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Bossier Parish Community College
2020202011115555~~~~2020202011116666 Annual ReportAnnual ReportAnnual ReportAnnual Report
TABLE OF CONTENTS
Table of Contents 2 Division of Administration 4 Office of the Chancellor 5 Office of Institutional Advancement 8 Office of Institutional Effectiveness 12 Office of the Internal Auditor 14 Office of Public Relations 17 Division of Academic Affairs 20 Office of the Vice Chancellor 21 Education Technology 35 Institutional Research and Grants 42 Division of Behavioral-Social Sciences and College Transition Programs 46 Division of Business 51 Division of Communication and Performing Arts 53 Division of Innovative Learning 58 Workforce Development and Continuing Education 63 BPCC Testing Center 67 Division of Learning Resources 71 Division of Liberal Arts 75 Division of Science, Nursing, and Allied Health 81 Division of Technology Engineering, and Mathematics 86 Division of Business Affairs 100 Office of the Vice Chancellor 101 Campus Security 103 Computer Services Department 105 Environmental Health Safety 107 Finance Department 109 Human Resources 111 Physical Plant 115 Purchasing Department 117 Division of Student Services 119 Office of the Vice Chancellor 120 Academic Advising Center 127 Admissions/Registrar 131 Athletics 134
BPCC@GSU 139 BPCC@LSUS 142 BPCC@NSU 144 Career Services 147 Financial Aid 150 Recruiting 152 Student Life 155
Division of Administration
Chancellor's Office
Division of Administration (Chancellor's Office)
DIVISION SUMMARY
STRATEGIC PLANNING
The Office of the Chancellor had a productive 2015-2016 year and made progress in each of the targeted strategies. A new Vice Chancellor for
Economic and Workforce Development was hired; we completed a succesful Capital Campaign that exceeded its goal of $15M; we made progress in our efforts to secure funding for land acquisition that is essential to the future growth and development of the College; we have begun construction of an 80,000 square foot facility that will house our Nursing and Allied Health programs and allow those programs to grow; we have
added new parking spaces to address one of the most vocal concerns of our student body; and we have invested in the development of a data infrastructure that will ensure that we help more students cross the finish line.
Department Measurable Strategy
Provide professional development for faculty and staff.
Performance Indicators
Documentation of professional development
workshops attended
Assessment Results
The number of employees (duplicated
number) that engaged in professional development
opportunities for 2015-16 was 1,282. The
number of professional development workshops totaled
81,
Changes Based on
Assessment Outcomes
None.
Strategy(ies) for the Future
We should begin to track professional development
opportunities that occur off-campus and track the use of webinar subscriptions to
assess the ROI.
Department Measurable Strategy
Complete construction of a new
Performance Indicators
Construction progress reports
Assessment Results
Project completed
Changes Based on
Assessment Outcomes
With the additional
Strategy(ies) for the Future
We may need to consider an
parking lot. and documentation for parking lot construction
completed
summer 2016. 400 parking spaces in this new lot and
the 300 new spaces connected with the new STEM building,
we expect to see a significant
improvement in the student experience as it relates to parking
on campus.
adjustment to the parking fee in order to keep pace with
maintenance needs of our parking infrastructure.
Department Measurable Strategy
Create strategies to meet the needs
of our LA2020 goals.
Performance Indicators
New strategies that reflect the
needs of our LA2020 goals
Assessment Results
One of the most
significant steps we took this year to
promote the attainment of OLA2020 goals… was the hiring of a VC
for Economic and Workforce Development.
Changes Based on
Assessment Outcomes
With the addition of
new leadership over E&WD, we have
seen a 250% growth in the number of unique individuals
served via workforce and continuing
education activities.
Strategy(ies) for the Future
Continue to identify strategic
moves that move us toward the stretch goals of OLA2020.
Department Measurable Strategy
Develop an infrastructure that supports the data needs of the
College.
Performance Indicators
Implementation of new infrastructure that supports
the data needs of the College.
Assessment Results
With the support of funding from a First in
The World Grant, we were able to launch a
partnership with Civitas Learning and develop an integrated
data platform (Illume) which is in place now.
Changes Based on
Assessment Outcomes
Because of our Statewide mepped
environment for our SIS and our LMS,
there have been challenges creating the data pipelines for
full integration. However, we are
beginning to develop actionable insights from the use of
Illume with our SIS.
Strategy(ies) for the Future
Continue to work with Civitas abd our System IT leadership
to integrate more data streams, identify new insights, and
implement interventions that see more students succeed.
Department Measurable Strategy
Complete construction of the STEM building
Performance Indicators
Construction progress reports and documentation of STEM
building construction completed
Assessment Results
Construction of the STEM Building
(Nursing and Allied Health) is underway. Several rain days have
the project behind a bit but there is plenty of time to catch up.
Changes Based on
Assessment Outcomes
The completion date for the building is
projected for June 2017.
Strategy(ies) for the Future
Continue to liaise with the Executive VC and the Project
Management Team to ensure progress.
Department Measurable Strategy
Acquire additional land for
program expansion
Performance Indicators
Documentation of land
acquisition for program expansion
Assessment Results
With the support of
local legislators, we have been able to see funds for the land
purchase added to HB2 Capital Outlay.
Currently, the $4M are in Priority 5 category.
Changes Based on
Assessment Outcomes
Since the project is
not a Priority 1 or 2 item in Capital
Outlay, we will need to work with the Division of
Administration to move the project up.
Strategy(ies) for the Future
We will liaise with additional
legislators that can assist us in working with the Governor's Office in order to secure the
resources for purchasing the land.
PRIORITIES FOR THE COMING ACADEMIC YEAR
1) Acquire additional land for program expansion2) Complete construction of the STEM building
3) Secure $1M in new giving to the College4) Grow the total number of students served by 15%5) Establish forward thinking partnerships with four-year university partners
6) Provide leadership and innovation for a reimagined LCTCS Online
Institutional Advancement
Division of Administration (Chancellor's Office)
DIVISION SUMMARY
STRATEGIC PLANNING
Through a collective effort, the campus realized a successful Campaign that span 2.5 years and exceeded its goal by $167,000. In July 2016, the
activities will transition to more targeted campaigns to secure major gifts in correspondence with specific campus and departmental needs.
Department Measurable Strategy
Implement new donor management software system for enhanced data reporting and service delivery to
donors and alumni.
Performance Indicators
Number of supporters and quality of useable data added to donor database as a result
of technologically advanced software.
Assessment Results
eTapestry donor software system implemented on a trial
basis with one user within office.
Changes Based on
Assessment Outcomes
Assess data to determine donor capacity and
propensity for giving
Strategy(ies) for the Future
Implement more widespread for all Advancement staff utilization
Department Measurable Strategy
Implement Family Campaign
Performance Indicators
Number of employees supporting campaign over
previous year
Assessment Results
59% Employee participation generated
$32,000 raised in 2016 Family Campaign
Changes Based on
Assessment Outcomes
n/a
Strategy(ies) for the Future
Continue to communicate the value and impact of
employee's investment of service, expertise, and funds
in lives of students and overall campus
Department Measurable Strategy
Revitalize the college Foundation's
fundraiser
Performance Indicators
Amount of BPCC 100 funds
raised and the number of community partners and
volunteers participating to support student access to
Assessment Results
•April 2015: 6th
Annual BPCC 100: $57,000 Net income
19 Teams of six competed which
Changes Based on
Assessment Outcomes
Increase teams participation to a minimum of 20.
Increase general
Strategy(ies) for the Future
Encourage participation from
other schoolsEncourage participation from
campus departments for team registrations
higher education represented businesses and industry partners
attendace to over 500 Work with Title Sponsors, Chancellor's office, Board, PR
Dept., media outlets, and volunteers to promote event and increase visibility of
overall event
Department Measurable Strategy
Launch Public Phase of Capital
Campaign
Performance Indicators
Amount of money raised
toward overall goal
Assessment Results
1) Publice Phase of
Campaign Implemented in October 2015.
2) Completed with close out event July 23 above goal
3) Campaign Goal: $15,000,000
Actual: $15,167,000
Other Campaign-
Related Events*Oct 14, 2015:
Learning Commons Unveiling
•Dec. 2015: Citizens
National Bank •May 12: Family
Campaign Celebration
@ Faculty Staff End of Year Event
•May 18-19: AEP SWEPCO ROI Meeting, Columbus,
Ohio
•May 26, 2016:
GBEDF Partner Recognition Event
Changes Based on
Assessment Outcomes
Maintain high level of
communication and stewardship activities with donors to ensure
connectivity and engagement with partners
Strategy(ies) for the Future
Transition cultivation
activities which resulted in new prospects to Major Gifts fundraising with targeted
initiatives for 2017
Meet Our LA2020 Goals for
FY17
•June 9, 2016: AEP Foundation Learning
Lab Dedication •June 23, 2016: End of
Year Meeting
(Campaign Close-out/Transition Event.
First EOY Mtg.) Sold-out event.
Our Louisiana 2020 for FY16
- Goal: $3,501,000 - Actual: $5,309,379
Variance $1,808,379.00
BPCC Foundation: Income &
PRIORITIES FOR THE COMING ACADEMIC YEAR
The Advancement Office will is continually evolving operations, best practices, and services to be even more agile and responsive in meeting the needs of internal and external customers.
With the fiscal challenges continuing to plague state-run colleges and universities, advancement offices are being relied upon more than ever before to advance the mission of their institutions to identify new, major and sustaining streams of revenue. BPCC Office of Institutional Advancement's
FY17 fundraising strategies will include a focus on BPCC's new Nursing and Allied Health Facility and the 50th Anniversary Celebration as well as departmental requests. The following is an outline of 2017 goals and objectives the Advancement Office has put forth for partnering with the
School, Foundation Board, and the community to advance the mission and raise funds in support of Bossier Parish Community College.
The overarching goal of the Advancement Office is to advance the mission and objectives of Bossier Parish Community College. Specifically, we
seek to:
I. Goal: Transition activies from the Capital Campaign Objective: to support sustainable major gifts development and fundraising activies within
II. Goal: Collaborate with Office of the Chancellor and SNAH Division to design and implement a Major Gifts Campaign to support the new
Nursing and Allied Health facility i. raise $1 million to support capacity building objectives ii. Meet our LA 2020 goals
III.Goal: Collaborate with Office of the Chancellor and departments to conduct occupational-sector awareness events (forums) and fundraisers
Objectives: i.to expand external partnerships by 50%*
ii.to help increase collaborative partnerships between the academic departments and community/workforce organizations
iii.to meet Our LA 2020 “Partnerships” goals
IV.Goal: Collaborate with Office of the Chancellor and departments to implement fundraising activities related to 50th Anniversary Objectives
i.to celebrate landmark event
ii.to reconnect with alumni, retirees and friends
iii.to raise funds to bolster the BPCC Foundation scholarship funds
iv.to meet Our LA 2020 goals
V. Goal: Raise a $200,000* to support other areas of the school
Objective: i.to fund current Foundation supported programs
ii.to fund unanticipated needs as they arise*Revised from previous report per Foundation Budget
III. Goal: Conduct occupational-sector awareness events (forums) and fundraisers
Objective: Expand external partnerships by 50%
IV. Goal: Fundraising activies related to the 50th Anniversary Objectives: Celebrate landmark event
V. Goal: $100,000 to support critical areas of the school
Institutional Effectiveness Initiatives
Division of Administration (Chancellor's Office)
DIVISION SUMMARY AND EFFECTIVENESS
Open Campus experienced over 5,000 non-duplicated enrollments. The College piloted a mobile-friendly version of Open Campus and subsequently
won a $1.8M Department of Education "First in the World" grant to fully mobilize and gamify Open Campus content. The Open Campus initiative also earned a top ten nomination for the prestigious Bellwether Award. The number of countries or territories viewing Open Campus lecture videos
totaled 170 for the year; viewing minutes for the year exceeded 868,547. Four new Open Campus courses were completed and opened to students: Introduction to Medical Terminology, Introduction to Networking, Introduction to Programming, and Advanced Manufacturing. The Open Campus initiative was presented at the following educational conferences and meetings:
Conference Presentations
Martin, Allison. “BPCC’s First in the World Grant: MOOCs, Mobile Apps, and Asynchronous Learning.” LCTCS Conference, Baton Rouge, LA. April 15, 2016.
Martin, Allison. “BPCC’s Free Preparatory Courses.” COBEC Winter Conference, Placencia, Belize, February 4, 2016.
Martin, Black, Barnickel, Johnson, & Bateman. “Fast-tracking Skills for Student Success: Open Sourcing at Bossier Parish Community College.” Community College Futures Assembly, Orlando, FL, January 25, 2016.
Martin, Allison. “Placement Test Prep, Flipped Classrooms and Summer Bridge: Reimagining Developmental MOOCs at BPCC.” ACTE Conference, New Orleans, LA, November 20, 2015.
Martin, Allison. “Repurposing the MOOC Model for Entry-Level College Students.” League for Innovation’s STEMTech Conference, Phoenix, AZ,
November 1, 2016.
STRATEGIC PLANNING
Department Measurable Strategy
Increase access to on-campus professional development
workshops and presentations
Performance Indicators
Number of workshops presented
Assessment Results
Total number of workshops offered: 81
Changes Based on
Assessment Outcomes
no changes
Strategy(ies) for the Future
Continue to increase number of on-campus professional
development workshops and presenation offerings.
Department Measurable Strategy
More closely align faculty/staff on-
campus professional development workshops and presentations to reflect faculty/staff interests as
expressed through presentation evaluations
Performance Indicators
Number of workshop
attendees and participants
Assessment Results
Total
attendees/participants: 1,282
Changes Based on
Assessment Outcomes
no changes
Strategy(ies) for the Future
Continue to align professional
development workshops and presentations according to faculty/staff
evaluations/feedback.
Department Measurable Strategy
Expand access to Open Campus, open sourced courses
Performance Indicators
Number of video lecture minutes viewedNumber of individual
accounts accessing video lectures
Assessment Results
852,699 minutes viewed
5,000+ non-duplicated
user accounts
Changes Based on
Assessment Outcomes
no changes
Strategy(ies) for the Future
Continue to expand access to Open Campus open source courses
PRIORITIES FOR THE COMING ACADEMIC YEAR
Pilot FITW-funded Open Campus Mobile Base software in Math 98, 99 & English 99. Present Open Campus App model at national and
international conferences. •Pilot Illume Impact for Open Campus Mobile pilot to track impact of intervention.
Internal Auditing
Division of Administration (Chancellor's Office)
DIVISION SUMMARY
Audit projects compledted during the fiscal year June 1, 2015 through May 31, 2016 included the areas of Procurement Card; Technology Fees;
Outside Employment; Property Inventory; Surprise Cash Counts; and Quarterly Follow-ups. Internal Audit recommendations have either been fully implemented or in the process of implementation.
Accounting functions for Bossier Parish Community College Foundation were also performed for the period June 1, 2015 through May 31, 2016. These included all accounts receivable and accounts paable functions; as well as all bank reconciliations and monthly reporting requirements.
Professional Development received at LACUA Fall Conference, October 15-16, 2015 included: "Procurement, Ethics and Accountability"; Intellectual Property Basics"; Crisis Management and Urgent Response on Campuses Today"; and "Updated OMB Guidelines".
Professional Development received through ACFE, December 2, 2015: "Association of Certified Fraud Examiners Code of Professional Ethics"
Professional Development required through State of Louisiana included: "Code of Ethics for State Employees" - LEO System March 18, 2016; CPTP "Sexual Harassment 2016 - LEO System March 16, 2016; and "Title IX for Employees" - April 20, 2016.
rofessional Development received at BPCC during June 1, 2015 through May 31, 2016 included: "Joel Watkins presents the BOR Funding Formula" - July 21, 2015; "Meditation 101:Improving Health and Reducing Stress" - August 11, 2015; "BPCC's Black History Month: Landmarks
Associated with African American History - February 11, 2016"; and "Empowering Women:Global Outreach Perspective - March 16, 2016"
BPCC Executive Council: 2015-2016
BPCC Planning Council:2015-2016
Memberships: ACUA (Association of College and University Auditors); LACUA (Louisiana Association of College and University Auditors); and
ACFE (Association of Certified Fraud Examiners).
STRATEGIC PLANNING
Department Measurable Strategy
Attend a semi-annual LACUA conference during the fiscal year.
Performance Indicators
LACUA conference attendance certificate.
Assessment Results
Attended the LACUA Fall Conference held at
University of Louisiana at Lafayette - October 15-16, 2015.
Changes Based on
Assessment Outcomes
No changes warranted.
Strategy(ies) for the Future
Attend at least one semi-annual LACUA conference
during the fiscal year.
Department Measurable Strategy
Provide accounting assistance to
BPCC Foundation and the Athletics Fund.
Performance Indicators
Documentation of financial
transactions through spreadsheets and QuickBooks software.
Assessment Results
All receivable and
payable transactions for BPCC Foundation using QuickBooks.
Monthly bank reconciliations for eight
checking/investment accounts. Monthly balance sheets and
profit and loss reporting; Year End
Tax letters for donor contributions.
Changes Based on
Assessment Outcomes
No changes
warranted.
Strategy(ies) for the Future
Assist BPCC Foundation with
all areas of bookkeeping.
Department Measurable Strategy
Establish an annual Audit Plan in compliance with industry specific
standards that fulfills the expectations and needs of the
college.
Performance Indicators
The Audit Plan approved by the Chancellor.
Assessment Results
Annual Audit Plan approved by the
Chancellor.
Changes Based on
Assessment Outcomes
No changes warranted.
Strategy(ies) for the Future
Establish an annual plan each June for the next fiscal year.
Department Measurable Strategy
Implement the annual Audit Plan to
fulfill the mission of the Internal Audit Charter.
Performance Indicators
1. The extent to which
college assets are physically accounted for and
safeguarded from losses of all kinds.
Assessment Results
1. College assets were
appropriately tagged, physically accounted
for and properly safeguarded.
Changes Based on
Assessment Outcomes
Management agreed
to all necessary corrective action
based on
Strategy(ies) for the Future
Areas of audit will be
determined based on prior findings and
recommendations; request from the Chancellor and/or
2. The reliability and adequacy of the College
accounting, financial and other records.3. The examination of
College operations to ensure compliance with policies and
procedures; state and Federal laws and regulations; contractual obligations and
Board Rules.4. The evaluation of internal controls to ensure adequacy,
effectiveness, efficiency and functioning properly.
2. Accounting, financial and reporting
systems were considered adequate for areas reviewed.
3.College policies and procedures exist and
are overall in compliance with state, federal laws and
regulations.4. Internal controls were adequate,
effective and functioning properly in
areas reviewed.
recommendations and suggestions.
System Director of Internal Audit and Legislative
Auditors Office.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Provide management with appropriate support in auditing and the foundation accounting functions.
Public Relations
Division of Administration (Chancellor's Office)
DIVISION SUMMARY
The Public Relations Office is responsible for building and maintaining the Bossier Parish Community College brand and conveying it to the
necessary target audiences to promote strength and academic excellence.
The Public Relations Office implements all the communications strategies for the College. The Office handles all of the following:
• marketing and advertising efforts
• media relations between the College and the external sources
•creative services for the College divisions, departments, programs, and services • internal communications via Campus Memo/BPCC Daily
• radio, photography, TV productions
• scheduling for College Speakers’ Bureau engagements
• website creative design
• coordinating of events involving the public, community partners, etc. • maintaining and producing social media marketing efforts
• is responsible for advancing the BPCC brand throughout the Northwest Louisiana region, state and nation.
This year, the Public Relations Office has been involved in many projects.
We have produced, designed and printed marketing materials such as the 16-page Guidebook, an Overview, pushcards for divisions’ programs, all of the Major Gift Campaign collateral materials, and three Workforce Development and Continuing Education catalogs to name a few.
We continued the implementation of the Graphic Standards Guide to update stationery, business cards, signage for the Divisions, faculty and staff.We also have been involved in many events on campus. We planned and implemented major events on our campus such as the BPCC Subway grand
opening; the Louisiana Endowment of the Humanities – Louisiana Governor’s Project highlighting former Governor Roemer; the BPCC’s Learning Commons Ribbon Cutting; Red Ball Oxygen’s Welding Lab Dedication; Storer Equipment’s Classroom Dedication; the Highway 80 Dedication
Ceremony for 2 Bossier City Fallen Soldiers.
STRATEGIC PLANNING
We also planned, wrote, and presented the Tech Fee Proposal for the overhaul of the campus’ TV system – proposal was fully-funded ($90K)
We also planned and implemented signing ceremonies with other colleges/partners/programs, i.e. NSU, LSU-BR and BAFB. We also planned, organized and implemented BPCC’s participation on LCTCS Workforce Day at the Capitol and Taste of Louisiana.
We continued our positive relations with local media outlets and wrote and distributed 126 news releases on BPCC programs, registrations, events. Designing signage and flyers are other projects that Public Relations handles. We have produced signs, flyers for things like Career Compass
Registration Day; Preview Day; Registration; BPCC 100; Camp Cavs summer youth camps; BPCC Foundation needs; Veterans’ Day; and others from Christmas events to Chamber events.
We also produce printed programs for events such as Nurse’s Pinning Ceremony; Middle College Graduation; and CNA programs as well as pushcards for all division programs and departments.
In addition to our annual registration advertising, our Office produced advertising for Bossier Chamber and Military Guide. We meet and assist with many community partners’ needs i.e. Benteler, Bossier Chamber of Commerce, Community Renewal, Bossier Press to
name a few.
Social media and the website are other areas in which the PR Office is responsible. A continued social media presence on Facebook, Twitter; added
Instagram, Pinterest and YouTube as well as updates to the BPCC website.
The PR Office produces ads for the College throughout many publications, TV, radio, billboards and online such as SB Magazine, The Times, KTBS, KTAL, KMSS, Cumulus Broadcasting and Townsquare Media to name a few.
Department Measurable Strategy
Design new and redesign current
program pushcardpublications in order to provide program-specific
information to the community.
Performance Indicators
Number of pushcards
designed for College programs.
Assessment Results
Redesigned 20
pushcards for division programs.
Changes Based on
Assessment Outcomes
Continue to redesign
division program pushcards for all BPCC programs
Strategy(ies) for the Future
Increase the number of
program pushcards needed to redesign.
Department Measurable Strategy
Increase the use of College website
Performance Indicators
Monthly data generated from websitetracking system
Assessment Results
This strategy was not met because website tracking system was
not implemented.
Changes Based on
Assessment Outcomes
Continue to track monthly data generated by website
Strategy(ies) for the Future
Track the monthly data of website
tracking system.
Department Measurable Strategy
Attend more Public Relations-related and/or Social Media-related
workshops and seminars.
Performance Indicators
Number of professional growth seminars (on and off
campus) attended by office personnel.
Assessment Results
5-10 seminars between all employees in PR
Changes Based on
Assessment Outcomes
Continue to increase the number of
professional growth seminars
Strategy(ies) for the Future
Increase the number of professional growth seminars
attended by PR office personnel.
Department Measurable Strategy
Develop a College social media
policy for all faculty and staff to follow.
Performance Indicators
Creation of a Social Media
Policy for the College
Assessment Results
This strategy is still in
progress.
Changes Based on
Assessment Outcomes
Complete the
development of the College's social media policy.
Strategy(ies) for the Future
Create a social media policy
for the College.
Department Measurable Strategy
Increase the number of posts to
social media
Performance Indicators
Comparison of the number of
daily and weekly Facebook, Twitter, and YouTube posts,
likes, favorites, shares, and subscribers to the number from last year.
Assessment Results
Increase of an average
of 2-3 more social media posts daily and
weekly over last year.
Changes Based on
Assessment Outcomes
Continue to increase the number of daily and weekly social
media posts
Strategy(ies) for the Future
Increase the number of social
media posts daily and weekly
PRIORITIES FOR THE COMING ACADEMIC YEAR
The following are NEW PR projects for 2016-17:
•BPCC’s publications – NEW design for next Guidebook (for 50th anniversary); NEW design for division brochures; Continue to create pushcards
for every program in each division; Design Athletic Recruitment publication/folder. • Begin planning for 50th Anniversary Celebration by creating LOGO for 50th to be used on everything; Publication of some sort; KIOSK timeline –
Building A; Banners on campus lightpoles; Monthly events. • Updating photos and program pages on website planning for new website update
• Continue implementation of Student Online Orientation with Student Life
• Implementation of the NEW college-wide TV/messaging system (C3) – PR will take over this system from Student Life. • Purchase signage for Baseball & Softball fields
• Purchase new brochure stands for Building A lobby
• Purchase KIOSK for Building A – visitors to access website and course listings OR timeline of BPCC • Update Building A lobby décor – move Lisa’s desk to center of lobby; furniture/artwork on quad side of Building A by Art Gallery
• Utilize more online & SEO advertising
Division of Academic Affairs
Vice Chancellor for Academic Affairs
Division of Academic Affairs
DIVISION SUMMARY
The Office of the Vice Chancellor for Academic Affairs and the Division of Academic Affairs supervised by Mrs. Lesa Taylor-Dupree, Vice
Chancellor for Academic Affairs, had a very successful and productive 2015-2016 academic year and experienced many successful initiatives. The primary focus for the Division of Academic Affairs was to serve students, faculty, staff, administration and enhance student success. During the 2015-2016 academic year, the College successfully submitted academic program reviews to the Board of Regents for the following programs: the
Associate of Applied Science in Industrial Technology, the Associate of Applied Science in Construction Technology and Management; the Associate of Applied Science in Healthcare Management, and the Associate of Applied Science in the Care and Development of Young Children.
The GRAD Act 6 Report was submitted and accepted during the spring 2016 semester with a passing score on each section. The Academic Divisions reviewed sixteen (16) academic programs in 2015 in accordance with the cyclical rotation as defined in the systematic planning and assessment outcomes for the continuous improvement of programs and services of the College. Currently, the Academic Divisions are reviewing
eighteen (18) academic programs for 2016. This year, the College began the process of preparing for the 2018 Reaffirmation of Accreditation by the Southern Association of Colleges and
Schools Commission on Colleges. This initiative was overseen by Mrs. Lesa Taylor-Dupree, Vice Chancellor for Academic Affairs, and Dr. Holly French-Hart, Associate Vice Chancellor of Institutional Effectiveness, Strategic Planning and Assessment. A team of five individuals were a part of the Reaffirmation Class of 2018, which was the official beginning for the College’s Reaffirmation at the SACSCOC Annual Meeting in December
2015 in Houston, Texas. The College coordinated the process for reaffirmation by assigning leadership roles for compliance teams, creating campus-wide SACSCOC Compliance Teams to research and develop responses for the 2018 Compliance Report, developing a timeline and flowchart for
compliance teams, conducting SACSCOC workshops, facilitating a research-based process for the Quality Enhancement Plan (QEP) topic, and acquiring a software program (Xitracs) for submitting responses and evidence for the report. As a part of this process, the Deans Council reviewed academic policies for accuracy and relevancy, which resulted in creating new policies, canceling outdated policies, and improving current policies
for implementation and inclusion in the 2018 SACSCOC Compliance Report. Additionally, as a part of the process, the College has conducted a preliminary audit of off-campus sites, resulting in revisions of the College’s Substantive Change Policy and Procedures. The Compliance Report is currently being complied and will be submitted according to the established timeline. The QEP topic of orientation has been chosen, and extensive
research is currently taking place to begin that process.Throughout the year, the Division of Academic Affairs actively participated in reviewing and strengthening existing articulation agreements,
creating new articulation agreements, and creating memorandums of understanding. This year, the College created the following new articulations:
the BPCC C4M certification to Northwestern State University in the Bachelor of Science in Engineering Technology; the BPCC Associate of Applied Science in Business Administration to the Northwestern State University Bachelor of Science in Business Administration. The BPCC
Associate of Applied Science in Engineering to Louisiana State University in the Bachelor of Science in Biological Engineering, Chemical Engineering, Civil Engineering, Environmental Engineering, Electrical Engineering, Mechanical Engineering, Industrial Engineering and Petroleum Engineering; the BPCC Associate of Applied Science in Cyber Technology to Capitol Technology University in the Bachelor of Science in Cyber
and Information Technology; the BPCC Associate of Arts in the Performing Arts to the Northwestern State University Bachelor of Arts in Theater/Musical Theater; the Memorandum of Understanding with the College Transition Programs and Shreve Memorial Library; The BPCC
articulation with the Northwestern State University ROTC Program; and the BPCC and Northwestern State University Reverse Transfer Agreement. The College is also finalizing a Memorandum of Understanding with Louisiana State University Shreveport for a joint admissions program.
Additionally, each Academic Division had many accomplishments, and a few highlights are included in this report. In the Division of Science, Nursing, and Allied Health, the Division participated in a successful Occupational Therapist Assistant Accreditation Visit, and the Academic Dean and Program Director are currently writing a follow-up report. The self-study reports for the Medical Assistant Program and the Nursing Program
are currently being written and will be submitted by July 2016. Additionally, the Division wrote examinations for the Science Olympiad and hosted the Region 1 Science and Engineering Fair. Within the Division of Communication and Performing Arts, the Division had a very successful year in
the world of theatre, receiving national recognition awards for BPCC’s production of The Turn of the Screw from the National Kennedy Center American College Theatre Festival. The Division, also, produced and presented fifteen (15) Music Program concerts and recitals, forty (40) Theatre performances of plays, two (2) one-act festivals, two (2) Christmas show performances, a summer movie, and many shows on the BPCC television
channel. Additionally, the Communication Media area hosted an area of the Skills USA competition. In the Division of Technology, Engineering, and Mathematics, the Division earned The Association of Technology, Management, and Applied Engineering (ATMAE) Accreditation for the
Associate of Applied Science in Computer Information Systems, the Associate of Applied Science in Construction Technology and Management, the Associate of Applied Science in Network Security, the Associate of Applied Science in Programmer Analyst, the Associate of Applied Science in Industrial Technology (Automation and Controls Concentration and Engineering Graphics Concentration), and the Associate of Applied Science
in Oil and Gas Production Technology. Also, the Division oversaw the TAACCCT Grants and had successful onsite visits for TAACCCT from the external evaluators and the Urban Institute. This Division, also, was a major part of the new and expanded articulations this year. In the Division of
Behavioral-Social Sciences and College Transition Programs, the Division worked throughout the year redesigning electronic curriculum sheets for all their academic programs to enhance their academic advising. Additionally, the Division partnered with local libraries for the College Transition Program, and the Division partnered with the Foundation to secure funds to purchase a van for the Program for Successful Employment because
transportation has been a major barrier for many students in that program. Also, the Division is in the process of relocating the College Transition Programs to the main campus location. Within the Division of Liberal Arts, the Division expanded the Writing Laboratory for students to receive tutoring by establishing an online Writing Lab component in addition to the physical laboratory, developed three new English courses this year,
expanded the night offering of classes, and hosted an evening reception for the students artists who were published in the Savior Faire. In the Division of Business, the faculty created an intern class for the Business Administration Degree program and created agreements with employers
such as Red Ball Oxygen for internships for the business degree seeking students. Additionally, the Culinary Arts area hosted an area of the Skills USA competition, judged the Barksdale Base Culinary Competition, participated in the television show “Flip My Food” with a celebrity chef with the filming taking place in the College’s kitchen; and hosted the end-of-the-year luncheon for the College. In the Division of Learning Resources, it
has been an exciting year with the redesign of the Library and Learning Commons. The redesign provided additional spaces, computers, tables, and
a learning laboratory classroom for students to enhance learning and research opportunities. The staff recorded 50,699 student visits to the Technology Resource Center and 86,460 student visits to the Library and Learning Commons. Also, the Division of Education Technology has been
the leader for the Louisiana Community and Technical College System (LCTCS). This Division is working with the System to improve online learning and course offerings throughout the state. Additionally, Educational Technology created a new Quality Matters (QM) online course featuring the most current QM rubric, created a course for Open Campus titled “How to Be a Successful Online Learner,” initiated for the College
an ongoing project for the improvement of online course offerings called “Online/Hybrid Course Check-ups,” and developed a program for earning badges for various benchmarks attained in online instruction. Additionally, this Division partnered with Academic Planning to deliver all Student
Evaluations of Classes through EvaluationKIT, which included the delivery of 39,247 evaluations for 2,292 courses this academic year. This year, the Division of Innovative Learning oversaw the dual enrollment program, the Youth Challenge Program (YCP), the Activating Inquisitive Minds (AIM) Program as a partnership with the Bossier Parish School System, the Carl Perkins Grant for the College, the Career Compass events which
hosted over 300 students, and the Veteran Educational Services. Finally, the Division of Institutional Research and Grants oversaw all grants, the GRAD Act submission, the Strategies for Success, the various surveys administered throughout the year, and the pulling of data and required data reporting to the LCTCS and the Board of Regents.
During the year, the Vice Chancellor for Academic Affairs and the Division of Academic Affairs, also, engaged in the following responsibilities: directed and coordinated activities within each Academic Division; gave leadership to all academic programs of the College; prepared and submitted
reports for governing boards and accrediting associations; reviewed and updated academic policies as needed; enhanced the professional growth of the faculty; participated in appropriate organizations, meetings, and conferences; conferred with students and instructors regarding academic opportunities and concerns; reviewed and coordinated compliance of the College and specialized accreditation for specific programs within
appropriate accrediting associations; recruited highly qualified faculty; attended meetings with the College’s stakeholders; attended meetings throughout the service area to highlight the opportunities at the College in order to recruit students; and pursued many grant opportunities and
received many grants valued at millions of dollars to advance academic programs.Mrs. Taylor-Dupree had a productive and successful year representing Bossier Parish Community College and leading the Academic Divisions of the College. Mrs. Taylor-Dupree, throughout the year, attended several conferences including the Southern Association of Colleges and Schools
Commission on Colleges Summer Institute on Quality Enhancement and Accreditation in Orlando, Florida; the Southern Association of Colleges and Schools Commission on Colleges Annual Meeting Conference in Houston, Texas; several meetings of the Statewide Articulation Transfer
Council and the Statewide General Education Committee in Baton Rouge, Louisiana; and ACCUPLACER training workshops in Baton Rouge, Louisiana; and Monroe, Louisiana. Also, Mrs. Taylor-Dupree attended professional development seminars relating to college administration, budgeting, student success, general education, academic advising, placement testing, GRAD Act, Banner resources, mentoring, articulation,
leadership, team building, safety, active shooter, ethics for state employees, preventing sexual harassment, and Title IX training.Additionally, Mrs. Taylor-Dupree served as the leader of the Deans Council, a LCTCS representative on the Statewide General Education Committee as a part of the Statewide Articulation Transfer Council, and the Chief Articulation Officer for the College submitting the courses for the
College to the Louisiana Board of Regent Master Course Articulation Matrix. She served on many committees, councils, and teams including the Deans Council, the Executive Council, the College’s Leadership Team for the Reaffirmation for Accreditation in 2018 for the Southern Association
of Colleges and Schools Commission on Colleges, interviewed committees for hiring college staff, and several committees regarding student success, general education core competencies for certificates and degrees, and the Louisiana Transfer Degree Guarantee. Additionally, the Vice Chancellor for Academic Affairs served as a resource person for the Deans and faculty, and counseled students regarding requirements for
certificates and degrees. Mrs. Taylor-Dupree, also, attended various academic program advisory committee meetings including those for
Technology, Engineering, and Mathematics; Science, Nursing, and Allied Health; and Criminal Justice; the General Education Assessment Committee, the Christmas Committee, the Graduation Committee, and work groups for articulation agreements and memorandums of
understanding. Furthermore, Mrs. Taylor-Dupree attended many public meetings to represent the College and disseminate information concerning the mission and activities of the College. Mrs. Taylor-Dupree gave several presentations regarding academic advising, general education competencies, and opportunities available for students at Bossier Parish Community College.
Finally, an important role for Mrs. Taylor-Dupree this year was to create open lines of communication between and among divisions on campus to advance the data collection for the campus for Our Louisiana 2020. Bossier Parish Community College is a leader among the colleges within the
LCTCS; therefore, it is vital the College reports correctly its completers, the annual earning of the graduates, student transfers to four-year universities, the number of students served, the partnerships with business and industry, and the foundation assets.Division Summary for Academic Planning
The Division of Academic Planning, supervised by the Vice Chancellor for Academic Affairs within the Division of Academic Affairs, had a very successful and productive year, and the primary focus for this Division for 2015-2016 was to serve students, faculty, staff, and administration and to enhance student success. The Division was instrumental in conferring candidates for three (3) graduations and in providing graduation information
for the graduation programs, the College community and area newspapers, and the reports to the Louisiana Community and Technical College System (LCTCS) and the Louisiana Board of Regents. Bossier Parish Community College held five (5) commencement ceremonies: one in summer
2015, two in fall 2015, and two in spring 2016. The number of graduates conferred for the 2015-2016 academic year was 899. The College awarded 1,336 associate degrees, certificates, and technical competency areas to these 899 graduates. During the 2015-2016 academic year, the Division of Academic Planning experienced many successful initiatives this academic year. The Division
provided seventy-one (71) regularly scheduled and on demand placement testing opportunities during the academic year. During the 2015-2016 academic year, 4,616 placement tests were administered. Throughout the year, the Division coordinated and administered the Education Testing
Service Proficiency Profile, which was administered to the associate degree candidates in the summer 2015, fall 2015, and spring 2016 graduating classes. The information concerning general education competencies gathered from this standardized testing of 166 candidates for graduation will be used for measurement and documentation of general education competencies for graduates for the Southern Association of Colleges and Schools
Commission on Colleges. Additionally, during the 2015-2016 academic year, 319 candidates for graduation completed the BPCC Graduation Survey, and this information will be used to review academic programs.
Throughout the year, this Division, also, engaged in the following responsibilities: monitored all aspects of the graduation process; monitored the Planning Council and scheduled all meetings of the Planning Council; coordinated the courses for the College for the Louisiana Board of Regents Master Course Articulation Matrix; provided Banner support and created resource guides related to Banner and Curriculum, Advising, and Program
Planning (CAPP); provided information, maintained, and updated the Canvas site for Academic Affairs; and updated the Placement Testing site and the Candidates for Graduation site on the College website each semester. Additionally, the Division coordinated the student evaluations of faculty the fall 2015 semester and the spring 2016 semester and provided student evaluation statistics to Administration, Deans, and faculty. This academic
year a total of 2,292 courses were evaluated, and 39,247 evaluations were sent to students to evaluate their instruction.Dr. Holly French-Hart, Associate Vice Chancellor of Institutional Effectiveness, Strategic Planning and Assessment, served as the Leader of the
Planning Council and was instrumental in the organization of the College’s initiative for the 2018 SACSCOC Reaffirmation for Accreditation. She attended the following five (5) conferences: SACSCOC Summer Institute, SACSCOC Annual Meeting, Louisiana Community and Technical College System (LCTCS) Conference in Baton Rouge, Louisiana, Association for the Assessment of Learning in Higher Education, and Xitracs
Training. Dr. French-Hart, also, conducted several workshops, including Strategic Planning and Strategies for Success, SACSCOC 101, and Xitracs
Training for Compliance Team Members. She served on the following committees: Christmas Show, General Education Assessment, and Planning Council Institutional Effectiveness Subcommittee. Additionally, Dr. French-Hart attended the Junior Achievement Luncheon and the First in the
World Grant External Evaluator Meeting. Furthermore, Dr. French-Hart was a member of the Civitas Project Team and was one of the leaders of this project.
Ms. Cieltia Adams, Director of Academic Planning, served on the Planning Council, the Graduation Committee, and a SACSCOC Subcommittee. Additionally, Ms. Adams served as a Board Member and Treasurer for the Louisiana Council for Teachers for English (LCTE). Ms. Adams attended
the following seven professional development workshops: “Stephen Chew: Engaging and Retaining Students,” “Dr. John Roueche: Keynote Presentation,” “Financial Aid and BPCC’s Attendance Policy: Making the Connection,” “SACSCOC 101: General Overview of the Accreditation Process,” “Understanding a First-Generation College Student’s Experience,” “Hallowed Grounds: Landmarks Associated with African American
History,” and “Appreciative Advising Overview.” She participated in three (3) trainings: Louisiana Code of Ethics for State Employees, CPTP Sexual Harassment, and Travel Card Certification Course for Cardholders. Furthermore, Ms. Adams attended the Education Advisory Board (EAB) Conference in Washington, DC and participated in two (2) workshops: “Preventing Early Attrition,” and “Next-Generation Employer Partnerships.”
She, also, attended the Louisiana Community and Technical College System (LCTCS) Conference in Baton Rouge, Louisiana and participated in “Avoiding Gender-Based Discrimination: Identifying Changing Gender Identities in Education” and “How to Write Effective Email Messages.”
Additionally, Ms. Adams was a recipient of the John and Suanne Roueche Excellence Award. Ms. Adams attended workshops on ACCUPLACER in Monroe, Louisiana and Baton Rouge, Louisiana, and she participated in several ACCUPLACER WebEx trainings.
Mrs. Cynthia Johnson, Specialist of Academic Planning, attended several professional development workshops: “Stephen Chew: Engaging and
Retaining Students,” “Dr. John Roueche: Keynote Presentation,” “Understanding a First-Generation College Student’s Experience,” and “Appreciative Advising Overview.” Furthermore, she participated in two (2) training workshops: Sexual Harassment, and Ethics. Mrs. Johnson attended the Louisiana Community and Technical College System (LCTCS) Conference in Baton Rouge, Louisiana, where she attended three (3)
workshops: “Avoiding Gender-Based Discrimination: Identifying Changing Gender Identities in Education,” “How to Write Effective Email Messages,” and “Luncheon: Keynote Speaker Governor John Bel Edwards.” Additionally, Mrs. Johnson served on the Graduation Committee.
Mrs. Rachael Carter, Coordinator of Academic Planning, served on the Graduation Committee and coordinated the student evaluation of classes
with the Division of Educational Technology. Additionally, Mrs. Carter participated in several WebEx workshops: Demo Purge Process, Automating Graduation, Testing Student Type, Data Team Meeting, Repeat/Delete Process, New Graduation Process, Fall Team Meeting, Course Program of Study (Student 8.9, Financial Aid), CampusCast, Test Time Ticketing, Demo of Registration Pop Up, and Degree Works. Mrs. Carter,
also, participated in two (2) training workshops: Louisiana Code of Ethics for State Employees and CPTP Sexual Harassment.
Mrs. Katrina Sproles, Administrative Assistant for the Vice Chancellor for Academic Affairs, participated in several professional development opportunities, including “Canvas Training,” “Adobe Photoshop,” “Meditation,” “Strategies for Success,” “Dr. John Roueche: Keynote
Presentation,” “SACSCOC 101: General Overview of the Accreditation Process,” “Managing Overly Involved Parents,” “Appreciative Advising,”
STRATEGIC PLANNING
and “Time Management.” She, also, participated in two (2) trainings: Louisiana Code of Ethics for State Employees and CPTP Sexual Harassment. Additionally, Mrs. Sproles served as a member of the Graduation Committee, Planning Council, Shreveport Chamber’s Young Professional’s
Initiative, SACSCOC Subcommittee (Goal 5-Institutional Effectiveness), Foundation Board of Directors, Foundation Board of Directors-Leadership Awareness, Foundation Capital Campaign, and she was a member and President of Staff Senate. Mrs. Sproles attended the Louisiana Community and Technical College System (LCTCS) Conference in Baton Rouge, Louisiana.
Department Measurable Strategy
Participate in SACSCOC
workshops in preparation for the institutional reaccreditation process.
Performance Indicators
Representatives from the
College will attend the SACSCOC Summer Institute and SACSCOC workshops
on Substantive Change.
Assessment Results
In preparation for the
institutional reaccreditation process, the College participated
in SACSCOC conferences and
workshops. Twelve (12) individuals attended the
SACSCOC Summer Institute in Orlando, Florida, in July of
2015. Additionally, seven (7) individuals
attended the SACSCOC Annual Meeting in December
of 2015 in Houston, Texas. Also, two (2)
individuals attended a Substantive Change Workshop in March of
2016 in Austin, Texas
Changes Based on
Assessment Outcomes
No changes are
needed.
Strategy(ies) for the Future
The College will send
represenatives to the SACSCOC Summer Institute and the SACSCOC Annual
Meeting during the 2016-2017 academic year.
Department Measurable Strategy
Utilize the College website and/or the Canvas website for graduation
Performance Indicators
1.Number of updates of graduation information on the
Assessment Results
1.The Division of Academic Planning and
Changes Based on
Assessment Outcomes
No changes are
Strategy(ies) for the Future
The Division of Academic Planning and the Vice
information and placement testing. College website.
2.Number of updates of
placement testing information on the College website.
the Vice Chancellor for Academic Affairs
revised and updated graduation information on the College website
eight (8) times during the academic year.
2.The Division of Academic Planning and the Vice Chancellor for
Academic Affairs revised and updated placement testing
information on the College website fifteen
(15) times during the academic year.
needed. Chancellor for Academic Affairs will utilize and update
the College Canvas website and the College website to post, disseminate, and update
information as needed regarding graduation and
placement testing for the next academic year.
Department Measurable Strategy
Review all required paperwork for candidates for graduation and
monitor the graduation process.
Performance Indicators
1.Number of graduates for 2015-2016 academic year.
2. Number of credentials awarded for 2015-2016 academic year.
Assessment Results
1.The College graduated 899 student
during the 2015-2016 academic year.
2.The College awarded
1,336 credentials during the 2015-2016 academic year.
Changes Based on
Assessment Outcomes
No changes are needed.
Strategy(ies) for the Future
The Division of Academic Planning and the Vice
Chancellor for Academic Affairs will monitor the graduation process for
students and review the graduation paperwork for all candidates for graduation.
Department Measurable Strategy
Monitor general education core
competency assessments for candidates for graduation.
Performance Indicators
1.Administration of the
Educational Testing Service Proficiency Profile to associate degree candidates.
2.Number of candidates for graduation completing the
Bossier Parish Community
Assessment Results
1.The College
administered the Educational Testing Service Proficiency
Profile to 166 associate degree candidates for
graduation in the
Changes Based on
Assessment Outcomes
No changes are
needed.
Strategy(ies) for the Future
The Educational Testing
Services Proficiency Profile and the Bossier Parish Community College
Graduation Survey will be administered to candidates for
graduation each semester
College Graduation Survey each semester.
summer 2015, fall 2015, and spring 2016
graduation classes. 2.The Bossier Parish
Community College
Graduation Survey was administered to 319
candidates for graduation during the 2015-2016 academic
year.
during the next academic year. Results will be provided to
appropriate personnel.
Department Measurable Strategy
Create a timeline for assembling an
accreditation team, meeting deadlines for required reports, and
beginning the process of determining a Quality Enhancement Plan in preparation
of SACSCOC reaffirmation.
Performance Indicators
Timeline with goals and dates
for assembling an accreditation team, meeting
deadlines for required reports, and beginning the process of determining a Quality
Enhancement Plan in preparation of SACSCOC
reaffirmation.
Assessment Results
The College
coordinated the process for the SACSCOC
reaffirmation by assigning leadership roles for compliance
teams, creating campus-wide SACSCOC
Compliance Teams to research and develop responses for 2018
Compliance Report, developing a timeline and flowchart for
compliance teams, conducting SACSCOC
workshops, facilitating a research-based process for the QEP
topic, and acquiring a software program
(Xitracs) for submitting responses and evidence for the report.
Changes Based on
Assessment Outcomes
The College has the
process in place for the SACSCOC
reaffirmation.
Strategy(ies) for the Future
The College will submit the
SACSCOC Compliance Report and develop the
Quality Enhancement Plan(QEP) during the 2016-2017 academic year.
Department Measurable Strategy
Update Strategies for Success, the Comprehensive Assessment Plan,
and the BPCC Report Card to reflect current organizational and system goals and determine
alternative ways of evaluating institutional effectiveness.
Performance Indicators
1.Revisions of Strategies for Success, the Comprehensive
Assessment Plan, and the BPCC Report Card.
2.New institutional effectiveness instruments
developed or implemented.
Assessment Results
1.The College updated the Strategies for
Success and conducted a Strategic Planning Workshop to
coordinate subcommittee work for
the Strategies for Success. The College reviewed, updated, and
approved the Comprehensive Assessment Plan. The
College revised and updated the BPCC
Report Card to reflect the current status of departments and
divisions.
2.The College is in the
process of reviewing the current procedures of gathering and
reporting data for student learning
outcomes within academic courses.
Changes Based on
Assessment Outcomes
These changes are in effect.
Strategy(ies) for the Future
The College will create procedures for gathering and
reporting data for student learning outcomes and program learning outcomes.
The College is in the process of updating the Stategic Plan
for the College.
Department Measurable Strategy
Create new articulation agreements
and update or revise existing articulations with four-year
universities.
Performance Indicators
Number of new articulations
created and updated or revised.
Assessment Results
The College reviewed
and updated existing articulations. The
College created new articulations including the following: the
Changes Based on
Assessment Outcomes
These changes are in
effect.
Strategy(ies) for the Future
The College will investigate
opportunities to create new and/or update existing
articulations.
BPCC C4M certification to
Northwestern State University in the Bachelor of Science in
Engineering Technology; the BPCC
Associate of Applied Science in Business Administration to the
Northwestern State University Bachelor of Science in Business
Administration. The BPCC Associate of
Applied Science in Engineering to Louisiana State
University in the Bachelor of Science in
Biological Engineering, Chemical Engineering, Civil Engineering,
Environmental Engineering, Electrical
Engineering, Mechanical Engineering, Industrial
Engineering and Petroleum Engineering; the BPCC Associate of
Applied Science in Cyber Technology to
Capitol Technology University in the Bachelor of Science in
Cyber and Information
Technology; the BPCC Associate of Arts in the
Performing Arts to the Northwestern State University Bachelor of
Arts in Theater/Musical Theater; the
Memorandum of Understanding with the College Transition
Programs and Shreve Memorial Library; The BPCC articulation with
the Northwestern State University ROTC
Program; and the BPCC and Northwestern State
University Reverse Transfer Agreement.
The College is also finalizing a Memorandum of
Understanding with Louisiana State
University Shreveport for a joint admissions program.
Department Measurable Strategy
Participate in and provide
professional development opportunities.
Performance Indicators
1.Number of professional
development opportunities in which the staff within
Academic Affairs and Academic Planning participated.
Assessment Results
1.The staff within the
Division of Academic Planning and the
Division of Academic Affairs participated in 140 professional
development
Changes Based on
Assessment Outcomes
No changes are
needed.
Strategy(ies) for the Future
The Vice Chancellor for
Academic Affairs, the Division of Academic Affairs,
and the Division of Academic Planning will participate in professional development
opportunities for the next
2.Number of professional development opportunities
provided for Academic Affairs, Academic Deans and Directors, faculty, and staff.
opportunities.
2.The Division of
Academic Planning and the Vice Chancellor for Academic Affairs
provided professional development
opportunities dealing with SACSCOC. Campus wide seventy-
one (71) professional development opportunities were
provided during the 2015-2016 academic
year.
academic year.
Department Measurable Strategy
Create new academic programs and/or revise existing academic programs.
Performance Indicators
Number of new academic programs created and/or revised.
Assessment Results
The Academic Deans, also, submitted new academic courses to
Academic Affairs and Curriculum Committee
to strengthen and expand programs. The College reviewed all
academic programs and updated curriculum as
needed to provide quality instruction to graduates for the
purpose of transferability and/or
job readiness and employability.
Changes Based on
Assessment Outcomes
No changes are needed.
Strategy(ies) for the Future
The Division of Academic Affairs will explore opportunities to create new
academic programs to meet the needs of the students and
the needs of employers.
Department Measurable Strategy
Review academic programs in accordance with the rotation cycle
within the College academic program review policy.
Performance Indicators
Number of academic program reviews completed.
Assessment Results
The Academic Divisions reviewed
sixteen (16) for the 2015 academic year academic programs and
is in the process of reviewing eighteen (18) academic programs for
the 2016 academic year. Additionally, the
College successfully submitted progress reports to the Board of
Regents for the following programs:
the Associate of Applied Science in Industrial Technology;
the Associate of Applied Science in
Construction Technology and Management; the
Associate of Applied Science in Healthcare Management; and the
Associate of Applied Science in the Care and
Development of Young Children.
Changes Based on
Assessment Outcomes
The program improvements are
stated in the formal program reviews within the academic
divisons.
Strategy(ies) for the Future
The Academic Deans will review academic programs in
2016-2017 according to the program review schedule.
Department Measurable Strategy
Provide scheduled and on demand placement testing opportunities for students.
Performance Indicators
Number of opportunities for scheduled and on demand placement tests during the
Assessment Results
The Division of Academic Planning and the Vice Chancellor of
Changes Based on
Assessment Outcomes
No changes are needed.
Strategy(ies) for the Future
The Division of Academic Planning and the Vice Chancellor for Academic
2015-2016 academic year. Academic Affairs provided seventy-one
(71) opportunities for students to take placement tests. Also,
the Division administered 4,616
placement tests.
Affairs will meet the demands of students by providing all
scheduled and on demand placement testing opportunities for the next
academic year.
PRIORITIES FOR THE COMING ACADEMIC YEAR
1.Create strategies to support Our Louisiana 2020 goals.
2.Expand articulation opportunities. 3.Redesign the Division of Grants and Institutional Research and Assessment to meet the needs of the College.
4.Submit the 2017 SACSCOC Compliance Report for the College
5.Oversee the graduation process and document the number of graduates and the number of credentials awarded for the 2016-2017 academic year.
6.Provide faculty and staff with information regarding academic advising policies and procedures, placement testing, general education, and
SACSCOC reaffirmation requirements 7.Utilize the College website each semester for updated information for students concerning the placement testing opportunities and for the updated
information for the candidates of graduation.
8.Participate in professional development opportunities.
9.Provide scheduled placement testing opportunities.
10. Enhance distance education and redesign the LCTCS Online.
Educational Technology
Division of Academic Affairs
DIVISION SUMMARY
Throughout the 2015-2016 academic year, The Division of Educational Technology executed many strategies and technological advancements that
contributed to and enhanced the successful operation and growth of the College's electronic learning initiatives. Under the direction and supervision of the Dean, the Division helped to develop and direct new electronic learning opportunities for our faculty, staff, and students. Cooperative efforts between the academic divisions and other program divisions of the College, other institutions of higher learning, the addition of new and improved
technologies, outreach programs, and innovative training opportunities for faculty and staff, likewise contributed to the strength and success of the College's electronic learning enterprise. For the fall 2015 and spring 2016 academic semesters, students enrolled in electronic learning courses were
geographically located throughout 48 Louisiana parishes, and across 26 states. The College's e-learning initiatives reached 75 percent of the parishes in Louisiana, and 52 percent of the states within the United States. The Division maintained its efforts in serving the general education needs of students located at various Louisiana Technical College campuses through the College's compressed video course delivery initiative, as
well as our participation in the LCTCS Online initiative. During the 2015-2016 academic year, the total number of unique users logging into the College's Learning Management System totaled 9,852 and the staff of the Division logged over 10,000 phone calls and emails during the academic
year in an effort to respond to the technical support needs of our faculty, staff, and students. For the 2015-2016 academic year, the Division launched 2,745 courses through the College Learning Management System, and 81 college organizations used the College's Learning Management System as a platform to disseminate information out to faculty, staff, and students. Staff members of the Division attended and presented at numerous campus-
wide, local and national professional development training, seminars, and conferences such as the Annual Louisiana Community and Technical College Conference, the Board of Regents E-Learning Task Force Annual Conference, and the annual Learning Management System workshop in
Salt Lake City, Utah. The Division has also conducted and presented numerous campus-wide professional growth workshops such as CANVAS On-Site Trainings, Utilizing Lecture Capture to Maximize Instruction Time, myBPCC (Canvas) Online Training Course, and a series of Canvas Boot Camp training sessions for faculty and staff. During the 2015-2016 academic year, the staff of the Division has provided training for all faculty and
staff in the utilization of new technologies either through online training courses or face-to-face training events. The Division was proud to continue to be a collaborating partner and technical support provider for the "BPCC Open Campus" initiative. Several colleges across the state and beyond have adopted BPCC's Open Campus design and or content. Total student enrollment in Open Campus was 9,223 for the 2015-2016 academic year.
The Open Campus initiative served students in 50 states including the District of Columbia, and 170 countries being awarded a DoE First in the World grant of 1.8 million dollars and being recognized as a Bellwether Top Ten Award and receiving the League for Innovation’s Innovation of the
Year Award. Our division provided the technical support and training on utilizing Open Campus as well as recording, editing, and posting numerous
instructional videos to YouTube for the Open Campus initiative. In September of 2014 and March 2015, the Division was awarded monetary funding totaling $151,087.24. Equipment purchased the previous year through the Student Technology Fee Grant Program and the Trade
Adjustment Assistance Community College and Career Training (TAACCCT) Four Grant Program was used for the purpose of enhancing training and providing a functional video capturing system for faculty.
Upon the acquisition of three Mediasite recording units the Division is supporting the enhancement of online and on-ground courses with a simple lecture-capture solutions. The recording procedure has contributed to distance learning by providing video streaming of lectures to distant sites.
Also, the Mediasite units are used to record and stream graduation ceremonies.
Two of the Division's staff members, Rusty Johnson and Rachel Basco, presented at the annual LCTCS conference in Baton Rouge on the topic of
electronic badging. Badging is a process of rewarding an online instructor for completing certain tasks in online instruction such as completing training courses or any event that contributes to their professional development. The badges are displayed in the instructor's profile and can also be displayed in a LinkedIn page. The presentation was well attended and received by attendees. The presentation on this modern topic further
displayed the College's commitment to be a leader in online learning in Louisiana.
The Division was actively involved in the implementation of a new Learning Management System, Canvas by Instructure. The Division continues to be actively involved in the integration and implementation of this new Learning Management System, as well as providing training opportunities for faculty and staff. Staff members of the Division designed, developed, and implemented online training in the utilization of CANVAS, as well as
providing numerous on-site training sessions. The Division's System Administrator for CANVAS has participated in and attended numerous implementation and integration meetings for CANVAS, as well as overseeing the integration process for all the colleges within the LCTCS.
Opportunities in the electronic delivery format of courses and programs are encouraged among the academic divisions through "memorandums of understanding" and collaborative partnerships with other institutions of higher learning within and outside our state.In the 2015-2016 academic year, Kathleen Gay, Dean of Educational Technology retired. The current Dean is Charles Cameron. Charles served as
Assistant Director of Educational Technology at Bossier Parish Community College for the past 10 years. The first major initiative in the Division upon the hiring of Mr. Cameron was to increase the level of quality and consistency of design of all online courses offered by the College. As part
of this initiative called, “Course Check-Ups,” each online course offering was evaluated for five key elements of course design features as aligned with Quality Matters standards (QM). For courses with deficiencies of the key design elements, appointments with instructors of those courses were scheduled through the respective academic deans. The instructors attended a one-hour “Check Up” with an Educational Technology staff member to
address the design deficiencies resulting in improved online course design and consistency.
In the 2015-2016 academic year, the Division began the transitional phase of assuming the management of LCTCS Online which will be housed on
the campus of Bossier Parish Community College. During this phase, the division worked with administration on the restructuring of the system’s business model and identifying the infrastructure for technical support with E-Learning Coordinators throughout LCTCS. This project will proceed
with a goal of expanding the reach of LCTCS Online by reaching new markets and creating a user-friendly system for student enrollment. At present, the Division has inherited all aspects of managing the program including training, system administration, and course-sharing. BPCC Canvas Administrator, Gary Ware, now serves as system administrator of the CANVAS LMS for the College, LCTCS Online, and for the entire
LCTCS system.
STRATEGIC PLANNING
The Division created a new position titled Training Coordinator which is currently occupied by Rachel Basco. The new position is designed to
increase the amount of training provided to the faculty and staff at Bossier Parish Community College as well as partnering with E-Learning Coordinators throughout LCTCS to train faculty teaching courses for LCTCS Online. Training events are scheduled in both the online and the face-to-face environments. Two of the most high-profile training events include Faculty Online Training, a required training course for all faculty
members using the college’s LMS, and Quality Matters Training. Additionally, the Training Coordinator also manages the online student orientation training course.
The Division's Dean, Charles Cameron, completed the Louisiana Leadership Academy program which included multiple trips to a variety of LCTCS campuses as well as the system office. The training required reading and reporting on several books on the topic of leadership, a mentorship
program, and Internship with the Chancellor of Central Louisiana Technical and Community College, and completing a project on the topic of Increasing the number of Online Degree Programs at Bossier Parish Community College.
The division hired a new Administrative Assistant during the 2014-2015 academic year. Tammy Roy currently occupies this position coming to Bossier Parish Community College from a lengthy career in facilities management at LSU Health Sciences Center. Ms. Roy as supported the
Division with all travel, purchasing, and HR document processing. She has also provide support for all training events, attendance recording, and certificate processing. Additionally, the Administrative Assistant answered and dispatched phone calls that come to the divisions published phone number.
Department Measurable Strategy
Promote the design, development, and delivery of additional hybrid
and online courses within the academic divisions.
Performance Indicators
Number of new hybrid and online course offered as
documented in the web-based academic course offering list.
Assessment Results
The College offered 9 additional online and
hybrid courses were designed and delivered during the 2015-2016
academic year as well as numerous section
and session offerings of online and hybrid courses. This is
indicated by the schedule of classes on
the College website.
Changes Based on
Assessment Outcomes
Continue to identify courses that can be
offered online as either 100 percent
online courses or hybrid courses by coordinating with
academic deans. These courses will continue to be
evaluated using the most current
"Quality Matters" rubric for course
Strategy(ies) for the Future
The College is presently identifying programs that can
potentially be offered 100% online. In doing so, coures that are excusively offered
face-to-face will also be offered online which will
quickly boast the number of online and hybrid courses. Additionally, with the addition
of LCTCS Online to BPCC, faculty members will be
incentivised to create and offer more online courses which will also increase the
design assessment, and the results of the
student evaluation of courses utilizing EvaluationKit
surveys.
number of online and hybrid course offerings by the
College. An established assessment tool, approved by the Electronic Learning
Committee, will be utilized to evaluate the delivery of course
content of online and hybrid courses.
Department Measurable Strategy
Promote the expansion of the
BPCC "Open Campus" initiative to include all academic areas of the College
Performance Indicators
Number of new "Open
Campus" courses posted to the BPCC website each semester.
Assessment Results
Opened three new
courses for Technology Engeneering and MathOne for Science,
Nursing, and Allied Health. The division of
Educational Technology supported this effort by providing
facilities and technical support.
Changes Based on
Assessment Outcomes
The Division's staff
continues to provide ongoing support for
the needs of Open Campus. We have opened a portion of
our staff's office facilities to house a new employee of
Open Campus. The Division will
continue to maintain the room designed for recording video
lectures for Open Campus.
Strategy(ies) for the Future
Continue to provide facilities
and technical assistance to Open Campus. Continue to provide office space for an
Open Campus employee. Continue to encourage the use
of our facilities and the expertise of our staff to further the development of Open
Campus initiatives.
Department Measurable Strategy
Participate in professional
development and utilize the information to design and implement future training
opportunities for faculty and staff.
Performance Indicators
Number of professional
development opportunities attended by the Division and documented in files of the
office of the Dean.
Assessment Results
Members of the
division of Educational Technology attended the annual LCTCS
Conference. Our college LMS System
Adminitrator attends weekly meetings with e-
Changes Based on
Assessment Outcomes
As a result of the
professional development
opportunities, the Division of Educational
Technology staff is
Strategy(ies) for the Future
Continue to attend
professional development opportunities offered locally and throughout the State for
the purposes of enhancing the knowledge and skill-set of the
Division's staff. Continue to make professional
Learning Coordinators throughout LCTCS.
The division's Support Specialist attended training for the
implementation and use of Mediastite software
and hardware for the purpose of lecture capture and
implementation into online courses. The Program Coordinator
attended McGraw-Hill training related to using
publisher content in online courses. The Dean completed the
Louisiana Leadership Academy that will
assist in providing leadership training for the division's staff.
educated as to current practices and
trends in educational technology. The staff is familiar with
peers with similar job duties who work
in other institutions within LCTCS. The staff is better
equipped to provide current and relevant training to students,
faculty and staff on the use of the
College's LMS.
development a part of the Division's annual goals and
Strategies for Success.
Department Measurable Strategy
Assess the design, development, and implementation of new
tutorials and tech support information.
Performance Indicators
1. Number of hits on Help Desk Center and throughout
the college LMS.2. Student survey results of
tech support services provided by the Division.
Assessment Results
Included in the purchase of a system-
wide LMS was the purchase of Tier-1
technical support by Canvas. As a result, students have the
option to utilize the LMS help desk and
suppport service. We no longer track this information as we did
Changes Based on
Assessment Outcomes
The use of the Tier-1 help desk solution
that comes with the LMS has allowed
our technical support specialist to focus on local phone technical
support and the development of
video tutorials. With the LMS handling a significant portion of
Strategy(ies) for the Future
Continue to create current video tutorials and step-by-
step guides regarding the operation of the LMS.
Continue to update student and faculty/staff online orientations.
with the prior LMS (Blackboard).
the technical support calls and emails, our
support specialist can provide needed support to faculty in
the recording of lectures, and the
support of the College's Open Campus intiative.
Department Measurable Strategy
Support the College in the
transition to a new Learning Management System used for online and face-to-face course
offerings.
Performance Indicators
Number of training events
provided to faculty/staff by the Division of Educational Technology.
Assessment Results
230 faculty members
are participating or have completed in myBPCC Online
Training. 14 face-to-face training events
have been scheduled to assist with the transition to the new
LMS.
Changes Based on
Assessment Outcomes
All BPCC
faclut/staff have been introduced to
the function of the new LMS and have been offered
multiple opportunities to engage in training
and practice events to become
comfortable with the features of the new LMS.
Strategy(ies) for the Future
Build upon the foundation that
has been established in introducing all faculty and staff to the new LMS by
progressing to the training in advanced features available
with the system. However, introductory traininig will remain available for all new
faculty and staff members coming on board with the
College.
Department Measurable Strategy
Integrate the "Quality Matters"
Standards and Principles into the design of hybrid and online courses.
Performance Indicators
Number of face-to-face and
online training sessions provided to faculty/staff on utilizing the QM Rubric for
course design.
Assessment Results
203 BPCC faculty
members are currently enrolled in the division's Quality
Matters online course. The division's Training
Coordinator is enrolled in a QM certification course. Six boot-camp
training sessions are
Changes Based on
Assessment Outcomes
There is greater
consistency and quality of online courses offered by
the College. Students online
experience is positively enhanced by the increased
Strategy(ies) for the Future
Continue providing the online
QM course to all faculty. Encourage additional faculty members to participate in the
QM certification course (offered by QM). Develop a
peer-to-peer course review structure.
presented with QM standards as the
foundation.
level of quality and consistency of online
course offerings.
PRIORITIES FOR THE COMING ACADEMIC YEAR
1. Resume the development of online trainings and professional growth opportunities for faculty and staff including face-to-face trainings in a workshop environment
2. Continue to increase the number of online and hybrid course offerings at the College.3. Expand upon the College’s “Open Campus” format by providing facilities and technical support.
4. Continue efforts in establishing collaborative partnerships with public and private institutions for the purpose of delivering academic, workforce, and technical courses/programs utilizing electronic course delivery formats.5. Provide training events designed to equip faculty and staff with skills, techniques, and course design concepts for mastering the College’s new
Learning Management System (LMS). 6. Integrate the LCTCS Online system into the operations of the division of Educational Technology.
7. Produce and distribute on the College’s website a comprehensive video program designed to introduce potential online students to the overall concept of online learning.8. Continue the initiative of "Course Check-ups" for the purpose of improving the quality and consistency of course design for all courses utilizing
the College's LMS.
Institutional Research and Grants
Division of Academic Affairs
DIVISION SUMMARY
During academic year 2015-2016 IR&G personnel supplied data and analyses to inform decision-making processes; provided data to state and
federal agencies, administered multiple internal surveys, and provided data for program accreditation visits and program reviews. Department personnel assisted with placement testing, Career Compass Day, and graduate exit exam administration. The 6th Annual GRAD Act report to the LA Legislature was submitted to the Board of Regents in April 2016.
Institutional Research: Reporting functions performed by the Office included the campus response to HCR69, provided data for Our Louisiana 2020;
Louisiana Performance Accountability System (LaPAS) Quarterly Performance Progress Reports; fall, spring and summer preliminary FTE and Headcount Census; 2015-16 Operational Plan, Integrated Postsecondary Education Data System (IPEDS) Registration, Fall Collection, Winter Collection, and Spring Collection reports; summer, fall and spring Graduation Exit Surveys; ACT Class Profile Data; ACT
Institutional Data Questionnaire (ACT IDQ); Non-credit Enrollment Data Report; the Annual Survey of Colleges; the College Board Survey; TitleIII Enrollment and Eligibility Report; 2015-16 SACS Institutional Profile; 2015-16 SACS Financial Profile and Indicators Data; fall 2015 Retention
Report; and the 2015-16 BPCC Report Card. The College’s 2015-16 Annual Report was compiled from submissions from all campus units,published during the summer 2016 semester, and posted to the IR&G webpage on the College website. Supplied data to all personnel as requested.
For the 2nd year Chronicle for Higher Ed’s Great Colleges Survey was administered to a sample of 334 administrators, faculty, and staff members in March with 159 responses for an overall return rate of 48%. The Office also coordinated the administration of the Survey of Entering Student
Engagement (SENSE) in fall 2015. SENSE was administered to 1,038 entering students in the first few weeks of classes to gauge their perception of their entering student experience. The Office received 937 responses, a return rate of 90%. The BPCC Report Card was administered to 357 faculty and staff in April. The number of surveys returned was at 201 for a return rate of 56%. The BPCC IR website won the Best IR Website Award in a
competition hosted by the Louisiana Association of Institutional Research in June 2015. The office created and administered over!!!! Surveys for various areas of the college.
Grants and External Funding: In September 2015, BPCC was awarded a $1.8M grant from the US Dept of Education, FIPSE, First in The World. This award will fund the mobilization of the Open Campus initiatives and will also provide for the integrated data platform, CIVITAS. State
workforce training proposals were also funded for the Rapid Response program through the LA Board of Regents.
STRATEGIC PLANNING
During the 2015-16 academic year, 5 new competitive funding proposals were developed. Funded proposals were 3 federal awards (over $1.86M), 3
state workforce initiatives ($1M), 1 state LED award ($2.5M), and 1 national foundation (20,000) totaling $5,383,163 in competitive grant funding. More than $22,894,800 in state and federal funding from the previous academic year continues to be managed by the Grants Office.
Last fall the Director attended the Council for Resource Development Annual Conference in Washington DC and the CIVITAS Fall 2-015 Summit in Austin TX. She also presented updates on BPCC’s federal grant activity at several USDOL TAACCCT GCIT consortium workshops. Grants
Office Administrative Assistant was appointed to the CIVITAS Administrators Group and attended CIVITAS training in Austin TX during the spring. All IR & Grants’ personnel served on campus committees; participated in on- and off-campus professional development activities and served with various community service initiatives.
Department Measurable Strategy
Pursue external funding
opportunities as available.
Performance Indicators
Number of proposals
submitted to funding agencies.
Assessment Results
During the 2015-16
academic year, 5 new competitive funding
proposals were developed. Funded proposals were 3
federal awards (over $1.86M), 3 state
workforce initiatives ($1M), 1 state LED award ($2.5M), and 1
national foundation (20,000) totaling
$5,383,163 in competitive grant funding. More than
$22,894,800 in state and federal funding from the previous
academic year continues to be
managed by the Grants Office.
Changes Based on
Assessment Outcomes
Increase collaboration with Deans Council
which can provide beneficial feedback and significant
contributions to the grant proposal
development and grant management functions.
Strategy(ies) for the Future
Continue to train individuals
within academic and workforce divisions on grant
proposal development and grant management. Work with Finance Department to
streamline grant policies and procedures.
Department Measurable Strategy
Demonstrate fiscal and programmatic accountability and
compliance through local, state, and federal reporting functions.
Performance Indicators
Development and submission of IPEDS, LaPAS, HCR69,
GRAD Act, OLA2020 and Annual Reports.
Assessment Results
All reports submitted on or before deadline.
Results distributed to Executive Administrators and
Deans and published to IR website.
Changes Based on
Assessment Outcomes
GRAD Act is no longer required to be
submitted.
Strategy(ies) for the Future
Show accountability and compliance through local,
state, and federal reporting functions.
Department Measurable Strategy
Support data collection efforts for
campus initiatives to enhance institutional effectiveness.
Performance Indicators
Collection and compilation of
data for SACSCOC reaffirmation process.
Assessment Results
Data has been collected
and supplied as needed to meet the goals of the SACS subcommittees
Changes Based on
Assessment Outcomes
Additional data will
be collected
Strategy(ies) for the Future
Support data collection efforts
for campus initiatives to enhance institutional effectiveness.
Department Measurable Strategy
Collect data to support Student Success initiatives.
Performance Indicators
Administration of SENSE, CCSSE, and Graduate Exit Surveys.
Assessment Results
SENSE 2015 N = 1038Returned = 937
Response rate = 90.26%
Graduation Exit Survey Fall 2015 = 340 cohort, 154 completed
surveySpring 2016 = 437 cohort, 119 completed
surveyRate = 35.13%
completion
Changes Based on
Assessment Outcomes
CCSSE will be administered in Spring 2017.
Strategy(ies) for the Future
SENSE and GESs will be administered fall 2016. CCSSE will not be
administered until spring 2017. Continue
administrration of Great Colleges Survey
Department Measurable Strategy
Provide professional development
opportunities to enhance IR&G personnel professional
qualifications.
Performance Indicators
Number of professional
development events attended and name of IR&G personnel
attending.
Assessment Results
Several professional
development events were attended by IR&G
personnel.
Changes Based on
Assessment Outcomes
Focus professional development effortson specific IR&G
Strategy(ies) for the Future
Provide Professional
Development to enhance personnel qualification.
challenges.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Support campus efforts to pursue external funding.Work with existing grant teams to ensure compliance and proper grant management principles.
Work with Finance Department to develop appropriate grant financial policies and procedures.As of June 20, 2016 Institutional Research and Grants will be separated back into 2 departments (Institutional Research and Assessment and Grants and External Funding).
Division of Behavioral-Social Sciences and College Transition Programs
Division of Academic Affairs
DIVISION SUMMARY
During the 2015-2016 academic year, the Division of Behavioral-Social Sciences and College Transition Programs made many contributions toward
the continued success and growth of the Bossier Parish Community College community. The Division of Behavioral-Social Sciences and College Transition Programs continues to promote student success through developing and maintaining academic excellence in our associate degree programs in Teacher Education, Early Childhood Education, and Criminal Justice that will prepare graduates for jobs in the related career fields.
The division continues to assist in increasing the number of highly qualified and effective teachers in Louisiana’s classrooms, the division continues
to offer the Associate of Science in Teaching degree (Grades 1-5). The AST program was created in 2007 with an initial enrollment of 5 students, and there has been steady growth within the program over the past seven years. To date, the program has seen 62 graduates. All but four of the AST graduates have entered the workforce in the field of education as a paraprofessional, transferred into teaching programs at four year institutions to
continue work towards certification, or have already earned their teaching certificates and are teaching in Louisiana public schools.
The division continued to offer the Praxis Institute to students pursuing a degree in education. This preparatory course is offered on Saturdays, eliminating any conflicts with regard to class schedule. This year, the Institute was adapted to the new Content Knowledge for Elementary Grades. To date, approximately 85 preservice teachers have benefitted from this preparation for the Praxis exam.
The division has maintained its chapter of the Associated Professional Educators of Louisiana (A+PEL). A+PEL is a member-driven, statewide
organization to create a focus on excellence in education and to advance the recognition of teachers as career professionals. A+PEL has beenhelpful in promoting the AST program both on campus and off.
The Care and Development of Young Children (CDYC) Program continues to fill the workforce demands in the region for early childhood teachers who are prepared in developmentally appropriate methods to meet the needs of children in early learning settings. The program attracts many from the early childhood field who recognize the value of learning about child development in order to become more effective practitioners. The state of
Louisiana is moving forward with full implementation of Act 3, the Louisiana Early Childhood Education Act of 2012. The College continues to be involved in strategic planning with the Louisiana Board of Regents in the development of the curriculum for the proposed Birth to Kindergarten
degree. In support of the area’s Early Childhood Community Networks, the CDYC program has a visible, active presence within the networks to
STRATEGIC PLANNING
promote the comprehensive, integrated early childhood care and education delivery system the state is moving toward.
The Criminal Justice Program has maintained continuous growth throughout the 2015-2016 academic year. Police recruiting efforts have been a high priority in promoting interest shown toward the Program. More importantly however, the strength of powerful criminal justice courses meeting the needs of the law enforcement agencies, have greatly contributed to the Program’s success and respect from the criminal justice community.
There are officers from areas all across Louisiana, who elect to enroll in the BPCC online criminal justice class offerings. Classes they can use and need are often offered both lecture and online, as well as accelerated time session slots throughout the semester. The option of being able to earn a
criminal justice degree through an online program has opened windows of opportunity for new criminal justice students throughout Louisiana. In addition, numerous students are now pursuing their BPCC criminal justice degree who live in states outside of Louisiana.
Criminal justice faculty maintain a very close involvement with the Northwest Louisiana law enforcement agencies. Throughout the year BPCC, criminal justice faculty contacts the majority of Louisiana police and sheriff’s departments in an effort to continue a solid professional relationship. For the past two years, the criminal justice faculty have provided public community service presentations on domestic violence as well as the reality
of street drugs use.
Each semester graduating students from the Criminal Justice Program complete an anonymous Criminal Justice Program evaluation. These graduate evaluations have consistently reflected a very high rating in virtually all areas assessed, which are consistent with the cited goals and objectives of the Program. This academic year was no exception in student’s high marks about the program. Many graduates have also added very favorable
comments, providing another indication of the program’s successful performance.
The division's College Transition Programs offers classes in high school equivalency (HiSET) in both English and Spanish, basic literacy instruction, English as a Second Language, Citizenship, Digital Literacy, and math remediation. The program offers courses at the main branch of Shreve Memorial Library, as well as the Wallette branch, Goodwill of North Louisiana in Shreveport, Caddo Correctional Center, HUB Ministries
in downtown Shreveport, and Bossier Parish Community College's main campus. Over 1200 students enroll in this program annually. This year, the program moved from it's location in Central Bossier to Shreve Memorial Library and Bossier Parish Community College main campus.
Partnerships and collaborations continue to allow us to serve greater numbers and a more diverse population.
The Program for Successful Employment served 32 students with significant disablities this year; 18 completing requirements for graduation and 16
linked to paid employment. Our greatest accomplishment this year is receiving the $60,000 grant via the Beaird Foundation. The grant is to purchase a van to transport students to and from interviews and their job site. Transportation has been the most significant barrier to employment, for our population. This van will address that challege and provide access to a greater number of participants.
Department Measurable Strategy
Provide student support position on campus to assist students
Performance Indicators
Number of students completing LA High School
Assessment Results
The number of students transitioning from
Changes Based on
Assessment Outcomes
Continue current efforts
Strategy(ies) for the Future
Additional departments, recruiting and academic
transitioning from high school equivalency program to college
credit courses
Equivalency Test (HiSET) and number of HiSet
graduates enrolled in college courses for credit
HiSET to college credit courses increased
slightly due to support from Student Life staff. In addition,
enrollment challenges were identified and
remedied with the support of this person.
advising, will be involved in this process
Department Measurable Strategy
Provide quarterly workshops on
Adult Education performance indicators, instructional methodologies, and retention
strategies for Faculty and Staff
Performance Indicators
Number of attendees at
workshops provided
Assessment Results
All full-time and part-
time instructors attended professional development
workshops and participated in online
instructional modules
Changes Based on
Assessment Outcomes
Continue current
efforts
Strategy(ies) for the Future
Recruit instructors from other
organizations to participate in workshops as both presenters and participants
Department Measurable Strategy
Administer Student Evaluation of Instruction.
Performance Indicators
Student evaluation results
Assessment Results
All classes were evaluated and results
shared with instructors.
Changes Based on
Assessment Outcomes
Instructors will make changes to
instruction as necessary
Strategy(ies) for the Future
Ongoing strategy
Department Measurable Strategy
Revise Praxis Institute materials to
align with new Content Knowledge exam (0018)
Performance Indicators
Revisions completed by the
end of 2016 Spring Semester
Assessment Results
Revisions were
completed and 85 students completed the updated Praxis Institute
Changes Based on
Assessment Outcomes
Continue to revise
materials as new standards are released
Strategy(ies) for the Future
Continue current efforts
Department Measurable Strategy
Document student success as
measured by course learning outcome assessments
Performance Indicators
Documentation of course
learning outcome assessments administered during fall and
spring semesters
Assessment Results
Strategies for
improvement were included in the results
for fall and spring
Changes Based on
Assessment Outcomes
No changes
Strategy(ies) for the Future
Make changes based on
student learning outcomes
semesters.
Department Measurable Strategy
Review existing articulation agreement and drafts for potential
articulation agreements with LSUS
Performance Indicators
Number of articulation agreements updated and
created
Assessment Results
One articulation agreeement updated
and no new articulation agreements completed; however this is an
ongoing process and new articulation
agreements are being developed.
Changes Based on
Assessment Outcomes
No changes recommended
Strategy(ies) for the Future
Strategy ongoing
Department Measurable Strategy
Partner with BPCC Foundation to
write a grant for the Program for Successful Employment.
Performance Indicators
Submission of grant to Beaird
Foundation by December 2015
Assessment Results
Grant was submitted
and awarded.
Changes Based on
Assessment Outcomes
Begin process to purchase van
Strategy(ies) for the Future
Secure external funding for
van driver
Department Measurable Strategy
Complete Birth to Kindergarten Statewide Curriculum Partner Form
Performance Indicators
Submission of the Partner Form to Board of Regents
Assessment Results
The submission of this form has resulted in
BPCC’s CDYC program remaining involved and active in
the statewide planning and move toward the proposed Birth to
Kindergarten degree.
Changes Based on
Assessment Outcomes
The CDYC program has become a
resource for the region on upcoming changes in the early
childhood education field
Strategy(ies) for the Future
1. Attend scheduled meetings and trainings sponsored by the
Louisiana Board of Regents (BOR).2. Participate in BOR
conference calls.3. Consider developing additional exit points in the
CDYC program. Specifically a 30 hour Certificate of
Technical Studies in CDYC and a 9 hour CDYC Technical Competency Area.
Department Measurable Strategy
Partner with outlying parishes to expand the Program for Successful
Performance Indicators
Number of PSE students served in outlying parishes
Assessment Results
Three students were served from Claiborne
Changes Based on
Assessment Outcomes
No changes recommended.
Strategy(ies) for the Future
Strategy ongoing
Employment to serve an increased number of students with disabilities
and Webster Parishes
Department Measurable Strategy
Offer professional development for division faculty and staff.
Performance Indicators
Number of professional development events attended
Assessment Results
Faculty and staff attended approximately
15 professional development events.
Changes Based on
Assessment Outcomes
Continue to identify professional
development opportunities.
Strategy(ies) for the Future
Identify online professional development offerings for
faculty and staff unable to attend workshops and conferences.
Department Measurable Strategy
Participate in campus and local
education events to recruit students for academic programs within division
Performance Indicators
Number of events attended by
faculty and staff.
Assessment Results
Faculty and staff
participated in approximately 10 campus and local
events.
Changes Based on
Assessment Outcomes
Identify community
events for recruiting and outreach
Strategy(ies) for the Future
1. Identify faculty and staff to
participate in community outreach activities2. Schedule faculty and staff
to attend events
PRIORITIES FOR THE COMING ACADEMIC YEAR
In academic year 16-17, the Division of Behavioral-Social Sciences and College Transition Programs will strive to cultivate relationships and partnerships within other institution departments in an effort to increase access to a more diverse population and increase program completion rates.
College Transition Programs hopes to launch online Adult Education courses in Fall 2016. This online program will target working adults, previously unable to regularly attend classes. The program will work with the Division of Student Services to provide access to post-secondary
enrollment to high school equivalency students through the "5 for 6" tuition assistance program. These two initiatives should significantly increase access and enrollment to our Adult Education offerings in the coming academic year. Our English as a Second Language Program Coordinator will be working with other providers to provide guidance, professional development, and resources in an effort to build and expand service to this
population.
In the 16-17 academic year, Criminal Justice will work on a Technical Competency Area and Certificate for criminal justice in an effort to create a career pathway with multiple entry and completion points for students. This should increase enrollment and completion in this program, supportive of the Louisiana 2020 goals.
The Associate of Science in Teaching will work with workforce development on providing workshops for classes.
The Care and Development of Young Children program will work with workforce development on developing the Childcare Development Associate, an industry based credential.
Division of Business
Division of Academic Affairs
DIVISION SUMMARY
The mission of the Division of Business is to provide quality instruction and community service to Northwest Louisiana citizens. The primary
emphasis of this division is to enable students to develop their academic and vocational skills to compete in a technological society. During the 2015-2016 academic year, the faculty and staff contributed to the continued success and missions of Bossier Parish Community College through institutional and community services. In addition, the Division of Business was involved in many academic and extracurricular activities at Bossier
Parish Community College and in the community. This year the Division had a total of 185 graduates in the Associate of Applied Science in Business, Associate of Science in Health Care Management, Certificates in Accounting Technology, Business Entrepreneurship, Culinary Arts,
Retail Management and Legal Assistant, TCA’s in Accounting, Basic Management, Bookkeeping, and Business Communications. This was a decrease of 25% over the last fiscal year. During the 2015-2016 academic year, the faculty and staff contributed to the continued success and mission of Bossier Parish Community College through institutional and community services.
For the academic year of 2015-2016, the Division of Business offered a total of 271 sections including face-to-face, online, and hybrid in the
disciplines of Accounting, Business, Culinary Arts, Health Care Management, Legal Assistant and Retail Management. This was a decrease of 21% over the last fiscal year. Additionally, the faculty and staff in the Division of Business participated in many professional development activities and served on many committees. The Culinary Arts Department had multiple food displays and demos in the media and other publications. The
Culinary Arts Department within the Division of Business has continually expanded and is now offering more opportunities for its students. Chef Julie received the John & Suanne Roueche Excellence Award and the “Coin of Excellence” from the Barksdale Air Force Base General Robin Rand,
USAF Global Strike Command. Chef Julie is now certified to proctor the ServSafe test, which is accredited and the most recognized food safety certification. Chef Julie’s ability to proctor testing for ServSafe allows the Division to offer culinary arts students an opportunity to be licensed with a nationally recognized certification. For the academic year of 2015-2016, the Culinary Arts Department also attended the US Foods Culinary Expo-
Taste of Louisiana, hosted and participated in several different community events, and provided food for The Community Renal and BPCC’s Christmas Program.
The Division maintains and updates articulation agreements with four-year institutions, including the University of Louisiana at Monroe and Northwestern State University in Natchitoches.
STRATEGIC PLANNING
Department Measurable Strategy
Provide professional development opportunities for the Division of
Business faculty and staff
Performance Indicators
Participation in professional development opportunities
available
Assessment Results
The Business faculty/staff
participated and presented various seminars and/or
workshops
Changes Based on
Assessment Outcomes
Successful-no changes are needed
Strategy(ies) for the Future
Continue participation and presentation of professional
development seminars and workshops
Department Measurable Strategy
Utilize course learning outcome
data to make course improvements
Performance Indicators
Documented changes to
courses
Assessment Results
The Business
faculty/staff participated and presented various
seminars and/or workshops
Changes Based on
Assessment Outcomes
Changed learning
outcomes as needed
Strategy(ies) for the Future
Review course learning
outcomes of all courses and update as needed
Department Measurable Strategy
Collaborate with local employers to evaluate internship opportunities
for students
Performance Indicators
Number of meetings with employers
Assessment Results
Survey inquiring about Business Internships
have been sent out to employers recently but the results have not yet
been returned
Changes Based on
Assessment Outcomes
No changes are needed
Strategy(ies) for the Future
The Business Division faculty and staff will be encouraged
to continue identifying employers for business internship opportunities
PRIORITIES FOR THE COMING ACADEMIC YEAR
1. Pursue external funding sources for enhancement and expansion of programs and services.
2. Maintain the ACF Accreditation for the Culinary Arts Certificate.3. Apply for the ACBSP Accreditation for the Business Program.
Division of Communication and Performing Arts
Division of Academic Affairs
DIVISION SUMMARY
The Division of Communication and Performing Arts at Bossier Parish Community College had a very productive and successful year. The Division
includes the Communication Media Program, the discipline of Speech, and the Performing Arts which includes the Music Program and the Theatre Program. The Communication Media Program offered an Associate of Applied Science in Communication Media (concentrations in Mass Communication, Graphic Design and Animation, Photography, Sound and Music Recording, and Multimedia) degree, a Certificate of Technical
Studies in Communication Media, and Technical Competency Areas in Broadcasting, Business of Music, Computer Animation, Film, Graphic Design, Media for the Ministry, Photography, Radio, Sound Recording Technology, and TV Production. The Music Program offered an Associate of
Arts Performing Arts (Music Concentration) degree, an Associate of Arts Performing Arts (Church Music Concentration) degree, and a Certificate of Technical Studies in Music. The Theatre Program offered an Associate of Arts in Performing Arts (Theatre Concentration) degree, an Associate of Arts in Performing Arts (Musical Theatre Concentration) degree, a Certificate of Technical Studies in Theatre, and Technical Competency Areas
in Acting, Costume Design, Directing, Lighting, Scene Design, and Theatre Technician.
For the 2015-2016 academic year, twenty-six graduates received the Associate of Applied Science in Communication Media degree, two graduates received the Associate of Applied Science Louisiana Transfer in Communication Media degree, three graduates received the Associate of Arts in Performing Arts (Music Concentration) degree, one graduate received the Associate of Arts in Performing Arts (Church Music Concentration)
degree, six graduates received the Associate of Arts in Performing Arts (Theatre Concentration) degree, and one graduate received the Associate of Arts in Performing Arts (Musical Theatre Concentration). Also, thirty-seven students received the Certificate of Technical Studies in
Communication Media, three students received the Certificate of Technical Studies in Music, and eight students received the Certificate of Technical Studies in Theatre. Additionally, the following Technical Competency Areas were awarded: Acting (4), Broadcasting (0), Business of Music (0), Computer Animation (8), Costume Design (0), Directing (2), Film (4), Graphic Design (3), Media for the Ministry (6), Photography (8),
Sound Recording Technology (5), Theatre Technician (2), and TV Production (4).
The Division of Communication and Performing Arts placed much emphasis on academic preparation for the communication media, music and
theatre majors. This year the Communication Media Program had 213 majors in the fall of 2015 and 195 majors in the spring of 2016, the Music Program had 33 majors in the fall of 2015 and 40 majors in the spring of 2016, and the Theatre Program had 39 majors in the fall of 2015 and 40
majors in the spring of 2016. Student success rates for the academic year were as follows: communication media – a ninety percent (90%) success
rate, speech courses – an ninety-six (96%) success rate, music courses – a ninety-five percent (95%) success rate and theatre courses – an ninety-eight percent (98%) success rate.
During 2015-2016 the concentrations in Communication Media (Mass Communication, Graphic Arts/Computer Animation, Photography, Music and Sound Recording, and Digital Media) produced numerous projects for the college and for the community including video support, PSA’s,
promotional materials and designs for a number of organizations such as Step Forward, the Bossier City Chamber Council, the Ark-La-Tex Gem and Mineral Society, and the BPCC Christmas show; and sound and music support for BPCC and area institutions . The program also continued to
work to strengthen networking bonds with local, state, and regional professional operations and institutions including local television stations and regional film studios. The BPCC TV channel, KCAV, produced a variety of original programming such as Homework Hangout, This Is BPCC, Picture Show, BPCC News,Taste of BPCC, and Strategies for Living. Students participated in the 33rd annual SkillsUSA Louisiana Postsecondary
Leadership and Skills Conference bringing home four gold medal and one silver in 3-Dvisualization, Digital Cinema Production, Extemporaneous Speaking, Television (Video) Production and Photography. Gold medal winners had the opportunity to participate in the national competition in Louisville, KY in June. The BPCC Film Institute’s film, Suite Dreams, was selected as a Featured Narrative at the 11th Annual Cinema on the
Bayou festival. The BPCC Film Institute also premiered its annual feature film, Z-TV, in November and began filming on its newest film, The Bus from Dallas, in May.
The BPCC Debate Team, part of the Speech Program, received numerous regional and national awards including 5th Place in the 2015-2016 International Public Debate Association Community College Season Sweepstakes and 3rd Place in the International Public Debate Association
National Championship Tournament Community College Sweepstakes. Additionally one BPCC student debater ranked in the top ten nationally in his division. The team also hosted the Eddy Shell Invitational Debate Tournament at BPCC in February 2016.
Throughout the year, the Performing Arts programs produced many theatrical productions and music events which showcased students, staff, and faculty as well as offered entertainment to the public. All Performing Arts events, both theatrical and musical, were attended by approximately
10,000 people. During the fall and spring semesters, the Music Program held student recitals and juries; produced formal concerts featuring the Jazz Ensemble, the Concert Choir, the Chamber Singers, and the Concert Winds; and accepted invitations to perform off-campus at a variety of venues in
the Shreveport/Bossier City area. The Music Program also invited artists including Shreveport Opera Express as well as others to the campus to perform in the Guest Artist Series. Likewise, during the academic year, the Theatre Program produced the Festival of One Acts during the fall and spring semesters, held student juries, and showcased students through apprenticeships which employed students in various venues and professional
theatres. At Bossier Parish Community College, the Theatre Program and the Cavalier Players produced The Turn of the Screw, Peter Pan, The BPCC Christmas Show: Santa’s Christmas Dream, The Three Little Pigs and Noises Off. Several events showcased The Performing Arts this year. These included the presentation of The Turn of the Screw at the Canterbury Summer Theatre in Michigan City, Indiana and at both Texas State II
KCACTF Festival in Pasadena, TX, and at Region VI KCACTF Festival in San Angelo, TX; the opportunities that current students and graduates had to work with local theatres including Stage Center, Academy Children’s Theatre; Shreveport Little Theatre, and River City Repertory (a
Professional Equity Theatre); the opportunity for eight students to compete in the Region VI Kennedy Center American College Theatre Festival acting competition while two students competed in the KCACTF Musical Theatre Initiative; and several community performances by the BPCC Music Program.
STRATEGIC PLANNING
The Turn of the Screw went on to win KCACTF Awards at the state, regional and national levels. These awards included Excellence in Sound Design, Scenic Design, Directors Choice, and Respondent’s Choice at KCACTF Texas II State Festival at San Jacinto College; The Golden Hand
Truck Award for Best Load In and Directors Choice at KCACTF Regional Festival at Angelo State University; and Distinguished Production of a Play, Play Direction, Scenic Design, Lighting Design, Sound and Music Design, in addition to two Distinguished Acting awards at KCACTF Nationals in Washington, D.C.
During the 2015-2016 academic year, the Communication and Performing Arts Division secured the following grants: a $50,000 Louisiana State
Board of Regents grant for Communication Media Equipment, over $110,000 in various Student Technology Fee grants. The Theatre Program and Cavalier Players secured a $1,500 corporate sponsorship from ANECA Federal Credit Union, a $500 sponsorship from Bossier Federal Credit Union, and a $500 personal sponsorship from Mr. Frank Auer. Communication Media received a $1,000 gift in recognition for service to the Caddo
Parish Schools “Talented Arts Program”.
In addition to classroom instruction and producing digital, theatrical and music events, the Division of Communication and Performing Arts faculty
and staff participated in numerous recruiting opportunities and professional development opportunities. Also, the faculty and staff attended local, state, and regional conferences.
Department Measurable Strategy
Produce television, film, theatre, and music events to showcase
students and offer entertainment to the college community and to the public.
Performance Indicators
Number of events produced to showcase the Division of
Communication and Performing Arts to the public.
Assessment Results
The Communication and Performing Arts
Division produced over 300 events to showcase the students and offer
entertainment to the college and to the public.
Changes Based on
Assessment Outcomes
No changes are needed.
Strategy(ies) for the Future
The Communication andPerforming Arts Division will
produce events for the next academic year which will showcase the abilities and
talents of its majors to the public.
Department Measurable Strategy
Access opportunities for
Communication Media and Performing Arts majors and students interested in
communication, music and/or theatre to showcase their talents
through new and existing
Performance Indicators
Number of partnerships and
the number of students involved.
Assessment Results
The Communication
and Performing Arts Division provided opportunities for over
625 Communication Media and Performing
Arts majors and other
Changes Based on
Assessment Outcomes
No changes are
needed.
Strategy(ies) for the Future
The Communication and
Performing Arts faculty and staff will be encouraged to continue to maintain exisitng
partnerships and look to broaden partnership
involvement as defined by the
partnerships. students interested in communication, music,
and/or theatre to showcase their talents in performance and
technical areas with and through 16 new
and existing partnerships (as defined by the new 2020
Initiative Guidelines)
2020 Initiative partnership criteria.
Department Measurable Strategy
Utilize the college website for
advertising the Division of Communication and Performing
Arts events.
Performance Indicators
Number of events advertised
on the BPCC website and in the Student Activities
Calendar.
Assessment Results
The Communication
and Performing Arts Division placed 63
events on the Student Events Calendar.
Changes Based on
Assessment Outcomes
No changes are
needed.
Strategy(ies) for the Future
The Communication and
Performing Arts faculty andstaff will utilize the BPCC
website and student events calendar for the next academic year
Department Measurable Strategy
Participate in professional development opportunities
Performance Indicators
Number of professional development opportunities in
which the individuals in the Division of Communication and Performing Arts
Participate
Assessment Results
The Communication and Performing Arts
faculty and staff documented the number of professional
development opportunities in which
they participated; the faculty and staff participated in a total of
107 professional development
opportunities.
Changes Based on
Assessment Outcomes
No changes are needed.
Strategy(ies) for the Future
The Communication and Performing Arts faculty and
staff will be encouraged to participated in professional development opportunities for
the next academic year.
Department Measurable Strategy
Review and update, if necessary, division program and course
offerings.
Performance Indicators
Specific changes to program and course offerings to meet
the needs of the students.
Assessment Results
The Communication and Performing Arts
Division faculty and staff reviewed the division course
offerings and made some adjustments to the offerings to meet
the needs of the students. Two new
courses were offered in 2015-2016.
Changes Based on
Assessment Outcomes
Two new courses were added to
exisiting programs.
Strategy(ies) for the Future
The Communication and Performing Arts faculty and
staff will continue to review and updated the course offerings are needed.
Department Measurable Strategy
Participate in recruiting activities for the Division of Communication and Performing Arts
Performance Indicators
Number of recruiting activities in which the faculty and staff in the Division of
Communication and Performing Arts participate.
Assessment Results
The Communication and Performing Arts faculty and staff
documented the number of recruiting activities in which they
participated; the faculty and staff participated in
142 recruiting activities.
Changes Based on
Assessment Outcomes
No changes are needed.
Strategy(ies) for the Future
The Communication and Performing Arts Division faculty and staff will be
encouraged to participate in recruiting activities for the next academic year.
PRIORITIES FOR THE COMING ACADEMIC YEAR
1.Participate in professional development opportunities.
2.Utilize the college website for advertising the Division of Communication and Performing Arts events. 3.Participate in recruiting activities for the Division of Communication and Performing Arts.
4.Provide opportunities for Communication Media and Performing Arts majors and students interested in communication, music and/or theatre to
perform and to showcase their talents.
5.Produce television, film, theatre, and music events to showcase students and offer entertainment to the College community and to the public.
Division of Innovative Learning
Division of Academic Affairs
DIVISION SUMMARY
The Division of Innovative Learning was created in 2009-2010. It resulted from many factors including early success in the piloting of online
accelerated courses and programs coupled with adult-friendly services. The establishment of this academic division aligned with Bossier ParishCommunity College's mission of promoting the attainment of educational goals through the creation of innovative and quality courses. The Innovative Learning Department is an ever expanding area that currently encompasses programs such as Dual Enrollment, A.I.M., Veteran
Education Services, Off-Campus studies, Youth Challenge, and Reverse Transfer with NSU. Generally the Department also provides service information on retention, advising, and recruitment for Carl Perkins students and Career Compass applicants.
The Division of Innovative Learning offers students currently enrolled in public or private Louisiana high schools or an approved Louisiana State Department of Education home school program the opportunity to earn high school Carnegie units and BPCC college credits through the Dual
Enrollment Program. Students must have permission from their high school to participate, must be at least 15 years of age with Junior or Senior status, provide a qualifying ACT or PLAN score report and a current official high school transcript. Students are required to meet all other course
prerequisites as published in the BPCC catalog. In 2015/2016 we had 1,141 students participate in Dual Enrollment.
In addition to Dual Enrollment, Innovative Learning took on the management of the AIM program that focuses on allowing qualifying high school
students the opportunity to take college courses starting their freshman year of high school. In 2015/2016 we worked with 205 AIM students.
In the past year Off-Campus studies offers students who live or work in surrounding areas, a convenient way to attend BPCC academic courses without coming to the Bossier City location. Academic classes are offered at the Northwest Louisiana Technical College-Minden.
Also, the Division of Innovative Learning offers students receiving veteran education benefits a central location to certify their college enrollment to the Department of Veterans Affairs. This area provides specific information for GI Bill recipients, V. A. beneficiaries, and is a resource to all Veterans on campus. The Division has certified 1,137 students using military benefits in fiscal year 2014-2015 with 53 graduates, and 271 new
students. Through the efforts of this Division BPCC was recognized as a "Military Friendly School" by GI Jobs Magazine out of 12,000 schools nationwide which ranks BPCC in the top 15% of colleges in the nation due to our exemplary service to our veterans and their families. We were
also recognized as a Military and Veteran Friendly Campus by the Governor’s state initiative.
STRATEGIC PLANNING
The Division of Innovative Learning worked with the Career Compass of Louisiana team to promote enrollment at Bossier Parish Community
College. As a result of this endeavor, approximately 1000 BPCC admissions applications were received through the efforts of the Career Compass coaches. Of the applicants 480 became full-time BPCC students and an additional 102 have reapplied from previous semesters and started in Fall 2015. Recruitment efforts were aggressive including mailers, email marketing, phone calls, and direct contact with each of the applicants whenever
possible. Also, Innovative Learning hosted Career Compass Registration Days on June 3, 2016 and June 10, 2016 and had 302 students placement test, get advised, and register for their Fall 2016 courses.
Another piece of the Division of Innovative Learning is the management of a Carl D. Perkins grant since 2009. The goal of the Carl D. Perkins Vocational and Technical Education grant is to improve the quality and availability of career technical education (CTE). The annual grant period is
from July 1 to June 30. Ongoing efforts to improve retention amount CTE student include strengthening instruction through professional development, providing resources geared toward CTE student success, and improve communication between all CTE stakeholders.
Also, Innovative Learning managed the college testing for the Youth Challenge program held in Minden, Carville and Pineville, Louisiana. This program is designed for students who did not complete high school and they are given an opportunity to earn college credits through the passing of
challenge exams. In 2015/2016 we administered 1,375 challenge exams and awarded college credit to 333 students. Each student had the opportunity to earn up to 15 college credits in five separate courses including Political Science, Military Science 101, Military Science 102, Health and P.E., and Service Learning.
Lastly, the Division of Innovative Learning actively participated in professional development opportunities throughout the course of the year. Our
seven member staff combined to participate in 56 professional developments and presented 34 additional presentations to staff, faculty, and students. Of the professional development topics we participated in 28 were on campus and 28 were off campus.
Department Measurable Strategy
Increase overall dual enrollment
participation for parishes within our service area
Performance Indicators
The number of high school
students registered for Dual Enrollment courses
Assessment Results
BPCC had 1,141
students enroll in Dual Enrollment courses in Fall 2015 and Spring
2016.
Changes Based on
Assessment Outcomes
none
Strategy(ies) for the Future
We will continue to promote
Dual enrollment to surrounding parishes.
Department Measurable Strategy
Administer new opportunities for veteran studentsand follow standards set by the
Performance Indicators
Development of a Military Orientation program
Assessment Results
1. BPCC held a Military Orientation on January 7, 2016 from 6-
Changes Based on
Assessment Outcomes
We want to have increased participation in next
Strategy(ies) for the Future
We will continue to develop a clear articulation of military credits to BPCC college
Governor's Military and Veteran Friendly Campus.
Development of a Military transfer process to show
articulation of military credits
8pm and had 12 participants.
2. BPCC was approved as a Military and Veteran Friendly
Campus by the Governors office in
2015/2016.
year's Military Orientation. We
need to promote the event to a larger audience off campus.
We also need to have
a clearly defined articulation of credits that can be used by
anyone advising military students.
credits.
Department Measurable Strategy
Provide Staff Professional
development opportunities
Performance Indicators
The number of professional
development opportunities staff
members participate in throughout theyear both on and off campus
Assessment Results
Innovative Learning
Staff attended 28 on campus professional
development events, 28 off campus events, and administered 34
professional development
opportunities to staff, faculty, and students last year.
Changes Based on
Assessment Outcomes
none
Strategy(ies) for the Future
We will continue to
participate in professional development both on and off
campus and share our expertise on various topics to staff, faculty, and students.
Department Measurable Strategy
Assess ways to promote positive
change at BossierParish Community College and develop new
strategies to grow existing programs
Performance Indicators
1. Documentation of retention
and graduation rates2. The increase of recruiting efforts and increased
participation at workforce fairs and off campus events.
Assessment Results
The Division of
Innovative learning attended 9 off campus career and college fairs
and managed 6 on campus tours for different high schools.
Changes Based on
Assessment Outcomes
We need to start
tracking our attendance at various community events
and recruiting fairs. We also need to work more with the
rural schools and promote educational
opportunities at
Strategy(ies) for the Future
We will continue to promote
BPCC at various community events, career, and college fairs.
BPCC to those students.
Department Measurable Strategy
Determine Graduation and Retention rates for students that
applied through Career Compass to show any long-term impact on Career Compass recruiting
strategies.
Performance Indicators
Graduation and retention rates that meet or exceed
BPCC's rates as a campus.
Assessment Results
The graduation rate for Career Compass
students is 10% as of Spring 2016. The retention rate is 56%.
This is comparable to BPCC's total student
population rates but higher than the first time full time freshmen
population.
Changes Based on
Assessment Outcomes
none
Strategy(ies) for the Future
We will start using the Civitas system to analyze our data and
find out when and why students are leaving BPCC before they graduate.
Department Measurable Strategy
Enhance the overall enrollment process for AIM, Dual Enrollment, and the Youth Challenge Program
while maintaining the academic integrity of each program.
Performance Indicators
1. Creation of a systematic testing process for the Youth Challenge Program and
revision of challenge exams.2. Creation of a new textbook
distribution process for the AIM program.
Assessment Results
1. The Division reviewed all challenge exams and redistributed
questions from various test banks to enhance
the overall professionalism effectiveness of the
exam.2. The Division worked with the bookstore to
create a clear distribution process to
make sure all AIM students received their textbooks by the first
week of class.
Changes Based on
Assessment Outcomes
none
Strategy(ies) for the Future
1. We will continue to update any necessary changes to the YCP challenge exams based
on feedback.2. We will continue to
communicate with the bookstore before the start of the term to allow them the
appropriate amount of time to prepare the textbooks for the AIM students.
PRIORITIES FOR THE COMING ACADEMIC YEAR
The Division of Innovative Learning will continue to provide services and programs that will increase BPCC enrollment. The interest in the Dual Enrollment program will continue to increase throughout Northwest Louisiana parishes as we look for new and innovative ways to deliver our products and services to these locations. We will continue to serve our veteran population on campus by answering questions and processing benefit
verification forms. Finally, Innovative Learning will continue to collaborate with other departments in order to increase campus recruitment and retention efforts.
Workforce Development and Continuing Education
Division of Academic Affairs
DIVISION SUMMARY
STRATEGIC PLANNING
Workforce Development and Continuing Education developed and delivered workforce programs for the purpose of providing Louisiana individuals
and businesses the most advanced, customized and relevant education and training. Programs housed in the division include [1] Continuing Education; [2] IWTP through the Louisiana Workforce Commission; and [3] Workforce Training Initiatives. Programs are developed through business partnerships which allow us to create training that is relevant, effective and specific to business/industry and individuals needs.
Continuing Education provides a wide-variety of affordable, non-credit lifelong learning opportunities to meet the diverse needs of the community.
Offerings include personal enrichment courses to meet an extensive assortment of interest, professional development opportunities to provide the community workforce skills training and continuing education, computer applications training and a variety of online courses. Web-based online registration system allows additional access to courses for the community.
Continuing Education completed customized training for Sci-Port, Caddo Juvenile Services, UL Coleman, Express Energy, Revere System Control
& ASSE, Boomtown New Orleans, L'Auberge Resort and Casino, and Dr. Reddy's. Industry specific courses included Food Safety Certification, Real Estate 90 hour pre-licensing program, Certified Nurse Assistant Training, Notary Public, Paralegal Certificate, OSHA, Medical Coding, Property and Casualty Insurance pre-license, and Life and Health Insurance pre-license.
Department Measurable Strategy
Pursue IWTP grants and other
funding opportunities to meet the demands of the workforce and
community
Performance Indicators
1. Number of grant funding
and Incumbent Worker Training Program(IWTP)
proposals submitted.2. Number of Incumbent Worker Training
Program(IWTP) participants
Assessment Results
1. Twelve (12) IWTP
grants were written and approved during 2015-
16; ten (10) IWTP grants were written, approved and will be
active in 2016-17, five
Changes Based on
Assessment Outcomes
Workforce
Development and Continuing
Education work diligently to identify the training needs of
Strategy(ies) for the Future
Continue to meet the needs of
employers in Louisiana through the IWTP program as
well as other funding programs.
trained.3. Quality rating received for
services provided to employers.
grants are submitted and awaiting approval.
10 grants are in the writing process.2. Number of
employees trained during the fiscal year
from IWTP funding = 2,448 of which 954 are unduplicated.
3. IWTP Customer Satisfactor Report completed by IWTP
grant employers rated our services 100% with
satisfaction as all employers indicated yes to all criteria.
local and state businesses to
effectively and efficiently develop training programs
that meet those needs.
Department Measurable Strategy
Provide professional development through participation in local,
regional, and nationwide workforce training and development organizations.
Performance Indicators
Number of professional development activities
attended.
Assessment Results
Staff attended professional
development opportunities onsite at BPCC, but those
outside of BPCC were limited due to budget
constraints and limited staffing.
Changes Based on
Assessment Outcomes
Professional Development is an
integral part of an employee's growth and maintaining a
productive BPCC employee.
Workforce Development and Continuing
Education will continue to provide opportunities for
professional development to its
employees when budget and personnel
Strategy(ies) for the Future
Continue to offer and provide professional development
through participation in local, regional, and national workforce training and
development organizations.
constraints allow.
Department Measurable Strategy
Analyze non-credit course and instructor evaluations and make
any necessary changes to improve the quality of courses offered.
Performance Indicators
Course/Instructor evaluations completed by students.
Assessment Results
Of the 679 Continuing Education course
evaluations received, 96% (653) felt the course met their
expectation with a response of good or
excellent, and 98% (666) felt the instructor preparedness and
presentation were good or excellent. Of the 358 Corporate
training evaluations received, 99% (355)
rated their course as great or excellent.
Changes Based on
Assessment Outcomes
Instructors are encouraged to
improve upon any weak areas noted in evaluations. Courses
are modified to make improvements.
Strategy(ies) for the Future
Monitor non-credit course and instructor evaluations and
make any necessary changes to improve the quality of courses offered.
Department Measurable Strategy
Raise funds for workforce training scholarships through the 2nd
Annual BPCC Spring Swing Golf Tournament.
Performance Indicators
1. Net revenue earned for scholarships
2. Number of teams participating
Assessment Results
1. Net revenue earned for scholarships was
$11,330.2. 22 teams participated.
Changes Based on
Assessment Outcomes
No changes based on assessment results
Strategy(ies) for the Future
Golf tournament will continue each year, with the goal of
always increasing net revenue and number of teams with each tournament.
Department Measurable Strategy
Grow enrollment by developing
courses that meet the needs of business/industry and the community.
Performance Indicators
1. Overall enrollment.
2. Net revenue earned.
Assessment Results
1. Enrollment in non-
credit courses for 2015-16 was 969, with 884 unduplicated, showing
a decrease of 433 over 2014-15 fiscal year.
Enrollment in Corporate Training was
Changes Based on
Assessment Outcomes
Continue the focus
on corporate and BPCC training within IWTP grants
to enhance the non-credit courses
offered through the division.
Strategy(ies) for the Future
Track overall enrrollment in
non-credit courses as well as net revenue earned.
strong with 224, with 178 unduplicated.
2. Net Revenue earned (course revenues/instructor
expenses) for 2015-16 was $243,870.92, an
increase of $13,060.27 over 2014-2015 fiscal year.
PRIORITIES FOR THE COMING ACADEMIC YEAR
1. Work to establish programs that push Workforce Development and Continuing Education towards a true profit center.
2. Increase corporate training.3. Utilize IWTP grants to focus on BPCC training.
4. Continue to grow Camp Cavs.
BPCC Testing Center
Division of Academic Affairs
DIVISION SUMMARY
STRATEGIC PLANNING
BPCC's Testing Center had an outstanding year. The number of tests delivered at BPCC increased 3.5% from 3,956 exams in 2014-15 to 4,096
exams in 2015-16, and the number of tests delivered at BPCC's Barksdale Air Force Base National Test Center increased 10.8% from 1,264 exams in 2014-15 to 1,400 exams in 2015-16. Net revenue increased approximately 9.1% from $70,844 in 2014-15 to approximately $77,321 in 2015-16.
Tests services include Castle Worldwide, Certiport, The College Board (CLEP), Prometric (DSST), Educational Testing Service (HiSET), Louisiana
State Licensing Board for Contractors, Pearson VUE, ACT (WorkKeys), Nocti, Manufacturing Skill Standards Council, ServSafe, and Siemens. As a member of the National College Testing Association's Consortium of College Testing Centers, distance education proctoring was provided for students completing courses at colleges all over the country. In addition to testing at BPCC and Barksdale, HiSET testing was provided at Caddo
Correctional Center. National test services include the Law School Admission Test, Multistate Professional Responsibility Exam, and Graduate Record Exam Subject Tests. A new test service, Comira, was added which expands the number and variety of industry-based certifications available
to students, the workforce, and members of the military. New test opportunities included testing groups from high schools for WorkKeys and CLEP exams.
BPCC's Testing Center staff expanded during the year to include a part-time Testing Coordinator. The addition of this new position allowed the Testing Center to provide adequate staffing for the current test schedule including times when one staff member is out of the office. The additional
position also allowed for expansion of test times offered at Barksdale Air Force Base. The Director greatly appreciates the addition of the part-time Testing Coordinator and will make every effort to increase tests delivered and revenue generated during the coming Fiscal Year.
Department Measurable Strategy
Explore opportunities for adult education students who earn their
Performance Indicators
1. Summary of discussions with other BPCC departments
Assessment Results
1. A summary of discussions with
Changes Based on
Assessment Outcomes
No change was made to provide
Strategy(ies) for the Future
The Testing Center Director will continue to encourage
HiSET credential to also have an opportunity to earn an ACT
National Career Readiness Credential.
regarding desirability and seeking funding for this
strategy. 2. Number of ACT National Career Readiness Credentials
earned by HiSET completers.
directors of other BPCC departments is
available. 2. HiSET completers did not complete the
ACT National Career Readiness Credential
because funds were not available.
WorkKeys assessments to those
who earn HiSET and those who complete WorkKeys for the
PTA Program. Many high school
students earned ACT National Career Readiness
Credentials.
those who make decisions for HiSET students, students
participating in grant-funded programs, and students applying to the PTA Program
to also earn a NCRC.
Department Measurable Strategy
Provide opportunities for staff to
participate in local, statewide and national professional development
activities required to maintain test service credentials and other areas where up-to-date training is needed.
Performance Indicators
1. List of test services that
require annual recertification or other forms of professional
development. 2. List of completed professional development
activities.
Assessment Results
1. Director and Testing
Coordinator certified or recertified with MSSC,
Pearson VUE, and Comira. Part-time Testing Coordinator
certified for all test services. 2. Testing Coordinator
and Director attended LCTCS Conference,
National College Testing Association Conference, and
Louisiana Association for Public, Community,
and Adult Education Conference. Mandatory and
optional professional development courses
and programs offered at BPCC were also completed.
Changes Based on
Assessment Outcomes
Knowledge gained
from NCTA, LAPCAE and the
LCTCS Conference was applied to improve customer
service and technical services offered in
BPCC's Testing Center. The NCTA Conference helped
Director identify new test services to be added to the Testing
Center.
Strategy(ies) for the Future
Efforts will be made to
identify professional development funds so staff
can attend National College Testing Association Conference. Staff will be
encouraged to participate in professional development available at BPCC.
Department Measurable Strategy
Conduct monthly customer service meetings to plan, evaluate and
assess test services, customer service, and other issues that affect the productivity and effectiveness
of BPCC's Testing Center.
Performance Indicators
Minutes from monthly meetings.
Assessment Results
Minutes are available from meetings held in
July through October.
Changes Based on
Assessment Outcomes
Changes were made that improved
customer service, forms used in testing, etc.
Strategy(ies) for the Future
Informal meetings will be held as needed when staff members
are available. Staff will also attend department meetings.
Department Measurable Strategy
Complete requirements necessary
to expand industry-based certifications and licensure exams available to students and the
workforce through addition of new test services.
Performance Indicators
1. Approval of contracts to
add Comira and CATS test services.2. Lists of available Comira
and CATS exams.
Assessment Results
1. The contract to offer
Comira testing was approved. 2. The list of industry-
based certifications offerby through Comira
is available.3. CATS (FAA) testing has not been
approved yet.
Changes Based on
Assessment Outcomes
Comira testing was
added to the list of test services offered.
Strategy(ies) for the Future
Efforts to add FAA testing
will continue. Efforts to market existing test services will increase.
Department Measurable Strategy
Provide enough staff to meet existing test service requirements
and enough staff for new test services, additional test times, and additional test days.
Performance Indicators
1. Test service documentation showing
staffing requirements. 2. Schedules showing current and proposed test services,
test dates/times, and staff available to deliver tests.
2. Approval to hire part-time test administrator.3. Document showing
revenue earned from current and proposed test services.
Assessment Results
1. Documents showing need for increased staff
were developed.2. Schedules showing current and proposed
test services, test dates/times and staff
available were developed.3. Permission was
obtained to hire a part-time test coordinator.
Changes Based on
Assessment Outcomes
BPCC Testing Center Director was
able to schedule two staff members to
work at the same time more frequently as required by most
test services. Appointments did not need to be
cancelled due to staff shortage at times
when one employee is out of the office.
Strategy(ies) for the Future
Add appointments on Wednesday night or Thursday
night during peak testing times in semester to provide sufficient appointments.
Appointments were added at BAFB as
requested by BAFB Education Officer.
Department Measurable Strategy
Deliver assessment services to BPCC's Production Technology
(PTEC), C4M, Mechatronics, and Physical Therpist Assistant
Programs.
Performance Indicators
Number and types of assessments delivered to
BPCC students.
Assessment Results
3 Napta PTEX Process Technology, 1 ADDA
Mechanical Certified Drafter, 121 IC3, 111
Manufacturing Skill Standards Council, 18 Siemens Mechatronics,
498 WorkKeys (includes high school students)
Changes Based on
Assessment Outcomes
BPCC Testing Center offers new
industry-based certifications to
faculty and students at the request of faculty and
administrators.
Strategy(ies) for the Future
Continue to provide industry-based certifications and other
test services as requested to meet academic and workforce
testing needs.
PRIORITIES FOR THE COMING ACADEMIC YEAR
1. Promote and market BPCC's Testing Center on either BPCC's Facebook or a Testing Center Facebook page.2. Update forms used by the Testing Center to simplify completion of daily testing forms.
3. Work with Computer Services on setting up more shared resources.4. Revise website to be more user friendly and reduce long pages to more linked pages.5. Continue efforts to add FAA testing and other test services.
6. Increase tests delivered, individuals served and revenue earned.
Division of Learning Resources
Division of Academic Affairs
DIVISION SUMMARY
The 2015-2016 academic year was an exciting year for the Division of Learning Resources (DLR) with the completion of the renovations at the
Library. The college library has a name change. It is now referred to as Learning Commons. This project was made possible because of generous fundings from BHP Billiton, Karen Franks Recchia, and a Board of Regents grant. Some of the highlights from this projects included: 1) approximately 200 computers throughout Learning Commons (no more wait time for students to access a computer); 2) two person computer
stations allow tutors to work with more students on assignments; 3) print station in all three areas of Learning Commons that allow students to print, scan, and copy; 4) circulation has been moved to the second floor; 5) all audiovisual materials are now a part of the general collection; 6) tutor
spaces moved to the back of the Tutoring Center for increased privacy; 7) addition of a library classroom for all library orientations instead of the instructor's classroom. The division of Learning Resource appointed Ellen Jenkins as the new reference librarian in November 2015. Gloria Adams and Shalyn Musgrove were added to the library staff as part-time librarian.
The DLR participated in numerous academic and extracurricular services at the College. Brenda Brantley attended the Fall LALINC Dean's and
Director's meeting in Natchitoches and Spring meeting in Eunice. She also attended the Louisiana and Technical College System (LCTCS) conference with Roxie Johnson and the Intruder Alert-Active Shooter with Stephanie Cox and Pat Joyner. Other library personnel engaged in a number of professional workshops/seminars/conference. Kendra Bonnett attended several Skill Path seminars throughout the year. In October
Debra Harmon and Tim Osteen attended the LOUIS User Conference (LUC) in Baton Rouge. Ellen Jenkins published an article in the LOUIS Lagniappe newsletter entitled "Class Is in Session: A New Resource for Information Library Instruction at BPCC". She also attended the Louisiana
Library Association (LLA). Recruitment activity included faculty and staff involvement in Spring Fling Open Campus and Compass Day. The Library played a vital role in several workshops held in the library classroom. They included SACSCOC workshops, professional growth, and other outside organizations. The Division Diversity and Multicultural Affairs held several programs in connection with the DLR. They included Rosa
Parks: Telling Shero's Story, and Empowering Women: A Global Outreach Perspective! Velma Tarver, Institute for Global Outreach. Both of these programs were done during Women History's Month. During the College's Black History Month, Brenda Brantley participated in a Read-in where she portrayed Daisy Bates, an American civil rights activist in the Little Rock Integration Crisis of 1957. Other collaborations included
National Stalking Awareness Month in January and Go Red for Women in February. Throughout the year, librarian's conducted various library tours from middle to high school students.
STRATEGIC PLANNING
All Learning Resources faculty and staff continued to volunteer for various service activities. Worn books were distributed to various organizations such as Providence House, Shreveport Animal Rescue, Ninna's Road to Rescue, Salvation Army, Veteran Administration, Foster Parents,
Shreveport Little Theater, Animal Welfare, and Emmett Hook Center. Our own Sandy Todaro (Behavioral Science Division faculty) was instrumental in the delivery of these resources. BPCC Learning Commons 22nd Annual Holiday Food Drive collected 1,022 pounds of assorted non-perishable food items. The library partnered with Providence House during the Christmas holiday. Providence House requested paper good and
household items for the various tenants that reside there. Through cooperative efforts of both faculty and staff participation, the Library collected hundreds of items to distribute to Providence House. This year the librarians read to Kerr Elementary School kindergarteners for a total of 27
weeks. Darrell Chitty displayed his artwork during the Spring Semester. Roxie Johnson was responsible for several library exhibits throughout the year. They included Banned Book Week, Halloween Celebration, Vietnam War 50th Anniversary, Giving Thanks, A Cajun Christmas, Martin Luther King Day, Mardi Gras, Memorial Day and Independence Day.
The Learning Center (now known as the Tutoring Center) delivered quality service to 4,724 students who visited 33,335 times.Writing Support (WS) tutors reviewed 304 drafts face to face and 22 online papers. Kendra Bonnett conducted 10 classroom tours.
The following Student Technology Fee grants were written and awarded this academic year for Learning Commons. They included four mobile
projectors at $872 each for a total of $3488; eleven barcode scanners at $326 each for a total of $3,586, an adult skull model for $258.75 and a human skeletal muscle fiber for $481.95.
There were no orientations given in the fall due to the lack of a reference librarian. However, there were 30 library orientations (130 hours) to 1,794 students. Eight thousand three hundred and thirty five items were circulated; study rooms were used 1,683 times; laptop usage was 49 times. No
statistics was taken on reference queries in the fall but there were 4,859 queries in the spring. By the end of the fall semester students visited Learning Commons 51,920 times, and 59,304 times in the spring. No statistics were gathered in the summer due to renovation.
Department Measurable Strategy
Evaluate service to ensure
relevancy.
Performance Indicators
Create opening/closing
procedures for learning commons.
Assessment Results
Completed
opening/closing procedures for Learning Commons.
Changes Based on
Assessment Outcomes
Opening/closing
procedures have resulted in positive structure for all staff.
Strategy(ies) for the Future
Continue to follow
opening/closing procedures of Learning Commons.
Department Measurable Strategy
Present students with new
technologies to promote student success.
Performance Indicators
Number of Student
Technology Proposal applications.
Assessment Results
Four student
technology grants were funded. Proposals
were mobile projectors,
Changes Based on
Assessment Outcomes
State-of-the art projector; speedy barcode scanner;
additional skull
Strategy(ies) for the Future
Encourage student use of all
equipments. Continue to submit more student
technology proposals.
barcode scanners, adult skull model, and a
human skeletal muscle fiber.
model and an enlargement of
skeletal muscle fiber for easier identification.
Department Measurable Strategy
Provide library classroom for professional development
workshops.
Performance Indicators
Total professional development workshops
delivered.
Assessment Results
There were a total of 57 professional
development workshops.
Changes Based on
Assessment Outcomes
Very positive results for all faculty, staff,
and students. Students transition
from the classroom into the library to retrieve resources.
Strategy(ies) for the Future
Continue conducting orientations, workshops, and
seminars.
Department Measurable Strategy
Conduct library staff workshops.
Performance Indicators
Presentations of professional workshops for BPCC library employees.
Assessment Results
Five professional workshops were presented by reference
and system librarians. Biology subject guides were created as an
online supplemental resource for students.
Changes Based on
Assessment Outcomes
Workshops increased staff awareness of new
items to assist students. Biology
resources provide videos, databases, and tutorials on
research process.
Strategy(ies) for the Future
Continue conducting more library workshops and create additional subject guides for
academic divisions.
Department Measurable Strategy
Coordinate outreach programs
within the community.
Performance Indicators
Number of outreach programs.
Assessment Results
1. There were a total of
27 visits to Kerr Elementary by librarians to read to
kindergarteners.2. Staff delivered
hundreds of paper products to Providence House.
Changes Based on
Assessment Outcomes
1. Very positive
responsible from kindergarteners. Welcome us back
next year.2. Very positive
response from Providence House staff.
Strategy(ies) for the Future
1. Continue outreach program
to kindergarteners.2. Continue outreach program to Providence House.
Department Measurable Strategy
Attend meetings & conferences with other academic institutions.
Performance Indicators
Total meetings/conferences attended with other academic
institutions.
Assessment Results
Attended over 40 meetings and
conferences with other academic institutions.
Changes Based on
Assessment Outcomes
Collaborations allowed positive
feedback that can be applied to enhance all libraries involved.
Strategy(ies) for the Future
Attend more meetings the coming year.
Department Measurable Strategy
Update existing learning materials.
Performance Indicators
1. Addition of computers in
learning commons.2. Addition of print release stations in learning commons.
Assessment Results
1. Additional 118
computes were added to Learning Commons.2. Three print release
stations were added.
Changes Based on
Assessment Outcomes
Positive feedback
from students. No waiting period for computers or print
jobs.
Strategy(ies) for the Future
Continue monitoring
computers and printing stations for operational updates.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Division of Learning Resources (Learning Commons) will continue presentations/workshops for the faculty and staff; evaluate library services and instructions; update policy and procedure manuals as needed; librarians will meet with liaison divisions; monitor use and condition of existing library equipments; tutors will work with students through Writing Support and one-on-one instructions; seek fundings through grants and student
technology fee proposals; increase number of library surveys given within a semester.
Division of Liberal Arts
Division of Academic Affairs
DIVISION SUMMARY
The division of Liberal Arts experienced growth and change during the academic year of 2015 – 2016. In August 2015, an additional full-time
English faculty position was created and filled, and the division hired a new art instructor to replace retiring professor Danny Williams. In September 2015, Vicki Dennis replaced Dr. Holly French-Hart as dean of the division as Dr. French-Hart moved to serve the College as Vice Chancellor of Institutional Effectiveness, Strategic Planning and Assessment. Under the leadership of the Vice Chancellor for Academic Affairs, the
division formed a cohesive team and realized academic, professional, and community goals.
Many goals were achieved by the division in its efforts to ensure academic excellence for students. In summer 2015, fall 2015, and spring 2016, 146 students received the Associate of General Studies degree, reflecting a 12% increase from the previous academic year. During this academic year, 158 students received a Certificate of General Studies credential, reflecting a 7% increase. The division offered a total of 310 sections, including
face-to-face, hybrid, and online courses in the disciplines of English, Art, Reading, Religion, Humanities, Spanish, and French. In further attempts to provide educational opportunities to students, three new courses were developed and submitted to the curriculum committee. Beginning fall 2016,
ENGL 250, Introduction to Women’s Literature, ENGL 251, Introduction to World Literature, and ENGL 252, Introduction to Folklore and Mythology, will be offered to students. In addition, a tech fee proposal was approved in the fall semester, and thirty-one new computers were installed in G205 in December 2015.
The Writing Lab improved and expanded services this academic year. Writing Lab coordinator Kirk Fontenot worked with the Division of
Educational Technology to develop a student-driven appointment scheduler. Mr. Fontenot builds the calendar based upon the availability of tutors, and the students schedule appointments according to the open slots on the calendar. In addition to the scheduler, the Lab opened for evening hours providing access for night students to meet with qualified tutors. During the spring semester, the online Writing Lab service was launched to offer
feedback service to students. By offering services to traditional and non-traditional students, the Writing Lab was very active. In the fall and spring semesters, tutors conducted 347 face-to-face tutoring sessions and provided feedback to 122 essays submitted online. In addition, the lab recorded 1,955 student visits during the two semesters.
The division demonstrated their commitment to professional growth by attending and presenting workshops, seminars, and special events. For
example, Dr. Frances Conley presented “Understanding a First-Generation College Student’s Experience,” Karen Guerin presented “Humanities:
STRATEGIC PLANNING
What’s the Big Idea,” and Kelly McDade brought her impressive art show “POPular Mechanics” to the Donna Service Art Gallery. In addition to professional growth opportunities offered by the campus, the division created its own internal workshop, “Canvas Tips and Tricks.” Instructors
Jonathan Brown, Jennifer Harris, and Kirk Fontenot shared short bits of knowledge with nine other members of the division.
Liberal Arts faculty also participated in events to strengthen their personal skills, such as Digifest South 2015, Critical Mass 4, and Art Break. Many
instructors received accolades for their work. Katie Bickham’s poem “Grand Staircase, 1970” was adapted to film and placed in the top twenty in the 2015 Louisiana Film Prize. Instructor John Wagoner was recognized as a “40 under 40” by the Bossier Chamber of Commerce. In addition, Yolanda
Cooper and Kirk Fontenot received the League for Innovation John and Suenne Roueche Excellence awards.
The Liberal Arts faculty contributed time, talent, and energy in their efforts to serve the students and the community. The division worked with
Student Life director Marjoree Harper to hold the first evening reception for the student art magazine Savoir Faire. Over a hundred students, family members, faculty, staff, and art patrons attended the event held April 11, 2016. The art show, held in the Donna Service Art Gallery, featured paintings, drawings, sculpture, and poetry written on the walls. In addition to the Savoir Faire show, three other shows were installed in the gallery
throughout the year. In service to the College, the art instructors installed multiple art pieces for display during the opening of the renovated Learning Commons. These works were loaned to the Learning Commons by both students and instructors. The art instructors also examined several
display methods for student work. A large glass case was located and installed on the first floor of Building G. It contains several student pieces from various art classes.
Several worthy community service projects received assistance from the division, including the Caddo PTA essay contest “My Louisiana Home,” the National African-American Read In, Special Olympics, adult ESL education, and the Renzi Education and Art Center to name a few. An original
project designed by Associate Professor Jessica Cobbs afforded the division the opportunity to provide approximately one thousand dollars worth of cash and supplies presented to seven special education teachers at Stockwell Elementary.
During the 2015-2016 academic year, the Liberal Arts division contributed to the success and mission of Bossier Parish Community College. We are proud to lend our talents to the College as it seeks to improve the lives of its students and the community it serves.
Department Measurable Strategy
Develop a Writing Lab course in
Canvas to encourage students to seek new educational opportunities and assistance through use of
technology
Performance Indicators
Number of students who
enroll in the Writing Lab course to schedule appointments and view
educational resources
Assessment Results
In fall 2015, a Writing
Lab course was opened in Canvas for students to schedule
appointments and seek assistance. During the
academic year, 435 students registered for
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Develop additional writing
resources to add to the Writing Lab course.
Lab services. Of those 435 students, there
were 347 face-to-face tutoring sessions
scheduled.
Department Measurable Strategy
Hold an evening reception for family and invited guests at the
release of Savoir Faire to allow students to display art work and
perform selected readings of literary work
Performance Indicators
Number of student participants and guests in
attendance
Assessment Results
An evening reception was held on April 11,
2016 at the Donna Service Art Gallery for
Savoir Faire student artists, students, family members, faculty,
administration, and invited guests. There
were over a hundred people in attendance of all ages. Art work was
on display in the gallery, and three short poems from the
magazine were written
on the walls. The
literary winner was unable to attend the reception, so no
readings were
performed.
Changes Based on
Assessment Outcomes
Selected works will be read by the editors
of Savoir Faire if the students are unable
to attend.
Strategy(ies) for the Future
Promote the reception in high schools and community art
programs.
Department Measurable Strategy
Explore the addition of three new
English/Humanities courses for annual rotation
Performance Indicators
Number of proposals
submitted to BPCC Curriculum Committee
Assessment Results
Three new English
courses were submitted to the curriculum
committee and were approved for use as ENGL 200+ and
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Promote these courses as
viable electives across campus.
Humanities courses. Beginning fall 2016,
ENGL250 (Intro to Women’s Literature), ENGL 251 (Intro to
World Literature), and ENGL252 (Intro to
Folklore and Mythology) will each be taught once during
the academic year.
Department Measurable Strategy
Institute a voluntary classroom
observation program within the division
Performance Indicators
Documentation of the number
of the classes observed within the year
Assessment Results
Four observations were
conducted by instructors. The
instructors who participated felt that
watching another
instructor from any discipline inspired
ideas for their own classes.
Changes Based on
Assessment Outcomes
Award professional
development hours for completed
observations.
Strategy(ies) for the Future
Encourage instructors to
conduct observations as part of their planned professional
development.
Department Measurable Strategy
Explore methods of promoting student achievement in fine arts by
examining implementation of different display systems on campus
Performance Indicators
Number of proposals received from the art faculty on
methods of campus-wide display of student art work
Assessment Results
Meetings were held with art instructors and
several ideas for display systems were
discussed. Two proposals were examined for
implementation. One proposal for a hanging
system will be reevaluated in the next academic year for cost
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Consider additional display systems and locations in the
next academic year.
and practicality. The
second proposal for a
display case for Building G has been implemented at no cost
to the College. Student art work and
information regarding classes can be seen in the case.
Department Measurable Strategy
Evaluate current assessments,
learning outcomes, and course requirements for possible revision
of master syllabus for ENGL102
Performance Indicators
Number of assessments,
outcomes, and requirements reviewed and any revision of
master syllabus
Assessment Results
Nine research paper
assessments, four learning outcomes, and
one course requirement for ENGL 102 were
reviewed for possible
changes in the master syllabus. Instructors of
this course are using
the research paper to assist their students in
achieving the learning outcomes which are comparable to other
courses in other higher education facilities.
The course requirement to pass the research paper with a “C” or
better to pass the course has been
discussed among the faculty.
Changes Based on
Assessment Outcomes
None. At this time,
the majority of the faculty believes that
the research paper requirement is a valid measurement
of the student’s achievement in the
course.
Strategy(ies) for the Future
Form an ad-hoc committee of
full-time English instructors to discuss strategies to improve
overall success rates for ENGL 102.
Department Measurable Strategy
Provide professional development workshops, both on and off campus
Performance Indicators
Documentation of professional development
workshops attended by Liberal Arts Division faculty and staff
Assessment Results
Faculty and staff attended professional
development workshops throughout
the year, including
“Canvas: Tips and Tricks” which was held within the division.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Promote professional development opportunities for
faculty and staff.
Department Measurable Strategy
Develop a method for online
students to access Writing Lab services through Canvas
Performance Indicators
Number of essays submitted
for review by online students
Assessment Results
An online component
to the Writing Lab went live in February 2016. Eleven different
instructors provided feedback on 122
submitted essays.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Encourage faculty in other
disciplines to provide information on this service to
their students.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Priorities for the coming academic year:1. Investigate grant possibilities for division projects.
2. Explore innovative class offerings through partnerships with other divisions. 3. Promote the arts on campus, including partnering with other divisions across campus to display student work in the Donna Service Art Gallery. 4. Provide professional development opportunities, both on and off campus.
5. Expand night course offerings to provide additional scheduling options for students.6. Institute an efficient electronic advising system within the division.
7. Increase the educational resources available for students on the Writing Lab website.8. Develop strategies designed to improve overall success rate for ENGL 102.
Division of Science, Nursing, and Allied Health
Division of Academic Affairs
DIVISION SUMMARY
During the 2015-2016 academic year, the faculty and staff of the Division of Science, Nursing and Allied Health (SNAH) contributed to the
continued growth and success of Bossier Parish Community College (BPCC). The Division offered course sections in the disciplines of allied health, biology, chemistry, emergency medicine, medical office specialist, microbiology, nursing occupational therapy assisting, physical therapy assistant, pharmacy technician, physical science, physics, respiratory therapy and surgical technology. A record number of students, 376, earned
associate degrees and certificates in programs offered by the Division. Ginger Covington joined the Division as a nursing instructor and Allison Nutt was hired as the clinical coordinator and instructor of paramedic. In January 2016, Rachel Basco accepted a position in the BPCC Educational
Technology Division as the Training Coordinator. At the end of the academic year, Terri Mundy, Tom Carson, and Bob Boykin retired after many years of excellent service to the academic program at BPCC. Beth Gleason and Amy Williams resigned their positions due to relocation of their families. Marilyn Persley earned a Bachelor’s degree in Allied Health from Northwestern State University and Cherish Henderson earned a
Master’s degree of Health Administration from LSU Shreveport. Dr. Addie Dickson received the League of Innovation award for excellence in teaching. Deana Elliott, SNAH Student Success Coordinator, earned certification as a “Purpose and Vision Navigator”. Kelly Brandon, Dr. Leif
Sherry, and Dr. Dee Ann Staats were promoted to the rank of assistant professor. Dr. Stephenie Nix was promoted to associate professor and Judith Coston and Ken Franks were promoted to full professor. Dr. Leif Sherry served the college as the Faculty Senate President.The faculty and staff were actively involved in community and institutional service and professional development activities. The Division
conducted tours and informational meetings for community and high school groups. The SNAH division partnered with Louisiana Area Health Education Center (AHEC) to offer the M.A.S.H. program, which provided 15 high school students with the opportunity to earn college science
credit and participate in college level science lab experiences. The Division also offered AHEC Day, providing tours, lab activities and science information to 112 area high school students. The faculty mentored numerous students with the development of science fair projects, participated in support of local charity and service organizations, judged area science fairs and participated in numerous other community service events. The
faculty and staff completed over 907 hours of professional development workshops and attended state, local, and national conferences.The Region I Science and Engineering Fair 2016, hosted by BPCC, was held on March 3rd - 5th at the Bossier Civic Center. Approximately three hundred fifty students, from grades 4 through 12, representing Caddo, Bossier, Red River, Desoto and Webster parishes, competed in twenty
categories for the opportunity to attend the state and international fairs. The top three winners of the Region I Science and Engineering Fair entered the International Science and Engineering Fair (ISEF) held in Phoenix, Arizona. BPCC faculty members, Bob Boykin, Tom Carson, and Dr. Addie
Dickson also participated at ISEF as category and grand awards judges and display and safety committee members.
During 2015- 2016, the SNAH Student Success Coordinator, Deana Elliott, developed and offered a new student orientation workshop for nursing and allied health students. Additionally, she presented three workshops and one, three-part workshop series for students on topics including job
readiness, self-management and academic success. She presented four professional development workshops for faculty and staff on student success topics including engaging students, dealing with underprepared students, self-management and self-efficiency. She attended all clinical program orientations to inform students of available resources and services and developed and presented numerous in-class workshops based on faculty
requests.Tara Breeland-Southam, Science Curriculum Coordinator, completed a comprehensive review of the General Science and Louisiana Transfer-
Biological Science and Louisiana Transfer -Physical Science degree programs. Assessment data was utilized to identify program strengths and weaknesses and develop strategies for future development of the programs. The program review process indicated that the Associate of Science in General Science and the Associate of Science Louisiana Transfer degrees meet the program goals to prepare graduates for transfer to colleges and
universities for continued education in science, nursing and allied health fields. Sixty-four students earned an Associate of Science degree in General Science and 2 students earned the Louisiana Transfer degree in Science (ASLT).The Occupational Therapy Assistant program graduated 19 occupational therapy assistants and admitted a new clinical class of 20 during the 2015-
16 academic year. Program performance as measured by the National Board for Certification in Occupational Therapy examination indicated a 100% pass rate. The OTA program retention and graduates rates continued to be consistently high with an average of 90% for the past three years.
The program successfully completed the reaccreditation process and received a seven year accreditation through the Accreditation Council on Occupational Therapy Education (ACOTE). The program consistently pursued relationships with area employers, consumers of occupational therapy services and other allied health program through community service, occupational therapy promotion events, providing continuing education
and opportunities for inter and intra-disciplinary relationships through assignments and projects. Data obtained from the 2014 graduate survey revealed that students “strongly agree” that the program curriculum and fieldwork components prepared them for entry level practice as an
occupational therapy assistant (OTA). Employer surveys indicated that 100% of employers of 2014 graduates were “satisfied” or “very satisfied” with BPCC OTA program graduates. Student Exit Survey data available for the 2015 class indicated 100% satisfaction with the program and fieldwork placement. Comprehensive evaluation measures conclude that the program successfully fulfills its mission to “provide students with the
academic instruction and support services necessary to earn an Associate of Applied Science degree in Occupational Therapy Assistant and graduates well-qualified occupational therapy assistants committed to serving the needs of the regional occupational therapy community and
strengthening the local economy.”The BPCC Physical Therapist Assistant program graduated 18 students in the summer 2015. All 18 of the graduates passed the NPTE licensure examination on their first attempt and obtained employment as licensed Physical Therapist Assistants (PTAs). On the NPTE examination, BPCC
graduates scored above the national average in 7 of 8 test categories. Employer survey data reflects that BPCC PTA graduates are extremely knowledgeable, skilled and professional with 100% of employers reporting that they are “satisfied” or “very satisfied” with program quality. A review of PTA Program Learning Outcome data indicated that the PTA program successfully fulfills its mission to “provide an accredited program
of instruction in Northwest Louisiana and the surrounding area for students who desire to pursue education in physical therapy at the associate degree level and to serve the needs of the regional physical therapy community through graduating of well-qualified physical therapist assistants to
work under the direction of physical therapist in a variety of clinical environments.”The BPCC Respiratory Therapy program continues to serve as an integral, valued component of the Division of Science, Nursing and Allied Health. In May 2015, eighteen students earned the Associate of Applied Science in Respiratory Therapy. One hundred percent of the 2015 program
graduates passed the national certification exam to become Certified Respiratory Therapists (CRTs), many of whom have gone on to procure the
advanced Registered Respiratory Therapy (RRT) credential. While retention and graduates rates are consistently good, job placement was near 100% for the class of 2015 within 30 days of graduation. The Committee on Accreditation for Respiratory Care (CoARC) annual report was
completed and accepted. A comprehensive program review of the Respiratory Therapy program was completed. Faculty evaluations, the RT program exit survey, the BPCC Exit survey and other assessment data, indicated a high level of student satisfaction with program instruction, resources and curriculum. The BPCC Respiratory Therapy program continues the consortium partnership with Louisiana State University Health
Science Center and upholds its reputation for excellence exemplified by the ongoing workforce demand for program graduates.In December 2015, the BPCC Associate degree in Nursing program graduated their sixth class, with a total of 33 students earning their Associate of
Science Degree in Nursing. In May 2016, an additional 18 students graduated. Pass rates on the National Council Licensure Exam for Registered Nurses (NCLEX) exceeded both the national and state average; with a pass rate of 90.5% for spring 2015 graduates and 95.8% for fall 2015 graduates. All program graduates, seeking employment, had secured jobs within six months of graduation.
The Medical Assistant program experienced a 13% increase in clinical admissions. Even though the increase is not as large as the previous years’ increase, the program with its 17 admissions for the year is nearing total capacity which is 20 admissions per year. Program retention and graduation rates is currently 100%, with 10 students receiving the associate degree in Medical Assistant and 14 receiving the Technical Diploma, during 2015-
2016. The Certified Medical Assistant, AAMA exam pass rate for academic year 2015-16 was 86%. The Annual Report for Continued Accreditation with submitted and the data demonstrated compliance for the retention, job placement, graduation, and employer survey thresholds. The program is
meeting its mission to provide quality education in medical office entry-level clinical, administrative and professional skills.During 2015-16, enrollment in the phlebotomy clinical program was 19 students. Retention and graduation rates continued to be 100%. For fall 2015, the national certification exam pass rate was 100%. Seventy-three percent of graduates were employed within six months of graduation with
one student continuing her education. Employers expressed a high level of satisfaction with program graduates on the employer survey.Clinical enrollment in the Surgical Technology program for 2015-16 was at capacity with 16 students, 81% of whom successfully completed the
clinical program. In May 2016, twelve students earned the technical diploma in Surgical Technology. The ARC/STSA annual report was submitted and accepted, with all thresholds met. Eighty-three percent of program graduates successfully completed the national certification exam on the first attempt to earn the credential of Certified Surgical Technician. Employment of 2015 program graduates remained 100% for the second consecutive
year.In July 2015, the Pharmacy Technician Accreditation Commission Board of Directors granted the BPCC Pharmacy Technician program
ASHP/ACPE reaccreditation. During 2015-2016, 21 students earned the associate of applied science and 25 earned the certificate of technical studies in Pharmacy Technician. Graduate pass rates on the Pharmacy Technician Certification Exam (PTCE) remained high at 81% compared to the national average of 56%.
Clinical enrollment in the Paramedic program for 2015-2016 was a record 43 students, including employees from several EMS agencies. To meet the needs of employers, the didactic component of the paramedic program was offered at the Shreveport Fire Department Training Academy and by compressed video to the DeSoto Parish Training Center. In November 2015, the Committee on Accreditation of Educational Programs for the
Emergency Medical Services Profession (CoAEMSP) reaccredited the paramedic program. The program faculty in cooperation with the Louisiana Bureau of EMS offered psychomotor testing for completers of BPCC and other regional paramedic and EMT programs. Sixty-five students
successfully completed the EMT program, 14 students earned an Associate of Applied Science and 19 earned the Certificate of Technical Studies in Paramedic. A comprehensive review of the Paramedic and EMT programs was completed. Based on analysis of outcome data, program strengths and weaknesses and future strategies for the program were identified. The program review process concluded that the program is successfully
meeting the goal of to “prepare competent entry-level paramedics in the cognitive, psychomotor, and affective domain, who meet state and national
STRATEGIC PLANNING
expectations within the profession.”Clinical enrollment in the Medical Office Specialist program for 2015-16 was 14. Fourteen students earned the technical diploma in Medical Office
Specialist; with 9 completing the medical billing and reimbursement concentration and 14 completing the medical coding concentration.
Department Measurable Strategy
Support faculty and staff
participation in professional growth activities.
Performance Indicators
100% of faculty will obtain
their professional growth goals.
Assessment Results
Ninety-four percent of
SNAH division faculty met all professional developmeemt goals,
as identified on Professional Growth plans.
Changes Based on
Assessment Outcomes
Integrate knowledge
obtained through participation in professional
development for the improvement of the SNAH division and
to better serve the students.
Strategy(ies) for the Future
Provide opportunities and
resources to support participation of faculty and staff in professional
development activities.
Department Measurable Strategy
Pursue reaccreditation of all eligible programs
Performance Indicators
Accreditation Comission for Education in Nursing
(ACOTE) reaccreditation of the OTA program. Submit the self-study report of the
Nursing program to Accreditation (ACEN.) Submit the self-study report
of the Medical Assistant program to American
Association of Medical Assistants (AAMA.)
Assessment Results
Reaccreditation of the OTA program was
granted by the Accreditation Council on Occupational
Therapy Education (ACOTE) for 7 years.
A self-study of the Medical Assistant
program was submitted to the AAMA in June 2016. An onsite visit is
scheduled for fall 2016.
Preparation of the Nursing program self-study is ongoing. The
Changes Based on
Assessment Outcomes
Suggestions and improvement
strategies identified during the self-study process and onsite
visit by ACOTE were implemented resulting in
attainment of the 100% compliance
with all accreditation standards.
Strategy(ies) for the Future
Engage in continuous review of all accredited programs to
ensure ongoing compliance with accreditation standards and maintenance of full
accreditation status.
onsite accreditation visit is scheduled for
October 2016.
Department Measurable Strategy
Complete comprehensive program reviews of identified programs.
Performance Indicators
Completed program reviews of the Respiratory Therapy,
Paramedic, and General Science degree programs.
Assessment Results
Program reviews of the Respiratory Therapy,
Paramedic, and General Science degree
programs were completed.
Changes Based on
Assessment Outcomes
Analysis of program outcome data was
utilized to identify program strengths
and weaknesses and to develop future program
improvement strategies.
Strategy(ies) for the Future
Implement improvement strategies identified during the
program review process.
Department Measurable Strategy
Pursue external funding for enhancement of programs and services.
Performance Indicators
Submission of at least two grant applications
Assessment Results
Ten BPCC student technology grants were submitted, funded and
implemented.
Three Board of Regents
grants were submitted.
Participated in the submission of the Carl Perkins grant
Changes Based on
Assessment Outcomes
Utilize equipment and supplies obtained through
grant funding.
Strategy(ies) for the Future
Pursue external funding for the purchase of equipment, funding of professional
development for faculty and staff, and student scholarships.
PRIORITIES FOR THE COMING ACADEMIC YEAR
1. Submit documentation of compliance with all standards to maintain accreditation of all eligible programs.
2. Provide opportunities for faculty and staff participation in professional development opportunities. 3. Implement strategies to improve student support services and instructional strategies to improve student program and course completion rates.
4. Utilize results of program reviews to improve program outcomes. 5. Engage in community service activities to promote the mission of the Science, Nursing, and Allied Health Division.
Division of Technology, Engineering, and Mathematics
Division of Academic Affairs
DIVISION SUMMARY
Academic Year 2015-2016 was filled with notable achievements for the Division of Technology, Engineering, and Mathematics (TEM) with a
number of ongoing projects receiving recognition this year.
Open Campus
The success of Open Campus was acknowledged during 2016. Michelle Barnickel and Stacey Black are members of the team that presented at the Community Colleges Futures Assembly in Orlando, Florida, and were named members of the team for the Innovation of the Year Award 2016. Both
of these math instructors are in the process of building out new, mobile-friendly Open Campus versions of Math 098 (Barnickel) and Math 099 (Black) through the support of the First in the World grant.
Trade Adjustment Assistance Community College and Career Training Grant Program (TAACCCT) Outcomes StudyBPCC has been selected for inclusion in the TAACCCT Outcomes Study because of the quality and quantity of work performed in TAACCCT
Rounds 2, 3, and 4. Although the contribution of each individual round is significant, the collective impact is remarkable. Over the next few years the TAACCCT teams, TEM team, and BPCC teams will provide information to a third party evaluator as they conduct this study.
Trade Adjustment Assistance Community College and Career Training Grant Program (TAACCCT) - Round 2 (R2)TAACCCT - R2 ($14.7 million) ended programmatic work in March and will continue to collect and report data until close of the grant (September
2016). In January, TAACCCT-R2 experienced on onsite evaluation by their Federal Project Officer. The monitoring report noted for all members of the consortia that the Student Navigator impacted students by providing resources and clarity while completing their programs of study. The report also commented positively on the number of tools created to engage local businesses and address student and employer needs. In February, an onsite
visit was performed by the Urban Institute, third party evaluator.
Trade Adjustment Assistance Community College and Career Training Grant Program (TAACCCT) - Round 3 (R3)
TAACCCT- R3 ($3.5 million) was notified in September that it will be extended until September 30, 2017. In October, Social Policy Research, third party evaluator, performed an onsite visit. TAACCCT-R3 has positively impacted students and has influenced academics. In July, an articulation
agreement with Northwestern State University was signed allowing seven credit hours to be awarded to students who earned the C4M credential at
BPCC when transferring coursework into the Bachelor of Science in Engineering Technology program. In addition, the grant encouraged the development of a third concentration of the Associate of Applied Science in Industrial Technology (Advanced Manufacturing and Mechatronics).
The TAACCCT-R3 team successfully partnered with the workforce investment boards and industry partners to provide a number of non-credit Industrial Readiness Training (IRT) classes. This innovative work inspired Jean Simpson, a local temporary employment agency, to voluntarily fund a LED billboard advertisement of the IRT classes on one of the busiest streets in Shreveport, Louisiana (Youree Drive). The year to date metrics of
this project are optimistic: number of participants is 361, number of completers is 172, number of students who are newly employed is 47, number retained employed is 93, and number who have experienced a wage increase is 28.
Trade Adjustment Assistance Community College and Career Training Grant Program (TAACCCT) - Round 4 (R4)TAACCCT- R4 ($2.5 million) experienced two onsite visits by the third party evaluator Thomas P. Miller and Associates (September and October).
TAACCCT-R4 met with the Federal Project Officer onsite in January for a discussion of best practices. TAACCCT-R4 has held four non-credit welding courses with two of those held exclusively for veterans or active-duty military members. These courses powered momentum in the welding community providing an opportunity for BPCC to host an American Welding Society chapter meeting that served the northern portion of Louisiana
and eastern portion of Texas. TAACCCT-R4 coordinated a meeting with key members of the Louisiana Workforce Commission, and the State Office of Apprenticeship that has advanced the work to establish BPCC as a state recognized apprenticeship site. An agreement with Northwestern
University that will allow Army ROTC Pilot Officer program students to begin their academic career at BPCC was signed 6/16/2016. CSRA/LED Cooperative Education Agreement
TEM was awarded $2.5 million in 2014 to be distributed over ten years for the work that has been completed and for work that will continue through the Cooperative Education Agreement (CEA) with CSRA (previously Computer Science Corporation) and Louisiana Economic
Development (LED). The CEA with CSRA/LED prompted dramatic programmatic improvements in the Associate of Applied Science in Computer Information Systems (CIS) program which will be reflected in the 2016-2017 general catalog. Improvements to the Associate of Applied Science in Cyber Technology in Network Security and Programmer Analyst programs will also be reflected in the 2016-2017 general catalog. Through this
partnership two Technical Competency Areas (TCA) have been developed and are pending review: 1) TCA in Computer Repair and 2) TCA in Help Desk. The partnership with CSRA has and will continue to directly benefit BPCC graduates by providing increased internship and employment
opportunities. BPCC has one of the highest placement rates of all Louisiana higher education partners at CSRA. To date four BPCC students have been accepted as paid interns and sixteen graduates have been employed by CSRA. The funding further strengthens the CIS and Cyber programs by providing professional development opportunities. The support of the CSRA/LED CEA has also resulted in six faculty and staff have receiving
CISCO CCNA level I training.
Rapid Response Award
TEM was awarded a total of $1 million in Rapid Response funding to develop and/or support projects in the areas of non-destructive testing ($386,667) , advanced welding ($281,667), and the expansion of cyber education online ($331,667). These funds have been utilized in a number of
ways to provide or improve educational opportunities. It has improved institutional infrastructure for internet capacity/speed which is necessary to accommodate increased internet traffic. It has allowed for the purchase of a Canvas Catalog which is an electronic platform or environment in which content can be housed and deployed asynchronously. The improvement to infrastructure and availability of a robust platform has provided TEM
another opportunity to serve business partners and the community in a unique way. TEM has partnered with Perceptive Intelligence and CSRA to
develop content for distribution through this platform. In the spring semester, over sixty members of Louisiana law enforcement agencies received onsite training in phase 1 of the Perceptive Intelligence project and numbers served will continue to rise over the summer semester as the project
transitions into phase 2. Nearly one hundred cyber, industry-based certification exams will be attempted by CSRA employees after participating in summer boot camp-style training provided by the Rapid Response grant.
Donations, Grant Awards, and ScholarshipsThe National Science Foundation awarded funding to TEM through the Cyber Security Education Consortium (CSEC) in the amount of $13,500.
These funds were used to support professional development of faculty, lab enhancement, Access Data partnership, and publication costs. JP Morgan Chase sub award provided $2600 to support professional development and outreach initiatives. The Shell Exploration Legacy Donation of $35,000 supported best practice collaboration and energy camps.
Through close relationships developed with community and business leaders a number of private donations have been made to support project initiatives and student scholarships. The Manufacturing Manager's Council in honor of Gary Kennedy will provide a $1000 scholarship annually.
Valveworks USA donated $1000, Omni Specialty Packaging gave $500, and North American Railway Services donated $250 to support employment partnering initiatives. CenterPoint Energy provided $500 to further the efforts of the Shell Energy Camp budget ($10,000).
TEM is actively involved in providing scholarship opportunities for students. In November 2015, TEM received $20,000 from the Manufacturing Institute to provide scholarships to veteran and military students. In January 2016, TEM applied for two Board of Regents Endowed Workforce
Scholarships ($20,000 for the Associate of Applied Science in Computer Information Systems and $20,000 for the Associate of Applied Science in Cyber Technology). Through the Red Ball Oxygen Scholarship fund TEM distributed $25,000 in scholarships and through the Annie Lowe Stiles -
Advanced Manufacturing and Welding Scholarship awarded $34,000 in scholarships.
In the spring TEM was awarded $31,424 through the Bossier Parish Community College Student Technology Fee grant to support replacing of
outdated computers, monitors, and printer for the classroom, G320.
Partnerships and CollaborationsVarious grants and workforce initiatives have provided TEM multiple opportunities to collaborate with businesses and academic institutions.
5/28/2015 BPCC Team meeting with CSRA to discussion development of a cyber apprenticeship program6/4/2015 TEM Team meeting with Louisiana Economic Development (LED) to discuss Certification for Manufacturing (C4M)6/11/2015 CSRA team meeting and TEM team meeting with new Chancellor, Dr. Rick Bateman
6/15/2015 TEM team meeting with Louisiana Economic Development (LED) to discuss program expansion6/22/2015 TEM team meeting with Capt. Bee Bee to explore possibilities of an articulation agreement for an ROTC program
7/1/2015 Spring cyber internship planning meeting- BPCC project director and CSRA University Liaison 7/6/2016 TEM team meets with North Louisiana Economic Partnership representatives7/13/2015 TEM team meets with Bossier Technical School team to discuss possible course offerings
7/16/2015 TEM team meets with CSRA leadership to discuss progression of CEA
9/3/2015 TEM team meets with BPCC executive team and Tom Downs to explore possibility of BPCC becoming a Shale Center of Excellence9/16/2015 Conference call with TEM team, CSRA team, and VMware to discuss possibility of integrating VMmware elements into BPCC
cyber curriculum9/23/2015 TEM team meets with BPCC executive team and Tom Downs to follow up on possibility of BPCC becoming a Shale Center of Excellence
9/30/2015 TEM team meets with Alberta Greene of North Louisiana Economic Partners to establish relationship in cyber10/2/2015 Conference call with TEM team and VMWare to follow up on integration of VMWare elements into BPCC cyber curriculum
10/6/2015-10/8/2015 Spring Internship Interviews conducted interviews with TEM team, CSRA, and other local information technology (IT) companies for cyber students10/21/2015 Oil and Gas Production Technology Advisory Board meeting attended by Calumet
10/22/2015 TEM team meets with Louisiana Technical College team to establish welding pathways10/23/2015 Industrial Technology Program Advisory Board meeting attended by AEP Swepco, Libby Glass, Graybar, Martin Resources, Frymaster, Omni, LED FastStart, North Louisiana Economic Partnership, Northwestern University, Bossier Parish Schools, and Jett
Business Systems10/29/2015 TEM team meets with Arc Flash to provide program information and answer questions
11/2/2015 TEM leadership meets with G.B. Cazes to discuss possible opportunities to collaborate11/4/2015 Construction Technology and Management Advisory Board meeting attended by United States Army Corps of Engineers, Favalora Construction, Fire Tech, Boggs and Poole, and American General Contractors - Shreveport Chapter
11/10/2015 BPCC Project Director met with CSC University Liaison to plan for 2016 events11/11/2015 Cyber and CIS Resume Café Workshop - BPCC coordinated event were CSRA, HR professionals, and BPCC team provided
suggestions on student resumes11/18/2015 Northwest Louisiana Information Session - CSRA representatives provided students specific information about CSRA and employment opportunities
11/19/2015 TEM team mentors students at Junior Achievement Luncheon11/20/2015 TEM team meets with Northwestern State University Army ROTC team to establish an articulation agreement or MOU
12/10/2015 Speed Interviews - BPCC coordinated event during which local manufacturing companies interview graduating Industrial Technology and C4M students12/15/2015 TEM leadership meets with Louisiana Safety Group to present program information and answer questions
12/18/2015 TEM team meets with Dianne Clark to discuss welding pathways1/8/2016 Spring planning meeting with BPCC Project Director and CSRA University Liaison1/26/2016 TEM leadership provides a tour of building L to visiting vice chancellors of workforce
2/22/2016 TEM leadership meets with Alberta Green and LED to discuss strategies to recruit of cyber companies2/23/2016 TEM team meets with Urban Institute and BPCC's Executive Team as part of TAACCCT round 2 evaluation
2/24/2016 Meeting with Urban Institute to discuss progress of TAACCCT-R2 grant. Department of Labor Grant Third Party Evaluator met with TEM team and employer partners like CSRA.3/1/2016 TEM team attends Bossier Parish School for Technology and Innovative Learning advisory board meetings
3/2/2016 TEM team attends Louisiana Chemical Industry Alliance meeting to network with industry partners and respond to program questions
3/16/2016 BPCC project director met with BPCC team and CSRA to plan webpage and intake process3/18/2016 BPCC project director met with CSRA to plan special CSRA Certification Training Sessions and intake process
3/18/2016 CIS/Cyber Advisory Board meeting- Attended by representatives from Bossier Parish Schools, MFN Creative, Allegiance, North Louisiana Economic Partnership, and BPCC3/22/2016 TEM team provides tour of Building L to 180 Desoto High School students
4/3/2016 Mock Cyber Interviews - BPCC coordinated event where local companies like CSRA participated in interviewing graduating students
4/4/2016 Prayer Breakfast in Honor of National Welding Month - BPCC coordinated event attended by representatives from Red Ball Oxygen, First Baptist Bossier, Louisiana Workforce Commission, and BPCC4/6/2016 TEM team in partnership with Northwest Louisiana Junior Achievement provides a tour of building L to 25 eight grade students from
Lakeside Middle School 4/11/2016 TEM team meets with Dr. Neil Crews, LA Tech, to discuss how Industrial Technology students can fill the employment gap4/13/2016 TEM team meets with Praxair representative to determine how we may continue to collaborate on future projects to support welding
education4/15/2016 TEM team provides a tour of building L to 50 students from Carver Elementary School
4/15/2016 Engineering Advisory Board meeting attended by representatives from Burk-Kleinpeter, EJES, Caddo School Board, Bossier School Board, Civil Design Group, Louisiana Tech, University of Louisiana at Lafayette, Caddo Levee District, LSU Health Sciences Shreveport, City of Shreveport, UOP Honeywell, Louisiana State University A & M, City of Bossier, and AEP Swepco
4/18/2016 TEM team provides a tour of building L to Castor High School Students4/19/2016 TEM leadership meets with Perceptive Intelligence team to determine possibilities for collaboration
4/19/2016 Interviewing and Resume Workshop - BPCC coordinated event where CSRA performed mock interviews for graduating cyber students4/20/2016 TEM team provides a tour of building L to 100 sixth grade students
4/20/2016 TEM team meets with Perceptive Intelligence team to discuss onsite training possibilities4/25/2016 TEM leadership meets with Greenlee Tools/Textron to present program information and respond to questions
4/28/2016 - 4/29-2016 TEM team assists Perceptive Intelligence with onsite training and records sessions for curriculum development5/5/2016 Graduate Career Fair - BPCC coordinated event where local companies like CSRA attended to meet graduating students5/16/2016-8/4/2016 Summer Certification Training for CSRA Employees - Project was supported by CSRA/LED CEA and Rapid Response
funding to provide specialized certification training. Number of incumbent employees enrolled and corresponding areas of training are 25 Network +, 15 CISSP, 31 ITIL, and 32 Security +.5/18/2016 CSRA Executive Summit meeting - BPCC team met with CSRA leadership, NSU leadership, and La Tech leadership to discuss
work accomplished and future goals5/24/2016 TEM team met with William Hammontree and the Veteran's Employment Council to present program information, provide a tour of
building L, and respond to questions5/25/2016 BPCC team discussed with the leadership of LED FastStart and the C4M program the plans to expand C4M to workforce5/26/2016 TEM team hosted an American Welding Society meeting in building L serving as a central location for northwest Louisiana.
STRATEGIC PLANNING
Articulation AgreementsSeveral articulation agreements were signed this year which will allow students completing TEM programs to continue their education at a four-year
university. BPCC - Associate of Applied Science NSU - BaccalaureateIndustrial Technology (Automation and Controls Concentration) Electronics Engineering Technology (Electronics Concentration)
Industrial Technology (Engineering Graphics) Industrial Engineering TechnologyOil and Gas Production Technology Industrial Engineering Technology
BPCC- Associate of Applied Science Capitol Technology University - BaccalaureateCyber Technology in Network Security Cyber and Information Security
BPCC- Associate of Science Louisiana State University and A & M College- BaccalaureateEngineering Biological Engineering
Engineering Chemical EngineeringEngineering Civil Engineering
Engineering Computer EngineeringEngineering Environmental EngineeringEngineering Electrical Engineering
Engineering Mechanical EngineeringEngineering Industrial Engineering
Engineering Petroleum Engineering
BPCC- Certification for Manufacturing (C4M) NSU- transfer award of 7 (seven) credit hours
Department Measurable Strategy
Pursue reaccreditation of all
eligible programs.
Performance Indicators
Association of Technology,
Management, and Applied Engineering(ATMAE) accreditation of all reviewed
programs.
Assessment Results
ATMAE accreditation
was earned (with a report due in two years) for the following TEM
programs:a) Associate of Applied
Science - Computer Information Systemsb) Associate of Applied
Science - Construction
Changes Based on
Assessment Outcomes
Continue following
ATMAE standards and collect data in preparation of two
year report.
Strategy(ies) for the Future
Continue following ATMAE
standards and collect data in preparation of two year report.
Technology and Management
c) Associate of Applied Science - Network Security
d) Associate of Applied Science - Programmer
Analyste) Associate of Applied Science - Industrial
Technology - Automation and Controls
f) Associate of Applied Science - Industrial
Technology - Engineering Graphicsg) Associate of Applied
Science - Oil and Gas Production Technology
Department Measurable Strategy
Analyzing specific course and program learning outcomes.
Performance Indicators
1. Learning outcome data collected and assessed.
2. Program outcome data collected and assessed.
Assessment Results
1. Learning outcome data was collected and
assessed at the close of each semester or cycle.2. Program learning
outcomes and assessments require
additional revision for some programs. Program outcome data
was collected and reported in the program
review for the Associate of Applied Science in Industrial
Changes Based on
Assessment Outcomes
1. Course and curricular
adjustments were implemented in the AAS in CIS, AAS in
Cyber Technology - Network Security,
and AAS in Cyber Technology - Programmer Analyst
programs. 2. Course and
curricular adjustments were implemented in the
Strategy(ies) for the Future
1. Conduct additional meetings with program faculty
and advisory board members to ensure learning outcomes are measuring competencies
relevant to the program and industry.
2. Conduct additional meetings with program faculty and advisory board members
to ensure program learning outcomes are measuring
competencies relevant to program and industry.
Technology. Program outcome data is being
collected and will be reported in the program review for the
Associate of Applied Science in Cyber
Technology.
AAS in CIS, AAS in Cyber Technology -
Network Security, and AAS in Cyber Technology -
Programmer Analyst programs.
Department Measurable Strategy
The Division of Technology,
Engineering, and Mathematics will maximize personnel, fiscal, and physical resources by leveraging
grant funding to provide employees professional development activites.
Performance Indicators
Number of professional
development activites attended by TEM employees.
Assessment Results
BPCC- 1) Introduction
to Xenegrade, 2)Introduction to Civitas, 3) Canvas
training, 4) Hotel Planner, 5)
Appreciative Advising, 6) SACSCOC 101 Workshop, 7)
MyBPCC Module Makeover, 8) Jody
Miller: Living Your Passion, 9)Using Photoshop as a
Creative Learning Tool, 10) Stephen Chew, 11) John
Roueche, 12) Financial Aid, 13) Understanding
a First-Generation Student's Experience, 14) Domestic Violence,
15) Windows 10, 16) Appreciative Advising,
17) Women's History Month Roundtable Discussions, 18)
Changes Based on
Assessment Outcomes
No changes
Strategy(ies) for the Future
Continue to leverage grant
funding to optimize professional development opportunities for faculty and
staff
Canvas 201, 19) Promotion: How the
Application Process Works, 20) FERPA and Faculty Rights in the
Classroom, 21) Welcome to MyBPCC!
Now What?, 22) Managing Disruptive Behavior in the
Classroom, 23) Title IX for Employees, 24) Advising 101:
Advising Refresher, 25) Travel Card
Certification for Cardholders, 26) Basic Presentation Skills to
Engage Students and Get Your Message
Across, 27) Engaging Students from Day One, 28) What Should
an Effective Online Course Look Like, 29)
Defensive Driving, 30) Veterans and the Blue Form, 31) Unique
Challenges Veteran's Face, 32) Strategic Planning and Success,
33) Fall Be-back Brainstorming Session,
34) Issues Faculty Face in Meeting the Needs of Underprepared
Students
Cyber Security
Education Consortium (CSEC) - 1) 3Cs Community College
Cyber Summit, 2) Center of Academic
Excellence National Conference, 3) Colloquium for
Information System Security Education Mobile Forensics World
Southern Association
of Colleges and Schools Commission on Colleges- 1)
Substantive Change Workshop, 2) Summer
Institute, 3) Annual Meeting
Trade Adjustment Assistance Community
College and Career Training Grant Program - Round 2: 1)
CompTIA A+ Boot Camp, 2) CompTIA Network + Boot Camp,
3) CompTIA Security + Boot Camp, 4)
CompTIA Project + Training, 5) CompTIA Annual Conference, 6)
iBest Supporting
Quality Team Teaching, 7) Close out
of Round 2 Webinar, 8) Jobs for the Future Virtual Institute, 9)
CompTIA Healthcare IT
Trade Adjustment Assistance Community College and Career
Training Grant Program - Round 3:1) Xenegrade, 2)
HiTech, 3) Bridging the Gap: Consortium
for TAACCCT Curriculum, 4) National Council for
Workforce Education Conference, 5)National
Career Pathways Network Conference, 6)AACC Workforce
Development Conference
Trade Adjustment Assistance Community
College and Career Training Grant Program - Round 4:
1)National Council for Workforce Education,
2) FabTech, 3) National Career Pathways Network, 4)
American
Association of Community Colleges
Workforce Development Institute, 5) Petrochemical
Workforce Development, 6)
Petrochemical Engineering & Construction, 7) Using
Social Media for Job Search, 8) Make an Impact with Your
Human Resources, 9) Entrepreneurial
Acceleration Program, 10) Xenegrade, 11) Jumpstart, 12)
NACADA
CSRA/LED CEA:1) ITIL Training, 2) CISCO CCNA Level 1
Training
TEM: 1) ATMAE Conference, 2) LA Deaf Commission, 3)
ASCE Conference, 3) PEC Training
Other:1) LCTCS Annual
Conference, 2) Louisiana Code of Ethics for State
Employees, 3) Sexual
Harassment 2016, 4) AMATYC Conference,
5) LACUE conference, 6) Mathematical Association of America
Annual Meeting, 7) MEDIC First Aid
Authorization, 8) PEC Instructor Authorization, 9) ED
798, 10) ED 704, 11) PSYC 706, 12) AP CSP Higher Ed
Webinar, 13) Cengage Conference, 14) MOS
Access 2013, 15) MOS PowerPoint 2013, 16) MOS Excel 2013, 17)
MOS Word 2013, 18) MOS Word Expert Part
1 & 2, 19) Adobe Photoshop Basics, 20) AFCEA ArkLaTex
Chapter General Membership Luncheon,
21) Computer Hacking Forensic Investigator Certification, 22) The
Human Firewall; Teaching Security Awareness, 23) The
New A+ 900 Series Webinar
Department Measurable Strategy
The Division of Technology, Engineering, and Mathematics will
Performance Indicators
Amount of equipment and technology purchased to
Assessment Results
$1.75 million (T4 and RR) + $9,524 (T2) +
Changes Based on
Assessment Outcomes
No changes
Strategy(ies) for the Future
Continue to leverage grant funding to optimize
enhance educational programs and services to maximize student
development and satisfaction through purchase of equipment and/or technology aligning with
employer expectations.
support TEM programs. $368,049 (T3) + $31,424 (Student Tech
Fee grant) =$2,158,997
programmatic operation
PRIORITIES FOR THE COMING ACADEMIC YEAR
Improving course and program learning outcomes during the coming academic year are priority. Faculty will be encouraged to review course
learning outcomes for program learning outcome alignment to ensure course relevance in the program.
Increasing communication within the division will be a focus for the upcoming year. Strategies to increase communication among TEM faculty and
staff will be developed and implemented.
Division of Division of Division of Division of Business AffairsBusiness AffairsBusiness AffairsBusiness Affairs
Executive Vice Chancellor for Business Affairs
Division of Business Affairs
DIVISION SUMMARY
STRATEGIC PLANNING
The 2015-16 fiscal year implemented an "Active Shooter Drill" on campus, began upgrades to the College's network infrastruture, and the
completion of a new parking lot with 400 additional spaces. Construction began on the new Nursing and Allied Health Building and is scheduled for completion by spring 2017. The Executive Vice Chancellor will continue to monitor the financial and business aspects of the College while overseeing seven departments within the College: Computer Services, Environmental Health and Safety, Finance, Human Resources, Physical Plant,
Purchasing, and Security.
Department Measurable Strategy
Begin construction of the 400 space parking lot.
Performance Indicators
Construction progress reports and documentation for 400
space parking lot construction begun
Assessment Results
Parking lot completed.
Changes Based on
Assessment Outcomes
New 400 space parking lot.
Strategy(ies) for the Future
Continue campus enchancement.
Department Measurable Strategy
Restructure the Business and
Finance Offices to increase efficiency and improve student services.
Performance Indicators
1. Restructured Business and
Finance Offices 2. Improvements in student
services
Assessment Results
Completed.
Changes Based on
Assessment Outcomes
Office restructed and
Student Services improved.
Strategy(ies) for the Future
Continue to improve student
and employee services.
Department Measurable Strategy
Provide a secure campus for faculty, staff and students.
Performance Indicators
1. Number of reported incidents
2. Documented scheduled
Assessment Results
No major incidents.
Changes Based on
Assessment Outcomes
Enchanced the security.
Strategy(ies) for the Future
Continue to improve campus security.
security patrols and/or mock exercises for monitoring and
securing the campus
Department Measurable Strategy
Begin construction of the STEM building with completion by Fall
2016 Semester.
Performance Indicators
Construction progress reports and documentation of STEM
building construction begun
Assessment Results
Construction began spring 2016.
Changes Based on
Assessment Outcomes
Construction to be completed by spring
2017.
Strategy(ies) for the Future
Continue to maintain construction process.
Department Measurable Strategy
Acquire property of 22.4 acres west
of campus.
Performance Indicators
Documentation of the
acquisition of 22.4 acres west of campus.
Assessment Results
In Capital Outlay
priority 5.
Changes Based on
Assessment Outcomes
Capital Outlay
priority 5.
Strategy(ies) for the Future
Move to priority 1 in order to
purchase.
Department Measurable Strategy
Provide professional development for faculty and staff.
Performance Indicators
Documentation of professional development workshops attended.
Assessment Results
All attended Staff Senate professional development.
Changes Based on
Assessment Outcomes
New information provided to staff.
Strategy(ies) for the Future
Continue professional developments.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Continue the work to acquire property west of campus.Continue construction east of campus on the Nursing and Allied Health Building.
Continue to provide and improve security measures on campus.Continue to improve student and employee services.
Campus Security
Division of Business Affairs
DIVISION SUMMARY
STRATEGIC PLANNING
The Department of Campus Security is responsible for the safety and security of all persons and property at BPCC. Campus Security is the primary
reactor in situations involving criminal acts, medical emergencies, student or civil disturbances, and all parking enforcement on campus. Campus Security is responsible for initiating investigations as situations warrant and maintaining incident reports and supporting documentation.
Security offers personal escorts to and from buildings or vehicles when requested.
Campus Security gathers all criminal incident reports from BPCC and local police agencies to complete the annual Jeanne Clery crime report to the Federal Government. All statistics involving pertinent crimes are listed on the BPCC website and in print form for interested persons to review. Also on our website, we list Crime Prevention Tips, both on and off campus.
There were no major incidents on campus this past year and our crime statistics are second to none in the Louisiana Community College System. We
judge our division effectiveness by the amount of crime on campus. Our proactive approach to criminal behavior prevents situations from escalating.
All BPCC police officers are commissioned by the State of Louisiana. Our division has a certified POST (Police Officer Standards and Training)
Training Officer. The division fulfills all POST in-service training requirements both in classroom instruction and firing range qualifications.
Department Measurable Strategy
Evaluate the Emergency
Notification System.
Performance Indicators
Documentation of
evacuations of the campus.
Assessment Results
The Emergency
Notification System "Cavs Alert" is used by
faculty, staff, and students for notifications of school
Changes Based on
Assessment Outcomes
Assessment
complete.
Strategy(ies) for the Future
Evaluate the Emergency
Notification System.
emergencies and closures.
Department Measurable Strategy
Evaluate effectiveness of police patrols.
Performance Indicators
1. Evaluation by Safety Committee
2. Crime Statistics3. Incident Reports4. Jeanne Cleary Act
Reporting Statistics 5. BPCC Report Card
6. Daily Activity Reports
Assessment Results
Annual statistics show our results and Daily
Activity Report from officers documents all police patrols.
Changes Based on
Assessment Outcomes
Assessment complete.
Strategy(ies) for the Future
Address safety concerns successfully and continue the
use of Daily Activity Reports.
Department Measurable Strategy
Provide campus-specific training to
officers.
Performance Indicators
Documentation of training
received by officers
Assessment Results
All officers working for
Bossier Parish Community College
are versed in police prodecures and applicable laws.
Changes Based on
Assessment Outcomes
Assessment complete.
Strategy(ies) for the Future
Documentation of training
received by officer.
PRIORITIES FOR THE COMING ACADEMIC YEAR
To maintain safe and secure campus for all personnel and students.
Computer Services Department
Division of Business Affairs
DIVISION SUMMARY
STRATEGIC PLANNING
The Computer Services Department continues to expand and improve its services to faculty, staff, and students by continuously upgrading BPCC's
computing environment and providing new features. The department is committed to support the mission of the college.
During the fiscal year, in addition to the Computer Services Department activities listed as Measurable Strategies, the Computer Services
Department administrative staff has continued to learn Banner for reporting procedures to accommodate needs of other campus departments and other reporting agencies. The department staff assists faculty, staff, and students with accessing the information required for their needs. Staff
assisted in planning, coordinating, and installing upgrade network equipment campus wide. The programmers have attended various training sessions regarding ERP specific programming tools and methods used to develop reports for various departments and other reporting entities. Our support and operation team resolved 1,900 work requests submitted through Service Desk. The Computer Services Department staff attended
numerous professional opportunities throughout the year. According to the Planning Council's 2015-2016 Report Card, 90% of faculty and staff who completed the survey, responded favorably to the services and knowledge of the department.
Department Measurable Strategy
Increase data bandwidth on the
campus network and internet circuit.
Performance Indicators
Faster access to computer
applications and content.
Assessment Results
Data speeds across the
network backbone have increased by a factor of ten.
Changes Based on
Assessment Outcomes
The reslults indicate
less congestion and faster access to data on the campus
servers. Classes utilizing computer
labs have benefitted from a faster startup time.
Strategy(ies) for the Future
Streamline the allocation of
network resources to support the mission of the College.
Department Measurable Strategy
Consolidate access to online help for students, faculty and staff
Performance Indicators
Comparison of the number of entry points of web traffic to
support pages to the previous year
Assessment Results
Added additional resources and updated
existing resources.
Changes Based on
Assessment Outcomes
Online self-help usage increased 70%.
Strategy(ies) for the Future
Continue to add/update resources to meet changing
needs.
Department Measurable Strategy
Participate in professional
development opportunities.
Performance Indicators
Number of professional
development opportunities in which the individuals participate
Assessment Results
Staff attended
Microsoft, Cisco, and Banner professional development.
Changes Based on
Assessment Outcomes
Staff is more
knowledgeable and better able to successfully perform
duties.
Strategy(ies) for the Future
Continue to participate in
professional development opportunities.
Department Measurable Strategy
Demonstrate accountability of
Computer Services Department through submission of internal
reports
Performance Indicators
1. BPCC report card
2. Webalizer online statistics3. ERP online audit reports
4. Service Desk reports
Assessment Results
1. According to BPCC
Report Card, 94% of respondents agreed that
Computer Services staf demonstrated a high level of knowledge and
91% agree that they know whom to contact
with technology questions or problems.2. Monitored results
3. Monitored results4. Monitored resuled
Changes Based on
Assessment Outcomes
1. Addressed any issues indentified on BPCC Report Card.
2. Addressed any issues identified from statistics report.
3. Addressed any issues identified
from audit reports.4. Addressed any issues identified
from Service Desk reports.
Strategy(ies) for the Future
1. Continue to strive for
improved ratings.2. Continue monitoring results
3. Continue monitoring results4. Continue monitoring results
PRIORITIES FOR THE COMING ACADEMIC YEAR
Computer Services will integrate the STEM building and remote sites into existing infrastructure.
Computer Services will plan server room and communication closet modifications to improve environment conditions.Computer Services will develop additional reports and applications to enable staff to self generate reports on demand.
Computer Services will assess all aspects of data security and privacy.
Environmental Health and Safety
Division of Business Affairs
DIVISION SUMMARY
STRATEGIC PLANNING
During the 2015-2016 school year, the Department of Environmental Health and Safety continued to develop electronic delivery of the various
required safety training classes. In addition to safety training, the mandated defensive driving course is offered to the employee's desktop to eliminate the need for face to face training. All inspections of elevators and life safety equipment by the State Fire Marshal were deemed satisfactory and the Office of Risk Management yearly audit was scored at 94.8% out of 100% providing the college with a significate rebate on the
price of insurance coverage. In addition to EHS duties, I also have responsibilities as Assistant Director of the Physical Plant. The duties are to assist Mr. St. Andre on any task assigned. Beyond the assigned duties I have the responsibility of serving as the liaison between Bossier Parish
Community College and Louisiana Economic Development and Bentler Steel Tube located in building L. Goals for the coming year are to increase the number of employees that receiving the quarterly training and to lower incidents of potential litigation.
Department Measurable Strategy
Increase number of successful deliveries of safety training via e-
mail.
Performance Indicators
Percentage of delivery receipts.
Assessment Results
Deliveries confirmed between 77% and
83%. Logged through return receipt and
verified by ORM auditor.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Continue current strategy
Department Measurable Strategy
Strengthen relationships with local
public safety agencies to define special assistance and the needs of
the institution.
Performance Indicators
Logged response times during
calls for assistance.
Assessment Results
Response time by
Bossier City Fire Department
consistently logged at
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Continue current strategy
between 2 and 4 minutes. Verified
through fire department response logs.
Department Measurable Strategy
Maintain compliance with the State Office of Risk Management.
Performance Indicators
Analysis of audit findings and necessary changes made to
assure compliance.
Assessment Results
Score of 94.8% achieved on annual
audit. A score of 75% is necessary for passing
the audit.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Continue current strategy
Department Measurable Strategy
Maintain rigorous inspection
schedules to identify potential physical and litigious hazards.
Performance Indicators
Records of all inspections and
associated correspondence requesting corrective actions.
Assessment Results
Inspection reports
reviewed by the State Fire Marshal and the
ORM compliance officer and found to be sufficient.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Continue current strategy
PRIORITIES FOR THE COMING ACADEMIC YEAR
1. Continue to stress to employees the importance of good safety habits and training.2. Strive for higher percentages of employees receiving safety training.
3. Reduce the number of accidents and incidents from FY 15-16 totals.
Finance Department
Division of Business Affairs
DIVISION SUMMARY
STRATEGIC PLANNING
The Finance Department has experienced an organizational restructuring in the current year due to one retirement, one voluntary resignation, and
one death. Automation is key to the restructuring and the Finance Department is working within the Banner System and in conjunction with other Colleges to develop cost-saving measures and implement Banner efficiencies. We continue to work more closely with the other departments on campus to ensure the most effective measures for processing grants and for using the College's restricted funds in the most efficient way.
Department Measurable Strategy
Attend a minimum of three career enhancing professional
development opportunities throughout the year for the Finance Department employees
Performance Indicators
Attendance at a minimum of three career enhancing
professional development opportunities throughout the year for the Finance
Department employees.
Assessment Results
Staff attended the LCTCS Annual
Conference, the EDGAR (Perkins) Conference, Statewide
Travel Training, and the AVC has attended
SACUBO and LCPA Conferences.
Changes Based on
Assessment Outcomes
As funds are available, additional
training will be provided to the various staff.
Strategy(ies) for the Future
Continued efforts towards training.
Department Measurable Strategy
Identify and/or expand cost-saving
methods for the College.
Performance Indicators
Report of any possible cost-
saving expenses to the Executive Vice Chancellor.
Assessment Results
Periodically, as specific
savings came to light, they were offered to the
Executive Vice Chancellor.
Changes Based on
Assessment Outcomes
This will continue to
be a priority for the Finance Department.
Strategy(ies) for the Future
Continued assessment for cost-
saving measures.
Department Measurable Strategy
Update the Finance Policies and Procedures to conform to Banner.
Performance Indicators
Updated Finance Department Policies and Procedures
accurately conform to the Banner System.
Assessment Results
Work has begun on this strategy but remains
incomplete, as this is a massive undertaking.
Changes Based on
Assessment Outcomes
No changes anticipated.
Strategy(ies) for the Future
Each section in the Finance Department has been assigned
their respective policies and procedures and completion is planned for no later than
December 31, 2016.
Department Measurable Strategy
Educate Faculty and Staff in
Banner Self-Service on the Finance and Student side.
Performance Indicators
Number of BPCC employees
provided guidance by Finance Department staff.
Assessment Results
There continues to be a
renewed emphasis on inter-departmental cooperation. While a
numerical assessment is not easily
determined, I believe the impact is
Changes Based on
Assessment Outcomes
This will continue to
be a priority for the Finance Department.
Strategy(ies) for the Future
Continued interaction between
the Finance Department and all other areas of the College.
PRIORITIES FOR THE COMING ACADEMIC YEAR
1. Continue streamlining the PURGE process and establishment of dates in advance for early notification. This process is working well.2. Update Finance Policies and Procedures and Finance Forms and place user-friendly access on our website. This has begun and will continue.
3. Blend the Operating and Restricted funds under one umbrella for more efficient use of the College's funds. This was done and benefits noted.4. Continue the development of the Cash Flow Analysis Process to provide upper management with the best information possible.5. Develop additional methods for analyzing revenue and expense flows.
Human Resources
Division of Business Affairs
DIVISION SUMMARY
The Human Resources department achieved the goals set for the 2015-2016 Strategic Planning year. The Affordable Care Act legislation required
certain monitoring reports within the payroll system and required updating data in the payroll system. Non-exempt classified employees were trained on the new time-in / time-out reporting for payroll. HR has begun the process to review unclassified job descriptions related to the new FLSA changes effective December 1, 2016. An employee benefit fair was held in October to correlate with benefits annual enrollment. The College
was able to provide performance adjustments to classified staff for fiscal year 2015-2016. The College replaced essential positions or merged positions during the fiscal year of 2015-2016. New positions were created for grant funded positions and/or instructor positions. LCTCS conducted
a civil rights audit in October 2015. The LCTCS interface project with Civil Service LAGOV HCM was implemented as of July 2015. Civil Service HR Drop-In Review audit in October 2015 resulted in two rule violations related to data reporting within NEOGOV system and the LAGOV HCM, four documentation violations and no PES violations. Multicultural Relations and Diversity coordinator hosted several seminars and
activities to celebrate cultural, socioeconomic and educational diversity on the campus. The Human Resources staff and Multicultural Relations and Diversity coordinator developed their skills and knowledge through professional development web-based training and/or webinars offered through
professional presenters, and the state and federal governments. The HR staff hired a new HR employee this fiscal year. The HR staff continues to develop skills related to the HR module of the Banner system and the electronic State application system through teleconferences and/or webinars.
The Affordable Care Act legislation required reporting health insurance information to the IRS through form 1095-C Employer-Provided Health Insurance Offer and Coverage. The required information included all BPCC retirees along with all active employees. HR staff worked with LCTCS
Payroll and OGB to ensure accurate information for the electronic file sent to IRS. Detailed reports from OGB were used to maintain compliance with legislation and IRS requirements. The HR staff provided an informational meeting in March for employees concerning the government pension offset, windfall elimination provision and spousal benefits. A Social Security representative provided the presentation. VOYA sponsored a social
security retirement informational meeting in April to provide more information for employees. Catapult health checks were scheduled for health insurance participant employees during the months of February and March 2016. A benefits fair was scheduled for October 2015 for full-time employees to visit with voluntary insurance providers. Several voluntary insurance provides were scheduled on campus to meet with employees
individually.
The College had seventy-one full-time vacancies during the 2015-2016 planning year. Human Resources staff assisted hiring supervisors in filling
the positions with forty-three new hires, eleven promotions and five lateral moves. Many vacant position duties were merged into current encumbered positions to better utilize current workforce and reduced labor costs. Sixteen staff and faculty positions were created due to grants in
the TEM department, Institutional Effectiveness Initiatives department with FITW grant, and the restructuring of position duties and/or student need. The College had forty-one full-time employees leave employment at BPCC during the fiscal year. A total of 172 adjuncts were employed during the academic year. Classified staff received a merit increase of four percent on October 1, 2015. Unclassified staff did not receive a merit
increase this fiscal year. The process to review all unclassified staff job descriptions began in May due to the new FLSA changes related to determining exempt and non-exempt positions. This new FLSA changes is effective December 1, 2016.
The LCTCS interface project with Civil Service was implemented with Civil Service LAGOV HCM as of July 2015. Civil Service HR Drop-In Review audit in October 2015 Audit resulted in two rule violations related to data reporting within NEOGOV system and the LAGOV HCM, four
documentation violations and no PES violations. The Human Resources department strives to achieve 100% compliance with Civil Service rules and documentation requirements at all times. HR staff continues to review NEOGOV processes and Civil Service HR Handbook to ensure improved compliance. The implementation of the Civil Service LAGOV HCM data interface will ensure timely reporting of data. We adjusted
forms used to document personnel actions to improve compliance with Civil Service documentation rules.
All full-time classified employees were trained in the process of electronic time-in and time-out reporting in the Banner system. This new process will be an accurate reflection of time worked for the full-time classified non-exempt employees. All hourly paid employees use this process to report their time electronically. Supervisors were trained in the approval process for time reporting of hourly employees. HR provided training on
the BPCC website and several classroom training sessions for one-on-one instruction. Also, HR staff scheduled assistance sessions for employees for the Ethics and Sexual Harassment training though LEO.
The Multicultural Relations and Diversity coordinator was active in serving as an advocate and resource for, historically and socially underrepresented, students, faculty, and staff. The Multicultural Relations and Diversity coordinator hosted numerous multicultural events in
collaboration with the Multicultural Affairs Advisory Committee, college community, and local community throughout the year including National Women’s History Month, World Aids Day, National Veterans Day, Black Heritage Month, Stalking Awareness Month, National Poetry Month,
National Breast Cancer Awareness Month, RAINN Day (Rape, Abuse and Incest National Network), American Heart Month, National Disability Awareness Month, Global Diversity Roundtable, National African American Read-In, MLK Day of Service, National Donate Life Month. The Multicultural Relations and Diversity coordinator was a facilitator of the following events and workshops on campus for employees and students:
Women’s History Month Brown Bag Diversity Roundtable, Black Heritage Diversity Month activities, National African America Read In event, Stalking Awareness workshop, Workforce Development workshop for students with disabilities, RAINN Day workshop.
LCTCS conducted a civil rights compliance review of BPCC which included the Human Resources employment process. HR staff provided documentation related to the employment process and employment practices. A review of the BPCC HR website was completed by the LCTCS
review team along with an interview of the HR Director. The Human Resources department received a few suggestions related to information on the HR portion of the website.
Human Resources staff developed their skills by attending and participating in the following webinars and/or web-based training:
STRATEGIC PLANNING
Teri Bashara, HR Director-LCTCS HR quarterly meetings, Bystander Intervention training, Webcast: Micro aggressions: A Campus Climate Conversation, LCTCS Title IX coordinator training, CR Title IX Investigation Certificate, Everfi webinar, two FLSA-new changes webinars, two
LCTCS-Banner training, four LCTCS-ACA workshops and annual training-Sexual Harassment Prevention and Ethics.
Shannon Jones, HR Assistant Director – TRSL Return to Work Retiree webinar, Banner payroll training, OGB HR training, TRSL ORP webinar,
OGB Reconciliation Review webinar, ACA Retiree Rate webinar, TRSL social security offsets webinar, Banner WTE ECLS change training, VOYA sponsored social security webinar, ORM defensive driving, Bystander Intervention survey, CPTP training- Management and Emotional
Intelligence and annual training-Sexual Harassment Prevention and Ethics.
Cindy Darby, Multi-Cultural Relations and Diversity Coordinator-Webinars to include: Safety Meeting, Creating a Positive Work Environment
through Authentic Appreciation Webinar, Center for Juvenile Justice Reform RED Certificate, Understanding a First-Generation College Student’s Experience, SACSCOC 101: Overview of Accreditation Process, Coaching for First-Generation College Students: Unifying Students to Appreciate Diversity, Improving Student Learning-Dr. Chew, Police/Community Trust: Local and National Perspectives, Training Responsible Employees,
Personality Style at Work: How to Get Along with (Almost) Anyone, Building Interest, Agency, & Interaction in Online, Learning Environments: A toolkit for Superb Online Courses, Communicating Across Cultures: What Leaders and Teams Need to Know to Succeed, Overview of Hotel
Planner Website, Helping Students Find a Good College Match, Four Challenges in Higher Ed Hiring & How to Beat Them, Canvas Training and annual training-Sexual Harassment Prevention and Ethics.
Christina Hughes, HR Analyst 1-TRSL Return to Work Retiree webinar, Banner payroll training, two OGB HR training, TRSL ORP webinar, OGB Reconciliation Review webinar, ACA Retiree Rate webinar, TRSL social security offsets webinar, ACA webinar, TRSL seminar, WinSCP webinar,
Banner WTE ECLS change training, TRSL Return to work laws webinar, VOYA sponsored social security seminar and annual training-Sexual Harassment Prevention and Ethics.
Martha Silva, HR Analyst 1-Banner payroll training and annual training-Sexual Harassment Prevention and Ethics.
Mandy Cole, HR Administrative Coordinator 3-Bystander Intervention training and annual training-Sexual Harassment Prevention and Ethics.
The planning year has had many employment and benefit changes and the Human Resources department has maintained a level of excellence in
delivering service to employees and visitors/guests. The new planning year will provide more opportunities to offer service to employees and improvement to the department’s efficiency.
Department Measurable Strategy
Provide activities and events related to cultural, socioeconomic and educational diversity.
Performance Indicators
Attendance records.
Assessment Results
Attendance records
Changes Based on
Assessment Outcomes
None.
Strategy(ies) for the Future
Continue for the upcoming year.
Department Measurable Strategy
Prepare for and implement benefit changes.
Performance Indicators
1. Electronic and print benefit information.
2. Enrolled employees in benefit selections.
3. Attendance at benefit fair.
Assessment Results
1. Benefit information printed
2. Employees enrolled in benefit selections3. Benefit fair attended
by employees.
Changes Based on
Assessment Outcomes
None.
Strategy(ies) for the Future
Contact all vendors to ensure participation at benefits fair.
Department Measurable Strategy
Provide opportunities to recruit
qualified candidates.
Performance Indicators
1. Electronically posted
position announcements.2. Attendance record from job fairs.
Assessment Results
1. Posted position
announcements electronically.
Changes Based on
Assessment Outcomes
None.
Strategy(ies) for the Future
Consider funding sources.
Department Measurable Strategy
Provide informational meetings for employees regarding benefits and HR processes.
Performance Indicators
1. Attendance records from meetings.
Assessment Results
1. Attendance records
Changes Based on
Assessment Outcomes
None.
Strategy(ies) for the Future
None.
Department Measurable Strategy
Develop a plan to implement Affordable Care Act legislation
within current payroll and employment process
Performance Indicators
1. New deduction codes and new monitoring reports in the
Banner system 2. Completed benefit forms
Assessment Results
1. Deduction codes in Banner system
2. Monitoring reports3. Benefits forms completed by
employees
Changes Based on
Assessment Outcomes
None.
Strategy(ies) for the Future
Prepare for upcoming changes.
PRIORITIES FOR THE COMING ACADEMIC YEAR
1. Re-classify exempt and non-exempt positions under new FLSA changes.
2. Provide benefits informational sessions.3. Provide opportunities to recruit qualified candidates.
4. Train employees on electronic time input as needed.5. Provide activities and events related to cultural, socioeconomic and educational diversity.
Physical Plant
Division of Business Affairs
DIVISION SUMMARY
STRATEGIC PLANNING
The Physical Plant Department continues to maintain the campus to enhance the appearance and ensure the safety of faculty, staff, students and
visitors. The department has received and completed over 1300 online maintenance requests. This number does not include the "emergency" phone call requests. Three graduation set ups were completed as well as setting up for campus wide luncheons and other various activities on campus.
Physical Plant personnel fulfilled over 300 key requests with available keys or cut new keys if necessary.
LED lighting was added to the Health and Physical Education building gymnasium; a new parking lot will soon be completed for four hundred cars. Interior door closures were adjusted on all buildings to meet ADA standards. The Student Center area was remodeled to accommodate outside vendor (Subway). Numerous offices had their carpet replaced with tile.
Two vehicles have been rented to assist faculty and staff with travel costs. There are three vehicles available for College use including one state
owned vehicle. Over three hundred vehicle or fuel card requests were received through the online request form.
Department Measurable Strategy
Coordinate opportunities for
Physical Plant employees to review safety procedures for equipment and chemicals.
Performance Indicators
Equipment manuals and
MSDS information available in the Physical Plant office.
Assessment Results
Manuals and MSDS
information is kept in a binder in the Physical Plant office.
Changes Based on
Assessment Outcomes
No changes
necessary.
Strategy(ies) for the Future
Provide opportunities to
Physical Plant staff for review of safety procedures for equipment and chemicals.
Department Measurable Strategy
Promote awareness of electronic form for all maintenance requests
Performance Indicators
Maintenance Requests submitted online through the
Assessment Results
Over 1300 online maintenance requests
Changes Based on
Assessment Outcomes
Reminder email sent to faculty and staff at
Strategy(ies) for the Future
Increase use of electronic form for all maintenance
submitted by faculty and staff. Physical Plant webpage. have been received online.
the beginning of fall and spring semester.
requests from faculty and staff.
Department Measurable Strategy
Expand use of electronic equipment for all maintenance
requests from faculty and staff.
Performance Indicators
Maintenance Requests submitted online from the
Physical Plant webpage.
Assessment Results
Maintenance requests were received via the
online form as well as many telephone requests.
Changes Based on
Assessment Outcomes
No changes necessary.
Strategy(ies) for the Future
Increase the use of electronic form for all maintenance
requests from faculty and staff.
Department Measurable Strategy
Evaluate College grounds and
landscape to ensure a positive learning environment.
Performance Indicators
Staff assigned to oversee the
maintenance of the grounds through an outside vendor.
Assessment Results
Landscape and grounds
are maintained by an outside vendor.
Changes Based on
Assessment Outcomes
No changes
necessary.
Strategy(ies) for the Future
Monitor college grounds and
landscape to ensure a positive learning environment.
Department Measurable Strategy
Evaluate the efficiency in the method of prioritizing maintenance requests submitted by faculty and
staff
Performance Indicators
BPCC Report Card results for indicating feedback on efficiency
Assessment Results
Maintenance Requests are handled in an efficient manner.
Changes Based on
Assessment Outcomes
No changes necessary.
Strategy(ies) for the Future
Increase the efficiency in the method of prioritizing maintenance requests
submitted by faculty and staff.
Department Measurable Strategy
Maximize efficiency of the vanpool service to assist students in need of
transportation.
Performance Indicators
Number of van routes. Vehicle maintenance is up to
date.
Assessment Results
There are six vans used for vanpool service.
Changes Based on
Assessment Outcomes
No changes necessary.
Strategy(ies) for the Future
Increase the efficiency of the vanool service to meet the
needs of the students.
PRIORITIES FOR THE COMING ACADEMIC YEAR
The Physical Plant Department will continue to work and improve the first time impression to students and visitors on campus. Due to an additional
building under construction, an increase in custodial staff may be necessary. Maintenance to the existing buildings will be completed on an as needed basis. Painting of hallways and corridors will be a priority.
Purchasing Department
Division of Business Affairs
DIVISION SUMMARY
STRATEGIC PLANNING
Purchasing Department is comprised of the following areas: Purchasing, Receiving, Property Control/Inventory. We achieved our goal of
providing quality and timely services to the faculty and staff while adhering to Louisiana Law in reference to procurement laws. We processed1,292 purchase orders, 35 contracts, 1,830 receiving reports, 1,395 movable property transfers, 631 new items tagged and added to the inventory and 326 surplus items.
Department Measurable Strategy
Assist faculty and staff with purchasing process and procedures
Performance Indicators
Report of any possible cost saving expenses to the Vice
Chancellor of Business Affairs.
Assessment Results
Due to changes to the report card a
percentage was received as a response to the questions
submitted. 65.38% answered
every time for requested help.
Changes Based on
Assessment Outcomes
Providing the assistance needed to
eliminate the delay in the overalldepartmental
purchasing process.
Strategy(ies) for the Future
Continue to assist faculty andstaff with purchasing process
and procedures
Department Measurable Strategy
Assist faculty and staff with the
Banner Software.
Performance Indicators
BPCC report card results.
Assessment Results
Due to changes to the
report card a percentage was
received as a response to the questions
Changes Based on
Assessment Outcomes
Additional training
continues to be provided for the
Banner Software.
Strategy(ies) for the Future
Continue to assist faculty and
staff with the Banner Software.
submitted. 65.38% answered
every time for requested help.
Department Measurable Strategy
Ensure timely delivery of all purchases.
Performance Indicators
Log of deliveries.
Assessment Results
Each item received was logged, delivered and
signed by receiver on a daily basis.
Changes Based on
Assessment Outcomes
Log of deliveries continues to keep
track of all items received and
delivered.
Strategy(ies) for the Future
A delivery log will continue tobe used.
Department Measurable Strategy
Increase overall satisfaction among
staff and faculty.
Performance Indicators
BPCC Report Card results.
Assessment Results
Due to changes to the
report card a percentage was
received as a response to the questions submitted. 51.4%
answered every time when questioned about
the help process and time received.
Changes Based on
Assessment Outcomes
Work toward the
communication process.
Strategy(ies) for the Future
Continue to assist faculty and
staff with purchasing processand procedures.
Department Measurable Strategy
Provide professional development
opportunities for staff
Performance Indicators
Number of professional
developmentopportunities attended by staff.
Assessment Results
1 was attended
Changes Based on
Assessment Outcomes
Assessment
Outcomes
Strategy(ies) for the Future
PRIORITIES FOR THE COMING ACADEMIC YEAR
Overall, the Purchasing Department had a successful year. Our goal of maintaining a continuous supply of goods and services necessary to support
the BPCC community was accomplished. We sent out information to the campus community via email to keep everyone updated on changes topolicy and procedure. The Purchasing Department seeks to continuously improve customer relations with our faculty and staff. We have promoted
training within our department to increase our working knowledge to help our customers (faculty and staff) with their requests.
Division of Student Services
Vice Chancellor for Student Services
Division of Student Services
DIVISION SUMMARY
As a whole, the Student Services Division had a very successful year. The fifty-five employees in this division worked diligently to improve
customer service, enhance professional growth, and implement processes in order to better serve our campus community.
This year in the Admissions/Registrar's Office, the Dean of Enrollment Management and the Registrar implemented a change in processing
incoming transcripts. With this change, the average student wait time decreased from eighteen days to 2.7 days. The office had 14,629 incoming applications: 12,701 online applications, and 1,928 manual applications. For 2015-2016, this office processed 12,550 outgoing transcripts
(electronic and paper) and 2,058 electronic forms. The Admissions/Registrar's Office increased the number of online admissions forms in order to reduce paper, reduce student wait time for entry, and reduce "lost" documents. In order to expand student access to online admissions applications, this office and Angie Cao co-wrote a grant which added four additional computer kiosks in front of the Admissions Office to allow students to have
access to complete admissions requirements. The Admissions/Registrar’s Office had 43,734 calls presented to the Admissions queue (678-6004); handled 38,667 (selected an option on the Admissions menu); had 19,942 calls presented to Admissions staff who handled 13,917 of these calls.
We believe that the LCTCS Enterprise Management System endeavor will help us to better handle the massive volume of calls for information to this office. This year the office added the “pick up” feature to the phone system so that the staff is able to pick up calls from another person’s desk. In addition, this office improved telephone customer service by training the staff to ask additional questions of the students rather than simply
transferring students to another department. In addition, Admissions staff, along with temporary workers, have been working on releasing 74,000 CV holds for students. To date, this office has released 23,144 holds. In addition, a priority for the future for this office is to work with the LCTCS
to find ways to increase students from applied students to registered students.
In Athletics, BPCC Baseball finished the season with a record of 25-28, finishing fourth in conference. BPCC Baseball made national news by
recruiting the nation's first female pitcher to our baseball team. Six members of the baseball team graduated in the spring with an Associate's degree. One baseball player graduated in the fall with an Associate's degree. Chris Lovell has joined Men's Basketball as its new head coach. Chris brings tremendous experience to this job, and we look forward to a great season ahead with Chris at the helm. Men's Basketball graduated two
players in the spring with Associate's degrees. In Women's Basketball, for the second year in a row, the Lady Cavaliers, led by John Rennie, won nineteen games. A 5th place finish in Region XIV locked up the Lady Cavaliers third consecutive trip to the post-season tournament. For the
second year in a row, the Lady Cavaliers had a sophomore sign a letter of intent to play Division 1 basketball, and six members of the Lady Cavalier
basketball team graduated in the spring semester with Associate degrees. First year coach Amanda Hamilton let our Lady Cavalier softball team to an improved record of 21-29 this year. This team finished 6th in the conference--just two spots out of a post-season berth. The Lady Cavalier
softball team had two members graduate this spring with Associate's degrees. Last, but certainly not least, Men's and Women's Cross Country began in fall 2015 and participated in a number of meets against schools of all levels. Coach Trammel has been recruiting heavily for the 2016-2017 season with more than twenty student-athletes committed to participate in Cross Country in the upcoming season.
In spring 2016, the College made the decision to end the BPCC@GSU program and the BPCC@LSUS program. This decision was based upon
many factors including but not limited to the cost of the programs versus the return, and the limited number of students in each program because of the changes in admissions for four-year universities and HBCU’s. These two programs will be teach- out programs that will end in summer 2016. Plans are in progress to repurpose most employees in these programs. The BPCC@NSU program remains successful, and this program will
continue. We will be meeting with the staff from LSUS and with NSU to create a next generation collaboration, an idea created by Dr. Bateman, which will include joint admissions, cross-enrollment, joint advising, articulations, student life opportunities, and transfer scholarships. The first meeting with our LSUS partners was held in late May. We look forward to these innovative partnerships! At the conclusion of this summer,
BPCC@GSU will have transitioned sixty-four students into GSU, BPCC@LSUS will have transitioned nine students into LSUS, and BPCC@NSU will have transitioned fifty-four students into NSU.
The Center for Student Success is comprised of three areas of service: Academic Advising, Career Services, and Disability Services.
Academic Advising served many students for 2015-2016. From June 2015 until May 13, 2016, Academic Advising served 10,500 (5,236 unduplicated) students. This could not have been handled successfully without the help of the advisors and paid faculty advisors to help. We hope
to hire more paid faculty advisors in 2016-2017 to better serve our students and shorten wait time for these students. The Academic Advising area worked in conjunction with the Financial Aid Office on a pilot program with students who did not meet SAP. In spring 2016, the Academic Advising area made personal phone contact with 808 students who did not meet SAP, and the staff in the area worked to help these students become
successful and to retain these students in order that the students can reach goals they have set for themselves. In addition, there were 194 students who did not enroll for spring because they did not meet SAP. The staff reached out to these students as well to help them return to school. Of the
students that the staff could not reach, approximately 18% have called Academic Advising or emailed Academic Advising. The staff will continue to work with these students. We feel this pilot was extremely successful!
Disability Services participated in the OCR Review in 2015 and received several commendations for excellent service to our students with disabilities. This area provided BPCC faculty and staff with a professional development presentation, “Section 504, ADA, and the Classroom,” and participated in the New Faculty and Staff Orientation during the August 2015 and January 2016 Be-Back Workshops. Disability Services
represented BPCC at the LCTCS 2016 Annual Conference by presenting a session entitled “Avoiding Gender-Based Discrimination.” This area had a record year for active students. This year this area served 198 ADA students with ten ADA student graduates, compared to last year with 146
ADA students and six graduates. One of the Disability Services’ graduates was the first hearing-impaired student to graduate from BPCC’s Culinary Arts Certificate program. The Disability Services coordinator also serves as the advocate for transgender students on campus. For 2015-2016, Disability Services served 832 students (306 unduplicated).
Career Services is managed by Kathy Busch, Student Services staff ambassador for BPCC. Kathy is a member of the “Top Ten Diplomats” for the Bossier Chamber of Commerce. Kathy’s work with the Bossier Chamber and in our community to showcase BPCC is exemplary. For 2015-2016,
Kathy attended Bossier Chamber Diplomat Brown Bag meetings, Leadership meetings, Networking events, Ribbon Cuttings, and Ground Breakings—sixty events. Kathy hosts the BPCC Job Fairs in fall and spring. This year in fall 2015, thirty-three employers participated in the BPCC Fair, and in spring 2016, twenty-eight employers participated in the Fair. Kathy also hosts the BPCC Graduate Fair. In fall 2015, twelve employers
participated, and in spring 2016, twenty-eight employers participated. In addition, Kathy handles Job Placement for our students. For 2015-2016, Kathy had 176 student worker applications processed with forty-six student workers hired. We plan to do a push for the hiring of Federal Work
Study students because we are not offering enough work opportunities for our FWS students. Each semester, Vicki Temple sends a Campus Memo about hiring FWS students, but we seem to have little results. For 2015-2016, Career Services served 561 students (331 unduplicated).
For 2015-2016, the Financial Aid Office awarded $29,237,470.00 in federal aid and $1,781,574.00 in state aid to BPCC students. The Financial Aid Office was presented with 40,821 phone calls as of the second week of May. This office was able to handle 29,945 of the calls. We feel that the LCTCS Enterprise Management System outgoing communication endeavor will help to lower the number of calls to the office and help us to
provide better customer service considering the number of calls Financial Aid receives on a yearly basis. Last year, the Financial Aid Office began packaging in early May for the 15/16 award year. The staff’s goal for the 16/17 year was to begin packaging prior to April 1st. This office packaged
its first group of students on March 30, 2016 and packaged 257 students on that day. The Financial Aid office hosted College Goal Sunday on February 28th and had ninety-five students/parents/grandparents attend. In April, this office hosted the FAFSA Marathon and helped 111 students complete the FAFSA. Students have access to staff and to computers on a daily basis in this office for help in completing the FAFSA. This year,
Financial Aid plans to reach out to area high schools to gauge the interest in the schools having BPCC’s Financial Aid staff to visit the schools and to help the students fill out the FAFSA. Finally, this office has fully automated the BDM imaging system within Banner. Forms that are submitted
to the office in paper format are imaged at the time of submission. Most forms in this office are available electronically and can be loaded into the BDM electronically. This office has begun processing students who are selected for verification, and the office is using an electronic process to generate a list of students who are “ready to verify," meaning the students have submitted all required documents. The Financial Aid Office will no
longer have papers/forms in folders and will become a paperless office. In doing so, our students will experience a faster turn-around time for verification. We hope that the LCTCS will agree to use our process in order to help the other colleges with verification.
For 2015-2016, the Office of Student Life hosted seventeen events on campus. Many of the student organizations provided professional development for our students. For example, SGA students attended the APCA Conference; Debate students participated in local, state, and national
events; Cavalier Players Drama Club members attended the regional and national conference; cheerleaders attended the NCA College camp; Dance line attended the summer dance workshop, and Ms. BPCC attended events at the LA State Capitol as well as the APCA Conference. This year, the Office of Student Life created an assessment that was distributed and tallied on April 26, 2016. The team in Student Life reviewed the results and
decided to offer the assessment face to face in order to be able to answer questions students have about events. Tiffany Sandifer created a way for students to receive announcements on their phones by subscribing to the Student Life FOMO (Fear of Missing Out) updates. This office has
received a tremendous amount of positive feedback concerning this endeavor. One of the goals this year was to provide opportunities for minority students to access college through Student Life scholarships. In summer 2015, three minority students received scholarships; in fall 2015, fifty-four minority students received scholarships; and in spring 2016, fifty-one minority students received scholarships through the Office of Student Life.
This year, the Office of Student Life partnered with Public Relations to obtain Technology Fee money to upgrade our C3 system on campus,
partnered with Dee Dee Mitchell to offer programs for Title IX compliance, and partnered with Athletics to offer halftime events and promos for the games.
In 2015-2016, the Office of Recruiting participated in thirty-seven high school and community fairs, participated in seventeen high school lunch visits; made six presentations to area schools, both high school and elementary; made eleven visits to high school counselors; completed 506
information requests via email/web; contacted 5,971 students via direct mail; hosted 135 walk-in and scheduled campus tours; hosted twelve group tours ranging in size from 12-180 students; participated in five community service projects with area elementary and high schools, among other
events. This year, this office hosted the first ever Cavalier Preview Night for parents and families of students. Forty-five participants attended. Plans are to continue to offer this event every 6-8 weeks. Data provided by this office shows that in fall 2015, the recruiters contacted 4,906 students in LACRAO Zone V (Bienville; Bossier; Caddo; Claiborne; Red River; and Webster). In spring 2016, the recruiters contacted 4,789 students in
LACRAO Zone V. In addition, this office participated in twenty-three WebEx trainings for the Recruiter platform. For 2016-2017, this office plans to expand its recruiting efforts beyond the 120 mile radius they currently serve. In addition, they plan to work in conjunction with Admissions to notify students of acceptance to the College, i.e. mailing a certificate or a letter to new acceptees on a monthly basis. Finally, this office plans to
collaborate and broaden knowledge of Recruiter in conjunction with the Public Relations Department.
The Office of the Vice Chancellor for Student Services oversees eight departments within the Student Services Division. This office is responsible for overseeing student conduct, student complaints and grievances, FERPA compliance, Office of Civil Rights compliance, Campus SaVE Act compliance, Title IX compliance, the Violence Against Women Act (VAWA) compliance, the Student Technology Fee Plan, Consumer Information
Disclosures, ADA compliance, Voter Registration compliance, Crisis Intervention, working with Security to maintain Clery Act Compliance, Bystander Intervention programming, and much more. This office serves as the student advocate area on campus as well.
The office has two employees along with the Vice Chancellor. Denise Morgan, Student Services Coordinator, handles incoming calls, Live Chat, and the documentation and recording of student crisis and miscellaneous issues. From 2015 to early May, Denise has handled and helped resolve
the following: thirteen cases of Academic Misconduct; prepared paperwork and documents for two Academic Misconduct Hearings; documented, worked with other offices on campus to resolve twenty-six student crisis issues, completed paperwork and notified other offices on campus
concerning 6 (six) deceased students, handled the paperwork and documentation for two student grievances; received, documented, and referred twenty-one student complaints; handled three military mobilizations, documented and resolved seventy-seven miscellaneous student issues, documented and referred thirty-one disciplinary conduct cases, completed paperwork for three Disciplinary Hearings, worked with government
agents to complete fourteen background checks, secured textbooks for forty-six students, and assisted (without documentation) numerous students, potential students, former students, and parents with questions and concerns via email, phone, and in person.
Angie Cao, Student Support Specialist, oversees the Student Technology Fee Plan, the STEP Council, the Student Self-Assessed Fee Committee, the Disability Services Student Success Team, the Student Services changes and updates to the Student Handbook, the Catalog, and the Student Services
BPCC website. Angie handles all requisitions and purchase orders, and she oversees the Student Technology Budget. Angie serves as the liaison with the Disability Services Office and has been trained to handle all aspects of this office in the absence of the Disability Services Coordinator. Angie created the Disability Services Student Success Team which handles all testing for our students with Disabilities. In the 2015-2016 year,
Angie and her team proctored 1,065 tests (as compared to 652 in 2014-2015). Angie received a commendation from the Office of Civil Rights
STRATEGIC PLANNING
review team for creating and overseeing this successful endeavor for our students with disabilities. Angie also serves as the Xitracs representative for Student Services. Angie, along with Kathy Vercher, Dean of Enrollment Management, applied for and received a BOR grant—Serving At Risk
Students. This year, all requirements were met for the grant, and Angie and Kathy were able to offer professional development for faculty and staff and to purchase new computers, computer stations across the Admissions/Registrar’s Office, mobile computer workstations for students, and office supplies for the entire Student Services Division. Angie is BPCC’s representative for LAHEC (Louisiana Higher Coalition for Drug and Alcohol
prevention). She represents us at meetings in Baton Rouge in order to stay abreast of the most recent legislations for drug and alcohol awareness on campus. Every two years, Angie oversees a Core Survey for Drug and Alcohol usage on campus. In addition, every two years, Angie and I update a
Biennial Report, mandated by the Drug Free Schools and Community Act. Last but not least, Angie also handles calls and issues coming in to the Office of the Vice Chancellor.
This office was chosen to oversee the LCTCS Office of Civil Rights review in fall 2015. On September 24-25, 2015, BPCC had our Facilities Review, and on October 15-16, BPCC had our Administrative Review. BPCC did very well in both reviews with the help of students, faculty, and staff across the campus. Another LCTCS initiative involved implementing a system-wide-Sexual Assault Policy in compliance with the Campus
Sexual Assault Victims’ Bill of Rights and the Campus SaVE Act. BPCC instituted and published this policy on its website and on CANVAS and formulated campus activities to inform students about their rights concerning sexual assault. In addition, we launched “Get Inclusive,” a bystander
intervention programs for sexual assault at the College and the Campus Climate Survey, a mandate by the Board of Regents. Another initiative was to revise BPCC’s Active Shooter Policy. We realized that the policy needed revision, so Wesley Bange from IT and this office revised the policy for submission to the Executive Council. Another project was to ensure compliance with the Campus SaVE Act as pertaining to activities and events
offered to our students that addressed sexual violence/abuse. We were able to bring in the movie 8 Days, a movie depicting the proliferation of sex trafficking in cities. We had two showings of this movie, and we invited the community. In addition to the movie, we gathered a panel of experts to
speak to the audience at the conclusion of the movie. We had a packed house for both showings, and we received much publicity for being proactive in presenting this frightening happening across our nation. Other endeavors to meet compliance with the Campus SaVE Act included but were not limited to a Sexual Assault Awareness Ceremony on April 5, 2016 for Sexual Assault Awareness month and a presentation by Dr. Justine
Shuey for prevention and awareness of rape, acquaintance rape, dating violence, sexual assault, and stalking. We offered a Title IX presentation at the Be Back meeting in January 2016 to make faculty and staff aware of the laws and requirements associated with Title IX. We
created a page on the Student Services website entitled, “Title IX: Know Your Rights.” This page will be updated as Title IX Compliance information needs to be presented to students.
In Student Services, 100% of the staff participated in one or more community service events and attended two or more professional development seminars/workshops.
Department Measurable Strategy
Form a Recruiting Task Force to create a more holistic approach to recruitment, retention, and
Performance Indicators
Creation of the Task Force by the end of fall 2015.
Assessment Results
The Recruitment Task Force was created in fall 2015.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Continue to meet with the Task Force to create innovative recruiting
completion at the College by recruiting credit, dual enrollment,
adult education, and non-credit students.
strategies.
Department Measurable Strategy
Advocate that 100% of the Student Services staff attend at least one
professional development seminar/activity during 2015-2016.
Performance Indicators
Number of Student Services staff attending at least one
professional development seminar/activity during 2015-
2016.
Assessment Results
100% of Student Services staff attended
at least one professional
development seminar/activity in 2015-2016.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Continue to encourage Student Services staff to
attend professional development
seminars/activities.
Department Measurable Strategy
Create Learning Outcomes for the Student Services Division by the end of spring 2016.
Performance Indicators
Completion of the Student Services Learning Outcomes.
Assessment Results
Goal not met.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Complete the Student Services Learning Outcomes by fall 2016.
Department Measurable Strategy
Create a Center for Student Success in order to increase student
opportunities and awareness of academic and career options.
Performance Indicators
Creation of the Center for Student Success by spring
2016.
Assessment Results
The Center for Student Success was created in
spring 2016.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Enhance the services offered by the Center for Student
Success by adding Accuplacer ATB testing and continuing with the pilot programs to
retain students.
Department Measurable Strategy
Create and implement an Online
Student Orientation by fall 2016.
Performance Indicators
Completion of the Online
Student Orientation by fall 2016.
Assessment Results
This completion of this
project has been delayed until October, 2016.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Work to complete the project
by October, 2016.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Complete Learning Outcomes for Student Services by fall 2016.
Participate in ESSI: 2016.Research and review the possibility and budgetary constraints of creating a Student Wellness Center at BPCC.
Complete the Online Student Orientation by the end of fall 2016.
Academic Advising Center
Division of Student Services
DIVISION SUMMARY
The Academic Advising Center was involved in many academic and extracurricular activities at Bossier Parish Community College and in the
community during the 2015-2016 fiscal year. The Center had five full-time advisors, but we lost two of these who moved to other jobs in the community: then we hired two new full-time advisors during the fall 2015 semester: Elizabeth Ford and Jennifer Smith, a Shreveport native. In addition, two more faculty members were hired to help advise part-time in the Center.
The Center had 2,256 students sign in for assistance during the summer 2015 semester, which was a decrease of 13% over the last summer
semester. The Center had 4,358 students sign in for assistance during the fall 2015 semester which was an increase of 19% over the last fall semester, and 4,389 students signed in for assistance during the spring 2016 semester, which was a decrease of 27% over the last spring semester.
The total number of students who signed in and received assistance from advisors for the 2015-2016 fiscal year was 11,003, a decrease of 9% over the previous year. The number of new students who signed in and received assistance from advisors for the 2015-2016 fiscal year was 1,254 which
is 11% of the total number of students who signed in and received assistance from advisors for the whole year. This is a 2% increase from last years’ new students.
Once again, during the month of August 2015, the Center (5 advisors), with the help of additional faculty advisors, saw 2,150 students, which topped our monthly record for the number of students served in a one month period during the 2015-2016 year. The month of January 2016
followed close behind with a total of 2,094 students seen by the Center.
The mission of the Center is to assist students in the development of meaningful educational plans that are consistent with their needs, interests, and
abilities while strengthening their economic, social, and cultural lives. Through academic advising utilizing recommendations, accommodations, and career assessments based on the individual needs of the learners, these students will become empowered to achieve their academic career goals. To achieve this mission, the Center provides students with a wide range of services including the following: quality academic advising to help
students grow academically, academic support and guidance to students in the decision-making process related to their choice of majors and academic programs, referrals to appropriate academic divisions, interpretation of information on articulation agreements for students who intend to
transfer to four year universities, and promotion of students’ self-responsibility in defining and achieving their educational goals. The academic
advisors use the highest ethical principles and standards of practice while providing these services to all students.
The many achievements this year included academic advising training, new protocol with handling returned phone calls to promote student satisfaction, more collaboration with Financial Aid to meet the Student Academic Progress (SAP) policy, continued participation in professional development and community service projects, and teamwork with other departments.
The Center participated in academic advising training through participation in regional and national conferences. One of the Center’s academic
advisors, Charles Reed, attended the 2015 Annual NACADA (National Academic Advising Association) Conference in Las Vegas, Nevada through the Carl Perkins Basic grant program in October 2015. This grant has allowed the Center’s staff to travel to local and national conferences for professional development to enhance the Center’s services. Additionally, Peggy Fuller, Elizabeth Ford, and Jennifer Smith attended the 2016
LCTCS (Louisiana’s Community & Technical Colleges) Annual Conference on April 13-15, 2016 in Baton Rouge, Louisiana. Throughout the 2015-2016 year, the Center continues to make extensive effort to provide quality advising and promote student success. Due to the
extra advisor help, the “wait time” for the students continues to be drastically reduced. The Center also produces and distributes a “New Student” folder, which informs new students of information relevant to their needs as first timers. To ensure quick telephone response to the students, a new
approach has been implemented. The Center has staff personnel receiving incoming telephone calls; these personnel record the message and provide an advisor with detailed information, so the advisor can return the calls. This promptness enhances and promotes a more user-friendly atmosphere and student satisfaction.
The Center, in cooperation with the Financial Aid Office, continues to participate in the ongoing process of implementing the drafted Student
Academic Progress (SAP) policy. A new policy/change has been established which allows the student to visit the Center first for their Academic Plan and then proceed to the Financial Aid Office to submit their A-Plan plus their appeal packet. The SAP policy, as necessitated by changes in Federal Financial Aid guidelines, allows students the opportunity to improve their course completion rates in an effort to re-qualify to receive federal
financial aid. A total of 2,776 Student Academic Progress (SAP) academic plans were created, completed and submitted to the Financial Aid Department from the Center for 2015-2016.
Members of the Center fulfilled the mission of the College and Student Services Division by 100% participation in various professional development seminars and/or workshops and by 100% participation in community service projects including but not limited to the following: BPCC
Foundation donors, Northwest Louisiana Food Bank, Life Share Blood Drives, BPCC Lee National Denim Day, United Way, Operation Santa Claus, Career Compass Day, and participating in the Eighth Grade Expo at the Bossier City Civic Center. The Center’s advisors have continually provided aid for various departments by volunteering to assist with the BPCC’s COMPASS placement testing and providing presentation/seminars
on/off campus for faculty/staff personnel, etc.
The Academic Advising Center had a very productive and successful year although there was a significant challenge (e.g. budget cuts). The faculty and staff actively participated in many projects, which directly affected College policy to enhance student success. The academic advisors, along with the staff members, in this Center were involved in many professional developmental opportunities, responsibilities, and committees. While
increasing advising services offered by the Center, attention was given to consistently improving existing services.
STRATEGIC PLANNING
Department Measurable Strategy
Provide professional development opportunities for faculty and staff.
Performance Indicators
Number of professional development opportunities
offered by the Center for Student Success.
Assessment Results
Unable to accomplish this strategy due to the
busy work load in the Academic Advising Center.
Changes Based on
Assessment Outcomes
No changes were made at this time.
Strategy(ies) for the Future
Modify our professional development opportunities for
faculty and staff.
Department Measurable Strategy
Participate in professional
development seminars, workshops and/or conferences.
Performance Indicators
Number of professional
development opportunities in which the Academic Advisors participate
Assessment Results
The Advisors attended
a number of on campus and off campus conferences, seminars,
and workshops.
Changes Based on
Assessment Outcomes
Provided additional
grants are available, increase the number
of conferences, seminars, and workshops attended
by the academic advisors.
Strategy(ies) for the Future
Participate in professional
development seminars and/or workshops for advisors and staff.
Department Measurable Strategy
Administer an online Academic Advising Center Survey
Performance Indicators
Academic Advising Center survey results
Assessment Results
Based on the survey results, the Academic
Advising Center’s advisors' were acknowledged/recogniz
ed by the amount of time spent on each
student, the treatment received, which included the
understanding manner and intelligent
knowledge expended. Also, the students left the advising session
feeling more confident.
Changes Based on
Assessment Outcomes
Reviewed the results of the survey and
discussed changes to improve the Academic Advising
Center's services.
Strategy(ies) for the Future
Strengthen the quality and services of the Academic
Advising Center.
Department Measurable Strategy
Update the academic plan for students regulated by the Student
Academic Progress (SAP) policy as needed.
Performance Indicators
Number of Student Academic Progress (SAP) academic
plans completed and turned in to Financial Aid.
Assessment Results
Completed 2,276 Student Academic
Progress (SAP) academic plans this year.
Changes Based on
Assessment Outcomes
1. A new policy/change was
established allowing the student to visit the Academic
Advising Center to obtain their
academic plan and proceed to the financial aid office to
submit it.2. Updated all
Student Academic Progress (SAP) academic plans for
each curriculum.
Strategy(ies) for the Future
Continue updating the Student Academic Progress (SAP)
academic plans as needed.
PRIORITIES FOR THE COMING ACADEMIC YEAR
A major goal of the Center in the 2016-2017 academic year is the continuation of enhanced communication of its mission and services to the BPCC students, faculty, staff, and community. Furthermore, the Center advocates for the creation and implementation of student success, institutional
policies and student support services. The Center will continue to provide “New Student” folders to new students, update advisors, staff, and faculty regarding advising policies and procedures, participate in professional development opportunities, monitor effectiveness of existing services, and apply for external funding.
Admissions/Registrar's Office
Division of Student Services
DIVISION SUMMARY
STRATEGIC PLANNING
The Admissions/Registrar's Office has continued to be committed to providing services to students in the areas of admissions, registration,
graduation, transcripts, and record maintenance. We are dedicated to meeting the needs of our students to ensure a smooth transition in achieving their educational goals. The Admissions office had an essential part in conferring 1,348 credentials for 908 graduates in the 2015-2016 academic year.
This year in the Admissions/Registrar's Office, the Dean of Enrollment Management implemented several changes to better serve our students and
to increase customer service. The Admissions/Registrar's personnel embraced these changes which resulted in positive results. A change in processing incoming transcripts resulted in decreased wait time for students from an average of 18 days to 2.7 days. Several new forms online forms were created or adjusted to increase processing time, to reduce paper, and to reduce occurrences of missing or lost documents. The
Admissions/Registrar's Office staff processed 12,550 outgoing transcripts, 2,058 electronic forms, 14,629 applications (12,701 online applications and 1,928 manual applications). In addition to processing paperwork, the Admissions/Registrar's staff handled 13,917 out of 19,942 phone calls
from the Admissions Queue line. This number does not include the number of calls presented on individual staff member lines.
Department Measurable Strategy
Decrease processing time of
student admissions documents.
Performance Indicators
Average processing time.
Assessment Results
Average processing
time for incoming college transcripts has decreased from 18 days
to 2.7 days.
Changes Based on
Assessment Outcomes
None.
Strategy(ies) for the Future
Continue to find new ways of
decreasing processing time of admission documents.
Department Measurable Strategy
Provide admission staff professional development
opportunities.
Performance Indicators
Number of professional development opportunities
attended.
Assessment Results
Admission staff attended a total of 26
professional development opportunities.
Changes Based on
Assessment Outcomes
Find additional relevant professional
development opportunities for Admissions/Registrar
's staff to attend.
Strategy(ies) for the Future
Encourage participation in professional development
opportunities.
Department Measurable Strategy
Expand student access to online
admissions applications.
Performance Indicators
Number of student computers
available in Admissions and number of students served.
Assessment Results
Four additional
computer kiosks have been installed for student access to
complete admission requirements.
Changes Based on
Assessment Outcomes
None.
Strategy(ies) for the Future
Continue to encourage
students to complete the online applications through the available computer
stations.
Department Measurable Strategy
Increase volume of phone calls answered in the admissions office.
Performance Indicators
Number of phone calls answered.
Assessment Results
Admissions was presented with 19,942
calls on the queue line and 13,917 were handled. An additional
feature was added to all phones to "pick up" calls at other work
stations within the Admissions/Registrar's
Office.
Changes Based on
Assessment Outcomes
None.
Strategy(ies) for the Future
Continue to encourage staff to answer calls.
Department Measurable Strategy
Increase communication to student
applicants to provide information on missing admission requirements.
Performance Indicators
Number of new emails
created and sent.
Assessment Results
Admissions sent 5,799
emails to students notifying them of
missing high school transcripts.
Changes Based on
Assessment Outcomes
Expand emails to students to include any missing
admissions required
Strategy(ies) for the Future
Work with LCTCS Enterprise
Systems to expand emails to students missing any required
admission documents.
documents.
Department Measurable Strategy
Offer the Admissions/Registrar's survey to online applicants for
improvement of services.
Performance Indicators
Number of surveys completed.
Assessment Results
A total of five surveys were completed.
Survey is sent out on every welcome email and is available on the
Admissions/Registrar's main web page.
Changes Based on
Assessment Outcomes
Encourage students to participate by
increasing opportunities to complete the survey.
Strategy(ies) for the Future
Incorporate survey into all Admission/Registrar email
notifications to students.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Promote professional development opportunities for Admissions/Registra staff.
Encourage student participation in the Admissions/Registrar survey for more feedback to improve customer service.Work with LCTCS to ensure a smooth transition while working with the Enterprise Support Staff.
Find new and unique ways to continue to provide students with quality customer service from the Admissions/Registrar staff.
Athletics
Division of Student Services
DIVISION SUMMARY
The Bossier Parish Community College Athletic Department is responsible for overseeing the six intercollegiate sports offered at the College. Four
of the six sports offered are Division I men’s basketball, baseball, women’s basketball, and softball. Two of the six sports offered are Division III men’s and women’s cross country. In addition, the Athletic Department is responsible for Title IX compliance as it relates to equity in athletics, fundraising, athletic camps, student-athlete eligibility, and community service.
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 institution goals with a structured sport environment and enhances the student-athlete’s personal growth and development. The Athletic Department strives to ensure that each student-athlete receives, but is not limited to the following: the best educational opportunity; an athletic environment that enhances physical, mental, psychological, and social growth; the highest standards of health
and safety during practice and games; and an understanding of and commitment to citizenship and community activity.
The Athletic Department had a successful 2015-2016 year as evidenced by the following accomplishments: one hundred percent of the staff participated in professional development seminars and workshops; in fall 2015 thirteen (13) student-athletes finished the semester with a 4.00 grade point average, and fifty-eight (58) student-athletes finished the semester with a 3.00 grade point average or higher; in spring 2016 seven (7) student-
athletes finished the semester with a 4.00 grade point average; and forty-three (43) student-athletes finished the semester with a 3.00 grade point average or higher; ten (10) student-athletes graduated in spring 2016 and ten (10) student-athletes graduated in summer 2016.
BaseballFifty-eight (58) student-athletes participated in 2015-2016
GPAFall 2015 – 3.035: seven (7) student-athletes with a 4.00 and twenty-five (25) student-athletes with a 3.00 or higher
Spring 2016 – 2.860: three (3) student-athletes with a 4.00 and nineteen (19) student-athletes with a 3.00 or higher and one (1) student-athlete achieved a 4.00 in fall 2015 and spring 2016
Cumulative 2.948
Ten (10) graduates and three (3) transfers
One receiving scholarship to Louisiana CollegeOne receiving scholarship to Stephen F. AustinOne receiving scholarship to LSUS
One (1) student-athlete receiving the NJCAA Award for Pinnacle Academic Achievement (4.00 cumulative GPA for 2 and/or 4 semesters)
Two (2) student-athletes receiving the NJCAA Award for Superior Academic Achievement (3.8-3.99 cumulative GPA for 2 and/or 4 semesters)One (1) student-athlete receiving the NJCAA Award for Exemplary Academic Achievement (3.79-3.60 cumulative GPA for 2 and/or 4 semesters)Two (2) student-athletes receiving All Conference First Team
Two (2) student-athletes receiving All Conference Second Team
Community Service
BPCC Christmas Show Clean-upLawson Brandon Memorial Baseball Tournament
Shreve Memorial Library Book SaleBPCC concession stand and gate for home gamesSusan G. Koman Foundation “Pink Out Baseball Game”
“Strike Out Autism Baseball Game”
Men’s BasketballNineteen (19) student-athletes participated in 2015-2016
GPAFall 2015 – 2.727: five (5) student-athletes with a 3.00 or higher
Spring 2016 – 2.050: three (3) student-athletes with a 3.00 or higherCumulative 2.389
One (1) graduate receiving a scholarship to play at UT-Tyler
Community Service
BPCC 100Shreve Memorial Library Book Sale
Haughton High School Basketball CampBPCC concession stand for home games – spring 2016
Women’s Basketball
Fourteen (14) student-athletes participated in 2015-2016
GPAFall 2015 – 2.816: eight (8) student-athletes with a 3.00 or higherSpring 2016 – 2.968: six (6) student-athletes with a 3.00 or higher
Cumulative 2.892
Three (3) graduatesOne receiving scholarship to UNC-WilmingtonOne receiving scholarship to LSUS
One (1) student-athlete All Region/All ConferenceTwo (2) student-athletes Honorable Mention
Community Service
Shreve Memorial Library Book SaleBPCC concession stand and gate for home games – spring 2016Bows & Basketball Lock-In
BPCC fall registration Stockwell Reading TimeSpring Fling
Numana Feed SBC
Softball
Twenty-three (23) student-athletes participated in 2015-2016
GPAFall 2015 – 3.311: five (5) student-athletes with a 4.00 and sixteen (16) with a 3.00 or higherSpring 2016 – 3.377: four (4) student-athletes with a 4.00 and thirteen (13) with a 3.00 or higher and two (2) student-athletes achieved a 4.00 in fall
2015 and spring 2016Cumulative 3.344
Six (6) summer graduates and three (3) transfersOne transferring to Williams Baptist College on softball scholarship
One transferring to ETBU on softball scholarshipOne transferring to LSUA on softball scholarshipOne transferring to ULM
One transferring to University of Arkansas
One transferring to NSU
Three (3) student-athletes receiving NJCAA Award for Superior Academic Achievement (3.8-3.99 cumulative GPA for 2 and/or 4 semesters)
Community Service
Shreve Memorial Book SaleSoftball Coaching Clinic
Benton High School Softball ClinicBPCC Camp CAVSBPCC concession stand and gate for home games
Numana Feed SBC
Men’s Cross Country
Five (5) student-athletes participated in 2015-2016
GPAFall 2015 – 2.689: one (1) student-athletes with a 3.00 or higherSpring 2016 – 3.054: two (2) student-athletes with a 3.00 or higher
Cumulative 2.872
Community ServiceShreve Memorial Book SaleBPCC concession stand and gate – spring 2016
Women’s Cross Country
Four (4) student-athletes participated in 2015-2016
GPA
Fall 2015 – 3.409: one (1) student-athlete with a 4.00 and two (2) student-athletes with a 3.00 or higherSpring 2016 – 2.961: one (1) student-athlete with a 3.00 or higherCumulative 3.185
Community Service
Shreve Memorial Book Sale
BPCC Cavalier Athletic Foundation helped fund travel for student-athletes and purchase field equipment during the 2015-2016 school year.
STRATEGIC PLANNING
Department Measurable Strategy
Promote to coaches and athletic staff professional development
opportunities offered by the institution and the Athletic Department.
Performance Indicators
Certificates of attendance by coaching staff and athletic
administrative staff.
Assessment Results
All coaches and athletic staff attended
several professional development seminars.
Changes Based on
Assessment Outcomes
No changes
Strategy(ies) for the Future
Continue to promote professional development
opportunities to the coaching staff and athletic staff.
Department Measurable Strategy
Upgrade the current athletics
computer lab with new computers and additional workstations for student-athletes to utilize in
completing assignments.
Performance Indicators
Comparison of the number of
students using the labs before and after upgrading workstations.
Assessment Results
Student-athletes
utilized the computer lab before school, after practice, in the
evenings and for required study hall
time. Data was not collected on the number of student-
athletes using the workstations.
Changes Based on
Assessment Outcomes
Collect data
concerning use of the student-athlete computer lab.
Strategy(ies) for the Future
Continue to encourage student-
athletes to use the computer lab and collect data on the number of student-athletes
using these resources.
Department Measurable Strategy
Provide NJCAA Handbook & Casebook to coaching and
administrative staff to enhance knowledge of rules and guidelines
mandated by the NJCAA (National Junior College Athletic Association).
Performance Indicators
Improved NJCAA Rules test scores by coaching and
administrative staff.
Assessment Results
Coaches and athletic staff test scores showed
a better understanding of NJCAA rules and
guidelines.
Changes Based on
Assessment Outcomes
No changes
Strategy(ies) for the Future
Continue to test coaches and athletic staff members on old
and new NJCAA rules and regulations.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Athletic Department personnel will continue to monitor student-athlete class attendance, mid-term grades, and the general performance in the classroom. The department will provide continued education regarding the ever changing rules and regulations set forth by the NJCAA. Continue to promote academics in order to improve retention, graduation rate, and the student-athlete's overall college experience.
BPCC @ GSU
Division of Student Services
DIVISION SUMMARY
BPCC @ GSU staff completed online training seminars and attended many professional development opportunities and workshops including but not
limited to the following: RESPECT Forum, Leadership, Character, and Purpose Forum, Keeping it 100 Forum all sponsored by Gamma Gamma Chapter of Omega Psi Phi Fraternity, Inc., Male Empowerment Session sponsored by The Grambling Achievement Program, and a Cultural
Symposium sponsored by Monroe-Grambling Chapter of the Links, Inc.
BPCC @ GSU Adjunct Instructors attended professional development workshops, published articles for publication, received recognition for
Service Learning projects, participated in GSU High School Recruiting Day, served on a dissertation committee, were awarded research grants, provided tutoring in the Math Clinic and Writing Lab, served as advisors for BPCC @ GSU registration, and provided assistance for BPCC @ GSU Orientation and Transition meetings.
BPCC @ GSU students participated in Service Learning Projects during Fall 2015 and Spring 2016. These students donated canned goods to the
local food banks during Fall 2015 and participated in a campus clean up during Spring 2016. BPCC @ GSU students attended a Financial Aid Workshop sponsored by the GSU Financial Aid Director, Mr. Gavin Hamms during the Fall and Spring semesters.
BPCC @ GSU staff facilitated a Transition meeting for students during the Fall and Spring semester. GSU staff members from Financial Aid, Residential Life and Admissions attended to inform the students about their respective areas and what the students would need to do before they
transitioned to GSU.
Former BPCC @ GSU students who are now GSU students served as mentors, provided assistance during BPCC @ GSU registration, Orientation
and Transition meetings.
The BPCC @ GSU Program will end June 30, 2016.
STRATEGIC PLANNING
Department Measurable Strategy
Develop a student satisfaction survey.
Performance Indicators
Implementation of a student satisfaction survey.
Assessment Results
Students were administered the
student satisfaction survey during Fall and Spring Transition
Meetings.
Changes Based on
Assessment Outcomes
No Changes
Strategy(ies) for the Future
Due to the BPCC@GSU Program ending June 30,
2016, this strategy is completed.
Department Measurable Strategy
Increase student retention in the
BPCC@GSU program as well as increase student transitions to GSU.
Performance Indicators
Comparison of number of
students receiving academic advising and career counseling to the previous
year.
Assessment Results
Academic Advising
and Career Counseling was provided to over
75% of the students in
Fall 2015 compared to 40% of the students in
Spring 2016.
Changes Based on
Assessment Outcomes
No Changes
Strategy(ies) for the Future
Due to the BPCC@GSU
Program ending June 30, 2016, this strategy is completed
Department Measurable Strategy
Continue to expose students to cultural and societal activities and
events.
Performance Indicators
Number of students attending events.
Assessment Results
140 BPCC @ GSU students attended
lyceum events on the
campus of GSU.
Changes Based on
Assessment Outcomes
No Changes
Strategy(ies) for the Future
Due to the BPCC@GSU Program ending June 30,
2016, this strategy is completed
Department Measurable Strategy
Promote professional development
opportunities for BPCC@GSU staff and instructors.
Performance Indicators
Number of professional
workshops, seminars, or conferences attended by staff and instructors.
Assessment Results
BPCC @ GSU staff
and instructors attended a total of 20
professional growth
opportunities.
Changes Based on
Assessment Outcomes
No Changes
Strategy(ies) for the Future
Due to the BPCC@GSU
Program ending June 30, 2016, this strategy is completed.
Department Measurable Strategy
Improve transition services for
students.
Performance Indicators
Increase in number of
students who transition to four year institutions.
Assessment Results
Based on the number of
students enrolled for Fall 2015 and Spring
2016 there was a 10% difference in the
Changes Based on
Assessment Outcomes
No Changes
Strategy(ies) for the Future
Due to the BPCC@GSU
Program ending June 30, 2016, this strategy is
completed.
number of students from Fall 2014 and
Spring 2015.
PRIORITIES FOR THE COMING ACADEMIC YEAR
No priorities are listed due to the closing of the program.
BPCC @ LSUS
Division of Student Services
DIVISION SUMMARY
STRATEGIC PLANNING
Prior to spring 2016, the Director of the BPCC@LSUS program resigned. The duties then fell to the Administrative Coordinator. This staff
member did a yomen's job of ensuring the program continued to serve the students enrolled. Because of the new admissions standards for four-year universities, the enrollment in this program drastically declined. The decision was made to close this program at the end of summer 2016.
Department Measurable Strategy
Increase enrollment in the program.
Performance Indicators
Number of students enrolled.
Assessment Results
Nine students were enrolled for spring
2016 and one student was enrolled for summer 2016.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
No strategies because of the closure of the program.
Department Measurable Strategy
Streamline course offerings.
Performance Indicators
Number of courses offered.
Assessment Results
The BPCC@LSUS
program offered nine courses in spring 2016.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
No strategies because of the
closure of the program.
Department Measurable Strategy
Provide professional development
opportunities for program personnel.
Performance Indicators
Participation in professional
development opportunities available.
Assessment Results
The Administrative
Coordinator particpated in numerous
professional development activities.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
No strategies because of the
closure of the program.
Department Measurable Strategy
Improve student success rates in courses.
Performance Indicators
Number of students transitioning into LSUS;
learning outcomes data for each course.
Assessment Results
Nine students successfully transition
to LSUS in spring 2016.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
No strategies because of the closure of the program.
PRIORITIES FOR THE COMING ACADEMIC YEAR
No priorities for the future are listed because of the closure of the program.
BPCC @ NSU
Division of Student Services
DIVISION SUMMARY
The bpcc@NSU Division has had a successful 2015-2016 academic year as reflected in the total combined enrollment at Natchitoches and Leesville
campuses and the success of the students who have been in the program this year. Course offerings have been scaled back to provide prospective and current students with the choices they need, whether developmental or college level, in order to comply with SACS. Enrollment has increased from 140 students in 2005-2006 to 300 students within the 2015-2016 calendar year. New admission requirements for university enrollment will
continue to channel students to the BPCC campuses in Natchitoches and Leesville. Additionally, new transfer requirements will mean that students who enter our program will continue with us for approximately two semesters. We creatively began offering 8-week math courses to allow students
to complete transferability in two semesters. Even with the new requirements, bpcc@NSU students continue to successfully progress toward university admission and 54 students completed the requirements for admission to the university. First time freshmen who require any developmental courses will now enroll in bpcc@NSU. Northwestern State University continues to work closely with BPCC to insure that the
students in the bpcc@NSU programs are potential future students at their four-year institution.
The bpcc@NSU program continues to be successful in attracting students from central Louisiana who do not meet the admission standards to enter local universities, particularly Northwestern State University. We are constantly in contact with Career Compass at the area schools and have developed a strong relationship with that group of counselors. The enrollment numbers for bpcc@NSU and bpcc@NSU/ Leesville and the number
of students who complete the transfer requirements indicate the importance of the presence of Bossier Parish Community College in central Louisiana. The staff continues to provide support to the students and the instructors at bpcc@NSU and in Leesville. They have streamlined forms
and now direct potential students to the online admissions process, and they firmly remind students to monitor their personal files on LOLA. The bpcc@NSU office continues to relay current and correct information. Because NSU no longer offers developmental English or math courses, we have become the primary way for a university student to complete that part of his/her requirement to continue on to college level English. We work
very closely with NSU to ensure that our students will complete all necessary requirements to streamline the process of moving into NSU. Our office has done a wonderful job of spreading the value of beginning college at bpcc@NSU in order for our area students to stay in central Louisiana to complete their degree. We engage our students within the term by offering birthday celebrations once a month at which time we serve cake or
other celebratory foods. We will continue our birthday celebrations next fall. We would also like to add a time and a day when once a semester we could treat our students to coffee at the new coffee shop on the NSU campus, possibly during finals week. As often as is possible, the staff at
bpcc@NSU engages in community projects and serves the students in our program with excitement and celebration. We continue to be included in
STRATEGIC PLANNING
the graduation parties of our former students and we celebrate with a pizza party at the end of each term in our office. The number of successful completers of the bpcc@NSU program who are eligible to attend a university has grown and that is even after the newer standards of 18 college
hours (including Math 102 and English 101) have been in place. We invite the NSU transfer recruiter to our office every term to discuss the transfer process as our students leave BPCC to attend NSU. The use of NSU services such as the academic services and the disabilities office has grown. Our staff has utilized the professional development opportunities, and our staff has benefited from information presented about professional
development information. The faculty for bpcc@NSU and bpcc@NSU/Leesville are credentialed to teach at the community college in their respective disciplines and they are not only highly qualified, they are also very caring and gifted.
Department Measurable Strategy
Modify schedule of classes per
semester alternating course offerings
Performance Indicators
Variety of course offerings at
sites in Natchitoches and Leesville.
Assessment Results
Number of courses
amended to meet SACS requirements for
off site classes to a
maximum of
nine college courses.
Changes Based on
Assessment Outcomes
Changes made to
reflect SACS requirements for off
site classes
Strategy(ies) for the Future
Modify schedule of course
offerings in Natchitoches and Leesville
Department Measurable Strategy
Increase communications with staff and students.
Performance Indicators
Documented increase in information sent via email
and office postings sent to staff and students about events, holidays, library
information, study halls, tutoring, the arts, and professional development
opportunities.
Assessment Results
Information has been posted and
communicated through emails.
Changes Based on
Assessment Outcomes
No changes
Strategy(ies) for the Future
Increase communication with staff and student about
developmental and college courses to meet transfer requirements
Department Measurable Strategy
Provide professional development
opportunities tofaculty and staff.
Performance Indicators
Number, date, and
attendance at professional opportunities
provided.
Assessment Results
100% of the staff
attended professional development
opportunities.
Changes Based on
Assessment Outcomes
No changes
Strategy(ies) for the Future
Provide professional
development opportunities for
faculty and staff.
Department Measurable Strategy
Hire the best and most qualified instructors.
Performance Indicators
Number of credentialed faculty hired.
Assessment Results
100% of faculty hired at bpcc@NSU are
credentialed and highly qualified.
Changes Based on
Assessment Outcomes
No changes
Strategy(ies) for the Future
Hire the best and most qualified instructors.
Department Measurable Strategy
Increase the effectiveness of
bpcc@NSU through transition services, review of student surveys, and increasing services to students.
Performance Indicators
Successful completers;
feedback from student surveys; student usage of labs and tutorial services.
Assessment Results
Fifty-four students
were eligible to transition to the university.
Changes Based on
Assessment Outcomes
No changes
Strategy(ies) for the Future
Increase effectiveness of
bpcc@NSU.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Comply with SACS and offer only a maximum of nine selected college courses for any bpcc@NSU student to take. These courses will enable
students to meet the standards necessary for transfer to a university. Hire the most highly qualified and experienced instructors available. Continue to work with area high school counselors and the staff of Career Compass to promote bpcc@NSU for students who are not admissible to the
university directly from high school. Advise and counsel students during their tenure as bpcc@NSU students effectively utilizing a plan of study that will outline the student’s college career path. Utilize a newly developed end of the year survey as students leave BPCC and enter the university. Observe and evaluate instructors in the bpcc@NSU program. Operate within the planned program budget for 2016-2017.
Career Services
Division of Student Services
DIVISION SUMMARY
Career Services was involved in many academic and extracurricular activities at Bossier Parish Community College and in the community during
the 2015-2016 year. This division provided students with a positive atmosphere in which to explore career and employment options through the Job Placement Office, provided services and accommodations for students with disabilities through the Office of Disability Services, and worked in conjunction with the Academic Advising Center to provide academic advising for all students. The Career Services Manager and Disability Services
Advisor position was restructured into the Disability Services Coordinator position since the Career Services area is transitioning into the Center for Student Success which includes Academic Advising, Career Services (Job Placement), and Disability Services.
Within the Job Placement component of Career Services, current students and alumni were assisted in locating employment which is compatible with the needs of their jobs and educational objectives. Job opportunities included full-time, part-time, and temporary employment for both on and
off campus. The use of electronic applications for students and employers and OPTIMAL RESUME enabled Job Placement to be of greater assistance in the registration and employment process for students, alumni, and employers. Job Placement hosted annual Career Fairs, including
BPCC Graduate Career Fairs, and on-campus job interviews with prospective employers. Job Placement provided resume and cover letter writing and interview advice to EDUC 099 classes. In addition to on-campus functions, Job Placement’s Kathy Busch represented BPCC by attending numerous ribbon cutting and groundbreaking ceremonies, as well as attending monthly Bossier Chamber of Commerce meetings.
The second component of Career Services is the Office of Disability Services. In compliance with the Americans with Disabilities Act (ADA) and
the Rehabilitation Act of 1973 (Section 504), the Office of Disability Services ensures that eligible students receive proper classroom modifications and academic accommodations and acts as a liaison between faculty and students. ADA students also receive academic advising and assistance with registering for classes through the Office of Disability Services. In addition to working with the faculty and staff at Bossier Parish Community
College, the Office of Disability Services enlists the aid of the Deaf Action Center and the Louisiana Association for the Blind. BPCC contracts with the Deaf Action Center to handle the scheduling and oversight of interpreters for hearing impaired students. The Office of Disability Services also collaborated with the Office of Diversity and Multicultural Relations to coordinate Workforce Recruitment Program interviews for eligible ADA
students at BPCC and collaborated with the Office of Recruiting for multiple on-campus events promoting ADA awareness for current and future students. Disability Services participated in an OCR Internal Assessment during the fall semester. Disability Services provided BPCC faculty and
staff with a professional development presentation, “Section 504, ADA, and the Classroom,” and participated in the New Faculty and Staff
STRATEGIC PLANNING
Orientation during the August 2015 and January 2016 Be-Back Workshops. Disability Services represented BPCC at the LCTCS 2016 Annual Conference, “Investing In Our People: Our 2020 Vision,” and presented a session entitled “Avoiding Gender-Based Discrimination” during the
conference Break-Out Sessions.
Department Measurable Strategy
Increase ADA-based professional
development opportunities offered on campus to faculty/staff.
Performance Indicators
Number of ADA-based
professional development opportunities offered 2015-2016.
Assessment Results
For the 2015-2016
academic year, Disability Services offered one fall
professional development and one spring professional
development during Be-Back Workshops.
Disability Services also offered a professional development
opportunity during the LCTCS 2016
Conference with a presentation entitled "Avoiding Gender-
Based Discrimination."
Changes Based on
Assessment Outcomes
Work with
Institutional Effectiveness Initiatives to offer
more professional development options.
Strategy(ies) for the Future
Evaluate current professional
development opportunities to increase faculty/staff participation.
Department Measurable Strategy
Evaluate the levels and changing
student needs of all service components.
Performance Indicators
Number of students
requesting career services or special accommodations not currently offered.
Assessment Results
Career Services and
Disability Services only received requests for services and
accommodations the College currently offers.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Evaluate current technology
for future accommodations and services.
Department Measurable Strategy
Evaluate student applications and
Performance Indicators
Number of accommodation
Assessment Results
Disability Services had
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Continue to ensure that
notify instructors of accommodations.
letters provided to instructors. 100 active students for the fall 2015 semester
and 98 active students for the spring 2016 semester. Disability
Services provided a total of 623
accommodation letters to instructors for fall 2015 and spring 2016.
instructors receive accomodation letters for all
students with disabilities.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Enhance coordination efforts between BPCC Career and Disability Services and campus-wide services. Monitor ADA compliance updates.
Financial Aid
Division of Student Services
DIVISION SUMMARY
STRATEGIC PLANNING
The Financial Aid staff members worked very hard to ensure student financial aid awards for the fall/spring 2015-2016 semesters were processed in
a timely and efficient manner. Staff members attended training workshops via webinar and some face-to-face training. The Financial Aid office awarded federal funds totaling $22,039,466.00 in federal Pell grants; $194,400.00 in Supplemental Educational Opportunity Grants (SEOG); $99,732.24 in Federal Work Study (FWS); $19,697,533.00 in Direct Subsidized Loans, and $23,957,284.00 in Direct Unsubsidized Loans. The
Financial Aid office awarded state funds totaling $1,552,811.87 in TOPS scholarships and $253,755.00 in Go Grant.
Department Measurable Strategy
Utilize Financial Aid Satisfaction Survey to evaluate
ways to improve the financial aid process andservice delivery
Performance Indicators
Changes made based on responses to
the Satisfaction Survey
Assessment Results
We did not receive a single survey from
students.
Changes Based on
Assessment Outcomes
Send a "complete our survey" email to
students' at the same time the Award Notificaiton email is
sent.
Strategy(ies) for the Future
Create an electronic version of the Financial Aid Survey and
send an email to students with the survey link.
Department Measurable Strategy
Encourage staff members to
participate inprofessional development opportunities.
Performance Indicators
Attendance/participation
recordsindicating staff members who attended
or participated in professionaldevelopment events.
Assessment Results
All staff members
attended at least two professional development events.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Encourage staff members to
attend several professional development events.
Department Measurable Strategy
Host the Financial Aid Marathon in April and invite all
BPCC students along with high school students andparents.
Performance Indicators
Number of attendees at the Financial Aid
Marathon event.
Assessment Results
111 students/parents attended the FAFSA
Marathon event.
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
Create flyers for the FAFSA Marathon to be distributed by
recruiters when they visit schools January-April.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Continue to utilize the Banner systerm along with the BDM imaging process to allow us to image all documents on the front end of the process and
create a paperless process for the 2016-2017 award year.
Recruiting
Division of Student Services
DIVISION SUMMARY
STRATEGIC PLANNING
The Office of Recruiting is responsible for recruiting new students to the College. The Director of Recruiting, as well as one full-time recruiter,
attended various College and Career Fairs, High School Fairs and Trade Shows. Presentations were made at area high schools, junior high schools, and elementary schools about educational opportunities. The staff visited students throughout seven parishes located in Zone V - Bienville, Bossier, Caddo, Claiborne, DeSoto, Red River, and Webster. Visits were also made beyond to the seven parish perimeter to schools in Oachita and Rapides
Parish as well as schools in East Texas.
The Office of Recruiting served prospective students this year through individual campus visits, group tours, college and career fairs, community sponsored events, Spring Fling Preview Day, Cavalier Preview Night, social media, and email contacts. The staff attended thirty-seven high school and community fairs. Campus tours were conducted on a daily basis by appointment and on a walk-in basis (by availability). The staff conducted
tours on BPCC's campus to 145 individuals and to twelve groups/organizations during the summer, fall, and spring semesters. Classroom presentations were made at six area schools. Lunch time visits were made to seventeen area high schools. Follow-up letters/packets were mailed to
5,971 prospective students throughout the year. There were 506 information requests made via recruiting website/email. One hundred sixteen posts were made via facebook promoting events on campus as well as one contest.
The student recruiting team, Cavalier Express, assisted with recruiting efforts including individual campus tours, group tours, Spring Fling Preview Day, and Cavalier Preview Night. The team also visited local elementary schools and read to three local kindergarten classes. The Cavalier Express
conducted four fundraisers throughout the year.
The Recruiting Staff attended three LACRAO (Louisiana Association of Collegiate Recruiters and Admissions Officers) Articulation Workshops and
distributed information about the College to high school counselors. The staff also attended the LACRAO State Conference held in Alexandria,Louisiana. The department collectively attended nineteen professional development sessions.
Department Measurable Strategy
Recruit a more diversified student
Performance Indicators
Number of minority students
Assessment Results
Fall 2015 minority
Changes Based on
Assessment Outcomes
No changes.
Strategy(ies) for the Future
Continue to promote the
population. enrolled. enrollment - 1,475 students.
Spring 2016 minority enrollment - 1290
students.
College to a diversified population.
Department Measurable Strategy
Hire a full-time recruiter to assist in
recruiting efforts for the College.
Performance Indicators
Recruiter hired.
Assessment Results
Two part-time
recruiters were hired in November 2015 to assist with travel and
recruiting efforts for the College.
Changes Based on
Assessment Outcomes
One part-time recruiter
was relieved from duties due to poor job performance.
One part-time recruiter resigned due to job
expectations and salary.
Strategy(ies) for the Future
Seek a full-time recruiter for
the 2016-17 academic year.
Department Measurable Strategy
Promote professional development to enhance productivity and knowledge within the department.
Performance Indicators
Number of professional development trainings/workshops attended.
Assessment Results
The Director of Recruiting attended fourteen professional
development sessions.
Recruiter attended five professional development sessions.
Changes Based on
Assessment Outcomes
No changes.
Strategy(ies) for the Future
Continue to encourage professional development within the department.
Department Measurable Strategy
Work in conjunction with Public
Relations, Admissions, and Computer Services staff to gain knowledge and implement the
Recruiter platform by Ellucian that will be used to contact and recruit
prospective students.
Performance Indicators
Knowledge gained and
implemented from training by LCTCS system office.
Assessment Results
The Recruiting Staff
attended twenty-eight training courses via WebEx. One campaign
was created and launched to over 3,000
students announcing spring 2016 registration.
Changes Based on
Assessment Outcomes
Continue to gain a
broader knowledge of the Recruiter platform.
Strategy(ies) for the Future
Collaborate and broaden
knowledge of Recruiter Exact Target in conjunction with the Public Relations Department.
Department Measurable Strategy
Increase utilization of social media to make recruitment
announcements pertaining to the College.
Performance Indicators
Number of students who like, follow, share, etc. posts.
Assessment Results
One hundred sixteen posts were made to
announce high school visits, college fairs, upcoming events, and
one contest.
Changes Based on
Assessment Outcomes
No changes.
Strategy(ies) for the Future
Continue to engage prospective students through
announcements about the College and upcoming recruiting activities.
PRIORITIES FOR THE COMING ACADEMIC YEAR
Continue to host, plan, and implement Cavalier Preview Night every 6-8 weeks depending on time of year.
Collaborate and broaden knowledge of Recruiting Exact Target in conjunction with the Public Relations Department.
Create and implement a system with Admissions Office to notify students of acceptance to the College. (ie: mailing certificate or letter to new applicants on a monthly basis)
Revise Campus Visit Evaluation and send via email rather than direct mail.
Expand recruitment territory in Lousiana beyone the 120 radius that is currently traveled.
Student Life
Division of Student Services
DIVISION SUMMARY
STRATEGIC PLANNING
The Office of Student Life houses the SGA, manages thirty student organizations, and hosts many campus events including but not limited to Back
to School Bash, Family Fests, the BPCC Talent Show, the Ms. BPCC Pageant, NSU@BPCC Fun Day, LCTCS Day at the Capitol, Homecoming and A Visit with Santa. In addition to the events and activities on campus, the Office of Student Life promotes community service and giving back to our community here on campus as well as the Shreveport/Bossier City community. A few examples of community service projects this year are
as follows: collecting donations for Operation Santa Claus Toy Drive, Lifeshare Blood Drives, feeding the homeless, reading to local elementary school children, visiting veterans at the VA Overton Brooks Hospital, and participating in the Firecracker 5K run. This office also houses the Phi
Theta Kappa International Honor Society which inducted 136 new members this year. In compliance with Title IX, the Office of Student Life assisted in hosting the movie "8 Days" as well as a guest speaker, Dr. Justine Shuey. The Student Life Office staff assisted with the BPCC 100, Career Compass Registration Day, Recruiting Task Force Committee, and Spring Fling Preview Day which helped attain the mission of working
accoss departmental boundaries. One new student organization was created this year: Team BPCC.
Department Measurable Strategy
Provide opportunities for minority
students to access college through Student Life scholarships.
Performance Indicators
Number of scholarships
awarded to minority students.
Assessment Results
A total of 286 Student
Life Tuition Waivers were awarded during the 2016-2017 year. Of
this amount, 108 (38%) were awarded to minority students.
Changes Based on
Assessment Outcomes
More promotion of
the Student Life Tution Waviers in local high schools.
Strategy(ies) for the Future
Create a handout that the
Bossier Parish Community College Recruiting Office can distribute at local high school
visits.
Department Measurable Strategy
Update the Cavalier
Performance Indicators
Approval from the
Assessment Results
The Technology Fee
Changes Based on
Assessment Outcomes
None
Strategy(ies) for the Future
This goal was accomplished
Communication Center (C3) equipment.
Technology Fee committee to acquire and install the
equipment.
Committee approved the request to update
the Cavalier Communication Center (C3) upgrade. These
upgrades will take place summer 2016.
so no future strategies are needed.
Department Measurable Strategy
Increase the number of posts to
social media.
Performance Indicators
Comparison of the number of
posts this year to the number of posts last year.
Assessment Results
2015-2016 stats:
Facebook photos uploaded = 1,449Facebook photo albums
= 17Facebook videos = 4
Facebook posts to page = 442
Tweets sent = 201Twitter Followers = 85
Instagram posts = 60Instragram followers =
157
Changes Based on
Assessment Outcomes
The staff position
was vacant during spring 2015 so there is no data from the
2014-2015 academic year to compare to
2015-2016.
Strategy(ies) for the Future
Continue to increase the posts
to social media.
Department Measurable Strategy
Participate in professional
development opportunities
Performance Indicators
Number of professional
development opportunities in which the Student Life staff participates.
Assessment Results
Each Student Life staff
member has participated in at least two professional
development opportunities this year.
Changes Based on
Assessment Outcomes
None.
Strategy(ies) for the Future
This goal was accomplished
but will be an ongoing goal for the Student Life staff.
Department Measurable Strategy
Provide activities that promote cultural, socioeconomic and educational diversity.
Performance Indicators
Number of activities provided.
Assessment Results
The Office of Student Life implemented 16 events during the 2016-
Changes Based on
Assessment Outcomes
Continue to offer programs, events and
Strategy(ies) for the Future
Add at least two new events to the schedule for the 2016-2017 year.
2017 year:Back To School Bash –
Wednesday, August 26, 2015
Pumpkin Carving
Contest – Wednesday, October 28, 2015
Halloween Costume Contest – Wednesday, October 28, 2015
Tip Off In The Quad – Tuesday, November 3, 2015
Talent Show – Saturday, November
14, 2015 Finals Fling (Aqua Massages) – Tuesday,
December 1, 2015
A Visit With Santa –
Sunday, December 6, 2015
Cocoa Pallooza –
Monday, January 19, 2016
Homecoming Basketball Game – Saturday, January 30,
2016 Ms. BPCC and Miss Tiny Cavalier Pageant –
Saturday, February 20, 2016
Movie: 8 Days – Tuesday, February 23, 2016
Spring Fling Preview
activities that promote cultural,
socioeconomic and educational diversity.
Day – Saturday, March 19, 2016
Sexual Assault Awareness Ceremony – Tuesday, April 5, 2016
Adam Grabowski (comedian) – Monday,
April 18, 2016 Dr. Justine Shuey – Wednesday, April 20,
2016 NSU @ BPCC Fun Day – Tuesday, April
26, 2016
Department Measurable Strategy
Create an online assessment of events, activities, and student organizations.
Performance Indicators
Creation and implementation of the online assessment.
Assessment Results
The assessment of events and activities was created and was
administered in person, not online during the 2015-2016 year.
Changes Based on
Assessment Outcomes
Continue this performance indicator for the
2016-2017 year to compare the number
of online assessments to the in person assessments.
Strategy(ies) for the Future
The assessment will be made available online
PRIORITIES FOR THE COMING ACADEMIC YEAR
Participate in professional development opportunities.
Provide activities that promote cultural, socioeconomic and educational diversity.Provide opportunities for minority students to access college through Student Life scholarships.Create and implement a Cavalier Rewards Program.