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Bossier Parish Community College
Strategies for Success
2015-2016
Contents
BPCC Strategies for Success Plan (2014-2019) 4
Division of Administration 7
Office of the Chancellor 8
Institutional Advancement 9
Institutional Effectiveness Initiatives 10
Internal Auditor 11
Public Relations 12
Division of Academic Affairs 13
Office of the Vice Chancellor 14
Educational Technology 17
Institutional Research and Grants 19
Division of Behavioral-Social Sciences and College Transition Programs 20
Division of Business 23
Division of Communication and Performing Arts 24
Division of Innovative Learning 26
Workforce Development and Continuing Education 28
BPCC Testing Center 29
Division of Learning Resources 31
Division of Liberal Arts 33
Division of Sciences, Nursing, and Allied Health 35
Division of Technology, Engineering, and Mathematics 36
Division of Business Affairs 37
Office of the Vice Chancellor 38
Campus Security 39
Computer Services Department 40
Environmental Health and Safety 41
Finance Department 42
Human Resources 43
Physical Plant 44
Purchasing Department 45
Division of Student Services 46
Office of the Vice Chancellor 47
Academic Advising 48
Admissions/Registrar’s Office 49
Athletics 51
BPCC @ GSU 52
BPCC @ LSUS 54
BPCC @ NSU 55
Career Services 56
Financial Aid 57
Recruiting 58
Student Life 59
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 Mission
The 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
Provide professional development for faculty and
staff.
Documentation of professional
development workshops attended
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular Budget Chancellor, Faculty, and
Staff
Objective IV.1: Provide
resources for professional
development activities for employees.
Acquire additional land for program expansion Documentation of land acquisition for
program expansion
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Act 360 Chancellor, Executive
Vice Chancellor
Objective IV.3: Provide
resources to operate and
maintain the facilities.
Complete construction of the STEM building Construction progress reports and
documentation of STEM building
construction completed
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Act 360 Chancellor, Executive
Vice Chancellor
Objective IV.3: Provide
resources to operate and
maintain the facilities.
Complete construction of a new parking lot. Construction progress reports and
documentation for parking lot
construction completed
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Capital Outlay 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
Goal V. Promote
institutional effectiveness:
Regular Budget ChancellorObjective V.4: Engage in
systematic planning,
evaluation, and utilization of
assessment outcomes for continuous improvement of
programs and services.
Tuesday, April 12, 2016 Page 1 of 1
Institutional AdvancementDepartment/Unit Mission
The BPCC Foundation was formed and organized for the purpose and mission of engaging in educational, scientific, literary, benevolent, and charitable works for
Bossier Parish Community College.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Revitalize the college Foundation's fundraiser Amount of BPCC 100 funds raised and
the number of community partners and
volunteers participating to support student access to higher education
Goal I: Increase
opportunities for student
access and success:
BPCC Foundation; Office of
the Chancellor; Public
Relations
BPCC Foundation Board
Members; BPCC
Chancellor; Director of Public Relations; Director
of Institutional
Advancement
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)
Implement Family Campaign Number of employees supporting
campaign over previous year
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Foundation Budget BPCC Foundation Board
Members; BPCC
Chancellor; Director of
Institutional Advancement
Objective IV.1: Provide
resources for professional
development activities for
employees.
Launch Public Phase of Capital Campaign Amount of money raised toward overall
goal
Goal IV: Maximize
personnel, fiscal, and
physical resources:
BPCC Foundation; Office of
the Chancellor; Public
Relations
BPCC Foundation Board
Members; BPCC
Chancellor; Director of
Public Relations; Director
of Institutional
Advancement
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)
Implement new donor management software system
for enhanced data reporting and service delivery to
donors and alumni.
Number of supporters and quality of
useable data added to donor database
as a result of technologically advanced
software.
Goal V. Promote
institutional effectiveness:
Office of Institutional
Advancement
Director of Institutional
Advancement
Objective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes for continuous
improvement of programs
and services.
Tuesday, April 12, 2016 Page 1 of 1
Institutional Effectiveness InitiativesDepartment/Unit Mission
The mission of Institutional Effectiveness Initiatives is to develop, coordinate and support quality professional development opportunities for faculty and staff as well
as to create and broaden effective channels for increased instructor/student engagement.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Expand access to Open Campus, open sourced
courses
Number of video lecture minutes viewed
Number of individual accounts accessing
video lectures
Goal I: Increase
opportunities for student
access and success:
Objective I.4: Expand
locations and delivery
options for courses and programs. (OLA 2020
Double the number of
students served)
Increase access to on-campus professional
development workshops and presentations
Number of workshops presented Goal IV: Maximize
personnel, fiscal, and
physical resources:
General Operating Account Director, Institutional
Effectiveness Initiatives
Objective IV.1: Provide
resources for professional
development activities for
employees.
More closely align faculty/staff on-campus
professional development workshops and
presentations to reflect faculty/staff interests as
expressed through presentation evaluations
Number of workshop attendees and
participants
Goal V. Promote
institutional effectiveness:
General Operating Account Director, Institutional
Effectiveness Initiatives
Objective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Tuesday, April 12, 2016 Page 1 of 1
Internal AuditingDepartment/Unit Mission
The 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
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 the Athletics Fund.
Documentation of financial transactions
through spreadsheets and QuickBooks
software.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular Budget Compliance OfficerObjective IV.3: Provide
resources to operate and
maintain the facilities.
Establish an annual Audit Plan in compliance with
industry specific standards that fulfills the
expectations and needs of the college.
The Audit Plan approved 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 fulfill the mission of the Internal Audit Charter.
1. The extent to which college assets are physically accounted for and
safeguarded from losses of all kinds.
2. The reliability and adequacy of the
College accounting, financial and other
records.
3. The examination of College
operations to ensure compliance with
policies and procedures; state and Federal laws and regulations;
contractual obligations and Board Rules.
4. The evaluation of internal controls to
ensure adequacy, effectiveness,
efficiency and functioning properly.
Goal V. Promote institutional effectiveness:
Regular Budget Compliance OfficerObjective V.5: Maintain SACSCOC accreditation.
Tuesday, April 12, 2016 Page 1 of 1
Public RelationsDepartment/Unit Mission
The mission of the Public Relations Office is to promote and maintain comprehensive external and internal college marketing and communications program.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Increase the use of College website Monthly data generated from website
tracking system
Goal I: Increase
opportunities for student
access and success:
Regular budget 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)
Design new and redesign current program pushcard
publications in order to provide program-specific
information to the community.
Number of pushcards designed for
College programs.
Goal I: Increase
opportunities for student
access and success:
Regular budget 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)
Increase the number of posts to social media Comparison of the number of daily and
weekly Facebook, Twitter, and YouTube posts, likes, favorites, shares, and
subscribers to the number from last year.
Goal II: Enhance
educational programs and services to maximize
student development and
satisfaction
Regular budget Director of Public
Relations
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 Social
Media-related workshops and seminars.
Number of professional growth seminars
(on and off campus) attended by office
personnel.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular budget Director of Public
Relations
Objective IV.1: Provide
resources for professional
development activities for
employees.
Develop a College social media policy for all faculty
and staff to follow.
Creation of a Social Media Policy for the
College
Goal V. Promote
institutional effectiveness:
Regular budget Director of Public
Relations
Objective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous improvement of programs
and services.
Tuesday, April 12, 2016 Page 1 of 1
Division of Academic Affairs
Vice Chancellor for Academic AffairsDepartment/Unit Mission
The 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide scheduled and on demand placement
testing opportunities for students.
Number of opportunities for scheduled
and on demand placement tests during
the 2015-2016 academic year.
Goal I: Increase
opportunities for student
access and success:
Regular Budget Vice Chancellor for
Academic Affairs,
Director, and Academic Planning Staff
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)
Create new academic programs and/or revise
existing academic programs.
Number of new academic programs
created and/or revised.
Goal I: Increase
opportunities for student
access and success:
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.Number of updates of graduation
information on the College website.
2.Number of updates of placement
testing information on the College
website.
Goal II: Enhance
educational programs and
services to maximize
student development and
satisfaction
Regular Budget Vice Chancellor for
Academic Affairs,
Director, and Academic
Planning Staff
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)
Create new articulation agreements and update or
revise existing articulations with four-year
universities.
Number of new articulations created and
updated or revised.
Goal III: Utilize
partnerships to expand
educational and economic/workforce
development:
Regular Budget Vice Chancellor for
Academic Affairs and
Academic Deans
Objective III.3: Develop
articulation agreements to
expand educational and vocational opportunities for
students. (OLA 2020 Quadruple
student transfers to four-year
universities)
Tuesday, April 12, 2016 Page 1 of 3
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
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.
Goal IV: Maximize personnel, fiscal, and
physical resources:
Regular Budget and Grants Vice Chancellor for Academic Affairs,
Associate Vice
Chancellors within
Academic Affairs, and
Academic Deans and
Directors
Objective IV.1: Provide resources for professional
development activities for
employees.
Review all required paperwork for candidates for
graduation and monitor the graduation process.
1.Number of graduates for 2015-2016
academic year.
2. Number of credentials awarded for
2015-2016 academic year.
Goal V. Promote
institutional effectiveness:
Regular Budget Vice Chancellor for
Academic Affairs,
Director, and Academic
Planning Staff
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.
Goal V. Promote
institutional effectiveness:
Regular Budget Vice Chancellor for
Academic Affairs and
Academic Deans
Objective V.4: Engage in
systematic planning, evaluation,
and utilization of assessment
outcomes for continuous
improvement of programs and
services.
Update Strategies for Success, the Comprehensive
Assessment Plan, and the BPCC Report Card to reflect current organizational and system goals
and determine alternative ways of evaluating
institutional effectiveness.
1.Revisions of Strategies for Success, the
Comprehensive Assessment Plan, and the BPCC Report Card.
2.New institutional effectiveness
instruments developed or implemented.
Goal V. Promote
institutional effectiveness:
Regular Budget Associate Vice Chancellor
of Institutional Effectiveness, Strategic
Planning and Assessment
Objective V.4: Engage in
systematic planning, evaluation, and utilization of assessment
outcomes for continuous
improvement of programs and
services.
Monitor general education core competency
assessments for candidates for graduation.
1.Administration of the Educational
Testing Service Proficiency Profile to
associate degree candidates. 2.Number of candidates for graduation
completing the Bossier Parish Community College Graduation Survey
each semester.
Goal V. Promote
institutional effectiveness:
Regular Budget Vice Chancellor for
Academic Affairs,
Director, and Academic
Planning Staff
Objective V.4: Engage in
systematic planning, evaluation,
and utilization of assessment
outcomes for continuous
improvement of programs and services.
Tuesday, April 12, 2016 Page 2 of 3
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Create a timeline for assembling an accreditation team, meeting deadlines for required reports, and
beginning the process of determining a Quality
Enhancement Plan in preparation of SACSCOC
reaffirmation.
Timeline with goals and dates for assembling an accreditation team,
meeting deadlines for required reports,
and beginning the process of
determining a Quality Enhancement Plan
in preparation of SACSCOC reaffirmation.
Goal V. Promote institutional effectiveness:
Regular Budget Associate Vice Chancellor of Institutional
Effectiveness, Strategic
Planning and Assessment
Objective V.5: Maintain SACSCOC accreditation.
Participate in SACSCOC workshops in preparation
for the institutional reaccreditation process.
Representatives from the College will
attend the SACSCOC Summer Institute
and SACSCOC workshops on Substantive
Change.
Goal V. Promote
institutional effectiveness:
SACS College Budget Vice Chancellor for
Academic Affairs,
Academic Deans, and
Assistant Deans
Objective V.5: Maintain
SACSCOC accreditation.
Tuesday, April 12, 2016 Page 3 of 3
Educational TechnologyDepartment/Unit Mission
The mission of the Educational Technology Department is to implement an electronic education program that is capable of responding quickly to community needs
while promoting interest in lifelong education.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Integrate the "Quality Matters" Standards and
Principles into the design of hybrid and online
courses.
Number of face-to-face and online
training sessions provided to faculty/staff
on utilizing the QM Rubric for course design.
Goal II: Enhance
educational programs and
services to maximize student development and
satisfaction
Part of regular budget Educational Technology
Division, Academic Deans
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)
Support the College in the transition to a new
Learning Management System used for online and
face-to-face course offerings.
Number of training events provided to
faculty/staff by the Division of
Educational Technology.
Goal II: Enhance
educational programs and
services to maximize
student development and
satisfaction
Part of regular budget. Dean and Division of
Educational Technology,
Academic Deans
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)
Promote the expansion of the BPCC "Open Campus" initiative to include all academic areas of the College
Number of new "Open Campus" courses posted to the BPCC website each
semester.
Goal II: Enhance educational programs and
services to maximize
student development and
satisfaction
Part of regular budget and possible grant funding.
Dean of Educational Technology, Director of
Institutional Effectiveness
Initiatives, Support
Technician for
Educational Technology,
Academic Deans
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)
Promote the design, development, and delivery of
additional hybrid and online courses within the
academic divisions.
Number of new hybrid and online course
offered as documented in the web-based
academic course offering list.
Goal II: Enhance
educational programs and
services to maximize
student development and satisfaction
Part of regular budget and
possible grant funding
Dean of Educational
Technology, Academic
Deans
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)
Tuesday, April 12, 2016 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Participate in professional development and utilize the information to design and implement future
training opportunities for faculty and staff.
Number of professional development opportunities attended by the Division
and documented in files of the office of
the Dean.
Goal IV: Maximize personnel, fiscal, and
physical resources:
Part of regular budget. Dean and Division of Educational Technology
Objective IV.1: Provide resources for professional
development activities for
employees.
Assess the design, development, and
implementation of new tutorials and tech support
information.
1. Number of hits on Help Desk Center
and throughout the college LMS.
2. Student survey results of tech support services provided by the Division.
Goal V. Promote
institutional effectiveness:
Part of regular budget. Dean and Division of
Educational Technology
Objective V.4: Engage in
systematic planning,
evaluation, and utilization of assessment outcomes
for continuous
improvement of programs
and services.
Tuesday, April 12, 2016 Page 2 of 2
Institutional Research and GrantsDepartment/Unit Mission
The Office of Institutional Research and Grants 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. The Office also assists administrators, faculty members, and staff in
identifying appropriate external funding opportunities, developing proposals, and administering awarded funds.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide professional development opportunities to
enhance IR&G personnel professional qualifications.
Number of professional development
events attended and name of IR&G
personnel attending.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular Director, Institutional
Research and Grants
Objective IV.1: Provide
resources for professional
development activities for
employees.
Pursue external funding opportunities as available. Number of proposals submitted to
funding agencies.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular Director, Institutional
Research & Grants
Objective IV.2: Provide
resources for instructional
programs.
Collect data to support Student Success initiatives. Administration of SENSE, CCSSE, and
Graduate Exit Surveys.
Goal V. Promote
institutional effectiveness:
Regular Assessment SpecialistObjective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Demonstrate fiscal and programmatic accountability and compliance through local, state, and federal
reporting functions.
Development and submission of IPEDS, LaPAS, HCR69, GRAD Act, OLA2020 and
Annual Reports.
Goal V. Promote institutional effectiveness:
Regular Assessment Specialist, Coordinator, Planning &
Research, Administrative
Assistant
Objective V.4: Engage in systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Support data collection efforts for campus initiatives
to enhance institutional effectiveness.
Collection and compilation of data for
SACSCOC reaffirmation process.
Goal V. Promote
institutional effectiveness:
Regular Assessment Specialist,
Coordinator of Planning &
Research
Objective V.5: Maintain
SACSCOC accreditation.
Tuesday, April 12, 2016 Page 1 of 1
Division of Behavioral-Social Sciences and College Transition ProgramsDepartment/Unit Mission
The 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Participate in campus and local education events to
recruit students for academic programs within
division
Number of events attended by faculty
and staff.
Goal I: Increase
opportunities for student
access and success:
Regular Budget BPCC Accelerated
Program Coordinator;
CJUS Program
Coordinator; ECE
Program Coordinator; Education Coordinator;
Dean of Behavioral-Social
Science and College
Transition Programs
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 student support position on campus to assist students transitioning from high school equivalency
program to college credit courses
Number of students completing LA High School Equivalency Test (HiSET) and
number of HiSet graduates enrolled in
college courses for credit
Goal I: Increase opportunities for student
access and success:
External Funding Director of College Transition Programs;
Dean of Behavioral-
Sciences and College
Transition Programs
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)
Document student success as measured by course
learning outcome assessments
Documentation of course learning
outcome assessments administered
during fall and spring semesters
Goal II: Enhance
educational programs and
services to maximize
student development and satisfaction
Regular Budget Division Faculty and
Adjunct Instructors; Dean
of Behavioral-Social
Sciences and College Transition Programs
Objective II.2: Increase
student opportunities and
awareness of academic and
career options. (OLA 2020 Double the annual earnings
of graduates)
Tuesday, April 12, 2016 Page 1 of 3
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
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 III: Utilize partnerships to expand
educational and
economic/workforce
development:
External Funding PSE Staff; Dean of Behavioral-Social
Sciences and College
Transition Programs
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)
Partner with BPCC Foundation to write a grant for
the Program for Successful Employment.
Submission of grant to Beaird
Foundation by December 2015
Goal III: Utilize
partnerships to expand
educational and
economic/workforce development:
Regular Budget PSE Staff; Dean of
Behavioral-Social
Sciences and College
Transition Programs
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)
Complete Birth to Kindergarten Statewide Curriculum
Partner Form
Submission of the Partner Form to Board
of Regents
Goal III: Utilize
partnerships to expand
educational and
economic/workforce
development:
Regular Budget Early Childhood
Education Program
Coordinator; Dean of
Behavioral-Social
Sciences and College
Transition Programs
Objective III.3: Develop
articulation agreements to
expand educational and
vocational opportunities for
students. (OLA 2020
Quadruple student
transfers to four-year universities)
Review existing articulation agreement and drafts for
potential articulation agreements with LSUS
Number of articulation agreements
updated and created
Goal III: Utilize
partnerships to expand educational and
economic/workforce
development:
Regular Budget Division Faculty; Dean of
Behavioral-Social Sciences and College
Transition Programs
Objective III.3: Develop
articulation agreements to expand educational and
vocational opportunities for
students. (OLA 2020
Quadruple student
transfers to four-year
universities)
Offer professional development for division faculty
and staff.
Number of professional development
events attended
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular Budget Director of College
Transition Programs;
Dean of Behavioral-Social
Sciences and College
Transition Programs
Objective IV.1: Provide
resources for professional
development activities for
employees.
Tuesday, April 12, 2016 Page 2 of 3
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide quarterly workshops on Adult Education performance indicators, instructional methodologies,
and retention strategies for Faculty and Staff
Number of attendees at workshops provided
Goal IV: Maximize personnel, fiscal, and
physical resources:
External Funding Director of College Transition Programs;
Dean of Behavioral-
Sciences and College
Transition Programs
Objective IV.1: Provide resources for professional
development activities for
employees.
Revise Praxis Institute materials to align with new
Content Knowledge exam (0018)
Revisions completed by the end of 2016
Spring Semester
Goal V. Promote
institutional effectiveness:
Regular Budget Education Program
Coordinator; Dean of
Behavioral-Social
Sciences and College Transition Programs
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)
Administer Student Evaluation of Instruction. Student evaluation results Goal V. Promote
institutional effectiveness:
External Funding Director of College
Transition Programs;
Dean of Behavioral-
Sciences and College
Transition Programs
Objective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Tuesday, April 12, 2016 Page 3 of 3
Division of BusinessDepartment/Unit Mission
The 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Collaborate with local employers to evaluate
internship opportunities for students
Number of meetings with employers Goal III: Utilize
partnerships to expand
educational and economic/workforce
development:
Regular Budget Interim Dean, Business
and Business and
Healthcare Management Program Directors
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)
Provide professional development opportunities for
the Division of Business faculty and staff
Participation in professional development
opportunities available
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular Budget Interim Dean, BusinessObjective IV.1: Provide
resources for professional
development activities for
employees.
Utilize course learning outcome data to make course
improvements
Documented changes to courses Goal V. Promote
institutional effectiveness:
Regular Budget Interim Dean, BusinessObjective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes for
continuous improvement of
programs and services.
Tuesday, April 12, 2016 Page 1 of 1
Division of Communication and Performing ArtsDepartment/Unit Mission
The 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Participate in recruiting activities for the Division
of Communication and Performing Arts
Number of recruiting activities in which
the faculty and staff in the Division of
Communication and Performing Arts
participate.
Goal I: Increase
opportunities for student
access and success:
Regular Budget Dean of Communication
and Performing Arts,
Division Faculty and Staff
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)
Produce 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.
Goal I: Increase
opportunities for student
access and success:
Regular Budget Dean of Communication
and Performing Arts,
Division Faculty and Staff
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)
Utilize the college website for advertising the
Division of Communication and Performing Arts
events.
Number of events advertised on the
BPCC website and in the Student
Activities Calendar.
Goal II: Enhance
educational programs and
services to maximize student development and
satisfaction
Regular Budget Dean of Communication
and Performing Arts,
Division Faculty and Staff
Objective II.2: Increase
student opportunities and
awareness of academic and career options. (OLA
2020 Double the annual
earnings of graduates)
Tuesday, April 12, 2016 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Access 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.
Goal III: Utilize partnerships to expand
educational and
economic/workforce
development:
Regular Budget Dean of Communication and Performing Arts,
Division Faculty and 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)
Participate in professional development
opportunities
Number of professional development
opportunities in which the individuals in
the Division of Communication and
Performing Arts Participate
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular Budget Dean of Communication
and Performing Arts,
Division Faculty and Staff
Objective IV.1: Provide
resources for professional
development activities for
employees.
Review and update, if necessary, division
program and course offerings.
Specific changes to program and course
offerings to meet the needs of the
students.
Goal V. Promote
institutional effectiveness:
Regular Budget Dean of Communication
and Performing Arts,
Division Faculty and Staff
Objective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs and services.
Tuesday, April 12, 2016 Page 2 of 2
Division of Innovative LearningDepartment/Unit Mission
The 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Enhance the overall enrollment process for AIM,
Dual Enrollment, and the Youth Challenge Program
while maintaining the academic integrity of each
program.
1. Creation of a systematic testing
process for the Youth Challenge Program
and revision of challenge exams.
2. Creation of a new textbook distribution process for the AIM program.
Goal II: Enhance
educational programs and
services to maximize
student development and satisfaction
Standard Budget Associate Vice Chancellor
of Innovative Learning,
Director of Academic
Outreach
Objective II.2: Increase
student opportunities and
awareness of academic
and career options. (OLA 2020 Double the annual
earnings of graduates)
Increase overall dual enrollment participation for
parishes within our service area
The number of high school students
registered for Dual Enrollment courses
Goal III: Utilize
partnerships to expand
educational and
economic/workforce
development:
Standard budget, Grant
funding
Associate Vice Chancellor
of Innovative Learning,
Director of Academic
Outreach
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)
Administer new opportunities for veteran studentsand follow standards set by the Governor's Military
and Veteran Friendly Campus.
Development of a Military Orientation program
Development of a Military transfer
process to show articulation of military
credits
Goal III: Utilize partnerships to expand
educational and
economic/workforce
development:
Standard Budget Associate Vice Chancellorof Innovative Learning,
Program Coordinator
Objective III.3: Develop articulation agreements to
expand educational and
vocational opportunities
for students. (OLA 2020
Quadruple student
transfers to four-year
universities)
Provide Staff Professional development opportunities The number of professional
development opportunities staff
members participate in throughout the
year both on and off campus
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Standard Budget, Grant
Funding
Associate Vice Chancellor
of Innovative Learning
Objective IV.1: Provide
resources for professional
development activities for
employees.
Tuesday, April 12, 2016 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Determine Graduation and Retention rates for students that applied through Career Compass to
show any long-term impact on Career Compass
recruiting strategies.
Graduation and retention rates that meet or exceed BPCC's rates as a campus.
Goal V. Promote institutional effectiveness:
Standard Budget Associate Vice Chancellorof Innovative Learning,
Recruiting, Transition &
Retention Coordinator
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)
Assess ways to promote positive change at Bossier
Parish Community College and develop new
strategies to grow existing programs
1. Documentation of retention and
graduation rates
2. The increase of recruiting efforts and
increased participation at workforce fairs and off campus events.
Goal V. Promote
institutional effectiveness:
Standard Budget All Innovative Learning
Staff
Objective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes for continuous
improvement of programs
and services.
Tuesday, April 12, 2016 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
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
opportunities for student
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
Incumbent Worker Training
Program(IWTP) proposals submitted.
2. Number of Incumbent Worker
Training Program(IWTP) participants
trained.3. Quality rating received for services
provided to employers.
Goal III: Utilize
partnerships to expand
educational and
economic/workforce
development:
LWC IWTP Funding and
Other Funding Sources
Dean of Workforce
Development and
Continuing Education,
Workforce Development
and 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)
Raise funds for workforce training scholarships through the 2nd Annual BPCC Spring Swing Golf
Tournament.
1. Net revenue earned for scholarships2. Number of teams participating
Goal IV: Maximize personnel, fiscal, and
physical resources:
None Business Development Representative in
Workforce Development
and Continuing Education
Objective IV.1: Provide resources for professional
development activities for
employees.
Provide professional development through
participation in local, regional, and nationwide
workforce training and development organizations.
Number of professional development
activities attended.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Department Budget Dean of Workforce
Development and
Continuing Education, Workforce Development
and Continuing Education
staff
Objective IV.1: Provide
resources for professional
development activities for employees.
Analyze non-credit course and instructor evaluations
and make any necessary changes to improve the
quality of courses offered.
Course/Instructor evaluations completed
by students.
Goal V. Promote
institutional effectiveness:
Department Budget Dean of Workforce
Development and
Continuing Education,
Workforce Development
and Continuing Education staff
Objective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous improvement of programs
and services.
Tuesday, April 12, 2016 Page 1 of 1
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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Deliver assessment services to BPCC's Production
Technology (PTEC), C4M, Mechatronics, and
Physical Therpist Assistant Programs.
Number and types of assessments
delivered to BPCC students.
Goal II: Enhance
educational programs and
services to maximize student development and
satisfaction
Revenue will be earned
from delivery of test
services.
Test Center Director and
Testing Coordinator
Objective II.2: Increase
student opportunities and
awareness of academic and career options. (OLA
2020 Double the annual
earnings of graduates)
Complete requirements necessary to expand
industry-based certifications and licensure exams
available to students and the workforce through
addition of new test services.
1. Approval of contracts to add Comira
and CATS test services.
2. Lists of available Comira and CATS
exams.
Goal II: Enhance
educational programs and
services to maximize
student development and
satisfaction
Expenses will be paid from
revenue generated.
BPCC Testing Center
Director
Objective II.2: Increase
student opportunities and
awareness of academic
and career options. (OLA
2020 Double the annual earnings of graduates)
Explore opportunities for adult education students
who earn their HiSET credential to also have an
opportunity to earn an ACT National Career
Readiness Credential.
1. Summary of discussions with other
BPCC departments regarding desirability
and seeking funding for this strategy.
2. Number of ACT National Career
Readiness Credentials earned by HiSET
completers.
Goal II: Enhance
educational programs and
services to maximize
student development and
satisfaction
Funds to pay for WorkKeys
assessments will be
requested from other
departments.
BPCC Testing Center
Director
Objective II.2: Increase
student opportunities and
awareness of academic
and career options. (OLA
2020 Double the annual
earnings of graduates)
Provide opportunities for staff to participate in local,
statewide and national professional development activities required to maintain test service credentials
and other areas where up-to-date training is needed.
1. List of test services that require
annual recertification or other forms of professional development.
2. List of completed professional
development activities.
Goal IV: Maximize
personnel, fiscal, and physical resources:
Expenses will be paid from
department budget. Efforts will also be made to
obtain grant funds.
BPCC Testing Center
Director
Objective IV.1: Provide
resources for professional development activities for
employees.
Provide enough staff to meet existing test service
requirements and enough staff for new test services,
additional test times, and additional test days.
1. Test service documentation showing
staffing requirements.
2. Schedules showing current and
proposed test services, test dates/times, and staff available to deliver tests.
2. Approval to hire part-time test
administrator.
3. Document showing revenue earned
from current and proposed test services.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Expenses will be paid from
revenue generated by test
services.
BPCC Testing Center
Director
Objective IV.3: Provide
resources to operate and
maintain the facilities.
Tuesday, April 12, 2016 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Conduct monthly customer service meetings to plan, evaluate and assess test services, customer service,
and other issues that affect the productivity and
effectiveness of BPCC's Testing Center.
Minutes from monthly meetings. Goal V. Promote institutional effectiveness:
No impact. BPCC Testing Center Director, Dean of
Workforce Development
& Continuing Education,
and Testing Coordinator
Objective V.4: Engage in systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Tuesday, April 12, 2016 Page 2 of 2
Division of Learning ResourcesDepartment/Unit Mission
The 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Present students with new technologies to promote
student success.
Number of Student Technology Proposal
applications.
Goal II: Enhance
educational programs and
services to maximize student development and
satisfaction
Annual budget Dean of Learning
Resources/Librarians/TC
Manager
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)
Coordinate outreach programs 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
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)
Attend meetings & conferences with other academic
institutions.
Total meetings/conferences attended
with other academic institutions.
Goal IV: Maximize
personnel, fiscal, and physical resources:
Annual budget Dean of Learning
Resources/TC Manager
Objective IV.1: Provide
resources for professional development activities for
employees.
Conduct library staff workshops. Presentations of professional workshops
for BPCC library employees.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Annual budget Dean of Learning
Resources/Librarians
Objective IV.1: Provide
resources for professional
development activities for employees.
Provide library classroom for professional
development workshops.
Total professional development
workshops delivered.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Annual budget Dean of Learning
Resources/Librarians
Objective IV.1: Provide
resources for professional
development activities for
employees.
Tuesday, April 12, 2016 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Update existing learning materials. 1. Addition of computers in learning commons.
2. Addition of print release stations in
learning commons.
Goal V. Promote institutional effectiveness:
Annual budget Dean of Learning Resources/Librarians/TC
Manager
Objective V.4: Engage in systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Evaluate service to ensure relevancy. Create opening/closing procedures for
learning commons.
Goal V. Promote
institutional effectiveness:
Regular Budget Dean of Learning
Resources/Librarians/TC
Manager
Objective V.4: Engage in
systematic planning,
evaluation, and utilization of assessment outcomes
for continuous
improvement of programs
and services.
Tuesday, April 12, 2016 Page 2 of 2
Division of Liberal ArtsDepartment/Unit Mission
The 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Develop a method for online students to access
Writing Lab services through Canvas
Number of essays submitted for review
by online students
Goal I: Increase
opportunities for student
access and success:
None Liberal Arts Division
Dean, Educational
Technology Division,
Writing Lab Coordinator,
and English faculty
Objective I.4: Expand
locations and delivery
options for courses and
programs. (OLA 2020
Double the number of students served)
Develop a Writing Lab course in Canvas to
encourage students to seek new educational
opportunities and assistance through use of
technology
Number of students who enroll in the
Writing Lab course to schedule
appointments and view educational
resources
Goal II: Enhance
educational programs and
services to maximize
student development and
satisfaction
None Dean of Liberal Arts,
Educational Technology
Division, Writing Lab
Coordinator, and English
faculty
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)
Explore the addition of three new
English/Humanities courses for annual rotation
Number of proposals submitted to BPCC
Curriculum Committee
Goal II: Enhance
educational programs and services to maximize
student development and
satisfaction
None Dean of Liberal Arts and
English Faculty
Objective II.2: Increase
student opportunities and awareness of academic
and career options. (OLA
2020 Double the annual
earnings of graduates)
Hold an evening reception for family and invited
guests at the release of Savoir Faire to allow
students to display art work and perform selected
readings of literary work
Number of student participants and
guests in attendance
Goal II: Enhance
educational programs and
services to maximize
student development and satisfaction
Regular Dean of Liberal Arts and
Savoir Faire Advisors
Objective II.2: Increase
student opportunities and
awareness of academic
and career options. (OLA 2020 Double the annual
earnings of graduates)
Provide professional development workshops, both
on and off campus
Documentation of professional
development workshops attended by
Liberal Arts Division faculty and staff
Goal IV: Maximize
personnel, fiscal, and
physical resources:
None Liberal Arts Division DeanObjective IV.1: Provide
resources for professional
development activities for
employees.
Tuesday, April 12, 2016 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Institute a voluntary classroom observation program within the division
Documentation of the number of the classes observed within the year
Goal IV: Maximize personnel, fiscal, and
physical resources:
None Liberal Arts Division DeanObjective IV.1: Provide resources for professional
development activities for
employees.
Explore methods of promoting student achievement
in fine arts by examining implementation of different
display systems on campus
Number of proposals received from the
art faculty on methods of campus-wide
display of student art work
Goal IV: Maximize
personnel, fiscal, and
physical resources:
None Liberal Arts Division Dean
and Art faculty
Objective IV.5: Provide
resources to foster cultural,
socio-economic, and educational diversity.
Evaluate current assessments, learning outcomes,
and course requirements for possible revision of
master syllabus for ENGL102
Number of assessments, outcomes, and
requirements reviewed and any revision
of master syllabus
Goal V. Promote
institutional effectiveness:
None Liberal Arts Division DeanObjective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes for continuous
improvement of programs
and services.
Tuesday, April 12, 2016 Page 2 of 2
Division of Science, Nursing, and Allied HealthDepartment/Unit Mission
The 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Support faculty and staff participation in professional growth activities.
100% of faculty will obtain their professional growth goals.
Goal IV: Maximize personnel, fiscal, and physical resources:
$5000 FacultyObjective IV.1: Provide resources for professional development activities for employees.
Pursue external funding for enhancement of programs and services.
Submission of at least two grant applications
Goal IV: Maximize personnel, fiscal, and physical resources:
$1000 Dean. Program Directors, Faculty
Objective IV.2: Provide resources for instructional programs.
Pursue reaccreditation of all eligible programs Accreditation Comission for Education in Nursing (ACOTE) reaccreditation of the OTA program. Submit the self-study report of the Nursing program to Accreditation (ACEN.) Submit the self-study report of the Medical Assistant program to American Association of Medical Assistants (AAMA.)
Goal V. Promote institutional effectiveness:
$5000 Dean, Assistant Dean and Program Directors
Objective V.3: Achieve and preserve 100% of mandated accreditation of academic and eligible non-academic programs.
Complete comprehensive program reviews of identified programs.
Completed program reviews of the Respiratory Therapy, Paramedic, and General Science degree programs.
Goal V. Promote institutional effectiveness:
$0 Dean and Program Directors
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Division of Technology, Engineering, and MathematicsDepartment/Unit Mission
The 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
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 aligning with employer expectations.
Amount of equipment and technology
purchased to support TEM programs.
Goal II: Enhance
educational programs and
services to maximize
student development and
satisfaction
Utilization of grant funds
approved for program
equipment and technology
Dean of Technology,
Engineering, and
Mathematics
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)
The Division of Technology, Engineering, and
Mathematics will maximize personnel, fiscal, and
physical resources by leveraging grant funding to
provide employees professional development
activites.
Number of professional development
activites attended by TEM employees.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Utilization of grant funding
approved for professional
development
Dean of Technology,
Engineering, and
Mathematics
Objective IV.1: Provide
resources for professional
development activities for
employees.
Pursue reaccreditation of all eligible programs. Association of Technology, Management,
and Applied Engineering(ATMAE)
accreditation of all reviewed programs.
Goal V. Promote
institutional effectiveness:
Academic Dean, Assistant
Dean, and Program
Directors
Objective V.3: Achieve and
preserve 100% of
mandated accreditation of academic and eligible non-
academic programs.
Analyzing specific course and program learning
outcomes.
1. Learning outcome data collected and
assessed.
2. Program outcome data collected and
assessed.
Goal V. Promote
institutional effectiveness:
Current division funds and
assistance from grant
funding to be utilized for
data collection
Dean and Assistant DeanObjective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous improvement of programs
and services.
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Division of Division of Division of Division of Business AffairsBusiness AffairsBusiness AffairsBusiness Affairs
Vice Chancellor for Business AffairsDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
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 personnel, fiscal, and physical resources:
Capital Outlay Executive Vice Chancellor
Objective IV.2: Provide resources for instructional programs.
Begin construction of the STEM building with completion by Fall 2016 Semester.
Construction progress reports and documentation 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 maintain the facilities.
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 personnel, fiscal, and physical resources:
Regular Budget Executive Vice Chancellor, Director of Security
Objective IV.3: Provide resources to operate and maintain the facilities.
Begin construction of the 400 space parking lot. Construction progress reports and documentation for 400 space parking lot construction begun
Goal IV: Maximize personnel, fiscal, and physical resources:
Capital Outlay Executive Vice Chancellor
Objective IV.3: Provide resources to operate and maintain the facilities.
Restructure the Business and Finance Offices to increase efficiency and improve student services.
1. Restructured Business and Finance Offices
2. Improvements in student services
Goal V. Promote institutional effectiveness:
Regular Budget Executive Vice 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.
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Campus SecurityDepartment/Unit MissionThe Department of Campus Security 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide campus-specific training to officers. Documentation of training received by officers
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of SecurityObjective IV.1: Provide resources for professional development activities for employees.
Evaluate effectiveness of police patrols. 1. Evaluation by Safety Committee2. Crime Statistics3. Incident Reports4. Jeanne Cleary Act Reporting Statistics 5. BPCC Report Card6. Daily Activity Reports
Goal V. Promote institutional effectiveness:
Regular budget Director of SecurityObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Evaluate the Emergency Notification System. Documentation of evacuations of the campus.
Goal V. Promote institutional effectiveness:
Regular budget Director of Security and Director of Health and Environmental Safety
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Computer Services DepartmentDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Increase data bandwidth on the campus network and internet circuit.
Faster access to computer applications and content.
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)
Consolidate access to online help for students, faculty and staff
Comparison of the number of entry points of web traffic to support pages to the previous year
Goal II: Enhance educational programs and services to maximize 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
1. BPCC report card2. Webalizer online statistics3. ERP online audit reports4. Service Desk reports
Goal V. Promote institutional effectiveness:
Regular budget Chief Information OfficerObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Office of Environmental Health and SafetyDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Maintain compliance with the State Office of Risk Management.
Analysis of audit findings and necessary changes made to assure compliance.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Director of Environmental Health and Safety
Objective IV.1: Provide resources for professional development activities for employees.
Strengthen relationships with local public safety agencies to define special assistance and the needs of the institution.
Logged response times during calls for assistance.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Director of Environmental Health and Safety
Objective IV.1: Provide resources for professional development activities for employees.
Increase number of successful deliveries of safety training via e-mail.
Percentage of delivery receipts. Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Director of Environmental Health and Safety
Objective IV.1: Provide resources for professional development activities for employees.
Maintain rigorous inspection schedules to identify potential physical and litigious hazards.
Records of all inspections and associated correspondence requesting corrective actions.
Goal V. Promote institutional effectiveness:
Regular Budget Director of Environmental Health and Safety
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Finance DepartmentDepartment/Unit MissionThe mission of the Finance Department is to provide a functional financial operating system for Bossier Parish Community College.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Educate Faculty and Staff in Banner Self-Service on the Finance and Student side.
Number of BPCC employees provided guidance by Finance Department staff.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Associate Vice-Chancellor for Finance, Comptroller, Accounting Supervisor, Budget and Reporting Officer and Bursar.
Objective IV.1: Provide resources for professional development activities for employees.
Identify and/or expand cost-saving methods for the College.
Report of any possible cost-saving expenses to the Executive Vice Chancellor.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Associate Vice-Chancellor for Finance, Comptroller, Accounting Supervisor, Budget and Reporting Officer and Bursar.
Objective IV.1: Provide resources for professional development activities for employees.
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 personnel, fiscal, and physical resources:
Regular Budget Associate Vice-Chancellor for Finance, Comptroller, Accounting Supervisor, Budget and Reporting Officer and Bursar.
Objective IV.1: Provide resources for professional development activities for employees.
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 institutional effectiveness:
Regular Budget Associate Vice-Chancellor for Finance, Comptroller, Accounting Supervisor, Budget and Reporting Officer and Bursar.
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Human ResourcesDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide informational meetings for employees regarding benefits and HR processes.
1. Attendance records from meetings. Goal IV: Maximize personnel, fiscal, and physical resources:
No budget impact HR StaffObjective IV.1: Provide resources for professional development activities for employees.
Provide opportunities to recruit qualified candidates. 1. Electronically posted position announcements.2. Attendance record from job fairs.
Goal IV: Maximize personnel, fiscal, and physical resources:
Minimal 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 personnel, fiscal, and physical resources:
No budget impact HR StaffObjective IV.5: Provide resources to foster cultural, socio-economic, and educational diversity.
Develop a plan to implement Affordable Care Act legislation within current payroll and employment process
1. New deduction codes and new monitoring reports in the Banner system
2. Completed benefit forms
Goal V. Promote institutional effectiveness:
No budget impact HR StaffObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Prepare for and implement benefit changes. 1. Electronic and print benefit information.
2. Enrolled employees in benefit selections.
3. Attendance at benefit fair.
Goal V. Promote institutional effectiveness:
No budget impact HR StaffObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Office of Physical PlantDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Maximize efficiency of the vanpool service to assist students in need of transportation.
Number of van routes. Vehicle maintenance is up to date.
Goal I: Increase opportunities for student 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.
Equipment manuals and MSDS information available in the Physical Plant office.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of Physical PlantObjective IV.1: Provide resources for professional development activities for employees.
Evaluate College grounds and landscape to ensure a positive learning environment.
Staff assigned to oversee the maintenance of the grounds through an outside vendor.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of Physical PlantObjective IV.3: Provide resources to operate and maintain the facilities.
Expand use of electronic equipment for all maintenance requests from faculty and staff.
Maintenance Requests submitted online from the Physical Plant webpage.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of Physical PlantObjective IV.3: Provide resources to operate and maintain the facilities.
Promote awareness of electronic form for all maintenance requests submitted by faculty and staff.
Maintenance Requests submitted online through the Physical Plant webpage.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of Physical PlantObjective IV.3: Provide resources to operate and maintain the facilities.
Evaluate the efficiency in the method of prioritizing maintenance requests submitted by faculty and staff
BPCC Report Card results for indicating feedback on efficiency
Goal V. Promote institutional effectiveness:
Regular budget Director of Physical PlantObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Purchasing DepartmentDepartment/Unit MissionThe 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 developmentopportunities attended by staff.
Goal IV: Maximize personnel, fiscal, and physical resources:
Part of regular budget Director of Purchasing,Purchasing Agent,Property Control Manager,Shipping andReceiving Supervisor,Administrative Assistant III
Objective IV.1: Provide resources for professional development activities for employees.
Ensure timely delivery of all purchases. Log of deliveries. Goal IV: Maximize personnel, fiscal, and physical resources:
Part of regular budget Director of Purchasing,Purchasing Agent, PropertyControl Manager, Shipping andReceiving Supervisor,Administrative Assistant III
Objective IV.3: Provide resources to operate and maintain the facilities.
Assist faculty and staff with the Banner Software. BPCC report card results. Goal IV: Maximize personnel, fiscal, and physical resources:
Part of regular budget Director of Purchasing,Purchasing Agent, PropertyControl Manager, Shipping andReceiving Supervisor,Administrative Assistant III
Objective IV.3: Provide resources to operate and maintain the facilities.
Assist faculty and staff with purchasing process and procedures
Report of any possible cost saving expenses to the Vice Chancellor of Business Affairs.
Goal IV: Maximize personnel, fiscal, and physical resources:
Part of regular budget Director of Purchasing,Purchasing Agent,Property Control Manager,Shipping andReceiving Supervisor,Administrative Assistant III
Objective IV.3: Provide resources to operate and maintain the facilities.
Increase overall satisfaction among staff and faculty. BPCC Report Card results. Goal V. Promote institutional effectiveness:
Part of regular budget Director of Purchasing,Purchasing Agent,Property Control Manager,Administrative Coordinator IV,Administrative Assistant III
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Division of Student Services
Vice Chancellor for Student ServicesDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Create and implement an Online Student Orientation by fall 2016.
Completion of the Online Student Orientation by fall 2016.
Goal I: Increase opportunities for student access and success:
Regular Budget. Vice Chancellor for Student Services and 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)
Create a Center for Student Success in order to increase student opportunities and awareness of academic and career options.
Creation of the Center for Student Success by spring 2016.
Goal II: Enhance educational programs and services to maximize student development and satisfaction
Regular Budget. Vice Chancellor for Student Services and 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)
Form a Recruiting Task Force to create a more holistic approach to recruitment, retention, and completion at the College by recruiting credit, dual enrollment, adult education, and non-credit students.
Creation of the Task Force by the end of fall 2015.
Goal III: Utilize partnerships to expand educational and economic/workforce development:
Regular Budget Vice Chancellor for Student Services
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)
Advocate that 100% of the Student Services staff attend at least one professional development seminar/activity during 2015-2016.
Number of Student Services staff attending at least one professional development seminar/activity during 2015-2016.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget. Vice Chancellor for Student Services and Student Services supervisors.
Objective IV.1: Provide resources for professional development activities for employees.
Create Learning Outcomes for the Student Services Division by the end of spring 2016.
Completion of the Student Services Learning Outcomes.
Goal V. Promote institutional effectiveness:
Regular Budget Vice Chancellor for Student Services and Student Services supervisors.
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Academic AdvisingDepartment/Unit MissionThe mission of the Academic Advising Center is to assist students in the development of meaningful educational plans that are consistent with their needs, interests, and abilities while strengthening their economic, social, and cultural life. Through academic advising, ADA counseling, recommendations, accommodations, and career assessments based on the individual needs of the learners, these students will become empowered to achieve their academic career goals.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Update the academic plan for students regulated by the Student Academic Progress (SAP) policy as needed.
Number of Student Academic Progress (SAP) academic plans completed and turned in to Financial Aid.
Goal I: Increase opportunities for student access and success:
Regular Budget Dean of Student SuccessObjective 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)
Participate in professional development seminars, workshops and/or conferences.
Number of professional development opportunities in which the Academic Advisors participate
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Dean of Student SuccessObjective IV.1: Provide resources for professional development activities for employees.
Provide professional development opportunities for faculty and staff.
Number of professional development opportunities offered by the Center for Student Success.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Dean of Student SuccessObjective IV.1: Provide resources for professional development activities for employees.
Administer an online Academic Advising Center Survey
Academic Advising Center survey results Goal V. Promote institutional effectiveness:
Regular Budget Dean of Student SuccessObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Admissions/Registrar's OfficeDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Increase communication to student applicants to provide information on missing admission requirements.
Number of new emails created and sent. Goal I: Increase opportunities for student access and success:
Regular Budget Dean of Enrollment Management
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)
Increase volume of phone calls answered in the admissions office.
Number of phone calls answered. Goal I: Increase opportunities for student access and success:
Regular Budget Dean of Enrollment Management
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)
Expand student access to online admissions applications.
Number of student computers available in Admissions and number of students served.
Goal I: Increase opportunities for student access and success:
Grant Funded Dean of Enrollment Management
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)
Decrease processing time of student admissions documents.
Average processing time. Goal I: Increase opportunities for student access and success:
Regular Budget Dean of Enrollment Management
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)
Tuesday, April 12, 2016 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide admission staff professional development opportunities.
Number of professional development opportunities attended.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Dean of Enrollment Management
Objective IV.1: Provide resources for professional development activities for employees.
Offer the Admissions/Registrar's survey to online applicants for improvement of services.
Number of surveys completed. Goal V. Promote institutional effectiveness:
Regular Budget Dean of Enrollment Management
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Athletics OfficeDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Upgrade the current athletics computer lab with new computers and additional workstations for student-athletes to utilize in completing assignments.
Comparison of the number of students using the labs before and after upgrading workstations.
Goal II: Enhance educational programs and services to maximize student development and satisfaction
Regular Budget Athletic Director, Assistant Director of Athletics, Advising Coordinator, and Coaches
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)
Promote to coaches and athletic staff professional development opportunities offered by the institution and the Athletic Department.
Certificates of attendance by coaching staff and athletic administrative staff.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Athletic Director and Assistant Director of Athletics
Objective IV.1: Provide resources for professional development activities for employees.
Provide NJCAA Handbook & Casebook to coaching and administrative staff to enhance knowledge of rules and guidelines mandated by the NJCAA (National Junior College Athletic Association).
Improved NJCAA Rules test scores by coaching and administrative staff.
Goal V. Promote institutional effectiveness:
Regular Budget Athletic Director, Assistant Director of Athletics, Advising Coordinator, and Coaches
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Tuesday, April 12, 2016 Page 1 of 1
BPCC @ GSUDepartment/Unit MissionThe purpose of BPCC @ Grambling is to provide college courses for those students who have not sufficiently met the admission requirements for Grambling State University and to also encourage those students to further their education through regular college admission.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Increase student retention in the BPCC@GSU program as well as increase student transitions to GSU.
Comparison of number of students receiving academic advising and career counseling to the previous year.
Goal II: Enhance educational programs and services to maximize student development and satisfaction
Regular budget Director BPCC @ GSU; Adjunct Instructors BPCC @ GSU; BPCC@GSU staff
Objective II.2: Increase student opportunities and awareness of academic and career options. (OLA 2020 Double the annual earnings of graduates)
Promote professional development opportunities for BPCC@GSU staff and instructors.
Number of professional workshops, seminars, or conferences attended by staff and instructors.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of BPCC @ GSUObjective IV.1: Provide resources for professional development activities for employees.
Continue to expose students to cultural and societal activities and events.
Number of students attending events. Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of BPCC @ GSU; BPCC@GSU Adjunct Instructors; BPCC@GSU staffVice Chancellor of Student Services @ BPCCChancellor of BPCCPresident of GSU
Objective IV.5: Provide resources to foster cultural, socio-economic, and educational diversity.
Improve transition services for students. Increase in number of students who transition to four year institutions.
Goal V. Promote institutional effectiveness:
Regular budget Director of BPCC @ GSU; BPCC@GSU staff
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Develop a student satisfaction survey. Implementation of a student satisfaction survey.
Goal V. Promote institutional effectiveness:
Regular budget Director BPCC @ GSUBPCC@GSU Staff
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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BPCC @ LSUSDepartment/Unit MissionThe purpose of BPCC @ LSUS is to provide developmental and college level courses for students who do not meet the admission criteria to enroll at LSUS.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Increase enrollment in the program. Number of students enrolled. Goal I: Increase opportunities for student access and success:
Regular Budget Director of BPCC @ LSUSObjective 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 opportunities for program personnel.
Participation in professional development opportunities available.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Director of BPCC @ LSUSObjective IV.1: Provide resources for professional development activities for employees.
Streamline course offerings. Number of courses offered. Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Director of BPCC @ LSUSObjective IV.2: Provide resources for instructional programs.
Improve student success rates in courses. Number of students transitioning into LSUS; learning outcomes data for each course.
Goal V. Promote institutional effectiveness:
Regular Budget Director of BPCC @ LSUSObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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BPCC @ NSUDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Modify schedule of classes per semester alternating course offerings
Variety of course offerings at sites in Natchitoches and Leesville.
Goal I: Increase opportunities for student access and success:
Regular budget Director of BPCC @ NSUObjective I.4: Expand locations and delivery options for courses and programs. (OLA 2020 Double the number of students served)
Increase communications with staff and students. Documented increase in information sent via email and office postings sent to staff and students about events, holidays, library information, study halls, tutoring, the arts, and professional development opportunities.
Goal II: Enhance educational programs and services to maximize student development and satisfaction
Regular budget Director of BPCC @ NSUObjective II.2: Increase student opportunities and awareness of academic and career options. (OLA 2020 Double the annual earnings of graduates)
Provide professional development opportunities tofaculty and staff.
Number, date, andattendance at professional opportunitiesprovided.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of BPCC @ NSUObjective IV.1: Provide resources for professional development activities for employees.
Hire the best and most qualified instructors. Number of credentialed faculty hired. Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of BPCC @ NSUObjective IV.4: Recruit and retain a diversified and exemplary faculty, staff, and administration.
Increase the effectiveness of bpcc@NSU through transition services, review of student surveys, and increasing services to students.
Successful completers; feedback from student surveys; student usage of labs and tutorial services.
Goal V. Promote institutional effectiveness:
Regular budget Director of BPCC @ NSUObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Career ServicesDepartment/Unit MissionThe mission of the Career Services Center is to provide guidance and resources and to enhance the career and special needs of BPCC students. The Career Services Center functions within the Division of Student Services and operates within the framework of all federal and state laws and all policies of the Division.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Evaluate student applications and notify instructors of accommodations.
Number of accommodation letters provided to instructors.
Goal I: Increase opportunities for student access and success:
Regular Budget Manager of Disability Services
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)
Increase ADA-based professional development opportunities offered on campus to faculty/staff.
Number of ADA-based professional development opportunities offered 2015-2016.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Manager of Disability Services
Objective IV.1: Provide resources for professional development activities for employees.
Evaluate the levels and changing student needs of all service components.
Number of students requesting career services or special accommodations not currently offered.
Goal V. Promote institutional effectiveness:
Regular Budget Manager of Disability Services
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Financial Aid OfficeDepartment/Unit MissionBossier 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Host the Financial Aid Marathon in April and invite allBPCC students along with high school students andparents.
Number of attendees at the Financial AidMarathon event.
Goal I: Increase opportunities for student access and success:
Regular budget Financial Aid DirectorObjective 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)
Encourage staff members to participate inprofessional development opportunities.
Attendance/participation recordsindicating staff members who attendedor participated in professionaldevelopment events.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Financial Aid DirectorObjective IV.1: Provide resources for professional development activities for employees.
Utilize Financial Aid Satisfaction Survey to evaluateways to improve the financial aid process andservice delivery
Changes made based on responses tothe Satisfaction Survey
Goal V. Promote institutional effectiveness:
Regular Budget Financial Aid DirectorObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Recruiting OfficeDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Increase utilization of social media to make recruitment announcements pertaining to the College.
Number of students who like, follow, share, etc. posts.
Goal I: Increase opportunities for student access and success:
None Recruiting StaffObjective 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)
Recruit a more diversified student population. Number of minority students enrolled. Goal I: Increase opportunities for student access and success:
Regular Budget Director of Recruiting; Recruitment Task Force
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)
Promote professional development to enhance productivity and knowledge within the department.
Number of professional development trainings/workshops attended.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget. Director of Recruiting; Recruiting Staff
Objective IV.1: Provide resources for professional development activities for employees.
Hire a full-time recruiter to assist in recruiting efforts for the College.
Recruiter hired. Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of RecruitingObjective IV.4: Recruit and retain a diversified and exemplary faculty, staff, and administration.
Work in conjunction with Public Relations, Admissions, and Computer Services staff to gain knowledge and implement the Recruiter platform by Ellucian that will be used to contact and recruit prospective students.
Knowledge gained and implemented from training by LCTCS system office.
Goal V. Promote institutional effectiveness:
None Director of Recruiting; Recruiting Staff
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Student LifeDepartment/Unit MissionThe 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.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Update the Cavalier Communication Center (C3) equipment.
Approval from the Technology Fee committee to acquire and install the equipment.
Goal II: Enhance educational programs and services to maximize student development and satisfaction
Technology Fee Budget Director of Student LifeObjective 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)
Increase the number of posts to social media. Comparison of the number of posts this year to the number of posts last year.
Goal II: Enhance educational programs and services to maximize student development and satisfaction
Regular budget Director of Student LifeObjective II.2: Increase student opportunities and awareness of academic and career options. (OLA 2020 Double the annual earnings of graduates)
Participate in professional development opportunities Number of professional development opportunities in which the Student Life staff participates.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of Student LifeObjective IV.1: Provide resources for professional development activities for employees.
Provide activities that promote cultural, socioeconomic and educational diversity.
Number of activities provided. Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of Student LifeObjective IV.5: Provide resources to foster cultural, socio-economic, and educational diversity.
Provide opportunities for minority students to access college through Student Life scholarships.
Number of scholarships awarded to minority students.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular budget Director of Student LifeObjective IV.5: Provide resources to foster cultural, socio-economic, and educational diversity.
Tuesday, April 12, 2016 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Create an online assessment of events, activities, and student organizations.
Creation and implementation of the online assessment.
Goal V. Promote institutional effectiveness:
None Director of Student LifeObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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