educational Technology is to maximize access to higher education through electronic course delivery systems. The Division facilitates innovative e-learning practices including the administration of the college’s Learning Management System, the oversite of compressed video classrooms, and procurement and utilization of educational software. The Division is staffed in order to provide effective faculty and student support for quality design, development, implementation, and delivery of electronic learning courses. Innovative methodologies and instructional technologies are utilized to improve student outcomes in the electronic learning environment. The Division is dedicated to the development of electronic learning in such a way as to provide flexibility of course or program planning. Additionally, the Division provides alternative methods for engaging students in response to community needs in support of the mission of the college.


LCTCS Online (developing) Number of courses offered through course sharing


Part of regular budget, funds from state-wide consortium

Dean of Educational Technology, LCTCS Online Director, Academic Deans


Promote the design, development, and delivery ofadditional hybrid and online courses within theacademic divisions.

Number of new hybrid and online courseoffered as documented in the web-basedacademic course offering list.


Part of regular budget and possible grant funding

Dean of Educational Technology, Academic Deans


Promote the expansion of the BPCC "Open Campus"initiative to include all academic areas of the College

Number of new "Open Campus" coursesposted to the BPCC website eachsemester.


Part of regular budget and possible grant funding

Dean of Educational Technology, Director if Institutional Effectiveness Initiatives, Support Technician for Educational Technology, Academic Deans.




Support the College in the use of the colleges Learning Management System used for online andface-to-face course offerings.

Number of training events provided tofaculty/staff by the Division ofEducational Technology either in person or online with video tutorials and step-by-step guides.


Part of regular budget Dean and Division of Educational Technology, Academic Deans


Integrate the "Quality Matters" Standards andPrinciples into the design of hybrid and onlinecourses.

Number of face-to-face and onlinetraining sessions provided to faculty/staffon utilizing the QM Rubric for coursedesign.


Part of regular budget Educational Technology Division, Academic Deans


Participate in professional development and utilizethe information to design and implement futuretraining opportunities for faculty and staff.

Number of professional developmentopportunities attended by the Divisionand documented in files of the office ofthe Dean.


Part of regular budget Dean and Division of Educational Technology


Assess the design, development, andimplementation of new tutorials and tech supportinformation.

1. Number of hits on Help Desk Centerand throughout the college LMS.2. Student survey results of tech supportservices provided by the Division.


Part of regular budget Dean and Division of Educational Technology

Objective V.1: Increase the percentage of BPCC 1st, full-time, degree-seeking freshmen retained to the 2nd year in public postsecondary education by 5% points from the 2011-12 baseline level of 51.3% to 56.3% by 2017-18.(OLA2020 Double the # of graduates)

To enhance the quality of course design in order to achieve improvement in all online and hybrid courses offered by the College which contributes to improved course completion rates.

Courses are evaluated for the inclusion of 5 critical course design elements in all online and hybrid courses. Missing critical design elements are incorporated into the online or hybrid courses.


Department budget Dean and staff of the Division of Educational Technology, Academic Deans



Grants and External FundingDepartment/Unit MissionAssists administrators, faculty members, and staff in locating, proposing, submitting applications, and administering competitive external fundsSecures grant funding to provide faculty and staff professional developmentProvides additional funding sources that allow administration, faculty and staff to increase the capacity of the College to meet the workforce learning needs of our studentsDisseminates timely and accurate grants-related information to keep faculty and staff aware of funding opportunities and resources.Assists project directors in maintaining compliance with federal and state regulations and College policies regarding grant funds.


Provide professional development opportunities to enhance grant personnel professional qualifications.

Number of professional development events attended and name of grant personnel attending.


Regular or grant funded Director of GrantsObjective IV.1: Provide resources for professional development activities for employees.

Pursue external funding opportunities as available. Number of proposals submitted to funding agencies.


Regular or grant funded Director of GrantsObjective IV.2: Provide resources for instructional programs.

Collect data from grant projects to support the mission of the college and to report metrics to funding agencies.

Grant compliance reports and survey data


Regular or Grant Funded Director of GrantsObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.


Institutional Research and AssessmentDepartment/Unit MissionThe Office of Institutional Research and Assessment acquires, maintains, and analyzes data, and disseminates reports used in the strategic planning and policy-making processes to continually improve the services offered by Bossier Parish Community College.


Participate in professional development opportunities to enhance personnel professional qualifications.

Number of professional development events attended and name of IR personnel attending.


Regular Director, Assessment Specialist, and Planning & Research Coordinator


Facilitate administration of SENSE, CCSSEE, Graduate Exit Survey, and BPCC Report Card.

Results of SENSE, CCSSEE, and Graduate Exit Surveys, and BPCC Report Card




Provide data to units of the College to enhance institutional effectiveness

1. Data provided to units for Strategies for Success and the Annual Report.2. Student graduation and retention reports for the fall and the spring semesters.




Demonstrate fiscal and programmatic accountability and compliance through local, state, and federal reporting functions.

Development and submission of IPEDS, LaPAS, HCR69, OLA2020 and Annual Reports.




Collect and compile data for SACSCOC reaffirmation process

Data collected for SACSCOC reaffirmation process





Division of Behavioral-Social Sciences and College Transition ProgramsDepartment/Unit MissionThe mission of the Division of Behavioral-Social Sciences and College Transition Programs is to offer courses that compliment and/or support degree programs at BPCC; to fulfill the needs of individuals seeking credentials or advanced training for promotion in law enforcement and corrections agencies; to offer students a comprehensive education program specifically designed to produce teacher candidates for university colleges of education; to meet the educational standards set by the state and federal governments for early childhood programs and satisfies the highest level of requirements in the Louisiana Quality Rating System (QRS) for providers of child care; to coordinate BPCC Accelerated for working adults interested in completing their education in an accelerated online format; and to offer courses that transfer to other colleges and universities.


Participate in parish level Early Childhood Networks in the region for recruitment and promotion of the CDYC academic program.

Number of events attended by faculty and staff.


Regular Budget ECE Program Coordinator; Dean of Behavioral-Social Sciences and CTP


Participate in campus and local education events to recruit students for academic programs within the division.

Number of events attended by faculty and staff.


Regular Budget BPCC Accelerated Program Coordinator; CJUS Program Coordinator; ECE Program Coordinator; Teach Program Coordinators; Dean of Behavioral-Social Science and College Transition Programs.


Conduct a pilot study to determine the feasibility of creating and offering a Criminal Justice Certificate of Technical Studies.

The formal submission to the BPCC Academic Dean; a proposal to create and offer a Criminal Justice Certificate of Technical Studies.


Regular Budget BPCC Accelerated Program Coordinator; CJUS Program Coordinator; Dean of Behavioral-Social Sciences and CTP.

Objective I.3: Develop new programs, including 4- and 5-star programs, to meet workforce demands. (OLA 2020 Double the annual earnings of graduates)



Create Women's Program in Highland Center, Shreveport.

Number of classes offered at Highland Center.


External Funding College Transition Program Director


Offer online Adult Education courses. Number of courses created and open for enrollment.


External Funding College Transition Program Director and Assistant Director


Provide Instructor Training Workshops for area providers.

Number of workshops offered. Goal III: Utilize partnerships to expand educational and economic/workforce development:

External Funding College Transition Program Director, Assistant Director, and ESL Coordinator.


Increase the number of Formal Partnerships Number of signed Memorandums of Understanding and Cooperative Endeavors


External Funding College Transition Program Director and Assistant Director


Participate in Birth to Kindergarten Statewide Committee through Louisiana Board of Regents (BOR.)

Attend scheduled BOR meetings and participate in statewide BOR conference calls.


Regular Budget Early Childhood Education Program Coordinator; Dean of Behavioral-Social Sciences and College Transition Programs.




Offer professional development opportunities for faculty and staff.

Documentation of number and attendance at professional development events.


Regular Budget & External Funding

Dean and Division of Behavioral-Social Sciences & College Transition Program; Director of College Transition Program


Administer student evaluation of instruction in College Transition Programs

Results of student evaluations of College Transition Programs


Regular Budget Director of College Transition Programs; Dean of Behavioral-Social Sciences and College Transition Programs



Division of BusinessDepartment/Unit MissionThe mission of the Division of Business is to provide quality instruction and community service to Northwest Louisiana citizens. The primary emphasis of this division is to enable students to develop their academic and vocational skills to compete in a technological society.


Continue to collaborate with local employers to evaluateinternship opportunities for students

Number of meetings with perspective employers


Regular Budget Dean, Division of Business, Business and Health Care Management Program Directors.


Provide professional development opportunities for the Division of Business faculty and staff

Number of professional development activities attended on and off campus.


Regular Budget Dean and Division of Business


Create an online survey for the Division of Business graduates.

Creation of survey of business graduates. Goal V: Promote institutional effectiveness:



Utilize course learning outcome data to make improvements to Business and Health Care Management courses.

Documented changes to Business and Health Care Management courses





Division of Communication and Performing ArtsDepartment/Unit MissionThe guiding mission of the Communication and Performing Arts Division is to prepare students for successful placement or advancement in rewarding careers in Communication or Performing Arts related fields or to prepare students for transfer to four-year colleges and universities. Our courses and programs provide a rich and rigorous curriculum that helps students understand, appreciate, and accomplish the artistic and technical challenges of their specific areas of study. Course work, productions and field projects provide practical application of those skills.


Produce more opportunity in television, film, theatre, and music events to showcase students and offer entertainment to the college community and to the public.

Number of events produced to showcase the Division of Communication and Performing Arts to the public.


existing budget Dean and Division of Communication and Performing Arts


Expand CaPA's use of social media and the college website for promoting the Division of Communication and Performing Arts events and program offerings and developments.

Number of postings promoting events and program developments on the Performing Arts and Communication Media Facebook pages, as well as on the BPCC Website and in the Student Activities Calendar.


Existing Budget Dean and Division of Communication and Performing Arts


Provide opportunities for Communication Media and Performing Arts majors and students interested in communication, music and/or theatre to showcase their talents through new and existing partnerships.

Number of partnerships and the number of students involved






Review existing and develop new articulation agreements with four-year institutions for the Communication and Performing Arts programs.

Number of articulation agreements updated, created, or reviewed and revised.


existing budget Dean and Division of Communication and Performing Arts


Encourage participation in professional development opportunities provided by the college as well as outside of the college.

Number of professional development opportunities in which the individuals in the Division of Communication and Performing Arts participate.




Review and update, if necessary, all division programs and course offerings.

Specific changes to program and course offerings to meet student needs.


Dean and Division of Communication and Performing Arts



Division of Innovative LearningDepartment/Unit MissionThe mission of the Division of Innovative Learning at Bossier Parish Community College is to work with current and prospective students through several existing and evolving programs. Innovative Learning encompasses the Dual Enrollment program for high school students, off-campus studies, career and technical education, and Veteran Education Services. The Division also assists in recruiting, retention and campus outreach efforts.


Develop and administer a Military Student College Success Skills course in Spring of 2017.

Creation of a veteran student College Success Skills course


Standard Budget Associate Vice Chancellorof Innovative Learning,Recruiting, Transition &Retention Coordinator


Develop new approaches to help AIM student succeed in their coursework at BPCC

1. Develop a new system to disseminate course selection and advising information to AIM advisors2. Attend AIM parent night events


Standard Budget Associate Vice Chancellorof Innovative Learning,Director of AcademicOutreach, Program Coordinator for Dual Enrollment


Utilize My BPCC, Canvas, to reach out to students using military and GI Bill benefits

Develop a Military Canvas group to share GI bill information, campus events, and create surveys


Standard Budget Associate Vice Chancellor for Innovative Learning, Program Coordinator for Veteran Educational Services


Provide Staff Professional development opportunities The number of professional development opportunities staff members participate in throughout the year both on and off campus.


Standard Budget, Grant Funding

Associate Vice Chancellorof Innovative Learning




Restructure the testing process for the Youth Challenge Program challenge exams in Minden, Pineville, and Carville, Louisiana.

Replace traditional scantron tests with an electronic app based modelMeasure the accuracy of the challenge exam test questions based on how students are scoring on individual questions


Standard Budget Associate Vice Chancellorof Innovative Learning, Program Coordinator for Dual Enrollment, &Recruiting, Transition &Retention Coordinator



Division of Learning ResourcesDepartment/Unit MissionThe mission of the Bossier Parish Community College Library is to provide the library resources and services required to support the mission of Bossier Parish Community College.


Present students with new technologies to promote student success.

Number of student technology proposals. Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:

Annual budget Dean of Learning Resources/Librarians/TC Manager


Coordinate outreach program within the community. Number of outreach programs. Goal III: Utilize partnerships to expand educational and economic/workforce development:

Annual budget Dean of Learning Resources/Librarians


Conduct library staff workshops for library employees.

Number of presentations of professional workshops for BPCC library employees.


Annual budget Dean of Learning Resources/Librarians/TC Manager


Attend meetings, conferences, and webinars with other academic institutions.

Total meetings, conferences, and webinars with other academic institutions.




Update existing learning materials. Number of new software programs.Number of information literacy videos.





Division of Liberal ArtsDepartment/Unit MissionThe mission of the Division of Liberal Arts is to maintain and develop the highest standards of academic and curricular excellence in order to promote student success. The Division of Liberal Arts, which oversees the Associate of General Studies, the Certificate of General Studies, and the Associate of Arts Louisiana Transfer degrees, encompasses the following disciplines: art, English, foreign language, humanities, interpretation, reading, and religion. The primary emphasis of this division is placed on students and excellent classroom instruction.


Expand night, weekend, and online course offerings. Number of night, weekend, and online courses offered.


None Liberal Arts Division DeanObjective I.4: Expand locations and delivery options for courses and programs. (OLA 2020 Double the number of students served)

Institute a Canvas page for students majoring in General Studies to establish direct communication with students regarding courses, curriculum, and college information.

Number of announcements sent and number of modules built for Canvas page.


None Liberal Arts Division Dean and Educational Technology Division


Investigate the development of art courses which combine principles of art with other disciplines.

Number of new course proposals submitted to BPCC curriculum committee.


None Liberal Arts Dean and Art Faculty


Provide professional development workshops, both on and off campus.

Documentation of professional development workshops attended by Liberal Arts Division faculty and staff.


None Liberal Arts Division DeanObjective IV.1: Provide resources for professional development activities for employees.

Promote the arts on campus, including partnering with other divisions to showcase student work.

Number of exhibitions in the Donna Service Art Gallery as well as exhibitions of displays of art on campus.


None Liberal Arts Division Dean and art faculty

Objective IV.5: Provide resources to foster cultural, socio-economic, and educational diversity.



Create an ad-hoc committee of ENGL102 instructors to discuss strategies designed to improve overall success rate for the course.

Documentation of meetings held to discuss improvement of ENGL102 student success.


None Liberal Arts Division Dean and English Faculty


Evaluate all Liberal Arts Courses for assessments which incorporate general education competencies.

Number of courses with assessments which demonstrates general education competency.


None Liberal Arts Division DeanObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.


Division of Science, Nursing, and Allied HealthDepartment/Unit MissionThe mission of the Division of Science, Nursing, and Allied Health is to provide quality educational opportunities in science, nursing, and allied health, through excellent classroom, laboratory and clinical instruction, and to provide service to the citizens of Northwest Louisiana.


Provide resources for faculty and staff participation in professional development activities.

100% of faculty will successfully complete their approved professional development plan; 100% of staff will participate in a minimum of 3 hours of professional development activities.


$25,000 Dean and Division of Science, Nursing, and Allied Health Faculty and Staff


Achieve reaccreditation of the Nursing, Phlebotomy, and Medical Assistant programs.

Notification of continued accreditation


$5000 Division Dean and Program Directors

Objective V.3: Achieve and preserve 100% of mandated accreditation of academic and eligible non-academic programs.

Complete a comprehensive review of the Medical Assistant, Physical Therapy Assistant, Nursing, and Occupational Therapy Assistant programs and utilize outcomes of the program review to develop strategies for program improvement.

Completed program reviews Goal V: Promote institutional effectiveness:

$5000 Division Dean and Program Directors



Division of Technology, Engineering, and MathematicsDepartment/Unit MissionThe mission of the Division of Technology, Engineering and Mathematics is to provide quality educational opportunities in four discipline areas. In the area of technology, students will learn innovative techniques and upcoming trends in computer systems, programming, networking and security. The discipline of engineering will provide students with a foundation to design and build solutions for the problems of tomorrow. In the concentration for mathematics, students will increase their quantitative understanding of concepts relevant to their area of study. Energy, construction, and industrial technologies relate theoretical concepts to the actual production of goods and services using technologically advanced equipment and processes. All discipline areas strive to align curriculum with national certifications and prepare students for joining tomorrow's workforce.


The Division of Technology, Engineering, and Mathematics will enhance educational programs and services to maximize student development and satisfaction through purchase of equipment and/or technology that aligns with employer expectations

Amount of equipment and technology purchased to support TEM programs


Utilization of grant funds approved for program equipment and technology

Sandra PartainObjective II.1: Increase educational technologies to include technical support, training, and technological capabilities to enhance and/or expand programs and services. (OLA 2020 Double the number of graduates)

The Division of Technology, Engineering, and Mathematics will maximize personnel, fiscal, and physical resources by leveraging grant funding to provide employees professional development activities.

Number of professional development activities attended by TEM employees.


Utilization of grant funded approved for professional development.

Sandra PartainObjective IV.1: Provide resources for professional development activities for employees.

The Division of Technology, Engineering, and Mathematics will promote institutional effectiveness through systematic planning, evaluation, and assessment of outcomes of programs and courses.

1. Advisory Board Meeting Minutes2. Course learning outcome data collected


Current division funds and assistance from grant funds if program is grant supported

Sandra PartainObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.


Division of Division of Division of Division of Business AffairsBusiness AffairsBusiness AffairsBusiness Affairs

Executive Vice Chancellor for Business AffairsDepartment/Unit Mission

The mission of the Division of Business Affairs is to provide sound education to the citizens of Northwest Louisiana for employment and transferability to four-year

colleges and universities.


Provide professional development for faculty and

staff.

Documentation of professional

development workshops attended.

Goal IV: Maximize

personnel, fiscal, and

physical resources:

Regular Budget Executive Vice

Chancellor, Faculty, Staff

Objective IV.1: Provide

resources for professional

development activities for

employees.

Acquire property of 22.4 acres west of campus. Documentation of the acquisition of 22.4

acres west of campus.

Goal IV: Maximize


physical resources:

Capital Outlay Executive Vice

Chancellor


resources for instructional

programs.

Provide a secure campus for faculty, staff, and

students.

1. Number of reported incidents.

2. Documented scheduled security

patrols and/or mock exercises for

monitoring and securing the campus.

Goal IV: Maximize


physical resources:


Chancellor, Director of

Security


resources to operate and

maintain the facilities.

Begin construction of the STEM building with completion by Spring 2017

Construction progress reports of STEM building construction begun.

Goal IV: Maximize personnel, fiscal, and

physical resources:

Act 360 Executive Vice Chancellor

Objective IV.3: Provide resources to operate and


Restructure the Business and Finance Offices to

increase efficiency and improve student services.

1. Documentation of restructured

Business and Finance Offices.

2. Documented improvement in student

services.

Goal V: Promote

institutional effectiveness:


Chancellor, Business Office and Finance

Office Staff

Objective V.4: Engage in

systematic planning, evaluation, and utilization

of assessment outcomes

for continuous

improvement of programs

and services.


Campus SecurityDepartment/Unit Mission

Campus Police is responsible for the safety and security of all persons and property at Bossier Parish Community College. Vehicle parking, parking permits, and

traffic enforcement and continual police patrols are conducted on a daily basis.


Provide campus-specific training to officers Documentations of training received by

officers.

Goal IV: Maximize


physical resources:

Regular budget Chief of PoliceObjective IV.1: Provide


development activities for employees.

Expand the emergency notification system to the

new building.

Emergency Notification System

expanded to new building.

Goal V: Promote


Regular budget Chief of Police and

Director of Health and

Environmental Safety


systematic planning,

evaluation, and utilization

of assessment outcomes for

continuous improvement of programs and services.

Evaluate effectiveness of police patrols. 1. Evaluation by Safety Committee.

2. Crime Statistics

3. Incident Reports

4. Jeanne Cleary Act Reporting Statistics

5. BPCC Report Card

6. Daily Activity Reports

Goal V: Promote


Regular budget Chief of PoliceObjective V.4: Engage in




continuous improvement of

programs and services.


Computer Services DepartmentDepartment/Unit Mission

The mission of the Computer Services Department is to support, encourage and enhance the use of technology by faculty, staff and students by providing planning,

budgeting and leadership for technology; and by administering the College’s technical support units. These units will provide technical infrastructure, College web

site maintenance, programming, training, design, consulting, and leadership for technology. In addition, the mission of Technical Support Services (TSS) is to manage

and operate College-wide information systems and to coordinate support for the College information infrastructure in order to meet the academic and administrative

computing needs of the College. The services that TSS provides include help desk, email, web server(s), academic server, database, IT security, and knowledge

management services.


Implementing virtual desktop environment for

students.

Achieve milestones of system design;

hardware and software acquisition,

programming, deployment and

reassessment and adjustments if needed.

Goal I: Increase

opportunities for student

access and success:

Regular budget Chief Information OfficerObjective I.4: Expand

locations and delivery

options for courses and

programs. (OLA 2020

Double the number of students served)

Improve access to online help for students, faculty

and staff.

Increased web traffic to support pages. Goal II: Enhance

educational programs and

services by incorporating

technology and distance

education and maximizing

student development and

satisfaction:

Regular budget Chief Information OfficerObjective II.1: Increase

educational technologies to

include technical support,

training, and technological

capabilities to enhance

and/or expand programs

and services. (OLA 2020 Double the number of

graduates)

Participate in professional development opportunities. Number of professional development

opportunities in which the individuals participate.

Goal IV: Maximize

personnel, fiscal, and physical resources:

Regular budget Chief Information OfficerObjective IV.1: Provide

resources for professional development activities for

employees.

Demonstrate accountability of Computer Services

Department through submission of internal reports.

BPCC report card, Webalizer online

statistics, ERP online audit reports and

Service Desk reports

Goal V: Promote


Regular budget Chief Information OfficerObjective V.4: Engage in



of assessment outcomes for continuous


and services.


Office of Environmental Health and SafetyDepartment/Unit Mission

The mission of the Department of Environmental Safety is to assure that Bossier Parish Community College provides a safe workplace and campus for employees,

students, and visitors.


Increase the number of successful deliveries of

safety training via e-mail.

Record percentage of delivery receipts. Goal IV: Maximize


physical resources:

Regular Budget Director of Environmental

Health and Safety




Strengthen relationships with local public safety

agencies to define special assistance and the needs

of the institution.

Review logged response times during

calls for assistance

Goal IV: Maximize


physical resources:


Health and Safety




employees.

Maintain compliance with the State Office of Risk

Management.

Analyze audit findings and make

necessary changes to assure compliance.

Goal IV: Maximize


physical resources:


Health and Safety




employees.

Conduct rigorous inspections to identify potential

physical and litigious hazards.

Records of all inspections and associated

correspondence requesting corrective

actions.

Goal V: Promote



Health and Safety



evaluation, and utilization of

assessment outcomes for




Finance DepartmentDepartment/Unit Mission


Identify and/or expand cost-saving methods for the

College.

Report of any cost-savings to the

Executive Vice Chancellor for

Administration

Goal IV: Maximize


physical resources:

Regular Budget Associate Vice Chancellor

for Finance, Comptroller,

Accounting Supervisor, Budget and Reporting

Officer, and Bursar




Attend a minimum of three career enhancing

professional development opportunities throughout

the year for the Finance Department employees

Attendance at a minimum of three

career enhancing professional

development opportunities throughout

the year for the Finance Department

employees.

Goal IV: Maximize


physical resources:

Regular Budget Associate Vice-Chancellor


Accounting Supervisor,

Budget and Reporting

Officer and Bursar




employees.

Educate Faculty and Staff in Banner Self-Service on

the Finance and Student modules

Number of BPCC employees provided

guidance by Finance Department staff.

Goal IV: Maximize


physical resources:



Accounting Supervisor,


Officer, and Bursar




Update the Finance Policies and Procedures to

conform to Banner.

Updated Finance Department Policies

and Procedures accurately conform to the Banner System.

Goal V: Promote



for Finance, Comptroller, Accounting Supervisor,


Officer, and Bursar


systematic planning, evaluation, and utilization of

assessment outcomes for




Human ResourcesDepartment/Unit Mission

The mission of the Human Resource Department of Bossier Parish Community College is to provide equitable and rewarding opportunity for all employees of Bossier

Parish Community College. This mission is accomplished through conscientious application and administration of a comprehensive benefit package, attractive salary

packages, and aggressive retirement options. The organization adheres to federal and state employment regulations and ensures equal opportunity to all employees

and applicants.


Provide informational meetings for employees

regarding benefits and HR processes/policies.

1. Attendance records from meetings. Goal IV: Maximize


physical resources:

No budget impact HR staffObjective IV.1: Provide



employees.

Provide opportunities to recruit qualified candidates. 1. Electronically posted position

announcements.

2. Attendance record from job fairs.

Goal IV: Maximize


physical resources:

No budget impact HR staffObjective IV.4: Recruit

and retain a diversified

and exemplary faculty,

staff, and administration.

Provide activities and events related to cultural,

socioeconomic and educational diversity.

Attendance records Goal IV: Maximize


physical resources:

No Budget Impact HR StaffObjective IV.5: Provide

resources to foster

cultural, socio-economic,

and educational diversity.

Implement Department of Labor FLSA legislation within current payroll and employment.

1. Updated job descriptions 2. New non-exempt unclassified

positions in the Banner system.

3. Alternate ways to compensate full-

time non-exempt employees in exempt

part-time positions.


No budget Impact HR StaffObjective V.4: Engage in systematic planning,



for continuous


and services.

Implement the Banner Document Management

System (BDMS).

1. Trained staff to use BDMS. 2. Procedures for the use of BDMS. 3. Daily use of BDMS to scan documents

Goal V: Promote


No budget impact HR staffObjective V.4: Engage in


evaluation, and utilization of assessment outcomes

for continuous


and services.


Office of Physical PlantDepartment/Unit Mission

The mission of the Building and Grounds and Maintenance Division of the Department of the Physical Plant is to maintain buildings and fixtures in a safe, operable

condition and provide rapid and economical repair to minor breakdown and maintenance problems in order to minimize the inconvenience to building occupants and

to keep associated deterioration to a minimum level. It is also the mission of this department to maintain grounds, including lawn care and litter removal on the

campus.


Maximize efficiency of the vanpool service to assist

students in need of transportation.

Number of van routes; Vehicle

maintenance records.

Goal I: Increase


access and success:

Regular Budget Director of Physical PlantObjective I.1: Increase

fall 14th class day

headcount enrollment at

Bossier Parish Community College by 40% from the

fall 2012 baseline level of

7,917 to 11,083 by fall

2018. (OLA 2020 Double

the number of students

served)

Coordinate opportunities for Physical Plant

employees to review safety procedures for

equipment and chemicals at bi-weekly custodial staff

meetings.

Meeting minutes with attendance

records, equipment manuals and MSDS

information are available in the Physical

Plant office.

Goal IV: Maximize


physical resources:

Regular budget Director of Physical PlantObjective IV.1: Provide



employees.

Promote awareness of electronic form for all key requests submitted by faculty and staff through

campus wide email at the beginning of fall and

spring semesters.

Number of Key Requests received and acted upon are totaled through the

campus email software.


physical resources:

Regular budget Director of Physical PlantObjective IV.3: Provide resources to operate and


Evaluate College grounds and landscape

maintenance performed by an outside vendor to

ensure a positive and welcoming learning environment.

Staff are assigned to oversee the

maintenance of the grounds through an

outside vendor.

Goal IV: Maximize


physical resources:

Regular Budget Director of Physical PlantObjective IV.3: Provide



Expand use of electronic equipment for all

maintenance requests from faculty and staff.

Maintenance Requests are submitted

online from the Physical Plant webpage.

Goal IV: Maximize


physical resources:

Regular budget Director of Physical PlantObjective IV.3: Provide





Evaluate the efficiency in the method of prioritizing maintenance requests submitted by faculty and staff.

Results of BPCC Report Card Goal V: Promote institutional effectiveness:

Regular budget Director of Physical PlantObjective V.4: Engage in systematic planning,



for continuous


and services.


Purchasing DepartmentDepartment/Unit Mission

The mission of Bossier Parish Community College's Purchasing Department is to develop and implement sound procurement, receiving and inventory practices in

accordance with Bossier Parish Community College policy, legislative mandates and Louisiana law. We strive to provide quality and timely service to our customers

and vendor communities.

Department Measurable Strategy Performance Indicators Goal Link Objective Lin Budgetary Implication Person(s) Responsible

Provide professional development opportunities for

staff

Number of professional development

opportunities attended by staff.

Goal IV: Maximize


physical resources:

Part of regular budget Director of Purchasing,

Purchasing Agent,

Property Control Manager,

Shipping andReceiving Supervisor,

Administrative Assistant III




employees.

Assist faculty and staff with processing of the

following:

Requisitions, Purchase Orders, Receiving Reports,

Contracts, and Check Requests.

Number of people that request training

sessions and/or follow up training

sessions.

Goal IV: Maximize


physical resources:


Purchasing Agent,


Shipping and

Receiving Supervisor,





Educate faculty and staff in Banner Self-Service System on the Purchasing modules.

Number of BPCC employees trained by Purchasing Department staff.


physical resources:

Part of regular budget Director of Purchasing,Purchasing Agent, Property

Control Manager, Shipping and

Receiving Supervisor,


Objective IV.3: Provide resources to operate and


Ensure delivery of all items purchased within 5

working days. For items too large to move, ensure

that a work order is put in within 5 days of receipt or location confirmation.

Log of deliveries Goal IV: Maximize


physical resources:


Purchasing Agent, Property

Control Manager, Shipping andReceiving Supervisor,





Updating Contract & Procurement Forms on the

BPCC Website.

New forms on BPCC Website Goal V: Promote



Purchasing Agent,


Administrative Coordinator IV,






for continuous improvement of programs

and services.


Division ofDivision ofDivision ofDivision of Economic Economic Economic Economic DDDDevelopmentevelopmentevelopmentevelopment

Vice Chancellor of Economic and Workforce DevelopmentDepartment/Unit Mission

The mission of Economic & Workforce Development is to provide excellence and innovation in talent development to benefit individuals, employers, and citizens of our

region by delivering customized, relevant education and training, offering high-stakes test services, and enhancing access to employability and opportunities for career

advancement.


Develop and nurture partnerships with business and

industry, economic development organizations,

community organizations, high schools, and other

post-secondary institutions to meet Our Louisiana 2020 goals of a 10% increase.

Number of new partnerships. Goal III: Utilize

partnerships to expand

educational and

economic/workforce development:

None Vice Chancellor for

Economic & Workforce

Development; Dean of

Workforce & Continuing Education; Workforce &

Continuing Education staff

Objective III.2: Pursue

new and support existing

partnerships with business

and industry leaders through all college divisions

to enhance the growth of

the College. (OLA 2020

Quadruple partnerships

with business and industry)


staff.

Documentation of the number of

professional development opportunities

provided.

Goal IV: Maximize


physical resources:

Department budget Vice Chancellor for


Development, Dean of

Workforce Development

& Continuing Education,

Workforce & Continuing

Education staff




employees.

Analyze and evaluate the success of the Program for

Successful Employment.

Increase the:

1. Number of students enrolled;2. Number of students enrolled in credit

courses;

3. Number of students employed.

Goal V: Promote


Department budgets;

applicable grant funds

Vice Chancellor for

Economic & Workforce Development; Dean of


Education; Director of

Program for Successful

Employment


systematic planning, evaluation, and utilization


for continuous


and services.

Analyze and evaluate the success of the Testing

Center.

Increase the:

1. Number of test options;

2. Number of tests delivered;

3. Revenue earned.

Goal V: Promote


Department budget;

applicable grant funds

Vice Chancellor for


Development, Dean of

Workforce Development & Continuing Education,

Director of Testing Center






and services.

Thursday, March 02, 2017 Page 1 of 2


Analyze and evaluate the success of Workforce Development & Continuing Education.

Increase the:1. Number of students served;

2. Revenue earned.


Department budgets; applicable grant funds

Vice Chancellor for Economic & Workforce

Development; Dean of


Education

Objective V.4: Engage in systematic planning,



for continuous


and services.

Thursday, March 02, 2017 Page 2 of 2

Workforce Development and Continuing EducationDepartment/Unit Mission

The mission of Workforce Development and Continuing Education is to provide Louisiana individuals and businesses the most advanced, customized and relevant

education and training.


Grow enrollment by developing courses that meet

the needs of business/industry and the community.

1. Overall enrollment.

2. Net revenue earned.

Goal I: Increase


access and success:

Department Budget Dean of Workforce

Development and

Continuing Education, Workforce Development

and Continuing Education

staff

Objective I.4: Expand

locations and delivery

options for courses and programs. (OLA 2020

Double the number of

students served)

Pursue IWTP grants and other funding opportunities

to meet the demands of the workforce and

community.

1. Number of grant funding and IWTP

proposals submitted.

2. Number of IWTP participants trained.

3. Quality rating received for services

we provided to employers.

Goal III: Utilize


educational and

economic/workforce

development:

LWC IWTP Funding and

Other Funding Sources

Dean of Workforce

Development and

Continuing Education,

Business Development

Representative in

Workforce Development and Continuing Education

Objective III.2: Pursue

new and support existing


and industry leaders

through all college divisions

to enhance the growth of the College. (OLA 2020



Raise funds for workforce training scholarships through the 3rd Annual BPCC Spring Swing Golf

Tournament.

1. Net revenue earned for scholarships.2. Number of teams participating.

Goal III: Utilize partnerships to expand

educational and

economic/workforce

development:

None Business Development Representative in



Objective III.2: Pursue new and support existing


and industry leaders

through all college divisions

to enhance the growth of

the College. (OLA 2020



Provide resources for professional development

through participation in local, regional, and

nationwide workforce training and development

organizations.


activities attended.

Goal IV: Maximize


physical resources:

Department Budget Dean of Workforce

Development and


Workforce Development and Continuing Education

staff




employees.

Friday, February 17, 2017 Page 1 of 2


Analyze non-credit course and instructor evaluations and make any necessary changes to improve the

quality of courses offered.

1. Results of evaluations;2. Changes made to courses based on

results of evaluations.


Department Budget Dean of Workforce Development and




staff




for continuous


and services.


BPCC Testing CenterDepartment/Unit Mission

The mission of BPCC's Testing Center is to provide high stakes test services to students, the workforce, and members of the military in accordance with National

College Testing Association Standards and Guidelines.


Add a new test service that will help meet academic

and workforce testing demands.

1. List of industry-based certifications

and professional licensure exams

available once new test service is added.2. Number of exams delivered for new

test service.

3. Revenue earned from new test

service.

Goal I: Increase


access and success:

None. Testing Center DirectorObjective I.3: Develop

new programs, including

4- and 5-star programs, to meet workforce

demands. (OLA 2020

Double the annual


Encourage staff to complete professional

development activities including test credential

updates, webinars, and on-campus seminars.

List of professional development

activities including test credential

updates, webinars, and on-campus

seminars completed by each staff

member.

Goal I: Increase


access and success:

Annual budget. There

should be no cost for most

professional development

activities.

Testing Center DirectorObjective I.3: Develop

new programs, including

4- and 5-star programs,

to meet workforce

demands. (OLA 2020

Double the annual earnings of graduates)

Improve technological capabilities of BPCC Testing

Center and BPCC BAFB National Test Center.

Implementation of BPCC Student

Technology Fee Proposal replacing 16

computers at the BAFB Test Center and

6 computers at the BPCC Test Center, all

of which are at least five years old.

Goal II: Enhance


services by incorporating

technology and distance



satisfaction:

Student Technology Fees. Testing Center DirectorObjective II.1: Increase

educational technologies

to include technical

support, training, and

technological capabilities

to enhance and/or expand


(OLA 2020 Double the number of graduates)

Increase marketing of Testing Center and BAFB

National Test Center through social media sources.

1. Number of informational submissions

related to industry-based certifications,

professional licensure exams, etc. 2. Number of views on social media.

Goal II: Enhance


services by incorporating technology and distance



satisfaction:

None. Testing Coordinator IIObjective II.2: Increase

student opportunities and

awareness of academic and career options. (OLA

2020 Double the annual


Revise Testing Center website and online

registration system to update information and make

website and test registration more user friendly.

Documentation of improvements made

to website and online registration system.

Goal V: Promote


None. Testing Coordinators and

Testing Center Director





for continuous

improvement of programs and services.



Develop online survey to be completed by test takers. Development of online survey for test takers.


Annual budget. Testing Coordinator IObjective V.4: Engage in systematic planning,



for continuous


and services.


Program for Successful EmploymentDepartment/Unit Mission

The mission of BPCC's Program for Successful Employment is to provide an innovative post-secondary program for students with cognitive disabilities and/or Autism

that promotes lifelong skills which enhance employability as well as becoming a productive citizen in the community.


Partner with outlying parishes to expand the

Program for Successful Employment to serve an

increased number of students with disabilities

Number of PSE students served in

outlying parishes

Goal I: Increase


access and success:

LRS Grant Director of Program for

Successful Employment,

Program for Successful Employment staff and

instructors

Objective I.1: Increase fall

14th class day headcount

enrollment at Bossier Parish Community College

by 40% from the fall 2012

baseline level of 7,917 to

11,083 by fall 2018. (OLA

2020 Double the number of

Grow program enrollment by obtaining

Comprehensive Transition Program accreditation.

Increase student enrollment ages 18 and

up

Goal I: Increase


access and success:

Department Budget Director of Program for

Successful Employment,


Employment staff and

instructors.

Objective I.3: Develop

new programs, including 4-

and 5-star programs, to

meet workforce demands.

(OLA 2020 Double the

annual earnings of

graduates)


staff.


activities attended.

Goal IV: Maximize


LRS Grant Director of Program for

Successful Employment, Program for Successful


instructors.



employees.



Track graduate employment. 1. Percentage of graduates that are gainfully employed after 90 days;

2. Percentage of graduates that are

gainfully employed after one year.


None Director of Program for Successful Employment,



instructors.




for continuous


and services.


Division of Student Services

Vice Chancellor for Student ServicesDepartment/Unit Mission

The mission of the Office of the Vice Chancellor for Student Services is to assist and support the departments within the Student Services Division and to provide

fair, objective decisions involving student discipline and student concerns.


Launch the online student orientation, Cavalier

Connection, by spring 2017.

Completion of the launch of online

student orientation by spring 2017.

Goal I: Increase


access and success:


Student Services;

Director of Public Relations

Objective I.1: Increase fall 14th

class day headcount enrollment

at Bossier Parish Community College by 40% from the fall

2012 baseline level of 7,917 to

11,083 by fall 2018. (OLA 2020

Double the number of students

served)

Promote 100% participation by Student

Services staff in at least one professional

development opportunity.

Percentage of Student Services

staff participating in at least one

professional development seminar

or workshop.

Goal IV: Maximize


physical resources:


Student Services; Deans

and Directors of Student

Services departments




employees.

Develop Learning Outcomes for Student

Services by spring 2017.

Development of Learning Outcomes

for all departments of Student

Services by spring 2017.

Goal V: Promote



Student Services and

Deans and Directors for

Student Services

departments.


systematic planning, evaluation,

and utilization of assessment

outcomes for continuous

improvement of programs and

services.

Administer a Student Services survey to

improve the effectiveness of the departments within the Student Services Division.

Results and data from the survey. Goal V: Promote



Student Services


systematic planning, evaluation, and utilization of assessment

outcomes for continuous

improvement of programs and

services.


Admissions/Registrar's OfficeDepartment/Unit Mission

The mission of the Admissions/Registrar's Office at Bossier Parish Community College is to assist students through the admission and registration process, to

guarantee accuracy and security of student records, and to support students during their enrollment at Bossier Parish Community College.


Collaborate with LCTCS Enrollment Services to

increase communications to students and to student

applicants for enrollment opportunities.

Number of students enrolled. Goal I: Increase


access and success:

Regular Budget Dean of Enrollment

Management






11,083 by fall 2018. (OLA

2020 Double the number

of students served)

Host and participate in events on and off campus to

promote student learning about the college

enrollment experience.

Number of events attended. Goal I: Increase


access and success:


Management



enrollment at Bossier

Parish Community College


baseline level of 7,917 to 11,083 by fall 2018. (OLA


of students served)

Provide staff professional development opportunities. Number of professional development opportunities attended.


physical resources:

Regular Budget Dean of Enrollment Management

Objective IV.1: Provide resources for professional


employees.

Create new opportunities for students to complete

the Admissions/Registrar's online survey for

improvement of services.

Increased number of surveys completed. Goal V: Promote



Management




for continuous


and services.


Athletics OfficeDepartment/Unit Mission

The mission of the Athletic Department is to assist the student/athlete in achieving a total educational experience while competing at the intercollegiate level. Such

competition parallels institutional goals with a structured sporting environment that enhances one's personal growth and development.


Increase the number of non-scholarship

student-athletes enrolled in the college by

offering sport specific classes for college credit as well as increasing the number of sports

offered.

Higher number of total non-

scholarship student-athletes.

Goal I: Increase


access and success:

Regular Budget with

Potential Increase in

Revenue

Athletic Director, Athletic

Coordinator, Sport

Coaches

Objective I.1: Increase fall 14th

class day headcount enrollment at

Bossier Parish Community College by 40% from the fall 2012 baseline

level of 7,917 to 11,083 by fall

2018. (OLA 2020 Double the

number of students served)

Develop a comprehensive Success Plan for

Student-Athletes including a revised student-

athlete academic advising process and Student-

Athlete Orientation

The number of student-athletes who

maintain academic eligibility until

graduation and/or transfer the

eligibility to play sports at a 4-year

institution.

Goal II: Enhance

educational programs

and services by

incorporating technology

and distance education

and maximizing student development and

satisfaction:

Regular Budget Athletic Director, Athletic

Coordinator, Sport

Coaches, Dean of

Student Success

Objective II.2: Increase student

opportunities and awareness of

academic and career options. (OLA

2020 Double the annual earnings of

graduates)

Grow current and pursue new individual and

corporate sponsorships for our athletic

department.

Amount of revenue generated. Goal III: Utilize


educational and

economic/workforce

development:

Potential Increase in

Revenue

Athletic Director, Athletic

Coordinator, Sport

Coaches

Objective III.2: Pursue new and

support existing partnerships with

business and industry leaders

through all college divisions to

enhance the growth of the College.

(OLA 2020 Quadruple partnerships


Secure resources for coaching association

memberships; Send coaches to sport specific

coaching conferences and networking events.

Number of memberships attained.

Number of events attended.

Goal IV: Maximize


physical resources:


Coordinator, Sport

Coaches

Objective IV.1: Provide resources

for professional development

activities for employees.

Adopt an electronic communication system for

use by staff and coaches to improve service to

student-athletes.

Adoption of communication system. Goal V: Promote



Coordinator, Sport

Coaches

Objective V.4: Engage in systematic

planning, evaluation, and utilization


continuous improvement of programs and services.


BPCC @ NSUDepartment/Unit Mission

The purpose of BPCC @ NSU is to provide community college courses to those students living in north central Louisiana who do not directly admit to a Louisiana

university from high school.


Provide professional development opportunities to

faculty and staff.

Documentation of number, date, and

attendance at professional opportunities

provided.

Goal IV: Maximize


physical resources:

Regular budget Director of BPCC @ NSUObjective IV.1: Provide



employees.

Recruit and retain qualified faculty. Number of credentialed faculty hired;

number of credentialed faculty retained.

Goal IV: Maximize


physical resources:

Regular budget Director of BPCC @ NSUObjective IV.4: Recruit

and retain a diversified and

exemplary faculty, staff,

and administration.

Create a survey to measure the effectiveness of BPCC@NSU.

Creation of survey. Goal V: Promote institutional effectiveness:

Regular budget Director of BPCC @ NSUObjective V.4: Engage in systematic planning,



for continuous


and services.


Center for Student SuccessDepartment/Unit Mission

Helping students achieve academic success in a supportive and helpful environment is the mission of the Center for Student Success at Bossier Parish Community

College. Our goal is to encourage students to develop the skills and perseverance to become self-directed and proactive learners. We strive to achieve this mission

through a variety of services to the students such as Academic Advising, Career Services, and Disability Services. We ensure equal access to all students and members

of the college community.


Update the academic plan for students regulated by

the Student Academic Progress (SAP) policy.

Number of Student Academic Progress

(SAP) academic plans completed.Goal I: Increase


access and success:

Regular Budget Dean, Center for Student

SuccessObjective I.1: Increase

fall 14th class day




7,917 to 11,083 by fall



served)

Review student Disability Services applications and

notify instructors of accommodations.

Number of accommodation letters

provided to instructors as a results of the

applications review.

Goal I: Increase


access and success:

Regular Budget Coordinator, Disability

ServicesObjective I.2: Increase

fall 14th class day

minority headcount






of students served)

Offer career counseling to both prospective and

currently enrolled students.

Number of prospective and currently

enrolled students who receive career

counseling

Goal II: Enhance


services by incorporating technology and distance



satisfaction:

Regular Budget Dean and Administrative

Coordinator of Career

Services

Objective II.2: Increase

student opportunities and

awareness of academic and career options. (OLA

2020 Double the annual



faculty and staff.


opportunities offered by the Center for

Student Success.

Goal IV: Maximize


physical resources:


SuccessObjective IV.1: Provide



employees.



Participate in professional development opportunities. Number of professional development opportunities in which Career Services

participates in 2016-2017.

Goal IV: Maximize


Regular Budget Dean and Administrative Coordinator of Career

Services



employees.

Administer an online Academic Advising Center

survey to evaluate current services.

Academic Advising Center survey results. Goal V: Promote



SuccessObjective V.4: Engage in



for continuous


and services.

Evaluate the levels and changing student needs of

all service components.

Number of students requesting special

accommodations not currently offered.Goal V: Promote


Regular Budget Dean and Coordinator of

Disability ServicesObjective V.4: Engage in




for continuous



Financial Aid OfficeDepartment/Unit Mission

Bossier Parish Community College is dedicated to the philosophy that no student who desires a college education should be denied the opportunity because of lack of

funds. Therefore, the College seeks to assist eligible students in financing the costs associated with their education through various federal, state, and institutional

programs. To the extent possible, students are aided in meeting their educational expenses through various forms of financial assistance programs.


Visit area high schools to hold Financial Aid

Workshops that will allow financial aid staff members

to help students/parents complete the FAFSA.

Number of attendees at the Financial Aid

Workshop events.

Goal I: Increase


access and success:

Regular budget Financial Aid DirectorObjective I.1: Increase

fall 14th class day




7,917 to 11,083 by fall



served)

Host several on-campus Financial Aid Marathon

events throughout the year and invite all BPCC

students along with high school students and

parents.

Number of attendees at the Financial Aid

Marathon events.

Goal I: Increase


access and success:

Regular budget Financial Aid DirectorObjective I.1: Increase

fall 14th class day


Bossier Parish Community

College by 40% from the


7,917 to 11,083 by fall 2018. (OLA 2020 Double


served)

Encourage staff members to participate in

professional development opportunities.

Attendance/participation records

indicating staff members who attendedor participated in professional

development events.

Goal IV: Maximize


Regular Budget Financial Aid DirectorObjective IV.1: Provide


employees.

Utilize Financial Aid Satisfaction Survey to evaluate

ways to improve the financial aid process and

service delivery

Changes made based on responses to

the Satisfaction Survey

Goal V: Promote


Regular budget Financial Aid DirectorObjective V.4: Engage in





and services.


Recruiting OfficeDepartment/Unit Mission

The Recruiting office seeks to recruit and locate prospective students by providing community outreach throughout the service area and by distributing information

regarding educational opportunities at Bossier Parish Community College.


Create and implement a system in conjunction with

the Admissions/Registrar's Office to notify students

of acceptance to the College. (i.e.: mail acceptance letter to new applicants monthly)

Number of acceptance letters mailed to

new applicants.

Goal I: Increase


access and success:

Regular budget Director of Recruiting;

Recruiter(s)






11,083 by fall 2018. (OLA


of students served)

Continue to host, plan, and implement Cavalier

Preview Night every 6-8 weeks for prospective

students throughout the year.

Number of Cavalier Preview Nights

hosted.

Goal I: Increase


access and success:


Recruiter(s)








of students served)

Promote professional development to enhance productivity and knowledge within the department.

Number of professional development opportunities attend by staff members.


physical resources:

Regular budget Director of Recruiting; Recruiter(s)

Objective IV.1: Provide resources for professional


employees.

Implement a revised electronic campus visit/tour

evaluation for prospective students.

Completion of the revised evaluation.

Results from the evaluation.

Goal V: Promote



Recruiter(s)




for continuous


and services.


Student LifeDepartment/Unit Mission

The mission of the Bossier Parish Community College Office of Student Life is to provide programs and services which aid and enrich the educational and cultural

experiences of the student body by contributing to their intellectual, social, physical and emotional development. We seek to achieve this mission by providing events

and activities which engage students in and out of the classroom; by utilizing faculty, staff, and alumni in Student Life organizations and programs to enhance the

students' experience as well as their retention and success; and, by educating student leaders to develop self-responsibility and respect for others.


Create and implement a Cavalier Rewards Program. The number of students participating in

the Cavalier Rewards program.

Goal I: Increase


access and success:

Regular budget Director of Student LifeObjective I.1: Increase fall



Parish Community College by 40% from the fall 2012


11,083 by fall 2018. (OLA


of students served)

Provide opportunities for minority students to access

college through Student Life scholarships.

Number of scholarships awarded to

minority students.

Goal I: Increase


access and success:

Regular budget Director of Student LifeObjective I.2: Increase fall

14th class day minority


Bossier Parish Community

College by 40% from the


4,314 to 6,039 by fall 2018. (OLA 2020 Double


served)

Participate in professional development opportunities. Number of professional development

opportunities in which the Student Life staff participates.

Goal IV: Maximize


Regular budget Director of Student LifeObjective IV.1: Provide


employees.

Provide activities that promote cultural,

socioeconomic and educational diversity.

Number of activities provided. Goal IV: Maximize


physical resources:

Regular budget Director of Student LifeObjective IV.5: Provide

resources to foster cultural,

socio-economic, and

educational diversity.

Administer a Student Life online survey to improve

the effectiveness of the department.

Results from the Student Life survey. Goal V: Promote


Regular Budget Director of Student LifeObjective V.4: Engage in




for continuous



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