Strategic Enrollment Management Plan

History

LCTCS Policy 1.033 was revised to state that each college would submit a Strategic Enrollment Management Plan by July 1 of each year. As a result, a Strategic Enrollment Management committee was formed in April 2021. For the 2022-2023 plan year, the committee includes:

• Allison Dering, Chair, Director of Enrollment Management & Financial Aid
• Joseph Lavergne, Director of Recruitment and Career Planning and Placement
• Laura Lafleur, Registrar
• Alyssa Coats, Director of Academic Advising
• Ana Denison, Business Development, Workforce Solutions
• Darlene Hoffpauir, Marketing & Communications Manager
• Kylie Roussell, Instructional Site Coordinator for Jennings Site
• Magan Soileau, Instructional Site Coordinator for Oakdale Site/HR Manager
• Dr. Marie Coleman, Dean of the School of Business and Applied Technology, Assistant Professor of Business
• Angela Madden, Program Coordinator for Arts & Humanities and Associate Professor of English and Sociology

Introduction

The mission of SOWELA Technical Community College is to provide traditional, distance, and lifetime learning experiences and to award associate degrees, technical diplomas, and certificates that empower learners in transfer, career, and technical education to excel as globally competitive citizens.

SOWELA’s vision is to model excellence in teaching, training, and service.

The mission, vision, and the college strategic plan are the overarching guides used to create SOWELA’s Strategic Enrollment Management Plan (SEMP).

The SEMP will also lead the college into more targeted strategic recruitment, enrollment, retention, and marketing efforts. We will utilize data to make our decisions and to better focus areas of the budget.

The SEMP will seek to demonstrate areas in which there is a need for improvement so that the college can model student-focused customer service processes.

The SEMP is a shared responsibility across all divisions of the college. It will be disseminated annually campus wide.

The SEMP will better align efforts in Credit Based, Non-Credit Workforce Solutions, and the Adult Education divisions of the college.

The SEMP will adhere to the SOWELA’s principles of nondiscrimination and equality to implore strategies that will allow equity and access to all students.

There will be ongoing assessment of the effectiveness of the plan.

Strategic Enrollment Management Plan Framework

SOWELA is committed to the LCTCS “Our Promise” initiative by focusing our Enrollment Management Plan on contributing to the overall system-wide goal of “Graduating 330,000 individuals by 2030 who will earn on average 150% above the median income with a focus on diversity and inclusion of individuals.” The SOWELA Technical Community College 2022-2023 Strategic Enrollment Management Plan is organized around the following categories. Each category is comprised of goals and strategies.

• Recruitment/Enrollment and Marketing
• Academic Affairs and Program Offerings
• Retention and Completion

SOWELA’s Approach to Enrollment Management

Our first goal is to recruit diverse students across the nine-parish area of Louisiana. We handle this at times with an overall approach and at other times with a more targeted approach to groups where there is an opportunity to reach at a greater level. The Strategic Enrollment Management Plan will guide our marketing activities. Once we recruit students and they become prospects, we recognize that we have a duty to insure that we are offering programs that both serve the needs of a local workforce and that meet our students where they are in life with regards to outside demands such as work and family. Finally, once we ensure that our program offerings are optimal, we work to support our students through retention strategies that include services to meet their intellectual, physical, and emotional health needs.

Performance Assessments

• Utilize LCTCS Dashboard reports and Cognos to analyze progress towards meeting goals.
• Use of control group and experimental groups when implementing strategies.
• Use of unique landing pages and site visits to determine the reach of marketing campaigns.
• Committee will meet periodically to assess strategies and to determine the effectiveness of plan.
• Make adjustments as necessary to strategies and or goals based on outcomes and data.

Goal Area 1: Recruitment/Enrollment & Marketing

SOWELA’s enrollment goal includes an increase of 5% for a target Fall 2022 enrollment of 3222 students. Based on a statistical analysis of the past five years, we have a likely probability of retaining 1,250 continuing students from those enrolled in the Fall 2021 and 407 from students enrolled in the Spring 2022 semesters for a total retention of 1,657 students.

Thus, our goal is to enroll a total of 1565 new students (i.e. 3221 –1657). The student types will include new, transfer, returning, cross-enrolled, visiting, and dual enrollment. The strategies listed will help the college to achieve these goals.

* For the 2022-2023 year, the 5% enrollment increase goal does not include the Lamar Salter site students. Lamar Salter students are noted separately in the plan as they are a part of the overall college enrollment goals.

**As of July 1, 2022, the Central Louisiana Technical Community College (CLTCC) Lamar Salter instructional site will become part of SOWELA. Students will be able to begin registering for Fall 2022 classes at the SOWELA- Lamar Salter Instructional Site after July 1. For the 2022- 2023 year, these students are listed as a separate goal number however, after establishing this baseline, they will be included in the Fall 2023 goal with all other SOWELA students.

Goal 1A: Increase the overall number of enrolled students by 5%.

Enrollment Baseline Fall 2021: 3068
*Goal to Increase by 5%: 153
Projected Fall 2022 Enrollment: 3222
**Lamar Salter Site Fall 2022 Projection: 115
Overall Enrollment for Fall 2022 Goal: 3337

Strategies to achieve Goal 1A:

1. Continue to recruit TOPS Tech Award eligible students through a targeted direct mail campaign.
2. Conduct direct outreach to inform students of the MJ Foster Promise program. This includes emails, postcards, personalized phone calls, and information sessions for staff training.
3. Increase the number of male students enrolling from rural areas through increased marketing of the institutionally funded FFA scholarship. Digital flyer for FFA sponsors and social media will be utilized. Scholarship certificates will be awarded at graduation ceremonies.
4. Continue to host “SOWELA at” events at area high schools with a diverse student population.
5. Ongoing participation in recruitment events that target diverse populations such as Phillips 66 Black Employee Network events, Calcasieu Youth Summit, LA National Guard Recruitment events, and Bayou Classic.
6. Persist in reengaging and recruiting former SOWELA prospects who did not enroll anywhere through a direct mail and SignalVine text messaging campaign.
7. Persist in reengaging and re-enrolling former SOWELA students who did not complete their programs of study through a direct mail and SignalVine texting campaign.
8. Continue working with school districts to offer classes that will meet the needs of their dual enrollment students.
9. Maintain our Literacy Council partnerships to ensure that new staff are aware of the M.J. Foster Promise and the 5 FOR SIX scholarship opportunities for Adult Basic Education students.
10. Continue to invite prospective students to campus events such as new student orientation, open houses, information sessions, and campus tours.
11. Continue implementing a methodology for accurately counting the total number of students served by the Office of Workforce Solutions. Such methodology shall include students served in both open enrollment and custom training. This will enable a baseline enrollment number to be established.
12. Continue designing and delivering non-credit training opportunities at rural instructional sites.
13. Enhance the utilization of SignalVine technology and Cognos reports to create cohesive communication plans that are in place for applicants so that we ensure they have the information needed to register for classes.
14. Assess the different methodologies used for communication for student onboarding to determine best practices.
15. Increase the college’s presence at graduation and award ceremonies by offering more scholarships to graduating seniors.
16. Continue assisting students with low to moderate income with institutional aid so that the need for funding for tuition, fees, and books can be met.
17. Reengage in post pandemic community events such as Chamber Fest, Juneteenth Events, Downtown at Sundown, farmer’s markets, and car shows.
18. Host a registration/information event at Lamar Salter to assist students through the transition from CLTCC to SOWELA.

Goal 1B: Increase the number of dually enrolled students by 30 students.

Enrollment Baseline Fall 2021: 292
Projected Fall 2022 Enrollment: 322

Strategies to achieve Goal 1B:

1. Work with Calcasieu parish to offer virtual general education courses to their students.
2. Work with school districts to offer course[s] to meet student needs for the state Fast Forward initiative. Assist Vernon and Allen parishes with offering the courses needed to implement the Fast Forward for their respective students.
3. Obtain authorizations needed to make high school visits to recruit for dual enrollment and the STEPS program.
4. Maintain the relationships built with the districts served to ensure they are aware of SOWELA’s program offerings.

Goal 1C: Increase the number of Adult Education students who enroll in concurrent classes at SOWELA.

Enrollment Baseline Fall 2021: 14 Number to increase: 5
Projected Fall 2022 Enrollment: 19

Strategies to meet Goal 1C:

1. Meet with the Literacy council and WRU staff regularly so that they are aware of all SOWELA program offerings that could benefit their students.
2. Provide training to the Adult Basic Education staff regarding the M.J. Foster Promise program.
3. Provide support to these students with one-on-one advising.

SOWELA 2022-2023 Marketing Plan

The following marketing and communications tactics will be implemented to help drive enrollment.

Video Commercials

Using a new :30-spot featuring a variety of program areas and diverse students, the commercial will air on local stations and YouTube from April – August and then again in October – January, including KPLC, FOX29, ABC, KALB and CBS. It is also part of a remarketing campaign for individuals who visit sowela.edu and are then served the video ad online with a click path back to SOWELA’s online application process.

The commercial is part of the “It’s a Different Class” campaign which highlights key selling points of the College, including affordability, hands-on opportunities and more. Southwest Louisiana faced numerous challenges over the past two years because of natural disasters and COVID-19, and the goal is to speak to the community’s resilience while showcasing what value SOWELA can add to their careers and families.

In addition, program-specific videos for Surgical Technology, Practical Nursing for both Jennings and Lamar Salter locations, and Sterile Processing will run over app-streaming services at various times between February and August. If enrollment reports indicate a need for it, program-specific videos will also run for Machine Tool Technology and Culinary Arts for the Fall and Spring semesters.

Billboards

Carl Perkins funding is available for the Fall 2022 enrollment period for billboard advertising. The funder only covers advertising dollars for select programs, however, so billboards promote Surgical Technology, Sterile Processing, Information Systems Technology, Culinary Arts, Practical Nursing, Drafting and Design Technology and Industrial Electrical Technology. These billboards will run April through June. Billboard strategy will be reassessed in early summer for the July and August months with new billboards reserved for low-enrollment programs for Fall 2022 and Spring 2023.

Google AdWords

Focusing on new, currently registering, and low-enrollment programs at each site, Google AdWords will run from April – August and October – January. Practical Nursing for both Jennings and Lamar Salter locations, Surgical Technology and Sterile Processing are included due to enrolling for the next cohort to begin in August. Enrollment for Information Systems Technology, Accounting Technology and Office Systems Technology has been decreasing over the past academic year so these programs will also be included in Google AdWords campaigns.

Facebook/Instagram

Focusing on new, currently registering, and low-enrollment programs at each site, Facebook and Instagram ads will run from April – August and October – January. Practical Nursing for both Jennings and Lamar Salter locations, Surgical Technology and Sterile Processing are included due to enrolling for the next cohort to begin in August. Enrollment for Information Systems Technology, Accounting Technology and Office Systems Technology has been decreasing over the past academic year so these programs will also be included in Google AdWords campaigns.

Print Materials

The School of Transportation and Applied Technology brochure is up for revision with program- specific handouts developed or revised as needed. A handout specific to the Lamar Salter site will also be created.

Lamar Salter Marketing for Location Launch

With the Lamar Salter Campus transition, the following marketing strategies will be implemented. For Spring 2023, Lamar Salter will be pulled into the overall SOWELA marketing plan.

• February
  • Lamar Salter webpage on www.sowela.edu.
  • Lamar Salter Facebook page.
• March
  • Two general branding billboards in Vernon Parish/near Fort Polk.
  • Practical Nursing OTT/Streaming ads.
  • KALB broadcast TV ads begin.
• April
  • Practical Nursing Google AdWords.
  • Practical Nursing Facebook/Instagram ads.
  • Boost Lamar Salter Facebook page to garner followers.
  • Practical Nursing billboard.
  • Press release announcing Fall 2022 registration is open for Lamar Salter, including Fort Polk Progress.
  • Google AdWords for Business Administration, Carpentry, Outdoor Power Equipment, Vehicle Maintenance & Repair Technology, and Welding.
  • Facebook/Instagram for Business Administration, Carpentry, Outdoor Power Equipment, Vehicle Maintenance & Repair Technology, and Welding.
  • Place Leesville Leader and Alexandria Town Talk ads announcing registration.
  • Monthly interview on KALB’s Good Day Cenla begins.
• May
  • Reassess Lamar Salter enrollment and advertising performance to determine how to adjust spend and if additional advertising in other channels is needed.
• July
  • (Pending SACSCOC accreditation) Press release announcing Lamar Salter receiving accreditation, including Fort Polk Progress.
  • Reassess Lamar Salter enrollment and advertising performance to determine how to adjust spend and if additional advertising in other channels is needed.

Goal Area 2: Academic and Workforce Solutions Program Offerings

Goal 2A: Enhance and/or expand program offerings.

Strategies to meet Goal 2A:

1. Continue the process to implement the addition of the Industrial Instrumentation Technology Associate of Applied Science Program at the Morgan Smith Instructional Site. Funding for reconfiguring lab space and an instructor is needed.
   1. Baseline will be established upon program implementation with a target enrollment of 25 students enrolled across all cohorts.
2. With the addition of a faculty member in place, continue to expand the Surgical Technology Program currently offered at the Morgan Smith Instructional Site.
   1. The 2021-2022 clinical cohort is 10 students and the target enrollment for Fall 2022 will be 18 students with a maximum enrollment of 20 per cohort in subsequent semesters.
3. Hire an instructor and implement the addition of the Industrial Electrical Technology Associate of Applied Science Program at the Oakdale Instructional Site.
   1. Baseline will be established during the 2022-2023 year with a target enrollment number of 25 students enrolled across all cohorts.
4. Resume and expand programs offered at the Federal Correctional Institute (FCI) – Oakdale
   1. Baseline will be established during the 2022-2023 year with a target cohort number of 20 Horticulture and 10 Welding students.
5. Ensure needed classes and crosswalks are offered so current Lamar Salter students may persist and graduate in their programs of study. See Appendix A.
   1. Measured by retention and completion of students currently enrolled at Lamar Salter and transitioning to SOWELA in Fall 2022.

Goal 2B: Expand and enhance virtual class offerings and the use of instructional technology.

Strategies to meet Goal 2B:

1. Continue to expand on campus and synchronous virtual general education class offerings at the instructional sites to meet the educational needs of students enrolled in associate degree programs.
   1. Measured by the inclusion of fall 2022 and spring 2023 on-campus and virtual synchronous general education course offerings at the instructional sites.
2. Continue to provide training and development opportunities for faculty to learn innovative methods of online course instruction.
   1. Measured by number of faculty trainings offered with evidence of faculty participation.
3. Continue to enhance didactic and lab-based instruction by investing in program- specific instructional technology.
   1. Measured by the level of funding for instructional technology, variety of funding sources, and evidence of items purchased during this review cycle.

Goal 2C: Evaluate the effectiveness and relevancy of our program offerings.

Strategies to meet Goal 2C:

1. College Deans and Executive Leadership will continue to monitor the Program Health Index yearly and, based on recommendations from the Chancellor, will continue, modify, terminate, or expand program offerings.
2. College Deans and Workforce Solutions staff will continue to meet with advisory committees at least twice yearly to review course/program offerings, graduate performance, and changing needs of business and industry. This information will be used to enhance future course/program offerings.
3. College Deans will continue to review program curricula to determine if new exit points or concentration areas would better meet the needs of business and industry.
4. Workforce Solutions will review on an annual basis the economic effectiveness of all open enrollment trainings in order to make decisions on future program offerings.

Goal 2D: Expand experiential learning opportunities, leadership development and career exploration.

Strategies to Goal 2D:

1. Increase partnerships by 2 per year by continuing to foster business relationships with community/industry partnerships to forge new learning opportunities and prospective future employment for our students.
2. Continue to add new internship opportunities for students enrolled in technical programs.
3. Maintain our offerings of LinkedIn, resume writing, and interviewing workshops to students.

Goal 2E: Workforce Solutions will continue to meet the demands of business and industry partners by creating innovative and customized training solutions.

Strategies to Goal 2E:

1. Continue the process to implement the CDL training program at the Lake Charles campus. Equipment procurement and an instructor is needed.
   1. A baseline will be established upon program implementation with a target enrollment of 5 students per cohort.
2. Add one or more healthcare training programs to meet industry demands. Discussions are underway to determine programs that are in the highest demand for SOWELA’s service area.
3. Strengthen the Pipeline Training Academy by acquiring industry specific equipment to enhance hands-on training. Equipment will be procured that will compliment current laboratory training equipment.
4. Continue evaluating the market demand in the areas served by rural instructional sites and create/implement open enrollment trainings that result in a LCTCS recognized credential or certificate.

Goal Area 3: Student Retention

Goal 3A: Enhance and continue implementation of an academic advising model that utilizes best practices to promote student success.

Strategies to meet Goal 3A:

1. Continuing ongoing intentional advising by academic areas utilizing the academic advisors and identified faculty advisors at appropriate checkpoints for each department.
2. Advisors will help students plan an efficient academic journey and will assign all incoming first-time freshman students a plan through the Student Education Planner (SEP). SEP is an electronic advising guide and sequential registration plan that can be customized by advisors during advising appointments to fit the individual needs of students. Students can then view the SEP plan through LoLA and use it as a guide to register for courses.
3. Continue to provide a college success course to help students achieve success in achieving academic goals.
4. Assign advisors to all students so that the advisor name is viewable in the DegreeWorks portal.
5. Implement a reporting process so that all advisors have an automated report and are easily aware of students who have not yet reenrolled for subsequent semesters.
6. Complete the process of insuring that minimum technical standards for all programs are written and made available to new students.
7. Continue to promote participation of students in Student Organizations by providing a Resource Fair for students to learn about all of the opportunities available.
8. Continue to host student events that promote diversity and inclusion such as the Hispanic Heritage month, Black History month, and the Phenomenal Women Luncheon.

Goal 3B: Identify and intervene with at-risk students.

Strategies to meet Goal 3B:

1. Increase effective utilization of the early alert system by developing best practices for referral and support of students.
2. Increase student retention for at-risk students who are placed on academic probation or a financial aid academic plan by offering workshops on topics such as student support services, time management, and study skills.
3. Increase participation in the first-year mentorship program.
4. Implement the College Student Inventory in summer 2022; beginning with the fall 2022 new students.

Goal 3C: Communicate and market available student support services to the student body.

Strategies to meet Goal 3C:

1. Continue to promote and host on-ground new student orientation.
2. The Student Support Services staff will work to market via Signalvine, Canvas, and the SOWELA app, the available programs and resources.

Retention Goals

The retention strategies listed above will collectively be executed to meet the following goals for Fall 2022 retention:

Using the historical retention data below, a prediction modeling profile was created in order to determine the students that are likely to be retained and to enroll in Fall 2022. From Fall 2021 to Fall 2022, the goal is to retain 40.74% students.

Using the prediction modeling profile data:

Fall 2021 Enrolled students=3068
Estimated Fall 2021 students to be retained to Fall 2022= 1250 (40.74%)
Estimated Spring 2022 additional students unduplicated to be retained to Fall 2022= 407 Projected Target Enrollment for Fall 2022= 3222
Estimated New Students to be Enrolled for Fall 2022= 1565 (3222-1657)

Lamar Salter – Proposed Curriculum Transition Plan