Enterprise Group

Annual Report 2004- 2005

Los Angeles Pierce College

September 2005

Harvest Festival 2005

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Table of Contents Executive Summary

Background

Vision and Mission

The Enterprise Divisions

Organizational Chart

Accomplishments for FY 2004-05

Staffing and other Resources

Role of the Enterprise Group

Mission Statements for Revenue-Based Divisions

Income and Year end Balances for FY 2004-05

Performance Overview by Division

Short-term Goals FY 2005-06 for Enterprise Group

Long-Range Goals FY 2005-09 for Enterprise Group

2004-2005 Annual Report

President Dr. Thomas W. Oliver

Vice President, Academic Affairs

Dorothy W. Rupert

Vice President, Student Services Dr. Joy McCaslin

Vice President, Administrative

Services Timothy L. Oliver

College Enterprise Manager

Larry Kraus

Administrative Analyst Brian Silk

The Enterpris rating during Fiscal Y ffice of

the Vice President of Administrative

proce

Claemployees and operates under the

ru

e Group opeear 2004-05 under the o

Services interacts frequently with establi ance shed shared govern

sses of the College. The Enterprise Group employs both ssified student) and unclassified (

les and policies of the Los AngelesCommunity College District.

The primary mission of the Enterprise Group is to support the academic activities of the College through the administration of a number of revenue-based service divisions, each offering direct support services to the College. The Enterprise Group, working in cooperation with both the instructional and administrative functions of the College, capitalizes on opportunities to generate revenue while fostering community involvement, providing administrative assistance, and encouraging communications between all groups. The secondary mission of the Enterprise Group is to provide administrative activities necessary to operate the College.

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Executive Summary The Enterprise Group was established in 2002 to provide alternative sources of funding to support Pierce’s academic programs. This annual report covers the period July 1, 2004 to June 30, 2005, a year which began with fiscal uncertainty, but ended with optimism as the College realized the true benefits of enrollment growth during periods of extreme financial restraint. The Enterprise Group is made up of thirteen revenue-based divisions and three services. One of these divisions, Community Services which had been targeted for closure because its financial operation was failing, was reorganized with a new business model and as a result generated a positive year-end balance of $185,000. These strong year-end balances allowed the College to recoup prior year rental fees, and positioned Community Services to begin regaining its leadership role within the Community College District. With the exception of the Food Services and the Equestrian Educational Center divisions, all of the divisions reported positive net revenue streams which collectively generated about $360,000 in additional revenue for the college. Major accomplishments within the Enterprise Group included the opening of the new College Services Building, and relocation of a number of major departments into the new building. New Bookstore opened August 2004 The opening of the Bookstore, Reprographics, and Freudian Sip each required substantial time in labor, resources, and startup capital to retool, repackage and open the doors to customers and staff. The Enterprise Group also coordinated the relocation of the Business Office and Financial Aid.

The Enterprise Group is made

up of both revenue and

service based divisions all of which support

the primary mission of the

College.

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Other events included: planning for the Fall 2005 Harvest Festival; opening the Equestrian Center; successfully completing the lease agreements for the cellular phone antenna’s; and completing the joint occupancy lease agreements for the Sunrise Little League fields. These events are expected to generate an additional $200,000 in fiscal year 2005-2006. The Enterprise Group has also participated in many of the activities of campus life including catering of staff appreciation luncheons, community outreach activities such as Day of the Child, and promoting the college at large whenever possible. Projections for fiscal year 2008-09 call for the Enterprise Group to generate a yearly ending balance of about $1.8 million per year. These funds will continue to be made available to offset operational costs, support the College’s use needs, and further enhance its ability to serve the needs of the academic community.

Background

Since funding allocations from the District Office are primarily based on enrollments, Pierce historically has suffered because of its unique costs associated with the size of the campus, age of the facilities, and other related factors. In the past, stabilization models have forced the District’s financial resources from large campuses to smaller colleges. This has occurred under the assumption that large enrollment campuses can better absorb the reduction through economies of scale. However, the models do not take into account the other mitigating factors which have

resulted in a continuing erosion of Pierce’s fiscal footing. The College has addressed this issue through the Enterprise Group which has been actively pursing sources of income that are independent of tax-based revenues, and are consistent with the educational mission of the College. The following two tables illustrate the degree of the problem with regard to the College’s financial condition.

In FY 2008-09 the Enterprise

Group is projected to

generate about $1.8 million

dollars per year in additional

revenue

Pierce’s agriculture lands with Warner Center in the background

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Table 1 reveals the inequality in State funding among the State’s three institutions of Higher Education and K-12 education. Community Colleges handle 14.4 percent of the students enrolled in California, yet only receive 10.3 percent of educational funding.

Table 1 California Educational Dollars (2004-05 Estimates)

System Students % of students Dollars per Student1

% of Education Funding

UC 199,428 2.5% 19,880 44.9%

CSU 341,587 4.3% 10,500 23.7%

CCC 1,137,150 14.4% 4,550 10.3%

K-12 6,200,000 78.7% 9,338 21.1%

Note 1 – Dollars per student based on 1 WSCH per State General Fund Allocation Model

Table 2 displays the physical size of the nine Community Colleges within our District and compares the funded allocations against the number of acres of the institution. Pierce College has 46% of the total District acreage, but only receives funding allocations based on enrollment. Thus, Pierce’s ability to adequately maintain its land continues to create difficulty for the College.

Table 2 Size of Colleges in the LACCD as it relates to the 2004-05 Budget Allocation

Number Final Budget Funding College of Acres w/o Balances per Acre

2004-05 City 49 49,955,527 1,019,501 East 82 55,147,855 672,535 Harbor 90 22,957,089 255,079 Mission 22 19,356,919 879,860 Pierce 430 40,709,139 94,672 Southwest 69 18,541,362 268,715 Trade Tech 23 40,552,712 1,763,161 Valley 105 43,682,566 416,024 West 72 23,471,405 325,992

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Based on the realities of the State budget and the mechanisms for funding allocations, there is clear evidence that the College must begin to look at other funding sources based on Growth, Foundations, Partnerships, Contract Education, and Entrepreneurship. The realities of funding distribution at the college level reveal only a small percentage of the available funding is considered as discretionary funds. A majority of the funds (over 92%) are consumed in Operations and Personnel. Table 3 illustrates this budget reality.

Table 3 Realities of the Educational Budget

DiscretionaryOperations

Personnel

The College, as part of its process for change, has taken steps to improve its fiscal constraints by reallocating resources, collaboration, and out-sourcing programs which are consuming discretionary dollars. Each of these steps, along with the concepts of partnerships, will provide fiscal opportunities as they relate to the realities of the College’s educational budget. Pierce is rich in land assets but does not receive adequate funding to maintain and support 430 acres of land.

Growth, Foundations, Partnerships,

Contract Education, and

Entrepreneurship are important

funding sources for the College

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Vision The vision for the Pierce College Enterprise Group is to provide entrepreneurial support and direction for Pierce College’s operations, and to create and develop special financial opportunities using college property and facilities for educational economic sustainable solutions.

Mission The primary mission of the Enterprise Group is to support the academic activities of the College through the administration of a number of revenue-based service divisions, each offering direct support services to the College. The Enterprise Group, working in cooperation with both the instructional and administrative functions of the College, capitalizes on opportunities to generate revenue while fostering community involvement, providing administrative assistance, and encouraging communications between all groups. The secondary mission of the Enterprise Group is to provide administrative activities necessary to operate the College.

The Enterprise Divisions

The Enterprise Group is composed of thirteen revenue-based divisions and three service divisions. Each operates as a separate entity, guided by a business plan, and is responsible for maintaining excellent customer relations, sustainable profitable operations, and supporting services to the College’s core academic mission. The Enterprise Group currently is comprised of the following divisions:

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Revenue-based division Assistance to Students and Faculty

1. Student Store (books, supplies, convenience store, etc.) 23

456

Sup

789

Fos111

Alte1

111

. CopyTech (reprographics)

. Staff Services (mail room, conference rooms, and phone operators)

. Equestrian Center

. ID Card Center

. Parking Management during peak periods.

porting campus life . Food Services New CopyTech Center

. Vending Operations

. CyberCafe (Freudian Sip)

tering Connections to the Community 0. Agricultural Education Center

1. Business Center 2. Community Services – Extension

rnate Revenue Generators 3. Office of Special Events (facilities rentals, filming, lease agreements,

Permits for Use, Recreational Leases, ) 4. Parking (guest parking)

5. Foundation fundraising activities. 6. Partnership Programs

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Organization Chart College Enterprise Manager, Administrative Services Division Organizational Change

As of September 13, 2005 the Enterprise Group will report to the Office of the President. This change will be reflected in future reports.

Table 4 President

(Dr. Thomas W. Oliver)

Pierce College Council Enterprise

Task Force

David S. Braun Pamela J. Brown

Barrie Logan William de Rubertis

Bert Sanchez Sunil Trivedi

Vice President of Administration

(Timothy L. Oliver)

Accomplishments for FY 2004-05

1. Relocated the Bookstore to the new College Services Building.

2. Expanded product mixes in the Bookstore to meet student and Staff demands.

3. Opened the Freudian Sip Café on the campus.

4. Opened the CopyTech retail system to students, facility and staff.

5. Initiated CopyCard allowing students & staff to access campus wide equipment.

College Enterprise Manager

(Larry Kraus)

Office Supervisor

(Marina Ibarra)

Special Events Administrative

Secretary (Esther Cohen)

Food Services Manager

(Linda Brown)

Equestrian Manager

(Bill Lander)

Bookstore Manager

(Greg Osweiler)

Workforce Development

(Judith Trester)

Community Services Manager

(Cindy Chang)

Administrative Analyst

(Brian Silk)

AEC Farmer (John Forneris) AEC Operator (Robert McBroom)

AEC Coordinator

(Barbara Forneris)

New College

Services Building

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6. Developed legal boarding documents for the Equestrian Center.

7. Opened the Equestrian Center to student boarders.

8. Initiated marketing and special events programs to promote the new Equestrian Center.

9. Developed a themed approach and fundraising concepts for AEC.

10. Developed the Harvest Festival and pumpkin project.

11. Secured a lifetime Franchise agreement for the Pizza Farm concept.

12. Converted Community Services from a loss condition in FY 2003-04 to a net positive revenue condition in FY 2004-05.

13. Developed and implemented a new advertising plan for Community Services.

14. Brought food services into health and safety compliance.

15. Completed the Wireless Cell contracts for Nextel, Cingular, Sprint

16. Competed joint occupancy leases for 31/2 acres of land at the corner of Victory and Winnetka for Sunrise Little League.

17. Secured the services of a real-estate broker to assist in securing potential tenants for partnership projects on the campus.

18. Responded to the water damage from the February 2005 rain storms with minimal confusion for employees and customers.

19. Developed standardized policies and procedures for a number of support functions of the college.

Staffing and Other Resources

During FY 2004-05, a number of new positions were filled to compliment the new services in the College Services Building, and to deal with unclassified assignments. Two full-time Office Assistant positions were filled in the Mail Room. A new Assistant Manager assignment was filled by a provisional employee in the Bookstore, and two Agriculture Assistants positions were filled in the Equestrian Center.

Equestrian Educational

Center

Agriculture Educational

Center

Community Services

Food Services

Dedicated Revenue

Support

Services

New Agriculture Educational Center

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This reduced the need for student assignments. In addition, an Administrative Analyst was hired to work in the Enterprise office to assist the operational units and to support the College Enterprise Manager.

The real strength of the Enterprise Group is the ability for shared labor resources.

Role of the Enterprise Group within the Academic Environment

The following table reveals each division’s role in complimenting the College’s academic mission.

The College Bookstore

1. Provides instructional materials vital for academic success.

2. Provides a retail store house of goods and materials necessary to support and meet the needs of the College’s academic community.

The CopyTech operation 1. Provides multiple document handling services that are vital

to academic success.

2. Provides specialized services for both staff and faculty as well as for students.

The Equestrian Educational Center 1. Provides direct maintenance and support of Equestrian

instructional arenas.

2. Provides care and feeding of instructional equine animals.

The Food Service operation 1. Provides nourishment for Staff and Students allowing them

to remain on the campus for extended periods of time.

2. Provides food vending machines that are available 24/7. These machines are situated at various locations around the campus.

New Freudian Sip Café

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3. Provides a protective environment for both staff and students to rest, eat, and collaboratively work on assignments with few restrictions. Serves as a break area for faculty communication.

The Agriculture Educational Center

1. Develops recreational and instructional programs centered on community needs, all of which are supported by the academic equine fundamental’s programs.

2. Utilizes the land as a resource, and capitalizes on opportunities to generate revenue for long-term sustainability of the College’s academic programs.

3. Creates relationships to young adults, while introducing and encouraging them to return to the College as future adults.

4. Establishes small lab systems that support the environmental and life sciences instructional programs.

5. Creates a retail center that supports the College’s agriculture programs allowing for the sale of eggs, plants, cut flowers, and other agriculture-based products.

The Business Center 1. Provides customized training and contract education for the

business community.

2. Provides computer based testing services and pre-employment testing for private and governmental organizations.

Pierce Extension – Office of Community Services 1. Provides connections to those in the College’s community

who may be resistant to attending credit classes – giving them a safe and comfortable environment to experience classes at the college prior to taking a credit course.

2. Provides services to our community youth by offering summer camp programs. This creates connections allowing our youth to experience the college and later return back as adults to take College classes.

3. Provides “Just-In-Time” instructional services to our adult community.

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4. Provides alternate instructional programs outside of the

scope of the traditional classes.

5. Utilities the resources of existing facilities during the hours that classrooms are not being used.

Mission Statements for Revenue-Based Divisions

Bookstore Operation

The Student Store provides products required for the academic pursuits of Pierce College students. The Student Store also makes available optional items that are supportive of the entire campus’ life and performance. The Store is owned and operated under rules established by the Los Angeles Community College District. The store strives to be customer-centric and creates a place where shoppers can experience our slogan “Books and Beyond.”

CopyTech Pierce College’s CopyTech is a profitable, multi-service copy center which contributes positively to campus life. It promotes technological services by providing self-service and full-service options, satellite copy machine locations, and electronic job submission capabilities. Employees are treated with dignity and respect, in a positive environment, which in turn creates a rewarding CopyTech customer service environment. CopyTech shall continue to expand the goods and services while promoting, “CopyTech It!” in response to how the campus will take care of its need for the production of documents.

Equestrian Educational

Center

The mission of the Pierce College Equestrian Educational Center (EEC) is to provide equine career training, life-long learning, recreational opportunities, and entertainment to the community. The Pierce College program is unique in that it combines a college credit program with community recreational opportunities. The EEC is considered as an “enterprise” operation to offset the high cost of the credit program and to allow it to be fiscally self-sustaining.

Food Services The mission of the Pierce College Cafeteria is to provide a clean, comfortable, and safe environment in which to serve the college community by offering a diverse selection of high-quality selection of ethnic and traditional menus. By providing an attractive collegiate environment, the cafeteria serves as a focal point for all students, faculty, staff, and visitors to the campus.

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Freudian Sip The Freudian Sip is a premium quality coffee and food products cafe that provides a positive contribution to the environment by applying the highest standards of excellence in taste, presentation, and serving of food and beverages. By providing a rewarding customer service environment ensures satisfied customers while promoting a food service model for the other LACCD campuses to emulate.

Agriculture Educational

Center

The Agriculture Educational Center will provide environmental and educational exploratory demonstration systems relating to the sciences of agriculture, and other related fields. These demonstration systems connected by the Great Earth Machine will concentrate on sustainable environments including agriculture and energy conservation, while encouraging enjoyable, experiential, educational concepts for all ages.

Business Center

The mission of the Business Center is to support the business community of the San Fernando Valley by providing testing facilities, as well as assessments, pre-employment testing, customized training to improve workforce skills for all levels in order for business to become more productive and competitive in a global marketplace.

Pierce Extension

Office of

Community Services

Pierce Extension functions as an integral part of a comprehensive community college by providing educational, cultural, and recreational programs and activities that meet expressed community needs. Extension is a self-sustaining, user-fee supported, non-profit community education program which welcomes everyone in the community to participate. Pierce Extension offers flexible, timely responses to needs beyond the traditional college curriculum; serves as a catalyst for new ideas and non-traditional programming; delivers outreach programs to target populations; and to increase the visibility and image of the College as a responsive institution and community resource.

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Income and Year-End Balances for 2004-05 Table 5

Enterprise Divisions Income Cost of Materials % Expenses % Ending Balance

A B C A-B

Assistance to Students and FacultyBookstore Operation 5,746,880$ 4,059,112$ 71% 1,616,816$ 28% 70,952$ Copy Tech Operation (included in Bookstore)

Staff Services (Reprographics)

Equestrian Center Operation 24,859 0% 131,166 (106,307)Id Card and Mail Room

Parking Management (Guest Parking) 62,608 0% 0% 62,608

Supporting Campus LifeFood Services - Cafeteria 565,612 352,453 62% 343,885 61% (130,726)Freudian Sip Operation 35,811 21,167 59% 47,940 (33,296)Vending Operations (see Food Services)

Fostering Connections to the CommunityAgriculture Educational Center

Business Center Operation 44,750 0% 30,898 69% 13,852Community Services Operation2 1,126,206 0 0% 940,895 84% 185,311

Alternate Revenue Generators Special Events Desk (movies, campus rental) 296,846 0% 0% 296,846Recreational Leases (West Valley Sunrise)

Wireless Cell Towers Life Long Residental Housing1 Lease of Winnetka Playing Fields

3 acre Joint Occupancy Lease Horticutlure Partnerships 1 Marquee Signage Systems 1

Total Income all Operations 7,903,572

-C=D

4,432,732 3,111,600 359,240

Pierce College FY 2004-05 Income and Ending Balances

2004-2005Year End Totals

Note 1 Projected for 2008 Note 2 does not include $170,096 classroom usage fee for prior and current year.

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Since this year represents the first Annual Report for the Enterprise group, a comparison of net revenues to prior years is not available. The Enterprise group anticipates continued expansion of the dedicated income as projects are realized.

Table 6 shows a breakdown of expenses for the Enterprise Group. Table 6

Total income Received 7,903,572

Total Cost of Golds Sold 4,432,732 56%

Total Gross Profit 3,470,840 44%

Expenses100000 Certificated Salaries 0 0%

200000 Classified Salaries 1,839,701 23%

300000 Employee Benefits 387,646 5%

400000 Supplies 194,665 2%

500000 Utilities & Other 396,425 5%

600000 Capital Outlay 53,391 1%

900000 Office Services 239,772 3%

Total Expenses 3,111,600 39%

Ending Balance 359,240 5%

Summary Balance Statement FY 2004-05Pierce College Enterprise Group

Broken down by division, Table 5 shows the income and costs associated with each business unit along with ending balances. Total ending balance for FY 2004-05 is $359,240. Table 6, shows the breakdown of expenses by category. The Enterprise Group is expending 28% of its income in labor and benefits with a year end percent of income balance at 5%.

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2004-05 Performance Overview by Division

Bookstore (books, supplies, convenience

store, etc.)

On August 1, 2004 the Bookstore relocated to the new College Services Building. During this period, the Bookstore provided the startup capital to fund the opening of both CopyTech and Freudian Sip. Closing inventory remained almost constant over the prior year inventory at almost 14% of gross sales and reflected a turn rate of 6 as compared to the District average of 3.6, inventory turnover which is reflects an excellent turn rate for Pierce.

Labor costs remained constant at about 16%, and the gross margin was 28.8%, which is well above the District average of 25.7%. The store ran an extremely efficient operation even while spearheading the opening of two new business units.

CopyTech (reprographics)

CopyTech opened for business on August 15, 2004 providing basic reprographic services to facility and staff. On November 1, 2004 the business was opened to students as a retail, full-service business. The business unit has continued to mature, offering improved services and a more diverse product mix. It is anticipated that once a permanent manager for this facility is hired, this operation will become a positive revenue center. At of the close of FY 2004-05, CopyTech continues to operate under the Bookstore budget. It is anticipated that this unit will become a stand-alone operation in FY 2005-06

Staff Services (mail room, conference rooms, and phone

operators)

Staff Services continues to offer excellent support services to faculty and staff. Plans are underway to convert the reservation system used for conference rooms to new interactive software. Staff Services continues to benefit from the ability to offer shared labor resources between all three units which provides for efficient labor usage.

Equestrian Center The Equestrian Center as been operating within a partially constructed facility without water, or sewer, and limited electrical service for the last year. This program is running in testing mode with only a few boarders and reduced services. Given these conditions, the Equestrian center continues to be subsidized by program 10100 funds until such time that the second phase of construction is completed.

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Food Services- Cafeteria

Gross sales in the Cafeteria remained constant from prior year, with elevated food costs over last year. This, plus labor costs at 72% of gross sales, created a loss of $160,000, not including vending. Labor costs have continued to drop from a high of 94% in 2002 to 61% of gross sales in 2005. During this period, the staff of the cafeteria learned about SafeSev food safety which forced changes in food preparation techniques. The Cafeteria spent over $30,000 to retool its policies and procedures to comply with heath and safety programs. The loss condition continues to be attributed to high food and labor costs.

Vending Operations

Vending program continues to offer 24/7 food services to the campus at large. Based on the sales of $69,090 at 25% commission, the annual sales of vending products equals $276,360. Currently, vending is handled through the Cafeteria.

Freudian Sip Since Freudian Sip opened in May 2005 and was only open 30 days during this fiscal year, there is little historical information available on its performance. Freudian Sip has been extremely busy since it opened with strong sales, and excellent earnings are projected.

Agricultural Education Center

The College currently is sponsoring a Harvest Festival through the Foundation for Pierce College to raise money for future projects. The College expects to raise $150,000 after expenses for the first year sales, and $150,000 – 250,000 thereafter.

Pierce Extension Office of

Community Services

Pierce Extension made a remarkable turnaround from the prior year’s deficit operation losing <$34,000> to net earnings of $185,000. This was accomplished by controlling expenses, maximizing the income potential for each classroom session, and creating models of efficiency as targets. Pierce Extension has also conducted marketing programs and has retooled and re-packaged the programs to meet the needs of the community.

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Short-Term (1-Year) Goals of the Enterprise Group for 2005-06 Major Goals

1) To develop an asset land management plan. This may include joint ventures, fundraising, and other land leases in support of the College’s Facilities Master Plan.

2) To develop and maintain a profitable and self-sufficient operation for each enterprise division in support of the academic programs.

3) To develop fundraising activities in support of the College’s Facilities Master Plan, and to promote these activities to strengthen marketing and donations to the College.

4) To provide administrative support for the College.

Business Center For the first time, the Business Center generated a positive ending balance. This business unit, which has been in operation for 16 months, is currently leasing property off campus at the rate of $7,200 per year.

Office of Special Events (facilities rentals, filming,

lease agreements, Permits for Use,

Recreational Leases, )

Office of Special Events continues to meet its income projections while being considerate of the educational programs of the college. A marketing program continues to promote the various venues that the college has to offer to potential clients.

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Supporting Goals

1) To develop an asset land management plan. This may include joint ventures, fundraising, and other land leases in support of the College’s Facilities Master Plan. a) To implement private / public partnership programs which may include:

the Agriculture Educational Center, Dorms, Horticulture programs, and other joint partnership programs as outlined in the College’s Facilities Master Plan.

b) To develop plans for long term use of the agriculture lands which supports fiscal viability through strategies such as community partnerships, while ensuring the primary functions of this unique resource remain on goals linked to the educational master plan.

c) To develop demonstration laboratories promoting new and emerging sustainable technologies in both energy and environmental concepts.

2) To develop and maintain a profitable and self sufficient operation in each enterprise division in support of the academic programs. a) To continue to provide high-quality products and services to students,

faculty, staff and community members in support of Pierce College’s academic and other programs.

b) To maximize revenues associated with each division through coordination of existing initiatives and appropriate marketing.

c) To foster the use of shared labor resources amongst each of the profit centers to optimize teamwork.

d) To convert the existing food services program from a subsidy driven program to a self-sustaining profitable operation, while maintaining quality and service. This may involve changing the nature of the operations from an institutional program to a privately operated program.

e) To work closely with the Equestrian Educational Center to foster communications and cooperation within the EEC towards developing, marketing, and special activities for opening day and other special event activities.

f) To foster program change within Community Services and to develop an “Academy for Life-Long Education” to further strengthen fee-based, not-for-credit [short term] adult programs.

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g) To develop and focus the Business Center towards maintaining a self-sufficient operation by offering fee-based quality programs focused to the specific needs of the business community.

h) To capitalize on external sources of income by continuing to improve the efficiency of services within the Office of Special events division, and to monitor compliance in existing contracts.

i) To develop the Freudian Sip coffee house into a profitable operation that provides quality services and products to the College community.

j) To increase the goods and services offered within CopyTech, including notary, shipping, and duplicate key services.

k) To publish a comprehensive Pierce College Enterprise Annual Plan and Report commencing with a review of fiscal year 2004-2005. The planning portion of the report will forecast activities, goals and objectives, and operating projections for a minimum of three (3) future years, and will include a summary of all long-term projects under consideration beyond three (3) years. This report will include projected timetables, changes in gross and net revenues, and fund raising goals applicable to each project.

3) To develop fundraising activities in support of the College’s Master Plan and to promote these activities to strengthen marketing and donations to the College. a) To develop fundraising plans in partnerships with the foundation and to

increase public awareness of the concepts behind the Agriculture Educational Center.

b) To develop plans for fundraising, and cultivate donations from individuals and/or corporations for the Agriculture Educational Center.

c) To develop plans for private-public joint occupancies within the Horticulture and Vineyard programs.

4) To provide administrative support for the College. a) To improve the process of scheduling and monitoring special events

on the campus along with evaluating impacts on other adjacent events. By creating zones on the campus, and merging both internal and external events the Office of Special events will have greater control over the schedules.

b) To improve the ID card systems on the campus which will allow improved debit and attendance tracking.

c) To develop mechanisms for transferring revenues realized from profit centers to support the College’s unrestricted fund programs.

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Long-Range (3-Year) Goals for the Enterprise Group The long-range income and ending balance objectives for Enterprise Group are reflected in the table as shown below.

Table 7

Projected Ending Enterprise Divisions Income BalanceAssistance to Students and Faculty

Bookstore Operation 6,000,000$ 125,000$ Copy Tech Operation 220,000 30,000Staff Services (Reprographics) 0 0Equestrian Center Operation 280,000 10,000Id Card Mail Room - 0Parking Management (Guest Parking) 100,000 95,000

Supporting Campus LifeFood Services (Cafeteria) 600,000 0Freudian Sip Operation 440,000 40,000Vending Operations (see Food Services) 60,000 60,000

Fostering Connections to the Community Agricultural Educational Center 2,300,000 200,000 Business Center Operation 80,000 15,000Community Services Operation 1,300,000 130,000

Alternate Revenue Generators Special Events Desk (movies, campus rental) 300,000 300,000Recreational Leases (West Valley Sunrise) 18,500 18,5001Multi Use (Outside) Arena 200,000 200,000Wireless Cell Towers 84,000 84,000Life Long Residental Housing 200,000 200,000Lease of Winnetka Playing Fields 60,000 60,0003 acre Joint Occupancy Lease 300,000 300,000Horticutlure Partnerships2 - 0Marquee Signage Systems2 - 0

Total Income all Operations 12,542,500 1,867,500Note1 5- year Future year projections for Private Public Partnership and Multi Use Covered Arena

Pierce College Fiscal Year 2008 Revenue Projections

Year 3

14.8%

Note2 Projected in 2010

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The long-range plans for 2008-09 include:

To fully implement aspects of the 2002 College’s Facilities Master Plan land asset management plan which includes joint ventures, joint occupancy leases, fundraising, and other land uses. These funds will provide a source of stable revenue which could be used to beautify spaces and provide long-term support of newly constructed facilities on the campus which may not be covered under State deferred maintenance programs.

The major projects which are projected to be completed within the next 3 years include installing new Food Services programs on the campus, opening a full service Equestrian Center, breaking ground on a new Agriculture Farm Market and Education Center, signing a lease for the 3-6 acre private / public Joint Occupancy tenant, and breaking ground on a new Life Long Residential Housing project.

Long-Term projects include securing a funding base for the 60,000 square foot Multi-Use Covered Arena and Horticulture Partnership areas which alone will add almost $1,000,000 per year to Enterprise operations.

Since many of these programs have been identified as Development projects, the focus of the Enterprise Group may change in the future. The overall mission however, is expected to remain. That mission is to maintain profitable and self sufficient operations for each of the enterprise divisions in support of the academic mission of the college.