Often times, when colleges and universities are seeking means for reducing costs, they do not analyze the cost of support services. Below are some ideas that might trigger some cost-savings ideas across the institution. An institution should explore these and other support service areas for potential cost-savings.
Allow libraries to retain their fines to replace books
Establish fixed-free contracts with outside legal counsel and closely monitor costs
Improve the effectiveness of litigation support functions through automation
Contract out duplicating wherever possible if less costly
Do all printing in one color and double-sided only
Increase charges for transcripts, with overnight delivery options
Evaluate cost-effectiveness of internal campus police
Renegotiate service contracts, shift work to in-house staff where cost-effective
Review consulting contracts for their necessity, reasonableness, and ability to recoup the costs
The surest way to be late is to have plenty of time. - Leo Kennedy
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
Tuesday, August 17, 2010
Continuing and Contract Education
Some colleges and universities have found continuing education and contract education to be revenue generating opportunities for them. Some have developed impressive continuing education programs that exceed offerings found at many colleges and universities. Others have partnered with local businesses to offer academic programs and courses in the work place through contact education for a fee. Yet others have used distance learning as a tool to offer coursework cost-effectively and deliver programs globally.
Offer more physical education courses through continuing education on a higher fee basis
Charge market prices or full costs for continuing education and contract educational courses
Offer photography courses as continuing education for fees, and use the profits to invest in new photo technology
Develop public speaking and presentation courses for businesses and offer through contract education
Offer small business courses as continuing education
Start large continuing education classes on film history, aerobics, etc.
Offer non-credit courses on modular basis with staggered months
Make continuing education and non-credit programs financially self-sufficient
Change to census days for non-credit classes
Reduce hours of continuing education or non-credit courses if they don’t cover their own costs
Increase or sustain hours of continuing education or non-credit courses if they generate revenues that exceed or cover their own costs
Have continuing education and non-credit course students bring their own supplies and buy their own books
Establish continuing education courses for test preparation, tutor training, Computer Automated Design, and other new areas
Offer contract education courses in workplace literacy through ESL programs
Charge tuition for non-credit classes in summer school
Few people think more than two or three times a year. I have made an international reputation for myself by thinking once or twice a year. - George Bernard Shaw
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
Offer more physical education courses through continuing education on a higher fee basis
Charge market prices or full costs for continuing education and contract educational courses
Offer photography courses as continuing education for fees, and use the profits to invest in new photo technology
Develop public speaking and presentation courses for businesses and offer through contract education
Offer small business courses as continuing education
Start large continuing education classes on film history, aerobics, etc.
Offer non-credit courses on modular basis with staggered months
Make continuing education and non-credit programs financially self-sufficient
Change to census days for non-credit classes
Reduce hours of continuing education or non-credit courses if they don’t cover their own costs
Increase or sustain hours of continuing education or non-credit courses if they generate revenues that exceed or cover their own costs
Have continuing education and non-credit course students bring their own supplies and buy their own books
Establish continuing education courses for test preparation, tutor training, Computer Automated Design, and other new areas
Offer contract education courses in workplace literacy through ESL programs
Charge tuition for non-credit classes in summer school
Few people think more than two or three times a year. I have made an international reputation for myself by thinking once or twice a year. - George Bernard Shaw
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
English-as-a-Second Language (ESL)
English-as-a-Second Language (ESL) is an important component to many colleges and universities, particularly community colleges in urban settings. ESL courses enable students to bridge many of the barriers they may face in day-to-day living, in the work place, or when pursuing higher levels of academic learning.
Maximize use of learning labs by using as listening labs for ESL students
Offer ESL telecourses, supplemented with reduced classroom and lab time
Offer more “bridge” or transitional classes which funnel ESL students into credit courses
Streamline non-credit ESL programs (move students through faster)
Make “Accent Reduction” course fee-supported for ESL students
Track success rates of ESL students into regular credit courses
Track success rates of ESL students in Basic Skills classes into regular credit courses
Place students in ESL courses according to their level of performance and educational goals
Offer contract education courses in workplace literacy through ESL programs
To have ideas is to gather flowers; to think is to weave them into garlands.
- Madame Swetchine
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
Maximize use of learning labs by using as listening labs for ESL students
Offer ESL telecourses, supplemented with reduced classroom and lab time
Offer more “bridge” or transitional classes which funnel ESL students into credit courses
Streamline non-credit ESL programs (move students through faster)
Make “Accent Reduction” course fee-supported for ESL students
Track success rates of ESL students into regular credit courses
Track success rates of ESL students in Basic Skills classes into regular credit courses
Place students in ESL courses according to their level of performance and educational goals
Offer contract education courses in workplace literacy through ESL programs
To have ideas is to gather flowers; to think is to weave them into garlands.
- Madame Swetchine
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
Possible Class and Program Revenue
These ideas are difficult because they may place a financial burden on students. But, if the choice is closing the program or sustaining it, such fees may be justifiable so students can continue to learn and benefit from them. In addition, if a public university or community college, the tuition levels are still a bargain in higher education.
Charge fees for repetition of continuing education courses which have already been satisfactorily completed
Charge fees to audit a class
Charge non-residents to take ESL classes
Charge more to people who live outside the tax-base
Increase charges for GED testing
Increase enrollment and registration fees
Offer photography courses for credit by day and for fees at night and on weekends
Offer tuition installment plans so classes will be more affordable; charge interest
Initiate or increase application fee; credit the fee toward tuition costs after enrollment, if appropriate; and offer no refunds
Charge fees for non-students to use computer labs and photographic dark rooms, especially on weekends and evenings, on an hourly basis
Sell membership cards to non-students to use photographic dark room on a pre-paid basis
Sell membership cards to non-students to use computer labs on a pre-paid basis
Charge a fee for late registration
Charge students who drop or withdraw after two weeks
Charge a syllabus fee for each program
Charge transfer fees
Charge students for tutorial services
If you’re yearning for the good old days, just turn off the air conditioning.
- Griff Niblack, in Indianapolis News
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
Charge fees for repetition of continuing education courses which have already been satisfactorily completed
Charge fees to audit a class
Charge non-residents to take ESL classes
Charge more to people who live outside the tax-base
Increase charges for GED testing
Increase enrollment and registration fees
Offer photography courses for credit by day and for fees at night and on weekends
Offer tuition installment plans so classes will be more affordable; charge interest
Initiate or increase application fee; credit the fee toward tuition costs after enrollment, if appropriate; and offer no refunds
Charge fees for non-students to use computer labs and photographic dark rooms, especially on weekends and evenings, on an hourly basis
Sell membership cards to non-students to use photographic dark room on a pre-paid basis
Sell membership cards to non-students to use computer labs on a pre-paid basis
Charge a fee for late registration
Charge students who drop or withdraw after two weeks
Charge a syllabus fee for each program
Charge transfer fees
Charge students for tutorial services
If you’re yearning for the good old days, just turn off the air conditioning.
- Griff Niblack, in Indianapolis News
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
Faculty Load
Increasing student fees is controversial. Increasing faculty load is also controversial but feasible. Some colleges have worked with their faculty to develop means for sustaining quality education with greater efficiency in the use of faculty time. In addition, during hard economic times when corporations and government agencies are curtailing hiring, reducing pay, or shortening work hours, college faculty members may need to consider some modifications to their load to help their colleges weather these hard economic times.
Create better incentives for teaching larger classes
Evaluate load disparity taking into consideration of out-of-class responsibilities or lack thereof
Increase teaching workload of all faculty
Institute “load banking” (where faculty teach overload for future paid leave) on a “one-for-one” basis
Have only part-time faculty or consultants teach continuing education courses
When classes are cancelled, have faculty “owe” that class in the future
Limit funds available for substitutes
Do not allow substitute instructors for the first day of absence
Eliminate substitutes and have faculty cover for each other
Limit release time
Introduce a self-funded faculty sabbatical program
Substantially curtail sabbatical replacements
Defer sabbaticals for one semester or more
“Reeling and writhing of course, to begin with,” the Mock Turtle replied, “and the different branches of arithmetic—ambition, distraction, uglification, and derision.” - Lewis Carroll, Alice’s Adventures in Wonderland
It is a lesson which all history teaches wise men, to put trust in ideas, and not in circumstances. - Ralph Waldo Emerson
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
Create better incentives for teaching larger classes
Evaluate load disparity taking into consideration of out-of-class responsibilities or lack thereof
Increase teaching workload of all faculty
Institute “load banking” (where faculty teach overload for future paid leave) on a “one-for-one” basis
Have only part-time faculty or consultants teach continuing education courses
When classes are cancelled, have faculty “owe” that class in the future
Limit funds available for substitutes
Do not allow substitute instructors for the first day of absence
Eliminate substitutes and have faculty cover for each other
Limit release time
Introduce a self-funded faculty sabbatical program
Substantially curtail sabbatical replacements
Defer sabbaticals for one semester or more
“Reeling and writhing of course, to begin with,” the Mock Turtle replied, “and the different branches of arithmetic—ambition, distraction, uglification, and derision.” - Lewis Carroll, Alice’s Adventures in Wonderland
It is a lesson which all history teaches wise men, to put trust in ideas, and not in circumstances. - Ralph Waldo Emerson
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
Staff Functions
Our last two KH Know-How newsletters addressed two controversial topics: increasing student fees and increasing faculty load. Similarly, colleges and universities find changing management and classified staffing configurations and workload hard to do. But austere times require new ways of working – and some of these staffing changes organizations should do because they are good business practices.
Broaden supervisory and management spans of control to at least 8 to 12 incumbents
Review secretarial workload in light of new technology and adjust staffing accordingly
Establish clerical pools to equalize workloads and provide better service
Replace some clerical positions with students on work-study
Establish tutorial volunteer programs to replace paid employees wherever feasible
Allow departments to share support staff
Have paid student workers perform custodial tasks at college
Promote better cross-use of personnel
Increase or decrease work week of classified staff and adjust pay accordingly
Investigate abuse of lunch or rest breaks
Establish stronger supervisory controls over classified staff and clarify reporting relationships
Reduce number of classified supervisory positions
Limit new or temporary classified employees assigned to instruction and hire (rehire) based on need for college semesters or terms
Restructure classified positions to better balance workloads and reduce overlaps
Yellow cat, black cat, as long as it catches mice, it is a good cat.
- Deng Xiaoping
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
Broaden supervisory and management spans of control to at least 8 to 12 incumbents
Review secretarial workload in light of new technology and adjust staffing accordingly
Establish clerical pools to equalize workloads and provide better service
Replace some clerical positions with students on work-study
Establish tutorial volunteer programs to replace paid employees wherever feasible
Allow departments to share support staff
Have paid student workers perform custodial tasks at college
Promote better cross-use of personnel
Increase or decrease work week of classified staff and adjust pay accordingly
Investigate abuse of lunch or rest breaks
Establish stronger supervisory controls over classified staff and clarify reporting relationships
Reduce number of classified supervisory positions
Limit new or temporary classified employees assigned to instruction and hire (rehire) based on need for college semesters or terms
Restructure classified positions to better balance workloads and reduce overlaps
Yellow cat, black cat, as long as it catches mice, it is a good cat.
- Deng Xiaoping
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
Budgeting and Finance
Almost all complex organizations – whether a college, university, government agency, or corporation – find budgeting processes to be complicated or even mystical. Below are some ideas for increasing accountability, transparency, and expertise in budgeting and finance.
Make the budgeting process easier for all employees and the community at large to understand
Replace contingencies in each budget, with one real contingency
Institute program-based accounting or “block budgeting”
Institute zero-based budgeting
Improve the year-to-year continuity of the budgeting process
Train deans and all budget managers in fiscal and budget management
Improve budgeting and tracking to provide control over temporary and part-time employees
Create funding incentives for departments to generate revenues and lower costs
Improve or implement cost accounting
Require cost justification for all major expenditures
Review the use and allocation of the supplies budget
Track grants and special funding sources comprehensively
Simplify the bill-paying system to ensure bills are paid on time to avoid late charges or cessation of services
Use state program-based funding formulas as benchmarks to fund departments
The shortest recorded period of time lies between the minute you put some money away for a rainy day and the unexpected arrival of rain.
-Jane Bryant Quinn
KH Consulting Group (KH) started this Know-How site in 2009 to create a forum for sharing ideas on effectively enhancing revenues and containing costs in higher education in the near and longer term.
KH has posted more than 500 ideas. You can join the forum at:
http://knowhow-education.blogspot.com/
Note: The ideas shared are not prescriptive and will not work in all situations or at all institutions. Some of the ideas are tactical – quick victories to save money in easy ways. Others are strategic, requiring careful analysis before implementing.
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