OFFICE OF ENROLLMENT MANAGEMENT 2015–2016 ANNUAL REPORT

Online Version

Contents

A Message from the Vice Provost ...... 2

Undergraduate Enrollment Sets New Record ...... 3

New First-Year Students: Academic Profile ...... 7

Online Catalog - Re-engineering Curricula Management ...... 11

Financial Aid - Putting The R In Roi ...... 13

Financial Aid Peer Counselors ...... 15

Space Redesign Improves Bursar Services ...... 17

Informed Decisions Via Data Dashboards ...... 20

Recruitment Communications Steps Up With Slate ...... 21

Purdue Surprises Newly Admitted Students ...... 22

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WHAT A DIFFERENCE A DECADE MAKES.

When Purdue University called 10 years ago, the place I had first visited on Little Sib’s Weekend more than 50 years ago became my new home. Now, as I complete my final academic year as a Boilermaker, I fondly reflect on my time at Purdue – the warm friendships I enjoy and the collegial partnerships that make the work I love so rewarding.

What a difference a decade makes.

A legacy student information system. Paper applicant files. An entire room devoted to Credit Evaluation’s paper catalogs from colleges around the country. Long lines for services students could access only in person. In 2006, that was life as usual.

Through strategic planning, new technology and hard work, we have developed an integrated system of tools and resources that decrease the amount of time students need to conduct business with Purdue so that they can focus on getting the most they can out of their Purdue education. The long lines of a decade ago have been eliminated by online, self-help tools. In turn, these tools have built efficiencies for staff so that we can continuously improve services for students and campus.

Throughout this report, you’ll see examples from the latest year – the work of Enrollment Management units and partners. And I need to emphasize partners. Neither the progress of this last year nor that of the last decade could have been achieved with Enrollment Management alone.

Although this is the last Enrollment Management Annual Report under my leadership, I’m not done yet. We have ambitious plans for the remainder of my final academic year at Purdue. I also know the staff and leadership that have accomplished so much with me in the last 10 years are well prepared to support my successor with the “one brick higher” ingenuity and work ethic that make me so proud to be a Boilermaker.

Thank you all for helping make this a truly rewarding capstone to my career in higher education.

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UNDERGRADUATE ENROLLMENT SETS NEW RECORD.

Purdue University’s West Lafayette campus set a new record for total enrollment in Fall 2016, with 40,451 total students, including 30,043 undergraduates. Helping boost these numbers is the largest freshman class since 2009, a total of 7,243.

We arrived at 30,000+ total undergraduates one year ahead of schedule, but it is a testament to the appeal of a Purdue education, both in Indiana and beyond. As you scroll down this page, you’ll see the specifics, but here are a few highlights:

• Once again, the freshman class broke records for academic preparation. • Diversity among the first-year class reached an all-time high; diversity among all undergraduates increased as well. • By design, the pace of increase in international student enrollment has slowed while our international student population continues to diversify geographically. • Enrollment among Indiana residents in the first-year class is at its highest level since 2009. • The first-year class included more women than in the past 10 years.

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UNDERGRADUATE ENROLLMENT BY COLLEGE/SCHOOL

The proportion of Purdue students by college remained about the same as last year, but the slight shifts we experienced reflect Purdue students’ interest in STEM disciplines.

Enrollment in six Purdue colleges increased in Fall 2016. The greatest percentage increase was in the Purdue Polytechnic Institute, a jump of 6.5%. The College of Engineering rose 6.1% while the colleges of Education and Pharmacy increased 5.6% and 5.5%, respectively. Enrollment in the College of Agriculture grew by 2.4%, and for the College of Science, there was a 1.1% increase.

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TOTAL UNDERGRADUATE ENROLLMENT

With students from down the street, across the country and around the world, Purdue offers students a wealth of geographic diversity among their peers. In 2016, the number of undergraduate Indiana residents increased slightly, up to 16,016 from 15,971 the previous year.

Enrollment from three states, Washington, Tennessee and Kentucky, topped 100 for the first time – for Washington, that’s a 31.4% increase over 2015. Enrollment from Michigan and California also increased significantly – 15.4% and 15.3%, respectively.

Strategic recruitment by International Students and Scholars staff helped Purdue increase the geographic diversity of the international undergraduate population. Overall, this population decreased slightly in 2016 – about 2% – but the geographic diversity changed measurably. For example, as a percentage of all international undergrads, Chinese students decreased 12.0% while enrollment of students from South American/Caribbean countries, Europe and India increased 40.3%, 28.1% and 7.6%, respectively.

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RETENTION AND GRADUATION

For the first time in Purdue’s history, the first-year retention of African-American students exceeded the overall first-year retention rate. Not only is this a significant milestone for Purdue, it is not common among predominantly white institutions. New academic standards for academic probation and dismissal contributed to a 1% drop in the overall first-year retention rate; additional research is underway to better understand the reasons other students left voluntarily. The second-year retention rate continued to climb, now at 88%. Since 2005, the second-year retention rate has increased 12 percentage points, which is significant because, historically, about 90% of students who remain at Purdue for their third year will graduate from the University.

All graduation rates reached historic highs this year and the average time to a Purdue degree is now 4.15 years. At 55.9%, the current four-year graduation rate is 16.7 percentage points higher than it was just eight years ago. The six-year graduation rate is 77%, up from 68.7% in 2005.

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NEW FIRST-YEAR STUDENTS: ACADEMIC PROFILE

The academic preparation of new college students has a direct impact on an institution’s retention and graduation rates, and once again, Purdue’s first-year class represents historic high points in some academic categories. This is particularly impressive given the size of the class.

Purdue received 48,776 applications for Fall 2016 enrollment, a 7.5% increase from the prior year. A higher-than- expected yield rate produced a class of 7,243 first-year students, including 174 who were admitted provisionally with the requirement that they complete the five-week Summer Start immersion program in order to continue in the fall.

Even with the large class and provisional Summer Start admits, the average ACT composite and high school GPA continued to climb. However, the class size and academic profile of Summer Start students likely contributed to a slight decrease in SAT scores.

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INDIANA STUDENTS

After earlier years of decline, the volume of applications from Indiana residents increased, as did their academic preparation. More first-year Indiana residents entered Purdue with some advanced credit, including 12.3% more with AP or CLEP credit and 17.1% more with other college credit.

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DIVERSITY

Minority students were 19.1% of the freshman class – a historic high for both the number (1386) and percentage. There was a particularly sharp increase in the number of “two or more races” students, an increase of 23.3% over 2015. Overall, enrollment of underrepresented minority students in the first- year class increased by 16.9% over the previous year.

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SUMMER START

In 2016, Purdue welcomed its first Summer Start cohort, students who were denied admission for fall but offered the opportunity to begin their Purdue experience during a five-week immersion program that ends the Friday before Boiler Gold Rush. Of the 174 Summer Start students, 172 successfully completed the program and continued in the fall term and 81% achieved at least a 3.0 GPA and completed the participation requirements necessary to earn a $1,000 scholarship toward the fall semester.

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ONLINE CATALOG - RE-ENGINEERING CURRICULA MANAGEMENT

Conversations about an online academic catalog system have been going on at Purdue for years, if not decades. In 2016, the Office of the Registrar got it done.

In Spring 2016, the University’s online catalog launched, and for the first time ever all of Purdue’s academic information is housed in one place. Majors. Minors. Degree requirements. Course descriptions. Academic regulations. All are now available in an accessible, searchable, online resource.

The system serves enrolled and prospective students by providing current and consistent information about all of Purdue’s academic programs. It serves faculty and staff by providing easy-to-use tools to implement curriculum changes while maintaining a single, current and authoritative source.

“This is a very important step forward for Purdue,” says Josie Galloway, associate registrar for academic services, who oversaw the online catalog implementation. She explains that the online catalog is a companion to another system the registrar’s office is currently implementing – online curriculum management – which is expected to launch later this fall.

“With these two systems we are reengineering how the University authorizes and maintains its curriculum,” Galloway says. “Our academic departments will now have the means to submit curricula changes through a system with built-in workflow that ensures we complete all the steps necessary to propose and approve new or modified academic programs. It also enables students to easily recognize their degree requirements to inform their planning for on-time graduation.”

WHAT’S HANNAH’S SECRET TO SUCCESS?

Hannah Mees, a retail management major, likes to keep her finger on the pulse of her academic plan. She has changed her major three times and has always maintained graduating in four years as her goal. To help stay on track, the web-based tool myPurduePlan has been her go-to.

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Designed for students and their advisors, myPurduePlan monitors academic progress toward degree completion. According to Hannah’s academic advisor in the College of Health and Human Sciences, Philip Wallace, myPurduePlan is a great tool advisors can use to help students stay on course. But more importantly, it’s a great tool students can use to take ownership of their own academic plan.

“In my opinion, everyone should use it the minute they step on campus,” says Wallace.

During Summer Transition and Advising Registration (STAR), Wallace provides a hands-on overview of the tool and then recommends students attend the technology session where they have the opportunity to dive deeper.

“Although there is a certain level of tech-savvy that contributes to the ease of using it, it’s pretty intuitive. It’s not perfect, but the longer I’ve been here the better it gets,” Wallace says.

He encourages students to check it once or twice a semester, especially before they come in for a one- on-one meeting with their advisor. He believes the more they use myPurduePlan, the more familiar they are with it and the more they get out of it.

Mees couldn’t agree more.

“At a glance I can see my degree progress. It’s easy to interpret too. The classes I’ve completed are highlighted in yellow. Courses I’m currently taking are in blue. And those courses I still need are in red.”

By using myPurduePlan, Mees can quickly review her GPA in her major and her overall GPA as well as easily plan for future semester by identifying when courses are available.

“Since I’ve changed my major more than once, myPurduePlan has been an extraordinary tool in helping me determine what courses to take and when to take them, so I can graduate this May. Yes, I did have to take two summer sessions, but it was so worth it,” says Mees.

So there you have it, myPurduePlan is Hannah’s secret to success. Feel free to tell a friend.

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FINANCIAL AID - PUTTING THE R IN ROI

Purdue Moves represents the University’s commitment to providing higher education at the highest proven value. Decreases in borrowing and debt at graduation are two indicators that the Purdue Moves strategy is succeeding. Overall borrowing, both student and parent, continues to decrease as do student debt and the percentage of students who borrow.

Part of the University’s value equation is net cost – the cost of attendance after scholarships and grant aid have been accounted for. Frozen tuition has been one approach to managing Purdue students’ net costs, and the graduating class of 2016 was the first cohort to complete four years at Purdue with no tuition increase. Strategic use of institutional aid has been another.

“We have tied financial packaging policies to more effectively meet institutional goals,” says Ted Malone, executive director for the Division of Financial Aid (DFA). “In some cases that means awarding larger amounts to fewer students to increase affordability. While it is a difficult decision, we have abandoned policies that spread nonresident aid so thin that it actually did not provide opportunity for any truly needy student,” he says.

For Indiana residents, DFA has focused on middle-income families, those that don’t qualify for need- based state and federal aid.

“For the 2015-16 academic year we doubled the value of the Marquis Scholarship from $2,000 to $4,000,” Malone says. “By providing an additional $8,000 in gift aid over a four-year degree, this will have a significant impact on the net cost of middle-income Indiana residents.

“As we continue to focus on more effective packaging and increased numbers of scholarships that consider the financial need of the recipient, it will create the funds necessary to make Purdue more affordable for Hoosiers of all income levels.”

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Over the past five years, the value of loans among undergraduate students and their parents has decreased more than 30%.

In 2015-16, the percentage of all students who graduated with debt continued its decline and for the first time since 2011-12, the percent of Indiana residents who graduated with debt fell below 60%.

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For the fourth consecutive year, the average debt of graduating borrowers decreased among students overall as well as among Indiana residents.

FINANCIAL AID PEER COUNSELORS

It happens more often than you would expect.

Purdue students who work as Division of Financial Aid (DFA) peer counselors decide to make it their career.

“We currently have four full-time staff members, including me, who were former DFA peer counselors," says Marcia Osman, assistant director of client services. "There have been many more over the years who have worked with us and many others working in other financial aid offices across the country. We get hooked on the profession and decide to stay.”

DFA peer counseling is a 35+ year old program and a well-oiled machine. Each year in May, the department recruits smart students with outstanding communications skills and provides intensive full-time training for five weeks in the summer.

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Osman believes several factors contribute to the retention and attraction of financial aid as a career.

“It’s a fast-paced environment for peer counselors who provide financial aid counseling. The sheer volume of emails, telephone calls and walk-in traffic means there is never a dull moment,” Osman says. “The peers tell us that they are excited to learn the ins and outs of financial aid and it is a fantastic resume builder.

“Many of the peers find new best friends and form long-term friendships; one couple even married. Most come with a true desire to help others like themselves. I think they stay because we value them and the work that they do.”

Improved self-help, online services have contributed to decreases in phone calls and virtual elimination of long lines in DFA offices.

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SPACE REDESIGN IMPROVES BURSAR SERVICES

Think Property Brothers meet Fixer Upper. With a vision and a talented design team, the Office of the Bursar has transformed its 1950s hand-me-down-furniture-paint-peeling-bank-teller-windowed- uninviting office into a bright, welcoming student-centered space.

Importantly, the new space allows the team to be more efficient in the services they provide.

New, online systems have led to a dramatic decrease in the demand for in-person cashier services, which means the Bursar no longer needs 10 bank-teller-style cashier windows when one is sufficient. Also, before the remodel, different Bursar services were scattered in multiple locations – visitors were often redirected across the hall or upstairs on the first floor of Hovde. Today, 99% of Bursar services are available from their one-stop shop.

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”Our area has gone through an amazing transformation and we now have a very inviting space for students and families to utilize. We incorporated everyone’s ideas to make this a highly functional space,” says Tim Riley, assistant comptroller and bursar.

A surprising upshot of the redesign is an increase in staff morale and reactions from delighted students.

“This fall, our first in the new space, we anticipated some lines, but they never came,” Riley says. “Students were able to receive services or make payments quickly as needed. We were able to handle the volume of walk-ins internally without heavy traffic or lines, which used to affect other spaces in Hovde.”

After Redesign

A snazzy store-front entrance, bold graphics and open space have transformed the Office of the Bursar from a 1950s dinosaur to a modern, welcoming, customer service facility.

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Before Redesign

Gone are the long lines of students wrapping around the Engineering Fountain (as pictured above in the early 1990s).

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INFORMED DECISIONS VIA DATA DASHBOARDS

Informed decision-making in support of student recruitment and enrollment is the ultimate goal of data dashboards Enrollment Management Analysis and Reporting (EMAR) makes available to users across campus. Over the past year, EMAR has focused on two dashboards:

Undergraduate Admissions Dashboard – Used to track applications, admission and enrollment week- by-week or year-by-year. The dashboard provides historical trends and future projections, allowing users to filter a variety of ways: by college, ethnicity, residency, academic term and application type, etc.

Destinations for Undergraduate Applications – Used to identify the University’s top competitors by tracking where Purdue’s admitted students enroll, if not Purdue. The dashboard can be sorted by college and major and filtered by a wide variety of student attributes, from ethnicity to alumni affiliation.

“The dashboards provide campus with versatile, visual representations of data that are easy to interpret for both experts and lay people,” says EMAR Director Stephen Lipps. “Staff and faculty across campus partner with Enrollment Management in student recruitment and enrollment initiatives, and it’s essential for everyone to have easy access to information they can use for decision-making and resource allocation.”

In future years, the dashboards will evolve as EMAR solicits feedback for enhancements from campus users, an effort that is already underway.

“I am a strong believer in data-driven decisions,” says Beth Holloway, assistant dean for undergraduate education in the College of Engineering and director of the Women in Engineering Program. Holloway is one of the campus users with whom EMAR has consulted for future dashboard enhancements.

“I look at applications received from target populations so that if they are low, the college can try to encourage more applications from those groups,” she says. “We watch the yield from those groups for the same purpose. I also look at where students who were admitted to Purdue Engineering ultimately enroll, so that we can see who our competition is. If that competition is different for different demographic groups of students, this information can help us shape our yield programs.”

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RECRUITMENT COMMUNICATIONS STEPS UP WITH SLATE

In the heart of Silicon Valley, Sara Sawrie, Northern California regional admissions representative, checks in excited prospective students to a Preview Purdue info session using her smart phone.

“It makes registration so much easier and demonstrates in a very subtle way that we are a tech-savvy, STEM university,” says Sawrie.

This is just one example of how Slate, Enrollment Management’s new Constituent Relationship Management (CRM) system for undergraduate recruitment is making life smarter, better and faster.

Rolled out in fall 2015, the new functionalities of Slate open the door wide for a new age of access and acumen for EM Communications and campus partners to communicate effectively with future Boilermakers.

Through 1,400 campaigns, Enrollment Management and campus partners sent approximately 6.7 million emails during the 2015-16 recruitment cycle.

Slate has streamlined the admissions process dramatically, simplifying processes for tracking, contacting prospective students, managing the application process, and sending out decisions and post-decision communication.

“Slate was designed exclusively for higher education admissions. Not only do they ‘get’ us, the team at Slate work with us as our needs evolve. But the real kicker is the ability to look strategically at all levels of recruitment, from the money spent on acquiring student contacts to the click-thru rates of a specific email ,” says Dan Derflinger, creative director for Enrollment Management Communications.

“With record numbers of applications, nothing makes me happier than getting anecdotal feedback from prospective students and their families who believe the quality of Purdue communications is unmatched.”

It’s only the beginning. The 2017-18 application transitioned into Slate as of August 1, 2016, allowing the Admissions Committee to manage and read online applications with seamless ease – even from a smartphone or tablet.

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PURDUE SURPRISES NEWLY ADMITTED STUDENTS

On a crisp autumn day in October 2015, two Indianapolis high school seniors heard a knock on their front doors. Vice Provost Pamela Horne, Purdue Pete, cheerleaders and excited members of the Boilermaker family hand-delivered their admission letters and welcomed them to the Class of 2020. Then the Reamer Club whisked them away for unforgettable spin on the Boilermaker Special!

William ‘Colin’ Mixon, from Pike High School, was admitted to the College of Engineering's first-year engineering program, and Makenzie Bishop, from Ben Davis High School, was admitted to the College of Liberal Arts for art education.

With assistance from campus partners, Marketing and Media, the event was streamed live via Life@Purdue using Periscope. At 5 p.m. the same day, thousands of students across the country received their admission decisions.

Students admitted for Fall 2017 are now following Colin and Makenzie on social media as the first-year students have begun their journeys as new Boilermakers. You can too - #PurdueColin and #PurdueMakenzie.

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Purdue University Office of Enrollment Management Schleman Hall, 475 Stadium Mall Dr. West Lafayette, IN 47907-2050 [email protected] 765-494-9116

Annual Report Archives Fall 2016 Enrollment, Admissions and Degrees – Five Year Trends (PowerPoint)

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