# data[].attributes.body
The evidence for the central problem includes the declining enrollments (E&G revenue), the losses in the auxiliaries ($300k/year), as well as the foundation losing money on the golf course. Further, even given this trend of declining revenues, there is a desire to build the first new residence hall in 40 years. The desire to build a new residence hall is even more puzzling given it is an auxiliary as well, thus is included in the $300k/year losses being incurred by the auxiliaries. Where is the logic in that?

The evidence for the secondary problem includes the cutting of 14 programs. It doesn’t matter that the faculty didn’t lose their jobs. Many, if not all, of the faculty are mentally, physically, and emotionally invested in their programs. I guarantee the cutting of those programs hurt and did not go over well at all. Further, the faculty and staff feeling like they are being stretched too thin. This part I may be reading into a little bit (though I sense it is accurate), but the case mentioned a rating systems for evaluating the programs. Then it said 14 programs were eliminated. It doesn’t appear the faculty were involved in creating the evaluation rating system. If this were simply handed to them, this would definitely cause morale issues with the faculty as well as other strife. Lastly, it was likely a huge blow to the morale of the nursing program faculty when after much effort and work was done to increase enrollments, the President said, “We want to see another year of solid performance.”

# data[].attributes.body
1) low enrollment indicates a decreasing market share and attraction to new students. Why are students NOT choosing us?
2) Desire to build a residence hall- the first in 40 years, indicates there are residential students. Does that unit support the mission of the institution?
3) Golf Course losing money- is that needed in the community?
4) new statewide general education program funneling through 1 division- are we a 4 year institution or 2 year?

# data[].attributes.body
Evidence: low enrollment, auxiliary unit is loosing $300,000 annually, desire to build a residence hall, golf course loosing money.

# data[].attributes.body
I don’t see any real evidence other than low enrollment and deficit losses in auxiliary services to support the claim that there is a problem. As I mentioned on the problems page, Bess and Dee (2008) state that administrators who use a positivist lens assess the conditions and immediately begin to make changes they believe will improve the performance of the organization. The positivist lens and systems approach to solving this problem seems short sighted. She is approaching the problem through the structural lens of the Bolman and Deal 92008) four-part framework. The metaphor of a factory, in this case, seems quite appropriate because she has focused all of her attention on reorganizing and redesigning the entire organizational system to be fiscally viable.

# data[].attributes.body
"The first dealt with low enrollment; the second was that the auxiliary unit (food service, the bookstore, etc.) was losing $300,000 a year; the third was a desire to build a residence hall—the first in 40 years; and finally, the campus foundation that owns the golf course was losing money."

On one end of the rating system were “star” programs, whereas struggling programs on the other end of the continuum were placed “in jeopardy.” Pauldine eliminated 14 programs at the end of the first year.

# data[].attributes.headline
Evidence for Reputation as Main Problem-  "the college had been hit over and over and over" (RAH)

# data[].attributes.subject
Evidence for Reputation as Main Problem-  "the college had been hit over and over and over" (RAH)

# data[].attributes.body
"Pauldine identified several key financial problems."  She didn't identify that the overall finances were the problem. So what are the financial problems specifically? If it keeps "getting hit," why?

"The first dealt with low enrollment" suggests that the enrollment is the first issue -- why are enrollments down if not reputation?

"The second was that the auxiliary unit was losing $300,000 a year" could also be a direct result of those low enrollments and lack of loyalty. No one is using the dining hall or buying things from the bookstore.

The residence hall - why build a res hall if enrollments are low? Or are they not coming b/c halls are outdated?   Not sure, but sometimes you had to invest to make money.

The campus foundation that owns the golf course - why is it losing money? A golf course is external so why isn't it profitable? What is happening with the overall foundation? Is it struggling for a larger reason?

# data[].attributes.body
Budget Evidence: $300,000 loss for auxiliary units mentioned in the problem statement were lost in the decisions and solutions that were only focused on the curriculum and programs. Morale Evidence: even after creative and good work to grow enrollments in nursing, the President chose to keep fear alive for future program cut. How does the external market forces impact the evaluation of programs?

# data[].attributes.body
Programs have been eliminated but no mention of fiscal impact. "Everything on the table" can give faculty/staff worries. Perhaps "everything" doesn't need to be on the table? Concerns of being stretched thin by fac/staff. Growing tensions between new and experienced staff (why?). Nursing program review based on high cost.

# data[].attributes.body
Structured review procedure for all programs, no "sacred cows," elimination of 14 programs, reshuffling of faculty, disappointed/frustrated staff, "feel very thinly spread at times"