Attachment E

BRAND POSITIONING

The new “MCCS” Program October, 2012

A strong brand positioning statement will answer 5 questions:

WHO IS IT FOR? Who is your target audience? Who are they? What do you know of their lifestyle/interests/ What matters to them? Focus on your core audience - remember the 80/20 rule – 80% of your business comes from 20% of your customers.

A Union mandate to engage the student population. In the past has been the older, junior, senior and grad students. Union expectation of expanding that to the younger group also…

The Union Member base from Mini Courses. The ageing Madison metro area “yuppie” audience…

Those with an interest in the arts (broadly defined), from the causal viewer (audience member) to the active engager (currently active 2 to 5 times a week in creative endeavors)

WHAT PROBLEM DOES IT SOLVE? (OR WHAT DESIRE DOES IT FULFILL?) What is your organization’s mission? What benefits do you provide? Why do you exist, and why does it matter?

Mission (draft) Celebrating life as a work-of-art through multi-layered possibilities for creating and appreciating meaningful experiences and artistry.

- Access to the space, tools and staff to create something. - Low cost or no cost social activities around the arts. - The opportunity to add something new to my life… - A chance to meet new people/make new friends/build my community. - A playful, dynamic, social atmosphere and program designed for exploration,

creativity and collaboration.

The arts are not apart. They are a continuum within which all participate; we all function in arts, use the skills of the arts, and engage in the action of artists every day. Underneath the surface distinctions that make individual lives seem very different, the arts are a common ground we share; the work of the arts is a way we all do things when we are working well...

BRAND POSITIONING – New MCCS Program – Page Two

WHO IS THE COMPETITION? Is there anyone else out there who does what you do? Or something relatively close? Is there anyone else out there who, although different from you, is competing for your specific target audience at the same time you are?

Anyone else, including those within the Union(!) who are asking for the students recreational time AND dollars. The Studio (Sellery Hall-based learning community) Other community (and tax-supported) arts programming providers. Especially those located close to or on campus:

UWEX/Continuing Education

Madison College/Downtown Campus MSCR

WHAT MAKES YOU DIFFERENT? What is your super power? Your point(s) of differentiation? What is unique and compelling about what you have to offer that no one else can claim? And how does that elevate you above the rest?

Location - Access to the space, tools and learning events right on campus/where you are anyways... Cost – free or low cost for students (and Union Members?) Ability to choose level of engagement/little or no commitment on schedule. Variety of levels of engagement, easy to get past the intimidation of engaging in the arts…

Casual, fun environment designed for social interaction will engaging in the arts.

WHAT ARE THE REASONS TO BELIEVE? What are your “proof points’? How can you validate or verify your points of differentiation? Are they consistently visible in your behavior? In your programming decisions? In how you interact with and engage your audience?

Highly visible, easily accessible location. Always something available in an open, accessible, affordable space. Fun, playful, exploring the new, creative adventure…

Student leadership, student run, student staffed, student programmed…

The Wisconsin Union

Memorial Union Reinvestment Attachement B

Craftshop Benchmarking

Location Memorial Union Norris Center Memorial Union Student Center

University UW - Madison Northwestern Iowa State S. Illinois - CarbondaleFacility Name The Craftshop ARTica Studios Workspace Craft Shop

Total Sq Footage 2,700 2,940 2,500 ??

Operating 67/Week 54.5/Week 42/Week 62/Week

Hours 2pm - 11pm, Sn - R 12:30 - 10pm, M-R 2-10pm, M-R 10am-9pm, M-F

2pm - 1am, F & St 12:30 - 6pm, F-Sn 10am-4pm St 10am-5pm, St

1-4pm, Sn Closed Sn

Location 4th Floor Lower Level Lower Level Lower Level

Major Media/ Ceramics Ceramics Ceramics Ceramics

Equipment/ 10 wheels, 3 kilns 4 wheels, 2 kilns 10 wheels, 2kilns 9 wheels, 2 kilns

Sq Footage 450 1080 500 ??

Woodworking NA Woodworking Woodworking

Full Shop Full Shop Full Shop

1010 350 ??

Wet Darkroom Wet Darkroom Wet Darkroom NA

8 Enlargers 2 Enlargers 2 Enlargers

440 400 (?) 160

Multi-Use Multi-Use Multi-Use Multi-Use

Metals Metals Metals Glass

Glass Mat Cutting Silk Screen Fibers

Printmaking Silk Screen Sandblasting

370 1190 1180 ??

Other Media Includes: Includes: Includes: Includes:

Computer Lab Button Making Button Making Mat & Frame Shop

Sewing Machines Laminator Sewing Machines Bike Shop

Lettering Machine

Sewing Machines

Office/Storage

Sq Footage 335 280 300 ??

MCCS Visioning

Report on Experimental Programming Fall, 2012

Badger Craft Clash Date: 10/10/12 131 participants (includes 26 competitors) Cost: $1,826 A take off the TLC Channel’s Craft Wars show, students competed as a team or and individual to make the most creative craft project in the specified time—project announced at the time of the competition. The projects were: Craft a set of wooden utensil puppets that best embody the spirit of Halloween (Team Elimination) Decorate a messenger bag to be Badger-ific! (Single Competitor) Make a dorm room swag lamp that your friends will want to steal (Team Finals) This event was supported by the Directorate Innovative Program Fund. Fiskars Corporation provided product prizes for all competitors and competition winners.

A second Badger Craft Clash will hopefully take place in the fall semester, 2013.

Art ala Cart Date: 10/16/12 Button Making 31 participants Cost: $60 Date: 10/29/12 Mandala Coloring 16 participants Cost: $5 Date: 11/7/12 Friendship Bracelets 17 participants Cost: $28 Date: 11/12/12 Wire Earrings 18 participants Cost: $25 Date: 11/27/12 Letter Stamped Pendants 21 participants Cost: $21 Date: 12/5/12 Shrinky Dink Ornaments TBD Cost: $25 A “pop-up” art activity in the Sun Garden space at Union South designed to be a quick study break, stress reliever for students using the new union.

This program will continue thru the spring semester of 2013 and be evaluated for future programming after that.

Enhanced Free Art Friday Date: 09/14/12 Tennis Ball Creatures 97 participants Cost: $72 Date: 10/5/12 Wire Bracelets & Earrings 78 participants Cost: $58 Date: 11/2/12 Mini Master Paintings 196 participants Cost: $217 Date: 12/7/12 Hand Painted Ornaments TBD Cost: $ The traditional Free Art Friday program, moved to Lakefront on Langdon to the Memorial Union Renovation, with more expansive projects, a little greater investment…

There are four Free Art Friday events planned for the spring semester and this program will continue in the 2013 – 14 academic year.

Art From the Heart Art Fair Date: 2/09/13 ___ participants (includes 40+ vendors) Cost: $_____ A traditional arts and crafts fair with a Valentine’s Day theme featuring local artists and two to three free make-n-take art project booths. In Varsity Hall at Union South.

November 21, 2012 Attachment D *** FIRST DRAFT ***

New Mini Course/Craftshop Financial Model BACKGROUND When the new Craftshop facility opens in the fall of 2014, the Mini Courses/Craftshop program will be a rebranded program, with a narrowed focus on the arts (broadly defined) and with a new emphasis on engaging the student population. This financial model provides a plan which primarily funds free and very low cost student engagement thru Mini Course revenues and sales of merchandise through the Craftshop retail operation. The dollar amounts/budget lines included do NOT include first year start up costs.

RESOURCES

New facility and combination of new and old Craftshop equipment provides the opportunity to provide full creative opportunity in the visual arts including high and low fire ceramics, art metals (jewelry, small sculpture), glass (lampworking, fused, enamels), matting & framing, 2-D printing (screen printing, batik, relief), fiber arts (sewing, dyeing, felting, knitting, crochet), painting (water-based media) & drawing, digital imaging and perhaps other media.

Professional staff support provides advising and maintenance oversight without impacting program and operations budget through salaries and benefits. Student staff provides daily management, customer support and operations. A combination of artist teachers and student staff provide media expertise to enhance customer experience within and outside of the facility. Any artist-in-residence expense would be funded outside of regular annual budget.

Retail facility and point-of-sale system allow for significant inventory and sales of materials to support media offered, plus potential outside sales, member tracking and marketing support.

TECHNOLOGY Emphasis will be on traditional hands-on art media except for digital imagery.

Financial planning will allow for maintenance of these technologies over the long run, including new advances, products and processes that may develop or become available.

DEMOGRAPHICS UW-Madison students will be the primary target audience. Younger undergrads through an expanded

“Free Arts Friday” and free/low cost individual and group walk-in offerings. Older undergrads and grad students through course offerings and integrated programming with other Union events in the arts. Outreach and collaboration with appropriate registered student organizations that might see the opportunity in the new facility will build user groups for the facility.

Student leadership opportunities provided through employment (including management), WUD, ambassador program, and a student-majority steering committee.

Continued Union Member (community) and Faculty-Staff engagement will be primarily thru open studio and course offerings.

GOVERNANCE Continued, and hopefully enhanced, WUD involvement via the new “Arts & Crafts Programmer” student

position.

Student-majority steering committee to provide on-going advising and consultation on program direction and collaborative efforts.

Student Manager(s) and student staff (including artist teachers) with advising/supervision from Mini Course/Craftshop Director.

See Concept Budget Draft for estimated income and expenses…

Attachment C

Mini Course/Craftshop Strategic Thinking 2012-2014

DRAFT

Goals:

1. Create a relevant, dynamic and vibrant community of Mini Course and Craftshop users.

2. Increase student involvement and participation as Mini Course/Craftshop users, planners and

promoters.

Programming – experiment and test new programs and courses

Promote a culture of support for innovative programming

Continually evaluate programming

Experiment with short projects or one-time projects

Maximize social aspects of classes. For example, offer 5-10 minute projects with different

people

Offer WI Welcome programming

Create “to-go” project kits that can be purchased and taken to dorms, houses, etc.

Create a menu of activities that could be done by a group. Make it clear the kinds of projects

available

In 2012-13 specifically try – craft competitions, “pop-up” projects and a painting event in Prairie

Fire

Staffing/Administration – create a staffing structure to recruit and retain talented student employees

In 2012-13 work with Directorate to create a new partnership with WUD that involves students

in all aspects of the management of the programs.

In 2012-13 research student ambassador positions and make recommendation for how we

might utilize.

Develop part-time staff structure that utilizes students as teachers and educators. Staff will

provide a warm and welcoming atmosphere in addition to teaching and demonstrating skills.

Education – enhance the Union’s social education mission as well as the educational mission of the

University

For the opening year, seek an artist-in-residence

Offer demonstrations or talk backs

Offer resource library

Students continue to serve as teachers as well as learners

Everyone is a teacher and a learner

Look for ways to enhance existing programs

Outreach – maximize opportunities to collaborate with various community and campus groups

Offer special programs for VIP student staff and HouseFellows so they can help sell the program

Seek ways to collaborate with The Studio in Sellery Hall

Work with Alps to create a new program utilizing the craft program

Pilot philanthropic events – ex: learn to knit and then donate items to a local shelter

Bring programs to other spaces like UW Res Halls ex: Rockin It with Rec Sports

Marketing/Branding – develop a new brand for the combined programs, Brand should reflect—social,

fun, dynamic, playful, low risk, informal nature of programs

Utilize students as much as possible in marketing the programs

Recruit student ambassadors to create buzz about the program

Offer tracks where you can follow online

Utilize social media to reach student audience

Programs should be easy to define and what we offer should be boiled down to 6 words or less

Marketing must be edgy and cool

Brand cannot be too feminine—need to appeal to males as well

Should reach out to parents as stress relief for their students

Use MeetUp to host events

Explore “badge” concept

Financial – create a fiscal model

Offer free introductory programs for students

Create various levels of engagement (free as well as fee-based programs)

Bundle with other Union offerings

Offer coupons like Groupon

Sponsorship – pursue collaborations that stimulate income/reduce cost

When appropriate work with Wisconsin Union Properties to generate financial sponsorship

Physical Space – create warm, inviting and fun space

Space should “show” potential users what is possible in the space—what they can do in the

space

Attachment A

The Madison Adult Non-Credit Landscape The Madison area is incredibly educationally oriented, providing a great variety of opportunities for adult, non-credit learning (beyond the Mini Course program)… Madison School Community Recreation (MSCR) Known mostly for the extensive recreational sports leagues (softball, kickball, badminton, etc.) they sponsor, this extension of the Madison School District also offers a wide variety of inexpensive (tax-payer supported) adult and family non-credit courses. Madison College (MATC) In addition to their technically-oriented credit program Madison College offers adult non-credit courses across Dane County including a vibrant program at their downtown campus between the UW and the state capitol. University of Wisconsin Extension The division of the University of Wisconsin System officially charged with providing the state with adult non-credit learning opportunities. With UW-Madison as a base the local program is large and varied… Monroe Street Fine Arts Center

A private non-profit offering instruction in (music) piano, violin, viola, cello, voice, guitar, and bass and the arts (drawing, painting, photography, and print-making). Very active children’s, and some adult, programming in fine arts… Meriter Hospital Like many hospitals/medical campuses, Meriter Hospital offers a variety of most health-related learning opportunities including yoga and social dance, two staples of the Mini Course program… Dean & St. Mary’s Healthworks Another hospital-based program that has recently reduced programming to only strictly health-related/caregiving programs… UW-Madison Registered Student Organizations (RSO’s) Many RSO’s on the campus dedicate themselves to education and offer workshops, courses and other learning opportunities. From ballroom dance to vegetarian cooking, the variety of offerings is large… Private Businesses In the last decade private businesses have discovered that educating your consumer increases sales. These days are numerous private businesses that offer classes (some dedicated to solely to offering courses in a specific area). Think Home Depot on any Saturday morning, Orange Tree Imports cooking courses, Madison-area examples abound…

Mini Course – Craftshop Study

Final Report

2012

Charge: Develop a vision and plan for engaging more members of the UW community, especially

students, in the combined Mini Course-Craftshop program.

The committee will also develop recommendations regarding the role of students in operating and

directing the program. The committee is encouraged to develop mechanisms to sustain innovative

programming as well as stretch current assumptions, practices, programs and services. Finally, the

committee is encouraged to recommend and pilot programs as much as possible.

Membership:

Heidi Anderson, former Union staff

Tara Centeno, Union Officer

Jay Ekleberry, Union staff

Marc Giannettino, Union staff

Heather Heggemeier, WUD Representative

Holly Henriksen, Union student employee

Carly Herzog, WUD Representative

Shayna Hetzel, former Union Officer

Christie Moser, former WUD member

Corin Robers, UW Residence Life staff

Contents:

a. Summary of current programs

b. Comparison with other non-credit programs and craft programs – see attachments A and B

c. Strategic thinking 2012-14 – attachment C

d. Recommendations

1. Reaching a broader audience, especially students

2. Role of students in operating and directing the program

3. Engagement – registration process, free programs, fee based experiences

4. Sustaining innovative programming

5. Marketing strategies

6. Funding model – attachment D

e. Brand Positioning – attachment E

f. Summary of Pilot Programs

a. Summary of current programs

Prior to closing the west wing of Memorial Union, the Mini Course-Craftshop programs:

Annually engaged 3,000 to 4,000 people in Mini Courses

65% of Mini Course customers were Union Members and 35% were students

Average Mini Course customer enrolls in 2 to 3 courses

Most UW students enrolled in Mini Courss are upper class students (few first and second

year students)

Class size varies but average is 8 to 11 students per class.

Roughly 100 classes are offered each term.

Space for classes is reserved 18 months out and we are one of the biggest users of space in

the WU.

90 to 125 instructors are employed through the Mini Course program.

Instructors are paid and is negotiated with each person. Some are paid a lump sum and

others are paid per enrolled student.

Courses are budgeted to break even or make money.

Class costs are based on minimum enrollment.

Combined program is staffed by 1.5 FTE plus 8 to 10 part-time student employees who

serve as clerks or planners as well as one LTE who served as an expert or “artist-in-

residence” for ceramics.

Craftshop classes represent 15% of Mini Course enrollment and 23% of total Mini Course

registration income.

Students enrolled in a craft-based Mini Course are the number one user of the Craftshop.

50% of Craftshop users are students.

Craftshop classes typically ran 1 to 5 sessions (2 ½ to 3 hours per session.

Most popular craft-based classes were ceramics and art metals with glass and wood to

follow.

If you are registered for a craft-based Mini Course, you did not need to purchase a permit

for the Craftshop.

Must be a Union member or student to use the programs.

b. Comparison with other non-credit programs

See list of the non-credit landscape in Madison (A). We compete primarily with MSCR, Madison

College and UW-Extension. Additionally, many local businesses are now offering educational

programs at either low to now cost. They do not expect to make money on classes but rely on

students to purchase products from them since they have established a relationship. Think of

Home Depot—“you can do it, we can help.” We’ve responded to competition by altering our

programs. For example, we used to offer 10 Wine Appreciation classes and would fill every

class. Now everyone who sells wine offers samples and classes at no cost. We now offer

Wednesday Wines at Union South by creating a special evening including food. Cost is $19 vs.

$59 for wine appreciation.

Also see list comparing other university-based craft programs (B).

c. Strategic Thinking – attachment C

d. Recommendations

1. Reaching a broader audience—especially students

The Committee believes that in order to reach more students, it is imperative that students are

playing a larger role in creating, planning, promoting and implementing the programs. We believe that

students know best what other students want. To achieve this, the committee recommends the

following:

Develop, recruit and hire a new hybrid student position (part employee/part WUD volunteer)

who for 2013-14 will work between Directorate and the Mini Course-Craftshop Director. This

position will develop and implement new “craft” (3-4 per semester) programs. Finally, he/she

will evaluate the programs and make recommendations for the future.

Develop Mini Course-Craftshop ambassadors who will spend 2013-14 building excitement about

the new combined program. Details TBA.

Develop student employee position descriptions with an emphasis on teaching, demonstrating

and customer services. Students to be trained and ready when the west wing re-opens.

Develop a student-majority steering committee to provide on-going advising and consultation

on program direction and collaborative efforts.

Offer free introductory programs but make available information on similar fee-based

opportunities.

Continue to pilot, test and evaluate programs.

Work more closely with Directorate to gather ideas and co-sponsor

Seek collaborations with The Studio, Res Life, Greek Life, etc.

Take programs to other venues ex: Gordon Commons Event Center

Re-brand the program—must be cool brand that speaks to students and is not too feminine

Maximize social aspects of classes

2. Role of students in operating and directing the program

Develop, recruit and hire a new hybrid student position (part employee/part WUD

volunteer) who for 2013-14 will work between Directorate and the Mini Course-Craftshop

Director. This position will develop and implement new “craft” (3-4 per semester)

programs. Finally, he/she will evaluate the programs and make recommendations for the

future. This position will report to Union Council through the Vice President – Leadership

Development. (see attached draft PD)

Create ambassador program –

Student staff will work closely with the 1.50 FTE to plan, program and administer the

combined program.

3. Engagement – registration process, free programs, fee based experiences

The committee felt like one of the major barriers to engagement for students was the perceived

cost of the programs as well as the complexity of the programs. Therefore, the committee

recommends that there be various levels of engagement:

Offer a variety of free and low-cost programs for the campus community and using these

programs to build familiarity and comfort. The free programs should also be used to introduce

similar programs as well as fee-based programs. We believe that with comfort, more people

(particularly students) will want to engage more.

Scale the program offerings back. The volume of courses currently offered was also

overwhelming for some. Offer what is core to our mission—“a leaner program” with a focus on

the Arts, broadly defined.

Experiment with “pop up” and one-time classes. Planning weeks out and making a commitment

for a 6 week class no longer fits with our customers. The committee urged offering shorter

classes and not relying on a long registration process. The group that did a site visit to New York

heard a very similar message. Students want to be able to take advantage of a course offered

tomorrow. This will however present a challenge for the planners as space in our campus

facilities fills quickly and planning in many cases is done a year out.

Registration will continue to be on-line if registration is necessary.

4. Sustaining innovative programming

The committee believes that key to sustaining innovative programming requires student

involvement in all aspects of the program. Therefore, students will play a larger role in

administering the program as well as running the daily operations and programs. Students need

to be empowered to suggest and try new programs. The link with Directorate is also critical as is

the opportunity s to collaborate with registered students organizations. Key strategies include:

New WUD position

Ambassadors

Steering committee

Role of student staff in the creation of programs

5. Marketing strategies

The Mini Course-Craftshop program has to be edgy and cool. Therefore students should be

utilized as much as possible in marketing. Next year, student ambassadors should be hired

to create buss and about the new program.

Brand needs to be clear and concise and not too feminine.

Courses and programs need to be boiled down to 6 words or less.

Try using MeetUp to host events.

Explore badge concept.

Reach out to parents as a stress relief for students.

Offer tracks—“if you liked free jewelry class try the upcoming blah, blah blah class.

Experiment this year with using social medial to reach students. Evaluate what works.

Offer Groupon

Bundle with other Union events

6. Funding Model –see D.

Fund student position through Directorate.

Seek program support to offer free programs for students $4,000 recommended.

Work closely with WUP to seek sponsorships.

e. Brand Positioning – see attached

f. Summary of pilot programs to date

Badger CraftClash

Art ala Cart

MCCS Visioning Attachment D

GLOBAL CONCEPT BUDGET ESTIMATION - First Draft

REVENUE NOTES

Merchandise $26,000 Includes "walk-in" project income

Permits $4,350 Assumes students pay NO permit fees

Worshop Fees $5,000 Groups and off-site workshops

Registration Fees $175,000 Mini Course registrations

Special Sales/Art Fairs $4,500 Continue special sales and spring art fair

Misc. Income $3,000 Outside user group access fees

TOTAL REVENUE $217,850

EXPENSES - SALARIES & FRINGES

LTE Wages $7,425 550 hours/year at est. living wage

Student Wages $32,670 Open Noon - 10pm, plus added Free Arts & Training hours

Fringes $1,500

TOTAL SWF $41,595

EXPENSES - SUPPLIES & SERVICES

Marketing $35,000 Marketing plan to be developed…

Repairs/Facilities $1,500

Office Supplies/Postage/Ect. $1,500

Depreciation $3,500 Should eventually decrease…

Course Supplies $9,000 Mini Course suppies

Resale Supplies $10,900 42% cost includes recycled clay sales

Event Supplies $10,000 10 Free Arts Friday events + 75 free project takers per week

Instructor Fees $100,000 Mini Course Instructors & Free Arts Demonstrators

Equipment $4,000

TOTAL SUPPLIES & SERVICES $175,400

TOTAL EXPENSES $216,995

PERFORMANCE MARGIN $855

Hank Walter

Union Council Officer Report

November, 2012

Administration

Pursuing hiring of an IT Director to provide coordination and direction to an increasingly

complex use of technology.

Problems with budgeting and financial reporting software ‘talking’ to each other have

delayed financial reports. AIMS has been working on the issue for a few weeks.

Dining

Continuing contact with the School of Human Ecology to open a small coffeeshop in their

new building.

Facilities

New phone/device charging stations coming to both buildings.

The 40th

year of Badger Bash was the most successful yet, in terms of attendance and

quality programs.

Planning to have capacity to regularly update public spaces and maintain building systems

in both Union buildings. This will allow for proper maintenance of these facilities and

prolong their life and the quality of the student and member experience.

Programs & Leadership

Mini Course and Craft Shop planning and pilot programs.

Theater planning, including working on new vision statement.

Memorial Union Renovation

Electrical bidding snafu set back scheduled move-in of Outdoor Programs (including

Hoofers) and Brat Stand, but resulted in cost savings. Now scheduled for July 9.

Stiftskeller scheduled to close July 16. Temporary service point to open at same time.

New Stiftskeller scheduled to open October 7.

On budget. Fingers are crossed. And toes.

Constructing walls on north side (Outdoor Programs) currently. Floor to be poured next

week. Elevator shafts on the south side to be completed in the next two weeks, and steel

structure to start next week.

Next major step in construction is enclosure of Outdoor Programs area in January.

Financial Report:

Overall, we are projecting to be ~$200,000 off budget as of the end of October, but that is

preliminary information due to software issues mentioned above.

MU Dining sales are down, due to a combination of less than ideal weather in late summer

and construction/bus/access issues. Union South sales are up over last year, however.

We are seeing increased sales at Ingraham since the renovation. The newest Badger

Market, at Biochemistry, is in the black year-to-date.

Riding Club Study

Final Report

2012

Purpose: The purpose of the committee will be to assess the overall financial situation of the Hoofer

Riding Club, its current operational structure as a student organization and the long-term financial

sustainability of the Hoofer Equestrian Center.

The committee will create and recommend potential courses of action that would allow the Riding Club

to continue operating its lesson programs and activities while remaining financially solvent.

On-going Participants: Additional Resources:

Courtney Severson, Union Officer & chair Liv Sandberg, UW Equine Extension Specialist

Fran Theisen, Riding Club President Kelsey Carter, Riding Team

Ella Stutz, Hoofer Club member Megan Reichert, Riding Club

Tom Smith, MUBA Shannon Roska, Riding Club

Linda Bentz, Union staff Tara Centeno, Union Officer

Joe Webb, Union staff Mike Rugnetta, Hoofer Council President

Jacob Hahn, Union staff

Susan Dibbell, Union staff

Andi Bill, Riding Club Head of Instruction

Overview:

The Riding Club, founded in 1939, is a complex educational organization whose core mission is to

promote the sport of equitation. The Club also supports competitive horsemanship, offers educational

programming to the UW and Union community as well as operates a 40-acre equestrian center.

In response to a similar study conducted in 2005, the Riding Club made significant changes to the

program turning it from primarily a boarding facility to a teaching program. The Club and Union staff are

to be commended for the work they did to make the program financially viable for the past seven years.

Recently, however, it is become more difficult for the Club to cover expenses let alone save for the

creation of a contingency fund.

UW students and Union members remain interested in the Club and program. In the past seven years,

the lesson program has progressively expanded and lessons are offered seven days a week. However,

the Club has reached a threshold and is unable to meet everyone’s request for lessons.

Process:

The study committee met seven times between May and November. The study and our

recommendations took longer than anticipated due to a variety of factors including the resignation of

the stable manager and Linda Bentz as well as the need to replace the footing in the outdoor arena.

In addition to the study team, the Riding Club President and Tom Smith provided the MUBA Finance

Committee with an update on the study. The Riding Club Executive Board also discussed the study

team’s draft recommendations as well as grappled with their commitment to continuing to operate the

equestrian center. The Riding Club is committed to the Stable operation and to making it financially

viable. The study committee supports their conclusion. The Club comes very close to meeting their

budget every year and with some changes, we believe the Club can not only cover their costs but can

begin to put money away for projects, upkeep and long-term needs.

The study committee remains committed to the Riding Club being a student-led program with a focus on

education. Club members gain valuable real-life experiences managing this complex operation. The

Union’s mission is to provide these valuable out-of-class learning experiences. As long as the Club

remains committed to the program, we believe the operation can remain financially viable. It will

require constant vigilance. The Club will have to continue to look for innovative ways to reduce

expenses and generate revenue.

Current stresses on the club include:

Vet Med is no longer allowed to offer free inoculations and dental care to herd.

Difficulty recruiting student employees

LTE Living Wage ($11.82 vs. $10 hour for students)

Cost of fuel

Cost of hay due to summer draught

Need to replace the footing in the outdoor arena (fall 2012)

Additional needs on the horizon such as replacing the septic system

Opportunities to explore:

Relationship with Madison College’s Vet Tech Program to offer vaccinations, blood tests, fecal

tests, coggins and teeth floating.

Re-brand the program. Build on strengths—we pay a living wage, provide excellent care for

employees and the herd, and are a part of the University of Wisconsin brand. Focus on quality

rather than cost.

Use manager vacancy to re-think position, rental of the house, etc.

Recommendations:

Club needs to Increase prices—lessons, rides, rentals fees, team use fees

Seek sponsorship/advertising by working with Wisconsin Union Properties

Property tax – need resolution on this issue. Should we pay property taxes—yes or no? Need to

settle this question.

Investigate alternative approaches for MUBA to retire the mortgage which would reduce related

costs passed through to the Riding Club.

Ask MUBA to cover the cost of a new septic system as well as other property repairs

Riding Club Executive Committee will appoint a sub-committee to develop a financially

sustainable business plan for the HEC which will incorporate the development of :

A contingency fund

A fund raising plan

A development plan

Conclusion:

The study team believes the key to success rests with Hoofer Council and the Riding Club’s commitment

to the riding program. It will not be easy but the Club comes very close every year to covering their

expenses. The Club must change its thinking from “breaking even” to saving money every year for

future expenses. The Club will have to continually monitor revenue and expenses as well as looking for

ways to reduce expenses and generate revenue. The Executive Board has already begun to act on the

recommendations in this report by increasing prices of group, team and private lessons, as well as senior

rides and ring rides. Board has also increased. The Club, however, will have to continually monitor

expenses and prices must reflect the real costs of operating the facility as well as running a lesson

program. The Hoofer Equestrian Center is a wonderful facility and a quality program with dedicated

staff and volunteers. The fees need to reflect what we offer.

Finally, the Riding Program is an important part of the overall recreation program at the Wisconsin

Union which includes Hoofers. The committee encourages Hoofer Council to stay abreast of the Club’s

financial health and to support the program where appropriate. Finally, it is recommended that a Riding

Club update be given to Union Council annually.