[Farm93]

I think you are misreading CTCard's assertion.  He is just trying to reconcile two different sources of data.  One source looks at just intercollegiate revenues and expenses (and for the record, the Longhorn channel counts there since that revenue is tied with showing Texas intercollegiate events).  The other source looks at all DAPER revenue and expenses, understanding that DAPER includes not just intercollegiate athletics but also physical education classes, intramurals, club sports, and the recreational use of Stanford Athletics venues, such as the golf course.  Thus, revenue from the golf course not related to the Stanford golf team counts insofar as figuring out all of DAPER's budget, but it doesn't count if you are just trying to figure out DAPER's intercollegiate budget.

BC

No, got it.  And still stand with my opinion.  It is actually informed by something I was told by in the early 90s while working for DAPER as a student.

At the time the golf course was a meaningful percentage of the DAPER revenue.  I was told, by people that knew, that the golf course was essential to the AD's financial success.  Someone with access to real numbers could check, but in the early 90s something like 20+% of DAPER's annual revenue came from the golf course.  It WAS a big part of the fuel, and highly profitable portion of the operation.  It is an unusual source of income that not every school can enjoy.  I certainly understand that view.  To therefore discount it as an unrelated asset and revenue stream misses the mark.  Stanford's Directors' cup success is directly tied to less than traditional, but very important, sources of revenue.  The golf course revenue has been an important part of Stanford's intercollegiate success for more than 30 years.

To ignore the atypical, or to say they don't count, pretty much dismisses Stanford's unique competitive advantages.  Each creates a unique set of revenue that allows DAPER to balance its budget.  DAPER is focused on all-sport excellence because it has always been AD that was more than just a football department plus administrative departments.

The golf course is specifically called out in the DAPER annual reports because of its strategic importance and meaningful contribution to the pie.  And really, as an asset it is probably more valuable than almost any other single facility in DAPER's portfolio.  DAPER couldn't sell the land, but imagine how much that land is worth!!

[Farm93]

I think you are misreading CTCard's assertion.  He is just trying to reconcile two different sources of data.  One source looks at just intercollegiate revenues and expenses (and for the record, the Longhorn channel counts there since that revenue is tied with showing Texas intercollegiate events).  The other source looks at all DAPER revenue and expenses, understanding that DAPER includes not just intercollegiate athletics but also physical education classes, intramurals, club sports, and the recreational use of Stanford Athletics venues, such as the golf course.  Thus, revenue from the golf course not related to the Stanford golf team counts insofar as figuring out all of DAPER's budget, but it doesn't count if you are just trying to figure out DAPER's intercollegiate budget.

BC

No, got it.  And still stand with my opinion.  It is actually informed by something I was told by in the early 90s while working for DAPER as a student.

At the time the golf course was a meaningful percentage of the DAPER revenue.  I was told, by people that knew, that the golf course was essential to the AD's financial success.  Someone with access to real numbers could check, but in the early 90s something like 20+% of DAPER's annual revenue came from the golf course.  It WAS a big part of the fuel, and highly profitable portion of the operation.  It is an unusual source of income that not every school can enjoy.  I certainly understand that view.  To therefore discount it as an unrelated asset and revenue stream misses the mark.  Stanford's Directors' cup success is directly tied to less than traditional, but very important, sources of revenue.  The golf course revenue has been an important part of Stanford's intercollegiate success for more than 30 years.

To ignore the atypical, or to say they don't count, pretty much dismisses Stanford's unique competitive advantages.  Each creates a unique set of revenue that allows DAPER to balance its budget.  DAPER is focused on all-sport excellence because it has always been AD that was more than just a football department plus administrative departments.

The golf course is specifically called out in the DAPER annual reports because of its strategic importance and meaningful contribution to the pie.  And really, as an asset it is probably more valuable than almost any other single facility in DAPER's portfolio.  DAPER couldn't sell the land, but imagine how much that land is worth!!