University of Utah · Conducted significant one-on-one and group trainings for numerous academic...

Admissions Office

Annual Report

July 1, 2011 to June 30, 2012

2

Table of Contents

Mission Statement 3

Highlights 4

Year in Review 4 - 8

Appendix A: Organizational Chart 9

Appendix B: Hires, Resignations, Retirements 10 - 11

Appendix C: Presentations 11

Appendix D: Committee Memberships 11 - 12

Appendix E: Awards and Recognitions 12

Appendix F: Strategic Plan 12 - 20

Admission Statistics (Tables 1-13) 21 - 51

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Admissions Office

Mission Statement

The University of Utah Admissions Office has the primary responsibility to accurately

represent the programs, policies and identity of the University while evaluating student

admissions and residency applications in a confidential, secure and service-oriented

environment. Partnerships must be cultivated to help recruit and retain a student

population in the quality and quantity appropriate to the mission of the University. The

Admissions Office supports the effort to increase and maintain diversity within the

student body.

Our mission is accomplished by:

Determining the academic eligibility of all domestic and international

undergraduate and graduate applicants.

Evaluating, articulating and posting transfer credit and credit by examination.

Determining students’ residency status for tuition purposes.

Notifying all applicants of their admission status in a timely manner.

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Highlights

2011* 2012**

Applications

Spring 5,221 4,724

Summer 2,885 2,905

Fall 22,249 24,421

Total 30,355 32,050

Admits

Spring 3,668 3,455

Summer 2,095 2,028

Fall 15,243 16,238

Total 21,006 21,721

Enrolled

Spring 2,440 2,301

Summer 1,243 1,200

Fall 7,953 7,973

Total 11,636 11,474 *2011 figures pulled from 2010-2011 Annual Report **2012 figures are pulled from Table 1, Summary Comparison of Admissions Counts

International applications increased 1477/25%, admits increased 462/18% and

enrolled increased 211/16%, continuing to enhance internationalization at the

University of Utah and support the Kaplan US-Sino Pathways and Global Pathways

programs.

Supported an intern from the Educational, Leadership, and Policy master’s program.

Assisted with transfer recruitment programs with Student Recruitment and CESA.

Began and implemented a complete overhaul of domestic freshman process.

Residency staff supported the Office of Orientation by presenting residency sessions

at the Parent Orientation program in summer 2012. Presentation explained the state

residency law and how a student may qualify and apply for residency reclassification.

Year in Review

Undergraduate Domestic Admissions

Processed 10,534 freshman applications, up 974/9%; admitted 8,691, up 742/8%.

Processed 158 non-traditional applications, down 34/21%; admitted 57, down

35/61%.

Processed 1,201 reactivate applications, down 216/18%; admitted 1,140, down

221/19%.

Processed 1,207 non-matriculated applications, down 266/18%.

Continued expanding cross-training between the transfer, freshman, and data entry

areas of the office. Each member of the freshman staff are trained in 1-2 other areas

of the office.

Managed the 5% Sponsorship referral process, to allow consideration of special talent

and diversity (see Tables 6a through 6c for details).

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HB 144: Awarded 65 tuition waivers for Spring, Summer and Fall 2012 semesters.

This waiver of non-resident tuition is granted for students who attended a Utah high

school for three or more years and graduated; do not hold a valid non-immigrant alien

visa; and sign an affidavit that they are currently without lawful immigration status

but have filed an application to legalize their immigration status. From Fall 2001

through Fall 2012, 410 students have been approved for this waiver and 337 have

enrolled for their admit term. Table 13 details how students registered are

progressing.

Managed the awarding process for the Border Tuition Waiver program (high schools

in Evanston, Lyman and Mountain View, WY and Wendover, NV). Awarded 8 for

Fall 2012.

Managed the purge of 8,629 active paper files and 8,754 inactive paper files, for a

total of 17,383 admission paper files.

Hired three new admissions counselors to assist in holistic review of applicants.

Provided admission training to the University Academic Advisor Committee (UAAC)

and Advising Basics

Processed 6,040 transfer applications; admitted 4,587.

Processed 629 second bachelor applications; admitted 585.

Processed 787 readmit applications; admitted 633.

Created new reports and processes to help reference the National Student

Clearinghouse’s (NSC) Student Tracker to alert students earlier in the process of

required transcripts.

Added a new vendor, Docufide, to our list of e-transcript vendors.

Graduate Domestic Admissions

Processed 6,339 graduate applications, which was a 77/0.012% decrease

Admitted 3,384 graduate applicants, which was a 206/0.061% increase

Enrolled 2,293 graduate applicants, which was a 72/0.031% increase

Processed 97 Medical applications

Processed 354 Law applications

Implemented the Graduate Admissions Committee Exception Rule.

o Fall Semester 2012

31 domestic applicants became recipients

15 international applicants became recipients

AY application system statistics, for Fall Semester 2012, regarding total number

of Graduate Admissions Committee case reviews:

o Domestic = 127

o International = 68

o For a total of 195 committee case reviews.

6

International Admissions

Processed 2,378 undergraduate applications which was a 175/7% increase and

received 3,498 graduate applications which was a 1,272/36% increase. Admitted

1,681 undergraduates for a 172/10% increase and 925 graduates for a 278/30%

increase.

Admitted the third and final US-Sino Pathways (USPP) cohort for Fall 2011,

enrolled 23 students.

Processed an increasing number of applications for Kaplan Global Pathways

(GP). The following table represents the admit/enrolled counts by semester for

2012 and 2011:

Started processing Graduate Global Pathways applications beginning Spring

2012. Overall, received 124 applications and admitted 52.

HB 118: Awarded 22 tuition waivers for Spring, Summer and Fall 2012. This

waiver of non-resident tuition is granted for students who are on a legal US visa

and completed three years at and graduated from a Utah high school.

Hired new Academic Program Support Specialist to focus on Global Pathways

processing and to serve as additional Deginated School Official (DSO).

Attended the American Association of Collegiate Registrars and Admissions

Officers (AACRAO) Winter Institute for International Transfer Credit.

Information Systems

Began a redesign of the ApplyYourself (AY) application system, enhancing

numerous features for academic departments inclusive of an Enrollment Decision

Module and the creation of new, more interactive internal forms.

Conducted significant one-on-one and group trainings for numerous academic

departments on how to use and navigate through this new AY application system.

AY application system statistics from August 1, 2011 to September 20, 2012,

inclusive of all terms beginning with Spring Semester 2012:

o In-progress Applications 5,041

o Applications Submitted 9,956

2012 2011

Admit Enroll Admit Enroll

Spring 117 67 51 35

Summer 72 45 65 38

Fall 339 193 223 136

Total 528 305 339 209

7

Transfer Articulation

Met with Curriculum Policy Review Board to encourage review of articulation

agreements and streamline the process.

Participated with the prerequisite checking for transfer credit with the Registrar’s

Office.

Attended State Transfer Articulation Committee meeting and reviewed USHE

policy.

Updated Utah System of Higher Education (USHE) Transfer Articulation Guides:

SCHOOL NUMBER OF

COURSES

2011-12

NUMBER OF

COURSES

2012-2013

BYU-IDAHO 300 322

DIXIE 222 231

LDSBC 22 22

SLCC 265 298

SNOW 192 193

SUU 314 324

USU 553 559

USU EASTERN 181 See USU

UVU 403 428

WEBER 472 481

WESTMINSTER 117 124

*While not required of USHE institutions, updated 353 courses for BYU (351 for 2011-12)

Updated information for the University of Utah Getting Ready Guides:

SCHOOL

NUMBER OF

DEPARTMENTS

WAIVING MAJOR

REQUIREMENTS

2011-2012

NUMBER OF

DEPARTMENTS

WAIVING MAJOR

REQUIREMENTS

2012-2013

BYU 52 49

BYU-IDAHO 52 49

DIXIE 51 49

LDSBC 32 27

SLCC 57 55

SNOW 52 51

SUU 51 48

USU 52 50

USU EASTERN 51 See USU

UVU 54 52

WEBER 53 51

WESTMINSTER 50 48

8

Residency

Number of applications for resident reclassification and results of residency reviews YEAR TOTAL

NUMBER OF

PETITIONS

RESIDENT

(GRANTED)

NONRESIDENT

(DENIED)

INCOMPLETE

FILES

(MISSING INFO)

% OF

SUCCESS

1) WITH INCOMPLETE

FILES INCLUDED

2) COMPLETED FILES

ONLY

2000 1678 1237 161 280 74% / 89%

2001 1746 1358 154 234 78% / 90%

2002 1626 1070 261 295 66% / 80%

2003 1587 1244 221 122 78% / 85%

2004 1623 1303 211 109 80% / 86%

2005 1626 1376 133 117 85% / 91%

2006 1686 1418 141 127 84% / 91%

2007 1645 1380 151 114 84% / 90%

2008 1837 1431 231 175 78% / 86%

2009 1900 1537 171 192 81% / 90%

2010 1778 1469 155 154 83% / 91%

2011 1772 1527 104 141 86% / 94%

2012 1846 1591 127 128 86% / 93%

Fall Semester 2012 Statistics

o Processed an additional 74 applications in 2012. This is a 4% increase

over 2011.

o Granted residency to 64 more students in 2012 than 2011. This is an

increase of 4% over 2011.

o Denied 23 more students in 2012 than in 2011. This represents an

increase of 18% over 2011.

Utah State Legislature revised the state residency law to allow military veterans to be

granted immediate residency provided they have not been dishonorably discharged

and within 12 months of the term they or an immediate family member wishes to be

considered a resident has established domiciliary ties in Utah and have relinquished

residency in any other state.

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Appendix A: Organization Chart (* = Part-time staff; APSS = Academic Program Support Specialist)

10

Appendix B: Hires, Resignations and Retirements (* = Part-time staff)

Hired Resigned Internal Promotion

Administration Administration Administration

Computer Professionals Director of Admissions Associate Director

Leslie Buck Barbara Fortin Maren Lythgoe

Whitney Lemone

Reception Reception

Reception Supervisor Supervisor

Supervisor Madison Parsons JoLynn Yates

Dallas Nelson Clerks*

Office Assistant Sarah Howard Graduate

JoLynn Yates Steven Black Supervisor

Clerks* Mary Fleck Dallas Nelson

Nataly Osorio

Residency Transfer

Residency Supervisor Academic Program Support

Specialist

Supervisor Leslie Marsh Mark Campbell

Cheryl Butler Clerks*

Clerks* Mason Jones Freshman

Brogan Heden Supervisor

William Smith International Mackenzie Twitchell

Clerks* Bradley Merrill

International Alexander Henderson Assistant Supervisor

Academic Program Support

Specialist

Noel Peterson

Robert Barber Graduate Academic Program Support

Specialist

Clerks* Supervisor Gregory Keough

Salote Brown LeAna Prigmore


Specialist

Graduate Nicole Batten


Specialist

Julie Hottes Transfer

Clerks*

Transfer Sarah McLoney

Clerks*

James MacDonald Freshman

Supervisor

Mackenzie Twitchell

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Freshman

Clerks* Clerks*

Gregory Keough Richard Gonazles

Trevor Keough

Richard Gonzales Data Entry

Data Entry Specialists

Data Entry Carol Saldivar

Data Entry Specialists Clerks*

Carol Saldivar Jacob Parry

Clerks* Derek Jonap

Derek Jonap Michael Roberts

Bennett Rasmussen Bennett Rasmussen

Michael Roberts Taylor Spendlove

Taylor Spendlove Andrew Black

Trevor Trowbridge Brendan Parry Retirement

Andrew Black LeAna Prigmore

Cristopher Nelson

Appendix C: Presentations

Staff Presentation

Su’Ann Johansen Panelist, Utah Association of Collegiate Registrars

and Admissions Officers Annual June 2012

Conference.

Session was a review of the Utah state residency

law and Board of Regents Policy and Procedures.

Suzanne Wayment Facilitator and Lead Discussant, Utah Board of

International Educator’s Conference, Session on

Best Practices in International Admissions.

Suzanne Wayment Guest Speaker, University of Utah Transfer

Coordinating Council, Session on International

Admissions practices.

Suzanne Wayment Guest Speaker, University of Utah, University

College Peer Advisor Retreat, Session on

International Admissions practices.

Appendix D: Committee Memberships

Name Committee

Su’Ann Johansen Ex-officio, Graduate Admissions Committee,

University of Utah

Su’Ann Johansen Utah State Residency Officers

Su’Ann Johansen University of Utah Commencement Official

Su’Ann Johansen Student Affairs Professional Development

Committee, University of Utah

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Maren Lythgoe Steering Committee Member, College Access

Network of Utah (CANU)

Maren Lythgoe Secretary to the Executive Board, Utah Association

of Collegiate Registrars and Admissions Officers

(UACRAO)

Maren Lythgoe University Academic Advising Committee

(UAAC), University of Utah

Maren Lythgoe Ex-offico, Credit and Admissions Committee,

University of Utah

Maren Lythgoe University of Utah Commencement Official

Nancy Trevino Student Affairs Diversity Council, University of

Utah

Suzanne Wayment Utah State Transfer Articulation

Suzanne Wayment Ex-offico, Credit and Admissions Committee,

University of Utah

Suzanne Wayment Ex-officio, Graduate Admissions Committee,

University of Utah

Janet Muncey Utah State Transfer Articulation

Janet Muncey University Academic Advising Committee

(UAAC), University of Utah

Appendix E: Awards and Recognitions

Name Committee

Nancy Trevino University of Utah Staff Service Award

Nancy Trevino Utah Association of Collegiate Registrars and

Admissions Officers (UACRAO) Service Award

Su’Ann Johansen University of Utah Staff Service Award

Appendix F: Strategic Plan - (This is the same information from the 10-11 Annual Report)

UNIVERSITY OF UTAH: STUDENT AFFAIRS STRATEGIC PLAN

ADMISSIONS OFFICE CONTRIBUTIONS /STRATEGIC PLAN

PROGRESS UPDATE FOR JULY 2010 TO JUNE 2011

VISION

Be a leading Student Affairs division.

MISSION

The mission of Student Affairs is to prepare students for active engagement in an

increasingly diverse and global society, to foster community on campus, to provide

outstanding service and to be an integral component in achieving the mission of the

University.

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VALUES

1. Student engagement

2. Professionalism

3. Commitment to diversity

4. Exemplary staff

5. Collaboration

6. Assessment, evaluation and research

7. Leading edge technology

8. Best practices

STRATEGIC OBJECTIVES

1. Develop students as a whole through the cultivation and enrichment of the body,

mind and spirit. (Value: Student Engagement)

Goals and Actions relevant to Admissions:

a. Promote experiential learning opportunities (e.g. career development, internships,

mentoring

programs and part-time employment).

Continue to hire, train, develop and retain staff who are also students, providing

meaningful professional development through work. (Assessment: staff turnover

rates [of 16 staff hired, 12 or 75% were students; 1 fewer position turned over in 10-

11 vs. 09-10]; consider surveying staff to gauge effectiveness)

b. Support global citizenship through increased collaboration with international

opportunities to

promote learning and offer a greater variety of programs (e.g. exchanges,

internships with

academic credit and service-learning opportunities).

1. Guide international students through the admission process and establish

positive relationships with the university. (Assessment: application, admit and

enrolled yields [international applications increased 754/20%, admits increased

344/19% and enrolled increased 1,172/24%])

2. Partner with Kaplan on the US-Sino Pathways and Global Pathways programs.

(Assessment: number of enrolled students [US-Sino Pathways cohort for Fall

2011 = 55; Kaplan Global Pathways admit/enrolled ratios by semester: Spring

2011 51/35; Summer 2011 65/38 and Fall 2011 223/136. Overall, admitted 339

and 209 enrolled])

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3. Assist study-abroad students in awarding of transfer credit. (Assessment: to be

developed—consider connecting with study abroad student survey [Present at pre-

departure meetings and process transfer credit when a final transcript is received.)

4. Implement SEVIS 2 to assist in managing international student status.

(Assessment: successful implementation in 2013)

2. Provide education that ensures all staff is properly trained to provide

professional and competent service. (Value: Professionalism)


a. Encourage and value departmental job-specific training (e.g. manuals, on-the-job

training, cross training and release time to participate in professional

development opportunities).

Provide timely and consistent new staff and all-staff training, using the following

techniques:

1. Maintain new employee and area-specific training manuals. (Assessment:

annual updates [updated all manuals and created new training manuals for

PeopleSoft 9.0 upgrade; in the process of creating training documents for

ApplyYourself (AY) third-party software for the graduate common online

admission application]; consider surveying staff to gauge effectiveness)

2. Conduct twice a month all-staff or unit trainings. (Assessment: training

session evaluations

[collected feedback from all training sessions, utilizing rating and comments for

future training

design])

3. Encourage participation in Human Resource sponsored trainings and provide

release time. (Assessment: number of trainings attended; sharing information

with other staff)

4. Consider what each person can do personally to provide competent service.

(Assessment: to be considered [added customer service components to three all-

staff training sessions; determined and reinforced appropriate phone greetings])

b. Develop strategies for continuity planning to ensure departmental stability.

Provide cross-training and back-up planning and training to prepare for scheduled

and unscheduled absences. (Assessment: Annual use of cross-training during

business cycles and for absences [provided cross-training in each office unit and

among units]; annual updates to training manuals [updated all training manuals];

consider surveying staff to gauge effectiveness)

c. Establish a Student Affairs training curriculum, across all levels of staff, utilizing

a variety of delivery methods (e.g. customer service, student development,

diversity, cultural and professional competencies).

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1. Partner in the Student Affairs training curriculum development initiative.

(Assessment: to be determined)

2. Serve on the Professional Development Committee. (Assessment: annual

participation

[Barbara Fortin served on the PDC for 2010-11; Su’Ann Johansen is serving for

2011-12])

d. Conduct annual performance reviews in all Student Affairs departments,

including position-related and professional development goal setting.

Conduct annual performance reviews for all staff. (Assessment: Monitor annual

completion [administrative assistant began informing supervisors of upcoming

anniversary dates and reminding them of the need to complete reviews]; consider

adding a new element each year and updating the evaluation form every third year;


3. Promote diversity on campus through effective programming and active

recruitment of staff and students. (Value: Commitment to Diversity)


a. Develop programs and services to make the University more accessible to

underrepresented populations (e.g. work with government and community

service providers to identify potential students, promote higher education and

increase families’ understanding of the value of higher education).

1. Continue to support the recruitment of diverse students via the 5% admission

sponsorship program. (Assessment: annual number of sponsorships [283

sponsorships offered for spring, summer and fall 2011])

2. HB144 non-resident tuition waiver advising. (Assessment: annual number of

waivers [49

waivers offered for spring, summer and fall 2011 new students and 42 enrolled])

3. Participation in various outreach programs (e.g. Su Banco, Utah College

Advising Core, Women’s Resource Center programs and Transfer Days at Salt

Lake Community College). (Assessment: number of programs [participated in 4

programs in 2010-11])

b. Increase the resources available for underrepresented students (e.g. scholarships,

grants and jobs).

Consider underrepresented students for staff positions. (Assessment: number of

underrepresented staff [hired 4 new underrepresented staff])

4. Recruit and retain highly qualified staff. (Value: Exemplary Staff)

16


a. Market the value of the University of Utah, in addition to salary and benefits,

when recruiting

staff members.

Maximize the value of University benefits (e.g. flexibility with class schedules;

proximity to class locations; stable work environment; professional work

experience; and typical benefits such as health insurance, retirement benefits,

tuition remission, UTA pass and health and wellness offerings). (Assessment: staff

turnover rates [1 fewer position turned over in 2010 vs. 2011; reclassified 17

positions to assist in reducing future turnover; continue promoting the intrinsic

rewards of working at the U]; consider surveying staff to gauge effectiveness)

b. Develop consistent job descriptions, program objectives and goals within each

department, focusing on specific expectations for the qualified employees hired.

Create and maintain job descriptions for each position and review annually as part

of the performance review process. (Assessment: annual update of job description

[continue reviewing and updating job descriptions as a component of annual

reviews]; percentage of staff meeting or exceeding expectations [all staff met

expectations]; consider surveying staff to gauge effectiveness)

5. Partner with faculty, staff and external constituencies to foster student

development and enhance the greater community. (Value: Collaboration)


a. Broaden partnerships/connections across campus to enhance co-curricular

programming (e.g. serving on committees, planning joint academic and student

affairs events).

1. Continue to participate in programs which support co-curricular development

including Utah Academic Advisors Committee (UAAC), Advising Basics, Parent

Orientation, Graduate Admissions Training and the Kaplan programs (Global

Pathways (GP) and US-Sino Pathways Program (USPP)). (Assessment: number

of programs [participated in monthly UAAC meetings, 6 advising basics

workshops, 10 residency parent orientations, 1 graduate admissions training

workshop, bi- monthly USPP conference calls and monthly ad hoc GP meetings])

2. Provide admissions expertise to university support offices, including the

Graduate School and departments, Recruitment and High School Services,

Financial Aid, Athletics, Dean of Students, International Center, Transfer Center,

University Information Technology (UIT) and 5% sponsors (e.g. Center for

Ethnic Student Affairs, Women’s Resource Center, Center for Disability Services,

Educational Opportunity Programs and academic departments). (Assessment:

number of programs [multiple meetings and communications with Graduate

School and graduate department to coordinate the AY implementation; bi-monthly

meetings with Student Recruitment staff; frequent collaboration with Financial

17

Aid on ad hoc issues; one meeting with Athletics to explain freshman admission

standard changes; multiple meetings with Dean of Student to resolve student

conduct issues revealed through the admission process; close collaboration with

the International Center on many aspects of the admission process and Kaplan

programs administration; one presentation to Transfer Center, highlighting

application and course equivalency processing; Barbara Fortin serves on UIT’s

Student Portfolio team; weekly collaboration with 5% sponsoring offices] ;

consider surveying offices to gauge effectiveness)

3. Collaborate with external constituents to assist prospective students in the

admission process (e.g. high school guidance counselors, parents and

International Refugee Committee). (Assessment: number of programs [over a

100 sessions with prospective students and parents; 6 meetings with external

agencies]; consider surveying constituents to gauge effectiveness)

6. Utilize a coordinated assessment, evaluation and research approach to promote

data driven decision-making. (Value: Assessment, Evaluation and Research)


a. All Student Affairs departments will develop a department specific strategic plan

in collaboration with Assessment, Evaluation and Research (AER) to measure

progress toward departmental and Student Affairs strategic objectives and

learning outcomes.

b. Annual reports will be based on departmental and Student Affairs strategic plans

to formally document progress toward strategic objectives.

Create a strategic plan and evaluate progress for the annual report. (Assessment:

annual report completion; incremental implementation of surveys)

c. Continue to increase assessment methods utilized in Student Affairs (e.g. data-

mining, tracking, benchmarking and surveys).

Develop and administer a new enrolled and no-show survey to gauge application

processing efficiencies and customer service delivery. (Assessment: analysis of

survey responses [created a proposal for an ELP internship to create and administer a

survey—no applications])

Modify current or create new reports to include applicant and admit characteristics

(e.g. residency, gpa/test scores, ethnicity and incomplete applications). (Assessment:

to be determined [throughout application processing cycles provided ad hoc reports,

further disseminating the applicant pool by residency, state representation, ethnicity

and/or other applicant group])

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7. Provide, maintain and utilize technology to enhance student services, assessment

and communication. (Value: Leading Edge Technology)


a. Assure all offices have up-to-date hardware available for staff use.

Annually consider hardware needs. (Assessment: number of computers, thin clients,

monitors, scanners and printers purchased [purchased 15 new computers, 4 new

monitors (to provide dual monitors to more workstations] and two individual desktop

printers])

b. Provide technological support and resources to offices to implement software

systems that support their area.

1. Manage the upgrade to PeopleSoft (PS) version 9.0. (Assessment: number of

customizations maintained [193 customizations managed via upgrade, including

108 modifications, 56 reports and 29 web processes]; successful go-live [live on

10/10/10])

2. Consider application process re-engineering to enhance student service and

leverage staff resources:

a. Partner with the Graduate School to create an online common graduate

admission application. (Assessment: successful go-live [live on 8/1/11];

consider student survey to gauge effectiveness)

b. Create an online residency reclassification application with decision-

making logic. (Assessment: successful go-live; consider student survey to

gauge effectiveness)

c. Implement scanning application documents at the front end to facilitate

workflow and online admission evaluation. (Assessment: successful go-live;


d. Implement electronic transcripts download into PS with transfer course

analysis logic. (Assessment: successful go-live; consider surveying staff to

gauge effectiveness)

e. Implement SEVIS 2. (Assessment: successful go-live)

f. Implement an online transfer course summary. (Assessment: successful

go-live; consider student survey to gauge effectiveness)

c. Continually evaluate and update communication methods used within Student

Affairs and with students.

Annually review all materials sent to applicants and admitted students. (Assessment:

monitor annual review [updated all application processing communications sent to

students, including over 50 letters, multiple postcards and emails, undergraduate

admit brochure, undergraduate and graduate admission applications (online and hard

copy), and residency application with supporting letters])

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Maintain all web sites to ensure information is updated and student marketing

oriented. (Assessment: monitor on-going review [monthly ad hoc updates; assisted

in the development of a new template for Enrollment Management web sites;

developed new Admissions web site with planned go-live of 10/25/11]; consider

student survey to gauge effectiveness)

8. Promote the effective use of best practices in Student Affairs departments,

programs and services. (Value: Best Practices)


a. Encourage departments to utilize research and benchmarking services to evaluate

their services, programs and facilities.

1. Dedicate time to ongoing review of policies and procedures. (Assessment:

monitor on-going review [frequent re-engineering of processes, ranging from an

individual student question generating a process shift to implementation of AY

resulting in a wholesale review of every graduate admission procedure to synch

with the software’s functionality and integration with PS]; consider surveying

staff to gauge effectiveness)

2. Via conferences, publications, USHE and peer institution consultation and site

visits, consider best practices when re-engineering policies and supporting

procedures. (Assessment: to be determined [attended AACRAO, PACRAO,

UACRAO, NAFSA and ACAOPU conferences to share and learn best practices])

3. Participate in enrollment management consulting project. (Assessment: to be

determined [participated in enrollment management and admissions business

process consultation with AACRAO Consulting; implemented many

recommended changes with plans to implement more over the next 18-24

months])

b. Encourage all professional staff to become a member in at least one professional

organization.

Support staff involvement in University committees and professional associations.

(Assessment: monitor annual participation rates [see Appendix D for committee

memberships])

Other Admissions Strategic Initiatives:

1. Evaluate the effectiveness of the Admissions Index (AI) for predicting student

success. Consider re-engineering the AI as needed. (Assessment: to be determined

[collaborated with OBIA and the Credits and Admissions Committee to create a new

Admission Index and supporting Admission Profile)

2. Analyze all undergraduate (including international) admission standards for

effectiveness in predicting student success. (Assessment: to be determined)

3. Update the Undergraduate Admissions Policy 6-404 and the Residency

Determination for Tuition Purposes Policy 6-403. (Assessment: to be determined

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[collaborated with the Credits and Admissions Committee to rewrite the policy,

which is ready for review by the Institutional Policy Committee and Academic

Senate])

4. Assist with the implementation of the enrollment management plan. (Assessment:

to be determined)

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Admissions Statistics (Tables 1-13)

Table 1: Summary Comparison of Admission Counts

(Spring 2012, Summer 2012 and Fall 2012)

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Table 5: Fall 2012 Undergraduate Admitted Student Profile

Admitted Freshmen

Conditional

Non-Resident 443 3.5 24.2 95.9

Resident 819 3.5 23.5 96.8

Non-Conditional

Non-Resident 3,222 2.8 20.2 77.9

Resident 4,532 3.6 25.0 103.6

Total Admitted Freshman 9,016 3.4 23.2 93.6

Denied Freshmen

Non-Resident 490 2.7 19.9 56.0

Resident 381 2.8 18.6 58.2

Total Denied Freshman 871 2.7 19.2 57.1

# of Students Transfer GPA Avg # of Trans Hrs

Admitted Transfers

Non-Resident 785 3.15 52.76

Resident 2,239 3.22 65.17

Total Admitted Transfers 3,024 3.19 58.97

Denied Transfers

Non-Resident 40 N/A N/A

Resident 52 N/A N/A

Total Denied Transfers 92

USAD0027-R1 Page 1 of 1

SA1020r_R0015 September 13, 2012

Admitted Student Profile Report 09:17:47.000000_AM

Fall 2012

# of Students High School GPA ACT Composite Index

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Table 6A-1: Summary of Freshman Students Admitted Under the 5% Rule

Spring 2012, Summer 2012 and Fall 2012

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Table 6A-2: Summary of Transfer Students Admitted Under the 5% Rule


.

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Table 6B-1: Summary of Freshman Students Admitted with 5% Sponsorships


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Table 6B-2: Summary of Transfer Students Admitted with 5% Sponsorships


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Table 6C

5% Sponsorship Admits Graduation Summary 1988 – 1995

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Table 13: House Bill 144 Participants

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