Committees & DTFs

Agenda Committee

Academics Revenue Possibilities: Draft for Discussion Don Bantz 11/11/02
(From Budget Information Packet handed out at the Faculty Retreat 2002)

1.Continuing Education

Historically, summer school generates annual net revenue equal to 1.8% of the Academics budget; total Summer ’02 credit-hour count was about 17,000 (Summer ’01, 16,000 credit hours). The best prospect for expanding summer school revenue is Continuing Education (CE) i.e., non-matriculating credit or non-credit courses. We appear to be the only 4-year college in Washington that does not offer CE. While it does stray from our core mission, it can provide a steady revenue stream to the college (cash cow is the term used by other colleges). There will be workload impacts on Registration, but they are receptive to adding CE. We need to find alternatives to narrative evaluations for CE coursework.

Examples of CE courses: >2-5 day intensive workshops on Photoshop, Premiere, Final Cut >Pro, etc., high school camps e.g., >a 2)2Youth Digital Media >camp, MPA certificate courses in management (could be a pilot CE program), Evergreen 101 for new staff, faculty, etc. Also, there appears to be a large market and high demand for MIT certification and endorsements; we hope to start in Summer ‘03. Teaching teachers is closely aligned with our mission and could be done, relatively seamlessly, within our current administrative structure. Realistically, with the scarcity of existing space e.g., competition with Conference Services, we anticipate modest expansion in Summer school ‘03 with greater expansion targeted for Summer ’04 when SEM II is available.

2. Curricular Management

Our pedagogy- and classroom configurations- delimit seminar sizes no larger than 25. Yet, during the past two years, we have lost 9.5 faculty lines due to budget cuts; thus we know we must do a more efficient job of curriculum management by creating more credit hours per faculty line. Tom has already, out of necessity, taken several steps to do this. Continued budget pressure means that we need to continue to explore other options e.g.,

  1. Offer more Evening and Weekend classes that generate higher credit hours per faculty lines
  2. Give the graduate programs a mandate to be net revenue generators e.g., all expenses covered by each graduate program creating incentives for directors to manage their resources more efficiently. Revenues to include: State GF, Tuition (they can now raise it to maximum), Fund raising, Earned income. We have already met with the grad directors and they appear to be receptive to doing so.

3. Organizational re-configurations (cross-divisional work).

CE fits well with the structure of summer school but needs to be offered year round. Currently, we have two separate structures for Summer school and Evening and Weekend Studies (EWS). Some colleges combine these three (summer school, evening and weekend studies, and CE) under one administrative structure. CE could be run off-state budget to give it more flexibility, less constraints, and more entrepreneurial impetus. Should it be combined with Summer school as one entity to reduce overlap and redundancy

Cross-divisional re-configuration possibilities also need to be examined including better asset acquisition alternatives e.g., computers, vans, books, copying/printing etc.

4. Platinum Gold Conference Center. Arrange financing (through reserves, grants, private financing and or COP) to built a modest conference center on campus (how about the old soil reclamation site on Driftwood?) and, through charge backs, cover the mortgage and maintenance payments plus a profit. NOTE: SEM II is attempting to achieve a "Gold" rated building standard (with respect to "green" building design); Platinum is the ultimate green building standard.

5. Establish a for-profit corporation to a) purchase equipment and lease it back to the college

b) purchase real estate and get into the downtown real estate investment/asset accumulation business and c) pursue "Earned Income" activities e.g., providing media services, farm products etc. to the general community; and then there’s that bottled water idea. Obvious risks, needs good management but most colleges have some version of this; too much might raise the "YMCA competing with private enterprise" issue.