Vision 2020 | Louisiana College

Vision 2020

VISION 2­020 Strategic Plan

 Academic Affairs Report for the 2020 Strategic Plan

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 Plans:

2017-2018

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.

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.

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.

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.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.

8.             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:

1.              Evaluated current policy and determined the policy needed no changes.

Open faculty positions (Director of Band, MSW faculty position, Worship Leadership faculty position, Director of Distance Education) were advertised in national venues: HigherEd, CCCU, NACSW, CSWE, and SSWR.

The Tenure and Promotion Committee reviewed polices for tenure and promotion from peer institutions and made recommendations to the Board of Trustees for improving the criteria for tenure and promotion of quality faculty. The BOT approved the changes.

2.           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 provided teaching tips and/or development:

Outlook Calendar training to assist faculty with scheduling meetings, Turnitin tutorials, APA Style Central, SnagIt recording for Voice Over PPT, and Increasing Student Engagement.

 

 

 

CET: Spring 2018 attended a webinar on creating a faculty mentoring program and created a policy and procedure for a Faculty Mentoring Program that will be implemented in fall 2018.CET: Spring 2018 Workshop: Dr. Mark Taylor: Presented a workshop on Flipped Classroom Teaching.

3.           Not accomplished. Will create a committee in Fall 2018 to begin study.

4.        See Goal 1 pertaining to chapel and Faculty Book Study. Volumes III and IV were published that featured 5-6 faculty members' essays.

5.         New Hires for the 2017-2018 academic year:

Dr. Sonia Tinsley, Chair of Allied Health and Assistant Professor of Health and Exercise Science Jason Tinsley, MA, Assistant Professor of HPE

Dr. Joshua Dara, Dean of Human Behavior and Assistant Professor of Criminal Justice Maggie Bridges, MSW, Field Director of BSW

Vanessa Graves, MSW, Field Director of MSW Juanita Moorman, MSW, ABD

Dr. Sara Blazek, Assistant Professor of Mathematics Dr. Daniel Moore, Assistant Professor of Biology

Dr. Cameron Weatherford, Chair of Fine Arts, Assistant Professor of Music

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.

Ms. Sheri Duffy enrolled in Ph.D. program in Social Work Ms. Victoria Young in Ph.D. program in Nursing

Ms. Stacy Mayeux in Ph.D. program in Nursing Ms. Gabrielle Walker in Ph.D. program in History Ms. Cecile Barnhart in Ph.D. program in French

6.                         Partnered with ENVOC to create a new LC website. Faculty biographies have been updated. Shared accomplishments not accomplished.

7.                         The library’s collection development policy identifies the important role the faculty play in building a

collection that is relevant and appropriate to the College curriculum. Section III of the policy states, “The

 

 

Library seeks the assistance of the College faculty in building the collections. As authorities in their respective fields, their involvement in the selection of materials is essential. Therefore, all divisions are encouraged to submit requests for materials that support their specific curricular and research needs.”1

Departmental requests for materials are expended typically from the library’s books and media budget line. The library books/media funds are used to acquire resource materials that have no recurring costs, e.g. books, e-books, audiovisual items, etc. Requests that incur continuing annual costs are routed to the

Director of the Library for evaluation, as these are accounted to another budget line. In fiscal year 2017-2018, several departments requested that the library secure new materials to enhance student learning and research. Eight divisions (business, communication, convergence media, history, humanities, music, nursing, and social work) requested over 170 one-time purchases totaling approximately $6,350. Two units (music and nursing) requested the addition of 4 new online resource subscriptions totaling $6,615. Those databases were

•      Health & Psychosocial Instruments

•      IPA Source

•      Naxos Music Library

•      UpToDate

 

In order to promote newly-acquired and already-existing research materials to students, the library regularly engages in instructional activities both inside and outside the classroom. During the 2017-2018 academic year, the library hosted 23 workshop sessions with 222 in attendance. Fall workshops covered basic library research skills (Library Research 101 and Library Research 102) and the basics of using various style guides in formatting bibliographic citations, specifically APA, MLA, and Turabian. Spring workshops focused on conducting discipline-specific research in history, literature, education, religion, and psychology. The librarian presented 28 in-class instruction sessions, with 399 attendees. Academic areas represented included education, English, history, business, music, nursing, political science, psychology, religion, and social work. The library has also developed several online learning objects to facilitate research assistance and to enable users to become self-sufficient in using library resources and services. At the end of the academic year, the library had 28 published LibGuides (with a combined total of 5,433 views), 4 video

tutorials (with a combined total of 149 views), and 8 FAQs (with a combined total of 660 views).

 

 

 

8.         Not completed. Will continue to find ways to showcase faculty’s accomplishments in research and

publications. Current budget constraints prevent course load reductions but will target 2022 as new date.

Cost:

Advertising, recruiting, and interviewing prospective faculty ($20,000) Faculty Workshop Speakers ($10,000)

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

Future Action for 2018-2019

1.                         Will continue to advertise in national venues for highly qualified faculty with terminal degrees.

2.                         Will continue to provide faculty development through workshops and the CET.

3.                         Will establish a task force to study salaries.

4.                         Will continue Faculty Book Studies and publishing Faith Matters.

5.                         Will continue to place priority on terminal degreed faculty hires and will continue to encourage any current faculty to pursue terminal degrees.

6.                         Will continue to identify ways to recognize faculty accomplishments.

7.                    Will continue to provide quality research materials for faculty and students

8.                         Will continue to provide faculty development funds for research, conference presentations, and publications. Course reductions are not possible at this time due to budget constraints, but will target 2022.

   Results for

  2018- 2019

  Fall 2019

1.     Continued to advertise in national venues such as HigherEd, CCCU, NACSW, CSWE, and SSWR

2.     During the 2018-2019 academic year, an Ad Hoc Committee researched, studied, and crafted polices and procedures for training adjunct faculty that will be implemented in the fall of 2019. The training includes mandatory videos, an Adjunct Handbook, and a check-list.
CET: During the 2018-2019 academic year, the CET hosted monthly training sessions during monthly faculty meetings: Google Forms for quizzes and other classroom uses.
Fall Faculty Workshop 2019:
Dr. Luke Purdy provided additional GSuite training for faculty.
Dr. David Dockery: Christian Worldview and the Mission of Christian Higher Education
Dr. Dockery provided an overview of the State of Higher Education in 2019 addressing the significant challenges we encounter from the Culture and Our Own Heritage. This session will also cover topics including Distinctive Christian Higher Education, the importance of Foundational Commitments, the place of Christian Tradition, Thinking and Teaching as Worldview Christians, Academic Freedom, and the Integration of Faith, Teaching, Learning, and Living.
Dr. Christine Jones from Carson-Newman was invited to give an orientation and training on service learning.                  Prior to being named Director of Institutional Effectiveness at Carson-Newman University, Dr. Jones directed   the University’s first QEP, c-nvolved, which implemented a campus-wide service-learning initiative. In this session, she presented Caron-Newman’s service- learning model, discussed what is and is not service learning, explained how to engage to all stakeholders regarding the different types of service learning, and explored considerations for community partnerships. Divisions and departments sat together and brought syllabi from various courses that could potential have a service-learning component. Dr. Jones guided divisions through a workshop to help with ideas.
During the 2019-2020 academic year, the CET presented mini-workshops during each faculty meeting. See report.
Fall 2019: Training site completed during the summer and launched. The check-list is also useful for new full-  

           time faculty.

3.     Fall 2019: Committee met and divided into subgroups to begin research.

4.     See Goal 1 pertaining to chapel and Faculty Book Study. Volume V was published that featured 5-6 faculty members’ essays, and faculty are invited to share them during a faculty meeting.

5.     Current faculty who are enrolled in terminal degree programs:

            Ms. Sheri Duffy pursuing Ph.D. program in Social Work

Ms. Stacy Mayeux pursuing Ph.D. program in Nursing. Completed PhD August 2019.

Ms. Cecile Barnhart pursuing Ph.D. program in French. Completed PhD May 2019.

           New Hires for 2019-2020

           Dr. David Hill: Assistant Professor of Music Theory and Piano

           Dr. Josh Davis: Director of Band

           Dr. Mark Janzen: Assistant Professor of History

           Dr. Emmanuel Johnson: Associate Professor of Social Work

           Dr. Francis Powell: Associate Professor of Social Work

           Dr. Paul Lambach: Visiting Professor of Old Testament

           Dr. Shaohui (John) Wang: Assistant Professor of Mathematics

          Dr. Shaina Goudeau become Director of the PTA Program, Ms. Penny Reeves moved to the Academic   

          Coordinator position, and Ms. Eve Desselle was hired as the Lab Assistant. 

6.     Fall 2019: Student journalism majors are working on a faculty recognition publication

7.     Faculty worked with the Director of Library to ensure current materials are available for research projects.

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.

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.

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.

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

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.

6.          The college will establish a Student Success Center which will provide academic support to students. The following functions will be made available to students: PASS (disability), tutoring, Writing Center, computer labs, athletic mentoring,

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

Use of Results:

1.             Fall 2017: Identified 100 TOPS freshmen and administered the CLA to assess critical and analytical . thinking.

 

 

 

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.

No programs due this year for accreditation.

No budget funds available to divisions to establish scholarships

Spring 2018: The LSBN found the nursing program in full compliance with the 80% first time pass rate.

2.                         See Objective 1.1 and 2.1

3.                         Spring 2018: Programs are assessing areas to include experiential learning experiences.

4.                            Fall 2017: Launched Online CJ and BS in Computer Science

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

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

6.                         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.                      Summer 2017: Launched the Summer Bridge Program with 27 students. 26 successfully completed

the program and were enrolled as students fall 2017. Placed in a cohort in EN 101.

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:

 

Future Action for 2018-2019

1.   Will continue to administer the CLA to incoming freshmen.

The CCC will continue to develop standard assessment for general education courses. Will continue to explore ways in which to provide division scholarships.

2.   See 1.1 and 2.1

3.   Will continue to explore service learning and internship opportunities.

4.   Will continue feasibility studies for more degree opportunities for students.

5.   Will continue to grow the C.S. Lewis Honors Program and educational opportunities for honors students.

6.   Will continue to improve the SSC and provide tutoring resources for students.

7.   Will continue to grow the Bridge Program and increase the retention rate of students. Will pursue grant opportunities to provide funds for summer students.

 

 

    Results for     

    2018-2019

    Fall 2019

1.     Fall 2018: Identified 100 TOPS freshmen and administered the CLA.

 

After the Central Curriculum Committee reviewed assessment, faculty determined that SLOs needed to be revised and that the committee needed to create standard rubrics for critical thinking, writing, problem solving, and communication and to set standard benchmarks for assessment.

 

The VPAA in conjunction with the Director of IE created a Guideline for Assessment for each progam to apply. All programs reevaluated or created SLOs, remapped curriculum, and assessed their assessment process and procedures.

 

Spring 2019: After research and discussion, the VPAA decided to discontinue the partnership with Compliance Assist and create an in-house assessment program. The Coordinator of IE and the Coordinator of Institutional Research created OLIVE and OLIVE 2.0 for all institutional data and assessment, and they provided training for academic leaders and administrators.

 

During the Summer of 2019 the Institutional Effectiveness Committee created an assessment rubric and assessed all the academic programs. They will share a report with the faculty during the Fall 2019 Workshop for ways to improve their assessment reports.

 

Fall 2019: During the Fall Workshop, the IE Committee presented their report to faculty on the departments’ IE reports. Suggestions for improvements were given to several areas. Departments were given a directive to work with the Coordinator of IE and improve their assessment reports.

 

2.    See 1.1 and 2.1

3.     Fall 2018: The Quality Enhancement Plan Committee reviewed Central Curriculum assessment and determined that the SLO that concerned service learning was not being met. The committee is exploring options to use service learning as the new QEP.

 

Spring 2019: During the academic year, the QEP and faculty decided to use service learning as the focus for the QEP.

 

Fall 2019: the QEP Committee continued to work on drafting the plan

 

4.     Fall 2018: Feasibility studies for the following programs: MA in Missions and Ministries, MBA with Concentration in Project Management, BS in Health Promotions, MA in Health Communication, and AS in Occupational Therapy.

 

5.        Fall 2018 Highlights:

  • Attendance at the Rapides Foundation 5th Annual Symposium on Improving Health in Central Louisiana.
  • Attendance at the St. James Episcopal Concert Series, Impressionism in Music, Oct. 2, 2018
    • Student quote: “I’m so glad you made us do this, I loved it! I almost have my entire journal entry written on my program.”
  • Planned Leadership training with Dr. Brewer in November.
  • The 2022 Cohort, under the direction of Dr. Payne, took the StrengthsQuest assessment to investigate some of their giftings in the freshman colloquium and now are beginning to discuss The Lion, the Witch, and the Wardrobe.
  • The 2021 Cohort, under the direction of Dr. Whatley, are also working through The Lion, the Witch, and the Wardrobe, as they discussed Mere Christianity last year.

 

Looking Forward:

  • In conjunction with the history department we will be launching our first travel colloquium course this May as we travel to the North East to visit Philadelphia, New York, and Washington DC.

6.     See 2018-2019 Report.

 

 

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.

 

 

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.

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.

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.

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.

Use of Results:

1.         Fall 2017: Graduate Council was established; Graduate Catalog created: Distance Education Manual created; Monthly meetings were held;

2.        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

3.     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

The Dean of Education, Dean of Nursing, and the Director of the MSW worked closely with Admissions and marketing strategies to establish recruitment goals. The Director of the MSW travelled throughout the state and across state lines to various institutions to recruit students. The Dean of Education travelled throughout the state and hosted several events to recruit students, and the Dean of Nursing traveled to events and hosted events to recruit students as well.

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

 

 

5. 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. Worked with Seven Point to market all graduate program.

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

Future Actions for 2018-2019

1.   Will establish CAPS by fall of 2018 with the criteria for admissions. Will continue to explore additional graduate and online degrees to attract nontraditional students. Will offer more night classes as well.

2.   See above.

3.   Will hire additional faculty and staff support as needed and as budget permits.

4.   Will continue to explore student support services for online students.

5.   Schools and divisions will continue to market and recruit for their programs.

Results for

2018-2019

Fall 2019

1.     Spring 2019: Graduate Council is chaired by the VPAA.

2.     Fall 2018: Feasibility studies for the following programs: MA in Missions and Ministries, MBA with Concentration in Project Management, BS in Health Promotions, and MA in Health Communication

            Spring 2019: Signed an MOU with LCTCS to create seamless transitions from a two-year degree

            to a four-year degree. Signed individual Articulation Agreements with Delta Community College,     

            BPCC, and SOWELA for nursing, business, and criminal justice. Also, signed an articulation     

           agreement with NOBTS for an accelerated pathway into a Master of Divinity.

           Signed additional articulation agreements with SOWELA and Delta for degrees in Criminal Justice,    

           Business, and a RN to BSN.

          Also, prepared a proposal for a Title III grant. See Grants.

          Fall 2019: Awarded Title III Grant for Distance Education 

                  Signed MOU with CTLCC.

3.     See new Hires for 2018-2019 and fall 2019

4.     Summer 2019: Refurbished the former Faculty Lounge and repurposed it for new office space for new MSW faculty. Also, repurposed a closet in the Human Behavior Suite for a small computer lab, and turned the computer lab into a new office space for MSW faculty.

5.     Fall 2018: Working with Clark Communications to market all graduate degrees and the online CJ and Business degrees. Also, created an Articulation Agreement with the Louisiana Community and Technical Colleges to assist students with an Associate degree to matriculate to LC to complete a 4-year degree. Also, created specific pathways for the Associate degrees in CJ and Business to transfer to a baccalaureate program at LC.

            Advertised for a Director of Online Education, but unable to find a suitable candidate. Decided to  

            split the duties between the Assistant Registrar for administrative oversight and to hire an   

            instructional designer to assist with creating the online courses. The instructional designer will

            work with faculty content experts to provide the content. Also, the Distance Education Committee

            had a workshop this summer with the Dean of Online Education from John Brown University to

            help with the direction of LC’s online courses and programs.

Fall 2019: After securing the Title III Grant, a Director of Distance Education and an Instructional Designer were hire in December. Both will begin in 2020.

 

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. Faculty will reinforce their role in the retention process.

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.

Use of Results:

1.     Fall 2017: Faculty required to advise students and enter their schedules into Jenzabar. Administration decided the Jenzabar Retention module was not cost effective and determine not to purchase it.

2.      See above.

3.      Not accomplished.

 

Jenzabar Training ($5,000)

Future Actions for 2018-2019

1.   Will continue to advise students and enter schedule during the advising appointment. Faculty will post sign-up sheets for students. Student not registered by their assigned week will be contacted by faculty advisors before the end of the term. Faculty will keep signed advising sheets on each advisee.

2.   See above.

3.   Will established an Ad Hoc Committee to study CC 100 and the First Year Experience.

 

1.  Fall 2019: Title III will provide future funds for an online Advising Module and Retention Module.

2.  See above.

3.  Fall 2019: Plans are underway to create an Ad Hoc Committee for Freshmen Year Experience

 

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

Strategic Action Plans:

1.      Continue the college’s partnership with Savant to develop online classes and programs each year.

2.      Provide the necessary staff to service all online degrees each year.

3.      Provide faculty training each semester to teach online classes.

Assessment:

1.         Markets for Distance Education will be identified and the number of courses and degrees taught online will increase each year. All central core courses will be available for online by Fall 2018 and markets will include homeschoolers, dual-enrollment students, Christian private high schools, public high schools, and community colleges.

2.         Divisions will conduct yearly evaluations to identify potential online courses and degrees and will recruit additional online faculty members to teach those courses and degrees as needed.

3.         Faculty will be trained in discipline-specific online pedagogy in addition to the technical training from Savant through face-to-face, videos, and phone conferencing. Faculty will be surveyed once a year to identify areas for continuous training.

Use of Results:

1. Fall 2017: Dual Enrollment Agreement signed with Bossier Parish Schools; MOU signed with Westminster Christian Academy; established Accuplacer scores for homeschool students; hired an admission counselor to work with homeschool network; most general education courses offered online.

3. Fall 2017: Established the Distance Education Committee to oversee quality control and best practices for online courses and degrees; Created policies and procedures for training online faculty and for developing distance education courses

Spring 2018: Discontinued partnership with Savant because of various difficulties.

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)

Future Actions for 2018-2019

1.   Will continue to develop general education online courses and to build partnership with other high schools and institutions

2.   See 2.4

3.   Will require mandatory training for Jenzabar and the Portal.

Results for

2018-2019 and

Fall 2019

1.     2018-2019: Continued work with private Christian schools and public schools to increase enrollment for dual enrollment.

2.      

3.     Summer 2018: Hosted Dr. Stacy Duke, the Dean of Online Education at John Brown University for a distance education workshop. Faculty decided more consistency was needed. The Homepage for the Portal was standardized, and all faculty were required to complete the online training for the Portal.

 

            Spring 2019: Prepared a Title III grant that would provide funding for the institution to expand and   

            improve online education. Funds from the grant would create a Faculty Development Center, hire a     

            Director of Online Education, an Instructional Designer, and a Faculty Technical Support person to

            train and work with faculty to redesign current online courses and new courses and programs.

 

           Fall 2019: Received Grant and hired Director of Online Education and Instructional Designer.

 

 

Goal 2

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

Objective 2.6

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 Coordinator of Grants 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.

Use of Results

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

2017-2018

1.  Training at the University of Georgia completed in June 2018 for a certificate in grant writing for Henry Robertson, college grant writer.

2.College purchased national database foundation search for identifying and researching private foundation funding sources (May 2018)

3.  College applied for 31 grants 2017-18. DATA AND BENCHMARK

A running log of all grant proposals and awards is kept and updated monthly and reported on to the President and VPAA monthly. Sample report attached. Benchmark is 3 more grants applied for and awarded.

RESULTS

Total Applications submitted and Letters of inquiry: 31 Approximate amount requested: $8,285,535 Received: Louisiana Charities Trust $25,000 For Cavanaugh Hall Campaign 11/13/17

Lettie Whitehead Awarded $65,000 for women nursing students 1/19/18 US Forest Service Awarded $15,000 for student research 2/1/2018

Board Of Regents Support Funds $17,766 for Humanities classrooms 4/18/18 Coughlin Saunders Foundation $50,000 Nursing Lab or two offices 5/24/18

TOTAL GRANTS RECEIVED FROM $172,766

 

 

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.

Future Actions for

2018-2019

Will continue to pursue additional grants for the institution.

 

 

Results for

2018-2019

Fall 2019

Grants Report 2018-2019

Henry O. Robertson, Sponsored Programs

Applications Submitted SINCE AUGUST 2018

·      Huey and Angelina Wilson Foundation Prison Ministry LOI September 2018

·      Rapides Parish School Board Dr. Karges-Bone Visiting Program September 2018

·      Community Foundation of CENLA Bridge Program and Nursing September 2018

·      Coughlin Saunders Foundation Alexandria Bridge and Nursing September 2018

·      L. Whitehead Nursing Scholarships For 2018-2019 Academic year$64,000 received.

·      National Endowment of the Humanities Library Archives Application September 2018

·      Board of Regents Computer Science and Business Grant applications October-November 2019

·      GAEDA Authority December 2019 $2,500 received and returned

·      Scott Foundation Monroe, LA  LOI (Letter of Inquiry) November 2019

·      Johnston Foundation LA LOI November 2019

·      Helis Foundation New Orleans LOI December 2018

·      Foster Foundation LOI January 2019

·      Honey Rock Endtime Foundation LOI January 2019

·      Board of Regents Chair Application January 2019

·      Michael and Susan Dell Foundation for Bridge Program Application March-April 2019

·      Louisiana CRT Historical Marker for Donahue Ferry Road Application January-May 2019

·      Homeland Security Grant 5/10/2019 $79,845  for security

·      French Embassy Grant  $14,000  For students to study in France

·      Title III  USDE 2.2 million for technology and online improvements

IN DEVELOPMENT

·      Lilly Foundation Religious Studies September 2018-April 2019

·      Hearst Foundation For Nursing $287,000

·      Community Foundation of CENLA  Computer lab  $50,000

Fall 2019

1.      U.S. Department of Education Grant  Title III $2.2 Million.  ($449,982 yearly for 5 years)  10/1/19

           (IDEA Improve on-line learning and technology on campus)

o   Center for Distance Education (housed in the library on the 2nd floor)

o   Hire a Coordinator (Director) for Distance Education to oversee all aspects of online education

o   Hire an Instructional Designer to assist faculty collaboratively and individually to develop online courses

o   Hire a Faculty Support Specialist

o   Faculty Development Center

o   Office space will be converted into the FDC

o   Canvas (LMS)

o   Voice Thread

o   LONI-Louisiana Optical Network Infrastructure-will provide 2 10 GBS

o   New IT switches, Fiber Connectors, Interfiber Connectors, WiFi access points, and Servers

o   Online Student Services: Tutoring, Early Alert/Retention, Advising, Financial Literacy, Academic Planning/Career Planning

o   Redesign all online general education courses and business courses (BS in Business Administration and Project Management) to meet Quality Matters standards

 

2.     Alexandria Business Foundation for General Operations 11/24/19   $5,500

3.     Lettie Pate Whitehead Foundation for Women Nursing Scholarships 2019-2020    $66,000

(An increase in $1,000 over last academic year with Two payments 8/2019 and 12/16/2019)

4.     Louisiana Charities Trust for LA CRT Historical Marker for “Jimmie Davis” 10/15/19,   $2,750

Applications Submitted Fall 2019

·      Rapides Foundation for Fitness Park   12/19/19 $200,000

·      Board of Regents 10/24/19  for  $213,916

1.     Nursing “Improved Technology for Promotion of Nursing Student Academic Achievement”    $17,107

2.     Human Behavior “Curriculum Enhancement through the Creation of a Flexible, Collaborative

                      Classroom”   $30,478

3.     Missions and Ministries “Improvements to Lecture and Learning Environment”

                      $87,330

4.     Media and Communications “Digital Enhancement of Media Platforms for High-level College Instruction”    $166,331

·      Community Foundation of CENLA  8/30/19 For computer labs  $50,000

·      Coughlin Saunders Foundation for ABSN scholarships Nursing 9/15/19 $50,000

·      Campus Consortium IT afterhours help desk 9/24/2019

IN DEVELOPMENT

·      Rapides Foundation for MSW program stipends

·      Arts Council of Central LA and ROM Foundation Theater production

 

 

Faith Integration 2020 Strategic Plan 2017-18 Academic Year (2020 Strategic Plan Update)

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

1.     Enhance four training seminars each semester for staff and coaches by enlisting different people to share in the equipping process. These seminars will continue in August 2018.

2.     Provide an annual speaker on faith integration for a faculty meeting in each academic year beginning with 2017-18 academic year.

3.     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 2018.

4.     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

1.     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.

2.     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.

Use of Results

1.     Training seminars for staff and coaches continue to be offered. The survey will be developed for the 2018-19 academic year.

2.     The speaker on faith integration needs to be moved to the VPAA section since the VPAA office plans faculty workshops and invites speakers to share with faculty. The responsibility of inviting and securing a faith integration speaker is now completed through the VPAA office.

3.     The faculty study groups continue to be effective for faith integration. The groups studied Jesus Christ and the Life of the Mind, which was written by Mark Noll. Faculty shared that they would like to read a book like Total Truth or Saving Leonardo, which was given consideration. The survey will be developed and data will be collected in 2018-19 for this initiative. This initiative was not completed during the 2018-19 academic year, as the VPIFL worked to learn how to best assess this initiative. The VPIFL implemented the Bi-annual Bible reading plan. However, for the 2018-19 academic year, an investigation will be done to discover how to help faculty, staff, and coaches to grow spiritually through a better Bible reading plan.

Actions Plans for 2018-19

1.     The VPIFL decided to continue to train staff and coaches through the Faith Integration Seminars. With the benchmark being set for 100%, this initiative was not met, the VPIFL decided to set the benchmark to 90% of the coaches and staff will attend 90% of the training sessions. The VPIFL will use a role sheet for the next academic year to better assess the effectiveness of the trainings.

1.     Develop and Implement a Freshmen seminar which will happen during Welcome Week each Fall semester. The VPIFL implemented the Freshmen seminar for the 2018-19 academic year. Dr. Jerry Pipes led the event and over 250 freshmen were in attendance. The event was successful.

2.     Develop and Implement a College Evangelism/Discipleship seminar each year, which will be done during the first week of school. The VPIFL invited Dr. Sean Keith to lead this event from the Louisiana Baptist Convention Evangelism Department. He taught over 300 students how to share their faith, even providing evangelism tools for the event. The event was very successful.

3.     The VPIFL and President decided to have faculty read the book Saving Leonardo: A Call to Resist the Secular Assault on Mind, Morals, and Meaning for the 2018-19 academic year. Faculty completed this book study and asked for more opportunity to express their desires for future books to read. This awareness enhanced further the idea of developing an assessment tool for the 2019-20 academic year. While this assessment tool is developed, the VPIFL and President decided to choose one more book for the 2019-20 and 2020-21 academic year.

4.     The VPIFL and President decided to implement a Bible reading plan for the Spring semester, which would be from the Gospel of John. This Bible reading plan went well. However, the VPIFL decided to not offer a Bible reading plan for the 2019-20 academic year, which will be replaced with an initiative associated with the chapel programming.

Action plans for 2019-20

1.     The VPIFL decided to develop and implement the staff/coaches faith integration training survey in the 2019-20 academic year.

2.     The VPIFL will offer the Freshmen seminar through the Welcome Week once more for the 2019-20 academic year. The VPIFL will invite Dr. Jerry Pipes to return and lead this event. However, the VPIFL determined that the focus needed to be more evangelistic rather than seeking to train students to evangelize since the event is reaching incoming students, who may not have a relationship with Christ. This event was very successful. Dr. Pipes had over 25 people to pray to receive Christ in the actual event.

3.     The VPIFL will offer the College Evangelism/Discipleship seminar once more in the 2019-20. The event will be offered the first week of school before students get busy with their academic work. Dr. Keith Manuel led this event and it was very effective with over 300 people in attendance.

4.     The VPIFL and President determined to use the book Christian Higher Education: Faith, Learning, and Learning in the Evangelical Tradition. Faculty will read the first half of the book in the 2019-20 academic year and the remainder of the book in the 2020-21 academic year.

Future Actions plans for 2020-21

1.     The Freshmen Seminar will not be offered through Welcome Week in the 2020-21 academic year. Instead, this seminar will be offered on Tuesday at 11:00 a.m. during first full week of school. Dr. Jerry Pipes will lead this event.

2.     The VPIFL will not offer the College Evangelism/Discipleship seminar through the Welcome Week in the 2020-21 academic year. Instead, this event will be offered on Tuesday during the second full week of school. The VPIFL will invite Dr. Keith Manuel to lead this in the Fall 2020 Semester.

3.     Faculty will complete the book by Dr. David Dockrey, Christian Higher Education: Faith, Learning and the Evangelical Tradition.

4.     THE VPIFL and President decided to continue offer faith integration training for staff/coaches. The VPIFL determined that it might be better to limit the training opportunities to two sessions each semester due to the conflicts in schedules, which have been noticed in the 2019-20 academic year. Staff/coaches will continue to use the survey developed to assess this initiative.

Est. budget

$2,500

 

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

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

2.     Enlist two student leaders to speak in chapel each semester during an academic year.

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

Assessment:

1.     Utilize 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.

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

Use of Results

1.     Christian speakers, pastors, and students were enlisted to speak in chapel. Based on the responses to questions 19-21, spiritual development increased slightly through the chapel program. Only 21% of the students in the Fall semester indicated that no spiritual growth took place and only 5.41% of the faculty stated that no spiritual growth took place. To strengthen this statement only 16% of the students in the spring 2018 semester reported no spiritual growth and only 8.82% of the faculty stated that no spiritual growth took place in their lives. Therefore, chapel met its goal for the 2017-18 academic year.

2.     The BCM objective was also completed. A survey was developed and implemented. The benchmark of increasing effectiveness by 20% was not met. The VPIFL determined that part of the problem was the measuring tool was not developed really for measuring effectiveness in the overall view of the BCM but more on the effectiveness of BCM worship. The BCM Director will study how to assess the BCM ministry better.

Strategic Actions for 2018-19

1.     The President, VPIFL, and BCM Director decided to move the BCM services to Thursday night to provide better speakers for the 2018-19 academic year. This initiative was very effective. The College was able to use chapel speakers, which bolstered the type of speaker available for BCM. Also, working with the chapel planning program, BCM was able to plan out further which helped them to enlist other partners for mission work.

2.     To further strengthen the chapel program, the President Leadership’s Team decided to change the chapel programming for the next academic year to follow a more thematic and expositional approach for the speaking engagements, while still enlisting speakers to accomplish the overarching goal of chapel. The Theme “Truth About” emerged for the Fall Semester and the theme “Living By Faith” emerged for the Spring semester. The thematic approach to the preaching strengthened the presentation of the Word because speakers were assigned a Bible passage, which help with being intentional to meet the needs of our students. However, the chapel program benchmark was not met. The overall question that emerged for the VPIFL was why were so many people neutral on the various questions. The neutral points would have helped several areas to reach the acceptable score of 3 on the Likert scale. To aid in this process, the VPIFL determined it was necessary to modify the chapel survey for clarity, which might help people to stay away from more of the neutral opinions. Furthermore, a more intentional approach to expositional preaching will be taken.

3.     The VPIFL and BCM Director decided to refine the Survey for better measuring of effectiveness in the BCM program. While studying how to assess better the BCM services, the BCM Director set a benchmark that the number of people attending BCM would increase 20% for the 2018-19 year, which was met.

Future Actions Plans for 2019-20 Academic Year

1.     The BCM Director and VPIFL determined to leave the BCM services on Thursday night to continue using selected chapel speakers. The Thursday night BCM services went very well in the Fall Semester. Attendance averages over 200 each night. The BCM Director is studying what other college Baptist Collegiate Ministries are doing to strengthen the assessment of their ministries on campus.

2.     The President and VPIFL decided to focus the chapel preaching on a selected Bible book. Thus, speakers will use expository preaching in each chapel service. For the 2019-20 academic year, the Bible book will be 1 Peter. This approach in the Fall semester was very beneficial. However, more analysis will be offered in the Spring 2020 assessment.

3.     The BCM Director will continue to determine effectiveness of the BCM services by monitoring attendance. The benchmark of 20% will be the same for the 2019-20 year.

Est. Budget

$17,000

 

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

1.     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.

2.     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:

1.     The Dean of Students and the VPIFL will track the number of public decisions for Christ and make discipleship materials and a church list available to each student.

2.     Chapel survey will have questions within it to collect data on the spiritual advancements of all students to measure effectiveness in meeting chapel objectives

Use of Results

1.     The VPIFL, Dean of Students, and BCM Director know of more than 80 decisions for Christ in the 2017-18 academic year. These decisions were made at local churches and in chapel services. Each student received a copy of the booklet Life Change along with a list of churches to attend from the Dean of Students office. Due to cost the VPIFL determined it best to not purchase the second book at this time.

2.     The chapel survey revealed that over 80% of our students made advancement in their spiritual growth. However, the VPIFL should have set a percentage last year to assess the depth of spiritual growth that was accomplished (2017).

Strategic Actions for 2018-19

1.     The Dean of Students, VPIFL and BCM Director also decided to continue using Life Change for the next academic year. The VPIFL decided to continue use of the church list which was put together by the Dean of Students also. The list will be updated each semester. These decisions were made due to over 100 students choosing to follow Christ through repentance and faith. Also, the Mongoose APP was used for 2018-19 year and was effective.

2.     The VPIFL decided to set the benchmark for 2018-19 that students will demonstrate a 1% growth from the surveys for effective spiritual growth to have occurred on campus. This benchmark was met. The VPIFL will increase this benchmark to 3% of our students will increase in spiritual growth, which will be assessed from the chapel survey.

Future Strategic Actions for 2019-20

1.     The VPIFL, Dean of Students, and Executive Assistant for the Dean of Students decided to address a problem with the scanning system, where students are not given credit for attending chapel, even though they attended and swiped their card. The VPIFL determined that it would be better to enlist the VPIT and CIO to help with a study to resolve this problem. This study is being done in this academic year. At the time of this update, no resolution has been identified.

2.     The VPIFL decided to increase the benchmark to 3% of students will increase their overall spiritual growth through chapel. The Chapel survey will measure this benchmark.

3.     The VPIFL and President agreed that the discipleship materials were helping to disciple students. However, it is difficult to track student development also. Therefore, the VPIFL and President decided to use decision cards in each chapel service, BCM service, and other evangelistic events, so that decisions can be better tracked.

4.     The VPIFL and President also determined to add counselors in the main chapel services each day. This initiative will start in the Spring 2020 semester.

5.     The President and VPIFL decided to develop a curriculum-based discipleship material also that would be used in conjunction to chapel programming. This material will be used through the BCM where students will be empowered to lead small groups to enhance the evangelization and disciple-making process of students across campus. This material will be based on 1 Peter for this academic year.

Est. Budget

$200.00

 

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

1.     Utilize the ministry of the BCM 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. 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.

2.     The Wayne and Martha Jenkins Center for Evangelism and Missions will seek to educate and provide missional opportunities for students at LC beginning in the 2018-19 academic school year.

Assessment:

1.     Collect data on the number of mission trips along with the number of projects completed through the BCM Ministry. Additionally, track the number of students who participate from both the larger College campus. A comparative database will be established to determine and track effectiveness. The VPIFL plans to collect data during the 2018-19 academic year.

Use of Results

2.     The BCM Director provided one state mission trip which took place at Clair Springs, La in the spring semester 2018. The benchmark of 25% of the student body attending was not met. One problem associated with this benchmark not being met was the lack of publicity. This problem will be corrected for the next school year. Also, with missions not being intentionally part of the campus life, the BCM Director decided to lower the 25% benchmark to 10% of the student body.

3.     The BCM Director also provided a national mission trip, which took place in Alpine TX. The benchmark of 15% of the student body attending was not met.

4.     The BCM Director was not able to provide an international mission trip last year. The benchmark was not met due to finances being available to implement the trip.

5.     The VPFIL investigated various avenues that The Jenkins Center for Evangelism and Missions can take for 2018-19 school year and will set a schedule for the 2019-20 academic year.

Strategic Actions for 2018-19

1.     With missions not intentionally being part of the campus life, the BCM Director decided to lower the 25% benchmark to 10% of the student body for the 2018-19 school year for local missions. This initiative was exceeded with the help of five churches: Philadelphia Baptist Church - Deville, Philadelphia Baptist Church – Horseshore Drive, FBC Pineville, Longview Baptist Church – Deville, and Family of Grace – Alexandria, as 220 students were mobilized to complete numerous mission projects. The VPIFL and BCM Director decided to leave this benchmark unchanged for one more year since the initiative was so successful.

2.      With missions not intentionally being implemented in the life of the College, the VPIFL and BCM Director felt it may take a year to get mission awareness up on campus. Therefore, the BCM Director decided to lower the benchmark to 5% of the student body attending a national level mission trip for the next year. With the enrollment being around 1250 students, this initiative was not met since it would have taken 62 students to attend national mission trips. Therefore, the BCM Director and VPIFL determined until missions become more a part of the student’s experience at LC to lower the benchmark to 3% of the student body.

3.     The possibility of making an international mission trip available to LC students is being studied for the 2018-19 year. Due to the lack of finances for a mission trip, the VPIFL decided that this strategic action should be put on hold until at least 2021.

4.     The VPIFL planned for the Jenkins Center to host a Mission Conference and to mobilize the Schaeffer and Lowery Students for a mission emphasis across Alexandria and Pineville. The mission conference was a tremendous blessing for both students and the community. The College hosted people from the IMB, NAMB, LBC, along with local associational mission offices and local churches. Over 220 Schaeffer and Lowery students were mobilized for mission projects across the cities of Pineville and Alexandria, LA.

5.     The BCM Director decided to implement the GO Center for the 2018-19 school year to enhance a mission environment on campus. This initiative was very successful. The BCM Director hosted over 30 different churches or mission organizations through the GO Center. The Jenkins Center supported the mission involvement of 30 students for a national mission trip.

6.     The Jenkins Center also helped to host the E 4 Preaching Conference, which ministered to over 40 pastors.

Future Strategic Actions for 2019-20

1.     While the local mission initiative was successful, logistics were difficult with so many churches involved. Therefore, the VPIFL decided to enlist the BCM Director to offer four to five local mission opportunities through the BCM.

2.     The BCM Director and VPIFL decided to lower the benchmark to 3% of the student body attending national mission trips due to travel arrangements being a problem.

3.     The VPIFL determined that taking students on international mission trips at this time is almost impossible due to finances, lability issues, and travel difficulties. Therefore, this initiative will be revisited in the 2020-21 strategic planning process.

4.     The VPIFL will continue to develop the Jenkins Center, implementing a schedule where students are equipped for evangelism and mobilized to do missions for Christ. The Jenkins Center will sponsor also students who go on national mission trips from the BCM at LC.

5.     The VPIFL determined to implement a mission conference for the 2019-20 academic year, focusing more on national and local missions. This conference was smaller than the 2018-19 conference, but it was a great event. Over 300 students attended the Go Center where churches, NAMB, and associational mission offices were present.

6.     The BCM Director decided to continue the Go Center, since it was so successful in connecting students to various mission organizations and mission opportunities. The Go Center will have a presence at each BCM service for the 2019-20 academic year.

Est. Budget

$3,000

 

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

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

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

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

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

5.     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

6.     Develop and provide the C. S. Lewis Scholarship Program in conjunction with the Honor’s Program at Louisiana College beginning Fall 2017. (The assessment for the Honor’s Program is assessed under the Academic Affairs section and all scholarships are assessed through the Financial Aid office. Therefore, the VPIFL does not assess them areas any longer).

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

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

Assessment:

1.     The Values and Ethics and God in the Workplace 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.

2.     The certificate, bachelor, and master programs will be assessed through data compilation in Compliance Assist. The goals for the 2017-18 academic year are as follows: certificate—10 new students, bachelor—20 new students, and masters—20 new students (With these programs being part of the academic affairs assessment, the VPIFL determined it would be better to assess these programs in the academic assessment).

3.     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 (Scholarships are tracked through the Financial Aid Office. Therefore, the VPIFL does not assess this scholarship).

Use of Results

1.     A bi-annual Great Commission Seminar was considered effective for the 2017-18 school year. The topic of the seminar connected with the God in the Workplace Conference, which will be the focus of the seminar for the 2018-19 year. (With his seminar being part of the certificate of pastoral ministry and the certificate of missiology, the VPIFL decided to not assess this seminar due to it being a class).

1.     The Values and Ethics Conference was well attended. A survey will be developed for the 2018-19 year to measure effectiveness of the conference.

2.     The VPIFL decided to not host the Joseph Willis Symposium in 2017-18 due to lack of funding.

3.     The God and the Workplace Conference met its benchmark on the Likert Scale of 3. The overall assessment from the faculty and staff was very favorable. To measure effectiveness better for the 2018-19 school year, students will receive the survey as well.

4.     Recruitment goals were not met for the 2017-18 academic year. We only added 8 certificate students, which was below the benchmark. However, the benchmark was met on undergraduate with 25 students, and the MA did not launch. We completed a feasibility study on the MA and have been studying it to make sure that the College has a sustainable student base before starting the program (With these programs being part of the academic affairs assessment, the VPIFL determined it would be better to assess these programs in the academic assessment).

4.     The C. S. Lewis Scholarship will need to be moved from the Faith Integration since it does with the Honors Program.

5.     THE VPIFL decided to drop the assessment of the Guinn Scholarship in the Faith Integration since it is assessed in the Enrollment Management area.

Strategic Actions for 2018-19

1.     The President and VPIFL agreed to continue offering the Values and Ethics Conference for the 2018-19 academic year, since it has been so successful. The Values and Ethics Conference scored a composite of 3 on the Likert Scale, which means that this initiative met its benchmark.

2.     The President and VPIFL agreed to continue hosting the God in the Workplace Conference for the 2018-19 academic year. The God in the Workplace Conference scored a composite of 3 on the Likert Scale, which means that this initiative met its benchmark.

3.      

Strategic Actions for 2019-20

1.     The President and VPIFL determined to continue hosting the Values and Ethics Conference, which will be in November due to Dr. Ken Ham being invited to speak. Dr. Ham was unable to attend the Conference due to a death in his family. Therefore, the Values and Ethics Conference will host. Dr. Ham in November 2020.

2.     The President and VPIFL decided to continue hosting the God in the Workplace Conference with it ministering to both students and the community so well. Dr. Jay Richards and Earl Heard will be the keynote speakers at the March 23, 2020 God in the Workplace Conference.

Future Strategic Actions for 2020-21

1.     The President and the VPIFL determined to continue hosting the Values and Ethics Conference, which will be held on Nov. 2-3, 2020.  The speaker will be Dr. Ken Ham. The benchmark of 3 on a Likert Scale using an assessment survey will determine the effectiveness of this event.

2.     The President and VPIFL decided to host the God in the Workplace Conference in the Spring of 2021. Speakers will be identified later.

Est. Budget

$10,000

 

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

1.     Provide information on worldview materials for youth pastors within Louisiana to enhance student developing, understanding, and embracing a Christian worldview. 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 (This goal has been completed).

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

3.     Attend local Baptists associational meetings to build relationships for the College.

4.     Partner with Student Development to identify, implement, and assess spiritual formation among LC students.

Assessment:

1.     To assess the understanding of a Christian worldview at Louisiana College, students will be required to take the Worldview Survey in CC100 in 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. This data will show the progress of the student in understanding a Christian worldview and the effectiveness of the worldview course being offered in the local church.

2.     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.

Use of Results

1.     The College will use the worldview class results to compare our students with other students across the United States 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 survey will be prepared for the 2019-20 year.

2.     The Schaeffer Scholarship goal was met with 165 students completing the requirements for the scholarship. The VPIFL attended the LBC and SBC Conventions for the college seeking to build and develop relationships for the College. At the LBC, the VPIFL presented pastors with the Louisiana College Pastoral Ministry Award of Excellence.

3.     The VPIFL attended the LBC, the SBC, and 4 associational meetings in the 2017-18 academic year.

Strategic Actions for 2018-19

1.     The VPIFL set the benchmark for the Schaeffer Scholarship of at least 150 students receiving this scholarship will indicate the effectiveness of it. Schaeffer Scholarship recipients totaled 172 for this academic year, which means the benchmark was met.

2.     A question will be added in the Worldview survey for the 2019-20 year with students receiving the scholarship entering their junior year then. This action was not completed since we went back to using the BASE exam based on a recommendation from the Center Curriculum Committee.

3.     The VPIFL will attend the SBC in nurture relationships for the College. The VPIFL attended the SBC for 2018-19 in Dallas, TX, which means that this initiative was met.

4.     The VPIFL will attend the LBC to nurture relationships for the College. The VPIFL attended the LBC which means that this initiative was met.

5.     The VPIFL will attend at least 5 associational meetings to nurture relationships for the College. The VPIFL attended five associational events, which means this initiative was met.

Future Strategic Actions for 2019-20

1.     THE VPIFL determined to leave the benchmark of 150 students to determine the effectiveness of the Schaffer Scholarship for the 2019-20 academic year. The total number of new students entering  for this academic year was 166, which meets the benchmark.

2.     The VPIFL will attend SBC to aid in nurturing relationships for the College. The VPIFL did not attend the SBC in Birmingham, AL. However, other college officials attended and this initiative was met.

3.     The VPIFL will attend the LBC to aid in nurturing relationships for the College. The VPIFL attended the LBC, which means that this goal was met also.

4.     The VPIFL will attend at least 5 associational meetings to nurture relationships for the College. The VPIFL did not attend 5 associational meetings. However, more than 5 were attended by numerous other people at the College, which means that we met this initiative also.

Est. Budget

$1,000

 

STUDENT DEVELOPMENT, ENROLLMENT MANAGEMENT & ATHLETICS 2017-2018 Report for 2020 Strategic Plan

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:

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

1. Undergraduate traditional headcount enrollment (full-time and part-time)

2. 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 and projected student outcomes and net revenue.

Use of Results

 

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

1.      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.

2.      Supplement traditional undergraduate student enrollment with the implementation of specific strategic recruitment plans in these key target areas: (Homeschool, Christian High Schools, Community College grads, international)

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

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

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

6.      Increase the number of international students.

7.      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

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

9.      Increase budget by $50,000 to hire an international student coordinator for recruitment and retention purposes (Cost would include travel)

10.   Increase the number of Christian high school students Minimum of 7 Elevate/Dr. Brewer events annually in Christian Schools. We scheduled.

11.   Send Faith Matters articles annually

12.   Provide marketing material for counselors (i.e. posters Offer online Dual Enrollment classes to qualified students Create continuing education opportunities for faculty and administration

13.   Increase budget $15,000.00 for the purchase of sound equipment for Elevate Band

14.    $5000.00 to market and facilitate Christian School marketing.

15.   Increase the number of new full-time out-of-state students. The three-year 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.

 

 

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

17.       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.

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

19.       Increase the number of traditional undergraduate students.

20.       Hire two additional counselors and split the state into four quadrants ($70,000.00 plus benefits). (State has been split into 4 regions without hiring)

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

22.         Assistant Director of Admissions to remain on campus.

23.       Implement the JRM Recruiting Manager and utilize the online application. (Completed)

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

25.         Implement the Net Revenue Model.

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

27.       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.

28.         Guidance Counselor Luncheons

29.       Application station Purchase 2 iPads and stands ($1500.00 for purchase). (Completed)

30.       Alumni Referral Program.

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

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

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

34.       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.

35.       Expand graduate programs

36.         Improve the campus visit experience

37.       Visit other Christian colleges and experience their campus visit style

38.       Create a digital visit survey

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

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

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

42.       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)

 

 

43.       Implement the Savant Online Offerings Core curriculum offerings for dual enrollment Improve digital marketing.

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

45.       Create strategic social media posts by following the admissions communication calendar.

46.         Partner with Envoc’ marketing firm to increase digital presence on social media, word searches and banner

ads ($70,000.00 annually) Being done with Envoc’ instead.

47.       Continue to partner with Clark Communications to develop our communication calendar.

48.         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

-A recruitment database has been established via name buys with ACT and College Board, inquiries, college fairs and other events. Increase inquiries by 5% annually.

-Collect and compile data from previous years to compare strategies and outcomes as well as monitor the conversion and yield rates. This is done by creating reports in the JRM to show where the admissions office is at each day and this data can and will be compared to previous years. This has not always been done in the past but will be done as we move forward in order to get a better picture of how our strategies are performing.

-Strategic marketing has been developed with Clark Communications to conduct print mailouts, email campaigns, push to apply campaigns, push to deposit campaigns and push to enroll campaigns. In addition to the marketing strategy developed by Clark Communications the Office of Admissions conducts email and texting campaigns.

-The goal was a 3% increase each year to reach 75 transfer student by 2020. We reach that goal for the Fall of 2017 which yielded 75 transfer students. The Fall of 2018 yielded 80 transfer students.

-Graduate lists were collected from Junior/Community Colleges from around the state has been integrated into our marketing campaign with Clark Communications.

-This is an area we did not meet our goals for Fall of 2018. We did not have the resources to properly recruit international students. The Office of Admissions is implementing a strategy of reaching out to churches, schools, and universities across the world to try and generate interest/conversations with Louisiana College. The VP of Enrollment has contacted the following:

·       OASIS International Schools

·       TASIS England (International Christian School)

·       St. Georges International School Switzerland

 

 

·       Christian Education Europe (Site promoting Christian education across Europe)

·       Association of Christian Schools International (joined)

·       International Fellowship of Evangelical Schools

·       Schools & Agents (Joined. Site promoting connections between Universities and High School students across the world)

·       Cairo American College

·       International University Alliance

·       American International School in Egypt

·       Dover American International School (Egypt)

·       Cairo Covenant School

·       Billy Kim

·       Continuing to work with and follow up on leads from David Bishop & Ameristudy

-International recruitment is still a problem due to the lack of funds to actually hire a international recruiter who can visit countries and build relationships.

-We do not have an international recruitment/travel budget.

-Did not hire and international student coordinator. This may not be a possibility for the near future. International recruitment currently falls on the VP of Enrollment and the Director of Admissions.

-The effort to target Christian High Schools continues. We have reached out and visited more Christian High Schools last year than in the years past. These visits are beginning to show fruit as relationships have developed between LC and Westminster, Northlake Christian Academy and Providence Academy. Our goal is to add 4 more schools to this list who would like to partner with Dual Enrollment.

-There were 8 Inside Out events scheduled for Fall 17 & Spring 18. Reagan Watkins is continuing to schedule Inside Out events for 2018-2019. Goal is to have at least one event scheduled per month for Fall 19 and Spring 20.

-Sent Faith Matters along with other materials to the Top 300 churches in the state as well as over 30 Christian School Headmasters and Homeschool CO-OPS.

-New USB cards were created with all updated information. These were mailed out to the 200 largest Baptist churches in the state as well as all the Headmasters of the major Christian High Schools in the state.

-Partnering with Providence School in Bossier for Dual Enrollment. Working with Northlake Christian to include them in the DE agreements.

-Professional development is limited due to budget constraints. Sent Director of Financial Aid to PowerFAIDS conference in July 2018 and sent Director of Admissions and Director of Financial Aid to NABEP (National Association of Baptist Enrollment Professionals) conference in February 2018.

-New equipment purchased for Elevate and new requirement to audition for Elevate. Has led to a better quality and organized worship band.

 

 

-2018:92 (Out of state student numbers)

-Majority of our focus in marketing is in state with some in east Texas and western Mississippi. We have increased the number of out-of-state fairs we are attending, including Homeschool fairs.

-We attend 16 out of state fairs: 1 in Arkansas, 2 in Mississippi, 2 in Alabama, and 11 in Texas.

-Currently have 18 homeschoolers for Freshmen class 17-18. We have targeted Homeschool organizations throughout the state, Mississippi, and Texas. Plan to host a Homeschool only Preview Day in Spring 19. Reagan continues to work directly with Homeschool Co-ops to increase the awareness about LC.

-We are on target to meet or exceed that amount by 2020.

-Increased from 994 to 1015. As of drop/add we had 272 Freshmen. Down from 302 last year. One of the reasons for the decrease was a large cut in the number of athletes recruited as compared to previous year (2016-2017). 180 were recruited for Fall 17 and 134 were recruited for Fall 18. A difference of 46. As of the first day of class for Fall 18 we were at 299. The melt left us at 272.

-We were not able to hire an additional counselor due to budget constraints. We have split the regions into four regions instead of 3. Reagan is now the Northern Region counselor, Laura Beth is the Southwest Region Counselor, Renee continues to be the Central Region counselor, and Holly is the Southeast Region counselor.  This should allow more time to be spent in the Southwest and Central regions since they have decreased in size.

-We did away with the graduate counselor position and Renee has taken on the role as counselor for Graduate programs.

-Director of admissions is still not remaining on campus but is an active recruiter and added additional duties with graduate students

-We implemented JRM in November 2018. It has been useful but still working through all the bugs. Working with Lacey Satterfield from Reinhardt University. She is an expert in JRM and is walking us through fixing issues and learning the system better. We plan to bring her to campus in early Spring.

-Still using College Raptor and it was updated to reflect last year’s scholarships. We are working to update it with the new scholarships.

-Net Revenue model was not implemented as hoped but all information has been sent to CCSoluntions to begin to develop the Net Revenue Model for LC. Goal would be to launch it by Fall 2019.

-We continue to work with CCSolutions.

-New computers have been purchased for the Application Station.

-Not done due to budget constraints.

-2361 phone calls made from 18/8/18 to 11/28/19. 1342 perspective students spoken with, 543 voice mails, 476 students called more than twice (no voicemail set up). Over 3,000 text messages have been sent out via Mongoose texting system. Over 1500 inquiry cards have been inputted by Wildchatters and Junior Recruiters.

-MSW launched with 22 new students. Targeted marketing campaign for all grad programs launched in Fall of 18.

 

 

-Fall 2018: 243 (Grad students) Added

-Money walk was created with scripts for student ambassadors as well as maps outlining the route of the tour.

-Not done

-Not done

-Spent over $15,000 on t-shirts for large events. Purchased new bags to give students visiting campus.

-No longer with Savant or FA Solutions for our online programs. LC is handling all aspects of the online programs.

-Core curriculum for each semester is sent out to all high schools, Christian high schools and homeschool organizations. DE has increased from 33 in Fall of 2017 to 54 in Fall of 2018.

-Clark Communications continues to handle marketing for undergraduate recruiting and is now helping with Online and Graduate programs. Developing a comprehensive mailout/email campaign as well as a digital campaign for the online and graduate programs. This launched in Fall of 2018

-Not done due to budget constraints

-Developing a strategic plan for social media presence for admissions. Creating a social media team to spearhead this program.

Being done with Clark Communications now.

-No changes

-Successful financial aid audit with no errors.

-Being done by Director of Admissions weekly. Continuing to produce weekly report. Data is being collected and will be compiled to compare last 3 years with current year.

Reported by Clark. They will start supplying monthly reports starting January. Being done.

No revision as of yet.

-Added push to deposit to the camping and continuing to purchase 60,000 names.

2018-2019

•      We continue to build a recruitment base through our name buy through Clark Communications. Name buys include Collegeboard and ACT/NRCUAA. We purchase 60,000 names per year from sophomores to seniors. Database is also built through traditional inquiries via out website, school visits, college fairs, and events.

•      We hired a Homeschool admissions counselor to help target homeschool students and families. She interacts with homeschool families via events, social media, visits, and homeschool groups. We are attending homechool specific college fairs and have implemented a Homeschool Open House in the Spring. For Spring of 2019 our goal was 10 homeschool families and we exceeded this goal with 21 families attending. We continue to target Christian High Schools through visits, dual enrollment opportunities, Elevate worship (chapels), school visits, and continuing contact throughout the year.

•      Transfer numbers were down last year.

•      Transfer student numbers have remained the same. Original goal was to increase yearly number to 75. Last year our numbers were down to 50 transfer students.

•      Continue to receive graduation lists from Community Colleges for marketing purposes. These names are added to our comms flow with Clark Communication. We also receive annual lists for PTK members from the state's community colleges. These lists are also used and our PTK Scholarship information is sent to each of them via email. We have not hired a transfer counselor due to budget constraints.

•      Number of international students have decreased due to experience and lack of scholarships.

•      We will continue to work with organizations like NACCAP to help in the recruitment of international students. Spent 3 weeks visiting Christian international schools in Indonesia, Philippines, Malaysia, Taiwan, and Thailand. Groundwork has been set but follow-up must occur. Following schools visited or have developed relationship with them:

•       IPEKA International School Indonesia

•       Cita Hati Christian School-Indonesia (East Campus)

•      Cita Hati Christian School- (West Campus)

•      Faith Academy-Philippines

•      Dalat International School-Malaysia

•      Morrison Academy- Taiwan

•      Chiang Rai International School-Thailand

•       Chianf Rai International Christian School-Thailand

•      Grace International School-Thailand

•       Hope Academy-Tanzania

•       Amman International Christian School-Jordan

•       Rift Valley Academy-Kenya

•       Billy Kim will be visiting with Children's Choir

•      Have not increased budget for print media and travel for international students. Researching costs for development of international specific materials and translation into target languages.

•      International recruiter/coordinator has not  been hired due to  budget constraints.

•      We continue  to  meet this goal each year  by averaging 8 events a year for Elevate.

•      Faith Matters articles are sent out annually by Norm Miller.

•      Developed and updated new marketing materials for counselors to include tabletop banners, refreshed and redesigned brochures, new truncated travel pieces for VOICES, posters, community college specific materials (banners, brochures and posters).

•      Budget was not increased to buy equipment for Elevate. Some equipment was purchased but there are still some shortfalls.

•      Marketing budget for Christian schools has not been added.

•      We continue to work the East Texas region and west Mississippi region. We have also added more fairs in Texas, Mississippi, Alabama, and Arkansas. These new fairs were ventures into regions we have not previously been in before and it will take some time to see results.

•      Budget has not increased but  we  have added more out of state fairs. We have added 8 Christian College fairs and have joined TACRO in order to attend more public school fairs. We attended 4 additional district fairs around the  DFW  and Arlington  areas this past year  as  well as in the Houston area.

•      We have been averaging 20 homeschool students but continue to try and increase that amount each recruitment season.

•      Completed

•      We have been below budget in the recruitment numbers but have seen an overall all increase of students through recruitment and retention.

•      We have split the state into 4 regions without increase to budget. North LA, Central LA, Southwest LA, and Southeast LA, plus Homeschool counselor.

•      We do not have a graduate admissions counselor due to budget. Admissions work is handled through joint effort of admissions and the departments.

•      Director of Admissions continues to be a fulltime admissions counselor as well as duties for Director of Admissions.

•      JRM implemented

•      College Raptor Purchased and in use (NET Price Calculator)

•      Net Revenue Model has been implanted and still in infancy st age. Used to stabilize or reduce discount rate while pushing up the overall ACT/SAT averages by bring in more 23-27 ACT students. NRM uses merit plus need to award scholarships.

•      This continues to be done prior to new academic year starting.

•      Signed 3-year agreement with CCSolutions to help develop and implement the NRM.

•      Guidance counselor luncheons have not occurred due to budget constraints, but admissions office is planning on piloting a central LA guidance counselor luncheon in Fall 2020.

•      Application station complete with purchase of two laptops to be used for application and completion of FAFSA. iPads and stands have not been purchased due to budget priorities in other areas.

•      Continue to work with alumni director and the office of Institutional Advancement to get names of perspective students. This is also done via alumni events, Board meetings, social media, and personal interaction with our alumni base.

•      Have not occurred due to budget constraints

•      Wildchatters calls have remained steady, mainly due to lack of interest from student workers and high turn-rate. Student leader has remained the same and has done a good job in recruiting 6-8 motivated and dependable student workers. Main job is to promote events and be another "touch" with perspective students.

•      JRM purchased but not autodialing soft ware. JRM has not proven to be efficient in streamlining any process.

•      Graduate numbers were 228 for Fall of 2019. As programs mature numbers will continue to increase. Launched digital marketing campaign late in the year to target graduate programs.

•      Graduate programs include, MSN, MSW, MAT and Med programs.

•      Campus visit experience has been improved but continually tweaked each year. Money walk created. Need golf cart to talk full advantage of the entire campus and make the tour more pleasant, especially during hot, cold or inclement weather.

•      Have not done due to time constraints and budget.

•      Have not completed.

•      On average, about 8,000 t-shirts are purchased annually for giveaways and events.

•      Have not done due to printer issues and the high cost of a quick, quality printer for photos.

•      Implemented the NRM.

•      Not done. Tuition costs are decided at the summer board meeting prior to new academic year st art ing . Counselors inform parents and perspective students that current tuition costs may go up a few percentage points.

•      No loner in partnership with Savant Online.

•      A new promotional video is created each year.

•      In progress. Admissions is active on social media but a strong comm flow plan is still being developed.

•      No longer work with Envoc. The only digital marketing is being done by Clark HigherEd for graduate programs and ABSN, RN to BSN, CJ online, and Business online.

•      Partnership is still n place. Signed a 3-year contract.

•      Office of Financial Aid continues to monitor all requirements for Title IV funds.

 

 

 

 

Estimated Budget

Current Budget: $366k Needed:

·     Marketing; $180k

·     Professional Services: $52k

·     Travel: $50k

·     Postage: $32k

·     Professional Development: $10k

·     Office Expenses: $5k

·     Printing: $95.5k

 

 

·       Preview Day: $20k

·       Recruiting Expenses: $5.5k Total: $450K

*Smallest 1/3 of private colleges spend on average, $2,723 per student. We are currently spending

$1,227 (includes salaries) per student recruited.

*National average for number of new students for each Full time admissions employee was 29.1. Our

admissions staff averaged 41 new students per FTAE. (We leverage every penny we have now)

 

 

 

 

 

 

 

 

 

Future Steps

-Implementing JRM (Jenzabar Recruitment Management). (discontinuing use in August 2020)

-Implementation of SLATE recruitment management system

-Create Dashboard with past 3 years data to compare and analyze.

-Continue adding to Dashboard. SLATE will help digitize this Dashboard for reporting purposes

-We have met our goal of 75 transfers by 2020; continue a minimum of 3% growth per year in transfer students

-Begin planning the development of a Career Center for students

-Implement the Net Revenue model by Fall 2019.

-Implemented, continue to monitor to see results

-Implement a Social media Team for Admissions. This team will be made up of students and student led with a staff member overseeing the process.

-This has not been accomplished but will be a priority in the coming months

-Increase presence at Community Colleges around the state.

-We have, but we need to do better.  Schedule at least two visits per semester to the CC that we have articulation agreements with.

Continue to request lists of graduates from Community Colleges around the state.

-Bring Lacey Satterfield from Reinhardt University to help us with best practices of JRM as well as help the Admissions staff develop a better understanding of JRM.

-Visit Calvin University and see how they have implemented SLATE and how it is used to improve and streamline the recruitment process.

-Build stronger relationships with Christian High School Principals, Headmasters and Staff. -Work to develop more MOUs with Christian schools in South Louisiana.

-Goal for Spring 2020 is to have an MOU with Northlake Christian and Covenant Christian for Dual Enrollment

-Research Handshake for possible use on LC’s website.

-Continue to work with Envoc and others to develop a portion of our website for Chinese students. This portion of the website would be translated into Chinese.

-Develop international specific materials/brochures and have them translated into target languages

-Send Dual Enrollment information to all high schools in Bossier Parish.

-Continue to work with Clark Communications to help market our online programs in Criminal Justice and Business Administration.

-Develop a more comprehensive plan for international recruitment.

-Develop international committee to develop plan for international student body to upon arrival to campus.

 

 

STUDENT DEVELOPMENT

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) Not done

Strengthen organizations by providing leadership training for officers each year ($5,000). Not done

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. Still being completed

Improve the student activities fair in the fall semester to help garner student interest in organizations. Increased overall attendance and added new outside organizations to be involved in the fair.

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. No changes needed.

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 pre-semester; create poster to be produced/posted on 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) Completed 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. Completed

Update the student activities page of the school website. Was completed in the summer of 2018

Keep an accurate head count of participants at each event. Completed

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) Funding unavailable

Strengthen organizations by providing leadership training for officers each year ($5,000). Funding unavailable but training was offered

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. Completed

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

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

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) Not completed

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. Completed

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

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

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 between1-5.

 

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) Completed 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) Completed

Conduct a survey of students to measure their perception of safety and concerns. Not completed

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) In process

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

Review the process throughout to make adjustments to make more effective. N/A

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. It was added overall satisfaction survey

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

Add a minimum of one new organization each academic year. LC Gospel Choir

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. Completed

Maintain an up-to-date student database. Completed

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. Completed

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

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

Identify students that do not earn the required number of spiritual and/or cultural credit events. Completed Monitor student appeals for deficient SCE credits. Completed

Review appeals with the Student Appeals Committee and convey Committee’s decisions to students. Appeals process has changed in new chapel policy

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). Not completed

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. Working on gathering new

mentors

Assessment

Creation of packets and mentorship program by the Fall of 2018

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. That scholarship initiative has been changed

Research innovative volunteer leadership opportunities available in the community. That scholarship initiative has been changed

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. That scholarship initiative has been changed

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

scholarship initiative has been changed

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. St 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 Still being assessed and evaluated in our budget for cost effectiveness

 

Strengthen & increase existing prospective employers. Develop list of organizations/companies with the capacity to provide employment for LC students. Still being developed and added new perspective employers

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

 

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

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

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

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

ntinue professional development through attending conferences, workshops or CEU opportunities. Cost not

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. Not Completed

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 Some were not completed 25% of the events were evaluated but all were compiled into the overall survey 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. 25% of the events were evaluated but all were compiled into the overall survey

Conduct a semester survey of overall satisfaction with student events. Completed

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 between1-5.

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) Bought arcade games for game room

Remove/replace broken/worn equipment in game room. ($10,000) Completed but did not exceed the base amount

Improve technology/sound system ($5,000) Completed but did not exceed the base amount

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

Improve the lighting in the game room. Completed

Purchase additional seating. ($5,000) Completed but needed no additional cost

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. Completed

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. Completed

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

Work closely with the athletic department to ensure athlete participation. Completed

Bring in nationally recognized speakers ($5,000) In process of looking for new speakers

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

Host a freshmen think group at the end of the fall semester for feedback after they have successfully completed a semester of college. Not completed

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

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

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

Completed

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 between1-5.

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. Completed

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

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

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

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

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: Study in progress, pending budget allocations

$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) Still being evaluated

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 Certain areas have seen cameras placed on campus already. The parking lot of Walden gym and Tudor Hall has been added to the camera plan.

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 Still being

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 In process

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

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) Completed

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

Assessment

Purchase of Jenzabar Retention Manager by Fall of 2018.

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 offer students tutoring for multiple subjects but primarily mathematics and English courses. Completed 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). Completed

Assessment

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

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.

To be accomplished using 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. Not done

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

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

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. Went to December development conference in 2018

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 vital for growth, engagement and retention. Continued growth in counseling services is vital 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

 

LC Vision 2020 Strategic Plan, ATHLETICS

Goal 3

Student development, enrolment management, and athletics: to maximise student enrolment for advancing the missions and vision of the college

Objective 3.1

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

Responsibility

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

 

Strategic Action Plan

o   Coaches should build a recruitment database and inquiry pool of students who meet the college’s athletic and academic requirements; Attend events where Louisiana College athletics will be exposed to potential student-athletes.

o   Enhance communication between coaches and prospective recruits

o   Replace outgoing student-athletes with incoming student-athletes in the following school year

o   Improve coach’s ability to recruit and “sell” Louisiana College through extended learning and seminars (e.g. Total Recruiting Solutions, Dan Tudor, on campus workshop)

o   Use available tools such as Frontrush that can build recruiting databases, track emails & contacts.

Assessment

Monitor roster sizes on a yearly basis; Track number of campus tours generated by athletics. Goals and if they were met.

·       Original goal for 2018-2019 academic year was 144 new students. Updated goal (May) was 168. Athletics finished with 157 new students for the 2018-2019 academic year.

·       We would like to increase this goal for the 2019-2020 academic year for a total of 205 new student-athletes.

·       In Fall 2019, Athletics accounted for 149 new Student-Athletes.

Use of Results

To increase student enrolment through the recruitment of viable Louisiana College Student-Athletes.

Estimated Budget

Recruiting budget per sport, and ideally an additional $5,000 for recruiting workshop, as well as front rush software for recruitment database and email/contact tracking system approx. $750 per sport, per year.

 

Goal 3

Student development, enrolment management, and athletics: to maximise student enrolment for advancing the missions and vision of the college

Objective 3.2

Increase student engagement and satisfaction

Responsibility

VPEM, Director of Student Activities, Union Board, Athletic Director,

 

Strategic Action Plan

o   Increase the number of students and non-students attending LC athletic events.

o   Increase engagement or fan interaction by hosting “giveaways” at athletic events.

o   Create an athletic loyalty card; each event equals a stamp, and 10 stamps equals a prize (e.g. T-shirt).

o   Strengthen the athletic department’s outreach by providing funding for giveaways, prizes, and hosting community events.

o   Host an end of year banquet for the athletic department, inviting every team and parents/guests.

o   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).

o   Establish a cohesive on-going network of alumni to facilitate career discussions and partnerships.

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

Assessment

Gate staff at each event tracking attendance.

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

·       2018 - Over 200 people attended the SAAC D3 Week talent show, this included student-athletes, coaches, faculty, staff.

·       2019 – SAAC hosted the Second Annual D3 Week talent show, Activities in the Quad through Athletics, tailgate to Baseball’s Cancer Fundraiser, Speaker Tavis Paitolly on Nutrition and Supplement Safety,

Use of Results

To improve and maintain engagement between the athletic department and general student body. Increase campus morale and visibility of student-athlete involvement on campus and in the surrounding community.

 

Estimated Budget

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

 

 

Goal 3

Student development, enrolment management, and athletics: to maximise student enrolment for advancing the missions and vision of the college

Objective 3.3

 Increase student retention

Responsibility

VP Student Development, Dean of Students, Academic Counsellors, Athletic Director, Coaching Staff

 

Strategic Action Plan

o   Develop programs to increase GPA; benchmark 2.0 for all student athletes by 2020.

o   Create defined framework to support “at risk” (below 2.0) students with the utilization of internal and campus-wide resources.

o   Utilize relationships with faculty to enhance to student advising process.

o   Evaluate technology needs and develop a plan for needed improvements with IT department.

o   Create an athletic academic counsellor 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, 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. 

Retention data as per registrar’s office and roster sizes as listed on athletics website.

Note: Sports marked with an Asterix* may have skewed data due to the number of dual sport athletes.

 

             Roster Size

Sport

2016 Roster Size

2017 Roster Size

2018 Roster Size

2019 Roster Size

Football

131

143

122

125

Men’s BBall

23

20

15

16

Women’s BBall

27

19

17

17

Baseball

44

42

41

49

Volleyball

16

17

15

15

Men’s Soccer

18

32

22

22

Women’s Soccer

16

24

26

20

Men’s Golf*

8

15

10

17

Men’s Tennis*

14

15

11

15

Women’s Tennis*

10

12

14

12

Men’s Track*

No Data

24

23

27

Women’s Track*

No Data

20

22

18

Men’s CC*

8

11

14

11

Women’s CC*

8

15

16

8

 

             Retention Data

Sport

2017-2018

Fall to Spring

2017-2018

Fall to Fall

2018-2019

Fall to Spring

2018-2019

Fall to Fall

2019-2020

Fall to Spring

Football

85.42%

56.25%

76.74%

57.36%

77.17%

Men’s BBall

89.47%

52.63%

93.33%

80.00%

83.33%

Women’s BBall

100.00%

68.42%

94.12%

70.59%

80.00%

Baseball

97.87%

74.47%

91.23%

61.40%

No Data

Volleyball

76.47%

58.82%

80.00%

46.67%

80.00%

Men’s Soccer

81.25%

46.88%

90.91%

50.00%

86.36%

Women’s Soccer

95.83%

79.17%

92.31%

76.92%

90.00%

Men’s Golf*

93.33%

73.33%

100.00%

90.91%

82.35%

Men’s Tennis*

100.00%

50.00%

91.67%

83.33%

No Data

Women’s Tennis*

100.00%

75.00%

100.00%

100.00%

No Data

Men’s Track*

100.00%

90.48%

100.00%

45.45%

No Data

Women’s Track*

100.00%

85.00%

100.00%

86.67%

No Data

Men’s CC*

72.73%

36.36%

87.50%

62.50%

91.67%

Women’s CC*

100.00%

100.00%

100.00%

91.67%

87.50%

 

 

Use of Results

Increase retention and graduation rates 10% among student athletes by 2020

Estimated Budget

If a current member of staff does not take on and athletic academic advisor role, and salary will be necessary.

 

Goal 3

Student development, enrolment management, and athletics: to maximise student enrolment for advancing the missions and vision of the college

Objective 3.4

Maintain NCAA membership by meeting NCAA Division 3 sports sponsorship requirements

Responsibility

Athletic Director, FAR, Coaching Staff, SWA, Compliance Director

 

Strategic Action Plan

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

o   Sponsor 6 varsity male or mixed teams of male/female sports, and 6 varsity female sports.

o   Meet minimum contest requirements in each NCAA sponsored sport.

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

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

o   Aim for teams to compete in post-season competition

 

Assessment

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.

·       Met sports sponsorship 2015-2019.

·       Will be removed from probationary status September 1, 2020, providing sports sponsorship is met for 2019-2020. 

Use of Results

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

 

Estimated Budget

Post season competition costs can be expected in the region of $2,000-$10,000+ depending on success.

Frontrush Compliance Software - $8,600

 

 

Goal 3

Student development, enrolment management, and athletics: to maximise student enrolment for advancing the missions and vision of the college

 

Objective 3.5

Increase revenue of athletic department through fan engagement and external relations

Responsibility

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

 

Strategic Action Plan

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

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

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

o   Implement a “Fan-App” that also connects to student social media. 

o   The Sports Information Director will devise, create and submit at least 10 features per semester to statewide outlets beginning Fall 2017.

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

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

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

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

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

 

 

Assessment

Reports of total revenue raised and attendance at sports competitions 

·       $19,802 in gate receipts and season ticket sales, for Football, Baseball, Softball, and Basketball for 2017-2018.

·       $13,886 in gate receipts and season ticket sales, for Football, Baseball, Softball, and Basketball for 2018-2019.

·       $8,598 in gate receipts and season ticket sales, for Football and Basketball for Fall 2019.

Survey evaluating student satisfaction of athletic events.

Documentation of media events pertaining to LC Athletics

Review Wildcat Club and Board of Directors membership and events

Monitor attendance of student-athletes at community organization events

Use of Results

Aid in an increase in enrollment, recruiting, retention, and revenue - Sports operation budgets can be increased, and facilities can be upgraded and renovated.

Estimated Budget

$10,000

 

 

Goal 3

Student development, enrolment management, and athletics: to maximise student enrolment for advancing the missions and vision of the college

Objective 3.6

Make Louisiana College Athletics a recognisable and marketable brand within the local community

Responsibility

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

Strategic Action Plan

o   Upgrade athletics website and show consistency between social media platforms.

o   Implement licensing retail promotions.

o   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.

o   Across all sports, develop two community service opportunities per year 

o   Create additional retail outlets.

o   Improve our reach on social media outlets such as Facebook and Twitter, using paid for advertising methods.

o   Create a social media strategy by Fall 2017.

Assessment

Review athletic website updates annually

·       From July 2017 – August 2018, seven website releases on coaching hires.

·       Misc. SA announcements (Oct 17-June 18) – 10

·       Misc. athletic dept. announcements (June 17 – Mar 18) – 10

·        Student-Athlete features - 3

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

Review social media analytics

·       As per 8/28/18 previous 30 days, athletic website (www.lcwildcats.net), 17,932 visitors, and 98,847 page views.

·       September 2017 – August 2018, Facebook page likes almost doubled from around 600 to over 1,200.

Twitter - August ’17 - July ‘18

o   Followers increase from 2500 to over 3200.

o   Monthly impressions high of over 160,000, low of over 20,000.

o   Profile visits from August ‘17 - July ‘18 – high of 10,000 per month.

o   From August ‘17 – May ‘18

§  Tweets - 786

§  Impressions – 1,143,200

§  Profile visits – 56,038

§  New Followers – 435

§  Mentions – 751

·       Due to personnel changes, social media data has not been monitored for 2018-2020. 

Use of Results

Improvement in our branding and marketability will make us more visible to the public and community, therefore increasing enrollment, recruiting, retention, and revenue.  

Estimated Budget

$15,000

 

Goal 3

Student development, enrolment management, and athletics: to maximise student enrolment for advancing the missions and vision of the college

Objective 3.7

Capital Campaign

Responsibility

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

Strategic Action Plan

o   Catalog and prioritize all Athletic Department needs

o   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 3

Student development, enrolment management, and athletics: to maximise student enrolment for advancing the missions and vision of the college

 

Objective

 

Responsibility

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

 

Strategic Action Plan

o   Become a benchmark for other athletic departments

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

o   Plan annual Head Coaches’ Retreat and continue monthly meetings

o   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

 

 

ADVANCEMENT 2017-2018 Report for 2020 Strategic Plan

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.

In the 2017-18 fiscal year we received $2,870,601.45 from the LBC. Since August 1, 2018 to present we have received $225, 831.62

As of 10/15/2018 we have3 received $344,330.88 in gifts and pledges for the Cavanaugh Campaign.

As of 10/15/2018 we have received $105,194.73 in gifts and pledges for the Landscaping and Campus improvements.

By 12/31/2019 over $10,000,000.00 has been raised from stakeholder donors.

By 10/28/2019 the total gifts given to the Cavanaugh Campaign is $619,086.04

.

From 08/01/2018 to 07/31/2019, we received Restricted Gifts of $2,031,278.57 and Unrestricted Gifts of $4,588,469.85 for a total amount given of $565,736.04.

Guinn Auditorium was fully renovated due to great work of Dr. Brewer in maximizing an insurance claim.

As of 10/28/2019 we have received over $430,000 in gifts and pledges for the Landscaping and Campus improvements.

As a way to raise additional unrestricted funds, the 20/20 Club initiative was launched and is asking 20 donors to give $20,000 by the year 2020.

By 10/28/19 we have received $300,000 in gifts and pledges toward the 2020 Club by 13 donors. An additional 3 donors pledged an additional $35,000 toward this effort.

We launched the Wildcat Club on 8/1/2019; currently there are 39 members.

As of 1/14/2020 Wildcat Club total receipts are $17,387.

 

 

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.

For the 2017-18 year we added 52 new BOV members.

As of 10/15/2018 we have 186 BOV members generating $246,750 per year.

As of 10/15/2018 our current BOV members have furnished us with 33 BOV prospects.

As of 10/15/2018 our current Trustees have furnished us with 18 BOV prospects.

As of 10/28/2019 we have 181 BOV members generating $201,500 per year.

As of 10/28/2019 our current Trustees have furnished 24 BOV prospects.

Currently we have an active list of 56 BOV prospects.

 

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.

We currently have a list of 575 viable donor prospects.

As of 10/15/2018 95 BOV visits were made.

We currently have a list of 716 viable donor prospects.

By 12/31/2019 over $10,000,000 has been raised from stakeholder donors since Dr. Brewer’s arrival in 2015.

 

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.

As of 10/15/2018 3 new Alumni Chapters were started in Covington, Houston and Dallas, TX.

As of 8/1/2019 Alumni Chapters were have expanded to 8: Northwest Louisiana, Monroe, Lake Charles, Lafayette, College Station, Covington, Houston and the DFW Area.

 

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.

Currently we have 480 Endowed Accounts.

Agent Endowed accounts (owned by LC) = $24,830,943 (402 accounts)

Trust accounts (owned by LBF with LC as the beneficiary) = $15,995,586 (78 accounts)

 

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—This goal has been moved to Academic Affairs

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.

 

COMMUNICATIONS/MARKETING 2018-2019 Report for the 2020 Strategic Plan

Goal 5

Communications/Marketing: Increase LC’s presence in local, regional and national media to inform the general public of news and feature stories of local, statewide and national interest.

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 (VPCIM)

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

·       Statewide coverage has been spotty at best, but LC’s relationship with local media has favored the college with dozens of stories and features on local media websites and print publications, (2017-18).

·       Local newspaper continues to publish sports stories as written by SID, as well as news items submitted by VPCIM, including one editorial and front page stories.

·       Consistent statewide coverage is still a goal. To help achieve this objective, LC mailed a copy of the Columns magazine to 37 editors and/or publishers of major newspapers across Louisiana.

·       Met personally with 3 small town newspaper editors for relationship development: Jena Times, Evangeline Today, and Avoyelles Today.

·       Met Tyler Bridges, political reporter for the Advocate in Baton Rouge

·       Wrote and distributed 74 press releases.

·       Sent Fall 2019 Dean’s List to hometown papers of students on the list.

·       Organized/held 5 press conferences; 3 on campus & 2 on other campuses.

·       Sent info weekly for LBC e-blast.

·       Scripted, recorded, produced 4 radio ads for regional network.

·       Wrote/designed apx 20 promotional ads for print media, (2018-19).

·       Website updates/additions – Jennifer Dykes, Assistant to the President

o   Division of Business webpages; Student Services pages; Student Success Center; The Writing Center; IT Help Desk; Counseling/Support Services; Health Services; Commuter Services; Campus Facilities; International Student Services; Special Services; Student Records; Library; Bookstore; Created Business Office webpage; Career Development webpage; Updated Student Handbook; Created Security webpage; Edits to Employment webpage; Created Recreational Services webpage; LAC Page; LCIRSA Page; PTA webpage updated; and Faculty webpage updates.

·       ACTION ITEMS BELOW FOR 2019-2020 Strategic Plan.

o   Script, record, produce 10 radio ads for regional network.

o   Submit promotional information every week for LBC e-blast.

o   Continue designing ads promoting the College’s endeavors.

o   Continue assisting with social media as needed (Assistant to the President Jennifer Dykes oversees social media.)

Estimated Budget

N/A

 

Goal 5

Communications/Marketing: Increase LC’s presence in local, regional and national media to inform the general public of news and feature stories of local, statewide and national interest.

Objective 5.2

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

Responsibility:

Vice President for Communications and Integrative 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

·       Envoc assists Louisiana College with marketing verbiage.

·       Norm Miller creates website banners and updates newsfeed.

·       Envoc submits monthly report showing a steady increase in visits to Louisiana College’s website that originate from social media efforts, (2017-18).

·       LC ended a significant part of its relationship with Envoc in September 2019 due to contractual insufficiencies, and thus lost detailed metrics reports. Envoc is web host and tech assistance only.

·       Began research, discussion for new website

·       Engaged Fing Designs for new website

·       Twitter steadily increases in followers, having grown from 1,300 in 2015 to 3,176 in 2019.

·       Facebook proves a popular venue with a December Dean’s List post receiving 3,211 Reaches and 3176 Engagements, as well as 248 Comments and 24 Shares.

·       Revitalized Instagram account continues to grow.

·       Wrote/distributed scores of Tweets re: LC news, events, features, accolades, etc., (2018-19).

·       ACTION ITEMS BELOW FOR 2019-2020 Strategic Plan.

o   Coordinate development of new website.

o   Help Assistant to the President with Social Media efforts.

Estimated Budget

N/A

 

Goal 5

Communications/Marketing: Increase LC’s presence in local, regional and national media to inform the general public of news and feature stories of local, statewide and national interest.

Objective 5.3

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

Responsibility:

Vice President for Communications and Integrative 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.

Communicate Action Plans to Louisiana College Twitter account holders.

Result

·       Envoc submits reports monthly showing a steady increase in Twitter effectiveness. E.g., Louisiana College’s Twitter account garnered 400+ followers in the 2017-18 academic year.

·       Some points in the Strategic Plan have not been achieved, (2017-18).

·       As noted, LC ended a significant part of its relationship with Envoc in September 2019.

·       Some Louisiana College Twitter accounts associated with the college were established years ago with no current credentials available to access them. With the Strategic Action Plan still underway, a Social Media Policy was approved by the President’s Leadership Team that will help achieve this objective through completion of the strategies noted, (2018-19).

·       ACTION ITEMS BELOW FOR 2019-2020 Strategic Plan.

o   Help Assistant to the President with Social Media efforts.

o   Continue collecting administrative credentials for all Louisiana College social media accounts.

Estimated Budget

N/A

 

Goal 5

Communications/Marketing: Increase LC’s presence in local, regional and national media to inform the general public of news and feature stories of local, statewide and national interest.

Objective 5.4

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

Responsibility:

Vice President for Communications and Integrative 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

Envoc submits reports monthly showing a steady increase in Facebook’s effectiveness based on implementation of the points in the Strategic Action Plan immediately above. (As noted, LC ended a significant part of its relationship with Envoc in September 2019.)

·       ACTION ITEMS BELOW FOR 2019-2020 Strategic Plan.

o   Help Assistant to the President with Social Media efforts.

Estimated Budget

N/A

 

Goal 5

Communications/Marketing: Increase LC’s presence in local, regional and national media to inform the general public of news and feature stories of local, statewide and national interest.

Objective 5.5

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

Responsibility:

Vice President for Communications and Integrative 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

·       Columns magazine includes info about alums.

·       Faith Matters has been published annually since 2015.

·       After resolving email issues, regular e-blasts have resumed to alumni and friends (4K+). Total e-blasts exceed 20K.

·       President’s Report was widely distributed by mail, email, Twitter, Facebook, and website, (2017-18).

·       Budget constraints reduced Columns magazine to only one printed/mailed publication annually. However, consistent quarterly Alumni & Friends e-blast helps maintain the aims of this objective.

·       Published annually, Faith Matters and the President’s Report are promoted on social media, through email, and on LC’s website. Each publication is distributed across the campus, with the President’s Report distributed personally to regional businesses, (2018-19).

Estimated Budget

$60,000 adjusted to $30,000

 

Goal 5

Communications/Marketing: Increase LC’s presence in local, regional and national media to inform the general public of news and feature stories of local, statewide and national interest.

Objective 5.6

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

Responsibility:

Vice President for Communications and Integrative 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

·       Recent updates to school trademark logo necessitate a new edition of Louisiana College style sheet.

·       Project underway with Louisiana College Graphics Dept.

·       Review for approval with the President, (2017-18).

·       Graphics Dept. has a style sheet which is used to maintain branding consistency, (2018-19).

Estimated Budget

N/A

 

Goal 5

Communications/Marketing: Increase LC’s presence in local, regional and national media to inform the general public of news and feature stories of local, statewide and national interest.

Objective 5.7

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

Responsibility:

Vice President for Communications and Integrative 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

·       Almost all brochures, ads, posters, etc., have met standards as approved by Graphics Dept. Director Tim Roper and Norm Miller, (2017-18).

·       Significant awareness of style rules are evidenced by considerable increase in proper branding via brochures, ads, posters, etc.

·       The new style - branding guide will include a renewed emphasis upon 100% compliance by all who publish on behalf of the college, (2017-18).

·       The President’s Leadership Team approved a graphics design policy that requires any/all design projects for posters, flyers, t-shirts, brochures, etc., to be vetted/approved through the Graphics Dept. Incidental bulletin board notifications were excepted. LC publications now reveal consistent branding and specific thematic styles. (2018-19).

·       Designed logo for President’s Leadership Award.

Estimated Budget

N/A

 

Goal 5

Communications/Marketing: Increase LC’s presence in local, regional and national media to inform the general public of news and feature stories of local, statewide and national interest.

Objective 5.8

Employ an assistant director of communications and marketing.

Responsibility:

Vice President for Communications and Integrative 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

Not feasible due to budget constraints, (2017-18). Removing this objective from 2020 VISION PLAN, (2018-19).

Estimated Budget

$50,000 inclusive of benefits

Replacing goal 5.8 above with the one below; will be part of 2020 - 2025 Vision Plan

Goal 5

Communications/Marketing: Increase LC’s presence in local, regional and national media to inform the general public of news and feature stories of local, statewide and national interest.

Objective 5.8

Create/implement plan to help ensure news stories/features and accolades for students and College see publication in newspapers across Louisiana.

Responsibility:

Vice President for Communications and Integrative Marketing

Strategic Action Plan

·       Join Louisiana Press Association (LPA).

·       Utilize LPA press release service for select College stories.

·       Continue developing professional relationships with newspaper editors and other journalists through personal visits.

·       Utilize LPA Directory to develop current list of email addresses for parish publications statewide to help target students’ hometowns newspapers.

·       Pursue contact with Tyler Bridges of the ADVOCATE.

·       Employ Social Media to distribute/elevate press release awareness.

·       Utilize GOOGLE ALERTS and web searches to gauge effectiveness.

Assessment

Track the implementation of the above action steps using Google Alerts and web searches

Result

TBD

Estimated Budget

$1,500 for travel

 

BUSINESS AFFAIRS 2018-2019 - Report for the 2020 Strategic Plan

Goal 6

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

Objective 6.1

Ensure that the College operates within its financial resources

Responsibility:

VPBA

Strategic Action Plan

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

Assessment

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.

Result

 

·       A balanced operating budget for FY 2019 was approved by the Board of Trustees on April 23, 2018.

·       A balanced operating budget for FY 2020 was approved by the Board of Trustees on April 29, 2019.  Tuition, room and board charges remained in the bottom quartile of peer institutions.

·       Initial assessment for FY 2018 at the Fall drop/add date indicated a potential annual shortfall of $254,000.  A plan to control expenditures was implemented. 

·       Initial assessment for FY 2019 at the Fall drop/add date indicated a potential annual shortfall of $1.4 million.  Strategies were successfully implemented for FY 2019 to keep expenditures within resources.

·       The highest possible composite score of 3.0 was achieved on the U.S. Department of Education Financial Responsibility Index FY 2018.

·       A passing score of 2.5 was achieved on the U.S. Department of Education Financial Responsibility Index for FY 2019.

·       A revised tuition payment policy was approved during FY 2018 to help insure timely payments on student accounts.

·       The review and update of business policies has not been completed.  This work will continue with planned completion in FY 2020.

·       Development of a financial dashboard has been moved to FY 2020.

·       A budget officer has not yet been hired due to budget constraints.  However, an associate vice president for business affairs was added for FY 2020 to shadow the vice president who plans to retire effective 6/30/20.

 

Estimated Budget

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

Future Action Steps

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.

Review and update all business policies by FYE 2020.

Develop a financial dashboard for Board of Trustees and administrative team by FY 2020.

Add budget officer to assist VPBA by FYE 2021.

 

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 $100,000 per year for three years

Assessment

Review annually list of completed projects

 

Result

An assessment of deferred maintenance and capital projects completed since FY 2016 indicate that over $27 million of work has been completed or begun during the time-frame of this strategic plan.  These projects include:

·       Roof replacements to all major buildings costing in excess of $6.5 million.

·       The interior of Guinn Auditorium renovated at a cost exceeding $9.5 million.

·       Renovation projects to dormitories at a cost of approximately $8.5 million.

·       The Baker Health and Wellness Center received a new roof and HVAC systems costing in excess of $1.1 million.

·       An IT project was completed which included fiber optic upgrades, wireless access points and emergency generators for a cost in excess of $700,000.

·       Major air handler units in Cavanaugh Hall replaced at a cost of approximately $391,000.

·       Campus landscaping projects completed costing nearly $120,000.

·       A new fire sprinkler system was installed in married student apartments for a cost of $144,000.

·       Cafeteria renovations costing $420,000 completed.

A five year deferred maintenance and capital projects plan was developed for FY 2018 through FY 2022.

In FY 2018 moving to in-house facilities management was determined to be impracticable.

In FY 2019 a change in facilities management companies was made.  Now considering the possibility of an in-house maintenance staff while contracting for grounds and custodial services.

Efforts to incorporate student help for facility upkeep has not yet been satisfactory.  Will continue working to determine feasibility of using more student help.

Increasing the annual allocation for deferred maintenance has not yet been possible.  Will continue seeking increases in future years.

Estimated Budget

$300,000 increase ($100,000 per year over three years)

Future Action Steps

Update and revise the five year deferred maintenance and capital project plan as necessary.

Continue improvement to campus landscaping.

Continue to find ways to effectively use student help with facility upkeep.

Continue attempts to increase budgeted funds for deferred maintenance.

 

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

·       Bookstore merchandise sales volume increased by 1.70% for FY 2018, but fell by 1.75% for FY 2019 thus not meeting the 10% goal.  However, book sales increased by 21.99% for FY 2018 and 10.19% for FY 2019.

·       Bookstore operating expenses decreased by 7.95% for FY 2018 and 1.89% for FY 2019.

·       A pilot program for on-line textbooks was implemented for FY 2019.

·       Multiple on-line textbook resources were introduced in FY 2020.

·       Competitive pricing model has been developed for Graphic Services.

·       Quality control procedures have been implemented in Graphic Services.

·       Graphic Services fixed operating expenses decreased by 41.78% for FY 2018 and another 4.49% for FY 2019.

 

Estimated Budget

No additional funding required

Future Action Steps

 

 

 

 

 

 

 

 

 

Bookstore:

·       Improve net income by increasing sales volume and reducing operating costs.

·       Continue to identify economical textbook options for students.

Graphic Services:

·       Improve net income by increasing sales volume and reducing operating costs.

·       Attempt to provide necessary service to departments for projects currently produced by outside vendors.

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

·       The Grievance and Drug Free Workplace policies were reviewed during FY 2018.  No changes were required.

·       The Tuition Benefit, Annual Leave, Personal Leave, Sick Leave, Work Schedule, Status of Employment, and Garnishment policies were all updated during FY 2018.

·       Training program for Sexual Harassment began in FY 2018 with faculty and coaches.  Training for staff was conducted during FY 2019.  This program will continue in future years, but a different format is under consideration.

·       During FY 2019 the process for documentation of employee performance has improved and will continue to be enforced.

·       During FY 2019 workplace safety training was addressed in the form of an Active Shooter program that was required for all employees.

·       A termination checklist and an updated hire request form were created in FY 2018.

·       Training programs related to diversity issues have not been completed and will be moved to future years.

·       No additional funding was provided in FY 2018 or FY 2019.

 

Estimated Budget

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

Future Action Steps

Continue reviewing and updating HR policies as necessary.

Continue to identify and provide training programs for employees.