Who's who: Jeffrey Eisenbarth
Jen Atwell
Issue date: 10/9/09 Section: Life & Times
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I was born and raised in Weiser, Idaho, a small farming community on the banks of the Snake River separating Idaho and Oregon. Weiser is famous for two things: (1) the National Old-time Fiddlers Contest held annually to crown the best fiddler players in the country and (2) the discovery of Walter "Big Train" Johnson by a major league scout. You will have to Google Walter as I am sure not too many people have heard of him.
Q: From reading your biography (when you were just appointed VP), when did you realize that higher education (and finance and business) was what your ideal career field?
My first job out of college was service director for a recreational vehicle manufacturer (Champion Motor Homes). Things were going well until 1979 when interest rates hit 17 percent and gas rationing was implemented (remember the good old days?) The company closed the plant and I went back to the University of Idaho to get an MBA. I realized a career in higher education was not such a bad way to go when I came to the realization that not too many colleges and universities close their doors during bad economic times.
Q: As treasurer and vice president of finance, what does your position and your department encompass?
Bottom line is keeping the doors open. The business and financial side of a campus is much like managing a small city in that we must provide all the amenities that a community would provide such as housing, food, recreation, parking, utilities, safety and security, building and grounds maintenance, entertainment, books, supplies, etc. We also have the responsibility for collecting all the payments and paying all of the bills, investments, commercial and auxiliary enterprises, real estate, risk management and insurance.
Q: What are some changes that you would like to make, and what are some things that you hope to implement at the college?
We did implement one fiscal policy change this past year called 'carry forward,' which allows departments to keep any unspent funds at the end of the year. This promotes fiscal accountability and responsibility at the departmental level and virtually ends our past "spend it or lose it" practice. I also strongly believe in three key workplace expectations; 1) work together as a team, 2) value all people and 3) treat everyone with dignity and respect. We are doing well in each of these areas but we can always improve.
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