Conflicts: Colleges & Universities - Enrollment Management Services

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There are problems and conflicts in enrollment management services at universities and colleges across the nation. The current financial challenges are the university’s failure to meet its enrollment targets during the past five years. The decline in enrollment begun intensely during the Spring 2008 semester; accompanied by the present decline in enrollment in the Fall 2012 se-mester. The allocation of authority has always been debated. Organizational Managers and Di-rectors must strive to understand and improve people-organization relationships in terms of the individual, team, organization, and broader social system. The low enrollment has severely affected Historical Black Colleges and Universities (HBCU); and one of the unfortunate aspects of the noticeable enrollment problems was the initial unwillingness of all universities and colleges - administration to acknowledge that there is a problem. Now that the serious decline in enrollment in upcoming Spring semester of 2013 is clear, the reality of the decline has finally been acknowledged—at least by the Office of Student Affairs and the Office of Provost. The Universities provide academic and financial services to current and former students; also provides academic support services to faculty. There has been repeated denial that the declining enrollment has anything to do with the way “Universities and College 2012” is being implemented or with administrative policy decisions, (NEW YORK CNNMoney, March 2012) The most commonly given explanation for the decline is a reference to national economic problems. We all have rough passages in our lives. For example, in 2011 Clark Atlanta University developed, “Pathway to a Secure Future, Clark Atlanta University Strategic Plan 2011-2013.” While tuition and fees will continue to make up the greater portion of the University’s revenues, at least in the near term, projected revenue growth and the specific tasks necessary to achieve it will be managed using various estimates. An ex-pected, steady increase in revenues by sources over the length of Strategic Plan 2011-2013; with the University’s intent to increase student enrollment, (which is the top priority), thereby, in-creasing revenue from tuition and fees, (Silver & Brown, Pathway to a Secure Future, October 2011). Private funding is expected to increase by as much as 17 percent over the same period, from $9.33 million in 2010-11 to $11.29 million in 2012-13, exceeding the University’s (pre-plan) three-year average of $7.95 million. Overall revenue growth during this planning period is expected to increase from $95.42 million in 2010-11 to $109.06 million in 2012-13, an increase of 12.5 percent which exceeds the (preplan) three-year average of $84.6 million, (Silver & Brown, Pathway to a Secure Future October 2011). The present semester Fall 2012, enrollment has dropped from last semester, (Spring 2012). Clark Atlanta University enrollment services; successfully financial enrolled over 3,800; students, for last semester. However, the present Fall 2012 semester, enrollment is approximately 3,400. So far, the Strategic Plan 2011-2013 has been unsuccessful and with several financial woes most Historical Black Colleges andUniversities, has implemented a restriction in hiring and budget spending. The National Association of Student Financial Aid Administrators (NASFAA), statement on College Board Trends Report by President Justin Draeger offers perspective around College Board financial and universities/collegescost data. The following is a statement by NASFAA President Justin Draeger in response to the reports’ release:“Overcoming financial barriers to higher education remains a significant challenge for the nation’s low and moderate income fami-lies, but the College Board’s latest Trends in Student Aid report highlights some positive indica-tors,” says NASFAA President Justin Draeger, (Washington, DC (PRWEB) October 24, 2012). Based on the NASFAA reports the College Board...
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