Office of Enrollment Management Annual Report 2013-2014

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3 EngagementMatters 4 EnrollmentManagementDashboard UndergraduateStudents NewFirst-YearStudents 7 OfficeofAdmissions 9 DivisionofFinancialAid 10 OfficeoftheRegistrar 11 EnrollmentManagementAnalysis&Reporting 12 Bursar’sOffice

The Office of Enrollment Management (EM) is pleased to share the 2013-2014 Annual Report. This year, our report focuses on the importance of engagement, not only in how EM staff interact with prospective students and their families, but also in the relationships built with faculty, staff, current students, alumni, high school counselors and community/professional organizations.

The release of the Gallup-Purdue Index (GPI) in May of 2014 emphasized the importance of engagement in the success of graduates’ lives and careers. The report details how it is less about “where you go” and more about “how you do it” that makes the difference in students’ higher education experiences and overall success. All EM departments embrace the opportunity to engage all constituencies as part of the student experience.

Connecting with those we serve is where our en-gagement opportunities begin. Providing the best information to students and their families, at the time that it is best for them, promotes continued interest in and understanding of our enrollment processes, as well as a stronger connection to the University. While the number of inbound calls, emails and in-person communications continue at a high volume, proactive methods engaging students and their families with new technologies actually reduces the overall volume of inbound traffic. One of our most high profile engage-ment tools for new Purdue families continues to be the Families of New Students Facebook group. This online social network allows parents to connect with each other as well as with representatives across the Univer-sity. It also allows parents to expand their knowledge base, helping them feel more involved in the process.

Engagement Matters: Making Connections and Making a DifferenceStaff members continue to build collaborative relation-ships with faculty and staff across campus by serving on campus committees, communicating with deans’ offices, infusing faculty/staff participation during campus events and connecting classroom lectures to career-enhancing experiences. Current students who work in EM departments experience life-changing and high-impact work. Whether it’s a tour guide better understanding public relations as the “face” of the Uni-versity, a financial aid peer advisor having high-level conversations about affordability or collaboration with a math class to apply theory to real data, these op-portunities provide real-world experience as students prepare for lives beyond Purdue. This type of engage-ment would not be possible without the interconnected relationships with faculty and staff across campus.

The successes within EM could not have been possible without an engaged staff. Involvement in state, regional, and national organizations allows staff to stay on the cutting edge of new technologies and enrollment trends, promotes Purdue as a leading University, and fosters the responsibility of giving back. We expand our careers and enhance our lives by serving in leadership positions, pre-senting at conferences, and connecting with high school and higher education col-leagues to address key issues. In addition to these profes-sional connections, 30 staff

members are continuing their education and training with certificate, associate’s, bachelor’s and master’s programs.

As we look to 2014-2015 and beyond, we will continue to implement opportunities for meaningful and engag-ing participation across all constituencies to ensure student success.

This report, along with additional publications, presen-tations, student data, higher education links and much more can be found on the Enrollment Management website: purdue.edu/enrollmentmanagement.

Pamela T. Horne Associate Vice Provost for Enrollment Managementand Dean of Admissions“Seemslikeitmightbetimeforanothershout-outtotheterrificPurduestaffmemberswhosupportnewstudentsandfamiliesviathisFacebookpage,Purdue’sForMe,STAR,onlinechats,answeringourphonecalls,etc.Theinformation,clarityandinsightyouprovideareinvaluable.Stillamazesmethatalargeschoolhassuchapersonalfeeltoit.Kudos!”

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Family

Facebook GROUP

NewRecordsinRetentionandGraduationRatesRecord high retention and graduation rates confirm that Purdue’s University-wide student success initiatives are, well, successful. And all of campus can take credit. From continuing to attract and enroll well-prepared students to ensuring they have access to the resources they need to persist and graduate, Purdue demonstrates its commitment to student success.

The University’s first-year retention reached 92.6 percent, compared to 91 percent last year, and the second-year retention rate climbed to 86.1 percent from last year’s 84.3 percent. Four- and six-year gradu-ation rates increased to 49.2 percent and 73.8 percent from 46.8 percent and 70.6 percent, respectively.

Enrollment from many states where Purdue targets recruitment efforts is increasing. Notable examples include: California up 12 percent and New York, Massachusetts and New Jersey, each up 10 percent.

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Enrollment Management Dashboard: Undergraduate Students

29,255 STUDENTS

57.4%Male 42.6%

FemaleFirst-YearRetention

Rate

92.6%

Engineering:26%HealthandHumanSciences:14%

Science:12%

Technology:11%

LiberalArts:10%

Agriculture:9%

Management:9%

ExploratoryStudies:4%

Pharmacy:2%

Education:2%

VeterinaryTechnology:1%

Non-Degree:1%Total does not equal 100% due to roundingSix-Year

GraduationRate

73.8%

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FederalPellGrant

Recipients6,615

16,177INDIANARESIDENTS

7,827DOMESTICNONRESIDENT

5,251INTERNATIONAL

FinancialAidRecipients

Approximately 7 of 10

UndergraduateEnrollmentbyU.S.State

2600+

500-2600

200-499

100-199

20-99

1-19 2254

78

38

825

322

574

17312-RI

7-DC

127

27209 180

101

24625

8

54 9

10

9

2

99

1

4

14

15

288

149

36

147

17

83

8082

15

203

10119

75

1499

285-NJ

98

3016177

9

22

14-DE

RecordHighAcademicProfileFor the eighth consecutive year, the academic profile of Purdue’s first-year class has increased. The average SAT increased 16 points, reaching 1789 (critical reading, math and writing) and the average ACT increased to 27.5 from last year’s 27.2. The average GPA is 3.72, up from 3.70 in 2013.

This was the first class to apply using The Common Application, a member organization that provides a single online application with which students can apply to multiple institutions. Through the Common App, Purdue received a record high 39,706 applications, leading to a record selectivity rate (those applicants admitted to Purdue) of 59.2 percent.

The first-year class includes 3,300 Indiana residents, 1,937 domestic nonresidents and 1,136 international students.

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Enrollment Management Dashboard: New First-Year Students

Selectivityrate:

59.2%Pr

ospe

ct

Inqu

iry

Appl

ican

t

Adm

itte

d

Enro

lled

173,888

6,373 BEGINNINGFRESHMEN

Yieldrate

27.1%AverageGPA

3.72

Averagecombined

SAT

1789 Average

compositeACT

27.5

U.S.Pell-Eligible20.7%

FirstGeneration16%

97,174

39,70623,506

6,373

9%

8%

7%

6%

5%

4%

3%

2%

1%

0%

DailyVisitSurveyLESSLikelytoApply/Enroll

BEFORE

AFTER

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$TheFaceofPurdueA college-seeking student’s first impression of Purdue often occurs through an interaction with the Office of Admissions. Admissions staff members answer questions about application processes and statuses, detail transfer credit procedures and share general Purdue information through on- and off-campus events as well as via email and phone.

ReinventingtheCampusVisitEach day, Admissions staff interact with students and families during four “Daily Visit” programs, which more than 25,000 students and family members attended last year. Over the past year, with support

Office of Admissions: Building an Academic Community

BEFORE

AFTER

87%

86%

85%

84%

83%

82%

81%

80%

DailyVisitSurvey*LevelofSatisfaction2.95

2.9

2.85

2.8

2.75

2.7Before Reinvention After Reinvention

n Scheduling n Directions n Presentationn Greetingn Parking

from Marketing & Media, Admissions rebuilt this program from the ground up – from creative solutions to guest parking challenges to an entirely new presen-tation and presenter training. Survey data from before and after the reinvented Daily Visit indicate that the changes have improved the overall visit experience.

A critical component of the Daily Visit is the campus tour. Through social events with staff and tour guides and creation of a new tour guide manual, Admissions has fostered stronger relationships with tour guides and improved the training process. The warm staff-student relationship is visible to guests and improved training materials prepare guides to give better tours.

TourGuideManual

DailyVisitSurveyMORELikelytoApply/Enroll

* Three-point scale

ApplicationEvaluationEfficienciesThroughout the year, Admissions staff worked with the Student Systems Competency Center to develop a new web-based workflow system for application evaluation. Through workflow, the office has made the evaluation system more efficient and reduced the risk for human error, thereby providing better service to Purdue applicants.

MakingConnections–CampusAdmissions collaborates with partners across campus to recruit undergraduate students. Through these partnerships, the department coordinates more than 20 open house visit programs each year. This collaboration ensures visiting students receive a wide spectrum of Purdue information.

Admissions also collaborated with Marketing and Media and the colleges of Science and Health and Human Sciences to pilot a program designed to improve undergraduate recruitment communication campus wide. By demonstrating increased email open and click-through rates, the pilot was considered a success and plans are underway to extend the program to other academic units.

MakingConnections–AlumniOne of the best ways to illustrate the success of Purdue graduates is to connect alumni with prospective students and their families. The Purdue Alumni Recruiters for Tomorrow team is made up of alumni who are trained to represent Purdue and Admissions at recruiting events around the country. To better facilitate this alumni representation, Admissions developed a new easy-to-use training tool for these alumni volunteers.

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MakingConnections–HighSchoolCounselorsAdmissions extended its reach to high schools around the country by hosting a counselor fly-in, inviting high school counselors from areas of the country that are supported by Purdue regional representatives. Counselors attended the fly-in with their respective representative, which allowed Purdue staff to strengthen relationships in these critical locations. The office also hosted a group of high school counselors from Puerto Rico and a group of independent college counselors.

MakingConnections–OutreachAdmissions continues to identify innovative ways to connect to the community. For example, five “Next Step to Purdue” programs in Indianapolis-area schools help students better understand Purdue application requirements and processes. The department also increased visibility by sponsoring several youth enrichment and college preparatory programs including, the Center for Leadership Development’s College Prep Conference and Minority Achievers Dinner; 100 Black Men, Inc. ’s Beautillion Militaire; Alpha Kappa Alpha Sorority, Inc.’s Debutante Cotillion; and La Plaza Night of the Americas events.

OnlineAlumniVolunteerTrainingManual

The Division of Financial Aid (DFA) helps students and families make Purdue a reality, not only through assistance in obtaining funding, but also in making sound financial management decisions to keep overall costs down.

Over the course of the year, DFA engaged incoming and continuing students through on- and off-campus outreach activities – specifically 182 presentations or events where presenters connected with 17,271 individuals. The focus of many of these presentations was on sensible borrowing. This message, along with a redesign of Purdue’s award letter, changes in Parent PLUS nonresident loan packaging, exit counseling for Stafford Loan borrowers and an increased number of webinars, have resulted in a reduction in total borrowing of over $20 million or 10.15 percent since the 2012-13 academic year. In conjunction with these presentations, DFA also increased the number of email communications, reducing both phone call volume and walk-in traffic.

MakingConnections–CampusCollaborating with offices across campus allows for better communication and keeps everyone on the same page. The Scholarship Administrator Coordi-nating Network (SCAN) connects the DFA staff with scholarship administrators from each of the colleges and development offices. Staff also collaborate with

Division of Financial Aid: Making Purdue a Realityacademic advisors to keep them apprised of changes in policy as well as to help with student-specific issues.

Over the last year, the department has partnered with Housing and Food Services to design a new student employment system that will eventually take a student from application through evaluation and graduation. Staff also worked with multiple offices across campus to redesign DFA presentations for STAR and Boiler Gold Rush.

MakingConnections–AlumniOnce students graduate, it is imperative to continue the relationships built during their time on campus to ensure continued support and awareness. The financial literacy website is now available to alumni, allowing them to stay engaged in how to make sound money decisions. A new program to reach out to alumni who have become seriously delinquent in Federal Student Loans keeps them informed of their options.

MakingConnections–OutreachThe financial aid process is not static; it requires ongoing outreach to new and continuing students. The department provides routine communications to all students, reminding them of deadlines for com-pleting the FAFSA. In addition to delivering pertinent information during financial aid programs in high schools, the department also connects with a much

broader population through a series of webinars for new students, including Applying for Aid, Understanding Your Award Letter and Completing the Final Steps. These webinars have grown to as large as 500 logins per session.

For continuing students, we have added program-ming on financial wellness. Through classes, student meetings and public events, staff have presented on a number of topics such as Budgeting, How to Monitor and Control Your Debt and Ways to Cut Costs While Going to School.

In addition to outreach specific to financial aid, several staff members are involved with community service activities, which allow a deeper engagement and con-nection to the community, both on and off campus.

Examples of community service participation: Read to Succeed, Boy Scouts, Civic Theater, Lafayette Community Foundation, Food Finders, Family Promise Network, Kids Against Hunger, youth sports and foster parenting.

182 PRESENTATIONS

reductionintotalborrowing

Over $20 million (10.15%)since the 2012-13 academic year

17,271 individualsC O N N E C T I N G

webinars

Understanding Your Award Letter

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The Office of the Registrar engages new and continuing students in a myriad of ways. With 24/7 online solutions to building a class schedule, innovative textbook offerings and connections through Twitter and Facebook, Purdue students have access to the support necessary to keep their college experience on time and on target.

The Registrar is working collaboratively with offices across campus to investigate and procure both an effective e-catalog and a curriculum management system. By working with campus stakeholders to launch these two web-based solutions simultaneously, Purdue will be able to integrate with the student information and degree audit systems, streamline the curriculum approval processes, make approved courses and programs available for catalog publishing and have a system accessible from anywhere. This will lower costs, save time and contribute to Purdue’s academic goals.

Within collegiate units, staff is working to allow web and data analysts access to Banner course catalog data in an effort to decrease the dissemination of inaccurate information and increase efficiencies of processes related to college/school course data web updates.

Office of the Registrar: Collaborative Solutions

To comply with HEA-1348 (a new state law mandating academic plans for students to graduate in 120 semester hours), the Registrar worked with the collegiate units to create an eight-semester plan for all majors, assign an eight-semester plan of study to all students and allow all students to collaborate with their academic advisor on a custom degree plan. Compliance with HEA-1348 was assisted by progress made with myPurduePlan, a web-based tool for students and their advisors to monitor academic progress toward degree completion. The myPurduePlan tool launched in 2012, with just the incoming freshman class, but now covers all students from their freshman to senior year.

I ND AINA HEA-1348 anewstatelaw

mandatingacademicplansforstudentstograduatein120semesterhours

sixthcommencement

sessionadded May 2014

The Registrar also worked with offices across campus to add a sixth commencement session in May 2014. The additional session came about quickly and required the assistance of multiple offices and staff across campus to be successfully planned and implemented.

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myPURDUEplanaweb-basedtoolforstudentsandtheiradvisorstomonitoracademicprogresstowarddegreecompletion

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$Purdue is a data-driven institution and providing access to accurate, relevant and timely data is at the core of the work performed by Enrollment Management Analysis and Reporting (EMAR).

Through the Enrollment Management website, EMAR provides a wide range of data including: enrollment statistics, the number of degrees awarded, retention and graduation rates and much more. In addition, staff lead training sessions to help campus constituents learn how to navigate the wide range of enrollment data available through Cognos.

ProbabilityofEnrollmentProjectEMAR worked closely with the Office of Admissions to determine if there is a way to predict enrollment based on a number of variables such as application completion date, city and state of residency, type of high school, gender, race/ethnicity, test scores, etc. This first year of the collaboration is establishing a foundation that will better inform future recruitment activities, from purchasing prospective student data and messaging to recruitment travel and events. Over the past year, EMAR provided resources to build, administer and operate a new check-in system used at prospective and admitted student events. The team also worked with the Office of the Registrar to design and launch the Registrar’s new website.

Enrollment Management Analysis & Reporting: Empowering Campus through Timely Data Access

Based on EM staff collaborations and Purdue’s institutional reputation, the EMAR team led an initiative to encourage current students to participate in an SAT Validity Study to test the new, revised SAT. Based on an email to more than 4600 freshmen, more than 2700 of them opened the email, a 58 percent open rate. Of those who opened the email, 24 percent clicked through to the survey, and 74 percent of those who started the survey completed it. In all, 180 students took the revised SAT to benchmark the validity of the new test.

The Enrollment Management Data Dashboard (purdue.edu/enrollmentmanagement/data-dashboard/index.html) continues to engage constituencies both on- and off-campus by providing 24/7 self-service access to useful data points. The dashboard has significantly decreased the number of requests for unique reports.

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SAT ValidityStudy

testingthenew,revised

SAT

EnrollmentManagementDashboard

The Bursar’s Office proactively engages students and families to provide timely and appropriate information regarding billing, invoicing and payment practices. Whether communicating with families during STAR parent sessions, providing information online or coor-dinating with other Enrollment Management offices, the Bursar’s focus is consistently on student service.

Staff collaborated with the Purdue ID Card Office to develop an improved internal accounting and reconcili-ation process, resulting in an annual savings of $36,000.

For a second consecutive year, the office hosted a class of second graders during an interactive tour of the offices and cashiering area. The visit emphasized the importance of saving money for college, and concluded by giving each student a special $1 coin to start their own college savings plan.

In an effort to be as proactive as possible, staff met with various International Student Organizations to explain payment processes and the new Western Union International Payment option. The student chair of the Purdue University Chinese Association (PUCA) also assisted in translating documents to better assist students and families. This has resulted in a reduction of cash payments taken by the Bursar, as well as diminishing risk to students arriving on campus with large sums of cash.

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Bursar’s Office: Focusing on Student Service CustomerService CALL VOLUME REPORTS70,000

83.00%

65,00060,00055,00050,00045,00040,00035,00030,00025,00020,000

81.84% 86.81%

2009

2013

2010

2011

2012

91.03% 91.50%

n Droppedn Answered

n n n n ElectronicCheck61%

n n n n Credit4%

n n n n WesternUnion1%

n n n n Check18%

n n n n Wire16%

Cash0%

FY2014PaymentSystemsReview

Office of Enrollment Management Schleman Hall of Student Services475 Stadium Mall DriveWest Lafayette, IN 47907-2050purdue.edu/enrollmentmanagement

EA/EOU