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July 22, 2014

Dr. Toni A Murdock, Senior Consultant R.H. Perry & Associates NSU President@rhperry.com

Dear Dr. Murdock:

As a proud alumnus, I respectfully submit my application for President of Northwestern State University of Louisiana (NSU). My extensive experience in workforce and economic development, including my successes in higher education leadership roles at both the system and college levels, has prepared me to lead this renowned university in facing the challenges of today and seizing the ample opportunities of the future. Highlighted below and in the enclosed resume are examples of my experience that relate directly to the position description and qualifications detailed in the Executive Search Profile.

As Chancellor of Bossier Parish Community College (BPCC), a member of the Louisiana Community & Technical College System (LCTCS), I lead one of the nation’s fastest growing colleges, serving the Shreveport/Bossier community in Northwest Louisiana. By creating a market-responsive organizational culture built on the collaborative efforts of the leadership team, faculty, and staff, we have earned a reputation for innovation in service to students and employers in our regional economy. During a period of precipitous decline in state financial support, we have created and developed programming aligned with identified market needs in key industry sectors: nursing and allied health, engineering technologies, energy, cyber security, computer information systems, and digital media. In addition, we have strengthened our transfer programs by developing 40 articulation agreements with regional universities, including the state’s first “2+2” partnership in Engineering. Among those agreements is a near total alignment between BPCC and NSU, the most robust partnership between a community college and university in Louisiana. As a result of these efforts, enrollment at BPCC has grown by over 80% in the past five years.

Growth is only a portion of the success story at BPCC. As part of our efforts to dramatically improve both student access and success, we conducted a comprehensive review of the first year experience of students as a participant in the Foundations of Excellence program. As a result of this study, we developed a Blueprint for Student Success and implemented a comprehensive reorganization of the advising function. More important than the tactics employed was the shift to an organizational culture centered on student success. Our transformation into a consumer-driven enterprise has resulted in unprecedented enrollment growth, a 90 percent increase in annual certificate and degree attainment, and a more than doubling of the college graduation rate since 2009. While our rapid growth has garnered significant state and national attention, I am prouder of the even faster rate of growth in completions and our successes in reaching untapped and underserved segments of the higher education market.

Even while we are actively involved in addressing needs of many underserved populations, our focus has been to provide strong academic programs that transfer to four-year institutions and/or

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provide opportunities for immediate and quality employment through licensure or certification. Our nursing and allied health programs achieve remarkable passage and certification rates. Our engineering program was met with skepticism at initiation (some thought the curriculum was too rigorous for a community college), yet 13 students enrolled in the first cohort recently earned an associate degree, and are eligible to transfer with junior status to four-year institutions. Our theatre and music programs have received national recognition. BPCC is a member of the Cyber Security Education Consortium and was named a National Center of Academic Excellence in Information Assurance. Our debate team has won multiple national championships. Our culinary arts program is highly recognized. I could expound on this subject for page after page (visit http://www.bpcc.edu/ ). These examples are indicative of a team commitment to academic excellence and innovation.

Like NSU, we have a strong emphasis on integration of technology and distance delivery of courses which address multiple needs of our clients. One innovative practice currently receiving national and international attention is the BPCC Open CampusTM, our version of a Massively Open Online Course (MOOC). Tapping our expertise in lecture capture and distance learning technologies, we created the nation’s first open source developmental education series. Since its launch in May of last year, more than 14,000 students and potential students have taken advantage of this resource to prepare for placement exams or to augment studies in related courses. As a result, we have seen a marked increase in placement exam scores and higher success rates in developmental courses. Both metrics suggest our students will have a shorter path to degree completion and will complete in greater numbers. Open CampusTM was awarded the Global Catalyst Award for Innovation at the international BbWorld conference this summer. This is precisely the out-of-the-box thinking necessary for a college or university to excel in the 21st Century.

Prior to becoming chancellor at BPCC, I held leadership roles for four years at the Louisiana Department of Labor where I helped shape workforce policy and directed the largest state-funded workforce training program. In 2005, I was named Senior Vice President for Workforce and Economic Development at LCTCS. I was charged with developing a system-wide capacity for market-driven responsiveness through a team of college-based workforce professionals. Those efforts had just taken root when our system was put to the test after Louisiana was hit by Hurricanes Katrina and Rita. I led a consortium of employers, community and technical colleges, and workforce development partners in creating the Pathways to Construction Employment Initiative to train the workforce necessary for the state’s recovery. I successfully pursued funding from the United States Department of Labor, garnering $5 million each for the states of Louisiana and Mississippi to support workforce training. In addition, I secured a $15 million state appropriation to build capacity in our community and technical colleges. I helped organize a private sector effort of local and national employers, in partnership with the National Center for Construction Education and Research and the Construction Users Roundtable, to fund a $5 million outreach campaign for the storm ravaged Gulf Coast. In fourteen months, we trained and credentialed 16,000 construction workers for the rebuilding efforts.

In 2006, I assumed the added responsibility of reorganizing the Louisiana Technical College from a single statewide college with 42 individually accredited campuses into eight accredited regional technical colleges. As Chief Executive Officer and Appointing Authority over seven of

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the colleges, I implemented the broad directives of the 17-member LCTCS Board through a team of regional directors. Through a collaborative visioning and planning effort, we created a systematic approach to executing the process-related activities and fiduciary functions of the transition, but maintained the focus on the bigger picture: expanding access to high quality technical education and workforce training. We completed the accreditation process within eighteen months, reduced annual administrative expenses by more than $4 million, and nearly doubled enrollment statewide in three years from just over 13,000 to nearly 26,000 students.

Whether leading a complex statewide workforce training effort, coordinating the market responsiveness of a system of comprehensive community colleges, or leading a college campus, I have found one constant in our business: the effective engagement of a broad array of internal and external stakeholders is essential. Partnerships and collaboration will become increasingly important as we face new challenges. During my tenure at the system office, I represented our colleges as an appointee to the Louisiana Workforce Commission, the Health Works Commission, the Governor’s Task Force on Workforce Competitiveness, the Board of Regents Funding Formula Task Force, the Small Business Entrepreneurship Commission, and numerous other boards and commissions. In these roles, I was able to engage employers and industry sector representatives in support of both statewide and college level efforts.

Similarly, I have been successful in forging partnerships at BPCC with numerous public and private sector entities. We have grown the BPCC presence on the campus of NSU and have established a new presence on the campuses of Louisiana Tech University, Grambling State University, and Louisiana State University Shreveport. In addition, we have developed a network of employers, industry organizations, and economic development entities to advance this region through focused workforce development. These efforts were key in the recruitment of Benteler Steel’s $900 million investment at the Port of Shreveport/Bossier and CSC’s announcement of 800 jobs in the National Cyber Research Park adjacent to the BPCC campus. BPCC will provide training for those employers in a just completed $22 million Center for Advanced Manufacturing and Engineering Technologies.

The successes described above were founded on a leadership approach based in creating high performing, diverse top management teams in an inclusive and collaborative organizational environment. A key element of this leadership approach is the ability to create a compelling vision and communicate that vision effectively to internal and external stakeholders. Colleges and universities are the solution to challenges faced by our citizenry, communities, and employers. Delivering on a vision to solve these challenges in a significant way requires exactly the type of leadership that led to these successes. As chancellor, I have continued those same leadership concepts. Increases in enrollment and degree and certificate awards, along with expanded collaboration with industry, organizations, and the community are hallmarks of my tenure. Our successes at BPCC in the past five years have been tremendous due to a team effort built on a leadership philosophy of empowerment, collaboration, transparency, and mutual accountability.

A key component of a strong performance culture is a willingness to innovate, especially in the dynamic environments of today. In order to become more consumer-driven in our operation at BPCC, we created a Division of Innovative Learning, a group charged with identifying

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challenges and developing solutions in a cross-institutional manner. While the goals we established for the college were far more aggressive and aspirational than the norm in higher education, our focus on innovation has enabled us to exceed all of them beyond any reasonable expectation. The importance of data-driven decision making has never been more critical as we face a rapidly growing information base, improvements in technology, and concerns about economic trends. The modern university must succeed in adapting to changing landscapes and rising to multi-dimensional challenges. The challenges of tomorrow demand renewed emphasis on scholarship, research, inquiry, and experimental design. Of course, the student remains the center of all of these efforts, and as such, a rededication to creating the optimum student experience is appropriate. Northwestern has a competitive advantage in this regard because of the rich cultural activities on campus and in the community. Demon Athletics has recently enjoyed tremendous successes and the athletic department is widely respected. The capital improvements of the past few years have only enhanced what I believe to be the most beautiful college campus in Louisiana. The faculty and staff have a reputation as welcoming and accommodating. All of the ingredients are in place for a renaissance at a university whose historical impact is surpassed only by the promise of its future. I would be privileged to serve as its president. My wife Tonia and I had wonderful experiences and opportunities at NSU. The successes we have enjoyed in our respective careers are built on the foundation provided by our Northwestern educations. Serving this historic and honorable institution as president in an era where the university must take a leadership role in human development, career and workforce development, and economic development would be the opportunity of a lifetime. While the qualifications and experiences detailed in this letter and resume provide a substantive insight into my preparedness to lead NSU, I look forward to exploring our mutual interests further in an interview setting. Sincerely,

James B. “Jim” Henderson

James B. Henderson

Education

Doctor of Management University of Maryland – University College, Adelphi, MD Dissertation: Top Management Team Characteristics of Market Responsive Community Colleges

Master of Science in Administration University of West Florida, Pensacola, FL Human Performance Technology specialization

Bachelor of Arts in Journalism Northwestern State University, Natchitoches, LA Emphases in public relations and news writing

Professional Development

Institute for Educational Management Harvard University Graduate School of Education, Cambridge, MA

Professional Experience

Chancellor, Bossier Parish Community College 2009 – Present Louisiana Community & Technical College System

• Provide leadership for the planning and development of instructional and student services programs, fiscalmanagement, human resource management, technology, facilities, and community and government relations

• Provide leadership for institutional planning including development of the vision, mission statement,Educational Master Plan, facilities plan, strategic plan and budget

• Provide overall leadership for the college’s accreditation process• Represent the college to the community, promoting positive relationships and open communication with all

constituencies• Build and strengthen cooperative partnerships with local schools, universities business, industry and

government

Accomplishments • Grew enrollment by more than 84% in four years while enduring a 50% reduction in state funding• Increased annual certificate and degree completions by 90%• Created market responsive programs in Nursing, Oil & Gas Technology, Construction Management,

Industrial Technology, and Engineering• Earned designation as a Center of Academic Excellence in Information Assurance from U.S. Department

of Homeland Security• Awarded $14.7 million TAACCT grant to create foundational information technology curriculum• Garnered $22 million investment of private, local, and state funding to construct state-of-the-art Advanced

Manufacturing Technology Center• Named fastest growing community college in the nation in 2011, fifth fastest in 2012, and fourth fastest in

2013 by Community College Week among colleges with enrollments of 5,000-9,999• Led transition from 30% reliance on self-generated revenue to more than 74% reliance on self-generated

revenue within three years

• Achieved highest performance level designation under Louisiana’s higher education accountability programfour consecutive years

• Developed and executed 34 bilateral articulation agreements with regional universities including state’s first2+2 pathway in engineering

Adjunct instructor—Organizational Behavior, Division of Business Administration

Senior Vice President, Workforce & Economic Development/Career &Technical Education 2005 – 2009 Louisiana Community & Technical College System

• Led market responsive workforce services for statewide system of 17 community and technical colleges• Served as Appointing Authority and Chief Executive Officer of the Louisiana Technical College comprised

of eight regional technical colleges serving over 26,000 students• Provided system-level leadership for council of workforce and economic development personnel from

community and technical colleges• Served as liaison to state-level partners in workforce development system including the Governor’s Office

of the Workforce Commission, Department of Labor, Department of Economic Development,Department of Corrections, and Louisiana Recovery Authority

• Oversaw administration of Carl D. Perkins Vocational and Technical Education Program at post-secondaryand secondary levels

Accomplishments • Grew technical college enrollment by 98%• Developed and executed Pathways to Construction Employment Initiative in support of Hurricanes Katrina

and Rita recovery efforts:o Trained and credentialed 16,000 new entrants into construction sector employment using National

Center for Construction Education and Research and ACT WorkKeys certificationso Raised $5 million in cash and in-kind donations from private sector to support outreach and

recruitment effortso Garnered $5 million each for states of Louisiana and Mississippi from U.S. Department of Labor-

Employment Training Administrationo Developed proposal for and secured $15 million state appropriation to build training capacity

• Coordinated statewide effort of community and technical colleges to obtain $32 million in sector-basedworkforce development grants from a $35 million Community Development Block Grant program

• Helped create and secure annual funding for $10 million Workforce Rapid Response Fund for Communityand Technical Colleges

• In partnership with Louisiana Economic Development, helped create Louisiana FastStart, the nation’s top-ranked state workforce training program

• Successfully transitioned single statewide technical college with 42 individually accredited campuses intoeight regionally accredited technical colleges

• Worked with Jeddah Community College to secure first American accreditation of a Saudi communitycollege

Adjunct instructor—Job Seeking Skills, Louisiana Technical College-Baton Rouge Campus

Director of Workforce Development 2004 – 2005 Louisiana Department of Labor

• Provided executive level direction of $50 million workforce training program overseeing more than $200million in workforce training contracts

• Developed and implemented Healthcare Workforce Development Strategic Plan that includedimplementation of career lattice designed specifically for the development of incumbent healthcare professionals

• Focused program vision on meeting employer and workforce training needs within the context of prioritysectors and regional economies

• Strategically reoriented program administration and organizational structure to reduce bureaucraticinefficiencies and maximize outputs from a quantitative and return on investment perspective

• Oversaw the development and implementation of an enterprise resource plan that provided enhancedcustomer service and access, improved programmatic accountability, reduced processing time, and suppliedstrategic decision support resources

Director of Administration 2001 – 2004 Louisiana Department of Labor

• Directed administrative functions of LDOL including quality assurance, strategic planning, procurementand contracts, facility maintenance, property control, records management, security, and loss prevention

• Developed and implemented workforce development strategic plan with focus on sector-based strategieswithin regional economies

• Designed and implemented Workforce Investment Act financial management system to include operationalagreements and service delivery plans for Louisiana WIA One-Stops

General Manager 1998 – 2001 Mississippi Management, Inc.

• Served as Chief Executive Officer of major convention hotel• Developed and implemented comprehensive capital improvement plan culminating in $3.5 million redesign

of atrium and convention facilities• Created sector-based marketing plan leading to unprecedented growth in occupancy and profitability

Systems Administrator/Assistant General Manager 1996 – 1998 Mississippi Management, Inc.

• Developed Total Quality Management-based service training program to close performance gaps incustomer service for three hotels, resulting in marked improvement in customer satisfaction ratings

• Directed yield management program to maximize revenue generation• Provided technical oversight of Unix networking environment for multiple property management systems

General Manager 1995-1996 Kemmons Wilson Companies

• Achieved record growth in revenue per available room and gross operating profit• Oversaw multi-million dollar capital improvement plan• Repositioned property in market to reach 110% market penetration rate

General Manager 1991-1995 Ryco Management

• Named Quality & Excellence Award winner from Holiday Inn Worldwide• Transitioned property to first generation computer-based property management system• Achieved record profitability levels through revenue growth, cost reduction, and significant reduction in

employee turnover

Selected Community and State Involvement

Louisiana HealthWorks Commission May 2004-present

Governor’s Task Force on Workforce Development November 2004-May 2006

Louisiana Process Technology Executive Board June 2005-present

Louisiana Recovery Authority—Workforce Recovery Committee January 2006-December 2006

Louisiana Small Business and Entrepreneurship Commission January 2007-present

Louisiana Workforce Commission May 2007- June 2008

Governor’s Workforce and Economic Development Transition Advisory Committee January 2008

Bossier Chamber of Commerce December 2009-present (current chair elect)

Consortium for Education, Research and Technology of North Louisiana July 2009-present (current president)

AACC Commission on Workforce and Economic Development July 2010-June 2013

United Way of North Louisiana Board of Directors January 2011-present

Biomedical Research Foundation Board of Directors August 2012-present

Selected Honors and Recognition

2013 Inductee North Louisiana Business Hall of Fame

2011 Bossier Chamber Business Person of the Year

2011 Grambling State University Beacon Award

2010 Shreveport Times Leadership Award

2009 Career Compass Champion Award

2009 Northrop Grumman Education Leadership Award

2009 Louisiana Department of Education Outstanding Postsecondary Administrator Award