Enrollment Management. Annual Report

Transcription

1 Enrollment Management Annual Report

2 3 WELCOME 4 THIS YEAR IN ENROLLMENT MANAGEMENT 5-7 ENROLLMENT MANAGEMENT, ANALYSIS AND REPORTING 8-9 UNDERGRADUATE ENROLLMENT UNDERGRADUATE ADMISSIONS FINANCIAL AID 14 REGISTRAR 15 BURSAR 2 EMAR 2012

3 Enrollment Management Annual Report Welcome! Thank you for taking the time to review the Enrollment Management Annual Report. This report will focus on three themes carried out in Enrollment Management (EM) over the past academic year: communication, collaboration and continuous improvement. The Office of Enrollment Management receives coordinated support and direction from executive officers and leaders in the Office of the Provost. EM consists of direct reporting offices, as well as other strong partnerships with several other units throughout campus. Direct reporting offices include: Admissions, Enrollment Management Analysis and Reporting (EMAR), Financial Aid and Registrar. Close campus partners include: Bursar, Student Access, Transition and Success (SATS), IT Enterprise Applications, Student Systems Competency Center (ITEA SSCC), International Students and Scholars (ISS), University Residences and the academic colleges and schools. Some of the key highlights in Enrollment Management over the past academic year include: New monthly EM Newsletters showcase the latest Purdue and national research on financial aid, student data, higher education hot topics and more. Financial Aid develops award letter with new features to display transparency in college costs. Registrar completes changes to commencement which appear seamless to students, faculty, staff, and visitors. Pamela T. Horne Associate Vice Provost of Enrollment Management Dean of Admissions As we look back at the last academic year, EM moves forward to: Undergraduate Admissions going live with the Common Application in fall Current students gaining access to new online degree planning tool mypurdueplan powered by Degree Works in January Additional Six Sigma process improvement projects around the EM units. This Annual Report along with additional publications, presentations, student data, national higher education links and much more can be found on the Enrollment Management website: Regards, Pamela T. Horne Associate Vice Provost of Enrollment Management Dean of Admissions 2012 EMAR 3

4 This Year in Enrollment Management Communication EM continued to place a high focus on distributing Purdue undergraduate student data to Enrollment Management units, the academic colleges and school and the general campus community. In the spring of 2012, EM launched a monthly newsletter as the latest communication initiative. EM Newsletters were developed to communicate important Purdue and national student data with graphics and charts to provide a quick, content filled read. Collaboration The 2nd Annual EM Summit was held in June The EM Summit is a day EM units come together for collaboration and professional development. The summit hosted Admissions, Financial Aid, Registrar, EMAR, SATS, Bursar, ISS and ITEA SSCC. This year staff was able to enjoy presentations stemming from EM specific topics and refreshers to interactive activities and simulations. Terry Gilbert, Admissions, kicked off the Summit hosting EM Jeopardy. Continuous Improvement EM sent fourteen staff from different EM units through Six Sigma-Green Belt training in the summer of Six Sigma is a business management strategy that uses statistical measurement aligned with customer requirements to improve processes. All fourteen staff earned Green Belt Certifications, and worked on process improvement projects around EM. Some of the projects included: cross communication, process time reduction and decrease of transfer calls. Al Hefner Admissions moderated the EM Summit lunchtime program on Career Paths with a panel of staff from EM units (Left to right: Madonna Ritter-EMAR, John Higgins-Bursar, Lesa Beals-Registrar, Dan Carpenter-SATS, Jessica Kasmerchak-Admissions). Six Sigma group creates data with trebuchets to find statistical measurements in variation, central tenancies, and confidence levels (Left to right: Cheryl DixonFinancial Aid, Joni Byrd-Bursar, and Xing Ming Yu-EMAR) EMAR 2012 SIX SIGMA GREEN BELTS Julie Huser, Financial Aid, works on Value Stream Mapping in Six Sigma. 2 EM FORUMS 2 EM ORIENTATIONS 1 EM SUMMIT

5 Enrollment Management, Analysis & Reporting Source for Official Purdue Student Data Enrollment Management Analysis and Reporting (EMAR) serves two primary purposes for the University. Enrollment Management First, EMAR is the data operational support for the Office of Admissions. EMAR tracks data on the incoming class from applications to admits which is used to project the new student enrollment. They also provide necessary data support and analysis of Purdue recruiting efforts. Second, the unit is the source for official Purdue current student data. EMAR provides reports and analysis to academic colleges/school and other Purdue units on: applications, enrollment, retention rates, degrees, graduation rates, academic achievement and short term and ten year enrollment projections. IMPACT, Assessment Team Brent Drake, Assistant Vice Provost and Director of EMAR, has been a member of the assessment team for IMPACT. IMPACT stands for Instruction Matters: Purdue Academic Course Transformation. It is a Purdue-West Lafayette initiative to increase student success in foundational courses with a student-centered learning environment. The IMPACT learning environment is transformed from traditional large lecture hall to a combination of small group work, online education resources and in-classroom technology. Historically, DFW (drop/fail/withdrawal) rates at the West Lafayette campus were highest in many of the traditional courses with large lecture hall courses. Brent and the EMAR staff provide student data analysis for course, grade and retention of students in IMPACT courses. It is early in the analysis phase, but initial results show declining DFW rates in IMPACT courses. August 1, 2011 July 31, 2012: OF STUDENT 273 DATA REQUESTS MORE THAN 150 OF RECRUITMENT DATA REQUESTS 5REGULAR TERM PROJECTIONS 2LONG TERM PROJECTIONS 4.0 FTE TO GENERATE EACH PROJECTION 2012 EMAR 5

6 Research and Data EMAR developed the monthly EM Newsletter as a new communication piece to showcase to the campus community the latest Purdue and national research on financial aid, student data, higher education hot topics and more. The EM Newsletters can be found at Some the data and research highlighted over includes: CREDIT HOURS The average number of credit hours currently required to graduate from Purdue University across all undergraduate degree programs is Peer institutions in the Big Ten average 123 credits and in the AAU average 122 credits. Purdue students currently attempt on average credits per semester. A Bachelor degree program at 120 credit hours requires 15 credit hours per semester to graduate in four years. INCREASING ACADEMIC PROFILE This is Purdue s highest academically prepared class in its history, showing increases in total SAT scores (up to 1749 in 2012 compared to 1731 in 2011), ACT scores (up to 26.9 in ACT Composite Entering Cohort compared to 26.6 in 2011), high school GPA (3.66 in 2012 compared to 3.62 in 2011), and high school rank (up to 84 th percentile in 2012 compared to 83 rd in 2011). This follows progressive gains over the last five years in the student s academic preparation. SAT scores have increased 65 points, ACT scores 1.4 points, and high school GPA 0.19 points over the last five years ACT Composite SAT CR+M+W High School GPA SAT CR+M+W High School GPA Entering Cohort Entering Cohort AVERAGE NUMBER OF CREDIT HOURS ACROSS DEGREE PROGRAMS EMAR 2012 ACT YEAR TREND INCREASES SAT + 65 HS GPA +.19

7 RETENTION AND GRADUATION RATES Purdue reached a historical high in one-year and two-year retention rates this year. One-year retention of the 2011 cohort reached 90.6% and two-year retention 83.7%. Given that 77% of students, who leave Purdue do so in their first two years, the University is positioned to see future gains in graduation rates. One-year retention rates and graduation rates are highly related because the majority of attrition from Purdue occurs during the first two years of enrollment. As the one-year and two-year retention rates have risen at Purdue we have begun to see increases in our four-year and six-year graduation rates. Four year graduation rates currently stand at 45.7%, the highest in Purdue s history. Additionally the six-year graduation rate increased to 70.2%. With recent historical highs in Purdue s retention rates, we predict the graduation rates will continue to increase Entering Cohort EMAR 2-YEAR RETENTION SURPASSES 1-YEAR RETENTION A DECADE AGO The recent two-year retention rate of 83.7% surpassed the same mark as the one-year rate 13 years ago. Purdue retained 82.9% of students who began in the 1998 cohort to their sophomore year, and only 73.2% to their junior year. The latest data show that nearly the same percentage 83.7%, of students are retained to their junior year. GRADUATION RATE BY CODO SEMESTER Generally, CODO (Change of Degree Objective) students graduate with 7.5 more credits overall and take an additional semester to complete their degree than Purdue students who never CODO. Data show the longer the student waits to CODO for the first time, the greater the impact on their four-year graduation rate compared to students who never CODO (non-codo). When the student CODOs in the first two semesters, there is little variance in the graduation rate between non-codo vs. CODO students. If a student CODOs in semester three or four, their four-year graduation rate declines dramatically. The student who CODOs in the third semester has a four-year graduation rate 8 percentage points lower than a non-codo student, 42% compared to 50%. The largest gap in four-year graduation rates between non-codo vs. CODO students occurs when a student CODO s in the fourth semester. Overall, a fourth semester CODO student s four-year graduation rate is approximately 30 percentage points lower than a student who graduates from the entry college/school Entering Cohort Semester MULTIYEAR INCREASES RETENTION GRADUATION RATE 2012 EMAR 7

8 Enrollment Management Undergraduate Enrollment Strategic enrollment management has allowed Purdue s undergraduate population to stabilize in Fall 2012 at just over 30,100 students. The University is moving towards the target population between 29,000-30,000 undergraduates by 2014 to continue serving students with high-quality instruction, while matching the size of the student body with physical and educational resources. The undergraduate student population is enrolled across the University in similar patterns to last year. Just over 50% of the students are male, while Engineering and Health and Human Sciences remain the largest academic colleges for undergraduate students. 12 % 11 % 11 % 9 % 8 % 4 % 2 % 2 % 1 % 14 % 24 % 1 % 24% ENGINEERING HEALTH & HUMAN SCIENCES 12% LIBERAL ARTS 11% SCIENCE 11% TECHNOLOGY 9% AGRICULTURE 8% MANAGEMENT UNDERGRADUATE STUDIES PROGRAM 2% EDUCATION 2% PHARMACY 1% VETERINARY TECHNOLOGY 1% NON-DEGREE STUDENTS 30,147 UNDERGRADUATE 8 EMAR 2012 STUDENTS 57% MALE 43% FEMALE

9 Undergraduate Students by Residency Undergraduate students represent all 50 states at Purdue. While Illinois remains our top importing state, California surpassed Ohio to lock in the second spot. Rounding out the top 5 importing states are Ohio, Michigan and Texas DC Undergraduate Enrollment EUROPE 106 ASIA 4500 Undergraduate Enrollment by Citizenship NORTH AMERICA U.S. Universities continue to experience high interest from Asia. Our citizenship diversity is a valuable component of our world-class institution, and Asia continues to be the dominant continent for Purdue s undergraduate international population. underg SOUTH AMERICA - 63 AFRICA 56 OTHER ,405 INDIANA RESIDENTS 7,836 DOMESTIC NON-RESIDENT 4,906 INTERNATIONAL 2012 EMAR R 9

10 Undergraduate Admissions Undergraduate Admissions The Office of Admissions key responsibilities are the recruitment and selection of a wellprepared and diverse student body. Undergraduate recruitment is a university-wide effort in which Admissions partners with colleges, schools, and various student service departments to effectively engage and communicate with college-seeking students, their families and their high school counselors. The work of Admissions operational staff encompasses processing and recording applications as well as releasing the admission decisions. Admissions Decisions A Holistic Approach Admissions takes a holistic approach to evaluating applications. First and foremost, students must be academically prepared to succeed at Purdue, and a variety of criteria help us make this judgment: minimum high school course expectations the rigor of a student s individual high school curriculum in the context of coursework available at his or her high school overall grades grades in core academic subjects (math, lab science, English/speech, social studies, foreign language) trends in academic achievement SAT or ACT test scores the major to which he or she is applying If we believe the student is academically prepared to succeed in his or her desired major, the size of the applicant pool compared to the available space is our next consideration. Is this applicant competitive compared to the rest of the pool? In addition to academic competitiveness, other factors such as application essay, personal background and experiences and information provided by a high school administrator are factors in this decision. Prior to the beginning of each admission cycle, Admissions works closely with each academic college and school to determine individual priorities and enrollment goals. Freshman Class of 2012 New High in Academic Achievement Enrolling its most academically prepared class to date, Purdue welcomed 6,291 new freshmen to its West Lafayette campus in August In all, 30,903 students applied for undergraduate admission, also a new high. The University s new students achieved record levels in academic indicators including SAT, ACT and GPA. The class average SAT score climbed to 1749 (an 18-point increase); the average ACT score increased to 26.9, from 26.6 the previous year; the average GPA rose to 3.66 from And of 621 Indiana students the College Board identified as the state s best, Purdue enrolled 281. This reflects a multiyear increase in the academic preparation of new Purdue students, which has a direct impact on retention and graduation rates. Student retention and graduate rates also increased in 2012 and the quality of the fall freshman class indicates these upward trends should continue as well. SIZE OF FRESHMAN CLASS: 6, EMAR ,877 PROSPECT 85,574 INQUIRY 30,903 APPLICANT 18,951 ADMIT 6,291 ENROLLED ACCEPTANCE RATE 61.3% YIELD RATE %

11 WEB REPLY CODE: Campus Collaboration Leads Hobsons CRM Team to a Circle of Excellence Strong Partnerships = Effective Communication Admissions strong partnership with Marketing and Media as well as with academic colleges and student service departments continued over the past year, allowing Purdue to stand out among our peers in communication with students and their families. In 2008, Purdue was faced with a difficult choice replace a robust, but antiquated, student information system or pay hundreds of thousands of dollars to maintain the homegrown system, which was built on outdated computer language. The decision was to replace. In the summer of 2009, a core team from Admissions, Enrollment Management, and One Purdue began implementing a new system Hobsons Constituent Relationship Management (CRM). And this July Hobsons presented Purdue with its Circle of Excellence award, recognizing the University for its innovative use of the CRM system. The CRM supports differentiated communication based on students academic interests and individual actions. For example, it allows the College of Engineering to communicate with one subset of the overall population while the College of Liberal Arts is contacting a different subset. It allows Admissions to send apply messages to seniors who haven t applied, while allowing colleges to send thanks for applying messages to students who have applied to their programs. As the mother of a new freshman student says, The information sent to us as my daughter was deciding between the seven quality schools was a huge part of the reason we chose Purdue over those other schools. We felt that if we were given that much support before she got there, the support after arrival would be even better. PURDUE EA/EOU Produced by Purdue Marketing and Media ADM UNIVERSITY WEST LAFAYETTE, INDIANA ACADEMIC SUCCESS LIFELONG CONNECTIONS ENDLESS OPPORTUNITIES RIP IT, SEND IT. WHAT WILL YOU BE? MAKE A FUTURE. MAKE A DIFFERENCE. MAKE IT HAPPEN. AT PURDUE WITH NEARLY 200 MAJORS YOU CAN BE ANYTHING YOU WANT TO BE. THE FUTURE IS YOURS TO CREATE. TO GET MORE INFO, CHECK ANY OF THE BOXES BELOW. RIP IT OFF. STICK IT IN THE MAIL. WE LL BE BACK IN TOUCH. Or go to (or scan the code to the right) and enter your web reply code. Psst Parents. Want more info? Visit and enter the web reply code located on the right. Give us your address and we ll be in touch. COLLEGE OF AGRICULTURE COLLEGE OF EDUCATION COLLEGE OF ENGINEERING COLLEGE OF HEALTH AND HUMAN SCIENCES COLLEGE OF LIBERAL ARTS COLLEGE OF PHARMACY COLLEGE OF SCIENCE COLLEGE OF TECHNOLOGY KRANNERT SCHOOL OF MANAGEMENT XXXXXXXXXXXXXXXX SCHOOL OF VETERINARY MEDICINE: VET TECHNOLOGY (ANIMAL NURSE) VET MEDICINE (ANIMAL DOCTOR) UNDERGRADUATE STUDIES PROGRAM WE ARE PURDUE. WHAT WE MAKE MOVES THE WORLD FORWARD Through the system, campus users can create and distribute , host online chats, coordinate call nights and schedule postal mailings. Few, if any, universities the size of Purdue provide such global access to a CRM. The project requires a great deal of care and feeding the efforts of a dedicated team led by Dan Derflinger, Admissions Senior Assistant Director for Electronic Communication. Another key team member is Jack Betten, Assistant Director of Enrollment Management and Reporting, who oversees data integrity. And Peg Wier, Assistant Director of Admissions, coordinates training for all campus users. Admissions contracts with Hobsons to provide the CRM to Purdue s undergraduate recruitment community at no cost to the departments that use the system. By providing free, easy-to-use tools to communicate with prospective students and their families, Admissions has helped Purdue recruitment communication become more efficient, collaborative and consistent. Campus Visits Continue to Climb An increase of 7.3% on-campus visitors for a total of 39,229 this year, is an encouraging sign one that indicates interest in Purdue remains high and that off-campus recruitment programs and effective communication are working. In addition to providing access to the Hobsons Constituent Relationship Management system campus-wide, Admissions bolstered its staff by adding five regional recruiters in strategic national locations Atlanta, Boston, Chicago, Dallas and San Francisco. These individuals joined a regional recruiter already established in Indianapolis to increase Purdue s presence and personal outreach in these locations. The added staff allowed us to attend 196 additional college fairs for a total of 922 and visit 356 more high schools than the previous year for a total of 772. Undergraduate Admissions 22.7% FIRST GENERATION COLLEGE STUDENTS *PELL GRANT ELIGIBLE 22.0% * OF U.S. STUDENTS ON-CAMPUS: ///////////// 39,229 COLLEGE FAIRS: ///////////// 922 HIGH SCHOOL VISITS:///////// R 11

12 Financial Aid Division of Financial Aid (DFA) The Division of Financial Aid assists students and parents by providing a transparent environment to help families apply for and receive financial aid resources for Purdue college expenses. DFA educates students and their parents in understanding the financial aid process and financial aid program guidelines through on and off campus outreach. Additionally, DFA provides data and research to support new financial aid programs or to change existing financial aid programs for more effective recruitment and retention of students through graduation. Communication and Service DFA continues to put a high focus on providing great customer service to students, families and guests. From July 1, 2011 to June 30, 2012, DFA participated in 126 on and off campus events, attended by 16,008 participants. In the past three years, deflected calls dropped from nearly 30,000 to around 1,000. DFA exhausts every resource before sending an inquiry to another office. Packaging Policies 126 July 1, 2011 June 30, 2012: ON & OFF CAMPUS OUTREACH EVENTS 12 EMAR ,008 PARTICIPANTS 92,298 For the packaging policies regarding new beginning nonresident students were modified. More funds were given to high merit scholars (recipients of Emerging Urban Leaders, Presidential and Trustees Awards). To make better use of limited institutional funds, the dollars were concentrated on high merit students. The results of this policy change were favorable: the acceptance rate of the high merit scholars increased from to by 7.6%. Additionally, the acceptance rate of the nonresident students who did not receive high merit awards remained stable. NUMBER OF VIEWS ON THE FINANCIAL AID ESTIMATOR PAGE

13 Financial Literacy According to the National Foundation for Credit Counseling s 2012 Consumer Financial Literacy Survey, Four in five adults (80%) admit they could benefit from additional advice and answers to everyday financial questions from a [financial] professional. Many adults now give themselves a grade of C, D, or F on their knowledge of personal finance, marking a statistically significant change from 2010, when as many as two out of three adults (65%) gave themselves an A or B. Advocating financial literacy is core to the mission of DFA. One of the features added to the DFA website in the last year is MyMoney. The website is targeted to Purdue students and is a Purdue-affiliated website dedicated to promoting, providing, and producing tools and information to help individuals learn important financial skills. MyMoney takes a proactive approach to empower individuals to take control of their financial future. The website is available at DEGREE MAKERS 65% 55% 69% OF DEGREE-SEEKING PURDUE STUDENTS EARN A BACHELOR S DEGREE* GRADUATION IS WITHIN REACH. On average, better academically-prepared students, females, nonresidents and students who participate in learning communities take less time to complete a degree. Typically, the students who take longer than four years to complete their degree retake twice as many courses and are far more likely to repeat a course. Purdue students earn a degree in an average of 4.27 years. Pell Grant recipients at Purdue graduate at a rate of 64 percent (2004 Cohort), which is higher than any other public 4-year institution in the state of Indiana. AFTER GRADUATION, WHAT WILL I OWE? As of the school year, Purdue students who borrowed graduated with an average student loan of $27,286. Over a standard 10-year repayment period at 6.8 percent interest, the total cost of this loan including interest is $37,681 with a monthly payment of $314. To calculate your expected loan costs and monthly payment, visit LOAN AMOUNT 22% PRIVATE PUBLIC FOR-PROFIT INSTITUTIONS INSTITUTIONS INSTITUTIONS Six-year graduation rate of 2002 full-time, first-time beginner cohort at 4-year institutions (most recent national data available) *Six-year graduation rate of 2005 full-time, first-time beginner cohort, which includes Technology Statewide PAYMENT MAKERS WHAT IS THE STUDENT LOAN DEFAULT RATE? The default rate is the percentage of borrowers who defaulted on their Federal Stafford loans within the two-year window after entering repayment. 50K 40K 30K 20K 10K 8.8% NATIONAL 4-YEAR INSTITUTIONS 5.2% PUBLIC 4-YEAR INSTITUTIONS $575 / MONTH $69,048 $460 / MONTH $55,238 $345 / MONTH $41,429 $230 / MONTH Direct Loan repayment at 6.8 percent over the $27,619 standard repayment $115 / MONTH period of 120 months. $13,810 REPAYMENT AMOUNT (PRINCIPLE + INTEREST) 98.3% OF PURDUE STUDENTS SUCCESSFULLY ENTER REPAYMENT ON THEIR STUDENT LOANS 2.4% BIG TEN 1.7% PURDUE default rates NONRESIDENT FIRST YEAR SUCCESS The percentage of freshmen that returned their sophomore year at Purdue University was 90.2 percent, a higher rate than the national average for both public and private 4-year institutions. Multiple scholarship programs such as Purdue Promise, Purdue Opportunity Award, Emerging Urban Leaders and Science Bound require freshmen to participate in a support program. The result is a higher student retention rate of percent as of the academic year. OVER 9 in 10 FRESHMEN RETURN FOR THEIR SECOND YEAR AT PURDUE UNIVERSITY* NEARLY 8 in 10 FRESHMEN RETURN FOR THEIR SECOND YEAR AT PRIVATE INSTITUTIONS NEARLY 8 in 10 FRESHMEN RETURN FOR THEIR SECOND YEAR AT PUBLIC INSTITUTIONS 2008 Full-time first year retention rates of 4-year institutions (most recent national data available) *2010 Full-time first year retention rate $27,286 AVERAGE LOANS OF PURDUE UNDERGRADUATE BORROWERS $36,760 $24,056 RESIDENT Mean debt of graduating undergraduate borrowers Transparency in college costs has been one of the hottest topics analyzed and discussed to higher education over the last year. Purdue s Division of Financial Aid (DFA) took the lead in developing a new award letter, revamping how aid was presented, for the incoming class. Not only were students provided with a clear expected cost of attendance, but also grants and scholarships were displayed in one section to exhibit net cost after gift aid. The letter also directed students to the DFA website for financing and payment options for those who had additional costs not covered by grants and scholarships. In addition, Purdue supplemented the award notification letter with a new informational page. Julie Huser, Award Letter Shopping Sheet DFA, developed a page using graphs and charts to be transparent in Purdue s six-year graduation rate, retention rates, average loan indebtedness, default rates and loan payment charts. In July 2012, the Secretary of Education released a similar-styled shopping sheet for colleges and universities to implement by the award year to be in compliance with Section 484 of the Higher Education Opportunity Act (Public Law ) to have a standard model of financial aid award letters. Purdue s shopping sheet as was true with the availability of a Purdue online financial aid estimator three years before required, is leading the pack one year before ( ) the implementation deadline ( ). Financial Aid 3/4 PURDUE UNDERGRADUATE STUDENTS RECEIVED FINANCIAL AID OVER BILLION FINANCIAL AID DISBURSED OVER 7,400 FEDERAL PELL GRANTS AWARDED 28 MILLION 2012 EMAR 13

14 Registrar The Office of the Registrar provides accurate, timely and costeffective services enforcing high standards related to course and student information, enrollment, registration, grade activity, academic and classroom event scheduling, veteran s affairs, graduation and academic records. e-transcript Coming Soon! In 2012, the Office of the Registrar in partnership with IT Enterprise Applications, Student Systems Competency Center (ITEA SSCC) developed an in-house electronic transcript system. The development allows current and former students to request electronic transcripts for the first time through an online interface. The target electronic transcript roll out is October DESTINATION: GRADUATION YOUR DEGREE PLANNING AND EVALUATION TOOL PURDUE plan mypurdueplan One of the key continuous improvement projects the Registrar has been working over the past year with ITEA SSCC and the Degree Works team to bring a new degree audit/planning tool to campus, mypurdueplan. This tool will be accessed through mypurdue portal for advisors and students. Some of the features available to students and advisors are: 1. Tracks completed, in progress, and future coursework 2. Populates what-if scenarios to assist with decision to CODO 3. Calculates GPA needed to achieve academic goals 4. Stores notes section for the student and advisor mypurdueplan opens to advisors in the Fall 2012 and students in Spring Purdue Makes Seamless Changes to May Commencement Commencement is a team effort coordinated by the Office of the Registrar to provide a unique experience that focuses on the academic achievements of the graduating students. Faculty and staff across campus contribute in a variety of capacities; such as marshals, banner bearers, check-in and much more. This effort is led for eight ceremonies a year; two in the fall, five in the spring and one in the summer. May commencement at Purdue saw some new changes. Historically, Purdue orators only called out names for graduate students. Undergraduate names would be projected onto large screens while the students received their diplomas walking across the stage in Elliot Hall of Music. In May 2012, led by the former President France Córdova initiative, the Registrar piloted orators calling out all undergraduate and graduate names. Chris Pass, Assistant Registrar for Records, Registration and Graduation, undertook the process changes to commencement. Time limitation at ceremonies was the main obstacle to overcome, since approximately 4000 undergraduate names would need to be read. One of the changes made to accommodate time was having graduate students with their own separate ceremony, instead of imbedded with their College or School ceremony with undergraduates. Registrar staff captures memory after spring 2012 Commencement. Front: Chris DeHahn Pass, Lesa Beals; Middle Row: Nikki Zimmerman, Cheryl Arroyo, Kim Watley, Lauren Duncan; Back Row: Steve Lipps, Bob Kubat, Natalie Rausch All in all, students, visitors, faculty and staff saw a seamless transition of orators calling all undergraduate and graduate names for the first time in the history of Purdue Commencement. OVER 37,000 COURSE SCHEDULING 14 EMAR ,841 TRANSCRIPT REQUESTS 3,843 FINAL EXAMS COMMENCEMENT CEREMONIES

15 Bursar The Bursar s Office undertakes the management of key University financial resources and records, provides guidance towards establishing appropriate fiscal practices and acts as a central collection point for the University. The Bursar is a close campus partner of Enrollment Management to create seamless financial processes for students. Student Payment Distribution The Bursar s Office has encouraged electronic payments as the preferred payment method, reducing costs and increasing accuracy. In the spring 2012, the largest portion of invoices (70%) is paid by web check. The other significant form of payment is by mail at 14%. Spring 2012 Student Payments Payment Methods Cash Payment Other Wire Transfer 1% Cash Payment Payment 3% 3% Web Check Payment 72% Credit Card (Paypath) 7% Mailed Payment 14% Credit Card (Paypath) Mailed Payment Web Check Payment Wire Transfer Payment Other CONTINUOUS DEVELOPMENT In 2012, about 15% of the Bursar staff pursued continual education. This ranged from staff taking courses for credit in pursuit of a higher degree, an individual graduate from Council for Manager Development (CMD), an individual graduate from Accomplish Clerical Excellence (ACE), an individual representing clerical staff on Continuing Support Advisory Committee (CSAC), an individual serving in an emeritus role on Administrative and Professional Staff Advisory Committee (APSAC), and three staff earning a Six Sigma- Green Belt. Staff engaged as admitted students pursuing further coursework has increased from 15% to 20%, in This ranges from 3 staff pursuing Master s degrees and 2 staff pursuing Baccalaureate degrees. $ MILLION FEES & HOUSING CHARGES $ MILLION INDIVIDUAL PAYMENTS $ 27 + MILLION IN FEE REMISSIONS 88,000 INVOICES 2012 EMAR 15 Registrar/ Bursar

16 The Office of Enrollment Management Schleman Hall of Student Services 475 Stadium Mall Drive West Lafayette, IN EA/EOU