UNCG Campus Weekly

Campus Weekly is published each Wednesday when classes are in session. In the summer, it is published biweekly.

Alternative revenue sources at UNCG

Our university is looking at alternative revenue sources and ways to become more efficient.

“Just as academic program review will be helpful to us in determining our future directions, so too a look at alternative revenue sources and ways in which we can become more efficient in our operations is extremely important as we move into the future,” Chancellor Linda P. Brady told the trustees at their May meeting.

In March, she had appointed four assessment committees.

The committees each looked at a separate topic:

  • Enrollment & Retention
  • Development
  • Strategic Marketing & Branding
  • Leveraging Internal Strengths/Strategic Partnerships.

For each topic, the committee looked at feasibility, revenue generation potential, resources required, pros and cons, and possible first steps.

In late April, the leaders of the committees presented the committees’ work to the Executive Staff. In May, the chancellor made a presentation to the Board of Trustees.

For Enrollment & Retention, two priority areas are: Increasing the number of online students and Leveraging summer sessions. Other areas mentioned at the presentation are increasing the number of international students, military-affiliated students and non-resident students.

For Development, a priority area is: Enhancing the focus on and commitment to fundraising. Four examples are: Develop a comprehensive fundraising strategy linked to UNCG’s strategic direction and brand; Enhance role and expectations of deans and vice chancellors in fundraising, especially in the area of mega-gifts; Identify proven methods of earning mega-gifts (those over $10 million); Take advantage of the chancellor and other senior administrators’ travel to make donor calls. Additionally, she mentioned strategically utilizing UNCG’s boards, committees and councils to enhance focus on and commitment to fundraising.

For Leveraging Internal Strengths/Strategic Partnerships, a priority area is to increase funding from foundations. She also cited creating a process to support – and stories to substantiate – the question of “Why UNCG?” She also mentioned leveraging “grant stars” and engaging and empowering faculty and staff.

For Strategic Marketing and Branding, two areas are priorities.

One is: Strategically market accomplishments in research, creative activity, entrepreneurism and innovation. Examples include leveraging faculty as experts – using social media – with the ultimate goal of raising individual profiles and the reputation of the university; Utilizing academic program review results to identify and promote programs of distinction; and all units complying with the Integrated Marketing & Strategic Communication plan.

Another is: Create a distinctive and successful Division I athletic program. Examples that were cited: Increase outreach to student body and Greater Greensboro community, specifically regarding men’s basketball; Make Homecoming a first-class event that is a major draw for current students, alumni and community members; and Position UNCG as a national leader and innovator on issues related to student-athlete welfare.

This work by the four committees builds on the work of a taskforce led by David Sprinkle of the Board of Trustees.

The next step in this initiative, according to her presentation, is to conduct a cost/benefit analysis on priority recommendations. The plan is to initially focus on the areas of Enrollment/Retention and Development, which provide the greatest potential for near-term impact on revenue sources for this institution, she said.

By Mike Harris