strategies for success · 2015-2016 . contents bpcc strategies for success plan (2014-2019) ......

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


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


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)


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


physical resources:

Act 360 Chancellor, Executive

Vice Chancellor


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


physical resources:

Act 360 Chancellor, Executive

Vice Chancellor




Complete construction of a new parking lot. Construction progress reports and

documentation for parking lot

construction completed

Goal IV: Maximize


physical resources:

Capital Outlay Chancellor, Executive

Vice Chancellor




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


Regular Budget ChancellorObjective V.4: Engage in

systematic planning,

evaluation, and utilization of

assessment outcomes for continuous improvement of


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.


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


physical resources:

Foundation Budget BPCC Foundation Board

Members; BPCC

Chancellor; Director of

Institutional Advancement



development activities for

employees.

Launch Public Phase of Capital Campaign Amount of money raised toward overall

goal

Goal IV: Maximize


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


Office of Institutional

Advancement

Director of Institutional

Advancement



evaluation, and utilization

of assessment outcomes for continuous

improvement of programs

and services.


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.


Expand access to Open Campus, open sourced

courses

Number of video lecture minutes viewed

Number of individual accounts accessing

video lectures

Goal I: Increase


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


physical resources:

General Operating Account Director, Institutional

Effectiveness Initiatives




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


General Operating Account Director, Institutional

Effectiveness Initiatives




of assessment outcomes

for continuous


and services.


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.


Attend a semi-annual LACUA conference during the

fiscal year.

LACUA conference attendance certificate. Goal IV: Maximize


physical resources:

Regular Budget Compliance OfficerObjective IV.1: Provide



Provide accounting assistance to BPCC Foundation

and the Athletics Fund.

Documentation of financial transactions

through spreadsheets and QuickBooks

software.

Goal IV: Maximize


physical resources:

Regular Budget Compliance OfficerObjective IV.3: Provide



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


Regular Budget Compliance OfficerObjective V.4: Engage in




for continuous


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.


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.


Increase the use of College website Monthly data generated from website

tracking system

Goal I: Increase


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


access and success:


Relations


fall 14th class day

headcount enrollment at

Bossier Parish Community


fall 2012 baseline level of 7,917 to 11,083 by fall



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


Relations

Objective II.2: Increase

student opportunities and awareness of academic

and career options. (OLA

2020 Double the annual


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


physical resources:


Relations




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



Relations





for continuous improvement of programs

and services.


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.


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


access and success:

Regular Budget Vice Chancellor for

Academic Affairs,

Director, and Academic Planning Staff


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


access and success:


Academic Affairs and

Academic Deans

Objective I.3: Develop new

programs, including 4- and 5-

star programs, to meet

workforce demands. (OLA



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


satisfaction


Academic Affairs,

Director, and Academic

Planning Staff


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:



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)



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


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



Academic Affairs,


Planning Staff

Objective V.2: Increase the

three-year graduation rate at


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




Academic Deans


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


Regular Budget Associate Vice Chancellor

of Institutional Effectiveness, Strategic

Planning and Assessment


systematic planning, evaluation, and utilization of assessment


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



Academic Affairs,


Planning Staff


systematic planning, evaluation,

and utilization of assessment





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.


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


SACS College Budget Vice Chancellor for

Academic Affairs,

Academic Deans, and

Assistant Deans

Objective V.5: Maintain

SACSCOC accreditation.


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.


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


services to maximize student development and

satisfaction

Part of regular budget Educational Technology

Division, Academic Deans


educational technologies

to include technical support, training, and

technological capabilities

to enhance and/or expand


(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




satisfaction

Part of regular budget. Dean and Division of

Educational Technology,

Academic Deans



to include technical

support, training, and


to enhance and/or expand programs and services.



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



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








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



student development and satisfaction

Part of regular budget and

possible grant funding

Dean of Educational

Technology, Academic

Deans




support, training, and technological capabilities







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.


physical resources:

Part of regular budget. Dean and Division of Educational Technology



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


Part of regular budget. Dean and Division of

Educational Technology



evaluation, and utilization of assessment outcomes

for continuous


and services.


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.


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


physical resources:

Regular Director, Institutional

Research and Grants




employees.

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

funding agencies.

Goal IV: Maximize


physical resources:

Regular Director, Institutional

Research & Grants


resources for instructional

programs.

Collect data to support Student Success initiatives. Administration of SENSE, CCSSE, and

Graduate Exit Surveys.

Goal V. Promote


Regular Assessment SpecialistObjective V.4: Engage in




for continuous


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.


Regular Assessment Specialist, Coordinator, Planning &

Research, Administrative

Assistant

Objective V.4: Engage in systematic planning,



for continuous


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


Regular Assessment Specialist,

Coordinator of Planning &

Research

Objective V.5: Maintain

SACSCOC accreditation.


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.


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


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


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


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




Regular Budget Division Faculty and

Adjunct Instructors; Dean

of Behavioral-Social

Sciences and College Transition Programs


student opportunities and

awareness of academic and

career options. (OLA 2020 Double the annual earnings

of graduates)



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


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


educational and

economic/workforce development:

Regular Budget PSE Staff; Dean of

Behavioral-Social


Transition Programs

Objective III.2: Pursue

new and support existing


and industry leaders through all college divisions





Complete Birth to Kindergarten Statewide Curriculum

Partner Form

Submission of the Partner Form to Board

of Regents

Goal III: Utilize


educational and

economic/workforce

development:

Regular Budget Early Childhood

Education Program

Coordinator; Dean of

Behavioral-Social


Transition Programs


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


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.


events attended

Goal IV: Maximize


physical resources:

Regular Budget Director of College

Transition Programs;

Dean of Behavioral-Social


Transition Programs




employees.



Provide quarterly workshops on Adult Education performance indicators, instructional methodologies,

and retention strategies for Faculty and Staff

Number of attendees at workshops provided


physical resources:

External Funding Director of College Transition Programs;

Dean of Behavioral-


Transition Programs



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


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.



Administer Student Evaluation of Instruction. Student evaluation results Goal V. Promote


External Funding Director of College

Transition Programs;

Dean of Behavioral-


Transition Programs





for continuous


and services.


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.


Collaborate with local employers to evaluate

internship opportunities for students

Number of meetings with employers Goal III: Utilize


educational and economic/workforce

development:

Regular Budget Interim Dean, Business

and Business and

Healthcare Management Program Directors



partnerships with business and industry leaders






Provide professional development opportunities for

the Division of Business faculty and staff

Participation in professional development

opportunities available

Goal IV: Maximize


physical resources:

Regular Budget Interim Dean, BusinessObjective IV.1: Provide



employees.

Utilize course learning outcome data to make course

improvements

Documented changes to courses Goal V. Promote


Regular Budget Interim Dean, BusinessObjective V.4: Engage in



of assessment outcomes for

continuous improvement of



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.


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


access and success:

Regular Budget Dean of Communication

and Performing Arts,

Division Faculty and Staff


fall 14th class day



College by 40% from the fall 2012 baseline level of

7,917 to 11,083 by fall



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


access and success:





fall 14th class day




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



satisfaction






awareness of academic and career options. (OLA





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.


educational and

economic/workforce

development:

Regular Budget Dean of Communication and Performing Arts,


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


opportunities in which the individuals in

the Division of Communication and

Performing Arts Participate

Goal IV: Maximize


physical resources:







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









for continuous



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.


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




Standard Budget Associate Vice Chancellor

of Innovative Learning,

Director of Academic

Outreach



awareness of academic

and career options. (OLA 2020 Double the annual


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


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


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


physical resources:

Standard Budget, Grant

Funding

Associate Vice Chancellor

of Innovative Learning




employees.



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.


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


Standard Budget All Innovative Learning

Staff






and services.


Workforce Development and Continuing EducationDepartment/Unit Mission

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

education and training.


Grow enrollment by developing courses that meet

the needs of business/industry and the community.

1. Overall enrollment.

2. Net revenue earned.

Goal I: Increase


access and success:

Department Budget Dean of Workforce

Development and

Continuing Education, Workforce Development

and Continuing Education

staff



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


educational and

economic/workforce

development:

LWC IWTP Funding and

Other Funding Sources

Dean of Workforce

Development and

Continuing Education,

Workforce Development


staff




and industry leaders


to enhance the growth of the College. (OLA 2020



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


physical resources:

None Business Development Representative in





employees.

Provide professional development through

participation in local, regional, and nationwide

workforce training and development organizations.


activities attended.

Goal IV: Maximize


physical resources:


Development and

Continuing Education, Workforce Development


staff




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



Development and

Continuing Education,


and Continuing Education staff






and services.


BPCC Testing CenterDepartment/Unit Mission

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

College Testing Association Standards and Guidelines.


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



satisfaction

Revenue will be earned

from delivery of test

services.

Test Center Director and

Testing Coordinator



awareness of academic and career options. (OLA



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




satisfaction

Expenses will be paid from

revenue generated.

BPCC Testing Center

Director





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




satisfaction

Funds to pay for WorkKeys

assessments will be

requested from other

departments.

BPCC Testing Center

Director







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:


department budget. Efforts will also be made to

obtain grant funds.

BPCC Testing Center

Director


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


physical resources:


revenue generated by test

services.

BPCC Testing Center

Director






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


& Continuing Education,

and Testing Coordinator




for continuous


and services.


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.


Present students with new technologies to promote

student success.

Number of Student Technology Proposal

applications.

Goal II: Enhance



satisfaction

Annual budget Dean of Learning

Resources/Librarians/TC

Manager



to include technical support, training, and






Coordinate outreach programs within the community. Number of outreach programs. Goal III: Utilize


educational and

economic/workforce

development:


Resources/Librarians



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:


Resources/TC Manager


resources for professional development activities for

employees.

Conduct library staff workshops. Presentations of professional workshops

for BPCC library employees.

Goal IV: Maximize


physical resources:






Provide library classroom for professional

development workshops.

Total professional development

workshops delivered.

Goal IV: Maximize


physical resources:






employees.



Update existing learning materials. 1. Addition of computers in learning commons.

2. Addition of print release stations in

learning commons.


Annual budget Dean of Learning Resources/Librarians/TC

Manager




for continuous


and services.

Evaluate service to ensure relevancy. Create opening/closing procedures for

learning commons.

Goal V. Promote


Regular Budget Dean of Learning

Resources/Librarians/TC

Manager



evaluation, and utilization of assessment outcomes

for continuous


and services.


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.


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


access and success:

None Liberal Arts Division

Dean, Educational

Technology Division,

Writing Lab Coordinator,

and English faculty



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




satisfaction

None Dean of Liberal Arts,

Educational Technology

Division, Writing Lab

Coordinator, and English

faculty


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


satisfaction

None Dean of Liberal Arts and

English Faculty


student opportunities and awareness of academic




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




Regular Dean of Liberal Arts and

Savoir Faire Advisors




and career options. (OLA 2020 Double the annual


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


physical resources:

None Liberal Arts Division DeanObjective IV.1: Provide



employees.



Institute a voluntary classroom observation program within the division

Documentation of the number of the classes observed within the year


physical resources:

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


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


physical resources:

None Liberal Arts Division Dean

and Art faculty


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


None Liberal Arts Division DeanObjective V.4: Engage in





and services.


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.


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


$1000 Dean. Program Directors, Faculty


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.)


$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.


$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.


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.


The Division of Technology, Engineering, and

Mathematics will enhance educational programs 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




satisfaction

Utilization of grant funds

approved for program

equipment and technology

Dean of Technology,

Engineering, and

Mathematics





technological capabilities to enhance and/or expand




The Division of Technology, Engineering, and

Mathematics will maximize personnel, fiscal, and

physical resources by leveraging grant funding to

provide employees professional development

activites.


activites attended by TEM employees.

Goal IV: Maximize


physical resources:

Utilization of grant funding

approved for professional

development

Dean of Technology,

Engineering, and

Mathematics




employees.

Pursue reaccreditation of all eligible programs. Association of Technology, Management,

and Applied Engineering(ATMAE)

accreditation of all reviewed programs.

Goal V. Promote


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


Current division funds and

assistance from grant

funding to be utilized for

data collection

Dean and Assistant DeanObjective V.4: Engage in





and services.


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.


Provide professional development for faculty and staff.

Documentation of professional development workshops attended.


Regular Budget Executive Vice Chancellor, Faculty, Staff


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


Capital Outlay Executive Vice Chancellor


Begin construction of the STEM building with completion by Fall 2016 Semester.

Construction progress reports and documentation of STEM building construction begun


Act 360 Executive Vice Chancellor


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


Regular Budget Executive Vice Chancellor, Director of Security


Begin construction of the 400 space parking lot. Construction progress reports and documentation for 400 space parking lot construction begun


Capital Outlay Executive Vice Chancellor


Restructure the Business and Finance Offices to increase efficiency and improve student services.

1. Restructured Business and Finance Offices

2. Improvements in student services


Regular Budget Executive Vice Chancellor, Business Office and Finance Office staff



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.


Provide campus-specific training to officers. Documentation of training received by officers


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


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.


Regular budget Director of Security and Director of Health and Environmental Safety



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.


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


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


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


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.


Maintain compliance with the State Office of Risk Management.

Analysis of audit findings and necessary changes made to assure compliance.


Regular Budget Director of Environmental Health and Safety


Strengthen relationships with local public safety agencies to define special assistance and the needs of the institution.

Logged response times during calls for assistance.




Increase number of successful deliveries of safety training via e-mail.

Percentage of delivery receipts. Goal IV: Maximize personnel, fiscal, and physical resources:



Maintain rigorous inspection schedules to identify potential physical and litigious hazards.

Records of all inspections and associated correspondence requesting corrective actions.





Finance DepartmentDepartment/Unit MissionThe mission of the Finance Department is to provide a functional financial operating system for Bossier Parish Community College.


Educate Faculty and Staff in Banner Self-Service on the Finance and Student side.

Number of BPCC employees provided guidance by Finance Department staff.


Regular budget Associate Vice-Chancellor for Finance, Comptroller, Accounting Supervisor, Budget and Reporting Officer and Bursar.


Identify and/or expand cost-saving methods for the College.

Report of any possible cost-saving expenses to the Executive Vice Chancellor.


Regular Budget Associate Vice-Chancellor for Finance, Comptroller, Accounting Supervisor, Budget and Reporting Officer and Bursar.


Attend a minimum of three career enhancing professional development opportunities throughout the year for the Finance Department employees

Attendance at a minimum of three career enhancing professional development opportunities throughout the year for the Finance Department employees.




Update the Finance Policies and Procedures to conform to Banner.

Updated Finance Department Policies and Procedures accurately conform to the Banner System.





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.


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.


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


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.


No budget impact HR StaffObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.


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.


Maximize efficiency of the vanpool service to assist students in need of transportation.

Number of van routes. Vehicle maintenance is up to date.


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.


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.


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.



Promote awareness of electronic form for all maintenance requests submitted by faculty and staff.

Maintenance Requests submitted online through the Physical Plant webpage.



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

BPCC Report Card results for indicating feedback on efficiency


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.


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.


Part of regular budget Director of Purchasing,Purchasing Agent,Property Control Manager,Shipping andReceiving Supervisor,Administrative Assistant III


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


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


Assist faculty and staff with purchasing process and procedures

Report of any possible cost saving expenses to the Vice Chancellor of Business Affairs.


Part of regular budget Director of Purchasing,Purchasing Agent,Property Control Manager,Shipping andReceiving Supervisor,Administrative Assistant III


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



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.


Create and implement an Online Student Orientation by fall 2016.

Completion of the Online Student Orientation by fall 2016.


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.


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.


Regular Budget. Vice Chancellor for Student Services and Student Services supervisors.


Create Learning Outcomes for the Student Services Division by the end of spring 2016.

Completion of the Student Services Learning Outcomes.


Regular Budget Vice Chancellor for Student Services and Student Services supervisors.



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.


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.


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


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.


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.


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.


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


Increase volume of phone calls answered in the admissions office.

Number of phone calls answered. Goal I: Increase opportunities for student access and success:



Expand student access to online admissions applications.

Number of student computers available in Admissions and number of students served.


Grant Funded Dean of Enrollment Management


Decrease processing time of student admissions documents.

Average processing time. Goal I: Increase opportunities for student access and success:





Provide admission staff professional development opportunities.

Number of professional development opportunities attended.




Offer the Admissions/Registrar's survey to online applicants for improvement of services.

Number of surveys completed. Goal V. Promote institutional effectiveness:




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.


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.


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.


Regular Budget Athletic Director and Assistant Director of Athletics


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.


Regular Budget Athletic Director, Assistant Director of Athletics, Advising Coordinator, and Coaches



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.


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.


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.


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.


Regular budget Director of BPCC @ GSU; BPCC@GSU staff




Develop a student satisfaction survey. Implementation of a student satisfaction survey.


Regular budget Director BPCC @ GSUBPCC@GSU Staff



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.


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.


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.


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.


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.


Modify schedule of classes per semester alternating course offerings

Variety of course offerings at sites in Natchitoches and Leesville.


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.


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.


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.


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.


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.


Evaluate student applications and notify instructors of accommodations.

Number of accommodation letters provided to instructors.


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.




Evaluate the levels and changing student needs of all service components.

Number of students requesting career services or special accommodations not currently offered.





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.


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.


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.


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


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


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.


Increase utilization of social media to make recruitment announcements pertaining to the College.

Number of students who like, follow, share, etc. posts.


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.


Regular budget. Director of Recruiting; Recruiting Staff


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.


None Director of Recruiting; Recruiting Staff



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.


Update the Cavalier Communication Center (C3) equipment.

Approval from the Technology Fee committee to acquire and install the equipment.


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.


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.


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.


Regular budget Director of Student LifeObjective IV.5: Provide resources to foster cultural, socio-economic, and educational diversity.



Create an online assessment of events, activities, and student organizations.

Creation and implementation of the online assessment.


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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