Post by Aggie One on Sept 14, 2016 11:49:06 GMT -5
Enrollment management effectiveness a big difference between NCA&T, FAMU's top leaders
Harold Martin’s success in building North Carolina A&T into the largest single campus historically black college or university (HBCU) in the nation shouldn’t come as a surprise to anyone. He is one the best experienced enrollment managers among all of today’s HBCU leaders and came to his alma mater with a big vision for the future.
Martin held a number of administrative roles at NCA&T early in his career that helped him learn how to be effective in recruiting students and meeting enrollment goals. According to his official biography, his “earlier positions at NC A&T [included] vice chancellor of academic affairs (1994–99); dean of the college of engineering (1989–1994); chair and acting chair of electrical engineering (1985–87 and 1984–85, respectively) and acting chair (1984-85) of electrical engineering.”
He later served as senior vice president for academic affairs at the University of North Carolina, General Administration and chancellor of Winston-Salem State University. WSSU had the fastest rate of enrollment growth in the entire UNC while he was its top administrator.
Martin brought that enrollment management and recruitment experience to his alma mater, NCA&T, when he became its chancellor in 2009. NCA&T replaced FAMU as the #1 largest single campus HBCU in 2014-2015. It also gained a multi-million dollar boost in its tuition and fee revenue due, in part, to its enrollment increase that year.
NCA&T enrolled 10,725 students in Fall 2014. It saw its enrollment go up again in Fall 2015 to a total of 10,852. NCA&T is expecting more enrollment growth in Fall 2016.
FAMU is continuing to see enrollment declines under a president who didn’t come to the university with the type of vision or experience in the area of enrollment management that Martin had. Elmira Mangum began her contract at FAMU on April 1, 2014. The university’s enrollment in Fall 2015 dropped to 9,920 (down from 10,233 in Fall 2014). That cost FAMU another $9M from tuition and fee losses.
FAMU expects to lose another $9M+ due to its projected loss of 920 students in 2016-2017.
The major administrative jobs that Mangum held before the FAMU presidency didn’t place her at the front-and-center of student recruitment or enrollment strategies
For the rest of the story:
rattlernation.blogspot.com/2016/07/enrollment-management-effectiveness-big.html
Harold Martin’s success in building North Carolina A&T into the largest single campus historically black college or university (HBCU) in the nation shouldn’t come as a surprise to anyone. He is one the best experienced enrollment managers among all of today’s HBCU leaders and came to his alma mater with a big vision for the future.
Martin held a number of administrative roles at NCA&T early in his career that helped him learn how to be effective in recruiting students and meeting enrollment goals. According to his official biography, his “earlier positions at NC A&T [included] vice chancellor of academic affairs (1994–99); dean of the college of engineering (1989–1994); chair and acting chair of electrical engineering (1985–87 and 1984–85, respectively) and acting chair (1984-85) of electrical engineering.”
He later served as senior vice president for academic affairs at the University of North Carolina, General Administration and chancellor of Winston-Salem State University. WSSU had the fastest rate of enrollment growth in the entire UNC while he was its top administrator.
Martin brought that enrollment management and recruitment experience to his alma mater, NCA&T, when he became its chancellor in 2009. NCA&T replaced FAMU as the #1 largest single campus HBCU in 2014-2015. It also gained a multi-million dollar boost in its tuition and fee revenue due, in part, to its enrollment increase that year.
NCA&T enrolled 10,725 students in Fall 2014. It saw its enrollment go up again in Fall 2015 to a total of 10,852. NCA&T is expecting more enrollment growth in Fall 2016.
FAMU is continuing to see enrollment declines under a president who didn’t come to the university with the type of vision or experience in the area of enrollment management that Martin had. Elmira Mangum began her contract at FAMU on April 1, 2014. The university’s enrollment in Fall 2015 dropped to 9,920 (down from 10,233 in Fall 2014). That cost FAMU another $9M from tuition and fee losses.
FAMU expects to lose another $9M+ due to its projected loss of 920 students in 2016-2017.
The major administrative jobs that Mangum held before the FAMU presidency didn’t place her at the front-and-center of student recruitment or enrollment strategies
For the rest of the story:
rattlernation.blogspot.com/2016/07/enrollment-management-effectiveness-big.html
