Key Processes, Challenges and Opportunities

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Challenges
Challenges

The EU Graduate Studies program has declined significantly in recent years impacted by
a series of internal and external factors. The current structure has proven to be ineffective
in reversing the decline and is not sustainable with the current student enrollment levels.
Key issues include the following:
w Lack of cooperation and collaboration between the Colleges and the Office of Graduate
Studies
w Ineffective recruitment and retention of graduate students
w Duplication of functions related to Marketing and the Registrar’s Office
w Positions that are single-sourced and isolated from similar functions performed in
other EU units (see “Executing a Graduate Program Advertising Campaign” in Section
IV-3.) This isolation has several disadvantages including: 1.) no cross-training; 2.) no
coverage or backup during absences or if a person leaves EU; and 3.) limited growth
opportunities.

Recommendations
Revitalizing the graduate studies function consistent with EU’s strategic objective will
require a fresh approach to the organization structure and alignment of responsibilities. The
following roles and responsibilities are recommended to ensure a unified, collaborative approach
to graduate studies and to reverse the drain on EU resources.

  1. Overall strategic guidance to be provided by Graduate Studies Steering Committee,
    Chaired by the Associate Deputy Vice Chancellor, Academics. Primary responsibility
    to ensure full participation at all levels in the development, implementation and
    ongoing enhancement of the Strategic Enrollment Management Plan.
  2. Expansion of Student Success and Student Affairs responsibilities to encompass graduate
    students, supporting the colleges in academic advising, student engagement, student
    success and management of at-risk students.
  3. Move current Graduate Studies Marketing role to the open manager position within
    Marketing and Development. Responsibilities to be merged with the Marketing and
    Publications Unit, to include the following:
    a. Primary responsibility for overall advertising and marketing content
    b. Operational coordination of development and implementation of Strategic Enrollment
    Management Plan
    c. Advertising and brand awareness and development
    d. Ongoing marketing and demand creation
    e. Collaboration with recruiting, Student Affairs and the Colleges on a common set
    of objectives, as defined in the Strategic Enrollment Management Plan
  4. Graduate program recruiting and registrar responsibilities to be developed within the
    Registrar’s Office, maximizing synergies with existing recruiting activities (undergraduate
    and international student recruitment and registration). Move current recruiting
    position from OGS to RO. Evaluate competencies of current OGS recruiter
    to ensure adequate capabilities. Move current Graduate Registrar position to open RO
    position. Cross-training of graduate recruiting and registration roles with RO personnel.
    Responsibilities to include:
    a. Enquiry response, engagement and qualification

b. Inquiry tracking and analysis
c. Admissions and registration
d. Collaboration with Marketing, Student Affairs and the Colleges on a common set
of objectives, as defined in the Strategic Enrollment Management Plan

  1. Program development responsibilities assigned to each College with associated objectives
    and KPIs. Responsibilities to include:
    a. Program administration, development and continuous program improvement
    b. Communication with prospects and engagement with potential students (coordinated
    with Recruiting)
    c. Delivery of program to students
    d. Retention through mentoring, advising and program enhancement
    e. Collaboration with Marketing, Recruiting and Student Affairs on a common set of
    objectives, as defined in the Strategic Enrollment Management Plan

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