Budget and Finance

program and service fees. The CRC is projected to continue to operate in a deficit mode

in FY08. Cost control measures on utilities and plant maintenance have been put in

place. The CRC leadership has identified several additional areas for budget savings in

FY08 including payroll, housekeeping, plant maintenance, and other operational

expenses.

II. OTHER AUXILIARY ENTERPRISES - Overview

Parking Services

Parking Services will continue to align itself with and work to fulfill the goals of UC|21

in FY08 by continuing to strengthen our working relationship and customer service with

the University community. Clifton Court Garage will be temporarily closing in the fall

for major renovations. It is anticipated that the renovations will take 15 months for

completion. The closure will require Parking Services to relocate those that park in this

facility into the other garages on the Uptown Campuses.

Parking Services office hours have expanded to Monday through Thursday 7:00 am to

6:00 pm and Friday 7:00 am to 5:00 pm to meet the needs of the parkers. A link to

Parking Services has been added to One Stop and Blackboard websites to make parking

services more accessible to the students to register for parking or obtain information. The

website for Parking Services is a viable location to obtain information as to when

registration for parking occurs, print a map, give feedback and explore value-added

services.

Parking Services is a self-sustaining operation which means that we rely solely on

income derived from decals and cash parking. With maintenance costs for older facilities

rising as well as increased garage debt, parking rates will increase by $2-8 per month

depending upon the facility.

Intercollegiate Athletics

During FY 2007 the Department of Athletics reviewed all aspects of its fiscal operations

and adopted a new “multi-year” Fiscal Operating Plan. The plan is a three year rolling

plan and operating results for FY 2008 reduce the prior year deficit by 50%.

The plan builds on the Revenue generating potential of both football and men’s

basketball, as well as the emerging opportunities of private fund raising to UCATS and to

various athletic programs and projects. The plan is built upon a close monitoring of costs

related to departmental operations, home game expenses and team travel. Also, there is a

continued emphasis on expenditure containment and growth in all areas of the

department.