SOUTHERN UNIVERSITY AT SHREVEPORT LOUISIANA
STRATEGIC PLAN
ACT 1465 0f 1997 Compliance Document
FY 2011-12 through FY 2015-16
Submitted to:
The Louisiana Board of Regents
and
The Office of Planning and Budget
FY 2010-2011
1
SOUTHERN UNIVERSITY AT SHREVEPORT LOUISIANA
ACT 1465 STRATEGIC PLAN
FY 2011-12 through FY 2015-16
VISION
Southern University at Shreveport Louisiana (SUSLA) is committed to being recognized as a leading institution with a vision to provide opportunities
for enrolled students to actively participate in global society. The University will provide an environment conducive to achieving excellence through
academic, cultural and social services. This will involve creating an institutional culture that is responsive to changes in higher education, global
economy and lifelong learning that in return, enhances the quality of life for its students and the community as a whole.
MISSION
Southern University at Shreveport, Louisiana (SUSLA) is a comprehensive community college primarily serving the Shreveport/Bossier City
metropolitan area. It serves the educational needs of this population mainly through a select number of associate degree and certificate programs.
These programs are designed for diverse groups with specific purposes: for students who plan to transfer to a four-year institution to pursue further
academic training, for students wishing to enter the workforce, and for employees desiring additional training or retraining.
The institution works closely with high schools in its region by establishing dual enrollment opportunities designed to increase the upward mobility of
area students. Public service activities emphasize the needs of the region and help raise the level of education as well as the quality of life for citizens
of the Shreveport/Bossier City area in particular, and the citizens of Northwest Louisiana in general .
SUSLA is categorized as an SREB Two-Year 1 institution, as a Carnegie Associate's College, and as a COC/SACS Level I institution. It will provide
both associate and certificate programs as well as comprehensive developmental education services. SUSLA will offer no upper level undergraduate
or graduate level courses and will maintain Open Admissions. SUSLA is located in Region VII.
PHILOSOPHY
The University community believes that it has an obligation to meet the academic, cultural and social needs of those served by the institution. The
University, as an agent of change, values and promotes excellence and encourages dedication among community members. As a means to provide
students with an opportunity to achieve a level of higher learning, the institution must utilized traditional and innovative educational methods of
instruction and technology. The University is governed by principles and interrelated themes that define commitment to excellence in education. The
University affirmation of dedication is shaped by the following core values; integrity, empowerment, professionalism, learning, evaluation, discover,
customer service and growth. Further, the University believes there is a need to produce well-rounded individuals to assume leadership roles for the
community-at-large.
| ACT 1465 Strategic Plan
SUSLA
2
I. Goal: Increase Opportunities for Student Access and Success.
Objective 1.1: Increase fall 14th class day headcount enrollment at Southern University at Shreveport by 5% from the fall, 2009 baseline
level of 3,014 to 3,164 by fall 2015. (Baseline year FY 2009-10)
Louisiana Vision 2020 Links: Objective 1.1 - To involve every citizen in the process of lifelong learning
Louisiana Vision 2020 Links: Objective 1.2 - To improve the reading and math skills of every student by high school graduation
Louisiana Vision 2020 Links: Objective 1.8 - To have a competitive, well-trained system of post-secondary education whose institutions have
economic development as a component of their core mission
Louisiana Vision 2020 Links: Objective 1.10 - To build a workforce with the education and skills necessary to meet the needs of business in a
knowledge-based economy through flexible and responsive programs
Strategy 1.1.1: Improve one and two-year services at SUSLA by expanding academic programs, establishing new academic
programs and student housing.
Strategy 1.1.2: Promote electronic (distance) learning activities at SUSLA.
Strategy 1.1.3: Promote transfers between SUSLA and other campuses within the state.
Strategy 1.1.4: Ensure access to programs and services to citizens with disabilities.
Strategy 1.1.5: Promote dual and cross enrollment agreements with public school districts and post secondary institutions.
Strategy 1.1.6: Administer Educational Planning and Assessment System (EPAS)
Performance Indicators:
Output:
Number of students enrolled (as of the 14th class day) at SUSLA
Outcome:
Percent change in the number of students enrolled (as of the 14th class day) at SUSLA
Source:
Board of Regents Statewide Student Profile System (SSPS) LOAD
Objective 1.2: Increase minority fall 14th class day headcount enrollment at Southern University at Shreveport by 5% from the fall 2009
baseline level of 2560 to 2688 by fall 2015. (Baseline year FY 2009-10)
Louisiana Vision 2020 Links: Objective 1.1 - To involve every citizen in the process of lifelong learning
Louisiana Vision 2020 Links: Objective 1.2 - To improve the reading and math skills of every student by high school graduation
Louisiana Vision 2020 Links: Objective 1.8 - To have a competitive, well-trained system of post-secondary education whose institutions have
economic development as a component of their core mission
Louisiana Vision 2020 Links: Objective 1.10 - To build a workforce with an education and skills necessary to meet the needs of business in a
knowledge-based economy through flexible and responsive programs
Strategy 1.2.1:
Strategy 1.2.2:
Strategy 1.2.3:
Strategy 1.2.4:
Strategy 1.2.5:
Expand outreach programs to recruit minority students.
Expand on-campus summer enrichment and transition programs.
Increase hiring of minority administrators, faculty and staff
Develop /provide access to ACT preparation courses to increase eligibility for participation in TOPS Program
Expand mentoring, tutoring, and related programs.
| ACT 1465 Strategic Plan
SUSLA
3
Performance Indicators:
Output:
Number of minority students enrolled (as of the 14th class day) at SUSLA
Outcome:
Percent change in the number of minority students enrolled (as of the 14th class day) at SUSLA
Source:
Board of Regents SSPSLOAD
NOTE: For the purpose of this report, minority enrollment is defined as any reported race, other than the following: white; non-resident
alien; or “refused to indicate”. Students reported as “non-resident aliens” and “refused to indicate” will not be included in the minority
counts.
Objective 1.3: Increase the percentage of first-time, full-time entering freshmen at Southern University at Shreveport retained to the second year in
public postsecondary education by 5 percentage points from the fall 2009 baseline level of 58.3.% to 63.3% by fall 2015. (Baseline
year FY 2009-10)
Louisiana Vision 2020 Links: Objective 1.4 - To have student retention rates approaching 100 percent for Pre-K-12 and postsecondary
Strategy 1.3.1: Enforce all academic advising, policies, procedures, and standards.
Strategy 1.3.2: Evaluate and revise programs designed to ensure proficiency attainment in math, science, and English.
Strategy 1.3.3: Establish a program to minimize academic stop-outs. [Academic Stop-outs are students who may sit out
one or more semesters prior to completing degree.]
Strategy 1.3.4: Involve all university academic support activities to increase student retention.
Strategy 1.3.5: Periodically monitor progress through external assessments and external student satisfaction surveys.
Performance Indicators:
Output:
Number of first-time, full-time entering freshmen at SUSLA retained to the second year in public post-secondary education system.
Outcome:
Percentage change in the percentage (retention rate) of first-time, full-time degree seeking freshmen at SUSLA retained to the second
year in public postsecondary education system.
Source:
Board of Regents SPSRETN
Objective I.4: Increase the three year graduation rate at Southern University at Shreveport by 6.6 percentage points from the FY 2009-10 baseline
level of 18.0 % to 24.6 % by FY 2015/16. (Baseline year FY 2009-10 listing represents a preliminary estimate which is expected
to be finalized during the Fourth Quarter 2009/10)
| ACT 1465 Strategic Plan
SUSLA
4
Louisiana Vision 2020 Links: Objective 1.4 – To have student retention rates approaching 100 percent for Pre-K 12 and postsecondary
education
Louisiana Vision 2020 Links: Objective 1.5 – To raise minority achievement levels closing the gap between minorities and whites at all
levels of education.
Louisiana Vision 2020 Links: Objective 1.6.3 –Increased percentage of Louisiana residents who have graduated from a public post secondary
Institution
Strategy II.2.1: Maintain opened enrollment policy to increase enrollment of first-time, full-time degree seeking students at SUSLA
and to continually expand academic programs.
Strategy II.2.2: Develop campus-specific retention assessment systems and establish on-campus housing. Expand academic and
training support resource centers. Establish on-campus housing and expand academic programs including the establishment of
new nursing programs
Strategy II.2.3: Expand efforts to encourage transfer of dual enrollment students
PERFORMANCE:
Output:
Number of first-time, full-time entering freshmen at SUSLA graduating within three (3) years.
Outcome:
Percent of first-time, full-time entering freshmen at SUSLA graduating within three (3) years.
Source:
Board of Regents BRGRATERPT
| ACT 1465 Strategic Plan
SUSLA
5
In compliance with Act 1465 of 1997, each strategic plan must include the following process
I.
A brief statement identifying the principal clients and users of each program and the specific service or benefit derived by such persons
or organizations:
Southern University at Shreveport Louisiana, a unit of the southern University Systems with authority to plan and execute post-secondary
education, is strategically placed in Region VII of Louisiana to serve the Shreveport-Bossier city and the state at large. The University, through
its broad-based programs and open admission policy, includes all citizens of Louisiana who avail themselves of the numerous services
provided. The services are provided to students who enroll at the university in the different degree and certificate programs. The university is
also engaged in programs to enhance continuing education, job training and workforce development for all citizens to be well educated to
participate in a healthy economy. The primary clients and users of the university’s programs and services in the final analysis are the Louisiana
businesses, industries and citizens who contribute tax revenue to the Louisiana state government.
II.
An identification of potential external factors that are beyond the control of the entity and that could significantly affect the
achievement of its goals or objectives:
A list of external factors that are beyond the control of Southern University at Shreveport which could significantly affect the achievement of
its goals includes:
1. The Louisiana State Administration
The University’s plans hinge on state appropriation through the Board of Regents. At present, the state administration has been supportive of
the Board of regent’s goals and objectives. However, there is no guarantee that future administration will be supportive of the Regent’s plans;
that will have direct effect on the plans of Southern University at Shreveport (SUSLA).
2. The Economy
Post-secondary education funding is not guaranteed in the State of Louisiana. As noted in the previous strategic profile for 2008/09 – 2012/13,
financial support for SUSLA academic programs continue to remain precarious. Financing for Louisiana public postsecondary is neither
protected by constitutional provision or state law. As a result, adverse conditions occurring in either the national or Louisiana state economies
will subsequently affect public appropriations to SUSLA. Such is the case for the strategic profile which encompass fiscal years 2011/12
through 2015/16. Since baseline 2009, SUSLA has witnessed a 20 percent reduction in state financial support resulting from recent declines in
the national economy. Although stimulus monies obtained from the federal government through the American Recovery Act provided
marginal relief, the state of Louisiana is not expected to continue compensatory supplements beyond expiration in fiscal year 2011/12. As a
result, it is projected that institutional service delivery efforts related to student access and persistence will be adversely affected.
3. The Federal Government
A large portion of the programs offered at SUSLA including student financial aid and Title III programs are dependent on federal funds from
Washington D.C. through the state of Louisiana. Therefore, a change in policy at the federal level that hampers this flow of revenue, will
adversely affect the educational programs at SUSLA.
| ACT 1465 Strategic Plan
SUSLA
6
III.
The statutory requirement or other authority for each goal of the plan.
Goal I: The University will increase opportunities for Student Access and Success.
Act 1465 of 1997 requiring each higher institution in the state of Louisiana to develop a Five Year Strategic Plan with a timeline for frequent
revision.
Goal II: The University will ensure equality and accountability.
The University will formulate and make timely revision of the strategic plan to meet the requirements of the Louisiana Board of Regent’s
(BOR) Master Plan. Academic programs will be reviewed, revised, or reconfigured on a yearly basis to maintain quality. New programs will
be developed based on the needs of students, workforce demand and the needs of the community. All new program proposals will be
submitted to for approval.
IV.
A description of any program evaluation used to develop objectives and strategies.
Southern University at Shreveport Louisiana is required to develop and make timely revision of the University’s Five Year Strategic Plan.
goals and objectives of this Five Year Strategic Plan were derived from the BOR revised Master Plan adopted March of 2001.
development of the university plan involved the entire university community including taskforces involving faculty, staff, students
administration. Recommendations from the different taskforce teams were reviewed by the Planning and Priorities Committee
incorporated into the Five Year Strategic Plan.
The
The
and
and
V.
Identification of the primary persons who will benefit from or be significantly affected by each objective within the plan.
Primary beneficiaries of the university plan are the students, community citizens and the citizens of Louisiana at large as indicated in the
performance indicator documentation for each objective.
VI.
An explanation of how duplication of effort will be avoided when the operations of more than one program are directed at achieving a
single goal, objective, or strategy.
For the purposes of Act 1465 of 1997, Southern University in Shreveport
VII.
Documentation as to the validity, reliability, and appropriateness of each performance indicator, as well as the method used to verify
and validate the performance indicators as relevant measures of each program's performance.
This is described in Performance Indicator Documentation attached for each performance indicator.
VIII.
A description of how each performance indicator is used in management decision making and other agency processes.
This is also described in the Performance Indicator Documentation attached for each performance indicator.
IX.
A statement regarding the Human Resource policies benefiting women and families.
Currently, the Southern University System does not have a specific policy benefiting women and families other than the Equal Opportunity
Policy. However, the Southern University System through its campuses offers programs and services that are beneficial to the success and
prosperity of women and families.
| ACT 1465 Strategic Plan
SUSLA
7
PERFORMANCE INDICATOR DOCUMENTATION
Program:
Southern University at Shreveport
Objective:
Increase fall 14th class day headcount enrollment at Southern University at Southern University at
Shreveport by 5% from the fall, 2009 baseline level of 3,014 to 3,164 by fall 2015/16 (Baseline year FY 2009-10)
Indicator Name:
Number of Students Enrolled (as of the 14th class day) at SUSLA
Indicator LaPAS PI Code:
14146
1. Type and Level: Output/Key
2. Rationale: Like the rest of the nation, Louisiana experiences disconcerting achievement gaps between students of different races and socioeconomic backgrounds. Particularly given Louisiana’s large at-risk and minority populations, the state must aggressively focus on effective
practices for serving these populations in order to close achievement gaps. This is made more urgent by the “No Child Left Behind” Act
which mandates states close those gaps. Recognition that Louisiana’s minority participation remains under-represented in post-secondary
education and that for Louisiana to move forward, all citizens must be prepared to participate in the state’s economy.
3. Use: Southern University at Shreveport is committed to the premise that open admission to low income and underrepresented citizens is
advantageous for the students, the institution, the system, and the state. The objective of increasing minority enrollment in at SUSLA can
cause many decisions to change on campus, including scheduling, hiring, future planning, program demands development of new programs,
procurement of new equipment, new facilities and general facilities management.
4. Clarity: See Above
5. Validity, Reliability and Accuracy: Data will be retrieved from the Board of Regents’ Statewide Student Profile System (SSPS). This
system has been in existence for approximately 25 years. Headcount enrollment refers to the actual number of students enrolled.
| ACT 1465 Strategic Plan
SUSLA
8
6. Data Source, Collection and Reporting: See Items 4 & 5. The data are gathered twice annually, in the fall and spring. For this indicator,
fall data will be used. The indicator will be reported at the end of the third quarter. This will allow time for collection, aggregation, and
editing of the data. The percent change will be measured from the baseline year to the year being examined.
7. Calculation Methodology: As is the case in any enrollment calculation, headcount enrollment is as of the 14 th class day of the semester (9th
class day for quarter system). The change will be calculated using a standard mathematical approach, subtracting the baseline year from the
year being examined and reporting the difference (whether increase or decrease).
8. Scope: See Comments 3, 5, &7
9. Caveats: None
10. Responsible Person: The Division of Academic Affairs, Information Technology Center (ITC) and Planning, Assessment and Research
(PAR) are the institutional units vested with primary responsibility. PAR, in conjunction with Academic Affairs and ITC, submits the SSPS
data electronically to the Board of Regent. The board of Regents performs numerous edits and works with the campuses/systems to correct
errors. When all campus submissions are complete, the Regents’ staff builds a master file for SSPS.
| ACT 1465 Strategic Plan
SUSLA
9
PERFORMANCE INDICATOR DOCUMENTATION
Program:
Southern University at Shreveport
Objective:
Increase fall 14th class day headcount enrollment at Southern University at Southern University at
Shreveport by 5% from the fall, 2009 baseline level of 3,014 to 3,146 by fall 2015/16 (Baseline year FY 2009/10)
Indicator Name:
Percent Change of Students Enrolled (as of the 14th class day) at SUSLA
Indicator LaPAS PI Code:
14145
1. Type and Level: Output/Key
2. Rationale: Like the rest of the nation, Louisiana experiences disconcerting achievement gaps between students of different races and socioeconomic backgrounds. Particularly given Louisiana’s large at-risk and minority populations, the state must aggressively focus on effective
practices for serving these populations in order to close achievement gaps. This is made more urgent by the “No Child Left Behind” Act
which mandates states close those gaps. Recognition that Louisiana’s minority participation remains under-represented in post-secondary
education and that for Louisiana to move forward, all citizens must be prepared to participate in the state’s economy.
3. Use: Southern University at Shreveport is committed to the premise that open admission to low income and underrepresented citizens is
advantageous for the students, the institution, the system, and the state. The objective of increasing minority enrollment in at SUSLA can
cause many decisions to change on campus, including scheduling, hiring, future planning, program demands development of new programs,
procurement of new equipment, new facilities and general facilities management.
4. Clarity: See Above
5. Validity, Reliability and Accuracy: Data will be retrieved from the Board of Regents’ Statewide Student Profile System (SSPS). This
system has been in existence for approximately 25 years. Headcount enrollment refers to the actual number of students enrolled.
6. Data Source, Collection and Reporting: See Items 4, & 5. The data are gathered twice annually, in the fall and spring. For this indicator, fall
data will be used. The indicator will be reported at the end of the third quarter. This will allow time for collection, aggregation, and editing of
the data. The percent change will be measured from the baseline year to the year being examined.
7. Calculation Methodology: As is the case in any enrollment calculation, headcount enrollment is as of the 14 th class day of the semester (9th
class day for quarter system). The change will be calculated using a standard mathematical approach, subtracting the baseline year from the
year being examined and reporting the difference (whether increase or decrease).
| ACT 1465 Strategic Plan
SUSLA
10
8. Scope: See Comments 3, 5, &7
9. Caveats: None
10. Responsible Person: The Division of Academic Affairs, Information Technology Center (ITC) and Planning, Assessment and Research
(PAR) are the institutional units vested with primary responsibility. PAR, in conjunction with Academic Affairs and ITC, submits the SSPS
data electronically to the Board of Regent. The board of Regents performs numerous edits and works with the campuses/systems to correct
errors. When all campus submissions are complete, the Regents’ staff builds a master file for SSPS.
| ACT 1465 Strategic Plan
SUSLA
11
PERFORMANCE INDICATOR DOCUMENTATION
Program:
Southern University at Shreveport
Objective:
Increase minority fall 14th class day headcount enrollment at Southern University at Southern
University at Shreveport by 5% from the fall, 2009 baseline level of 2,560 to 2,688 by fall 2015/16 (Baseline
year FY 2009/10)
Indicator Name:
Number of Minority Students Enrolled (as of the 14th class day) at SUSLA
Indicator LaPAS PI Code:
14147
1. Type and Level: Output/Key
2. Rationale: Like the rest of the nation, Louisiana experiences disconcerting achievement gaps between students of different races and socioeconomic backgrounds. Particularly given Louisiana’s large at-risk and minority populations, the state must aggressively focus on effective
practices for serving these populations in order to close achievement gaps. This is made more urgent by the “No Child Left Behind” Act
which mandates states close those gaps. Recognition that Louisiana’s minority participation remains under-represented in post-secondary
education and that for Louisiana to move forward, all citizens must be prepared to participate in the state’s economy.
3. Use: Southern University at Shreveport is committed to the premise that open admission to low income and underrepresented citizens is
advantageous for the students, the institution, the system, and the state. The objective of increasing minority enrollment in at SUSLA can
cause many decisions to change on campus, including scheduling, hiring, future planning, program demands development of new programs,
procurement of new equipment, new facilities and general facilities management.
4. Clarity: See Above
5. Validity, Reliability and Accuracy: Data will be retrieved from the Board of Regents’ Statewide Student Profile System (SSPS). This
system has been in existence for approximately 25 years. Headcount enrollment refers to the actual number of students enrolled.
6. Data Source, Collection and Reporting: See Items 4, & 5. The data are gathered twice annually, in the fall and spring. For this indicator,
fall data will be used. The indicator will be reported at the end of the third quarter. This will allow time for collection, aggregation, and
editing of the data. The percent change will be measured from the baseline year to the year being examined.
| ACT 1465 Strategic Plan
SUSLA
12
7. Calculation Methodology: For purposes of the Board of Regents’ Master Plan and related institutional strategic plans, minority is defined as
non-white, non-foreign and non-response. Any student who is reported as having any other ethnicity code than white will be included in the
calculation of minority. As is the case in any enrollment calculation, headcount enrollment is as of the 14 th class day of the semester (9th class
day for quarter system). The change will be calculated using a standard mathematical approach, subtracting the baseline year from the year
being examined and reporting the difference (Whether increase or decrease). The difference will be divided by the baseline year enrollment to
calculate the percent change.
8. Scope: See Comments 3, 5, &7
9. Caveats: None
10. Responsible Person: The Division of Academic Affairs, Information Technology Center (ITC) and Planning, Assessment and Research
(PAR) are the institutional units vested with primary responsibility. PAR, in conjunction with Academic Affairs and ITC, submits the SSPS
data electronically to the Board of Regent. The board of Regents performs numerous edits and works with the campuses/systems to correct
errors. When all campus submissions are complete, the Regents’ staff builds a master file for SSPS.
| ACT 1465 Strategic Plan
SUSLA
13
PERFORMANCE INDICATOR DOCUMENTATION
Program:
Southern University at Shreveport
Objective:
Increase minority fall 14th class day headcount enrollment at Southern University at Southern
University at Shreveport by 5% from the fall, 2009 baseline level of 2,560 to 2,688 by fall 2015/16 (Baseline
year FY 2009-10)
Indicator Name:
Percent Change in the Number of Minority Students Enrolled (as of the 14th class day) at SUSLA
Indicator LaPAS PI Code:
14148
1. Type and Level: Outcome/Key
2. Rationale: Like the rest of the nation, Louisiana experiences disconcerting achievement gaps between students of different races and socioeconomic backgrounds. Particularly given Louisiana’s large at-risk and minority populations, the state must aggressively focus on effective
practices for serving these populations in order to close achievement gaps. This is made more urgent by the “No Child Left Behind” Act
which mandates states close those gaps. Recognition that Louisiana’s minority participation remains under-represented in post-secondary
education and that for Louisiana to move forward, all citizens must be prepared to participate in the state’s economy.
3. Use: Southern University at Shreveport is committed to the premise that open admission to low income and underrepresented citizens is
advantageous for the students, the institution, the system, and the state. The objective of increasing minority enrollment in at SUSLA can
cause many decisions to change on campus, including scheduling, hiring, future planning, program demands development of new programs,
procurement of new equipment, new facilities and general facilities management.
4. Clarity: See Above
5. Validity, Reliability and Accuracy: Data will be retrieved from the Board of Regents’ Statewide Student Profile System (SSPS). This
system has been in existence for approximately 25 years. Headcount enrollment refers to the actual number of students enrolled.
6. Data Source, Collection and Reporting: See Items 4, & 5. The data are gathered twice annually, in the fall and spring. For this indicator,
fall data will be used. The indicator will be reported at the end of the third quarter. This will allow time for collection, aggregation, and
editing of the data. The percent change will be measured from the baseline year to the year being examined.
| ACT 1465 Strategic Plan
SUSLA
14
7. Calculation Methodology: For purposes of the Board of Regents’ Master Plan and related institutional strategic plans, minority is defined as
non-white, non-foreign and non-response. Any student who is reported as having any other ethnicity code than white will be included in the
calculation of minority. As is the case in any enrollment calculation, headcount enrollment is as of the 14 th class day of the semester (9th class
day for quarter system). The change will be calculated using a standard mathematical approach, subtracting the baseline year from the year
being examined and reporting the difference (Whether increase or decrease). The difference will be divided by the baseline year enrollment to
calculate the percent change.
8. Scope: See Comments 3, 5, &7
9. Caveats: None
10. Responsible Person: The Division of Academic Affairs, Information Technology Center (ITC) and Planning, Assessment and Research
(PAR) are the institutional units vested with primary responsibility. PAR, in conjunction with Academic Affairs and ITC, submits the SSPS
data electronically to the Board of Regent. The board of Regents performs numerous edits and works with the campuses/systems to correct
errors. When all campus submissions are complete, the Regents’ staff builds a master file for SSPS.
| ACT 1465 Strategic Plan
SUSLA
15
PERFORMANCE INDICATOR DOCUMENTATION
Program:
Southern University at Shreveport
Objective:
Increase the percent of first time, full time entering freshmen at Southern retained to the second year
in public postsecondary education by 5 percentage points from the fall, 2009 baseline level of 58.3% to 63.3%
by fall 2015/16 (Baseline year FY 2009-10)
Indicator Name:
Number of first-time, full-time, degree seeking freshmen retained to the second year in public
postsecondary education.
Indicator LaPAS PI Code:
No Code
1. Type and Level: Output/Key
2. Rationale: Research shows that the social and economic ills plaguing high school dropouts are significantly greater than those of students
who attain a diploma. Likewise, those who complete postsecondary programs are more likely to achieve higher incomes and better
employment outcomes. It is critical to the development of a more robust workforce for Louisiana to southern University at Shreveport is
committed not only to recruiting and enrolling students, but also to retain them to prepare them for more productive lives.
3. Use: Student retention rate at SUSLA will have impact on financial aid, future housing need and overall student population. Increased student
size will impact scheduling, hiring, future planning, program demands development of new programs, procurement of new equipment, new
facilities and general facilities management.
4. Clarity: See Above
5. Validity, Reliability and Accuracy: Data will be retrieved from the Board of Regents’ Statewide Student Profile System (SSPS). This
system has been in existence for approximately 25 years. Headcount enrollment refers to the actual number of students enrolled.
6. Data Source, Collection and Reporting: See Items 4, & 5. The data are gathered twice annually, in the fall and spring. For this indicator,
fall data will be used. The indicator will be reported at the end of the third quarter. This will allow time for collection, aggregation, and
editing of the data. The percent change will be measured from the baseline year to the year being examined.
| ACT 1465 Strategic Plan
SUSLA
16
7. Calculation Methodology: The standard method practiced nationwide for reporting headcount enrollment is as of the 14th class day of the
semester (9th class day for quarter system). You literally “count heads”. The Regents’ SSPS is a unit record system where each enrolled
student, regardless of course load, is counted. The baseline retention rate was calculated using the cohort of first-time, full-time entering
freshmen in fall 2005 who reenrolled in fall, 2006. The same type of calculation will be performed using subsequent cohorts.
8. Scope: See Comments 3, 5, &7
9. Caveats: None
10. Responsible Person: The Division of Academic Affairs, Information Technology Center (ITC) and Planning, Assessment and Research
(PAR) are the institutional units vested with primary responsibility. PAR, in conjunction with Academic Affairs and ITC, submits the SSPS
data electronically to the Board of Regent. The board of Regents performs numerous edits and works with the campuses/systems to correct
errors. When all campus submissions are complete, the Regents’ staff builds a master file for SSPS.
| ACT 1465 Strategic Plan
SUSLA
17
PERFORMANCE INDICATOR DOCUMENTATION
Program:
Southern University at Shreveport
Objective:
Increase the percent of first time, full time entering freshmen at Southern retained to the second year
in public postsecondary education by 5 percentage points from the fall, 2009 baseline level of 58.3% to 63.3%
by fall 2015/16 (Baseline year FY 2009-10)
Indicator Name:
Percentage Change in the Number of first-time, full-time, degree seeking freshmen retained to the
second year in public postsecondary education.
Indicator LaPAS PI Code:
14152
1. Type and Level: Outcome/Key
2. Rationale: Research shows that the social and economic ills plaguing high school dropouts are significantly greater than those of students
who attain a diploma. Likewise, those who complete postsecondary programs are more likely to achieve higher incomes and better
employment outcomes. It is critical to the development of a more robust workforce for Louisiana to Southern University at Shreveport is
committed not only to recruiting and enrolling students, but also to retain them to prepare them for more productive lives.
3. Use: Student retention rate at SUSLA will have impact on financial aid, future housing need and overall student population. Increased student
size will impact scheduling, hiring, future planning, program demands development of new programs, procurement of new equipment, new
facilities and general facilities management.
4. Clarity: See Above
5. Validity, Reliability and Accuracy: Data will be retrieved from the Board of Regents’ Statewide Student Profile System (SSPS). This
system has been in existence for approximately 25 years. Headcount enrollment refers to the actual number of students enrolled.
6. Data Source, Collection and Reporting: See Items 4 & 5. The data are gathered twice annually, in the fall and spring. For this indicator,
fall data will be used. The indicator will be reported at the end of the third quarter. This will allow time for collection, aggregation, and
editing of the data. The percent change will be measured from the baseline year to the year being examined.
| ACT 1465 Strategic Plan
SUSLA
18
7. Calculation Methodology: The standard method practiced nationwide for reporting headcount enrollment is as of the 14th class day of the
semester (9th class day for quarter system). You literally “count heads”. The Regents’ SSPS is a unit record system where each enrolled
student, regardless of course load, is counted. The baseline retention rate was calculated using the cohort of first-time, full-time entering
freshmen in fall 2005 who reenrolled in fall, 2006. The same type of calculation will be performed using subsequent cohorts.
8. Scope: See Comments 3, 5, &7
9. Caveats: None
10. Responsible Person: The Division of Academic Affairs, Information Technology Center (ITC) and Planning, Assessment and Research
(PAR) are the institutional units vested with primary responsibility. PAR, in conjunction with Academic Affairs and ITC, submits the SSPS
data electronically to the Board of Regent. The board of Regents performs numerous edits and works with the campuses/systems to correct
errors. When all campus submissions are complete, the Regents’ staff builds a master file for SSPS.
| ACT 1465 Strategic Plan
SUSLA
19
PERFORMANCE INDICATOR DOCUMENTATION
Program:
Southern University at Shreveport
Objective:
Increase the three year graduation rate at Southern University at Shreveport by 6.6 percentage points
from the FY 2009-10 baseline level of 18.0 % to 24.6 % by FY 2015/16. (Present Baseline year FY 2009-10
listing represents a preliminary estimate to be finalized during the Fourth Quarter 2009/10)
Indicator Name:
Number of first-time, full-time entering freshmen at SUSLA graduating within three years.
Indicator LaPAS PI Code:
14155
1. Type and Level: Output/Key
2. Rationale: States must raise the importance and awareness of two year Associate degrees and technical training certifications. It is projected
that by 2020, 65 percent of jobs in the United States will require an associate’s degree or advanced training. In 1999 only five percent of high
school graduates chose to enter a 2-year college, proprietary school, or apprenticeship. To develop an efficient and effective workforce in
Louisiana, students and parents must be educated about workforce needs and opportunities, and workforce needs and opportunities, and
workforce preparation and technical training programs must be available for students at all levels Southern University at Shreveport is aware of
the low graduation rates in Louisiana. It is important for the further development of the state’s economy that a higher percentage of students
who enroll in college earn a degree. Southern University at Shreveport has been making strides in this area, but will make more improvement.
3. Use: Southern University at Shreveport will improve graduation rates. Any additional campus resources available will be allocated to
programs that target improved rates. More targeted advising, better scheduling, career counseling, and better articulation will be explored to
contribute to improved graduation rates. Further movement towards admissions criteria will be made by matching campus and students in
order to improve graduation rates.
4. Clarity: See Above
5. Validity, Reliability and Accuracy: The source of the data will be the Board of Regents. The Statewide Completers Survey is collected
annually and is due in July. The indicator will be reported at the end of the fourth quarter.
6. Data Source, Collection and Reporting: See Item 3, 4, & 5
| ACT 1465 Strategic Plan
SUSLA
20
7. Calculation Methodology: It is a straightforward calculation done by dividing the number from a cohort who graduated by the total entering
cohort. The resulting percentage is the graduating rate.
8. Scope: See Comments 3, 5, &7
9. Caveats: None
10. Responsible Person: The Board of Regents is the statewide coordinator for IPEDS. Previously, the Board distributed all the forms, collected
them and submitted them on behalf of the institutions. IPEDS has recently transitioned to a web-based system. The Board of Regents and the
Southern University System retains access to the data.
| ACT 1465 Strategic Plan
SUSLA
21
PERFORMANCE INDICATOR DOCUMENTATION
Program:
Southern University at Shreveport
Objective:
Increase the three year graduation rate at Southern University at Shreveport by 6.6 percentage points
from the FY 2009-10 baseline level of 18.0 % to 24.6 % by FY 2015/16. (Present Baseline year FY 2009-10
listing represents a preliminary estimate to be finalized during the Fourth Quarter 2009/10)
Indicator Name:
Percent of first-time, full time entering freshmen at SUSLA graduating within three years
Indicator LaPAS PI Code:
14154
1. Type and Level: Outcome /Key
2. Rationale: States must raise the importance and awareness of two year Associate degrees and technical training certifications. It is projected
that by 2020, 65 percent of jobs in the United States will require an associate’s degree or advanced training. In 1999 only five percent of high
school graduates chose to enter a 2-year college, proprietary school, or apprenticeship. To develop an efficient and effective workforce in
Louisiana, students and parents must be educated about workforce needs and opportunities, and workforce needs and opportunities, and
workforce preparation and technical training programs must be available for students at all levels Southern University at Shreveport is aware of
the low graduation rates in Louisiana. It is important for the further development of the state’s economy that a higher percentage of students
who enroll in college earn a degree. Southern University at Shreveport has been making strides in this area, but will make more improvement.
3. Use: Southern University at Shreveport will improve graduation rates. Any additional campus resources available will be allocated to
programs that target improved rates. More targeted advising, better scheduling, career counseling, and better articulation will be explored to
contribute to improved graduation rates. Further movement towards admissions criteria will be made by matching campus and students in
order to improve graduation rates.
4. Clarity: See Above
5. Validity, Reliability and Accuracy: The source of the data will be the Board of Regents. The Statewide Completers Survey is collected
annually and is due in July. The indicator will be reported at the end of the fourth quarter.
6. Data Source, Collection and Reporting: See Item 3, 4, & 5
| ACT 1465 Strategic Plan
SUSLA
22
7. Calculation Methodology: It is a straightforward calculation done by dividing the number from a cohort who graduated by the total entering
cohort. The resulting percentage is the graduating rate.
8. Scope: See Comments 3, 5, &7
9. Caveats: None
10. Responsible Person: The Board of Regents is the statewide coordinator for IPEDS. Previously, the Board distributed all the forms, collected
them and submitted them on behalf of the institutions. IPEDS has recently transitioned to a web-based system. The Board of Regents and the
Southern University System retains access to the data.
| ACT 1465 Strategic Plan
SUSLA
23
STRATEGIC PLANNING CHECKLIST
__X___ Planning Process
__X__ General description of process implementation included in plan process documentation
_____ Consultant used
If so, identify: ____________________________________________________
__X__ Department/agency explanation of how duplication of program operations will be avoided
included in plan process documentation
__X__ Incorporated statewide strategic initiatives
_____ Incorporated organization internal workforce plans and information technology plans
___X__ Analysis Tools Used
__X__ SWOT analysis
_____ Cost/benefit analysis
_____ Financial audit(s)
__X__ Performance audit(s)
__X__ Program evaluation(s)
_____ Benchmarking for best management practices
_____ Benchmarking for best measurement practices
_____ Stakeholder or customer surveys
_____ Undersecretary management report (Act 160 Report) used
_____ Other analysis or evaluation tools used
If so, identify: ____________________________________________________
__X___ Stakeholders (Customers, Compliers, Expectation Groups, Others) identified
_____ Involved in planning process
__X__ Discussion of stakeholders included in plan process documentation
__X___ Authorization for goals
__X__ Authorization exists
_____ Authorization needed
_____ Authorization included in plan process documentation
__X___ External Operating Environment
_____ Factors identified and assessed
__X__ Description of how external factors may affect plan included in plan process documentation
| ACT 1465 Strategic Plan
SUSLA
24
Strategic Planning Checklist continued
__X___ Formulation of Objectives
__X__ Variables (target group; program & policy variables; and external variables) assessed
__X__ Objectives are SMART
__X___ Building Strategies
__X__ Organizational capacity analyzed
_____ Needed organizational structural or procedural changes identified
_____ Resource needs identified
__X__ Strategies developed to implement needed changes or address resource needs
_____ Action plans developed; timelines confirmed; and responsibilities assigned
__X___ Building in Accountability
__X__ Balanced sets of performance indicators developed for each objective
__X__ Indicator Documentation Sheets completed
__X__ Internal accountability process or system implemented to measure progress
_____ Fiscal Impact of Plan
_____ Impact on operating budget
_____ Impact on capital outlay budget
_____ Means of finance identified for budget change
_____ Return on investment determined to be favorable
| ACT 1465 Strategic Plan
SUSLA