Our Mission and Vision
The Office of Enrollment Management is part of the Student Academic Affairs division within the Office of the Provost. Enrollment Management (EM) consists of the Office of Admissions, Division of Financial Aid, Office of the Registrar, Enrollment Management Analysis and Reporting, Enrollment Management Strategic Communications and Initiatives.
Enrollment Management also maintains collaborative relationships with other units including Student Success, IT Enterprise Relationship Management, the Office of the Bursar, International Students and Scholars, International Programs and Graduate Admissions and Records, University Residences, and the Office of the Comptroller.
Mission Statement
We recruit, enroll, support, and graduate a vibrant, diverse community of learners.
Vision Statement
We set the standard of excellence for service and care throughout a student’s college journey.
Values
Our values are foundational in establishing a strong and dynamic organizational culture.
- Pursue excellence and access
- Promote student-centered service and solutions
- Foster collaboration and belonging
- Coordinate equitable and empowering experiences
- Strengthen strategic campus partnerships
- Support affordability and stewardship
- Develop excellence through data and innovation
Enrollment Management Strategic Goals 2024-2027
Foster collaboration with academic units and campus partners to support the development, implementation, and evaluation of new, nontraditional academic programs (e.g., stand-alone certificates, transfer pathways, etc.).
- Design and implement a comprehensive application process, optimized workflow, and tailored communications strategy to effectively support the onboarding and management of certificate-only students.
- Award financial aid to students that are in certificate-only programs by creating a process that allows students enrolled in certificate-only programs to receive financial aid.
- Implementation of Guild and Skillswave for Purdue University Online (PUO) students. Have the Guild and Skillswave employer payment processing systems fully implemented for Fall 2025.
- Develop guidelines and recommendations for how departments can/should create innovative curricular and non-curricular programs and create resources to support this work so departments seek to partner with us rather than work independently.
Develop resources, processes, and policies for supporting the success of non-first-time, non-full-time students at Purdue and beyond (e.g., transfer students, online students, etc.).
- Enhance the transfer student experience from application to first-term enrollment by streamlining processes, improving communication, and ensuring timely support services.
- Improve the transfer student experience from application to first term of enrollment by streamlining the credit evaluation process so students receive more complex information about how credits transfer in time to make informed decisions about matriculation and registration.
- Decrease processing time and number of manually reviewed new beginner and transfer student satisfactory academic progress appeals with a focus on college transfer credits.
Transform the student experience with Enrollment Management by enhancing marketing materials, web portals, communication strategies, and other digital platforms.
- Conduct a comprehensive review of the current application process. Identify key areas for improvement and redesign the applications and process to enhance internal efficiencies and user experience to manage 80,000 applications.
- Redesign the Office of Admissions website to enhance the user experience by improving mobile responsiveness and accessibility, streamline navigation and content strategy based on user analytics, and ultimately design an analytics dashboard for ongoing enhancements through a more manageable platform (e.g., WordPress).
- Develop and implement a prospective student visit portal that enhances the student experience by streamlining the process of identifying, registering, and maximizing visit opportunities by providing a more dynamic, personalized menu of options.
- Improve financial aid messaging and communications with students to provide clarity and minimize confusion in communication with students about financial aid opportunities, aid notifications, and needed action by the student.
- Enhance students’ experience when searching and accessing financial aid information within the two new Financial Aid cards of myPurdue.
- Transform the Office of the Registrar’s web resources and student support tools to improve user experience, accessibility, and resource clarity to enhance the ability of students and campus partners to find information independently, reducing reliance on direct inquiries while aligning with Purdue’s digital and accessibility standards.
Increase access and support for first generation students as well as students from low-income populations and under-resourced high schools.
- Increase Memorandum of Understanding (MOU) partnerships in diverse areas of Indiana by 50% by 2027 by providing education and resources to first-generation students and students of diverse populations in order to increase access and support to low-income populations and under-resourced high schools.
- Increase enrollment and positive perception of Purdue University in Indianapolis through outlined goals and processes.
- Increase new beginner enrollment of first-generation and/or low-income students and/or under-served high schools annually through the expansion of programs specifically targeting Indiana residents.
- Increase awarding of need-based aid such as Purdue Promise and Boiler Gold Grant as well as evaluation key metrics for merit scholarships.
- Collaborate with Teaching and Learning in developing and launching a Student Concierge Service, which will be a resource for 1) students facing potential delays in graduation such as course availability, processes deadlines, etc. 2) students needing additional support, and 3) transfer students.
Strengthen students’ success through streamlining processes, improving technology, and utilizing data analytics throughout Enrollment Management.
- Start utilizing the Banner Courses in Program of Study (CPoS) by Summer 2026.
- Fully implement Ellucian’s Smart Plan and Award systems, allowing students to take ownership of their academic plans and discover additional curricula they could potentially complete during their planned time at Purdue.
- Review and improve Office of the Registrar processes and policies to reduce administrative barriers to student success.
Increase awareness, recruitment, and applications to Purdue University in Indianapolis.
- Increase awareness and recruitment familiarity amongst Purdue staff regarding Purdue University in Indianapolis through a counselor exchange program in the 2024-2025 academic year to improve support, communication, and connection with the Indianapolis campus.
- Develop post-visit feedback forms to better understand levels of interest for the Indianapolis location based on type of event and location.
- Establish more internal knowledge regarding comfort in discussing the Indianapolis location for the 2024-2025 travel season by creating a Fast Fact Sheet for recruiters on the road.
- Increase Purdue University in Indianapolis application numbers to 6,500 (1st and 2nd choice) for Fall 2025 by increasing both student and professional staff, creating a Welcome Center, and including the Indianapolis campus across all communications and mediums.
- Develop a plan to implement a scholarship specifically for students applying to Purdue University in Indianapolis.
- Establish the Joint Services Offices in Indianapolis for the offices of Financial Aid, Bursar, and Registrar.
- Establish and enhance the financial aid process for students applying to Purdue University in Indianapolis.
Provide leadership, support, and guidance to colleges and campus partners in the collaborative development of their Enrollment Management priorities, programs, and goals.
- Develop and implement two to three training opportunities for Slate users by Spring 2025 to allow for more self-sufficiency in their business goals, ultimately reducing projects and/or troubleshooting time.
- Develop a process and mechanism for auto-awarding athletic aid.
- Develop and launch a website along with myPurdue cards as portals for Scholarship Universe that includes current scholarship guidelines, forms, tutorials, and FAQs.
- Proactively seek out ways to improve the various ways the work of the Office of Registrar intersects with academic units.