Leadership Profile
Southern University at Shreveport (SUSLA), a community college, is a unique campus within the Southern University System. There are five campuses: SUSLA-Main Campus, Metro Center, School of Nursing, Aero Space, Milam Street Kitchen Incubator and Community Kitchen, and the Center for Business and Community Development. The next Chancellor should actively engage students, faculty, and staff and have a focus on improving student outcomes.
The next Chancellor of Southern University at Shreveport should know how to advocate effectively among stakeholders and have a sustainable approach to garnering the resources necessary to continually improve upon the working, living, and learning infrastructure of the University’s five unique campuses.
SUSLA has the responsibility of quickly meeting the rapidly changing demand for the regional workforce as well as providing leadership in community and economic development in the region. The next Chancellor should be able to connect with the community to ascertain the needs and challenges of the region and be responsive in leading the campus leadership to meet those needs. The Chancellor would need to be able to interact with local, state, and federal officials (elected and appointed), local business leaders, and local community leaders to give SUSLA a key role in providing leadership in economic and community development opportunities. The ideal candidate needs to actively engage the communities of Shreveport and Ark-La-Tex to promote SUSLA and its programs, leading to increases in student enrollment, retention, and graduation rates.
Workforce Development
To address workforce development needs, the Chancellor is charged with providing a vision for the University that moves swiftly in developing programming — both credit and noncredit —that prepares students to confidently compete in the global marketplace. The Chancellor must also be proactive in staying abreast of future workforce needs and providing guidance for curricula that anticipates those needs. The Chancellor should additionally solidify and build upon current programs that increase the value of the University.
Community Development
Being a community college, SUSLA has been a key partner in leading and shaping initiatives that work to build the communities surrounding its campuses. Through the Division of Community and Workforce Development, SUSLA is a leader in making the communities surrounding its campuses better places to live, work, and play. However, because of years of disinvestment, there is still a lot more to do. The next Chancellor should be able to work with community-based organizations, faith communities, and local governments to expand the role of the University in the community. Building on past successes, the Chancellor would need to lead a team that has a passion for the community and works to build collaborations with key stakeholders to make the overall community inviting to current and future students. The Chancellor should engage the community leaders as soon as possible after appointment to learn more about what is needed and solicited by the community. There should also be an effort to beautify the campuses and to ensure accessibility as much as possible.
Economic/Small Business Development
SUSLA has led the Southern University System in developing programs that have worked in tandem with the economic development community. The University’s Small Business Development programs include the Northwest Louisiana regional Small Business Development Center (SBDC), the Milam Street Kitchen Incubator and Community Kitchen (MS KICK), and the Center for Business and Community Development. SUSLA has also been a leader in supporting the creation, expansion, and stabilization of small businesses in the Shreveport region. The next Chancellor should work to expand the University’s role in business and job creation. Moreover, the Chancellor should have an entrepreneurial spirit and genuine interest to not only help individuals in the community to start and grow businesses, but to also create an environment throughout the University that leads students to think innovatively, ultimately aiding in the creation of their own opportunities while leveraging the University’s resources.