Office of Enrollment Management Annual Report

Transcription

1 Office of Enrollment Management Annual Report

2 Office of Enrollment Management Welcome! We re pleased to share the Enrollment Management Annual Report with you and thank you for taking the time to review it. This year our report focuses on the five-year anniversary of the implementation of Banner and related student systems. The way Enrollment Management staff and many others on campus do their work has changed dramatically in the past five years. With major change there are always challenges, but because of modern technology and the willingness of many to embrace its capabilities, there have been many more opportunities for improvements in service and efficiency. Just five years ago Purdue student systems were in silos, required nightly interfaces, paper-intensive for students and extensive data entry for staff. Students conducted their business with the University in-person during business hours or though snail mail. During peak times, lines of students snaked through Hovde and Schleman Halls. As we planned and implemented not only new technologies, but also new business processes, real-time integration and providing online service to students 24-7 were the highest priorities. Additional guiding principles include capturing data once and at the source, ensuring that every step in a process is value-added, automating many routine tasks and eliminating steps that do not add value. We remain committed to rarely modifying our baseline enterprise software, but at the same time programming around the edges for continuous improvement. People are our most valuable resource and we want to save their time for handling complex issues and direct constituent service and communication. As a result, many Enrollment Management positions have shifted from routine data entry and passing of paper to higher skilled, results-oriented responsibilities. And those lines of students at the beginning of each term? They re non-existent! The successes and met challenges of the past five years could not have been possible without strong partnerships across campus, especially with our colleagues at the Student Systems Competency Center, but also with faculty governance, the academic advising community, International Students and Scholars, Student Success at Purdue and many others. Five years ago at go-live, we knew it was only the beginning. Continuous improvement is never done, and we are constantly seeking innovation that adds value for students, faculty and staff. To that end, Enrollment Management has also invested in training staff with Six Sigma tools to identify and streamline processes. In addition, the recent implementations of electronic workflow, mypurdue Plan and other applications show great promise in further transforming service and supporting student success. This report, along with additional publications, presentations, student data, higher education links and much more can be found on the Enrollment Management website: Pamela T. Horne Associate Vice Provost for Enrollment Management Dean of Admissions

3 PELL GRANT ENROLLMENT MANAGEMENT DASHBOARD S T U D E N T S 42.8% FEMALE Undergraduate Students Strategic enrollment management has allowed Purdue s undergraduate population to stabilize in Fall 2013 at just under 30,000 students. Undergraduate enrollment, which is 468 fewer than last year, also reflects Purdue's goal to shift its total student population to 29,000-30,000 undergraduates and more than 9,000 graduate students by 2014 to continue serving students with high-quality instruction, while matching the size of the student body with its physical and instructional resources. The undergraduate population is enrolled across the University in similar patterns to last year. Just over 57% of the students are male and Engineering remains the largest academic college for undergraduate students. 29,440 16,751 RESIDENT 7, % MALE DOMESTIC 4,490 NON-RESIDENT INTERNATIONAL 25% ENGINEERING 14% HEALTH&HUMAN SCIENCES 11% LIBERAL ARTS 11% SCIENCE 11% TECHNOLOGY 9% AGRICULTURE 3/4 STUDENTS RECEIVED FINANCIAL AID 9% MANAGEMENT 4% EXPLORATORY STUDIES 2% PHARMACY 2% EDUCATION 1% VETERINARY TECHNOLOGY 1% NON-DEGREE 6,600 FEDERAL RECIPIENTS

4 ENROLLMENT MANAGEMENT DASHBOARD SAT ACT S T U D E N T S New Students 1773 CRITICAL READING 27.2 MATH & WRITING GRADE POINT COMPOSITE AVERAGE 3.70 ACADEMIC PROFILE UP 7 th CONSECUTIVE YEAR For the seventh consecutive year, the academic profile of Purdue s first-year class has increased a trend that contributes to better retention and graduation rates as well as overall student success. At 30,955, applications also reached an all-time high, and yield rates (admitted students who choose Purdue) rose for both in- and out-of-state students. The 6,283 first-year students include 3,453 Indiana residents, 1,852 U.S. non-residents and 978 international students. The first-year class academic profile represents all-time highs in test scores and GPAs, and the largest jump in SAT scores in eight years. The average SAT scores increased by 24 points to a combined 1773 on the critical reading, math and writing sections; the average ACT score increased to 27.2 from The average high school GPA is 3.70, up from 3.66 in PROSPECT 163,791 INQUIRY 80,504 6,283 FIRST-GENERATION & 22.2% *PELL- ELIGIBLE * of U.S. students APPLICANT ADMIT 30,955 18,684 ENROLL 6,283 SELECTIVITY RATE % YIELD RATE %

5 ENROLLMENT MANAGEMENT DASHBOARD 77% STUDENT S Students Servicing Campus COURSES SCHEDULED 37,908 SECTIONS DIPLOMAS ,708 FINAL EXAMS 8 COMMENCEMENT CEREMONIES PARTICPATION 24 SIX SIGMA GREEN BELTS DIRECT ENROLLMENT MANAGEMENT FORUMS 2 ENROLLMENT MANAGEMENT ORIENTATIONS 1,219 DATA REQUESTS

6 Undergraduate Admissions INCOMING PHONE CALLS FIVE-YEAR NEARLY PAPERLESS SYSTEM In 2008, six-foot-high cabinets lined the walls of Admissions offices. From transcripts to portfolios, they housed every piece of paper associated with 30,000 student applications. To check-out a student application, staff completed a paper form and inserted it in place of the file so other staff would know where to go if in need of the same application. Today, those cabinets are gone, replaced by redesigned work spaces built for a nearly paperless application processing system. Banner has transformed how Admissions does business. COST REDUCTION Beyond cost savings realized through greater efficiencies, Banner has helped Admissions reduce printing and postage costs as well. Since most students use an online status check to view their admission decision, sending paper letters to denied students is unnecessary. prompts them to check the decisions online and a PDF of the decision letter is available through the application portal. An improved online application has eliminated the need for paper applications. In 2009, Admissions was mailing thousands of paper applications to high school seniors. Today, all applications are submitted online. E INFORMATION Electronic information, and access to the most current information, is essential for nearly every aspect of Admissions work. Students depend on online access to their application to see what steps are necessary to complete it, whether we ve received the material they sent, and to check the status of their admission decision. 90,000 80,000 70,000 60,000 77,958 58,937 50,000 This 24/7 access to information has contributed to a 24- percent decrease in Admissions incoming phone calls, from 77,958 in to 58,937 in ,000 30,000 20,000 10, % DECREASE

7 Undergraduate Admissions OPEN RATE CLICK-THROUGH RATE COMMUNICATION Over the course of a year, Admissions sends out over 1.7 million outbound s. A daily data transfer between Banner and Admissions constituent relationship management (CRM) system ensures communication with high school students and transfer students is timely and differentiated. CURRENT Messages are developed using fresh data, based on student action or inaction. Have they applied? Is their application complete? Have they accepted their offer of admission? Data determine which messages students receive. COLLABORATIVE Academic colleges and schools also use the CRM for communication campaigns to promote opportunities to students with aligned interests and welcome those who are admitted to their programs. CALCULATED The effectiveness of timely, relevant communication is reflected in the tables below Purdue Admissions open and click-through rates as compared to the education industry average % 70.00% 72.4% 80.00% 70.00% INDUSTRY AVERAGE 60.00% 50.00% 55.8% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 21.5% Purdue Pre-applicants Purdue Applicants Purdue Admits 26.2% 40.00% 30.00% 20.00% 10.00% 0.00% 30.6% 11.4% 2.4% Purdue Pre-applicants Purdue Applicants Purdue Admits 5.8%

8 Division of Financial Aid DOCUMENTATION In the five years since the implementation of Banner, the Division of Financial Aid (DFA) imaged and indexed the majority of student documentation, virtually eliminating paper. This lead to benefits such as increased office organization and efficiency, enhanced communication capabilities and streamlined processes. The removal of a large number of filing cabinets that held student files created about 150 square feet of free space for DFA to reconfigure the front desk area and construct a new student counseling area, to be unveiled later this year. THEN... DAY IN THE LIFE OF A DOCUMENT The paperless system allows staff to organize documentation in a more user-friendly fashion that can be shared among the entire department simultaneously. INCREASED ORGANIZATION Student documentation is logged in Banner using specific codes for the document processing status. Additionally, staff leave notes in Banner to alert other staff members to key elements such as the physical location of a document. This has led to greater efficiency, rather than rooting through a paper file scattered across a staff member s desk or piles of folders locked in a sea of file cabinets. Family sent or submitted documentation to financial aid counselor. NOW... Financial aid counselor placed the file in a folder. The folder was placed in a large filing cabinet that was accessible to all financial aid staff members. This left opportunity for files being misplaced. After a specified period of time, the file was packed in a box and sent to the basement for long-term storage. ENHANCED RECORDS Staff flag student records with award eligibility for major institutional awards such as the Trustee & Presidential Scholarship before the student has been packaged for financial aid. These indicators aid in identifying targeted populations for preliminary communications and reports. UPGRADED REPORTS Upgrading from paper to electronic reports provided many benefits such as increased efficiency, better use of physical storage space and improved accessibility to inform operations and strategy. Family sends or submits documentation to financial aid counselor. The documentation is imaged (scanned) and indexed (filed) appropriately. Once scanned, the paper documentation is kept for a specified period of time and then disposed of appropriately. The documentation is permanently available to all staff members with access to Banner.

9 FIVE-YEAR FIVE-YEAR Division of Financial Aid FIVE-YEAR COMMUNICATION DFA uses a proactive approach to communications and attributes the reduction in in-person and phone communication to strategic electronic communications and advances made with Banner. PHONE CALLS INCOMING S WALK IN TRAFFIC 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000-13, % INCREASE 16, PROCESS IMPROVEMENT Sending student s was previously a cumbersome process that could last two business days. Today s are sent using a quick and easy process that can be done within one business day. SEGMENTED MESSAGING The ability to send specific messages for students through Banner has created customized, proactive communication efforts. AESTHETICS s now have better graphics and formatting, which is an improvement over the text-only s that the department used before the implementation of Banner. s received through FA Contact increased from 13,548 in 2008 to 16,182 in 2012, a 19.4% increase, showing that students and families utilize electronic communications more and more. Targeted, proactive electronic communications and increased presence on the web have contributed to the reduction in calls and walk-in traffic in DFA. 160, , , ,000 80,000 60,000 40,000 20, , % DECREASE 54, ,000 20,000 15,000 10,000 5,000-18, % DECREASE 11,

10 Registrar PRE-BANNER FIVE-YEARS LATER ELIMINATING PAPER In the last five years, the Office of the Registrar steadily decreased paper and printing through electronic processes and digital technologies. Remaining paper processes are expected to be eliminated in next two years with implementation of electronic work flow. E-TRANSCRIPTS One of the most significant developments is an e-transcript system that allows current and former students to order electronic transcripts. Electronic transcripts eliminate printing and postage costs, as well as reduce delivery time to 15 minutes or less. Printed transcript orders have decreased by per month. Transcripts remain free of charge, unlike most peer universities. E-TICKETING The implementation of the Graduation Tab on the student portal provides an excel format download of student commencement ticket requests. The excel file easily flows into Purdue s ticketing vendor, Ticketmaster. Ticketmaster generates the electronic tickets and the student receives an with a unique username and password to their electronic tickets. This system allows 24/7 secure service to students prior to the event. E-DOCUMENTING The Registrar began using the Xtender imaging system to scan and store electronic historical student files that date back to This application provides easy access to retrieve archived records for inquires from students, advisors, faculty and campus staff within minutes. The application has also eliminated the paper process and storage.

11 Enrollment Management Analysis & Reporting DATA DRIVEN DECISION MAKING Data driven decision making has become easier for all departments on campus. A major factor for this success is that Enrollment Management has made reporting widely available through the Enterprise Reporting Tool (Cognos), through pdf files on the Enrollment Management website, and sharing of reports through SharePoint. REPORTING ACCESS TRAINING Over 100 student data reports are available in the Cognos Public folder. These validated and authoritative reports are authored by report authors in the Enrollment Management offices as well exports in other areas. The Cognos Validated reports are accessible for Purdue employees with a Cognos license. For those who do not have a Cognos license, summary reports on enrollment and degrees are available on the EM website and Admissions Summary reports are available on a SharePoint site. At the university, there is no shortage of data. Combine this with the demand for data to drive key decisions, it becomes imperative that there exist one source of truth. The Cognos environment is built on the authoritative Student Information System (Banner) data warehouse. This data warehouse has been customized to meet daily operational needs as well as strategic and longitudinal historical reporting needs. Access to the right data and the many publicly available reports has given personnel in the academic departments the ability to answer key questions to facilitate decision making. It s essential to release authoritative data and also provide the tools to access the data. However, without the proper data training, using can become overwhelming. Enrollment Management provides training sessions for specific groups such as the academic advising community, one-on-one training for Cognos users, and customized training for specific departmental needs.

12 Bursar ELECTRONIC BILLING AND PAYMENT Since the initial implementation of Banner, the Bursar has implemented electronic billing and payment. The Bursar implemented electronic invoices in July 2009 and delivered the 1098T tax form electronically starting in January The chart below represents the savings in providing this service to our student electronically. Since 2008, the Bursar has reduced postage and paper expenses by approximately 80%. Electronic payment is the preferred payment method. The success of this project has led to reduced costs and processing, as well as improving accuracy and customer service. In September 2010, the Bursar closed their lock-box relationship to further reduce costs and now process all forms of payment in-house. $350,000 $300,000 $250,000 $200,000 BANNER IMPLEMENTATION JULY 2008 $216,156 $286,329 EBILLING IMPLEMENTATION JULY 2009 POSTAGE AND PAPER EXPENSES FIVE -YEAR 80% REDUCTION $150, T ELECTRONIC DELIVERY JANUARY 2010 $100,000 $50,000 $55,251 $

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