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Revenue Generating Ideas Collected by PAT Council Forwarded to President Huddleston

By Jody Record, Campus Journal Editor
August 18, 2010

The PAT Council has sent a list of ideas on how the university might increase revenue to President Mark Huddleston after gathering the suggestions on its Web site during the last two months.

Discussions on money-making or saving possibilities took place among councilors at several PAT meetings earlier this year in response to UNH’s budget crisis. PAT chairman Rachel Feeney shared the idea with the president. In May, a forum was opened on the PAT home page and suggestions came pouring in.

“Rather than sit back and watch others at UNH try to meet budgeting challenges in these tough times, the PAT Council decided to take a proactive role and seek out ideas for achieving an efficient and sustainable campus,” Feeney said. “Our Web site was an easy means for gathering ideas, and we will keep the discussion forums open so that more ideas can be submitted in future.”

The following is a summary of some of the ideas generated.

  • Increase evening, online and distance learning classes: “Nearly pure profit” and losing students to schools whose online offerings outpace UNH’s were two reasons cited for ramping up online classes.
  • New Hampshire license plates: “Other states have license plates for their state universities in order to raise revenue. Why don’t we have a license plate for UNH?” Could include Keene, Plymouth, Granite State.
  • Offsite programs: “Manchester is a great example but this should be expanded even more. There are several programs unique to UNH Durham that could easily be offered offsite.”
  • Encourage the bookstore to make books available sooner: “Currently students seek books through other vendors (e.g. Amazon) as a ‘first stop’ because UNH (bookstore) is not ready.” Meaning, UNH is losing money.
  • Flexible work schedules: “Why not offer staff 90 percent or 80 percent time for one year?”  As long as people would keep their benefits and the option of returning to 100 percent time, some employees would consider this. There are variations of reduced schedules that have money-saving possibilities as well.
  • Reduce utilities and waste: thermostats are set too high; lights aren’t on sensors. Saving money is making money, right? Another employee suggested reducing the use of paper, saying of the hoards of notices his/her office receives, “99 percent of the time, those announcements go from the mailbox to the recycling bin.”
  • Coordinate purchases across courses/departments/campus: “The lack of coordination of purchases is very expensive on many levels.”

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