In an effort to collect and organize documentation that will be submitted as evidence of compliance with the SACS principles of accreditation, please adhere to the following procedure:

Forward to Laynie Pizzolatto, via email or disk, the following documents originating from your office or from any committee(s) which you have chaired. The documents should be in electronic format word document, pdf file or hyperlink. If only hardcopies are available, please assist Laynie in converting them to electronic format by retyping them in Word, or by scanning them. As a last resort, if you do not have the resources to convert hardcopies to electronic format, then send the hardcopy to Laynie 101 White Hall.

1. Electronic copies of all future forms, policies and procedures, handbooks, manuals.

2. Electronic copies of all future official minutes of meetings. On minutes indicate where hard copies of distributed handouts or attachments may be found.

3. Electronic copies of all current policies and procedures.

4. Electronic copies of all current forms.

5. Electronic copies of your most recent five year program reviews.

6. Electronic copies of any minutes of meetings for past three years, if available.

7. Electronic copies of any documents that show evidence of continuous improvement of University programs and services.

8. Electronic copies of currently used manuals, handbooks, or guides developed by your office.

9. Electronic copies of any other documents you believe should be archived for future reference and accreditation purposes.

These documents will be organized and placed on the M drive in the new admins folder as read only files. All University personnel will have access to these files.

The intent is to have an electronic system for categorizing and archiving all important communications and documents that impact our University activities and operations.

Your cooperation in this massive endeavor is greatly appreciated.

Through this communication, I am pleased to announce the appointment of Dr. Carroll J. Falcon to the position of Provost and Vice President for Academic Affairs, effective July 1, 2004. Dr. Falcon was selected from a strong pool of 69 applicants including three other very talented finalists.

With Nicholls facing a transition to more selective admissions standards and preparing for its COC/SACS accreditation visit in 2006, the breadth of senior academic administrative experience that Dr. Falcon brings to the provostship is most attractive. Dr. Falcon’s genuine desire to return to the campus level and to Nicholls in particular makes his 11 years of system level experience all the more valuable as the University seeks to meet the challenges ahead.

I want to express my appreciation to Dr. Betty Kleen as Chair of the Search Committee and to each of her Committee members for an extraordinarily professional and thorough recruitment effort. Comments by both applicants and individuals providing reference support acknowledged just how thorough the search effort was from beginning to end.

I know the campus community will join me in welcoming Dr. Falcom on his return to Nicholls. Together this summer we will move to introduce the Provost and Vice President for Academic Affairs function as the second officer of the University. Your support in that effort will be most appreciated.

I cannot close this correspondence without acknowledging the work of Mr. Larry Howell in the interim vice presidency. His leadership, hard work and willingness to take on challenging tasks has made him invaluable to my transition into this Nicholls presidency.

Nicholls State University has been notified of its preliminary operating budget for fiscal year 04-05 by the Office of Planning and Budget for the State of Louisiana. Mandated, unfunded cost increases for group insurance (active and retired employees), employer retirement contributions as well as cost increases for civil service merits/annualization presently total $1,689,094. Other additional state funded adjustments reduce that figure slightly, and as of this writing, the net impact on our proposed fiscal year 04-05 operating budget from these state level actions is a negative impact of $1,565,310.

A 3% tuition increase has already been approved and this will help offset slightly less than 38-40% of the impact, however we are facing additional increases in scholarships, accreditation related cost, inflationary cost and utility cost.

Because of all these things, and after careful consideration, the President’s Cabinet has agreed that a contingency plan needs to be formulated whereby the University can reduce its budget while retaining its focus on the maintenance of FTEs with no reduction of services. At this time, I am requesting that the vice presidents reduce their area budgets by 4% for fiscal year 04-05. The 4% reduction will be based on 4% of each area’s total budget for fiscal year 03-04.

The potential for budget reductions has been there in the past and, often, the necessary resources have been found. Obviously, this leaves the University community wondering why affect cuts this time. The answer is that with absolutely no assurances that resources will be appropriated this year, I must protect the financial and operating integrity of the University. To do otherwise would put Nicholls and its academic programs at risk.

I very much appreciate that this action will create significant hardship campus-wide. That is why I have agreed to an approach that leaves the decisions to the deans and their respective vice presidents. Please keep in mind that this is strictly a contingency plan at this point in time. Thank you for your cooperation and patience in this difficult matter.

When I arrived on campus last July to assume the role of president of Nicholls State University, I came believing that I knew a great deal about this fine young regional institution. And, comparatively speaking, I did. What I did not know was that I would soon be involved with an issue that was emotionally charged for so many and yet such a “back burner” subject when compared to the great and exciting challenges that we face as an academic community.

At a meeting with campus student leaders late in November, the president of a student organization asked if it were not time to change the costume of our mascot. Because this was an issue raised by a student leader, the Student Government Association agreed to explore student opinion on the matter. Since that time, I have let the process take its course within the student body.

The mascot question received varying degrees of attention in the national and state media. Nicholls students handled the issue with general calm and dignity, and I commend them for that. SGA sought student input through the use of questionnaires, and the Department of Mass Communication conducted an open forum on the issue. Finally, the SGA President submitted the recommendation that the mascot not be changed but that perhaps it be updated to reflect current history.

During the time that the students were involved in the process to bring a recommendation forward, I sought further information about the history and background of our mascot. Several facts have emerged. First, the colonel mascot can be traced to the early days of this institution, when ROTC was a real presence on this campus and when the rank of cadet colonel was the highest cadet rank attainable. Second, over a period of years the uniform of the mascot has taken on similarities reminiscent of Civil War history.

Additionally, I learned that several years ago the University began to eliminate the use of the colonel caricature starting first with merchandise being sold through the Bookstore. No formal action was taken, however, to fully eliminate use of the caricature and the costumed mascot continued to be seen at athletic events. These are the facts as I have learned them.

It is my intention to move beyond the mascot issue in order that Nicholls State University may focus on the real challenges it faces: securing the resources to enhance our university’s future; making certain that we become an even more student-friendly campus when it comes to providing support services efficiently and effectively, helping to recruit an even greater number of highly-qualified students to this campus by fall of 2005, and modernizing our campus facilities so that our students enjoy a more appealing learning environment.

To that end and with the advice and consent of the President’s Cabinet, I have decided to retire the colonel caricature and the current mascot costume. The University will maintain the registration on the caricature mark.

The Colonel is and will remain the mascot designation for Nicholls State University and its intercollegiate athletics program. At some point in the near future, the University will employ the services of a branding consultant to help identify just how best to portray Nicholls State University to the broader community. I am confident that out of that process campus brands, marks and other imagery will evolve that are both more contemporary and more representative of the University in the twenty-first century.

Last fall during the regularly scheduled Student Leadership Forum the student leader of the NAACP organization on campus raised the issue of the appearance of the University’s mascot. More specifically that individual expressed concern that the costume presently in use at selected athletic events was a disturbing reminder of the confederate past.

The Student Government Association agreed to look into the matter and over the intervening months has conducted a student survey. I agreed to leave the matter to the student leadership for the time being.

Since the Leadership Forum, a survey was conducted by SGA in which 697 students or 10% of the university’s 7,262 student body participated. The survey indicated that the mascot was not being changed, what was being asked was whether the mascot needed a “makeover.” Of those voting 347 or 49.8% thought that the current mascot uniform should be changed and 350 or 50.2% said that no change is necessary.

Accompanying this message, you will find a statement that summarizes the history of the colonel mascot which was written by Dr. Alfred Delahaye. This brief synopsis provides a factual and less emotional history of the mascot. I am providing that statement for informational purposes.

The print and electronic media has provided coverage of this matter as it has evolved within the University. Someone living outside of the University who has followed that media coverage might believe that the mascot issue has evolved into a major campus controversy. I do not find that to be the case.

The student leadership is continuing to consider this matter before determining what action SGA might take, if any. The University administration will review any resulting recommendations and consider action that is deemed appropriate, if any. What ever the results of any recommendations submitted, the decision at this level will be based on the best interest of Nicholls State University and the constituents it serves.

The University community will be kept informed regarding this matter.

A Brief History of The Colonel Mascot (PDF)

The results of the Spring Semester 2004 enrollment are promising in several ways. After a slight decrease in enrollment for the Fall 2003 semester, the University is experiencing a slight increase in enrollment for Spring 2004 compared to the previous spring. Enrollment is up by 37 students to a total headcount of 6,714.

Better retention is a major contributor to this increase. If we examine the First Time Freshmen (FTF) from fall who are returning this spring, they are returning at a rate of 83.4%. That return rate is up 3.48 percentage points from the previous year. As you may remember, Fall 2003 First Time Freshmen numbers were down by 41 students, attributable to a decrease in high school graduates from the eight-parish region.

With retention improved, the number of returning FTF is up by 18 over last spring. At the end of the Fall 2003 term, the University completed a quick analysis on the performance of FTF for their first semester. I am very pleased to report that the probation rate of our FTF dropped from 19.5% at the end of Fall 2002 to 12.6% for Fall 2003. The average GPA for the end of their first semester was 2.34 up from 2.16 for the Fall 2002 cohort. Obviously the improved performance has resulted in more students returning for this semester. First Time Freshmen who received TOPS in the Fall are also returning at a higher rate. The retention rate of FTF on TOPS is 92.02%, which is up from 88.30% from Spring 2003 reflecting an increase of 3.72 percentage points.

Total credit hours have increased for Spring 2004 as compared to Spring 2003. Total student credit hours in Spring 2003 were 81,243. For Spring 2004, credit hours have increased by 2,196 to a total 83,439. The average credit hour load for undergraduate students increased from 13.03 to 13.25 and graduate students increased from 5.29 to 5.45. The number of seniors for the Spring increased significantly (7.3%). The increase in credit hour load should have an impact on graduation rates. Graduation rates will be available in March and will be sent to you in a release at that time.

I reported a decrease in the areas of Teacher Education and Computer Information Systems for the fall semester compared to last year’s enrollment. Teacher Education has increased its Fall-to-Spring enrollment ratio from 89.7% to 96.4%. This increase is the first indication that our students are meeting the higher standards set in place through the redesign and reaccredidation efforts. Computer Information Systems had a similar increase from 81.6% to 86.5%. These programs seem to be following the trend of the University, fewer but better. Agriculture majors have continued to decline. Enrollment in Agriculture for Spring 2004 is 39 reflecting a decline of 18 since last spring and a loss of 31.6 percentage points.

Some programs continue to experience growth. As reported in the fall, the College of Life Sciences and Technology continues to gain enrollment. The College is up 183 students from last spring for an increase of 14.6%. Leading this growth is an increase in Family and Consumer Science students with 61 students more than last spring (29.5% increase). Nursing and Allied Health Sciences are still showing “healthy” increases (15.8% and 13.0% respectively). The Chef John Folse Culinary Institute is continuing to expand. The enrollment is up to 162 students, with a 20% increase since last spring. Other significant increases which should be noted are Biological Sciences (15.7%), Graduate Studies in Arts & Sciences (12.5%), and Languages and Literature (20%).

The attachment that accompanies this message provides the raw data regarding Spring Semester 2004 enrollment. This data are provided for informational purposes and to support campus planning at all levels. Requests for clarification regarding this data should be addressed to Mrs. Renee Hicks, Director of Assessment and Institutional Research.

Spring 2004 Enrollment Data (Excel)

As I write this message each of us is settling into the routine of the new semester. I hope that your holiday break was relaxing and that you look forward to the late winter and spring months ahead as we complete the spring semester.

It is difficult for me to believe that I am completing my seventh month at Nicholls. The fall semester is a blur of events, activities and speeches as I visited with the broader community across the tri-parish area and beyond. Those efforts have been fruitful in terms of building personal recognition in the region and in developing contacts interested in Nicholls. While I will continue some of that activity this spring, my intent is to focus more time and effort into having a greater presence on campus.

My intent is to begin scheduling morning coffee sessions with randomly selected groups of faculty. I will also be having discussion meetings with the deans as well as a larger gathering of all unclassified personnel.

My purpose in scheduling the latter discussion is to have conversation about recent administrative efforts to make services to the student body more responsive and less burdensome. There has been a good amount of work completed this past fall resulting in some improvement to support services across campus. Implementation of several changes has been delayed because of needed software enhancements.

While I am able to see progress in reducing lines and in streamlining services, to be honest, we still have a long way to go. Involved administrative staff need to look at all of their respective office services and the procedures employed in their delivery to look for ways to make them both more efficient and more responsive.

Eugene Dial, who has Chaired service discussions this past fall, has correctly recommended that we now consider ways to better serve faculty and staff. Certainly, state procedures govern much of what we do, but from considerable comment by faculty, it is clear that they feel much could be done to make university operations more responsive, thereby making their lives and professional work easier.

That committee will be organized in the next week with faculty representatives being selected through Faculty Senate. The results of the group’s work will not only help faculty but that effort will better prepare the University for the SACS accreditation experience that lies ahead.

The fourteenth day of classes is upon us and shortly thereafter we will release a statement on enrollment for the Spring Semester 2004. While indications remain strong for enrollment stability for the Spring, the next days of "clean-up" after the fourteenth day will dictate the final result.

Finally, you will have heard or read media coverage of the budget challenges facing Louisiana for the year ahead. The 500 million dollar shortfall in available resources is already resulting in financial planning initiatives across state government. Higher education has been given indications that planned increases in mandated costs may well not be funded. If this occurs, Nicholls and each of the other public two and four year institutions will face budget challenges.

The University administration is undertaking a budget planning process in order to address projected operating conditions for the 2004-2005 fiscal year ahead. The focus of that process obviously involves maintaining a balanced budget but one reached with the least damaging impact on the academic programs and the students it serves.

Let me assure you that faculty, staff and the student body in general will be kept advised as to budget conditions facing the University. No actions will be taken unilaterally without discussion with campus leadership and prior communication within the University community.

I regret ending this correspondence on a negative note but I believe it to be critically important that the faculty and staff be kept informed in this matter. Please know my confidence in the belief that much good lies ahead in the life of this young university. Louisiana is already doing much to strengthen its education community. Just as importantly, I believe that the state will aggressively work to move through the current phase of this financial challenge.

When I spoke before the Faculty Institute much earlier this fall, I noted a slight decline in enrollment and indicated an intent to share more detailed information on the matter once it became available. What follows is material developed by Ms. Renee Hicks of Institutional Research.

An examination of the enrollment for the Fall 2003 semester at Nicholls State University shows a slight decrease of 70 students, under one percent, to a total headcount of 7,262. Although fewer students are enrolled, those students are taking more credit hours. Total credit hours increased by 241. The average student load increased from 12.28 to 12.43. Throughout the last decade, enrollment has remained relatively stable with the range fluctuating only 117 students of a 7,301 headcount. Below is a more detailed analysis of this year’s decrease and other trends in enrollment.

Nicholls State University is a regional university. Historically, the majority of students attending NSU are from the eight-parish region surrounding the institution. In 1994, 82.6% of the student body was drawn from this region, with 75.1% of entering freshmen coming from the region. In 2002, the eight-parish region supplied 81.3% of the entire student body and 73.5% of entering freshmen. The percentages for 2003 are 81.6% of the student body and 76.1% of the entering freshman class.

Close ties to the region create a direct correlation between graduation classes in local high schools and the incoming freshmen class for the University. The number of first-time entering freshmen for the Fall 2003 reflected a decrease from the previous fall of 41 students. Examination of the area high schools shows a similar decrease in the graduating classes. The eight-parish area combined graduating class dropped by 38 students, which was a decrease of 0.7%. For Fall 2002, 16.1% of this region’s graduating class began their college careers at Nicholls. For Fall 2003, 16.4% of the region’s graduates are attending Nicholls. While the region experienced a loss of graduates, Nicholls was able to maintain, even slightly increase, the percent of graduates from the region.

Upon closer examination of the data from individual schools in the region, there are a variety of increases and decreases. In general, Terrebonne Parish’s graduating class actually increased by 13.4% (147), while Nicholls experienced a decrease of 5 students (-1.6%) in the number of entering students enrolling from that parish. The most significant decreases occurred at H. L. Bourgeois High School and Terrebonne High School. In Assumption and Lafourche parishes, Nicholls experienced decreases similar to the decreases experienced in the graduating class parish-wide. The most significant decreases in Nicholls attendance were at Thibodaux High School and Central Lafourche High School, whose graduating classes had only a slight decrease. The graduating class at South Lafourche dropped more substantially while NSU maintained the enrollment from that school. In Ascension, St. Charles and St. Mary parishes, the graduating classes had actually decreased from the previous year. Nicholls enrollment increased in all three. In St. James and St. John parishes, Nicholls had increases in enrollment similar to the increases in their graduating classes.

With the implementation of the Board of Regents Master Plan and the TOPS scholarship in the state of Louisiana, many other important changes have occurred in the makeup of the incoming students. In 1994, 67.4% of the entering freshmen at Nicholls from the state of Louisiana needed developmental courses. The average ACT score of all entering freshmen was 18.91. In 2002, Louisiana freshmen needing remediation dropped to 52.7%. Those freshmen had an average ACT score of 19.33. Fall 2003 has seen a continued increase in the quality of students coming into Nicholls. The average ACT for the Fall 2003 entering freshmen has increased again to 19.50. Only 47.7% of the incoming freshmen will require remediation. The need for remediation has decreased almost 20% in the ten-year period.

The demographic makeup of the Nicholls State University student body has seen some changes also. In 1994, the student body was 82.8% white and 17.2% minority enrollment. In 2003, the student body is composed of 76.1% white and 23.8% minority. The gender makeup has remained steady. The female population in 1994 made up 61.7% of the total population and now is 63.6%. The percentage of non-traditional students, age 25 and over, was 37.2% in 1994 with a mean age of 25.54. We now have 28.7% of our student body non-traditional and a mean age of 24.07.

Enrollment in some programs has decreased in the last year. The most significant decreases have occurred in the areas of Teacher Education, Computer Information Systems and Agriculture. The College of Education suffered the largest decline in enrollment. Through the efforts of accreditation agencies and the state’s effort to redesign the teacher education curriculum, there have been increases in the standards required of students in that area. As expected when standards are raised, enrollment has declined. As students become aware of the increased standards, the expectation is for enrollment to increase once again. The result will be a higher quality teacher being produced through the teacher education program.

Some programs are experiencing an influx of students. Biological Sciences, Performing Arts, Chef John Folse Culinary Institute, Allied Health Sciences, Family and Consumer Sciences, and Nursing have all seen major increases in enrollment this semester. The College of Life Sciences and Technology experienced an overall increase of 13.3% with the addition of 165 students to its ranks.

With this steady trend of quality students enrolling, we are predicting a continued stable enrollment. Nicholls State University has seen increases in the last year of retention of freshmen students. The percent of Fall 2002 returning for a second year was 57.3% compared to 54.9% the previous year. When TOPS students are examined separately, entering freshmen receiving the TOPS scholarship were retained at 74.9% compared to 69.4% the previous year. The Junior and Senior classes for Fall 2003 are both showing increases over the previous year.

I hope this information is helpful and offer my appreciation to Institutional Research for the effort to provide analysis regarding fall enrollment.

At its meeting in August, the Board of Supervisors approved the University’s request for a salary increase for faculty and administrative personnel at Nicholls. However, the implementation of that increase, and the resulting release of the annual letter of appointment, was delayed by my action until fall enrollment numbers became final with the fourteenth class day.

Late August enrollment figures indicated the potential for a significant FTE decline against budget projections. That decline has not materialized, in part due to the extraordinary effort of involved faculty and staff.

Enrollment at Nicholls is down slightly by 70 FTE or 1 percent against fall of 2002. The total enrollment is 7262 against 7332 a year ago. On the surface the decline appears to be in first- time and continuing freshmen. On the positive side, the average ACT score is up by 0.17 from 19.33 to 19.50. This represents a 0.9% increase, which is a significant accomplishment and reflects a planning initiative within the University’s Recruitment Plan.

More detailed analysis regarding fall enrollment will be shared in the near future. The real purpose of this correspondence was to announce the decision to proceed to implement the salary increase for faculty and administrative staff. Eligible employees will see this increase in their October paycheck or direct deposit figure.

The faculty plan calls for pay raises averaging 2.2 percent, 0.55 percent was across the board, 0.55 percent was to close equity gaps in comparison with regional averages, and 1.1 percent based on merit, as evaluated by department heads and deans. All faculty hired by January 2002 are eligible for the increase.

The increases for unclassified administrative staff average 2 percent. Similarly, the funds were distributed across the board (0.5 percent), for equity adjustments (0.5 percent), and merit (1 percent) based on recommendation from vice presidents, in consultation with each individual’s supervisor. To be eligible, employees must have been hired by July 1, 2002.

Please know just how sensitive I am to how modest these increases are for the affected faculty and administrative staff. Together we will work to correct that situation in future years. In the meantime, I commend you each for your dedication and hard work in making Nicholls State University the fine institution that it is today.

After long months of preparation, the 2003-2004 academic year is at hand. This week, activity across the University will become intense with the return of the student body and the opening of classes.Each of us on the Nicholls faculty and staff is here to serve the students. However, we do so in many different ways. The faculty do so through teaching, learning, and the engagement of students in research and service initiatives. Those of us on the staff serve the students by providing the broad range of administrative and support activity necessary to permit our faculty colleagues to complete their most important work.

Nicholls is known for a campus environment that is open, friendly, and supportive. From my brief stay on the campus, I have been impressed with the quality of the work of the faculty and staff and everyone’s commitment to helping the student.

I want to offer all members of the faculty and staff my thanks for your commitment to Nicholls and for your hard work on behalf of its students. I look forward to getting to know everyone over the year ahead and wish each of you a most successful and rewarding 2003-2004 academic year.