Business plan goals on target Board gets 'good news' fiscal update
Trent University's business plan to reduce debt and to meet its tough new financial targets is right on track, says President Bonnie Patterson.
"The difficult decisions taken by deans, directors and managers over the past 18 months have taken effect, and the sacrifices many have made will build a stronger university for the longer term," Patterson says. "Our recovery is well underway. This means that Trent's world-class liberal arts and science education can be sustained and enhanced in the future."
In a presentation to Trent's Board of Governors recently, the president and senior administrators reported that fiscal strategies to reduce the university's operational indebtedness are on target for Trent to bring in a balanced budget by the end of fiscal year 2001-02.
"Halfway through a three-year recovery plan, the indicators all point in the right direction for full recovery," Patterson said. "At the same time, the Board has supported our moving ahead with some important investments - such as bolstering our marketing and student recruitment activities and purchasing new scheduling software - that will attract more students and allow our resources to be utilized more effectively."
The university placed stronger emphasis on revamped recruitment materials and hired additional high school liaison officers as part of its enhanced marketing efforts. Increasing enrolment is a key factor in helping the university's fiscal situation. The new computer software will allow the university to plan its use of classroom space for maximum effectiveness.
The indicators to date show that:
"The credit for the success to date belongs to everyone in the university community. They have all felt the impact and all have shared the burden," said Len Vernon, Chair of the Board of Governors' Finance and Property Committee and a Trent alumnus from the class of '64. "I believe the first year's results show the administration's plan was sound. We've turned the corner with everyone's help in putting their shoulders to the wheel, but there are still savings to be achieved before we can reach our goal."
Trent University in recent years has been operating on a line of credit for over half or more of each school year, and tough measures had to be introduced to put the university's financial house in order and control spiraling costs.
On the capital expenditure side, the launching of the three-year Capital Development program, including the updating of the Master Plan in preparation for the Build 2000 program, holds important promise for the university into the future.
Trent's students, faculty and staff deserve state-of-the-art facilities and the necessary technological tools to meet the expectations of the communities we serve, Patterson has said. Appropriate and enhanced space for both classroom and research activities are essential if Trent is to be competitive in the future and build sustainable partnerships. There's a need to address costs and deferred maintenance liabilities, and to seek new revenue opportunities, she has noted.
Trent's Board of Governors in November 1999 determined that part of the university's fiscal goals could best be supported by consolidation of the downtown campus at the Symons Campus. The cost of operating the two downtown colleges out of older buildings not designed for academic and research purposes, was about twice the cost of operating and maintaining similar space in other campus buildings. The synergy of having more campus life focused at one location would be an added benefit both financially and for students in terms of the quality of education offered.
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