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Bossier Parish Community College
Strategies for Success
2016-2017
Contents
BPCC Strategies for Success Plan (2014-2019) 4
Division of Administration 7
Office of the Chancellor 8
Institutional Advancement 9
Institutional Effectiveness Initiatives 11
Internal Auditor 12
Public Relations 13
Division of Academic Affairs 15
Office of the Vice Chancellor 16
Educational Technology 19
Grants and External Funding 21
Institutional Research and Assessment 22
Division of Behavioral-Social Sciences and College Transition Programs 23
Division of Business 26
Division of Communication and Performing Arts 27
Division of Innovative Learning 29
Division of Learning Resources 31
Division of Liberal Arts 32
Division of Sciences, Nursing, and Allied Health 34
Division of Technology, Engineering, and Mathematics 35
Division of Business Affairs 36
Office of the Executive Vice Chancellor 37
Campus Security 38
Computer Services Department 39
Environmental Health and Safety 40
Finance Department 41
Human Resources 42
Physical Plant 43
Purchasing Department 45
Division of Economic Development 46
Office of the Vice Chancellor 47
Workforce Development and Continuing Education 49
BPCC Testing Center 51
Program for Successful Employment 53
Division of Student Services 55
Office of the Vice Chancellor 56
Admissions/Registrar’s Office 57
Athletics 58
BPCC @ NSU 59
Center for Student Success 60
Financial Aid 62
Recruiting 63
Student Life 64
BOSSIER PARISH COMMUNITY COLLEGE
STRATEGIES FOR SUCCESS PLAN (2014-2019)
Mission Statement: The mission of Bossier Parish Community College is to promote attainment of educational goals within the community and strengthen the regional economy. This mission is accomplished through the innovative delivery of quality courses and programs that provide sound academic education, broad vocational and career training, continuing education, and varied community services. The College provides a wholesome, ethical, and intellectually stimulating environment in which students develop their academic and vocational skills to compete in a technological society.
Goal I: Increase opportunities for student access and success: Provide the citizens of Northwest Louisiana, whether in-state, out-of-state, or overseas, with responsive, innovative education, training, and learning resource programs at moderate cost, convenient times, and accessible locations to prepare for a career, transfer to four-year colleges or universities, or lifelong learning.
Objective I.1: Increase fall 14th class day headcount enrollment at Bossier Parish Community College by 40% from the fall 2012 baseline level of 7,917 to 11,083 by fall 2018. (OLA 2020 Double the number of students served) Objective I.2: Increase fall 14th class day minority headcount enrollment at Bossier Parish Community College by 40% from the fall 2012 baseline level of 4,314 to 6,039 by fall 2018. (OLA 2020 Double the number of students served) Objective I.3: Develop new programs, including 4- and 5-star programs, to meet workforce demands. (OLA 2020 Double
the annual earnings of graduates)
Objective I.4: Expand locations and delivery options for courses and programs. (OLA 2020 Double the number of students
served)
Goal II: Enhance educational programs and services to maximize student development and satisfaction: Generate responsive, creative education, training and learning resource programs that prepare individuals for immediate employment, transfer to four-year colleges or universities or opportunities for lifelong learning. Utilize new and emerging technologies at Bossier Parish Community College to improve teaching and learning in the classrooms, laboratories, and innovative educational delivery modes. Enhance student success in achieving a well-rounded education by providing convenient access to appropriate educational, social, and goal-oriented activities.
Objective II.1: Increase educational technologies to include technical support, training, and technological capabilities to enhance and/or expand programs and services. (OLA 2020 Double the number of graduates)
Objective II.2: Increase student opportunities and awareness of academic and career options. (OLA 2020 Double the annual
earnings of graduates)
Goal III: Utilize partnerships to expand educational and economic/workforce development: Strengthen mutually beneficial partnerships with Northwest Louisiana secondary education and universities, technical colleges, business and industry, government agencies, economic development entities, and community-based organizations that leverage resources to expand educational opportunities for current and future students. Promote career pathways through partnerships with Adult Basic Education providers. Develop and advance Northwest Louisiana’s workforce programs in order to re-engineer and retrain Louisiana’s workforce in Northwest Louisiana for an ever-changing global marketplace.
Objective III.1: Increase the number of secondary students enrolled by 5% points from the fall 2012 baseline of 299 to 314 in fall 2018. (OLA 2020 Double the number of students served)
Objective III.2: Pursue new and support existing partnerships with business and industry leaders through all college divisions to enhance the growth of the College. (OLA 2020 Quadruple partnerships with business and industry)
Objective III.3: Develop articulation agreements to expand educational and vocational opportunities for students. (OLA 2020
Quadruple student transfers to four-year universities)
Goal IV: Maximize personnel, fiscal, and physical resources: Nurture a campus where every person has the opportunity for a high-quality learning experience that recognizes differences and promotes mutual respect and encourages every student to become a productive citizen. Retain a diversified and exemplary faculty, staff and administration and encourage continuous professional development.
Objective IV.1: Provide resources for professional development activities for employees. Objective IV.2: Provide resources for instructional programs.
Objective IV.3: Provide resources to operate and maintain the facilities.
Objective IV.4: Recruit and retain a diversified and exemplary faculty, staff, and administration. Objective IV.5: Provide resources to foster cultural, socio-economic, and educational diversity.
Objective IV.6: Increase Foundation assets to enhance student opportunities to engage in high-quality learning and develop skills and knowledge to become productive citizens. (OLA 2020 Double Foundation assets)
Goal V. Promote institutional effectiveness: Substantiate the quality of academic, economic development, and administrative programs, services, and operations at Bossier Parish Community College to effect continuous quality improvement and accountability to Louisiana’s elected officials, businesses and industries, and its citizens.
Objective V.1: Increase the percentage of Bossier Parish Community College first-time, full-time, degree-seeking freshmen retained to the second year in public postsecondary education by 5 percentage points from the 2011-12 baseline level of 51.3% to 56.3% by 2017-18. (OLA 2020 Double the number of graduates)
Objective V.2: Increase the three-year graduation rate at Bossier Parish Community College by 5 percentage points from the 2011-12 academic year baseline level of 14.4% to 19.4% by spring 2019. (OLA 2020 Double the number of graduates)
Objective V.3: Achieve and preserve 100% of mandated accreditation of academic and eligible non-academic programs. Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Objective V.5: Maintain SACSCOC accreditation.
Division of Administration
Chancellor's OfficeDepartment/Unit MissionThe mission of Bossier Parish Community College is to provide instruction and service to its community by offering courses in academic, non-academic, and workforce training to meet changing needs of our citizens and business and industry in our community.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Acquire additional land for program expansion. Documentation of land acquisition for program expansion.
Goal I: Increase opportunities for student access and success:
Act 360 Chancellor, Executive Vice Chancellor
Objective I.1: Increase fall 14th class day headcount enrollment at Bossier Parish Community College by 40% from the fall 2012 baseline level of 7,917 to 11,083 by fall 2018. (OLA 2020 Double the number of students served)
Provide professional development for faculty and staff.
Documentation of professional development workshops attended by faculty and staff.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Chancellor, Faculty, StaffObjective IV.1: Provide resources for professional development activities for employees.
Complete construction of the STEM building. Construction progress reports and documentation of STEM building construction completed.
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.
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.
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Institutional AdvancementDepartment/Unit MissionThe Office of Institutional Advancement works in cooperation with the Office of the Chancellor and BPCC Foundation to advance the mission of the College for expanding strategic partnerships, generating new revenue opportunities, and expanding access to citizens within the College's service area.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Increase the number of student scholarships through funds generated from the BPCC100 Fundraiser
The number of scholarship awards disbursed compared to 2016-2017
Goal I: Increase opportunities for student access and success:
Foundation; Office of Public Relations; Office of Institutional Advancement
Director of Institutional Advancement; BPCC Foundation Board Members; 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 an on-going sustainable Major Gifts program by transitioning Capital Campaign activities
1. Implementation of Major Gifts Programs2. Enhancements to departments and programs
Goal I: Increase opportunities for student access and success:
Regular 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 a New Alumni Engagement Project to connect with Alumni
Number of alumni reached over prior year
Goal III: Utilize partnerships to expand educational and economic/workforce development:
Office of Institutional Advancement; Foundation
Director of Institutional Advancement
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)
Create an Anniversary Committee to organize and implement an All-Class Alumni Reunion in preparation for the School's 50th anniversary celebration
The number of people who agree to serve on the All-Class Alumni Reunion Committee
Goal III: Utilize partnerships to expand educational and economic/workforce development:
Office of Institutional Advancement
BPCC Chancellor; Dean of Science, Nursing, and Allied Health; Director of Institutional Advancement; BPCC Foundation Board Members
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)
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Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide opportunities for professional development for Advancement staff and campus employees
1. Number of employees taking advantage of on-campus professional development opportunities as indicated by sign-in sheets.
2. Number of employees attending off-campus workshops and/or conferences as indicated by approved Staff Senate and Faculty Senate grant applications
Goal IV: Maximize personnel, fiscal, and physical resources:
Foundation Director of Institutional Advancement; Director of Institutional Effectiveness
Objective IV.1: Provide resources for professional development activities for employees.
Implement a Targeted Gifts Campaign to raise funds to support the Allied Health Program and the new building
The amount raised toward the campaign goal
Goal IV: Maximize personnel, fiscal, and physical resources:
Office of the Chancellor; Office of Institutional Advancement; Foundation; Office of Public Relations
BPCC Chancellor; Dean of Science, Nursing, and Allied Health; Director of Institutional Advancement; BPCC Foundation Board Members; Director of Public Relations; Director of Grants
Objective IV.6: Increase Foundation assets to enhance student opportunities to engage in high-quality learning and develop skills and knowledge to become productive citizens. (OLA 2020 Double Foundation assets)
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Institutional Effectiveness InitiativesDepartment/Unit MissionThe mission of Institutional Effectiveness Initiatives is to develop, coordinate and support quality professional development opportunities for faculty and staff as wellas to create and broaden effective channels for increased instructor/student engagement.
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 viewedNumber of individual accounts accessing video lectures
Goal I: Increase opportunities for student access and success:
General Operating Account Director, Institutional Effectiveness Initiatives
Objective I.4: Expand locations and delivery options for courses and programs. (OLA 2020 Double the number of students served)
Increase access to onsite and online professional development opportunities
Number of workshops/presentations offered as compared with prior year
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.
align on-campus professional development presentation and workshop offerings with stated needs and objectives of faculty, staff and administration as expressed through formal evaluations and informal feedback
Be-back workshop attendees' evaluation responsesBPCC Report Card results
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.
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Internal AuditingDepartment/Unit MissionThe mission of the Internal Audit function at Bossier Parish Community College is to provide management with an independent appraisal which examines and evaluates the Colleges overall system of internal control.
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 Athletics Fund.
Document 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.
Submit an annual Audit Plan in compliance with industry specific standards that fulfills the expectations and needs of the college.
Approval of Audit Plan by the Chancellor. Goal V: Promote institutional effectiveness:
Regular Budget Compliance OfficerObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Implement the annual Audit Plan to support fiscal responsibility and fulfill the mission of the Internal Audit Charter.
1. Extent to which the college assets are physically accounted for and safeguarded from losses of all kinds.2. Reliability and adequacy of the College accounting, financial and other records.3. Compliance with policies and procedures; state and Federal laws and regulations; contractual obligations and Board Rules.4. Adequacy of internal controls to ensure effectiveness, efficiency and they are functioning properly.
Goal V: Promote institutional effectiveness:
Regular Budget Compliance OfficerObjective V.5: Maintain SACSCOC accreditation.
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Public RelationsDepartment/Unit MissionThe 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
Design new and redesign current program pushcardpublications in order to provide program-specificinformation to the community.
Number of pushcards designed forCollege 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 use of College website Monthly data generated from websitetracking 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)
Increase the number of posts to social media Comparison of the number of daily andweekly Facebook, Twitter, and YouTubeposts, likes, favorites, shares, andsubscribers to the number from last year.
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:
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 SocialMedia-related workshops and seminars.
Number of Public Relations-related and/or Social Media-related professional growth seminars(on and off campus).
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.
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Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Plan and develop the social media policy for the College and evaluate its effectiveness for use.
Actual date the social media policy is created for the College and number of evaluations performed.
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.
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Division of Academic Affairs
Vice Chancellor for Academic AffairsDepartment/Unit MissionThe mission of the Academic Affairs Division is to provide sound education to the citizens of Northwest Louisiana for employment and transferability to four-year colleges and universities.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Build the Accuplacer application for placement testing for the campus.
Implementation of Accuplacer as the means for placement testing for the campus and the transition from Compass.
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)
Provide scheduled and on demand placement testing opportunities for students.
Number of opportunities for scheduled and on demand placement tests during the 2016-2017 academic year.
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. The increase in the number of updates of graduation information on the College website.2. The increase in the number of updates of placement testing information on the College website.
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:
Regular Budget Vice Chancellor for Academic Affairs and 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)
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)
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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, 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 2016-2017 academic year.2. Number of credentials awarded for 2016-2017 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.
Monitor general education core competency assessments for candidates for graduation.
1. Administration of the Education Testing Service Proficiency Profile to associate degree candidates.2. Number of candidates for graduation completing the Bossier Parish Community College Graduation Survey each semester.
Goal V: Promote institutional effectiveness:
Regular Budget Vice Chancellor for Academic Affairs, Directors, and Academic Planning Staff
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Implement a process for storing and reporting educational program student learning outcomes data, including General Education.
Data reported from program student learning outcomes in assessment database infrastructure.
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.
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Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Submit the SACSCOC Compliance Certification document and any other required reports for the College’s 2018 reaffirmation by established deadlines.
A final SACSCOC Compliance Certification document submitted to SACSCOC for review in addition to any other required reports submitted by established deadlines.
Goal V: Promote institutional effectiveness:
SACSCOC College 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.
Attendance of representatives at SACSCOC Summer Institute and SACSCOC workshops on Substantive Change.
Goal V: Promote institutional effectiveness:
SACSCOC College Budget Vice Chancellor for Academic Affairs, Academic Deans, and Assistant Deans
Objective V.5: Maintain SACSCOC accreditation.
Assist Quality Enhancement Plan (QEP) Director in coordinating the implementation of a piloted QEP for fall 2017.
QEP pilot initiated in fall 2017. Goal V: Promote institutional effectiveness:
SACSCOC College Budget QEP Director; Associate Vice Chancellor of Institutional Effectiveness, Strategic Planning and Assessment
Objective V.5: Maintain SACSCOC accreditation.
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Educational TechnologyDepartment/Unit MissionThe mission of the Division of Educational Technology is to maximize access to higher education through electronic course delivery systems. The Division facilitates innovative e-learning practices including the administration of the college’s Learning Management System, the oversite of compressed video classrooms, and procurement and utilization of educational software. The Division is staffed in order to provide effective faculty and student support for quality design, development, implementation, and delivery of electronic learning courses. Innovative methodologies and instructional technologies are utilized to improve student outcomes in the electronic learning environment. The Division is dedicated to the development of electronic learning in such a way as to provide flexibility of course or program planning. Additionally, the Division provides alternative methods for engaging students in response to community needs in support of the mission of the college.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
LCTCS Online (developing) Number of courses offered through course sharing
Goal I: Increase opportunities for student access and success:
Part of regular budget, funds from state-wide consortium
Dean of Educational Technology, LCTCS Online Director, Academic Deans
Objective I.1: Increase fall 14th class day headcount enrollment at Bossier Parish Community College by 40% from the fall 2012 baseline level of 7,917 to 11,083 by fall 2018. (OLA 2020 Double the number of students served)
Promote the design, development, and delivery ofadditional hybrid and online courses within theacademic divisions.
Number of new hybrid and online courseoffered as documented in the web-basedacademic course offering list.
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing 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)
Promote the expansion of the BPCC "Open Campus"initiative to include all academic areas of the College
Number of new "Open Campus" coursesposted to the BPCC website eachsemester.
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:
Part of regular budget and possible grant funding
Dean of Educational Technology, Director if 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)
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Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Support the College in the use of the colleges Learning Management System used for online andface-to-face course offerings.
Number of training events provided tofaculty/staff by the Division ofEducational Technology either in person or online with video tutorials and step-by-step guides.
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing 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)
Integrate the "Quality Matters" Standards andPrinciples into the design of hybrid and onlinecourses.
Number of face-to-face and onlinetraining sessions provided to faculty/staffon utilizing the QM Rubric for coursedesign.
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing 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)
Participate in professional development and utilizethe information to design and implement futuretraining opportunities for faculty and staff.
Number of professional developmentopportunities attended by the Divisionand documented in files of the office ofthe Dean.
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, andimplementation of new tutorials and tech supportinformation.
1. Number of hits on Help Desk Centerand throughout the college LMS.2. Student survey results of tech supportservices provided by the Division.
Goal V: Promote institutional effectiveness:
Part of regular budget Dean and Division of Educational Technology
Objective V.1: Increase the percentage of BPCC 1st, full-time, degree-seeking freshmen retained to the 2nd year in public postsecondary education by 5% points from the 2011-12 baseline level of 51.3% to 56.3% by 2017-18.(OLA2020 Double the # of graduates)
To enhance the quality of course design in order to achieve improvement in all online and hybrid courses offered by the College which contributes to improved course completion rates.
Courses are evaluated for the inclusion of 5 critical course design elements in all online and hybrid courses. Missing critical design elements are incorporated into the online or hybrid courses.
Goal V: Promote institutional effectiveness:
Department budget Dean and staff of the Division of Educational Technology, Academic Deans
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Grants and External FundingDepartment/Unit MissionAssists administrators, faculty members, and staff in locating, proposing, submitting applications, and administering competitive external fundsSecures grant funding to provide faculty and staff professional developmentProvides additional funding sources that allow administration, faculty and staff to increase the capacity of the College to meet the workforce learning needs of our studentsDisseminates timely and accurate grants-related information to keep faculty and staff aware of funding opportunities and resources.Assists project directors in maintaining compliance with federal and state regulations and College policies regarding grant funds.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide professional development opportunities to enhance grant personnel professional qualifications.
Number of professional development events attended and name of grant personnel attending.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular or grant funded Director of GrantsObjective IV.1: Provide resources for professional development activities for employees.
Pursue external funding opportunities as available. Number of proposals submitted to funding agencies.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular or grant funded Director of GrantsObjective IV.2: Provide resources for instructional programs.
Collect data from grant projects to support the mission of the college and to report metrics to funding agencies.
Grant compliance reports and survey data
Goal V: Promote institutional effectiveness:
Regular or Grant Funded Director of GrantsObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Institutional Research and AssessmentDepartment/Unit MissionThe Office of Institutional Research and Assessment acquires, maintains, and analyzes data, and disseminates reports used in the strategic planning and policy-making processes to continually improve the services offered by Bossier Parish Community College.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Participate in professional development opportunities to enhance personnel professional qualifications.
Number of professional development events attended and name of IR personnel attending.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Director, Assessment Specialist, and Planning & Research Coordinator
Objective IV.1: Provide resources for professional development activities for employees.
Facilitate administration of SENSE, CCSSEE, Graduate Exit Survey, and BPCC Report Card.
Results of SENSE, CCSSEE, and Graduate Exit Surveys, and BPCC Report Card
Goal V: Promote institutional effectiveness:
Regular Director, Assessment Specialist, and Planning & Research Coordinator
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Provide data to units of the College to enhance institutional effectiveness
1. Data provided to units for Strategies for Success and the Annual Report.2. Student graduation and retention reports for the fall and the spring semesters.
Goal V: Promote institutional effectiveness:
Regular Director, Assessment Specialist, and Planning & Research Coordinator
Objective 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, OLA2020 and Annual Reports.
Goal V: Promote institutional effectiveness:
Regular Director, Assessment Specialist, and Planning & Research Coordinator
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Collect and compile data for SACSCOC reaffirmation process
Data collected for SACSCOC reaffirmation process
Goal V: Promote institutional effectiveness:
Regular Director, Assessment Specialist, and Planning & Research Coordinator
Objective V.5: Maintain SACSCOC accreditation.
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Division of Behavioral-Social Sciences and College Transition ProgramsDepartment/Unit MissionThe mission of the Division of Behavioral-Social Sciences and College Transition Programs is to offer courses that compliment and/or support degree programs at BPCC; to fulfill the needs of individuals seeking credentials or advanced training for promotion in law enforcement and corrections agencies; to offer students a comprehensive education program specifically designed to produce teacher candidates for university colleges of education; to meet the educational standards set by the state and federal governments for early childhood programs and satisfies the highest level of requirements in the Louisiana Quality Rating System (QRS) for providers of child care; to coordinate BPCC Accelerated for working adults interested in completing their education in an accelerated online format; and to offer courses that transfer to other colleges and universities.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Participate in parish level Early Childhood Networks in the region for recruitment and promotion of the CDYC academic program.
Number of events attended by faculty and staff.
Goal I: Increase opportunities for student access and success:
Regular Budget ECE Program Coordinator; Dean of Behavioral-Social Sciences and CTP
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)
Participate in campus and local education events to recruit students for academic programs within the 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; Teach Program Coordinators; 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)
Conduct a pilot study to determine the feasibility of creating and offering a Criminal Justice Certificate of Technical Studies.
The formal submission to the BPCC Academic Dean; a proposal to create and offer a Criminal Justice Certificate of Technical Studies.
Goal I: Increase opportunities for student access and success:
Regular Budget BPCC Accelerated Program Coordinator; CJUS Program Coordinator; Dean of Behavioral-Social Sciences and CTP.
Objective I.3: Develop new programs, including 4- and 5-star programs, to meet workforce demands. (OLA 2020 Double the annual earnings of graduates)
Thursday, February 09, 2017 Page 1 of 3
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Create Women's Program in Highland Center, Shreveport.
Number of classes offered at Highland Center.
Goal I: Increase opportunities for student access and success:
External Funding College Transition Program Director
Objective I.4: Expand locations and delivery options for courses and programs. (OLA 2020 Double the number of students served)
Offer online Adult Education courses. Number of courses created and open for enrollment.
Goal I: Increase opportunities for student access and success:
External Funding College Transition Program Director and Assistant Director
Objective I.4: Expand locations and delivery options for courses and programs. (OLA 2020 Double the number of students served)
Provide Instructor Training Workshops for area providers.
Number of workshops offered. Goal III: Utilize partnerships to expand educational and economic/workforce development:
External Funding College Transition Program Director, Assistant Director, and ESL Coordinator.
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)
Increase the number of Formal Partnerships Number of signed Memorandums of Understanding and Cooperative Endeavors
Goal III: Utilize partnerships to expand educational and economic/workforce development:
External Funding College Transition Program Director and Assistant Director
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)
Participate in Birth to Kindergarten Statewide Committee through Louisiana Board of Regents (BOR.)
Attend scheduled BOR meetings and participate in statewide BOR conference calls.
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)
Thursday, February 09, 2017 Page 2 of 3
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Offer professional development opportunities for faculty and staff.
Documentation of number and attendance at professional development events.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget & External Funding
Dean and Division of Behavioral-Social Sciences & College Transition Program; Director of College Transition Program
Objective IV.1: Provide resources for professional development activities for employees.
Administer student evaluation of instruction in College Transition Programs
Results of student evaluations of College Transition Programs
Goal V: Promote institutional effectiveness:
Regular Budget Director of College Transition Programs; Dean of Behavioral-Social 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.
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Division of BusinessDepartment/Unit MissionThe mission of the Division of Business is to provide quality instruction and community service to Northwest Louisiana citizens. The primary emphasis of this division is to enable students to develop their academic and vocational skills to compete in a technological society.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Continue to collaborate with local employers to evaluateinternship opportunities for students
Number of meetings with perspective employers
Goal III: Utilize partnerships to expand educational and economic/workforce development:
Regular Budget Dean, Division of Business, Business and Health Care 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
Number of professional development activities attended on and off campus.
Goal IV: Maximize personnel, fiscal, and physical resources:
Regular Budget Dean and Division of Business
Objective IV.1: Provide resources for professional development activities for employees.
Create an online survey for the Division of Business graduates.
Creation of survey of business graduates. Goal V: Promote institutional effectiveness:
Regular Budget Dean and Division of Business
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Utilize course learning outcome data to make improvements to Business and Health Care Management courses.
Documented changes to Business and Health Care Management courses
Goal V: Promote institutional effectiveness:
Regular Budget Dean and Division of Business
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 Communication and Performing ArtsDepartment/Unit MissionThe guiding mission of the Communication and Performing Arts Division is to prepare students for successful placement or advancement in rewarding careers in Communication or Performing Arts related fields or to prepare students for transfer to four-year colleges and universities. Our courses and programs provide a rich and rigorous curriculum that helps students understand, appreciate, and accomplish the artistic and technical challenges of their specific areas of study. Course work, productions and field projects provide practical application of those skills.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Produce more opportunity in television, film, theatre, and music events to showcase students and offer entertainment to the college community and to the public.
Number of events produced to showcase the Division of Communication and Performing Arts to the public.
Goal I: Increase opportunities for student access and success:
existing budget Dean and Division of Communication and Performing Arts
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 CaPA's use of social media and the college website for promoting the Division of Communication and Performing Arts events and program offerings and developments.
Number of postings promoting events and program developments on the Performing Arts and Communication Media Facebook pages, as well as on the BPCC Website and in the Student Activities Calendar.
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:
Existing Budget Dean and Division of Communication and Performing Arts
Objective II.2: Increase student opportunities and awareness of academic and career options. (OLA 2020 Double the annual earnings of graduates)
Provide opportunities for Communication Media and Performing Arts majors and students interested in communication, music and/or theatre to showcase their talents through new and existing partnerships.
Number of partnerships and the number of students involved
Goal III: Utilize partnerships to expand educational and economic/workforce development:
Existing Budget Dean and Division 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)
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Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Review existing and develop new articulation agreements with four-year institutions for the Communication and Performing Arts programs.
Number of articulation agreements updated, created, or reviewed and revised.
Goal III: Utilize partnerships to expand educational and economic/workforce development:
existing budget Dean and Division of Communication and Performing Arts
Objective III.3: Develop articulation agreements to expand educational and vocational opportunities for students. (OLA 2020 Quadruple student transfers to four-year universities)
Encourage participation in professional development opportunities provided by the college as well as outside of the college.
Number of professional development opportunities in which the individuals in the Division of Communication and Performing Arts participate.
Goal IV: Maximize personnel, fiscal, and physical resources:
Existing Budget Dean and Division of Communication and Performing Arts
Objective IV.1: Provide resources for professional development activities for employees.
Review and update, if necessary, all division programs and course offerings.
Specific changes to program and course offerings to meet student needs.
Goal V: Promote institutional effectiveness:
Dean and Division of Communication and Performing Arts
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 Innovative LearningDepartment/Unit MissionThe mission of the Division of Innovative Learning at Bossier Parish Community College is to work with current and prospective students through several existing and evolving programs. Innovative Learning encompasses the Dual Enrollment program for high school students, off-campus studies, career and technical education, and Veteran Education Services. The Division also assists in recruiting, retention and campus outreach efforts.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Develop and administer a Military Student College Success Skills course in Spring of 2017.
Creation of a veteran student College Success Skills course
Goal I: Increase opportunities for student access and success:
Standard Budget Associate Vice Chancellorof Innovative Learning,Recruiting, Transition &Retention Coordinator
Objective I.1: Increase fall 14th class day headcount enrollment at Bossier Parish Community College by 40% from the fall 2012 baseline level of 7,917 to 11,083 by fall 2018. (OLA 2020 Double the number of students served)
Develop new approaches to help AIM student succeed in their coursework at BPCC
1. Develop a new system to disseminate course selection and advising information to AIM advisors2. Attend AIM parent night events
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:
Standard Budget Associate Vice Chancellorof Innovative Learning,Director of AcademicOutreach, Program Coordinator for Dual Enrollment
Objective II.2: Increase student opportunities and awareness of academic and career options. (OLA 2020 Double the annual earnings of graduates)
Utilize My BPCC, Canvas, to reach out to students using military and GI Bill benefits
Develop a Military Canvas group to share GI bill information, campus events, and create surveys
Goal III: Utilize partnerships to expand educational and economic/workforce development:
Standard Budget Associate Vice Chancellor for Innovative Learning, Program Coordinator for Veteran Educational 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)
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 Chancellorof Innovative Learning
Objective IV.1: Provide resources for professional development activities for employees.
Thursday, February 09, 2017 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Restructure the testing process for the Youth Challenge Program challenge exams in Minden, Pineville, and Carville, Louisiana.
Replace traditional scantron tests with an electronic app based modelMeasure the accuracy of the challenge exam test questions based on how students are scoring on individual questions
Goal V: Promote institutional effectiveness:
Standard Budget Associate Vice Chancellorof Innovative Learning, Program Coordinator for Dual Enrollment, &Recruiting, Transition &Retention Coordinator
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Thursday, February 09, 2017 Page 2 of 2
Division of Learning ResourcesDepartment/Unit MissionThe mission of the Bossier Parish Community College Library is to provide the library resources and services required to support the mission of Bossier Parish Community College.
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 proposals. Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:
Annual budget Dean of Learning Resources/Librarians/TC Manager
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 program within the community. Number of outreach programs. Goal III: Utilize partnerships to expand educational and economic/workforce development:
Annual budget Dean of Learning Resources/Librarians
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)
Conduct library staff workshops for library employees.
Number of presentations of professional workshops for BPCC library employees.
Goal IV: Maximize personnel, fiscal, and physical resources:
Annual budget Dean of Learning Resources/Librarians/TC Manager
Objective IV.1: Provide resources for professional development activities for employees.
Attend meetings, conferences, and webinars with other academic institutions.
Total meetings, conferences, and webinars with other academic institutions.
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.
Update existing learning materials. Number of new software programs.Number of information literacy videos.
Goal V: Promote institutional effectiveness:
Annual budget Dean of Learning Resources/Librarians
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 Liberal ArtsDepartment/Unit MissionThe mission of the Division of Liberal Arts is to maintain and develop the highest standards of academic and curricular excellence in order to promote student success. The Division of Liberal Arts, which oversees the Associate of General Studies, the Certificate of General Studies, and the Associate of Arts Louisiana Transfer degrees, encompasses the following disciplines: art, English, foreign language, humanities, interpretation, reading, and religion. The primary emphasis of this division is placed on students and excellent classroom instruction.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Expand night, weekend, and online course offerings. Number of night, weekend, and online courses offered.
Goal I: Increase opportunities for student access and success:
None Liberal Arts Division DeanObjective I.4: Expand locations and delivery options for courses and programs. (OLA 2020 Double the number of students served)
Institute a Canvas page for students majoring in General Studies to establish direct communication with students regarding courses, curriculum, and college information.
Number of announcements sent and number of modules built for Canvas page.
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:
None Liberal Arts Division Dean and Educational Technology Division
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)
Investigate the development of art courses which combine principles of art with other disciplines.
Number of new course proposals submitted to BPCC curriculum committee.
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:
None Liberal Arts Dean and Art Faculty
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.
Promote the arts on campus, including partnering with other divisions to showcase student work.
Number of exhibitions in the Donna Service Art Gallery as well as exhibitions of displays of art on campus.
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.
Thursday, February 09, 2017 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Create an ad-hoc committee of ENGL102 instructors to discuss strategies designed to improve overall success rate for the course.
Documentation of meetings held to discuss improvement of ENGL102 student success.
Goal V: Promote institutional effectiveness:
None Liberal Arts Division Dean and English Faculty
Objective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
Evaluate all Liberal Arts Courses for assessments which incorporate general education competencies.
Number of courses with assessments which demonstrates general education competency.
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.
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Division of Science, Nursing, and Allied HealthDepartment/Unit MissionThe mission of the Division of Science, Nursing, and Allied Health is to provide quality educational opportunities in science, nursing, and allied health, through excellent classroom, laboratory and clinical instruction, and to provide service to the citizens of Northwest Louisiana.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide resources for faculty and staff participation in professional development activities.
100% of faculty will successfully complete their approved professional development plan; 100% of staff will participate in a minimum of 3 hours of professional development activities.
Goal IV: Maximize personnel, fiscal, and physical resources:
$25,000 Dean and Division of Science, Nursing, and Allied Health Faculty and Staff
Objective IV.1: Provide resources for professional development activities for employees.
Achieve reaccreditation of the Nursing, Phlebotomy, and Medical Assistant programs.
Notification of continued accreditation
Goal V: Promote institutional effectiveness:
$5000 Division Dean and Program Directors
Objective V.3: Achieve and preserve 100% of mandated accreditation of academic and eligible non-academic programs.
Complete a comprehensive review of the Medical Assistant, Physical Therapy Assistant, Nursing, and Occupational Therapy Assistant programs and utilize outcomes of the program review to develop strategies for program improvement.
Completed program reviews Goal V: Promote institutional effectiveness:
$5000 Division Dean and Program Directors
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 MissionThe mission of the Division of Technology, Engineering and Mathematics is to provide quality educational opportunities in four discipline areas. In the area of technology, students will learn innovative techniques and upcoming trends in computer systems, programming, networking and security. The discipline of engineering will provide students with a foundation to design and build solutions for the problems of tomorrow. In the concentration for mathematics, students will increase their quantitative understanding of concepts relevant to their area of study. Energy, construction, and industrial technologies relate theoretical concepts to the actual production of goods and services using technologically advanced equipment and processes. All discipline areas strive to align curriculum with national certifications and prepare students for joining tomorrow's workforce.
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 that aligns with employer expectations
Amount of equipment and technology purchased to support TEM programs
Goal II: Enhance educational programs and services by incorporating technology and distance education and maximizing student development and satisfaction:
Utilization of grant funds approved for program equipment and technology
Sandra PartainObjective II.1: Increase educational technologies to include technical support, training, and technological capabilities to enhance and/or expand programs and services. (OLA 2020 Double the number of graduates)
The Division of Technology, Engineering, and Mathematics will maximize personnel, fiscal, and physical resources by leveraging grant funding to provide employees professional development activities.
Number of professional development activities attended by TEM employees.
Goal IV: Maximize personnel, fiscal, and physical resources:
Utilization of grant funded approved for professional development.
Sandra PartainObjective IV.1: Provide resources for professional development activities for employees.
The Division of Technology, Engineering, and Mathematics will promote institutional effectiveness through systematic planning, evaluation, and assessment of outcomes of programs and courses.
1. Advisory Board Meeting Minutes2. Course learning outcome data collected
Goal V: Promote institutional effectiveness:
Current division funds and assistance from grant funds if program is grant supported
Sandra PartainObjective V.4: Engage in systematic planning, evaluation, and utilization of assessment outcomes for continuous improvement of programs and services.
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Division of Division of Division of Division of Business AffairsBusiness AffairsBusiness AffairsBusiness Affairs
Executive Vice Chancellor for Business AffairsDepartment/Unit Mission
The mission of the Division of Business Affairs is to provide sound education to the citizens of Northwest Louisiana for employment and transferability to four-year
colleges and universities.
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.
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 STEM building with completion by Spring 2017
Construction progress reports of STEM building construction begun.
Goal IV: Maximize personnel, fiscal, and
physical resources:
Act 360 Executive Vice Chancellor
Objective IV.3: Provide resources to operate and
maintain the facilities.
Restructure the Business and Finance Offices to
increase efficiency and improve student services.
1. Documentation of restructured
Business and Finance Offices.
2. Documented improvement in student
services.
Goal V: Promote
institutional effectiveness:
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 Mission
Campus Police is responsible for the safety and security of all persons and property at Bossier Parish Community College. Vehicle parking, parking permits, and
traffic enforcement and continual police patrols are conducted on a daily basis.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide campus-specific training to officers Documentations of training received by
officers.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular budget Chief of PoliceObjective IV.1: Provide
resources for professional
development activities for employees.
Expand the emergency notification system to the
new building.
Emergency Notification System
expanded to new building.
Goal V: Promote
institutional effectiveness:
Regular budget Chief of Police 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.
Evaluate effectiveness of police patrols. 1. Evaluation by Safety Committee.
2. Crime Statistics
3. Incident Reports
4. Jeanne Cleary Act Reporting Statistics
5. BPCC Report Card
6. Daily Activity Reports
Goal V: Promote
institutional effectiveness:
Regular budget Chief of PoliceObjective 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 Mission
The mission of the Computer Services Department is to support, encourage and enhance the use of technology by faculty, staff and students by providing planning,
budgeting and leadership for technology; and by administering the College’s technical support units. These units will provide technical infrastructure, College web
site maintenance, programming, training, design, consulting, and leadership for technology. In addition, the mission of Technical Support Services (TSS) is to manage
and operate College-wide information systems and to coordinate support for the College information infrastructure in order to meet the academic and administrative
computing needs of the College. The services that TSS provides include help desk, email, web server(s), academic server, database, IT security, and knowledge
management services.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Implementing virtual desktop environment for
students.
Achieve milestones of system design;
hardware and software acquisition,
programming, deployment and
reassessment and adjustments if needed.
Goal I: Increase
opportunities for student
access and success:
Regular budget Chief Information OfficerObjective I.4: Expand
locations and delivery
options for courses and
programs. (OLA 2020
Double the number of students served)
Improve access to online help for students, faculty
and staff.
Increased web traffic to support pages. Goal II: Enhance
educational programs and
services by incorporating
technology and distance
education and maximizing
student development and
satisfaction:
Regular budget Chief Information OfficerObjective II.1: Increase
educational technologies to
include technical support,
training, and technological
capabilities to enhance
and/or expand programs
and services. (OLA 2020 Double the number of
graduates)
Participate in professional development opportunities. Number of professional development
opportunities in which the individuals participate.
Goal IV: Maximize
personnel, fiscal, and physical resources:
Regular budget Chief Information OfficerObjective IV.1: Provide
resources for professional development activities for
employees.
Demonstrate accountability of Computer Services
Department through submission of internal reports.
BPCC report card, Webalizer online
statistics, ERP online audit reports and
Service Desk reports
Goal V: Promote
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 Mission
The mission of the Department of Environmental Safety is to assure that Bossier Parish Community College provides a safe workplace and campus for employees,
students, and visitors.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Increase the number of successful deliveries of
safety training via e-mail.
Record 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.
Strengthen relationships with local public safety
agencies to define special assistance and the needs
of the institution.
Review logged response times during
calls for assistance
Goal IV: Maximize
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 compliance with the State Office of Risk
Management.
Analyze audit findings and make
necessary changes 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.
Conduct rigorous inspections 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.
Thursday, February 16, 2017 Page 1 of 1
Finance DepartmentDepartment/Unit Mission
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Identify and/or expand cost-saving methods for the
College.
Report of any cost-savings to the
Executive Vice Chancellor for
Administration
Goal IV: Maximize
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.
Educate Faculty and Staff in Banner Self-Service on
the Finance and Student modules
Number of BPCC employees provided
guidance by Finance Department staff.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular Budget Associate Vice Chancellor
for Finance, Comptroller,
Accounting Supervisor,
Budget and Reporting
Officer, and Bursar
Objective IV.3: Provide
resources to operate and
maintain the facilities.
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.
Thursday, February 16, 2017 Page 1 of 1
Human ResourcesDepartment/Unit Mission
The mission of the Human Resource Department of Bossier Parish Community College is to provide equitable and rewarding opportunity for all employees of Bossier
Parish Community College. This mission is accomplished through conscientious application and administration of a comprehensive benefit package, attractive salary
packages, and aggressive retirement options. The organization adheres to federal and state employment regulations and ensures equal opportunity to all employees
and applicants.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide informational meetings for employees
regarding benefits and HR processes/policies.
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:
No budget impact HR staffObjective IV.4: Recruit
and retain a diversified
and exemplary faculty,
staff, and administration.
Provide activities and events related to cultural,
socioeconomic and educational diversity.
Attendance records Goal IV: Maximize
personnel, fiscal, and
physical resources:
No Budget Impact HR StaffObjective IV.5: Provide
resources to foster
cultural, socio-economic,
and educational diversity.
Implement Department of Labor FLSA legislation within current payroll and employment.
1. Updated job descriptions 2. New non-exempt unclassified
positions in the Banner system.
3. Alternate ways to compensate full-
time non-exempt employees in exempt
part-time positions.
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.
Implement the Banner Document Management
System (BDMS).
1. Trained staff to use BDMS. 2. Procedures for the use of BDMS. 3. Daily use of BDMS to scan documents
Goal V: Promote
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.
Thursday, February 16, 2017 Page 1 of 1
Office of Physical PlantDepartment/Unit Mission
The mission of the Building and Grounds and Maintenance Division of the Department of the Physical Plant is to maintain buildings and fixtures in a safe, operable
condition and provide rapid and economical repair to minor breakdown and maintenance problems in order to minimize the inconvenience to building occupants and
to keep associated deterioration to a minimum level. It is also the mission of this department to maintain grounds, including lawn care and litter removal on the
campus.
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 records.
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 at bi-weekly custodial staff
meetings.
Meeting minutes with attendance
records, equipment manuals and MSDS
information are available in the Physical
Plant office.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular budget Director of Physical PlantObjective IV.1: Provide
resources for professional
development activities for
employees.
Promote awareness of electronic form for all key requests submitted by faculty and staff through
campus wide email at the beginning of fall and
spring semesters.
Number of Key Requests received and acted upon are totaled through the
campus email software.
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 College grounds and landscape
maintenance performed by an outside vendor to
ensure a positive and welcoming learning environment.
Staff are assigned to oversee the
maintenance of the grounds through an
outside vendor.
Goal IV: Maximize
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 are 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.
Thursday, February 16, 2017 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Evaluate the efficiency in the method of prioritizing maintenance requests submitted by faculty and staff.
Results of BPCC Report Card Goal V: Promote institutional effectiveness:
Regular budget Director of Physical PlantObjective V.4: Engage in systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Thursday, February 16, 2017 Page 2 of 2
Purchasing DepartmentDepartment/Unit Mission
The mission of Bossier Parish Community College's Purchasing Department is to develop and implement sound procurement, receiving and inventory practices in
accordance with Bossier Parish Community College policy, legislative mandates and Louisiana law. We strive to provide quality and timely service to our customers
and vendor communities.
Department Measurable Strategy Performance Indicators Goal Link Objective Lin Budgetary Implication Person(s) Responsible
Provide professional development opportunities for
staff
Number of professional development
opportunities attended by staff.
Goal IV: Maximize
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.
Assist faculty and staff with processing of the
following:
Requisitions, Purchase Orders, Receiving Reports,
Contracts, and Check Requests.
Number of people that request training
sessions and/or follow up training
sessions.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Part of regular budget Director of Purchasing,
Purchasing Agent,
Property Control Manager,
Shipping and
Receiving Supervisor,
Administrative Assistant III
Objective IV.3: Provide
resources to operate and
maintain the facilities.
Educate faculty and staff in Banner Self-Service System on the Purchasing modules.
Number of BPCC employees trained by Purchasing Department staff.
Goal IV: Maximize personnel, fiscal, and
physical resources:
Part of regular budget Director of Purchasing,Purchasing Agent, Property
Control Manager, Shipping and
Receiving Supervisor,
Administrative Assistant III
Objective IV.3: Provide resources to operate and
maintain the facilities.
Ensure delivery of all items purchased within 5
working days. For items too large to move, ensure
that a work order is put in within 5 days of receipt or location confirmation.
Log of deliveries Goal IV: Maximize
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.
Updating Contract & Procurement Forms on the
BPCC Website.
New forms on BPCC Website 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.
Thursday, February 16, 2017 Page 1 of 1
Division ofDivision ofDivision ofDivision of Economic Economic Economic Economic DDDDevelopmentevelopmentevelopmentevelopment
Vice Chancellor of Economic and Workforce DevelopmentDepartment/Unit Mission
The mission of Economic & Workforce Development is to provide excellence and innovation in talent development to benefit individuals, employers, and citizens of our
region by delivering customized, relevant education and training, offering high-stakes test services, and enhancing access to employability and opportunities for career
advancement.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Develop and nurture partnerships with business and
industry, economic development organizations,
community organizations, high schools, and other
post-secondary institutions to meet Our Louisiana 2020 goals of a 10% increase.
Number of new partnerships. Goal III: Utilize
partnerships to expand
educational and
economic/workforce development:
None Vice Chancellor for
Economic & Workforce
Development; Dean of
Workforce & Continuing Education; Workforce &
Continuing Education staff
Objective III.2: Pursue
new and support existing
partnerships with business
and industry leaders through all college divisions
to enhance the growth of
the College. (OLA 2020
Quadruple partnerships
with business and industry)
Provide professional development opportunities for
staff.
Documentation of the number of
professional development opportunities
provided.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Department budget Vice Chancellor for
Economic & Workforce
Development, Dean of
Workforce Development
& Continuing Education,
Workforce & Continuing
Education staff
Objective IV.1: Provide
resources for professional
development activities for
employees.
Analyze and evaluate the success of the Program for
Successful Employment.
Increase the:
1. Number of students enrolled;2. Number of students enrolled in credit
courses;
3. Number of students employed.
Goal V: Promote
institutional effectiveness:
Department budgets;
applicable grant funds
Vice Chancellor for
Economic & Workforce Development; Dean of
Workforce & Continuing
Education; Director of
Program for Successful
Employment
Objective V.4: Engage in
systematic planning, evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Analyze and evaluate the success of the Testing
Center.
Increase the:
1. Number of test options;
2. Number of tests delivered;
3. Revenue earned.
Goal V: Promote
institutional effectiveness:
Department budget;
applicable grant funds
Vice Chancellor for
Economic & Workforce
Development, Dean of
Workforce Development & Continuing Education,
Director of Testing Center
Objective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes for continuous
improvement of programs
and services.
Thursday, March 02, 2017 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Analyze and evaluate the success of Workforce Development & Continuing Education.
Increase the:1. Number of students served;
2. Revenue earned.
Goal V: Promote institutional effectiveness:
Department budgets; applicable grant funds
Vice Chancellor for Economic & Workforce
Development; Dean of
Workforce & Continuing
Education
Objective V.4: Engage in systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Thursday, March 02, 2017 Page 2 of 2
Workforce Development and Continuing EducationDepartment/Unit Mission
The mission of Workforce Development and Continuing Education is to provide Louisiana individuals and businesses the most advanced, customized and relevant
education and training.
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 IWTP
proposals submitted.
2. Number of IWTP participants trained.
3. Quality rating received for services
we 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,
Business Development
Representative in
Workforce Development and Continuing Education
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 3rd Annual BPCC Spring Swing Golf
Tournament.
1. Net revenue earned for scholarships.2. Number of teams participating.
Goal III: Utilize partnerships to expand
educational and
economic/workforce
development:
None Business Development Representative in
Workforce Development
and Continuing Education
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 resources for 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.
Friday, February 17, 2017 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Analyze non-credit course and instructor evaluations and make any necessary changes to improve the
quality of courses offered.
1. Results of evaluations;2. Changes made to courses based on
results of evaluations.
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.
Friday, February 17, 2017 Page 2 of 2
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
Add a new test service that will help meet academic
and workforce testing demands.
1. List of industry-based certifications
and professional licensure exams
available once new test service is added.2. Number of exams delivered for new
test service.
3. Revenue earned from new test
service.
Goal I: Increase
opportunities for student
access and success:
None. Testing Center DirectorObjective I.3: Develop
new programs, including
4- and 5-star programs, to meet workforce
demands. (OLA 2020
Double the annual
earnings of graduates)
Encourage staff to complete professional
development activities including test credential
updates, webinars, and on-campus seminars.
List of professional development
activities including test credential
updates, webinars, and on-campus
seminars completed by each staff
member.
Goal I: Increase
opportunities for student
access and success:
Annual budget. There
should be no cost for most
professional development
activities.
Testing Center DirectorObjective I.3: Develop
new programs, including
4- and 5-star programs,
to meet workforce
demands. (OLA 2020
Double the annual earnings of graduates)
Improve technological capabilities of BPCC Testing
Center and BPCC BAFB National Test Center.
Implementation of BPCC Student
Technology Fee Proposal replacing 16
computers at the BAFB Test Center and
6 computers at the BPCC Test Center, all
of which are at least five years old.
Goal II: Enhance
educational programs and
services by incorporating
technology and distance
education and maximizing
student development and
satisfaction:
Student Technology Fees. Testing Center DirectorObjective II.1: Increase
educational technologies
to include technical
support, training, and
technological capabilities
to enhance and/or expand
programs and services.
(OLA 2020 Double the number of graduates)
Increase marketing of Testing Center and BAFB
National Test Center through social media sources.
1. Number of informational submissions
related to industry-based certifications,
professional licensure exams, etc. 2. Number of views on social media.
Goal II: Enhance
educational programs and
services by incorporating technology and distance
education and maximizing
student development and
satisfaction:
None. Testing Coordinator IIObjective II.2: Increase
student opportunities and
awareness of academic and career options. (OLA
2020 Double the annual
earnings of graduates)
Revise Testing Center website and online
registration system to update information and make
website and test registration more user friendly.
Documentation of improvements made
to website and online registration system.
Goal V: Promote
institutional effectiveness:
None. Testing Coordinators and
Testing Center Director
Objective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs and services.
Friday, February 17, 2017 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Develop online survey to be completed by test takers. Development of online survey for test takers.
Goal V: Promote institutional effectiveness:
Annual budget. Testing Coordinator IObjective V.4: Engage in systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Friday, February 17, 2017 Page 2 of 2
Program for Successful EmploymentDepartment/Unit Mission
The mission of BPCC's Program for Successful Employment is to provide an innovative post-secondary program for students with cognitive disabilities and/or Autism
that promotes lifelong skills which enhance employability as well as becoming a productive citizen in the community.
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 I: Increase
opportunities for student
access and success:
LRS Grant Director of Program for
Successful Employment,
Program for Successful Employment staff and
instructors
Objective I.1: Increase fall
14th class day headcount
enrollment at Bossier Parish Community College
by 40% from the fall 2012
baseline level of 7,917 to
11,083 by fall 2018. (OLA
2020 Double the number of
Grow program enrollment by obtaining
Comprehensive Transition Program accreditation.
Increase student enrollment ages 18 and
up
Goal I: Increase
opportunities for student
access and success:
Department Budget Director of Program for
Successful Employment,
Program for Successful
Employment staff and
instructors.
Objective I.3: Develop
new programs, including 4-
and 5-star programs, to
meet workforce demands.
(OLA 2020 Double the
annual earnings of
graduates)
Provide professional development opportunities for
staff.
Number of professional development
activities attended.
Goal IV: Maximize
personnel, fiscal, and physical resources:
LRS Grant Director of Program for
Successful Employment, Program for Successful
Employment staff and
instructors.
Objective IV.1: Provide
resources for professional development activities for
employees.
Friday, February 17, 2017 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Track graduate employment. 1. Percentage of graduates that are gainfully employed after 90 days;
2. Percentage of graduates that are
gainfully employed after one year.
Goal V: Promote institutional effectiveness:
None Director of Program for Successful Employment,
Program for Successful
Employment staff and
instructors.
Objective V.4: Engage in systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Friday, February 17, 2017 Page 2 of 2
Division of Student Services
Vice Chancellor for Student ServicesDepartment/Unit Mission
The mission of the Office of the Vice Chancellor for Student Services is to assist and support the departments within the Student Services Division and to provide
fair, objective decisions involving student discipline and student concerns.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Launch the online student orientation, Cavalier
Connection, by spring 2017.
Completion of the launch of online
student orientation by spring 2017.
Goal I: Increase
opportunities for student
access and success:
None Vice Chancellor for
Student Services;
Director of Public Relations
Objective I.1: Increase fall 14th
class day headcount enrollment
at Bossier Parish Community College by 40% from the fall
2012 baseline level of 7,917 to
11,083 by fall 2018. (OLA 2020
Double the number of students
served)
Promote 100% participation by Student
Services staff in at least one professional
development opportunity.
Percentage of Student Services
staff participating in at least one
professional development seminar
or workshop.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
None Vice Chancellor for
Student Services; Deans
and Directors of Student
Services departments
Objective IV.1: Provide
resources for professional
development activities for
employees.
Develop Learning Outcomes for Student
Services by spring 2017.
Development of Learning Outcomes
for all departments of Student
Services by spring 2017.
Goal V: Promote
institutional effectiveness:
None Vice Chancellor for
Student Services and
Deans and Directors for
Student Services
departments.
Objective V.4: Engage in
systematic planning, evaluation,
and utilization of assessment
outcomes for continuous
improvement of programs and
services.
Administer a Student Services survey to
improve the effectiveness of the departments within the Student Services Division.
Results and data from the survey. Goal V: Promote
institutional effectiveness:
None Vice Chancellor for
Student Services
Objective V.4: Engage in
systematic planning, evaluation, and utilization of assessment
outcomes for continuous
improvement of programs and
services.
Friday, February 17, 2017 Page 1 of 1
Admissions/Registrar's OfficeDepartment/Unit Mission
The mission of the Admissions/Registrar's Office at Bossier Parish Community College is to assist students through the admission and registration process, to
guarantee accuracy and security of student records, and to support students during their enrollment at Bossier Parish Community College.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Collaborate with LCTCS Enrollment Services to
increase communications to students and to student
applicants for enrollment opportunities.
Number of students enrolled. 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)
Host and participate in events on and off campus to
promote student learning about the college
enrollment experience.
Number of events attended. Goal I: Increase
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)
Provide 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.
Create new opportunities for students to complete
the Admissions/Registrar's online survey for
improvement of services.
Increased number of surveys completed. Goal V: Promote
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.
Friday, February 17, 2017 Page 1 of 1
Athletics OfficeDepartment/Unit Mission
The mission of the Athletic Department is to assist the student/athlete in achieving a total educational experience while competing at the intercollegiate level. Such
competition parallels institutional goals with a structured sporting environment that enhances one's personal growth and development.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Increase the number of non-scholarship
student-athletes enrolled in the college by
offering sport specific classes for college credit as well as increasing the number of sports
offered.
Higher number of total non-
scholarship student-athletes.
Goal I: Increase
opportunities for student
access and success:
Regular Budget with
Potential Increase in
Revenue
Athletic Director, Athletic
Coordinator, Sport
Coaches
Objective I.1: Increase fall 14th
class day headcount enrollment at
Bossier Parish Community College by 40% from the fall 2012 baseline
level of 7,917 to 11,083 by fall
2018. (OLA 2020 Double the
number of students served)
Develop a comprehensive Success Plan for
Student-Athletes including a revised student-
athlete academic advising process and Student-
Athlete Orientation
The number of student-athletes who
maintain academic eligibility until
graduation and/or transfer the
eligibility to play sports at a 4-year
institution.
Goal II: Enhance
educational programs
and services by
incorporating technology
and distance education
and maximizing student development and
satisfaction:
Regular Budget Athletic Director, Athletic
Coordinator, Sport
Coaches, Dean of
Student Success
Objective II.2: Increase student
opportunities and awareness of
academic and career options. (OLA
2020 Double the annual earnings of
graduates)
Grow current and pursue new individual and
corporate sponsorships for our athletic
department.
Amount of revenue generated. Goal III: Utilize
partnerships to expand
educational and
economic/workforce
development:
Potential Increase in
Revenue
Athletic Director, Athletic
Coordinator, Sport
Coaches
Objective III.2: Pursue new and
support existing partnerships with
business and industry leaders
through all college divisions to
enhance the growth of the College.
(OLA 2020 Quadruple partnerships
with business and industry)
Secure resources for coaching association
memberships; Send coaches to sport specific
coaching conferences and networking events.
Number of memberships attained.
Number of events attended.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular Budget Athletic Director, Athletic
Coordinator, Sport
Coaches
Objective IV.1: Provide resources
for professional development
activities for employees.
Adopt an electronic communication system for
use by staff and coaches to improve service to
student-athletes.
Adoption of communication system. Goal V: Promote
institutional effectiveness:
Regular Budget Athletic Director, Athletic
Coordinator, Sport
Coaches
Objective V.4: Engage in systematic
planning, evaluation, and utilization
of assessment outcomes for
continuous improvement of programs and services.
Friday, February 17, 2017 Page 1 of 1
BPCC @ NSUDepartment/Unit Mission
The purpose of BPCC @ NSU is to provide community college courses to those students living in north central Louisiana who do not directly admit to a Louisiana
university from high school.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Provide professional development opportunities to
faculty and staff.
Documentation of number, date, and
attendance at professional opportunities
provided.
Goal IV: Maximize
personnel, fiscal, and
physical resources:
Regular budget Director of BPCC @ NSUObjective IV.1: Provide
resources for professional
development activities for
employees.
Recruit and retain qualified faculty. Number of credentialed faculty hired;
number of credentialed faculty retained.
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.
Create a survey to measure the effectiveness of BPCC@NSU.
Creation of survey. Goal V: Promote institutional effectiveness:
Regular budget Director of BPCC @ NSUObjective V.4: Engage in systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs
and services.
Friday, February 17, 2017 Page 1 of 1
Center for Student SuccessDepartment/Unit Mission
Helping students achieve academic success in a supportive and helpful environment is the mission of the Center for Student Success at Bossier Parish Community
College. Our goal is to encourage students to develop the skills and perseverance to become self-directed and proactive learners. We strive to achieve this mission
through a variety of services to the students such as Academic Advising, Career Services, and Disability Services. We ensure equal access to all students and members
of the college community.
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.
Number of Student Academic Progress
(SAP) academic plans completed.Goal I: Increase
opportunities for student
access and success:
Regular Budget Dean, Center for 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)
Review student Disability Services applications and
notify instructors of accommodations.
Number of accommodation letters
provided to instructors as a results of the
applications review.
Goal I: Increase
opportunities for student
access and success:
Regular Budget Coordinator, Disability
ServicesObjective 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)
Offer career counseling to both prospective and
currently enrolled students.
Number of prospective and currently
enrolled students who receive career
counseling
Goal II: Enhance
educational programs and
services by incorporating technology and distance
education and maximizing
student development and
satisfaction:
Regular Budget Dean and Administrative
Coordinator of Career
Services
Objective II.2: Increase
student opportunities and
awareness of academic and career options. (OLA
2020 Double the annual
earnings of graduates)
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, Center for Student
SuccessObjective IV.1: Provide
resources for professional
development activities for
employees.
Friday, February 17, 2017 Page 1 of 2
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Participate in professional development opportunities. Number of professional development opportunities in which Career Services
participates in 2016-2017.
Goal IV: Maximize
personnel, fiscal, and physical resources:
Regular Budget Dean and Administrative Coordinator of Career
Services
Objective IV.1: Provide
resources for professional development activities for
employees.
Administer an online Academic Advising Center
survey to evaluate current services.
Academic Advising Center survey results. Goal V: Promote
institutional effectiveness:
Regular Budget Dean, Center for Student
SuccessObjective V.4: Engage in
systematic planning,
evaluation, and utilization of assessment outcomes
for continuous
improvement of programs
and services.
Evaluate the levels and changing student needs of
all service components.
Number of students requesting special
accommodations not currently offered.Goal V: Promote
institutional effectiveness:
Regular Budget Dean and Coordinator of
Disability ServicesObjective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs and services.
Friday, February 17, 2017 Page 2 of 2
Financial Aid OfficeDepartment/Unit Mission
Bossier Parish Community College is dedicated to the philosophy that no student who desires a college education should be denied the opportunity because of lack of
funds. Therefore, the College seeks to assist eligible students in financing the costs associated with their education through various federal, state, and institutional
programs. To the extent possible, students are aided in meeting their educational expenses through various forms of financial assistance programs.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Visit area high schools to hold Financial Aid
Workshops that will allow financial aid staff members
to help students/parents complete the FAFSA.
Number of attendees at the Financial Aid
Workshop events.
Goal I: Increase
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)
Host several on-campus Financial Aid Marathon
events throughout the year and invite all BPCC
students along with high school students and
parents.
Number of attendees at the Financial Aid
Marathon events.
Goal I: Increase
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 in
professional development opportunities.
Attendance/participation records
indicating staff members who attendedor participated in professional
development 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 evaluate
ways to improve the financial aid process and
service delivery
Changes made based on responses to
the 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.
Friday, February 17, 2017 Page 1 of 1
Recruiting OfficeDepartment/Unit Mission
The Recruiting office seeks to recruit and locate prospective students by providing community outreach throughout the service area and by distributing information
regarding educational opportunities at Bossier Parish Community College.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Create and implement a system in conjunction with
the Admissions/Registrar's Office to notify students
of acceptance to the College. (i.e.: mail acceptance letter to new applicants monthly)
Number of acceptance letters mailed to
new applicants.
Goal I: Increase
opportunities for student
access and success:
Regular budget Director of Recruiting;
Recruiter(s)
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)
Continue to host, plan, and implement Cavalier
Preview Night every 6-8 weeks for prospective
students throughout the year.
Number of Cavalier Preview Nights
hosted.
Goal I: Increase
opportunities for student
access and success:
Regular budget Director of Recruiting;
Recruiter(s)
Objective I.1: Increase fall
14th class day headcount
enrollment at Bossier
Parish Community College
by 40% from the fall 2012
baseline level of 7,917 to 11,083 by fall 2018. (OLA
2020 Double the number
of students served)
Promote professional development to enhance productivity and knowledge within the department.
Number of professional development opportunities attend by staff members.
Goal IV: Maximize personnel, fiscal, and
physical resources:
Regular budget Director of Recruiting; Recruiter(s)
Objective IV.1: Provide resources for professional
development activities for
employees.
Implement a revised electronic campus visit/tour
evaluation for prospective students.
Completion of the revised evaluation.
Results from the evaluation.
Goal V: Promote
institutional effectiveness:
Regular budget Director of Recruiting;
Recruiter(s)
Objective V.4: Engage in
systematic planning,
evaluation, and utilization of assessment outcomes
for continuous
improvement of programs
and services.
Friday, February 17, 2017 Page 1 of 1
Student LifeDepartment/Unit Mission
The mission of the Bossier Parish Community College Office of Student Life is to provide programs and services which aid and enrich the educational and cultural
experiences of the student body by contributing to their intellectual, social, physical and emotional development. We seek to achieve this mission by providing events
and activities which engage students in and out of the classroom; by utilizing faculty, staff, and alumni in Student Life organizations and programs to enhance the
students' experience as well as their retention and success; and, by educating student leaders to develop self-responsibility and respect for others.
Department Measurable Strategy Performance Indicators Goal Link Objective Link Budgetary Implication Person(s) Responsible
Create and implement a Cavalier Rewards Program. The number of students participating in
the Cavalier Rewards program.
Goal I: Increase
opportunities for student
access and success:
Regular budget Director of Student LifeObjective 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 opportunities for minority students to access
college through Student Life scholarships.
Number of scholarships awarded to
minority students.
Goal I: Increase
opportunities for student
access and success:
Regular budget Director of Student LifeObjective 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)
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.
Administer a Student Life online survey to improve
the effectiveness of the department.
Results from the Student Life survey. Goal V: Promote
institutional effectiveness:
Regular Budget Director of Student LifeObjective V.4: Engage in
systematic planning,
evaluation, and utilization
of assessment outcomes
for continuous
improvement of programs and services.
Friday, February 17, 2017 Page 1 of 1
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