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* Convenience Store: Since this project would require a large initial investment and produce little profit, the overall benefit of this project is not greater than its cost to the school. Thus, it would not have been able to offer lower prices than Ephporium. In addition, the school was unwilling to directly compete with Ephorium.
* Donation Reform: Recognizing the College’s need to raise unrestricted funds, CC proposed allowing alumni to earmark a maximum of 50% of their donations to the school for any officially recognized student groups. The earmarks per alumnus would be capped at a maximum of $50 per alumnus per year. CC believed that this would increase the number of alumni donating to the school, increase the resources available to student groups and not take too much away from the school’s unrestricted fundraising—-if it encouraged more alumni to donate, it might even add to the unrestricted fundraising. Unfortunately, the administration worried that this program would encourage groups to directly solicit money from alumni and substantially detract from the pool of unrestricted donations. Since the school wants one point of contact with alumni and is determined to maximize its unrestricted funds, this project was unsuccessful.
* Lunch Equivalency: This program was rejected because there are already many lunch options and it would create a great financial burden on Dining Services. See the next section ready made lunches bullet for the compromise that was reached.
* Term Bill Laundry System: This project—putting laundry costs on term bills—was brought to the Senior Staff and tentatively rejected. The school recommended resubmitting a more environmentally friendly program. The project also faces substantial financial hurdles. A substantial initial investment would be required to put this system in place.
* Concerts Endowment: This project progressed well through the spring and over the summer. By the beginning of the fall, CC had worked with administrators and altered it into a more flexible fund for any type of performance. The project had taken hold and was progressing nicely. Then the financial markets collapsed in September. As other financial priorities took over, this was put on hold. Given its initial success, it should be taken up when market conditions improve.