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I would have approached this much differently. First, take more of a social constructionist point of view and path. Do not make quick decisions. Create through communication and negotiation. Cutting expenses is a short-term approach that will only help so much. Ensure a financial evaluation is completed to understand the cost savings for programs that are eliminated. The intrinsic value of the program to the college/university and the external community must be considered as well. The problem is not likely with the programs themselves. Ensure a complete review of the recruiting and admissions process is completed to ensure optimal operations in those areas. My guess is that recruiting and admissions need to step up and adapt. Also, if the path of cutting programs is followed, ensure the faculty are involved in the process so they can weigh in on the process given they built these programs. Lastly, before doing wholesale cuts, remember this is a problem with declining revenues. Just as the review of the recruiting and admissions areas might lead to changes to increase enrollments and thus increase revenues, look for other revenue generating programs and services. Cost cutting is temporary, though revenue generation is long-term.

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I would have started with focusing on enrollment and why students were NOT choosing HDCC and also retooling the specific areas that were losing money (i.e. off loading the golf course). Then moved into timeframe to asses who the institution is and assess each program/department against that mission/vision/values.

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The president needs to put together a committee of both the college administrators and key faculty. I would instruct them to put together a cost benefit analysis on each of the programs on campus and request the demand for all academic programs in the 100 mile geographic area. Noteworthy industries and institutions would also be presented in the report. For example, the amount of golf courses in the area in support of the golf program, etc.

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I think a formidable alternative would be to take a social construction approach with an Human resource frame. She’s new. She doesn’t know what she doesn’t know. Leveraging existing institutional knowledge could prove helpful and render a more positive decision that could garner trust and build quality relationships. Her comments about there being no sacred cows and everything is on the table, is hardly the way to build relationships with academic administrators and faculty. She will need to be sure she completes such an approach with some speed, but not without the bringing different components of the system along with her. Otherwise, she runs the risk of her "take no prisoners" approach as shaping her entire presidency, and that could lead to a bigger problem.

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I would suggest the president work with the key stakeholders (such as chair of each programs, leader of each department, and teachers) to make some systematic and strategic plans. In making strategic plans, I would suggest them follow ABCs Strategic Planning Model, that is A(where they are), B(where they want to go), and C(How they can arrive there). I think the A of this college is very clear (the two problems). The B is the vision, mission, and goals. For instance, they can set the vision as to provide quality education for students through running successful programs. To reach this goal, the president and the key stakeholders should collaborate to make a series of plans, strategies or policies involving academic, financial, personnel plans, and other resources allocations, etc. In addition, they also need to make plans for monitoring the process of implementing the plans and evaluating the outcome of the plans.
In short, this is a complex issue, it needs a systematic thinking and planning. Not a single method could solve this complex problem.

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Involve Your People, Bring in More Voices (RAH)

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Involve Your People, Bring in More Voices (RAH)

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I am a symbolic leader so my frame for conclusions is about inspiring a shared vision.  That likely feels less practical for a leader like Pauldine.

I think I'd take a step back and bring in an external auditor to paint an objective picture for all the campus leaders, at every level to know what we're dealing with, and then for Pauldine to discuss with all employees that things will need to change, that we all need to work together or this institution will not survive. My experience cutting budgets at W&M is not 100% transparent, but does offer ownership of cuts at every level and that works -- put some of the hard decisions back on the people too.

Programs that do not make money can make changes to be profitable or face getting cut.  But the leaders (incl Pauldine) can use their big thinking and expertise to help programs consider new operations, even new interdisciplinary ways forward.  BE CREATIVE.

Finally, if low enrollments are coming from a negative institutional reputation, then some external market research around that and address the enrollments through some changes and new communications.

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The President has framed the problems with the structural framework, but the HR framework could be useful. By engaging the community in the generation of ideas and through a commitment to transparency she will build relationships that will be important when hard decisions need to be made in the future. There are more difficult decisions coming, likely ones that include layoffs. She will make people angry, especially those who are touched negatively by those decisions. Having those left in place understand how those decisions were made will be very important.

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The President needs to take on this problem with the college by understanding everyone's perspective (social construction paradigm) by holding public townhalls to share the problems and hear for community solutions. Both the academic and non-academic sides need to be reviewed though quick-fixes (positivist) may be possible in the auxiliaries areas (auxiliaries by definition CANNOT be losing money). The college also needs to find its identity in who they are and what they should be doing for the community they serve (post modern). Should they be offering 4-year programs? Is nursing worth the cost? Is golf management worth the cost? All these programs need to be looked at in terms of enrollment (and trends), revenue, and cost to run. Once the facts of these programs are clear for all to see, the discussion of HDCC's future (strategic plan) can be set with all members participating but lead by the president.

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I am very surprised to see that nursing is a struggling program in this case study.  In all my experiences with community college nursing programs, there are paying and qualified students are turned away because of the highly competitive nature of spots.  An alternative that should be clear to a president with an enrollment management background is to shake up the way the nursing program is being recruited for and promoted.  I do not know about the labor market demand for nurses in 1999 but in 2021 they are very much in need!

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I'm having a hard time understanding how 14 programs could be cut but no faculty were dismissed.  Obviously, I don't want to see anyone lose their job, but we know that employee salaries are one of the largest if not the largest expenditure of an institutional budget.  An alternative solution is that if you are cutting these programs this also means cutting some of those program faculty.  We don't have all the details so we are forced to read between the lines a bit here but I imagine based on the displeasure some of the faculty are reporting, there may be some turnover and in this case. I would recommend a reexamination of duties and not an immediate rehire.

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Appreciate the idea of stopping the bleed and eliminating the financially insolvent programs off the bat, but perhaps working to add a "win" into the column (like finding a revenue stream to help offset the auxiliary unit's shortfall or adding an attractive new program to combat low enrollment) would help morale and encourage faculty/staff see Pauldine as creative, innovative, and focused on solutions, despite having to balance and make the tough decisions