RU Law School AdmissionsSite Supervisor: Jay Austin
Although, the selected/assigned student may be specifically interested in experiencing the administrative side of a large and robust professional graduate program, the operation of RU Law is unlike any other law school in the country. What had been two distinct independently operating entities entered a merger agreement in 2015 to operate as unified law school with two legacy campuses. From a management standpoint, the continued creative and strategic thinking to best accommodate an institutional structure while recognizing marketing, branding, equity, distribution of human capital and resources both internally and externally.
Thus, Goals · To understand and recognize the tension that often exists within an academic unit where the admissions operations is both an office that provides access and also a revenue generator for the institution. · Provide a well-rounded exposure to administrative functions in a highly selective admissions office, · To understand the necessary institutional commitment to foster best practices with regard to diversity, inclusion and developing a sense of belonging within an academic setting. Law schools have operated successful pipeline programs that facilitate opportunity for students, as early as middle school through mid-college and post-BA degrees to consider paths to becoming lawyers. This is especially true as legal education has sort to broaden the demographics of incoming students. RU Law, especially the Newark campus, has extraordinary capacity to design and implement a program that provides opportunity to various cohorts of students. Project---Under the direction of the senior associate dean, analyze and make recommendations for design features, delivery and budget needs to implement a flagship pipeline program in Newark that could also be replicated in Camden. Considering the unique operation and staff structure of the existing admissions office, and adjacent offices (financial aid, student services, and registrar) conduct market analysis of peer institutions and submit a final white paper offering recommendations for restricting of the admissions office and personnel staff. This includes the role of technology as an enhancement tool. Project---Under the supervision of the senior associate dean, consider the optimal organizational chart, and subsequent professional development opportunities for staff to better serve the institutional mission and values. |