Three Rivers "doing more with less" as officials work on budget

POPLAR BLUFF, Mo.--After 36 hours of hearings, Three Rivers Community College administrators produced the framework of the fiscal year 2011 budget, currently $3.5 million in the red, out of a preliminary operating budget of $21.5 million.

During the annual board retreat held Tuesday at board secretary Randy Winston's river house in Doniphan, Mo., Three Rivers president Dr. Devin Stephenson told the trustees the budget would be balanced and ready for approval by the June 30 meeting.

The 737 pages of numbers were zeroed out and judged according to how each line fit in with the community college's new long-term strategic plan, as employees were given the opportunity to present their "wish list," officials explained.

"From my experience being involved, we're not in bad shape at this point in the budget process, considering it hasn't been cut," said Charlotte Eubank, interim chief financial officer. "Our wages and benefits are only 54 percent, which is really low compared to last year's 63 percent, indicating the changes we've been making."

Two weeks ago, Three Rivers announced 45 layoffs, including outsourcing janitorial services at an annual savings of $70,000 and eliminating child care since the auxiliary service was docked at a $60,000 deficit, according to information provided to the board.

"Doing more with less is the basic idea," said Dr. Wes Payne, vice president for learning. More than $120,000 was saved in reducing staff in the academic support and technical outreach services, he explained.

About a quarter-million dollars was being spent to staff the technology learning and reading and writing centers, plus the computer lab, according to Payne.

"We weren't providing much with the exception of the math lab, which was stellar and stayed full," Payne said. "When you walk by an English tutoring classroom with no teacher and student, that probably means [the students] tried, couldn't get what they wanted, and quit coming."

Two full-time coordinators were reduced to one employee overseeing the entire operation. Besides work studies and lab assistants, the plan is to hire retired instructors to perform part-time tutoring.

A $215,000 federal grant will be used to update Three Rivers Datatel management information system, which has remained unchanged since 1985. The operating system will reportedly cost an additional annual subscription fee of $15,000.

"This will automate our daily recording of transactions as we spend a massive amount of time inputting historical information," Eubank said. "Now more meaningful data projections can go into decision making."

Under financial services, Eubank explained, one full-time position in mail services will be covered with a part-time employee. The bookstore also has been condensed through attrition, with a goal of attracting a new manager to be charged with running the operation more like a retail business and turning a larger profit.

When Jason Hoseney took his job as vice president for student success five months ago, he said there were no reports being conducted on retention, graduation and transfer rates that he was accustomed to using in making data-informed decisions.

"They were letting things naturally take their own direction," he said.

According to figures from the 2008-2009 academic year, Three Rivers is performing at the bottom end of all categories as compared to the other community colleges in the state, most likely leading to poor employment gains, said Hoseney.

More than 350 students lost financial aid due to receiving all F's spring semester, Hoseney said. Three Rivers' projected default rate is nearly 20 percent, he explained, adding that if it exceeds 23 percent for three consecutive years, the community college will lose its ability to provide federal Pell grants.

"Higher education institutions are going to have to take more responsibility in helping students earn a degree," Hoseney said. "We don't have an advisory system, we have a shotgun registration system."

In his wing, he combined admissions and registration and created an enrollment services department, eliminating three positions. Hoseney is cross-training his staff, having them share resources and responsibilities in hopes they will be able to work closer as a team, he said.

"Right sizing has never been done in 40 years at TRCC, but it really is a healthy thing for the organization," Hoseney said.

Besides putting professional advisors in a centralized location, Hoseney said, when a student comes in contact with an employee, full responsibility will be taken for the student, instead of "passing the buck."

Earlier this week, Stephenson recalled bumping into a non-traditional student almost in tears, frustrated with the enrollment process, ready to get in her vehicle and give up. The president intercepted her and called upon Hoseney to individually resolve the scheduling dilemma, he said.

"People come on campus and get lost because they get the feeling it's a very unfriendly, cold institution rather than getting, 'We want you here and we want to take care of you,'" trustee Phil Davis said. "With what you're showing, you're on the right path here."