Vision 2020 | Louisiana College

Vision 2020

Goal 1

FAITH INTEGRATION: To develop Christian thinkers and leaders through the integration of faith.

Objective 1.1

Enhance the faith integration training for staff, coaches, and faculty.

Responsibility

Vice President for Academic Affairs (VPAA), Vice President for the Integration of Faith and Learning (VPIFL)

Strategic Action Plan

Enhance four training seminars each semester for staff and coaches by enlisting different people to share in the equipping process. These seminars will begin in August 2017.

Provide an annual speaker on faith integration for a faculty meeting in each academic year beginning with 2017-18 academic year. VPAA : Need to invite speaker for spring faculty meeting for integrating faith and learning

Enhance faculty study groups for the Faculty Reading Plan by continuing to choose a book on faith integration and provide an interdisciplinary study group for discussing the book beginning August 2017.

Provide a bi-annual Scripture reading plan for staff, coaches, faculty, and administration at the beginning of each academic semester (August-September and January-February) beginning in 2017-18.

Assessment

Survey Monkey will collect data from staff and coaches on the effectiveness of their training. The goal to reach is a 3 on a Likert Scale between 1-5—This assessment tool is being developed and will be used after both groups have received their training on the Evangelism Initiative, which is being introduced.

Survey Monkey will aid in checking the effectiveness of the faculty study groups by collecting data from individuals involved in the study groups. The goal for the study groups to be considered effective will be a composite score of 5 on a Likert scale of 1-10—This assessment tool is being developed in the Spring semester and will be used at the conclusion of the book study for this academic year.

In the fall semester, faculty and staff read an assortment of Bible passages that related to being a holy follower of Christ. In the spring semester, faculty and staff will read from 1 Peter to help promote once more the idea of holiness and servant leadership.

Result

These action steps and assessment will help enhance the faith integration training of coaches, faculty, staff, and administration. The end result is to strengthen the integration of faith into the equipping process of each individual.

Estimated Budget

$ 5000.00 per year

 

Goal 1

Faith Integration: To develop Christian thinkers and leaders through the integration of faith.

Objective 1.2

To provide engaging chapel and worship services that promotes an atmosphere for transformation to take place.

Responsibility

President, Vice President for Integration of Faith and Learning, BCM Director, and Dean of Students

Strategic Action Plan

Enlist at least fifteen different Christian speakers or pastors to encourage and challenge our students, faculty, staff, and coaches per academic year beginning in Fall 2017.

Enlist two student leaders to speak in chapel each semester during an academic year beginning in Fall 2017.

Enlist a combination of twenty students, faculty, staff, pastors, and other Christian speakers to speak at BCM services per academic year beginning in Fall 2017.

Assessment

Enhance a chapel survey for faculty and staff along with one for students to measure the effectiveness of speakers and the worship dynamic. The assessment goal is to average a 3 on a Likert scale from 1-5. The chapel survey for the Fall semester has been completed. Twenty seven students participated in the survey, which is up from last year. However, we need more involvement for the Spring semester. Administration will discuss ways to get better involvement. Analyses of this survey is being compiled now. Faculty also completed the survey. A total of forty one faculty and staff participated in the survey. Analyses of this survey is being compiled as well.

Students were a part of the chapel services as planned. In the first student chapel a student preached and the last chapel service, our Dean of Students interviewed three students.

Our BCM Director chooses BCM speakers for weekly services. Due to the advancement of the BCM attendance has increased. BCM attendance has increased from around the usual 50 students to as high as 250 students, but this number lowered to around 125 as the semester concluded. (We need to develop a survey for the BCM to determine effectiveness).

Collect and evaluate data to help determine the effectiveness of BCM events. The goal is to achieve a 20 % increase in effectiveness from the previous year.

Use of Results

These action steps and assessments will enhance the chapel programming, providing and promoting an atmosphere for spiritual transformation to take place.

Estimated Budget

$ 37,000.00 per year

 

Goal 1

Faith Integration: To develop Christian thinkers and leaders through the integration of faith.

Objective 1.3

Distribute discipleship materials for new Christians and ensure that new believers locate a local church to attend.

Responsibility

Vice President for the Integration of Faith and Learning, Vice President for Student Life, BCM Director, and the Dean of Students.

Strategic Action Plan

The VPIFL, BCM Director, and Dean of Students will select two books per year with the approval of the President that will enhance spiritual growth for a new believer beginning in Fall 2017. The books will include topics on the following: Discipleship, Spiritual Formation, Spiritual Disciplines, Evangelism, and Missions.

The VPIFL, BCM Director, and Dean of Students will provide a list of local churches for students to consider attending during their tenure at LC beginning in Fall 2017.

Assessment

The VPIFL will ask Mrs. Melinda Draper to track chapel attendance. The average chapel attendance for students for the Fall semester was 287 on Tuesday and 319 for Thursday. This data will be a starting point for being able to do comparative analysis on chapel attendance for effectiveness in the future. (We will pull these statistics together at the end of the Spring semester for both academic semesters).

The Dean of Students and the VPIFL will track the number of public decisions for Christ and make discipleship materials and church list available to each student. We know that at least 40 students made public decisions for Christ in the Fall semester. Each student was given the book Life Change. Due to cost, the College did not buy the second book.

The Chapel survey will have questions within it to collect data on the spiritual advancements of all students to measure effectiveness in meeting chapel objectives. The chapel survey has been completed with 27 students providing data. The data is being compiled at this time, but will be placed in Compliance Assist early in the Spring academic year.

The BCM Director and Dean of Students provided students a list of 12 churches to attend to fulfill the other strategic action plan as possibilities for places to worship if the student did not have a church home.

Use of Results

Administration will use this assessment to determine the effectiveness of LC connecting students with local churches and to enhance spiritual development of the student body.

Estimated Budget

$ 1500.00 per year

 

Goal 1

Faith Integration: To develop Christian thinkers and leaders through the integration of faith.

Objective 1.4

Enhance mission opportunities for students, staff, coaches, and faculty through BCM and local church opportunities.

Responsibility:

President, VPIFL, VP of Student Life, Dean of Students, and the BCM Director

Strategic Action Plan

Work through the BCM Director to partner with local churches and Baptist associational offices to connect students, staff, coaches, faculty, and administration with mission opportunities on the state, national, and global scene. The BCM Director will provide three different missional avenues each year: a state, national, and a global effort beginning Fall 2017. The goal for student involvement is as follows: (a) State—25% of the resident student body (b) National—15% of the resident student body, and Globally—5% of the resident student body.

Assessment

Collect data on the number of mission trips along with the number of projects completed through Survey Monkey beginning Fall 2017. The Disaster Relief mission trip had to be cancelled. This mission trip was cancelled due to a lack of student involvement. Two major problems that emerged from the student perspective was a time conflict and a lack of money. The BCM Director plans to work harder on selecting a strategic time for the next state mission trip taking into consideration the campus calendar of other student related activities. The National mission trip is planned for the Spring semester to Alpine, TX, and the global mission trip is being planned for the summer to Israel. More work is pending on this trip. Additionally, track the number of students who participate from both the larger College campus but more specifically from the School of Missions and Ministries. A comparative database will be established to determine and track effectiveness. This data will enhance the planning process for future mission projects. To complete this assessment aspect, the VPIFL and the BCM Director will develop an Excel spreadsheet to track the number of students involved in missional endeavors once students return from a mission trip. Comparative analyses will be done to determine effectiveness of this objective.

Use of Results

These results will help determine budgeting needs for the BCM Ministry and determine the depth of involvement of LC students with the transformation of the cities of Alexandria/Pineville and the larger state, nation, and world.

Estimated Budget

$ 2000.00 per year

 

Goal 1

Faith Integration: To develop Christian thinkers and leaders through the integration of faith.

Objective 1.5

Provide training opportunities for church, business, and community leaders to enhance faith integration within the community and across the LC campus.

Responsibility

President, VPIFL, Vice President of Institutional Advancement, and VPAA

Strategic Action Plan

Develop, promote, and implement a bi-annual Great Commission Seminar, which would occur each Fall and Spring Semester at Louisiana College beginning Fall 2017.

Develop, promote, implement, and assess an annual Values and Ethics Conference beginning in October 2017.

Develop, promote, implement, and assess an annual Joseph Willis Symposium beginning February 2017.

Develop, promote, implement, and assess an annual God in the Workplace Conference beginning March 2018.

Develop, promote, implement, and assess certificate, bachelor, and master level programs within the Louisiana College School of Missions and Ministries. The certificate program began in 2016. The BA in Missions and Ministries will begin in Fall 2017, and the MA in Missions and Ministries will begin in Fall 2018.

Develop and provide the C. S. Lewis Scholarship Program in conjunction with the Honor’s Program at Louisiana College beginning Fall 2017.

Develop and provide the Fred Lowery Missions and Ministries Scholarship Program to enhance enrollment in the Louisiana College School of Missions and Ministries beginning Fall 2017.

Develop and provide the G. Earl Guinn Scholarship for students who major in Missions and Ministries beginning Fall 2017.

Assessment

The Great Commission Seminar along with the other conferences will be assessed through Survey Monkey. A Likert Scale will be used ranging from 1-5 with effectiveness being assumed if the event scores an average of a 3 from the responses collected. The Values and Ethic series was a very successful event. However, data was not collected through Survey Monkey for this event. The VPIFL will need to follow up closer to ensure that attendees have an opportunity to submit their responses to this important event. The Joseph Willis Symposium was not planned for February due to lack of student involvement over the last three years. Instead, an Evening with C. S. Lewis will be planned for Feb. 22 for C.S. Lewis Scholars, the larger LC campus family, and the community. The VPIFL will develop a survey to measure the effectiveness of this event for integrating faith and learning into the LC family and larger community. God in the Workplace will be March 19-20 at which time this event will be evaluated.

The certificate, bachelor, and master programs will be assessed through data compilation in Compliance Assist. The recruitment goals for the 2017-18 academic year are as follows: certificate—10 new students, bachelor—20 new students, and masters—20 new students. Enrollment into the Missions and Ministries program saw 19 new students for the Fall, which was a record number of students. Sixteen of these students received the Lowery Scholarship. With 19 new students, we were 1 student short of our enrollment number.

We also enrolled 13 new certificate students into the pastoral ministry and missiology programs, which means that we met our recruitment goal with the aid of our scholarship initiatives.  The MA degree will be started in the Fall 2018-19 academic year.

Scholarship effectiveness will be assessed upon the number of scholarships accepted, which leads to students attending Louisiana College each academic year. The goal for 2017-18 will be at least 40 students being added to the Louisiana College School of Missions and Ministries. The scholarship initiative number of 40 will need to be reassessed due to several of the scholarships affecting the larger college population of students other than the School of Missions and Ministries. The Financial Aid office will provide a report showing this data.

VPAA working with the VPIFL to develop the MA

VPAA: C. S. Lewis Honors Program started Fall 2017 with 16 students. Will include budget requests for 2018-2019 to help with some activities for the students.

Use of Results

Assessment results will be used to refine institutional effectiveness in all of the areas noted previously. Results will vary but benchmarks should be made and measured.

Estimated Budget

$ 30,000.00 per year

Proposed Budget for Honors Program 2018-2019

Cost per student/ other information

Projected Cost (for 25 Students)

Mere Christianity for CC100

$10.00

$250.00

Strengths Test

$20.00

$500.00

Luncheons – 6

$60.00

$1,500.00

Trips

$2500 each trip

$5,000.00

Discretionary Money for Recruiting

 

$300.00

Adjunct Pay for leaders of book study

$250.00/ book study

$1,000.00

Adjunct Pay for leader(s) of May/June Term trip (2019)-

2 hours adjunct pay at $575/credit hour

$1,150.00

Total Budget Request

[1]

 

$9700.00

 

Goal 1

Faith Integration: To develop Christian thinkers and leaders through the integration of faith.

Objective 1.6

Nurture relationships for Louisiana College with the LBC, SBC, and Louisiana Baptists Associations.

Responsibility

President, VP of Institutional Advancement, Director of External Relationships, VPIFL, Alumni Director, and VP for Enrollment Management and Student Life.

Strategic Action Plan

Provide information on worldview materials for youth pastors within Louisiana to enhance student developing, understanding, and embracing a Christian worldview beginning Spring 2017.

For students who complete this program, they will be eligible for the Francis A. Schaeffer Scholarship. This program will offer students a $2,500 per year tuition assistance while they attend LC. The goal for the first year will be to get 40 students to complete the program beginning Fall 2017.

Assist the Institutional Advancement team in contacting and attending the LBC and the SBC when called upon by the President beginning May 2017.

Attend local Baptists associational meetings to build relationships for the College beginning Fall 2017.

Partner with Student Development to identify, implement, and assess spiritual formation among LC students beginning Fall 2017 semester.

Assessment

To assess the understanding of a Christian worldview at LC, students will be required to take the Worldview Survey in CC100 in Fall 2017 and again when they take PI/RL300. One question on this survey will be developed to learn how many students coming into the College took advantage of the Schaeffer Scholarship for RL300. This data will show the progress of the student in understanding a Christian worldview beginning in Fall 2017 and the effectiveness of the worldview course being offered in the local church. This assessment will not be able to be done for RL300 until the Fall of 2019 due to the Schaeffer students not taking the course until then.

The Dean of Students, President, and the VPIFL are studying the advantages of using the Spiritual Transformation Inventory (STI) Assessment tool to measure a cohort of incoming students. This data can be used to compare LC students with other students across the United States. At this time, due to cost this test is not being offered. Administration is looking for ways to afford this test for the future due to the importance of tracking this data.

The President, VP for Institutional Advancement, VP for Enrollment Management, and the VPIFL have attended numerous Associational meetings for the college. However, we need to track better the number of meetings that are attended. Therefore, the President has requested that the VPIFL contact every Associational Director and plan which meetings will be attended strategically. The planning for this event will begin in March 2018. 

Use of Results

The College will use the worldview class results to compare our students with other students across the US to determine where our students are in comparison both at entry level and after taking eight different courses at the college. The eight courses include: HI101, HI102, EN101, EN102, EN200 or EN201, RL101, RL102, EN104, and RL300.

The College will use the strategic planning of associational events to nurture relationships between the College and the local churches within strategic Baptists associations.

Estimated Budget

$ 4,000.00 per year

 

Goal 2

Academic Excellence: To provide academic excellence for preparing graduates as learners, leaders,

and servants in the 21st century.

Objective 2.1

Recruit academically qualified faculty who are committed to integrating faith and learning.

Responsibility

VPAA, President, Deans/Chairs, Directors, Director of Human Resources, VPBA, Director of Library

Strategic Action Plan

1.     Develop a comprehensive strategy and process to recruit and retain faculty by 2020. ??

2.     Focus ongoing leadership training and development throughout each academic year.

3.     Conduct a faculty salaries study by Fall 2019.

4.     Provide at least 15 spiritual enrichment opportunities for the faculty during each academic year. ??

5.     SACSCOC 10 Year Report will reflect adequate and qualified faculty (90% of full-time faculty will teach in the majors 

        by 2020 and 75% of full-time faculty will hold terminal degrees by 2020).

6.     Revise faculty bios on faculty webpages each semester to reflect most recent faculty accomplishments/scholarships.

7.     Provide improved access to research materials for faculty by Spring 2018. ??

8.     Allow for course load reductions for faculty engaged in certain Louisiana College related activities, including but not

        limited to research and publication by 2020.

Assessment

1.    

Evaluate current policy for recruiting prospective faculty and make necessary adjustments. All academic divisions will identify potential adjunct faculty. Various venues will be used to advertise for potential faculty.

2.    

Faculty Workshops and The Center for Excellence in Teaching will provide semester long leadership training and development through a variety of venues. Each division will sponsor or attend at least one training event designed to enhance faculty development every two years. Faculty will share information from conferences and workshops at division and faculty meetings.
Fall 2017 Workshop: Dr. Linda Bone:“Three Strikes and You’re In: The Truth about Meeting the Needs of First-Generation College Students Who Live in Poverty” The issues surrounding recruitment, retention, and rigorous curricula for first generation students are complex and   

deeply divergent on their own, but when the additional risk factors that accompany students who come from impoverished families are figured in, the outcomes are both dismal and desperate. There are answers, antidotes, and affective domain prescriptions that faculty can implement to help these students negotiate a less stressful, more mindful transition to the mystifying world of higher education. Dr. Linda Karges-Bone, best –selling author of “Rich Brain, Poor Brain: Bridging Social and Synaptic Gaps in Schools” and Distinguished Professor of Education from

Charleston Southern University, will share the relevant background on poverty and the brain and then target the unique needs of first generation college students. Break-out groups will meet to consider the 4 attributes of the LEAP model as they apply to the college audience: Language, Experiential Learning, Attitudes, and Performances.

Center for Excellence in Teaching: Each faculty meeting has provided teaching tips and/or development: Outlook

             Calendar training to assist faculty with scheduling meetings and Turnitin tutorials.

             CET: Spring 2018 attending a webinar on creating a faculty mentoring program 

             CET: Spring 2018 Workshop: Dr. Mark Taylor

 

3.    

Establish a task force including the Director of Human Resources, Vice President for Business Affairs, and Vice President for Academic Affairs. The task force will research comparable faculty salaries and develop a strategy to implement results found through their study.

Fall 2017: Created a Faculty/Staff Welfare Committee to begin a comparative study of faculty salaries.

4.    

Provide chapel services and additional events/conferences which will address the spiritual needs of the faculty. Opportunities will be provided to publish their faith and academic statements in Faith Matters and share their testimonies through various venues on and off campus. Faculty will be encouraged to meet with students for times of prayer and spiritual encouragement.

5.    

Current faculty will be encouraged to pursue their terminal degrees and faculty who have received their terminal degrees will be encouraged to pursue post-doctorate studies.

New Hires for the 2017-2018 academic year:

Dr. Sonia Tinsley

Jason Tinsley, MA

Dr. Joshua Dara

Maggie Bridges, MSW

Vanessa Graves, MSW

Juanita Moorman, MSW, ABD

Dr. Sara Blazek

Dr. Daniel Moore

Mr. Cameron Weatherford, ABD

Wendi O’Halloran, MAT: contract contingent on pursuing terminal degree

Tenure and Promotion policy changes. Beginning in January 2018, all new hires must have terminal degree for tenure track and for promotion to full professor

6.    

Divisions will keep updated information on their website pages and will submit accomplishments/scholarship activities to the VPAA office for promotional opportunities in various venues.

Fall 2017: Envoc in process of updating the website and should be completed in the spring.

Faculty accomplishments/scholarships will be shared in Faculty Meetings and Trustee Meetings and will be recommended for publication in the Columns magazine.

7.    

The faculty will work with the Director of Library to identify appropriate research materials and will provide appropriate research materials to students in their classes.

**Need report from Rusty

Individual faculty members will work with their Division Chairs when research or publication opportunities are available to them and Chairs will study adjustments needed to address courses which need to be taught. Opportunities will be provided for faculty to share these activities in appropriate venues.

Use of Results:

 

Recruiting academically qualified faculty who are committed to integrating faith and learning will enhance the effectiveness of classroom teaching and research and help support the mission of the college.

Cost: 

 

Advertising, recruiting, and interviewing prospective faculty ($20,000)

Faculty Workshop Speakers ($10,000)

The Center for Excellence Speakers and Resources ($10,000)

2018-2019: CET budget $10,000

 

 

Goal: 2

 

Academic Excellence: To provide academic excellence for preparing graduates as learners, leaders, and servants in the 21st century.

Objective 2.2

Improve student learning outcomes to better prepare students for their chosen careers.

Responsibility:

VPAA, Coordinator of Institutional Effectiveness, Deans/Chairs, Directors

Strategic Action Plans:

 

 

1.     Develop procedures to ensure compliance and to demonstrate student outcomes by Spring 2018.

2.     Train academic divisions, throughout the academic year, with the necessary skills which will help them meet their student learning outcomes.

3.     Evaluate and develop a comprehensive experiential learning strategy (Internships) and service learning opportunities designed to provide students with practical onsite training, experience, and service by Spring 2018.

4.     Expand traditional degree programs to increase student enrollment by 10% over the next 5 years, which will provide students for the 21st century job market.

5.     Establish a C. S. Lewis Honors Scholars Program which will recruit and train academically qualified students who will excel in their chosen degree by Fall 2017.     

6.     The mission and purpose of the PASS Office will be incorporated and become a part of The Student Success Center by Spring 2018.

7.     Establish the Summer Bridge Program with the goal of helping students successfully complete (75% pass rate for the  Summer) English 091 and/or Math 095, and a Study Skills class to gain acceptance in one of our baccalaureate programs, and develop skills and resources necessary to complete a degree at Louisiana College by Summer 2017.

Assessment:

 

 

1.    

 More standardized assessments will be developed in academic programs including a standard assessment tool for General Education courses. A place for centralized data for compliance reports will be established. Each division will review program objectives annually, and revise as necessary, to meet the mission of LC and the division mission statement. All programs will be congruent with national and state standards. Each division will work on establishing a scholarship to award to an incoming freshman. As a result of the $54,436 grant from the Rapides Foundation which provided remediation, the Nursing Program will receive full approval by Spring 2018.

Fall 2017: Identified 100 TOPS freshmen and administered the CLA

Fall 2017: Central Curriculum Committee created to work on standardized assessment for general education courses. Working on common rubrics for general education SLOs: Critical thinking, cultural, writing, problem solving, communication skills.

2.    

Faculty will develop the skills needed through faculty development events, book studies, The Center for Excellence in Teaching, Faculty Workshops, Division Meetings, Professional Accreditation Events, Chapel, and the Values/Ethics Conference to meet their student learning outcomes.

Fall 2017 Workshop: Dr. Linda Bone “Retention and First Generation Students”

Center for Excellence in Teaching: Spring Workshop Dr. Mark Taylor “Flipped Classroom”

3.    

Every academic program will provide an Internship experience for each student and a service learning class or an assignment in at least one class in a community service setting.

Spring 2018: working on service learning in general education courses

4.    

All divisions will evaluate potential new degrees and prepare feasibility studies for these degrees.

Fall 2017: Launched Online CJ and BS in Computer Science

Spring 2018: Launched Online RN to MSN, MSW, and online BS in Business

Fall 2018: Considering MA in Missions and Ministries

Feasibility study on MBA with Concentration in Project Management, feasibility study on Health Promotions, feasibility study on MA in Health Communication

5.    

A C.S. Lewis Honors Scholars Program task force will study the feasibility and purpose of an honor programs and make specific recommendations for the establishment of such a program.

Fall 2017: Launched the CS Lewis Honors Program with 16 students

6.    

LC will establish a Student Success Center to provide academic support to students, i.e. PASS (disability), tutoring, Writing Center, computer labs, athletic mentoring,

Fall 2017: Launched the Student Success Center in the Library that houses a Math lab, the Writing Center, Special Needs Services, and other tutoring for academic support

Created policy for Retention Strategies concerning early alert for attendance, referrals to the SCS, and to encourage tutoring and group study groups.

Hired adult tutors for Math Lab and the Writing Center.

Hired a Director for ESL to provide instruction for international students. Developing an ESL Program to submit to SEVIS for an approved English Language Institute Program.

7.    

The Summer Bridge Program will be established to students gain acceptance in one of our baccalaureate programs, and develop skills and resources necessary to complete a degree at LC.

Summer 2017: Launched the Summer Bridge Program with 27 students. 25 successfully completed the program and were enrolled as students fall 2017. Placed in a cohort in EN 101.
**Need data from Henry

 

Use of Results:

 

 

Student learning outcomes will be improved and will help better prepare students for their chosen careers. Students will experience practical hands on experience through an Internship and be involved in a service learning activity in the community. Faculty will experience continual training and additional degrees will be established which will attract more students to LC and equip them achieve academic success.

Cost: 

 

 

 

 

College Learning Assessment ($4,000)

Faculty Training ($12,000)

Internship/Service Learning Component ($16,000)

Updates for technology improvements ($85,000-$150,000)

C.S. Lewis Honors Scholars Program Costs ($5,000 per year)

Tutoring and Mentoring Programs ($20,000)

Budget for Student Success Center:

 

Goal: 2

 

Academic Excellence: To provide academic excellence for preparing graduates as learners, leaders, and servants in the 21st century.

Objective 2.3

Expand undergraduate, graduate, and certificate programs to provide learning opportunities for the nontraditional student.

Responsibility:

VPAA, Academic Council, Graduate Council, Graduate Faculty, Undergraduate Faculty, Directors, Admissions’ Office, Registrar’s Office, Library

Strategic Action Plans:

 

 

1.    

 Reorganize existing academic structures to accommodate an expanding graduate adult education market that will be named the College of Adult & Professional Studies (CAPS) by Fall 2018. Degrees currently being reviewed include a BS in Project Management, a MA in Health Communications, a MS in Criminal Justice, and a MA in Mission and Ministries.  A feasibility study will be conducted for a Certificate in Leadership, a MBA, and a MA in Counseling Psychology.

2.    

Identify new degree programs that will be offered each year and throughout the next three years.   These degrees include a BA in Missions and Ministries (Fall 2017); an online BS in Criminal Justice (Fall 2017), a MSW (Fall 2017), a MSN (Fall 2017), a MEd in Leadership (Fall 2017), and a MA in Leadership (Fall 2018).   An online degree in Business and an MA in Missions will begin in Fall 2018. An online nursing degree will be evaluated during Fall 2017.

3.    

Provide faculty and staff to support expanding programs in the undergraduate, graduate, and certificate areas each year and throughout the next five years. Divisions will work with Admissions in establishing annual Division recruiting goals and strategies which will increase the nontraditional market by 20% each year.

        4.   Provide the necessary resources to support new programs each year.

        5.   Promote existing and newly developed graduate programs though recruiting strategies developed each year.

Assessment:

1.    

The Graduate Council membership will be identified; a Graduate Catalog will reflect accurate policies, and monthly Graduate Faculty meetings will be conducted. The College of Adult & Professional Studies (CAPS) will be established and a Dean of CAPS will be identified.  The following degrees will be reviewed:  BS in Project Management; MA in Health Communications; MS in Criminal Justice; and a MA in Mission and Ministries.  Feasibility studies will be conducted on the following degrees:  Certificate in Leadership, MBA, and MA in Counseling Psychology.

Fall 2017: Graduate Council was established; Graduate Catalog created: Distance Education Manual created

2.    

A BA in Missions and Ministries, an online BS in Criminal Justice, a MSW, a MSN, and a MEd in Leadership will begin in Fall 2017. A MA in Missions, a MA in Leadership, and a MA in Counseling Psychology will be explored.  A Certificate program will be developed. Online degrees will be identified. Increase course offerings in the Maymester and Summer Terms, as well as weekend and night classes will accommodate adult learners.

Fall 2017: Launched Online CJ and BS in Computer Science; launched MEd in Leadership

Spring 2018: Launched Online RN to MSN, MSW, and online BS in Business

Fall 2018: Considering MA in Missions and Ministries

Fall 2017: Working on feasibility study and prospectus for an MBA with Concentration in Project Management, feasibility study on Health Promotions, feasibility study on MA in Health Communication

 

3.    

Additional faculty will be hired to teach graduate courses. Additional staff will be hired in the Registrar’s Office, Admissions’ Office, and the Library. Each division will work with Admissions in establishing annual division recruiting goals and strategies.

Fall 2017: Coordinator for Graduate, Adult, and Online Admissions was hired

Vanessa Graves, MSW: Hired as the Field Director of the MSW

Juanita Moorman, MSW, ABD: Hired as a new faculty member for the MSW

 

4.    

Graduate office space and classrooms will be identified to accommodate each graduate program. Student services and library (virtual in nature) needs will support the graduate programs.

Fall 2017: Office space identified in the Human Behavior Suite to accommodate new graduate faculty for the MSW program.

5.    

Divisions will work with Admissions to market and promote new degrees. Work back grants in the amount of $6,000 per academic year for participating qualified MSW and MSN students will be secured from appropriate agencies will help attract and retain students in both masters’ programs. Effective student recruitment strategies will be developed for all academic divisions.

Fall 2017: Envoc employed to market graduate degrees through social media: Facebook and Google ads.

Fall 2017: Several agencies identified for work back grants and proposals sent

 

Use of Results:

 

 

Undergraduate, graduate, and certificate programs will provide learning opportunities for the adult population. A Graduate Council, CAPS, and a certificate program will guide the development of new degrees and broaden the academic influence of LC in central Louisiana, across the state, and beyond.

Cost: 

 

 

 

College of Professional Studies Faculty and Staff ($100,000)

Additional Faculty/Staff Salaries ($500,000) The Rapides Foundation Grant of $500,000 will provide three positions for the MSW for the years 2018-2020.

SACSCOC Expenses for New Submissions ($5,000)

Marketing New Degrees ($30,000)

2018-2019 New Director for Distance Education

 

Goal: 2

 

Academic Excellence: To provide academic excellence for preparing graduates as learners, leaders, and servants in the 21st century.

Objective 2.4

Improve advising procedures to increase student retention.

Responsibility:

VPAA, Academic Council, Deans/Chairs, Directors, Retention Committee, Registrar’s Office

Strategic Action Plans:

 

 

1.    

Work with an advising task force and Academic Council to evaluate current advising procedures during the Spring semester of each year.

2.    

Implement best practices for advising students beginning the Spring semester of each year.

3.    

 Redesign the CC100 course in Spring 2017 which will serve to better connect incoming Freshmen students to the mission of the College and increase retention by 25%.

Assessment:

 

1.    

The advising task force will make recommendations to the Academic Council who will communicate procedures with appropriate academic entities. Faculty will implement the advising components in Jenzabar. The faculty will further reinforce their significant role in the retention process.

Fall 2017: Faculty required to advise students and enter their schedules into Jenzabar.

2.    

All divisions will implement best practices in their divisions to share with the advising task force and Academic Council.  Faculty will learn specific advising and retention practices which have proven to be successful throughout academic programs.

3.    

Freshmen students taking CC100 will reflect positive comments on the class evaluations and demonstrate a greater return rate for their Sophomore year. In addition, the students’ positive experience in their first semester will enhance their college involvement and lead to successful matriculations.

**Need data for freshmen retention fall to spring

Use of Results:

 

The advising task force and Academic Council will evaluate and make advising recommendations which will help faculty improve the advising process and increase student retention. The CC100 class will guide incoming Freshmen students to a positive experience during their first semester and increase the return rate for their Sophomore year.

Cost: 

Jenzabar Training ($5,000)

 

 

 

Goal: 2

 

Academic Excellence: To provide academic excellence for preparing graduates as learners, leaders, and servants in the 21st century.

Objective 2.5

Enhance Distance Learning Education (online) to expand undergraduate and graduate opportunities.

Responsibility:

VPAA, Distance Learning Education Committee, Director of Information Technology, Deans/Chairs, Directors, Academic Council, Graduate Council

Cost: 

 

Savant Contract and Fees (Identified in the Business Affairs Office)

Marketing for Online Students- homeschoolers, dual-enrollment, Christian private high schools, public high schools, and community colleges ($20,000)

2018-2019: Director of Distance Education ($10,000 stipend for 12-month contract/teaching load adjustment)

New Staff in Admissions Office, Registrar’s Office, and Financial Aid Office ($100,000)

Division Faculty Supervisors ($6,000 stipend/reduced teaching load)

Adjunct Salaries ($150,000)

 

Goal: 2

 

Academic Excellence: To provide academic excellence for preparing graduates as learners, leaders, and servants in the 21st century.

Objective 2.6

The college will seek to provide the technology needed to advance its Vision 2020 plan.

Responsibility:

VPAA, VPBA, Distance Learning Education Committee, Director of Information Technology, Deans/Chairs, Directors, Academic Council, Graduate Council

Strategic Action Plans:

1.    

 Develop a three-year plan for technology growth and advancement by FYE 2018 using input from faculty and administrative  

 offices.

2.    

 Prioritize and implement the most critical elements of the three-year plan by FYE 2019 and 2020.

3.    

Develop and maintain technology policies and procedures and cyber security policies and procedures by FYE 2018.

4.    

Develop a working Disaster Recovery Plan by 2018.

5.    

Add a Database Programmer/Report Writer position to help with application programming and report writing by FYE 2019.

6.    

 Evaluate and improve classrooms and labs by each Spring semester which will provide for maximum student learning.

7.    

The IT Department will provide appropriate and timely training to faculty on utilizing the advising components in Jenzabar each semester.

8.    

Develop a comprehensive IT resource proposal capable of servicing all online and classroom courses by Spring 2018.

9.    

The IT Department will continue each semester to implement strategies identified in the Spring 2017 IT audit.

Assessment:

 

 

1.    

Review annually the degree to which projects listed in the three-year plan will be completed.

2.    

All systems will be monitored and analyzed looking at trends to plan for growth.

3.    

Technology policy and procedures and Cyber Security policy and procedures will be developed and maintained

4.    

A working Disaster Recovery Plan will be developed.

Fall 2017: Created Committee to research and implement a Disaster and Contingency Plan                                                                   

5.    

The Database Programmer/Report Writer will be identified and hired.

6.    

Inspection of all classrooms and labs will be performed prior to the beginning of each semester documenting state of room equipment and ensuring functionality for existing semester. The IT Department will meet at least once during each semester with Department or Division Chairs about classroom and computer lab needs and plans for keeping classrooms and labs current.  More meetings will be held as needed upon request of Department and Division Chairs.

7.    

The IT Department will help faculty and staff implement an effective advising strategy through Jenzabar during the Spring semester of each year in to maximize the use of Jenzabar during advising periods. The IT Department will identify a tracking process in Jenzabar and will guide the faculty in utilizing the tracking process.  The IT Department will conduct training dates with Jenzabar to have trainer onsite for configuration, implementation, and training of faculty and registrar on this new module. The advising trees in the Portal will be utilized by all faculty during the advising process.

8.    

A change management system and necessary internet components will be purchased.

9.    

Improvements will be made in the IT Department which reflects strategies identified in the IT audit.

Use of Results:

Technology will provide the necessary resources to advance the college’s Vision 2020 plan. The IT Department will continue improving services to the college community which will advance the Vision 2020 plan.

Cost: 

 

Estimated annual funding requirements to be determined once the three year plan has been developed.

An entry level Database Programmer/Report Writer would cost approximately $55,000 plus benefits.

Change Management System ($10,000)

IT Components- Fees, Service Agreements, Upgrades, Computers ($75,000-$150,000)

 

Goal 3

STUDENT DEVELOPMENT, ENROLLMENT MANAGEMENT, and ATHLETICS:to maximize student

enrollment for advancing the mission and vision of the college.

Objective 3.1

Increase full-time undergraduate and graduate student enrollment to 1500 by 2020

Responsibility

VPEM, Assistant Director of Undergraduate Admissions, VPAA, Assistant to the VPAA/Retention, Graduate School Director, Academic Deans

Strategic Action Plan

Enrollment Management

Increase student enrollment incrementally each year by a minimum of 9% full-time traditional undergraduate and graduate students. This will be accomplished by establishing data-driven enrollment goals, securing sufficient resources to meet enrollment objectives, developing and tracking strategic marketing, recruitment and retention activities, including effective communication and advising plans for new and returning students, and by expanding academic program offerings.

Fall 2016

Actual Headcount:  1092

Fall 2017

Projected Headcount: 1200

Fall 2018

Projected Headcount: 1300

Fall 2019

Projected Headcount: 1400

Fall 2020

Projected Headcount:  1500

Fall 2021

Projected Headcount: 1600

Assessment

Undergraduate traditional headcount enrollment (full- and part-time), number of students in residence halls each semester, graduate enrollment and enrollment in on-line degree programs. Weekly Recruitment Report (new traditional students), Weekly Enrollment Report (all students) including registration data, retention data, financial data, Withdrawal Reports, JRM to monitor new student yield rates, projected student outcomes, and net revenue.

Use of Results

By creative recruitment strategies, targeted investment and continuous assessment Louisiana College Enrollment Management can meet and exceed the projected headcount goals.

Fall 2017: Humanities Division hosted Write or Recite Recruitment Event

Fall 2017: All faculty participated in Preview Day and established ways to stay engaged with students who participated

Estimated Budget

Budget to follow below

 

Goal 3

STUDENT DEVELOPMENT, ENROLLMENT MANAGEMENT, and ATHLETICS: to maximize student enrollment for advancing the mission and vision of the college.

Objective 3.1

Increase full-time undergraduate and graduate student enrollment to 1500 by 2020

Responsibility

VPEM, Assistant Director of Undergraduate Admissions, VPAA, Assistant to the VPAA/Retention, Graduate School Director, Academic Deans

Strategic Action Plan

Enrollment Management

Build a recruitment database and inquiry pool each year of students who meet the College overall enrollment plan; implement predictive modeling strategies; monitor conversion and yield rates; implement a strategic communication flow utilizing print, e-mail, Web and social media; and, develop financial aid awarding strategies that meet student enrollment needs.

Supplement traditional undergraduate student enrollment with the implementation of specific strategic recruitment plans in these key target areas:

Increase the number of new full-time transfer students each fall semester.

Increase budgeted transfer headcount by 3% annually. Current budgeted headcount is 65. By 2020 it will be 75.

Request graduation list from Community Colleges and hire a transfer counselor ($35,000 plus benefits).

Increase the number of international students.

Increase international headcount by 15 students annually in order to have 100 international student by 2020. Current three-year average for total international student body headcount is 39.

Increase annual budget by $40,000.00 to cover print, media and travel for international student recruitment.

Increase budget by $50,000 to hire an international student coordinator for recruitment and retention purposes.

Increase the number of Christian high school students.

Minimum of 7 Elevate/Dr. Brewer events annually in Christian Schools.

Send Faith Matters articles annually.

Provide marketing material for counselors (i.e. posters).

Offer online Dual Enrollment classes to qualified students.

Create continuing education opportunities for faculty and administration.

Increase budget $15,000.00 for the purchase of sound equipment for Elevate Band and $5000.00 to market and facilitate Christian School marketing.

Increase the number of new full-time out-of-state students.

The three average for total enrollment of out of state students is 81. We will increase this average by 5% annually to reach a mark of 100 out of state students enrolled by 2020.

Increase travel budget in order to attend more out of state fairs.

Increase the number of new full-time home school students.

Current average recruitment headcount is 10. Increase by 30% annually to grow to an annual homeschool recruitment class of 20 by 2020.

Increase budget to by $35,000 plus benefits to hire a dedicated homeschool counselor.

Increase the number of traditional undergraduate students.

Hire two additional counselor and split the state into four quadrants ($70,000.00 plus benefits).

Hire a graduate admissions counselor ($35,000.00 plus benefits).

Assistant Director of Admissions to remain on campus.

Implement the JRM Recruiting Manager and utilize the online application.

Purchase the College Raptor Net Price Calculator ($5,000.00 plus annual maintenance).

Implement the Net Revenue Model.

Select a tuition price point 1.5 years in advance in order to properly implement.

Increase budget by $38,000 to continue our relationship with Christian College Solutions in order to continue to grow towards a NRM culture of more science than art based recruiting.

Guidance Counselor Luncheons

Application station

Purchase 2 iPads and stands ($1500.00 for purchase).

Alumni Referral Program

Increase Regional Reception to 5 ($20,000.00 additional).

Increase the number of calls from Wildchatters by 5% each year

Purchase JRM and autodialing software to speed the call time and efficiency

Increase the number of graduate students

The three year average for total graduate enrollment is 214. The goal is to grow graduate student enrollment by 5% annually for eclipse a total graduate headcount of 250 by 2020.

Expand graduate programs

Improve the campus visit experience

Visit other Christian colleges and experience their campus visit style

Create a digital visit survey

Increase budget by $15,000.00 to purchase more t-shirts to give away at visits

Take student pictures while on campus, print and give them to each recruit

Implement the Net Revenue Model

Work with Christian College Solutions to set our discount rate and awarding matrix.

Set tuition price two years in advance so that counselors and financial aid can more effectively communicate with and award students. ($38,000.00 annually)

Implement the Savant Online Offerings

Criminal Justice

Core curriculum offerings for dual enrollment

Improve digital marketing

Create promotional videos for admissions ($10,000 increase in digital marketing budget)

Create strategic social media posts by following the admissions communication calendar

Partner with 7th Point marketing firm to increase digital presence on social media, word searches and banner ads ($70,000.00 annually)

Continue to partner with Clark Communications to develop our communication calendar

Improve Title IV Monitoring and reporting

Engage an outside review firm to assess Title IV to assist with compliance and also to calibrate PowerFaids and Jenzabar as it relates to Financial Aid.

Assessment

Monitor undergraduate traditional headcount in each targeted recruitment market, annually.  Weekly Recruitment Reports for each of the six targeted recruitment markets to include number of inquiries, applications, acceptances, deposits and enrolled students. Conversion rates and yield rates will also be reported.  Recruitment and Marketing Plans will be evaluated on an ongoing basis and revised, as needed.

Use of Results

To increase student enrollment (recruitment and retention) in these recruitment markets.

Estimated Budget

$434,500.00

 

Goal 3

STUDENT DEVELOPMENT, ENROLLMENT MANAGEMENT, and ATHLETICS: to maximize student enrollment for advancing the mission and vision of the college.

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

VPEM, Director of Student Activities, Union Board

Strategic Action Plan

Student Activities

Improve the number of students who participate in student organizations by 25% by 2020 .

Strengthen organizations by providing funding. ($5,000)

Strengthen organizations by providing leadership training for officers each year ($5,000).

Create a student organization page on the website listing the purpose, vision, and goals of each organization and contact information if students would like to get involved.

Improve the student activities fair in the fall semester to help garner student interest in organizations.

Include an information page about student organizations in the freshmen orientation book.

Assessment

Student attendance, event creation, survey creation, social media usage, website update.

Use of Results

Combined, these strategies and investment will work to bolster student engagement and satisfaction.

Estimated Budget

$30,000.00

 

Goal 3

STUDENT DEVELOPMENT, ENROLLMENT MANAGEMENT, and ATHLETICS: to maximize student enrollment for advancing the mission and vision of the college.

Objective 3.1

Increase student engagement and satisfaction.

Responsibility

VPEM, Director of Student Activities, Union Board

Strategic Action Plan

Student Activities

Increase student participation in student activities to an average of 100 students per event.

Plan events before semester starts so that a save the date poster can be produced and hung all around campus for students to plan ahead. ($30,000 per semester for 2 events per month, one concert per semester, Christmas Gala and Cochon de Lait)

Conduct student surveys on social media to gauge interest in events and seek their suggestion for event ideas.

Leverage social media avenues to promote every events.

Update the student activities page of the school website.

Keep an accurate head count of participants at each event.

Assessment

Student attendance, event creation, survey creation, social media usage, website update.

Use of Results

Combined, these strategies and investment will work to bolster student engagement and satisfaction.

Estimated Budget

$30,000.00

 

Goal 3

STUDENT DEVELOPMENT, ENROLLMENT MANAGEMENT, and ATHLETICS: to maximize student enrollment for advancing the mission and vision of the college.

Objective 3.1

Increase student engagement and satisfaction.

Responsibility

Director of Student Activities, VPSD, Dean of Students

Strategic Action Plan

Student Activities

Improve the number of students who participate in student organizations by 25% by 2020 .

Strengthen organizations by providing funding. ($5,000)

Strengthen organizations by providing leadership training for officers each year ($5,000).

Create a student organization page on the website listing the purpose, vision, and goals of each organization and contact information if students would like to get involved.

Improve the student activities fair in the fall semester to help garner student interest in organizations.

Include an information page about student organizations in the freshmen orientation book.

Assessment

Facilitate annual leadership training, webpage creation, a survey through Survey Monkey will collect data from students on the satisfaction of the activities fair. The goal to reach is a 3 on a Likert Scale between 1-5.

Use of Results

Involvement in student organizations leads to higher retention rates. Combined, these strategies and investments will work to bolster student engagement and satisfaction.

Estimated Budget

$5,000.00

 

Goal 3

STUDENT DEVELOPMENT, ENROLLMENT MANAGEMENT, and ATHLETICS: to maximize student enrollment for advancing the mission and vision of the college.

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

Director of Student Activities, VPSD, Dean of Students

Strategic Action Plan

Student Activities

Improve the number of students who participate in student organizations by 25% by 2020 .

Strengthen organizations by providing funding. ($5,000)

Strengthen organizations by providing leadership training for officers each year ($5,000).

Create a student organization page on the website listing the purpose, vision, and goals of each organization and contact information if students would like to get involved.

Improve the student activities fair in the fall semester to help garner student interest in organizations.

Include an information page about student organizations in the freshmen orientation book.

Assessment

Facilitate annual leadership training, webpage creation, a survey through Survey Monkey will collect data from students on the satisfaction of the activities fair. The goal to reach is a 3 on a Likert Scale between 1-5.

Use of Results

Involvement in student organizations leads to higher retention rates. Combined, these strategies and investments will work to bolster student engagement and satisfaction.

Estimated Budget

$5,000.00

 

Goal 3

STUDENT DEVELOPMENT, ENROLLMENT MANAGEMENT, and ATHLETICS: to maximize student enrollment for advancing the mission and vision of the college.

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

VPSD; Dean of Students; Director of Safety and Security; VPBA

Strategic Action Plan

Security

Improve Safety awareness and reaction across campus by implementing “safety week” for the campus

Use this week to show case and teach the students about safety on and off campus ($5000)

Involve several departments in teaching safety (Title IX, Campus Police, Counseling and Maintenance, .etc.)

Include self-defense classes along with the Safety Week. (possibly and ongoing class throughout the year)

Conduct a survey of students to measure their perception of safety and concerns.

Assessment

Implementation of safety week to commence Fall of 2017. A survey through Survey Monkey will collect data from students on the satisfaction and perception of safety week. The goal to reach is a 3 on a Likert Scale between 1-5.

Use of Results

Continued safety training is vital to student safety and retention. The survey will assist in determining where Campus Police can do a stronger job and work to correct perceived weaknesses. Combined, these strategies and investments will work to bolster student retention.

Estimated Budget

$5,000.00

 

Goal 3

STUDENT DEVELOPMENT, ENROLLMENT MANAGEMENT, and ATHLETICS: to maximize student enrollment for advancing the mission and vision of the college.

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

VPSD; Dean of Students; Director of Safety and Security; VPBA

Strategic Action Plan

Security

To increase safety and security across campus we will conduct an Active Shooter Drill

Collaborate with Pineville PD to Discuss and implement the drill ($2000)

Coordinate with other entities to have a comprehensive plan (RPSO, EMS, marshals, etc…)

Review the process throughout to make adjustments to make more effective.

Assessment

Implementation of the active shooter drill by Spring of 2018

Use of Results

Continued safety training is vital to student safety and retention. An active shooter drill is an effective way to prepare students for such an event. Combined, these strategies and investments will work to bolster student retention.

Estimated Budget

$2,000.00

 

Goal 3

STUDENT DEVELOPMENT, ENROLLMENT MANAGEMENT, and ATHLETICS: to maximize student enrollment for advancing the mission and vision of the college.

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

Director of Student Activities, VPSD, Dean of Students

Strategic Action Plan

Student Activities

Increase the number of student organizations available to students by 10% by Fall 2020.

Create a survey to gauge student interest in new areas.

Create a survey to gauge faculty interest in sponsoring new organizations in their skill set.

Add a minimum of one new organization each academic year.

Assessment

Increase of student organizations. Survey creation and utilization. Review surveys to determine if each event is an effective use of monetary resources based on satisfaction level and participation.

Use of Results

Student feedback for future event planning is vital to student satisfaction and growth. Combined, these strategies and investments will work to bolster student engagement and satisfaction.

Estimated Budget

No increase.

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

VPEM; Dean of Students; VPAA; VPBA

Strategic Action Plan

Spiritual and Cultural Enrichment

Provide official records that confirm students complete required Spiritual and Cultural (SCE) events as part of their Core Curriculum.

Develop a list of approved spiritual and cultural events.

Maintain an up-to-date student database.

Implement Jenzabar and the OneCard system to validate and record students’ attendance at events. Cost $10,000.00 - continuing education conferences/courses for Jenzabar & OneCard; OneCard system upgrades and upgraded module additions.

Maintain attendance tracking equipment (iPads, scanners, printers) Cost: $200.00 per year

Establish a team of volunteers to assist in taking attendance at events.

Identify students that do not earn the required number of spiritual and/or cultural credit events.

Monitor student appeals for deficient SCE credits.

Review appeals with the Student Appeals Committee and convey Committee’s decisions to students.

Assessment

Student attendance information is collected via ID scanners and sign-in sheets.

Regular review of students’ attendance to SCE events.

The SCE Coordinator will supervise and record the number of SCE credits earned by each student annually.

Create a checklist to determine if these initiatives were accomplished by Spring 2018

Use of Results

Student involvement in Spiritual and cultural enrichment experiences is vital to the liberal arts model. To confirm each student has completed the Spiritual and Cultural credit requirements of LC’s Core Curriculum. Combined, these strategies and investments will work to bolster student engagement.

Estimated Budget

$10,200.00

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

VPEM; Dean of Students; VPAA; VPBA

Strategic Action Plan

Dean of Students

Provide a high quality support system for international students to ensure they thrive and feel welcome in the student community of Louisiana College.

Provide a welcome pack or guide specifically designed for international students. Cost: $1,250.00 per year ($25.00 x 50 students by 2018).

Establish a student-mentoring program similar to the International Mentoring Program at Brown University. Future international students will be matched up with upper classmen, who will then communicate, via email or text, in the weeks leading up to the start of the semester and commit to peer mentoring for one year. Cost: $3,750 per semester by 2018; ($75 X50 students) – campus life and academic workshops, social gatherings.

Assessment

Creation of packets and mentorship program by the Fall of 2018

Fall 2017: Hired Director of ESL to develop an ESL program.

Use of Results

Continued growth in international students is vital not only to the enrollment goals but also the mission emphasis of the college. Combined, these strategies and investments will work to bolster international student engagement.

Estimated Budget

$5,000.00

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

VPEM; Dean of Students; VPAA; VPBA

Strategic Action Plan

Dean of Students

Expand programs, resources, awareness and satisfaction of international students on campus to maximize opportunities for internationals to experience American cultures and become involved on campus.

Develop or host a minimum of one event each semester devoted to activities or topics related to the interests of international students. Cost: $200 per semester – promotion and preparation of semester events by 2018.

Continue to develop the International Student Organization (ISO) Cost: $500.00 yearly – meeting supplies; ISO sponsored activities, gas and van transportation for ISO.

Build awareness of the International Student Organization’s programs and events by utilizing the weekly Wildcat Weekly emailed to all faculty, staff, coaches, and students, and the LC website.

Develop an online presence similar to the “Meet our Internationals” page on the ETBU website including streaming or podcasting events, blogs, and social media that enhances awareness of the ISO. Cost:  $250 per year – creating social media venues.

Develop a list of local SBC churches with the capacity to provide mentorships, resources, and holiday home stays for international students.

Provide salary compensation to current International Student Advisor beginning in August 2017. Cost: $9,800 yearly.

Provide transportation to and from the College from local airport. Cost: $125.00 per year – gas and van usage.

Conduct an orientation opportunity similar to the program at Ouachita Baptist University designed to provide practical support and information, and to encourage international students to get to know one another. Cost: $6,250 per year by 2018 ($125.00 x 50 students)

Assessment

Post-event evaluations will be utilized to evaluate the quality and effectiveness of each event, and the number of international participants for each event will be monitored. A survey through Survey Monkey will collect data from international students on the satisfaction of the event. The goal to reach is a 3 on a Likert Scale between 1-5.

Awareness of the ISO throughout the College will be measured through student involvement, and by use of targeted questions on student evaluations.

Additional international cultural events will be hosted on campus, open to the public and logged for the use of record keeping.

Mentoring SBC churches will be catalogued with available resources online for ease of access.

Where available, software will be utilized to monitor online engagement.

Use of Results

Continued growth in international students is vital not only to the enrollment goals but also the mission emphasis of the college. Combined, these strategies and investments will work to bolster international student engagement.

Estimated Budget

$17,000.00

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

VPEM; Dean of Students; VPAA; VPBA, SCE Coordinator

Strategic Action Plan

Spiritual & Cultural Enrichment

To empower Matthew 20:28 scholarship recipients to volunteer and engage with communities to create positive leadership skills and fulfill the service requirements of the scholarship through various volunteer leadership opportunities.

Research innovative volunteer leadership opportunities available in the community.

Continue to develop volunteer opportunities for service and enrichment with the community. Cost: $500.00 per semester - office supplies, color copier supplies, transportation to volunteer projects; project supplies.

Work with scholarship students and the community to supervise volunteer leadership opportunities.

Assessment

Consistent review of scholarship recipient participation in volunteer leadership opportunities.

Assess progress of student volunteer hours completion rates of Matthew 20:28 service component.

Oversee implementation of volunteer leadership opportunities by offering at least 15 events.

Use of Results

Continued opportunities for volunteerism is vital not only to the SCE goals but also the mission emphasis of the college. Combined, these strategies and investments will work to bolster Matthew 20:28 student engagement.

Estimated Budget

$500.00 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

VPEM; Dean of Students; VPAA; VPBA, Counseling and Career Services Coordinator

Strategic Action Plan

Career Services

Increase campus campus-wide career related initiatives and job fair attendance to an average of 75 student registrants by Fall 2020 that contribute to career and professional development of students.

This will be accomplished by hosting career workshops and career fairs once a semester that also promote the fair. Workshops will focus on resume, interview, cover letters, reference page, and work related skills. Cost of each workshop not to exceed $500 and cost of each career fair not to exceed $1500.

Expand the online resources to include career assessments and resources for enhancing career transitions. Myers-Briggs Type Indicator and Strong Interest Inventory. Assessments will help students navigate their academic path and achieve career goals. Cost of each assessment $1000. Cost of other resources $3000 training

Strengthen & increase existing prospective employers. Develop list of organizations/companies with the capacity to provide employment for LC students.

 

Assessment

Facilitation of events, use of services, career assessments, and a survey through Survey Monkey will collect data from students on the satisfaction of career services. The goal to reach is a 3 on a Likert Scale between 1-5.

Use of Results

Job readiness is a hallmark of a relevant institution and is vital for growth and engagement. Continued growth in career readiness is vital in order to place our graduates in high demand positions. Combined, these strategies and investments will work to bolster career planning opportunities.

Estimated Budget

$9,000.00

In support of the mission of Louisiana College, Career Counseling seeks to educate and serve the students in the career exploring and selection process.  The Career Counseling office functions as a vital component of the students' educational experience by preparing them for a meaningful professional career.

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

VPEM; Dean of Students; VPAA; VPBA, Health Services Coordinator

Strategic Action Plan

Health Services

Increase health awareness among the student body

Conduct health fair/seminar every Spring semester beginning in Fall of 2017. Fair/seminar will focus on exercise programs, nutrition, and weight and stress management. Cost of fair/seminar not to exceed $1500/ semester.

Collaborate with LifeShare Blood Center to conduct blood drives twice yearly and increase their presence as student population increases beginning Fall 2017.

Continue to attend seminars to keep CPR Instructor certification to be able to train RA’s and Nursing Students.

Continue professional development through attending conferences, workshops or CEU opportunities. Cost not to exceed $500.00 annually.

 

Assessment

Facilitation of fairs and blood drives each semester and a survey through Survey Monkey will collect data from students on the satisfaction of health services. The goal to reach is a 3 on a Likert Scale between 1-5.

Use of Results

A healthy student population is vital to student success. Health care afforded to students in such close proximity combined with access to a physician on a weekly basis. Combined, these strategies and investments will work to bolster health service opportunities.

Estimated Budget

$3,500.00

 

 

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.2

Increase student engagement and satisfaction.

Responsibility

VPEM; Dean of Students; VPAA; VPBA, Health Services Coordinator

Strategic Action Plan

Health Services

Improve student health services availability by increasing staff coverage

Add additional PRN (as needed) staff (RN). This coverage will allow the current RN to take sick days, emergency off days, and provide continuity of care as the student population increases. Cost not to exceed $5,000.00 annually.

Increase in budget to cover expenses for over the counter medications, vaccinations, urine drug screens, and lab supplies for current student population and as student population increases. Current budget is $4700.00 annually. I would like request an increase to $6700.00 annually.

Assessment

Addition of staff by Fall 2018 and addition of resources by Fall 2017.

Use of Results

A healthy student population is vital to student success. Health care afforded to students in such close proximity combined with access to a physician on a weekly basis. Combined, these strategies and investments will work to bolster health service opportunities and increase student satisfaction and retention.

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.3

Increase student retention

Responsibility

Director of Student Activities, Union Board

Strategic Action Plan

Student Activities

Increase student satisfaction in student activities to 3 on a Likert scale by Spring 2018.

Create satisfaction surveys for each event to send to participants starting Fall 2017 with an average of 3 on a Likert scale

Create a survey for each event to send to a minimum of 20 students who did not participate in the event to find out the reason for not attending.

Conduct a semester survey of overall satisfaction with student events.

Assessment

A survey through Survey Monkey will collect data from students on the satisfaction of the event. The goal to reach is a 3 on a Likert Scale between 1-5.

A survey on Survey Monkey will assess the overall satisfaction level of the student body concerning all events the goal will be to reach a composite score of 7 on a scale of 1-10 on a Likert Scale.

Use of Results

Proper and consistent assessment is vital to continued growth. Combined, these strategies and investment will work to bolster student engagement and satisfaction.

Estimated Budget

No increase

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.3

Increase student retention

Responsibility

Director of Student Activities, VPEM, Dean of Students

Strategic Action Plan

Student Activities

Improve student satisfaction in the game room in the facilities to 3 on a Likert scale

Purchase additional recreational equipment. ($10,000)

Remove and replace broken and worn equipment in the game room. ($10,000)

Improve technology/sound system ($5,000)

Evaluate hours of operation for maximum use of the space and efficient use of work student hours.

Improve the lighting in the game room.

Purchase additional seating. ($5,000)

 

Assessment

Purchase of equipment and quarterly hours of operation evaluations. A survey through Survey Monkey will collect data from students on the satisfaction of the event. The goal to reach is a 3 on a Likert Scale between 1-5.

Use of Results

Proper care and replacement of equipment is vital to student satisfaction. Combined, these strategies and investment will work to bolster student engagement and satisfaction.

 

Estimated Budget

$30,000.00

 

 

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.3

Increase student retention

Responsibility

Director of Student Activities

Strategic Action Plan

Student Activities

Increase student satisfaction in the freshmen orientation experience by 20% by Fall 2020  (Wildcat Welcome Week).

Include a promotional piece in each acceptance letter package sent from Enrollment Management.

Send a save the date card to each accepted student in June of each year.

Provide a save the date card at the Front of Line event.

Have the welcome week staff contact each member of their group the week before welcome week.

Ensure all welcome week information on the college website is up to date.

Work closely with the athletic department to ensure athlete participation.

Bring in nationally recognized speakers ($5,000)

Conduct a student survey for feedback on what was beneficial during their orientation week.

Host a freshmen think group at the end of the fall semester for feedback after they have successfully completed a semester of college.

Continue meeting with orientation groups through the fall semester for follow up.

Debrief and evaluation student orientation with the leaders immediately following the week and again at the end of the semester.

Brainstorm with faculty members to ensure that all key areas of need are being addressed during orientation.

Assessment

Create a checklist to assess whether or not these initiatives were enacted. A survey through Survey Monkey will collect data from students on the satisfaction of orientation. The goal to reach is a 3 on a Likert Scale between 1-5.

Use of Results

Consistent and multifaceted communication mediums are vital to student satisfaction and participation. Combined, these strategies and investments will work to bolster student engagement and satisfaction.

Estimated Budget

$5,000.00

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.3

Increase student retention

Responsibility

VPSD; Dean of Students; Director of Residence Life; VPBA

Strategic Action Plan

ResLife

Improve student facilities to include residence halls, meeting spaces, etc.

A comprehensive analysis of the schools ResHalls reveals the school needs upgrades in aggregate of 5 million dollars which include deferred maintenance and cosmetic improvements in Tudor, Church, English Village and Cottingham Hall.

Areas that are cost effective and attainable include upgrades of English Village Common Area ($170,000 – based off of Tudor Hall lobby renovation cost)

Upgrade bathroom at Old Church Hall ($100,000)

Create a Lounge/Lobby area for CDA and WSA (only residence hall on campus without a lobby) ($50,000)

The new Laptop Computer for the ResLife Office ($2000).

Assessment

Residence Hall renovations completed by 2020.

Assess progress in ResLife Survey at the end of each academic year

Use of Results

Continued facilities improvement is vital to student retention. Combined, these strategies and investments will work to bolster student retention.

Estimated Budget

$340,000.00 

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.3

Increase student retention

Responsibility

VPEM; Dean of Students; Director of Residence Life; VPBA

Strategic Action Plan

ResLife

Improve Oversight in the Residence Life department by hiring competent, adult non-student supervisors

By Fall 2020 complete a study in the possibility of changing the Resident Director (RD) position at each residence hall to a full-time position. There are 6 total RDs needed in the Residence Life department:

$30,000 per year per RD ($180,000 total annually)

Full-time RDs can be working on their Master’s at reduced rate while they are fulfilling their responsibilities as an RD.

Must be an RD for 1 full academic year (Aug-May; 10 months)

Assessment

Enact this initiative by hiring a full staff. Currently, among our peer institutions, LC is the only institution that do not have full-time adult age RD’s.

Use of Results

Better oversight and matured leadership is vital to student retention. Combined, these strategies and investments will work to bolster student retention.

Estimated Budget

$180,000.00

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.3

Increase student retention

Responsibility

VPSD; Dean of Students; Director of Safety and Security; VPBA

Strategic Action Plan

Security

Increase camera placement on campus providing a safer atmosphere for students

A five year plan was created in 2016 with the initial costs approximating $150,000.00

The plan addresses surveillance for ResHalls and Commons areas

Places of placement would include Dorm hallways and parking lots

Add a Safety and security fee to tuition to help cover this ($50-$100 per student, per semester)

Assessment

Have cameras placed in each area on the 5-year plan by 2020/2021

Use of Results

Proper surveillance leads to a sense of safety among the student population, which is vital for retention. This will help address theft issues that have occurred in the residence halls and parking lots in the past. Not only will it minimize theft issues, but we will also be able to see who is responsible for vandalism, thefts, etc, and address each incident through the Deans office. Combined, these strategies and investments will work to bolster student retention.

Estimated Budget

$150,000.00

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.3

Increase student retention

Responsibility

VPSD; Dean of Students; Director of Safety and Security; VPBA

Strategic Action Plan

Security

Strengthen data driven decisions and planning for preventative security and safety measures

Work With Pineville PD to gather statistics from local criminal activity beginning Fall 2017

Collaborate with campus and community organizations by implementing a table top meeting

 

Assessment

Create an annual log of local crime statistics and review them with PPD

Complete the table top meeting by Fall 2017

Use of Results

Continued safety training is vital to student safety and retention. Strengthening relations with community and bolster campus safety will aid in this effort. Combined, these strategies and investments will work to bolster student retention.

Estimated Budget

No Increase 

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.3

Increase student retention

Responsibility

VPEM; Dean of Students; VPAA; VPBA

Strategic Action Plan

Dean of Students

Optimize the Early Alert System and Retention Mechanism

Leverage Jenzabar Retention manager by Fall 2018 ($10,000)

This product will allow Student Development to create a predictive model for at risk students based off of certain behavioral and socioeconomic criteria.

Assessment

Purchase of Jenzabar Retention Manager by Fall of 2018.

Fall 2017: Faculty used to Attendance Early Alert to send notifications of absences to the Registrar’s Office, advisors, students, and coaches.

Use of Results

A scientific and more robust evaluation of student risk factors is vital to proper response and resourcing. This strategy and investment will work to bolster student retention.

Estimated Budget

$10,000.00

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.3

Increase student retention

Responsibility

VPEM; Dean of Students; VPAA; VPBA

Strategic Action Plan

Dean of Students

Implement a Student Success Center by having qualified leadership in place

The SCC will enable students to get tutoring for multiple subjects but primarily mathematics and English courses.

The SCC will hire student workers (15 @ minimum wage $45,000) and be managed by a person with a background in Education and student success. A master’s in education would be preferred ($45,000).

 

Assessment

Select location and hire the coordinator for the SCC by Fall of 2018

Fall 2017: Created the Student Success Center in the library. Relocated the Writing Center, the Math Lab, and the PASS Office to one location. Created retention strategies through an alert notification about attendance/absence and created a referral process to send students to the SCC for tutoring.

**Need report from JoLynn

Use of Results

Academic resourcing is vital to student retention. At risk students are better served when they have a central location to request and receive assistance with their course work. This strategy and investment will work to bolster student retention.

Estimated Budget

$90,000.00

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.3

Increase student retention

Responsibility

VP Student Development, Dean of Students, Counselor

Strategic Action Plan

Counseling

Lead campus-wide mental health related initiatives that contribute to the students’ academic progress, psychological and emotional welfare, and campus security.

This will be accomplished by hosting workshops once a semester beginning Fall 2017. Workshops will focus on common college student mental health concerns. Cost of each workshop not to exceed $500.

Expand the online resources to include mental health assessments and resources. Assessments will help counselor identify mental disorder and determine best plan of action.

Increase wellness (psychological) wellness education campus wide. Identify trends and provide education via classroom presentations, media, and social media.

Continue & strengthen professional development and knowledge enhancement. Counselor will continue professional development through attending conferences, workshops, or conventions relevant to student population. Cost not to exceed $500 annually.

Assessment

Tracking will be done by use of services, mental health assessments, and student satisfaction survey results.

Use of Results

Strengthening academics while enhancing student mental health is a staple of a relational institution and is vital for growth, engagement and retention. Continued growth in counseling services is vital in order to meet the emotional, relational and stress rigors of the college experience. Combined, these strategies and investments will work to bolster counseling service opportunities.

Estimated Budget

$1,500.00

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.4

Maintain NCAA membership by sponsoring a competitive Division 3 sports program to strengthen student experience.

Responsibility

Athletic Director, FAR, Coaching Staff, Student Success Center, VPAA, Faculty, Institutional Technology, SWA

Strategic Action Plan

Athletics

Develop programs to increase grade point averages; benchmark 2.0 for all student athletes by 2020

Create defined framework to support “at risk” students with the utilization of internal and campus-wide resources

Utilize relationships with faculty to enhance the student advising process

Evaluate technology needs and develop a plan for needed improvements with IT Department

Create a staff position with a focus on student-athlete academic success leading to graduation. The staff position will be housed in the Student Success Center.

Assessment

Mid-term and final grades and attendance reports from the Registrar’s Office.

Conducting exit interviews evaluating academic support programs for seniors and any student-athlete leaving Louisiana College.

Weekly reporting and evaluation of student-athlete  attendance and progress  from the Student Success Center, the Writing Lab, the Math Lab, and study hall.

Use of Results

These strategies and action plans will increase retention and graduation rates 10% among student athletes by 2020

Estimated Budget

$30,000 with possible assistance from the NCAA in the form of grants

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.4

Maintain NCAA membership by sponsoring a competitive Division 3 sports program to strengthen student experience.

 

Responsibility

Athletic Director, FAR, Coaching Staff, SAAC Advisors, BCM Director, SWA, Alumni Relations, FCA Leaders

Strategic Action Plan

Athletics

Create and promote programs, such as Habitudes, focused on leadership, character, team building, positive attitude and personal accountability for student-athletes (SAAC-Student-Athlete Advisory Committee, Fellowship of Christian Athletes, and Baptist Collegiate Ministries)

Establish a cohesive ongoing network of alumni to facilitate career discussions and partnerships

Establish a program of outreach to local FCAs with a benchmark of 4 FCA per year starting Fall 2017.

Assessment

Reporting of student-athlete attendance and participation in SAAC events, FCA events, BCM events, and other events sponsored by LC Athletics.

Use of Results

These strategies and action plans will improve campus morale, and increase visibility of student-athlete involvement in the community.

Estimated Budget

Within the individual organization’s budget with increases not to exceed $2,000 per sport

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.4

Athletic Director, FAR, Asst. AD Compliance, Coaching Staff

Responsibility

Athletics

Compliance to all institutional, American Southwest Conference and NCAA rules is a shared responsibility (meeting sports sponsorship and avoid NCAA rules violations)

All teams in post-season competition

Enhance rules education program for all athletics staff members, key boosters and alumni

NCAA Rule of the Month, Monthly Head Coaches Meeting, Weekly Senior Staff Meeting, Athletic Dept. Staff Meetings, Booster Fact Sheet

Strategic Action Plan

Sport sponsorship report due to the NCAA by Aug. 1 each year

Documentation of delivered emails, newsletters, and attendance of coaching staff at respective meetings.

Assessment

These strategies and action plans will aid in increasing enrollment, recruiting, retention, and revenue.

Use of Results

Approximately $8,000 per sport (18 sports)

Compliance Software $8,600

Estimated Budget

Athletic Director, FAR, Asst. AD Compliance, Coaching Staff

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.4

Maintain NCAA membership by sponsoring a competitive Division 3 sports program to strengthen student experience.

Responsibility

Athletic Director, Associate AD of Operations, Assoc. AD of External Relations, SID, FAR, Coaching Staff

Strategic Action Plan

Athletics

Increase revenue and general attendance for Football, Baseball, Basketball and Softball, and Volleyball competitions 

Create a comprehensive program to engage and increase student attendance to all sports competitions

Implement quarterly media outlet coverage with positive stories about student-athletes (campus, Central Louisiana community and state)

Implement a “Fan-App” that also connects to student social media by Fall 2018

The Sports Information Director will devise, create and submit at least 10 features per semester to state-wide outlets beginning Fall 2017

Assessment

Reports of total revenue raised and attendance at sports competitions

Survey evaluating student satisfaction of athletic events.

Documentation of media events pertaining to LC Athletics

Use of Results

These strategies and action plans will aid in increasing enrollment, recruiting, retention, and revenue.  Sports operation budgets can be increased and facilities can be upgraded and renovated.

Estimated Budget

$10,000

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.4

Maintain NCAA membership by sponsoring a competitive Division 3 sports program to strengthen student experience.

Responsibility

Athletic Director, FAR, Assoc. AD Operations, Assoc. AD External Relations, SID, Coaching Staff, Alumni Relations Director, President’s Office, SAAC Advisors, FCA Leaders, BCM Director

Strategic Action Plan

Athletics

Expand and Strengthen LC Wildcat Club to 200 members by 2020.

Establish and grow Board of Directors membership (dues, contact information, benefits) to 100 members by 2020.

Develop specific and measurable outreach and solicitation calls with LC Alumni Relations and Enrollment Management

LC President’s Office and Athletic Department host LC Wildcat Club and Board of Director reunion events

Work closely with SAAC-Student-Athlete Advisory Committee, Fellowship of Christian Athletes, the BCM, and other community organizations to increase involvement opportunities

Assessment

Review Wildcat Club and Board of Directors membership and events

Monitor attendance of student-athletes at community organization events

Developed plan for call solicitation

Use of Results

These strategies and action plans will aid in increasing enrollment, recruiting, retention, and revenue.  Sports operation budgets can be increased by 5% annually and facilities can be upgraded and renovated as funds are available.

Estimated Budget

$10,000

 

 

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.4

Maintain NCAA membership by sponsoring a competitive Division 3 sports program to strengthen student experience.

Responsibility

Athletic Director, FAR, Assoc. AD Operations, Assoc. AD External Relations, SID, Coaching Staff, Alumni Relations Director, President’s Office, SAAC Advisors, FCA Leaders, BCM Director

Strategic Action Plan

Athletics

Expand and Strengthen LC Wildcat Club to 200 members by 2020.

Establish and grow Board of Directors membership (dues, contact information, benefits) to 100 members by 2020.

Develop specific and measurable outreach and solicitation calls with LC Alumni Relations and Enrollment Management

LC President’s Office and Athletic Department host LC Wildcat Club and Board of Director reunion events

Work closely with SAAC-Student-Athlete Advisory Committee, Fellowship of Christian Athletes, the BCM, and other community organizations to increase involvement opportunities

Assessment

Review Wildcat Club and Board of Directors membership and events

Monitor attendance of student-athletes at community organization events

Developed plan for call solicitation

Use of Results

These strategies and action plans will aid in increasing enrollment, recruiting, retention, and revenue.  Sports operation budgets can be increased by 5% annually and facilities can be upgraded and renovated as funds are available.

Estimated Budget

$20,000

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.4

Maintain NCAA membership by sponsoring a competitive Division 3 sports program to strengthen student experience.

Responsibility

Athletic Director, FAR, Asst. AD Compliance, Coaching Staff

Strategic Action Plan

Athletics

Upgrade athletics website

Implement licensing retail promotions

Work with creative agency on campus to develop LC marketing portfolio that will focus on a comprehensive outreach program for Central Louisiana and the state

Create additional retail outlets

Increase Facebook and Twitter numbers

Create a social media strategy by Fall 2017

Assessment

Review athletic website updates annually

Review listing of corporate partners and outlets that sale LC paraphernalia.

Review social media analytics

Use of Results

These strategies and action plans will aid in increasing enrollment, recruiting, retention, and revenue. 

Estimated Budget

$15,000

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.4

Maintain NCAA membership by sponsoring a competitive Division 3 sports program to strengthen student experience.

Responsibility

Athletic Director, FAR, Asst. AD Compliance, Coaching Staff

Strategic Action Plan

Athletics

Become a benchmark for other athletic departments

Create and build mentoring opportunities across all sports senior athletes, local former athletes and  business sponsors

Across all sports, develop two community service opportunities per year

Plan annual Head Coaches’ Retreat and continue monthly meetings

Develop program targeted toward new head coaches and assistant coaches to assist with their professional development

Assessment

Coaches’ calendar of dates for mentoring & community opportunities, athletic department meetings, and orientation.

Use of Results

These strategies and action plans will aid in increasing enrollment, recruiting, retention, and revenue.

Estimated Budget

$2,500

 

 

 

Goal 3

To maximize student enrollment for advancing the Mission and Vision of the College

Objective 3.4

Maintain NCAA membership by sponsoring a competitive Division 3 sports program to strengthen student experience.

Responsibility

Athletic Director, FAR, SWA, SID, Assoc. AD External Relations, Assoc. AD Operations, Coaching Staff

Strategic Action Plan

Athletics

Catalog and prioritize all Athletic Department needs

Create major stewardship event to bring donors, student-athletes and Athletic Department, faculty/staff members together to secure donor funds for completion of Football stadium facilities and H.O. West renovation

Assessment

Introduction of major capital campaign for football stadium completion and H.O. West renovations

Use of Results

These strategies and action plans will aid in increasing enrollment, recruiting, retention, and revenue.  Sports operation budgets can be increased and facilities can be upgraded and renovated.

Estimated Budget

Cost of improvements are reflected in the Business Affairs and Institutional Advancement statistics and goals

 

Goal 4

ADVANCEMENT: To secure the necessary resources for advancing the Mission and Vision of the College

Objective 4.1

To secure 40 million dollars from external sources by 2020

Responsibility

Development Office and the President

Strategic Action Plan

·      

9 Million from the LBC

○    3 Million for Cavanaugh Hall

○    2 Million for Tudor Hall

○    3 Million for H.O. West

○    1 Million for English Village

○    1 Million for Guinn Auditorium

○    1 Million for Cottingham Hall

○  15 Million for Football Stadium

○    5 Million for Landscaping and campus improvements

 

The President along with the Vice President for Institutional Advancement will set the strategies for each of these areas.  The Cavanaugh Campaign is an example of raising funds for Cavanaugh Hall.  The Vision Campaign will be announced in the Spring of 2019.

Assessment

Review assessments monthly.

Use of Results

Meeting these goals will motivate other donors to participate in supporting LC.  Will also help attract students to the school.

Estimated Budget

$5,000 per year for marketing, materials, travel, meals and banquets.

 

Goal 4

ADVANCEMENT: To secure the necessary resources for advancing the Mission and Vision of the College

Objective 4.2

To increase the number of Board of Visitors to 300 by 2020

Responsibility

Office of Institutional Advancement and President’s Office

Strategic Action Plan

·      

2016-17  -  155

·      

2017-18  -  200

·      

2018-19  -  250

·      

2019-20  -  300

 

Focus on the key outlying cities of the state, while utilizing our alumni, trustees and churches.  Continue to grow our numbers in the central Louisiana area.  Review growth monthly.  Set quarterly goals.  Meet with current BOV members and current Trustees to solicit names of potential new members.

 

Assessment

We will access the results each year.

Use of Results

More scholarship dollars to recruit and maintain student body.

Estimated Budget

Increase travel budget by $5,000 per year in order to meet and build relationships with potential Board of Visitor members.

 

Goal 4

ADVANCEMENT: To secure the necessary resources for advancing the Mission and Vision of the College

Objective 4.3

Increase giving from key internal and external stakeholders of the college.

Responsibility

Office of Institutional Advancement and the President

Strategic Action Plan

Maintain a list of 300 viable donor prospects at all time, which include alumni, friends and businesses.

This list would be people that believe in the mission of LC and Christian Higher Education.

Make 100 donor visits each year.

Have several options for potential donors including but not limited to; endowed scholarships, endowed academic programs, Board of Visitors, Legacy Society and unrestricted gifts.

Identify 125 new donor prospects each year.

Utilize trustees, alumni, pastors and other leaders to secure names of potential donors.

Implement our Moves strategy for donor development.

Assessment

Have quarterly review of giving to determine strategies for the future.

Use of Results

The more money generated by donors will increase the overall operating budget for the college.  This will allow the college the best opportunity to grow the enrollment and the school as a whole.

Estimated Budget

Additional $7,000 per year for travel, meals, marketing and materials. 

 

Goal 4

ADVANCEMENT: To secure the necessary resources for advancing the Mission and Vision of the College

Objective 4.4

Increase alumni participation and donor opportunities with the college

Responsibility

Office of Institutional Advancement and Alumni Office

Strategic Action Plan

Increase alumni giving to 5% for 2017-2018, 10% for 2018-2019 and 20% for 2019-2020.

Develop and distribute an annual calendar of events in which alumni are encouraged to attend and give.

Increase the number of active Alumni Chapters to 7 by 2020.*

*16-17 = 2, 17-18 = 2, 18-19 = 2, 19-20 = 1.  Total of 7 new Chapters.

Continue to increase the number of alumni BOV members.  Actively add 10 per year.

Establish a young alumni group that would encourage both meeting and giving.

Work with the office of Enrollment Management in hosting 3 Admissions receptions per year throughout the state.

Work with the office of Institutional Advancement to add 25 new Legacy Society members each year through 2020.

Assessment

Review the results each year.

Use of Results

More alumni involvement should result in more revenue for the operation of the college.

Estimated Budget

Increase travel budget for Alumni by $5,000 per year for travel, meals and banquets.  Increase the marketing budget for Alumni by $5,000 per marketing and printing materials as needed.

 

Goal 4

ADVANCEMENT: To secure the necessary resources for advancing the Mission and Vision of the College

Objective 4.5

Expand the Legacy Society to at least 100 members by 2020.

Responsibility

Office of Institutional Advancement, President’s Office, Alumni, Trustees and Administrative

Strategic Action Plan

Grow the membership of the Legacy Society at 25 per year through 2020.

Use annual events on campus such as Homecoming, the Columns magazine, the LC website, personal visits and special mail out to promote the Legacy Society.

Assessment

Number of memberships each year as well as deferred giving gifts.

Use of Results

Growing the Legacy Society with deferred gifts will help secure the future for the College.

Estimated Budget

Increase travel budget by $2,000 per year, to meet and build relationships with potential Legacy Society members.

 

Goal 4

ADVANCEMENT: To secure the necessary resources for advancing the Mission and Vision of the College

Objective 4.6

Increase the number of new Grants for the College by 3 per year through 2020.

Responsibility

Office of Institutional Advancement and the Office of Sponsored Programs and Faculty Development / Grants

Strategic Action Plan

The Director of Sponsored Programs will work with the Vice President of Academic Affairs to best match potential grant funding based on institutional needs.  Annually we will set a target of applying for at least 3 new local, regional or national grants per year.  These funding sources will mirror those of the Rapides Foundation in Alexandria, LA, the Louisiana Board of Regents in Baton Rouge, and Title III grants through the grants.gov

Assessment

Document the number of grants we have applied for.

Document the award amounts of the successful grants received.

Fall 2017: Named a new Coordinator of Grants; Received $25,000 from Louisiana Charities Trust for A Campaign; Submitted Coughlin Saunders Grant for Rife and Carolyn Saunders CAV for 175,000; 4 Board of Regents (Humanities, Media Communication, Nursing, and Human Behavior) for $300,000;

Pending: 2 Blue Cross Blue Shield grants: 1) Collective Impact Grant for $300,000 2) New Horizon Grant for $10,000

In Development: Funding for Dr. Bone’s visit to RPSB; STEM/STEAM for Computer Science; Bridge Program to underwrite the costs; List of foundations in development

Use of Results

With the awarding of extramural funding, Louisiana College will be able to better classroom experiences through technology upgrades, instructor resources and the implementation of new programs.  Additionally, some grants may be able to pay for physical enhancement as well as financial incentives for our student population.

Estimated Budget

The cost of incurring a successful grant writing office should include at a minimum of $3000 for continuing education, $2,000 for registering to grant search engines like Foundation Search, $1,500 every 3 years for a new laptop, and office supplies.  Additional costs should include stipends and/or release time for additional manuscript reviewers that would aid the grant writer in manuscript preparation. The last cost items for the office would the salary for the grant writer and an assigned Administrative Assistant.

 

Goal 5

COMMUNICATION/MARKETING:To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 5.1

Utilize news media to publish news and feature stories about Louisiana College; elevate the profile and presence of LC among media outlets by 2018.

Responsibility

Vice President for Communications and Integrative Marketing

Strategic Action Plan

Establish relationships and build a network of newspaper editors

Publish an article every quarter in regional newspapers across Louisiana: Shreveport, Monroe, Alexandria, Lafayette, Baton Rouge, Lake Charles, New Orleans.

Email stories written in Associated Press style.

Assessment

Maintain records of stories written and disseminated.

Use Google Alerts to track articles published online.

Result

These action steps will ensure LC has provided media outlets with content that, if published, would help increase the general public’s awareness of LC.

Estimated Budget

N/A

 

Goal 5

To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 5.2

Enhance the web presence of Louisiana College. Utilize www.lacollege.edu to elevate LC’s website effectiveness.

Responsibility:

Executive Assistant to the President for Communications and Marketing.

Strategic Action Plan

Utilize social media such as Twitter and Facebook to push traffic to the website.

Craft short phrases peculiar to higher education for use under website banners that reflect common search terms, thus employing search engine optimization.

Create attractive, inviting web banners.

Update news feed weekly.

Assessment

Ask ISP for monthly reports of how LC website visitors are utilizing the site.

Result

These action steps are part of a larger integrated digital effort (social media) to bring more visitors to LC’s website.

Estimated Budget

N/A

 

Goal 5

To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 5.3

Optimize Louisiana College’s use of social media. Increase the number of followers of LC’s Twitter account.

Responsibility:

Executive Assistant to the President for Communications and Marketing.

Strategic Action Plan

Require that all Twitter accounts associated with LC follow LC’s main Twitter account.

Discover LC offices that do not have Twitter accounts and require their establishment.

Require that all LC Twitter accounts follow each other.

Require that all LC Twitter accounts retweet each other.

Provide training for those not familiar with Twitter.

Assessment

Utilize Twitter metrics to track responses to LC’s main Twitter account.

Result

LC’s social media presence will be augmented through Twitter as new followers join and retweets increase.

Estimated Budget

N/A

 

Goal 5

To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 5.4

Optimize Louisiana College’s use of social media. Increase traffic to LC’s Facebook page.

Responsibility:

Executive Assistant to the President for Communications and Marketing.

Strategic Action Plan

Add at least 5 posts per week to the LC Facebook page.

Discover other LC-associated FB pages and “like” them.

Use Twitter to invite others to view and “like” LC’s FB page.

Use email contact lists to invite others to visit the LC FB page.

Assessment

Utilize Facebook metrics to track responses to posts.

Result

These actions steps provide a greater potential for more traffic to LC’s FB page.

Estimated Budget

N/A

 

Goal 5

To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 5.6

Leverage College publications to increase stakeholder’s awareness of LC’s activities and successes.

Responsibility:

Executive Assistant to the President for Communications and Marketing.

Strategic Action Plan

Include news and features about alumni in Columns magazine.

Promote Faith Matters to demonstrate faculty’s commitment to Faith Integration.

Utilize Alumni e-blast to engender interest and increase good will toward the College.

Distribute “President’s Report” to celebrate school accomplishments and demonstrate accountability to LC’s Vision of Preparing Graduates & transforming Lives.

Assessment

Track the implementation of the above action steps.

Result

LC’s messaging and graphical designs will become consistent.

Estimated Budget

$60,000

 

Goal 5

To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 5.7

Standardize Louisiana College branding. Create a branding and style guide.

Responsibility:

Executive Assistant to the President for Communications and Marketing.

Strategic Action Plan

Survey branding and style guides of like organizations.

Draft branding and style guide specific to LC.

Vet branding and style guide with President and Administrative Council.

Assessment

Review completed guide.

Result

LC’s branding and style guide will help ensure consistent messaging and graphical look to all of LC’s publications, both print and digital.

Estimated Budget

N/A

 

Goal 5

To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 5.8

Standardize Louisiana College branding. Ensure/enforce consistent branding and messaging for LC.

Responsibility:

Executive Assistant to the President for Communications and Marketing.

Strategic Action Plan

Digitize Branding and Style Guide.

Publicize via internal email web link to the Branding and Style Guide.

Require that all publications, posters, T-shirts, flyers, videos, digital renderings, etc., bearing the LC name and/or logo be vetted by the Office of the President and/or his designee.

Assessment

Track the implementation of the above action steps.

Result

LC’s messaging and graphical designs will become consistent.

Estimated Budget

N/A

 

Goal 5

To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 5.9

Employ an assistant director of communications and marketing.

Responsibility:

Executive Assistant to the President for Communications and Marketing.

Strategic Action Plan

Advertise for position on LC website per LC policy.

Interview applicants, ensuring the finalist is astute in print, social media, photography, and videography, and has a working knowledge in communications and marketing.

Assessment

Track the implementation of the above action steps.

Result

LC will become more relevant in its overall media efforts by providing information for a society becoming increasingly visual.

Estimated Budget

$40,000

 

Goal 6

STEWARDSHIP: To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 6.1

To Maintain Fiscal Integrity and Provide Adequate Physical Resources for Advancing the Mission and Vision of the College

Responsibility:

Ensure that the College operates within its financial resources

Strategic Action Plan

VPBA

Assessment

Continue to annually develop a balanced operating budget with:

·      

Obtainable FTE and housing projections

·      

Provision for mandatory increases

·      

Correlation to strategic plan

·      

Competitive tuition, fees, room and board charges

·      

Adequate provision for contingencies

Project annual registration revenue after the drop/add day of each semester to determine if budget adjustments are required.

Monitor budget analysis to ensure revenue is on target and that expenditures are not exceeding allocations.

Calculate the U.S. Department of Education Financial Responsibility Composite Score each year using audited financial statements.

Develop registration process that ensures timely payment of student accounts by FY 2018

Review and update all business policies by FYE 2019

Develop a financial dashboard for Board of Trustees and administrative team by FY 2018

Add budget officer to assist VPBA by FYE 2019

Result

Balanced budget presented to the Board of Trustees for approval in April of each year

The operating fund completes each year with revenues in excess of expenditures.

The Financial Responsibility Composite Score is within an acceptable level.

Estimated Budget

Budget officer would cost approximately $66,000 inclusive of benefits

 

Goal 6

STEWARDSHIP: To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 6.2

Identify, prioritize, and address deferred maintenance and capital project needs using available funds from budget or donations

Responsibility

VPBA, Facilities Director

Strategic Action Plan

Develop and maintain a five year deferred maintenance and capital project plan using input from the administrative team and professionals such as architects and engineers by FYE 2018

Develop a comprehensive landscaping plan by FYE 2018

Determine feasibility of in-house facilities management by FYE 2018

Determine feasibility of incorporating more student help into facility upkeep by FYE 2019

Increase the deferred maintenance budget by $100,00 per year for three years

Assessment

Review annually list of completed projects

Result

$300,000

Estimated Budget

Identify, prioritize, and address deferred maintenance and capital project needs using available funds from budget or donations

 

Goal 6

STEWARDSHIP: To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 6.3

Ensure College managed auxiliary services are financially sound

Responsibility

VPBA, Bookstore Manager, Director of Graphic Services

Strategic Action Plan

Bookstore:

·      

Increase merchandise sales volume by 10% per year beginning FYE 2018

·      

Decrease fixed operating expenses 9% by FYE 2018

·      

Implement a comprehensive textbook / instructional material rental program for all students beginning FYE 2019

Graphic Services:

·      

Establish competitive pricing model

·      

Improve quality control procedures to ensure high standard of excellence

Decrease fixed operating expenses 30% by FYE 2018

Assessment

Monitor profit/loss as per audited financial statements

Result

No additional funding required

Estimated Budget

Ensure College managed auxiliary services are financially sound

 

Goal 6

STEWARDSHIP: To secure the necessary resources for advancing the Mission and Vision of the College.

Objective 6.4

Ensure compliance with applicable federal and state employment laws and regulations

Responsibility

VPBA, Human Resource Director

Strategic Action Plan

Update HR policies including workweek and annual hours by FYE 2018

Identify and implement employee training programs related to:

·      

Sexual harassment by FYE 2018

·      

Workplace safety by FYE 2019

·      

Diversity issues by FYE 2019

·      

Documentation of employee performance issues FYE 2018

Hiring and termination procedures by FYE 2019

Assessment

Annual review of all policies and training programs

Result

Development and implementation of training programs - $1,000 annually

Estimated Budget

Ensure compliance with applicable federal and state employment laws and regulations.

 

 

 

[1]

Does not include faculty pay for honors courses during the year.