Background

Definitively the current Danna Center semester fee of $88/full-time and $44/part-time student has not been raised in the last six years, and possibly in the last nine years.  Fees are booked as general revenue with a three-year average return to the university of $824,211 prior to Katrina and $736,725 inclusive of AY05-06.      

Unlike other fees that are directly correlated to an expense account, the Danna Center fee supports wider university expenses and presumably offsets operating budgets of those divisional units located in the building (Career and Counseling Services, Vice President for Student Affairs, Student Health Services, Danna Center and Student Activities, and New Student Orientation) as well as physical plant and utility overhead (~$625,000/year).  

Proposal

Increase the fee $25/full-time and $12.50/part-time student ($113 and $56.50/semester respectively) yet earmark those funds in a Danna Center Enhancement Fund for a projected $181,075/year based on current enrollment (not accounting for Fall to Spring attrition).  Based on a focus group, students will support this nominal fee increase if the proposed use plans are realized.

Proposed Use

In order to meet immediate and near-future student needs, increase satisfaction, and enhance co-curricular and community experiences, significant investment is needed in the student center through accruing funds over time. 

Underground  and Carrollton Hall Renovation

Factors contributing:  Based on data as well as current trends in on-campus dining, students consistently report a need for late night dining options (until 3am).    Concurrently, the university recognizes the urgent need to provide late night, alcohol-free programming; has hired an architectural firm for a Danna Center and Carrollton Hall space utilization study; and SGA has earmarked funds for the purchase of gaming equipment (pool tables, air hockey, Sony playstations, etc.)

With the funds made available by the increase, the spaces can be renovated to create a new programmatic venue to meet the above needs.  Currently dining services is severely hampered with menu options in the Underground because they cannot actually cook in the kitchen area without a hood/vent system (as per health and safety permitting regulations).   A feasibility study to be completed this semester will determine which venue is renovated.  The funds would allow the university to install the proper cooking and staging equipment in order to meet needs.

Potential Impact

• Return student night life to Loyola’s campus and away from Tulane and local bars.
• With city crime rates climbing, provides a safe on campus location for socialization. Assists in quelling prospective parents’ fears and enticing prospective students.
• Strengthens programmatic activities in a functional venue (Jazz series, comedians, New Student Orientation events, etc.) through value added services. 
• Assists in goal of creating a vibrant student life experience while quelling complaints from our returning upperclassmen who had similar venues and programs on their Katrina host institution campuses.
• Assists Residential Life in retention of students by making on-campus living more attractive.
• Is one component in creating a residential community.
• Provides an environment for off-campus students to intermingle with on-campus students.
• Provides tangible evidence of the university moving forward, especially to current juniors and seniors who will not experience the full implementation of Pathways.
• Increase student satisfaction with Loyola Dining Services by providing menus they like to eat (Lifestyles profile has dramatically changed with the 50/50 split between in- and out-of-state students.)
• Expansion of menu options provides a dinner location for faculty and staff without them having to pay the all-you-can-eat price at the Orleans Room or eat out the convenience store.
• Allows Sodexho to provide cost-effective summer feeding (dinner and weekends) without a university subsidy.
• Potential increase in auxiliary revenue as we draw both Tulane students to the venue and market it to locals as a special event room rental space.

Campus One Card System

Currently the various functions of the Express Card are managed by a team of professionals from University Police, Residential Life, Danna Center, Information Technology, Bursar/Financial Affairs and prior to the storm by Telecommunications.   The approach, while being cost effective, preventing any one person from holding all knowledge, and creating redundancy, has had unforeseen negative impacts in the actual growth of the system.  Simply stated, no one entity is responsible for the system and functionality has not been expanded.   Copy card functions have not been added, vending machines do not have readers, repair time is inordinately long, cash register display poles remain broken, students cannot check transactions on-line, students cannot add cash at remote locations, non-standard reports are difficult to generate, and the card cannot be used at off campus locations.

With funds made available through the fee increase, the university can change from the C-BORD to Blackboard platform.  It is important to note that card systems do not pay for themselves and should be viewed as value added services.

Factors contributing:  Blackboard has partnered with Xerox and made a proposal to the university to become its vendor with Blackboard assuming the cost of an administrator to be housed on campus.   Currently Tulane and Loyola are pursuing two joint projects:  the ability to use Wolf Bucks/Wave Bucks across campuses and the ability to use the ID cash card at off campus locations. 

Potential Impact:

• With a one Blackboard system administrator, students have only one point of service for their card needs instead of being routed to four different offices.  The university can retain its operational knowledge of the system without having to actually perform all of the day-to-day duties.
• A system administrator can fix all known problems in a timely manner while generating non-standards reports for campus administrators to use in factual decision-making processes.
• Students are more likely to deposit larger funds on the cash card if vending services continually accepted such transactions, thereby increasing the university’s cash assets.
• Students and parents can view transaction statements on line.
• Students can use their ID for copy card functions and this will assist the Library.
• Loyola and Tulane will utilize the same platform
• Ease of Wolf Bucks/Wave Bucks exchange (and accounting) increases services to all students.  Loyola increases its food service venues by 314% from 7 to 22.  
• Loyola and Tulane can approach off-campus merchants to enter into a revenue share venture because the local merchant will only be required to purchase one piece of card equipment as opposed to two.   Auxiliary revenue increases and eases our dependency on tuition.  Some positive press can be garnered as the universities assist New Orleans economic recovery.   Past studies have projected as much as $100,000/year in additional revenue.
• Potentially, Residential Life can convert to keyless room-entry, thereby creating a more efficient key administration system.   Physical Plant will no longer be overwhelmed in re-keying and creating new ones which will save operating dollars.