Ramapo College of New Jersey Ramapo College of New Jersey Welcomes - - PowerPoint PPT Presentation

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Ramapo College of New Jersey Ramapo College of New Jersey Welcomes Welcomes Moody Moody’ ’s Investors Service s Investors Service

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Ramapo College of New Jersey Ramapo College of New Jersey Welcomes Welcomes Standard and Poor Standard and Poor’ ’s s

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Report of the President Report of the President

I. Overview

• II. Governance
• III. Provost: Academic Affairs, Student Affairs, Enrollment

Management

• IV. Chief Planning Officer: Finance & Administration, Capital

Planning

• V. Vice President of Institutional Advancement: Development,

Grants, Marketing

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“Since 2005 great strides have been made in developing a comprehensive planning process at the campus level and then using the process to drive assessment of the institution's programs in various units, thereby improving programs and services. Planning activities have been geared to increase the college’s revenues and to provide the resources needed to accomplish its mission. Planning proceeds by developing objectives for the different operational units in the academic and administrative areas. The institution has remained flexible and responded effectively to the difficult environment in which it must operate.” The Middle States Evaluation Team Report, May 2010

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Mission, Vision, Goals

 Dedicated to the Promotion of Teaching and Learning  New Jersey’s Public Liberal Arts College

Strategic Plan ’07 -’12:

 Enhancing Academic Excellence  Investing in the Future  Enriching College Life and Community Presence

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Leadership & Governance Leadership & Governance

  “

“Commendable Achievements Commendable Achievements” ” in Leadership in Leadership and Governance: and Governance:

  Mission-Centered Approach

Mission-Centered Approach

  Academic Leadership

Academic Leadership

  Revised Faculty Governance Structure

Revised Faculty Governance Structure

  Student Participation in Board of Trustees and SGA

Student Participation in Board of Trustees and SGA

Source: Middle States Evaluation Team Report, May 2010 Source: Middle States Evaluation Team Report, May 2010

7 7 Provost and Vice President of Academic Affairs Beth Barnett

President Peter P. Mercer

Internal Auditor Linda Madernini Chief Planning Officer Vice President of Administration & Finance Dorothy Echols Tobe

Board of Trustees

Vice President of Institutional Advancement Cathleen Davey Affirmative Action and Work Compliance Lorraine Edwards Ombudsperson John Woods Executive Assistant to the President Pat Kozakiewicz Special Assistant to the President Brittany Williams-Goldstein

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State of New Jersey: Status of “Tool-Kit” Legislation

 “A-2963/S2026:  Removal of Certain Employees from Civil Service

List

 Collective Bargaining Rights to College Boards of

Trustees

 Some Prospect of Approval this Legislative Session

 A-2965/S2067:

 Workers Compensation (Ready for Governor’s

Signature)

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State of New Jersey: Budget Issues

 Fiscal 2010: Return of $35 million (Ramapo’s Share is

$600,000+)

 Fiscal 2011: May Recoup the $32 Million  Fiscal 2012: No Growth but Receptive to Presidents

Urging That There Should Be No Cuts (Direct or Indirect) and No Caps on Tuition

 Modeling: Up to 10% Cut Out of Caution

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Vice President of Academic Affairs, Provost Beth Barnett

Library Elizabeth Siecke, Dean School of Contemporary Arts Steven Perry, Dean School of American and International Studies Hassan Nejad, Dean School of Business Lewis Chakrin, Dean School of Social Sciences and Human Services Samuel Rosenberg, Dean School of Theoretical and Applied Sciences Bernard Langer, Dean Associate VP, Student Affairs and Student Services Patrick Chang Residence Life Associate VP, Academic Affairs/CIO George Tabback Vice President, Curriculum and Assessment Eric Daffron Associate VP, Enrollment Management Christopher Romano Associate VP, Budget and Personnel Judith Jeney Associate VP, Student Affairs and Student Development Miki Cammarata Specialized Services Cahill Center Experiential Learning Campus Ministries/ Spiritual Center Judicial Affairs Student Development Student Health Services Center for Health and Counseling Services Athletics Berrie Center Client Services, Infrastructure & Networking, Application Development, Telecommunications, Instructional Design Center International Education, Faculty Resource Center, EOF, Center for Academic Success, Honors Program, First Year Seminar Admissions, Registrar, Financial Aid, Academic Advisement, First Year Experience, Testing Employee Relations, Ethics Art Galleries Center for Holocaust & Genocide Studies MA in Liberal Studies Program Nursing MS in Ed. Tech. Teacher Education NJ HEPS Special Programs

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Academic Affairs Academic Affairs

 College Honors Program  New Graduate Programs  AACSB Accreditation for the Anisfield School of Business  Continued Middle States Accreditation in 2010  Faculty-Student Research  Office of Fellowships  Assessment and Improvement of Student Learning

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Student Life Student Life

  Residential Campus

Residential Campus

  Cahill Center for Experiential Learning and Career Services

Cahill Center for Experiential Learning and Career Services

  Cross Functional Collaborations between Student Affairs

Cross Functional Collaborations between Student Affairs Units, Berrie Center for Visual and Performing Arts, Units, Berrie Center for Visual and Performing Arts, Faculty, and Institutional Advancement Faculty, and Institutional Advancement

  Student Clubs and Activities

Student Clubs and Activities

  Road Runners Athletics

Road Runners Athletics

  Student Support Services

Student Support Services

  Center for Health and Counseling Services

Center for Health and Counseling Services

  Pre-College Programs

Pre-College Programs

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Enrollment Management Enrollment Management

  Strategic Enrollment Management Plan

Strategic Enrollment Management Plan

  Well-Prepared First Year Students

Well-Prepared First Year Students

  Increasing Graduation Rate

Increasing Graduation Rate

  Increasing Retention Rate

Increasing Retention Rate

  Maintaining the Undergraduate Size

Maintaining the Undergraduate Size

  Princeton Review

Princeton Review: 2011 Edition of : 2011 Edition of “ “Best in the Northeast Best in the Northeast” ”

  U.S. News & World Report:

U.S. News & World Report: 2011 Edition of 2011 Edition of “ “America's Best Colleges America's Best Colleges” ”

  Kiplinger

Kiplinger’ ’s Personal Finance s Personal Finance: 2009 Edition of the : 2009 Edition of the “ “100 Best Values in Public Colleges 100 Best Values in Public Colleges” ”

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Chief Planning Officer Vice President of Administration and Finance Dorothy Echols Tobe Assistant Vice President Institutional Effectiveness & Planning Babette Varano Associate Vice President Budget & Fiscal Planning Maria Krupin Associate Vice President Administration & Finance Contracting Officer Richard Roberts Planning Donna Singer Director Human Resources Stephen Roma Controller, Assistant Treasurer, Accountability & Operations Bursar Environmental Health and Safety

Campus Store

Director of Public Safety Vincent Markowski

Dining Services Facilities

Purchasing , Storeroom, Receiving, Mailing Payroll Benefits

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Administration & Finance

 Balancing the Budget  Strategic Priorities Incentive Fund (SPIF)  Capital Improvement Fee  Instructional Technology Plan  New Full-time Faculty  Savings from Refinancing  Participation in Energy Reduction Program  Solar Panels at Sharp Sustainability Center  Public/Private Partnership: Re-Roofing/Solar

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Capital Planning

Recently Completed Capital Projects:



Bill Bradley Sports and Recreation



Laurel Hall



Parking Garage



Campus Ring Road



Sharp Sustainability Education Center



Anisfield School of Business and the Global Financial Markets Trading Lab



Salameno Spirituality Center



Multi-Purpose Field



Mansion Grove Landscaping

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Capital Planning

Planned Capital Projects:

 Capital Initiatives  Student Center: HVAC Renovations and Improvements  Center for Academic Success: Repurposing of Library Space  G-Wing/Schools of Theoretical & Applied Sciences and

Social Science & Human Services: Refurbish Four Floors and Construct a 25,000 Square Foot Addition

 Public/Private Partnership  Re-Roofing and Solar Installation  Co-Generation

18 18 Vice President Institutional Advancement Cathleen Davey

Ramapo College Foundation Online Communications/Web Administrator Associate Vice President Institutional Advancement Ron Kase Assistant Vice President Institutional Advancement Vacant Senior Director of Development Kathleen Mainardi Comptroller Stephen Warren Assistant Vice President Marketing and Communications Anna Farneski Alumni Relations Publications Scheduling, Events and Conferences

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Advancement

 Exceeding Fundraising Targets

 College’s Comprehensive Campaign, Currently in its

Quiet Phase, is Already at 60% of its Fund Raising Goal

 Alumni Participation Rate

 $1.5 Million NSF Grant  Development of an Integrated Marketing/

Communication Plan

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Report of the Provost Report of the Provost

• I. Academic Programming
• I. Academic Programming
• II. Student Life
• II. Student Life
• III. Enrollment Management
• III. Enrollment Management

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Innovations in Academic Programming



Revised College Honors Program in Second Year of Implementation



New Graduate Programs:

 MA in Sustainability Studies  MA in Educational Leadership  MS in Special Education (under development) 

Final accreditation visit (October 25-27) from AACSB for the Anisfield School of Business



Continuing Accreditation by Middle States in 2010



Advancement of Student Engagement through Increased Faculty-Student Research



Founding of the Office of Fellowships to Increase Applications for Prestigious Fellowships and Graduate School Scholarships



Increased Focus on the Assessment and Improvement of Student Learning

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Accomplishments in Student Life



Recent Responses to Campus Growth/Change

 Residential Campus, With Over 3000 Undergraduate Students Living on

Campus

 Increase in Services in Health and Counseling, Residence Life and

Judicial Affairs

 Behavioral Intervention Team  Expanded Hours for Off-Campus Transportation  Greater Emphasis on Career Development and Civic Engagement 

Best Practices-Based Approaches in Support of Recruitment and Retention

 Alignment of Academic Affairs and Student Affairs Under the Office of

the Provost

 Emphasis on Student Engagement and Student Learning Outcomes  Special Interest Housing with Plans Underway for Living-Learning

Communities

 Broad Collaboration on Funding and Programming to Meet

Institutional Goals

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What is Strategic Enrollment Management What is Strategic Enrollment Management (SEM)? (SEM)?

“…a comprehensive a comprehensive process designed to process designed to help an institution help an institution achieve and maintain achieve and maintain

• ptimum recruitment,
• ptimum recruitment,

retention and retention and graduation rates of graduation rates of students students where where 'optimum' is defined 'optimum' is defined within the academic within the academic context of the context of the institution. institution.” ” To define To define

• ptimal as it
• ptimal as it

relates to relates to Ramapo, we Ramapo, we must ask the must ask the following following question: question: What are the What are the external and external and internal factors internal factors that create the that create the enrollment enrollment context at context at Ramapo and Ramapo and what will be the what will be the trend of those trend of those factors that will factors that will continue to continue to confront the confront the college? college?

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State Support as a % of Revenue

46.7% Decrease

External Framework External Framework

37.5% 25.0% 32.9% 43.4% 26.7% 28.6% 50.1% 30.2% 33.5% 33.3% 34.0% 39.6% 46.2% 46.4%

25.0% 27.0% 29.0% 31.0% 33.0% 35.0% 37.0% 39.0% 41.0% 43.0% 45.0% 47.0% 49.0% 51.0% 1997 1999 2001 2003 2005 2007 2009 2011

NJ Student Migration

Strong history of NJ high school students leaving the state to pursue higher education

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Strategic Enrollment Management Strategic Enrollment Management

112379 111253 111103 111085 108199 108353 106000 107000 108000 109000 110000 111000 112000 113000 2008 2009 2010 2011 2012 2013 New Jersey Graduates

New Jersey HS Graduates Projection Through 2013 (Source: WICHE)

 

8.5% Decrease New York 8.5% Decrease New York* *

 

7.7% Decrease 7.7% Decrease Pennsylvania Pennsylvania* *

 

10% Decrease Rhode Island 10% Decrease Rhode Island

 

7.2% Decrease Connecticut 7.2% Decrease Connecticut* *

 

3.2% Increase in Delaware 3.2% Increase in Delaware* * *Eastern PA, Southwestern CT, *Eastern PA, Southwestern CT, NYC, Westchester County, NYC, Westchester County, Delaware All Set as Delaware All Set as Emerging Market Emerging Market Recruitment Territories Recruitment Territories

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Projected High School Graduates of Under-Represented Populations

2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 2 5

• 2

6 2 6

• 2

7 2 7

• 2

8 2 8

• 2

9 2 9

• 2

1 2 1

• 2

1 1 2 1 1

• 2

1 2 2 1 2

• 2

1 3 2 1 3

• 2

1 4 2 1 4

• 2

1 5 Academic Years Projected Population American Indian/Alaskan Native Asian/Pacific Islander Black Non-Hispanic Hispanic

What We Know About Those Graduates…

• 1.5% Increase

for Native American/ Pacific Islander

• 39% Increase

for Asian/ Pacific Islander

• African

American Will Hold Flat

• 36%

Increase for Hispanic

• 8% Decrease

in White, Non- Hispanic Populations

Source: WICHE

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Fall 2010 Results

 5161 Applications

 1% Increase Over Fall 2009

 2483 Accepted Students

 Reduced Acceptance Rate to 48% From 51% in Fall 2009

 AVG SAT Score of 1165

 13 Point Increase Over Last Year

 EOF SAT Score of 941

 26 Point Increase

 First Year Retention Rate 88.2%

 1.3% Increase From Last Year

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SEM Goals 2010-2013

• Diversify and Increase Revenue to College Through

Enhanced Enrollment of Non-Traditional Students

• Increase the Quality of the Incoming Class
• Increase Retention and Graduation Rates
• Increase Ramapo’s Position in the Marketplace,

Particularly in the Eyes of Prospective Students and Create Direct Connection Between “Public Liberal Arts College” and Outcomes

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Enrollment Goals and Accomplishments Enrollment Goals and Accomplishments

Goal 1: Diversify and Increase Revenue to the College Through Enhanced Enrollment Goal 1: Diversify and Increase Revenue to the College Through Enhanced Enrollment

• f Non-Traditional Students While Stabilizing Traditional Undergraduate Enrollment
• f Non-Traditional Students While Stabilizing Traditional Undergraduate Enrollment

5792 3805 3918 4215 4378 4536 4606 4768 4919 5085 5353 5370 5776 5561 5393 5188 5233 4906 4890 5143 5242 5278

3500 4000 4500 5000 5500 6000 Fall '00 Fall '01 Fall '02 Fall '03 Fall '04 Fall '05 Fall '06 Fall '07 Fall '08 Fall '09 Fall '10

Undergraduate Headcount Undergraduate Headcount Headcount FTE

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51.7% 54.2% 54.2% 57.2%60.2% 59.7% 61.0% 61.1% 60.3% 58.4% 57.9% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% Fall '00 Fall '01 Fall '02 Fall '03 Fall '04 Fall '05 Fall '06 Fall '07 Fall '08 Fall '09 Fall '10

Percentage of Full-Time Undergraduates in Campus Housing

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1712 1903 2065 2276 2497 2553 2754 2929 3003 3052 3049 500 1000 1500 2000 2500 3000 3500 Fall '00 Fall '01 Fall '02 Fall '03 Fall '04 Fall '05 Fall '06 Fall '07 Fall '08 Fall '09 Fall '10

Number of Residential Students Number of Residential Students

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SEM Goal 1: Stabilize Traditional Enrollment SEM Goal 1: Stabilize Traditional Enrollment

687 725 755 748 814 902 880 937 897 900 900 100 200 300 400 500 600 700 800 900 1000 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Year RCNJ First-Time, First-Year, Enrolled 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 100 200 300 400 500 600 700 Year

RCNJ Enrolled Transfers Traditional A dult

Traditional 593 532 517 496 610 616 621 608 588 515 500 Adult 70 70 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Proj. 2012 Proj.

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Recruitment Strategies in Relation to External Enrollment Environment

 Stabilize First-Time Enrollment Goals at 900  Visit Every High School in New Jersey  Territory Management  Emerging Markets

 Eastern PA, Southern CT, NYC, and Staten Island

 Hobson’s Product: Become a VIP at Ramapo  Prospecting and Increased Number of Contacts

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Graduate Enrollment Projections by FTE

120 140 160 180 200 FY FTE FTE FTE 151 167 177 184 191 2011 2012 2013 2014 2015

SEM Goal 1 (Continued): Planned Growth in Graduate FTE

Fall 2010: First M.A.S.S. Class Enrolled Fall 2011: Ed. Leadership Approval

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Strategies to Increase Graduate Students Strategies to Increase Graduate Students

  Graduate Students

Graduate Students

  Established Office of Graduate Admissions and

Established Office of Graduate Admissions and Adult Learning Adult Learning

  Hosted First 2 Unified Graduate Open Houses

Hosted First 2 Unified Graduate Open Houses

  50 Attendees in First 2 Events

50 Attendees in First 2 Events

  Unified Graduate Admissions Process

Unified Graduate Admissions Process

  Graduate Marketing Plan and Recruitment Plan

Graduate Marketing Plan and Recruitment Plan

  Focus on M.A.S.S.

Focus on M.A.S.S.

  20 Applications for First Year

20 Applications for First Year

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SEM Goal 1 (Continued): SEM Goal 1 (Continued): Growth in Non-Traditional Students Growth in Non-Traditional Students



Opened Adult Admissions Office in Spring 2009



Fall 2011: Offer New Degree Completion Program With Existing Resources



Each Thirty Student Cohort Yields Nineteen More FTE



Market Research Will Determine Cohort Size

20 40 60 80 100 120 140

Headcount

08-09 09-10 10-11 Academic Year Fall Spring

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Strategies to Increase Non-Traditional Learners

 Goal 2: Adult and Non-Traditional

Learners

 Establish Office for Adult Learning  Adult Recruitment Plan  Conduct Market Analysis of Adult Learners

and Competitive Scan (Carnegie Communications)

 Survey Current Adult Students at Ramapo to

Determine Needs

 Revive Adult Student Organizations

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SEM Goal 2: Increase Quality of Incoming Class

First-Time/Full-Time Freshmen Applications

4507 4430 4983 5121 5161 5556 1860 2048 2421 2550 2628 2483 748 814 902 880 937 897

1000 2000 3000 4000 5000 6000 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Applications Accepts Enrolled Acceptance Ratio Enrollment Yield Applications 4507 4430 4983 5556 5121 5161 Accepts 1860 2048 2421 2550 2628 2483 Enrolled 748 814 902 880 937 897 Acceptance Ratio 41.3% 46.2% 48.6% 45.9% 51.3% 48.1% Enrollment Yield 40.2% 39.7% 37.3% 34.5% 35.7% 36.1% Fall '05 Fall '06 Fall '07 Fall '08 Fall '09 Fall '10

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SEM Goal 2 (Continued) SEM Goal 2 (Continued)

1090 1120 1135 1155 1164 1179 1176 1163 1150 1152 1165 1030 1050 1070 1090 1110 1130 1150 1170 1190 Fall '00 Fall '01 Fall '02 Fall '03 Fall '04 Fall '05 Fall '06 Fall '07 Fall '08 Fall '09 Fall '10

Preparedness Level of First-Time Full-Time Regularly Admitted Freshmen Combined SAT Scores (Math + Verbal)

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Strategies to Increase Strategies to Increase Academic Preparedness Academic Preparedness

  School Specific Immediate Decision Days

School Specific Immediate Decision Days

  Revamped Open Houses and Admitted Student Days

Revamped Open Houses and Admitted Student Days

  Presidential Scholar Reception at Havemeyer House

Presidential Scholar Reception at Havemeyer House

  Increased Number of Yield Events (More Intimate

Increased Number of Yield Events (More Intimate Receptions) Receptions)

  Dean

Dean’ ’s Reception With Support of School Alumni s Reception With Support of School Alumni Boards Boards

  Faculty Phone Calls to Admitted Students

Faculty Phone Calls to Admitted Students

  President Peter P. Mercer on the Road

President Peter P. Mercer on the Road

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SEM Goal 3: Increase Retention and SEM Goal 3: Increase Retention and Graduation Rates Graduation Rates

Average First Year Retention Rate for 4 year Public Colleges is 66%

One-Year Retention Rate 2005-2009

70.0% 75.0% 80.0% 85.0% 90.0% 95.0% Year First-Time, Full-Time Freshmen First-Time, Full-Time Freshmen 86.7% 89.9% 87.9% 86.9% 88.7% 2005 2006 2007 2008 2009

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Enrollment Goals and Accomplishments Enrollment Goals and Accomplishments

Four-Year Cumulative Graduation Rates 2002-2005*

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% Year First-Time, Full-Time Freshmen First-Time, Full-Time Freshmen 48.2% 59.0% 64.4% 59.6% 2002 2003 2004 2005

Six-Year Cumulative Graduation Rates 2000-2003*

60.0% 62.0% 64.0% 66.0% 68.0% 70.0% 72.0% 74.0% 76.0% Year First-Time, Full-Time Freshmen First-Time, Full-Time Freshmen 65.7% 64.8% 69.7% 74.1% 2000 2001 2002 2003

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SEM Goal 4: Increase Ramapo SEM Goal 4: Increase Ramapo’ ’s Position in the Marketplace, s Position in the Marketplace, Particularly in the Eyes of Prospective Students and Particularly in the Eyes of Prospective Students and Create a Create a More Direct Connection Between New Jersey More Direct Connection Between New Jersey’ ’s Public Liberal s Public Liberal Arts College and the Outcomes of a Ramapo Education. Arts College and the Outcomes of a Ramapo Education.

1 of 218 Colleges Listed as “Best in Northeast” Advanced for 4th Year in a Row; Now 4 Out

• f 49 Public Colleges

in Master’s North Category; 25th in Overall Category Ranked For 5th Year as One of “100 Best Values in Public Colleges.” Increased Ranking From # 66 to # 49 in One Year.

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Report of the Chief Planning Officer

• I. Guiding Principles and Vision
• II. Integrating Planning, Budgeting and Assessment
• III. Financial Operations
• IV. Capital Planning and Construction

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Guiding Principles Guiding Principles

  Strategic Plan is the framework for

Strategic Plan is the framework for integrating planning, budgeting and integrating planning, budgeting and assessment assessment

  Resource allocations will be based on

Resource allocations will be based on

• ngoing planning linked to mission and
• ngoing planning linked to mission and

strategic goals strategic goals

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Vision Vision

“ “to be the premier public college in the to be the premier public college in the greater New Jersey/New York metropolitan greater New Jersey/New York metropolitan area providing a high quality education area providing a high quality education” ”

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Integrating Planning, Budgeting and Integrating Planning, Budgeting and Assessment Assessment

  Strategic Goals

Strategic Goals

  Resource Allocation

Resource Allocation

  Assessment

Assessment

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Strategic Goals Strategic Goals

  Enhancing Academic Excellence

Enhancing Academic Excellence

  Investing in the Future

Investing in the Future

  Enriching College Life and Community Presence

Enriching College Life and Community Presence

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Linking Planning and Budgeting Linking Planning and Budgeting

  The Ramapo College Planning Process Will Help Us:

The Ramapo College Planning Process Will Help Us:

  Finance Opportunities for Growth

Finance Opportunities for Growth

  Improve Services and Processes

Improve Services and Processes

  Allocate Resources Effectively

Allocate Resources Effectively

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Strategic Opportunities Strategic Opportunities

  Additional Graduate Programs That Align With

Additional Graduate Programs That Align With Mission Mission

  Continue Adding New Faculty Lines

Continue Adding New Faculty Lines

  Refurbish Science Labs

Refurbish Science Labs

  Institutional Grants to Increase Diversity

Institutional Grants to Increase Diversity

51 51

Budget Principles

  Allocate Resources Based on Ongoing Planning

Allocate Resources Based on Ongoing Planning Linked to Strategic Goals Linked to Strategic Goals

  Present a Balanced Budget

Present a Balanced Budget

  Build and Maintain Net Assets

Build and Maintain Net Assets

52 52

Shift: State Support as a Percent of Operating Revenues

24.9% 30.2% 28.6% 25.0% 32.9% 26.7%

24.0% 26.0% 28.0% 30.0% 32.0% 34.0% 2 6 2 7 2 8 2 9 2 1 2 1 1 ( p r

• j

e c t e d )

53 53

25.4% 25.8% 28.5% 30.2% 32.5% 74.6% 69.2% 71.5% 69.8% 67.5% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% FY06 FY07 FY08 FY09 FY10 State Support Other Revenue

Shift: State Support and Other Revenue as a Percent of Total Revenues

Source: Audited Financials

54 54

Managing Resources

 Prioritize and Balance Needs (Link Planning to Budgeting)

 Highest Priorities for Funding Consideration – Strategic Priorities  Strategic Priorities Incentive Fund (SPIF)  Evaluate in Context of 3 Year Budget Model

 Manage and Control Costs

 Reallocate Resources  Institute Cost Savings Measures  Reduce Spending

 Generate Revenues

 Capital Improvement Fee  Fundraising  Diversified Revenue Streams  Increase Non-Traditional Students (Graduate and Other)  Increase Tuition and Fees

55 55

Streamline Operations/Cost Savings

 Vacant Positions Reviewed by Position Review

Committee

 Eliminated and/or Reallocated Positions

 Renegotiated Contracts

 Telephone, Cable, Electricity, Copiers

 Unit Level Base Budget Cost Reductions  Reduced Utility Costs

 Peak Demand Energy Reduction Program

56 56

Managing Debt: Debt Payments E&G vs. Auxiliary (Income Supported)

2011

E&G 33.2% Auxiliary 66.8% E&G Debt Payments E&G Debt Payments Income Income Supported Supported Debt Debt Payments Payments Total Debt Total Debt Payments Payments

FY06 FY06

$3,660,000 $3,660,000 27.9% 27.9% $9,468,000 $9,468,000 72.1% 72.1% $13,128,000 $13,128,000

FY11 FY11

$5,940,000 $5,940,000 33.2% 33.2% $11,930,00 $11,930,00 66.8% 66.8% $17,870,000 $17,870,000

2006

E&G 27.9% Auxiliary 72.1%

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($ in 000s) FY11 FY12 FY13 FY14 FY15 Current Debt Service $17,870 $18,351 $18,199 $17,279 $16,988 New Debt Service $369 $633 $634 $635 Total Debt Service $17,870 $18,720 $18,832 $17,913 $17,623 Dedicated Source $11,930 $12,731 $12,851 $11,952 $11,047 $0 $5,000 $10,000 $15,000 FY11 FY12 FY13 FY14 FY15 Debt in Millions New Debt Serv ice Current Debt Serv ice Dedicated Source

Managing Debt

Note: Debt Service Does Not Include Potential Refund of $640K

58 58

FY2011 Budget

 $2.86 Million Reduction in State Support (15%)  $2.5 Million Unfunded Salary Obligations for Union Employees  Capped Tuition and Fee Increase at 4%  $1.2 Million Cost Cutting/Saving Measures  Restored State Funding $640,000  Renewal and Replacement Fund Maintained

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($ in 000s)

Original Budget Revised Budget Variance Sources of Operating Revneues State Appropriation (incl Fringe) $33,469 $34,109 $640 Tuition & Fees $61,118 $60,711 ($407) Other $1,834 $1,699 ($135) Auxiliary $40,550 $40,646 $96 Total Revenue $136,971 $137,165 $194 Operating Expenses Education & General $94,592 $93,686 ($906) Auxiliary $24,509 $24,569 $60 Debt Service $17,870 $17,870 $0 Total Expenses $136,971 $136,125 ($846) Excess $0 $1,040 $1,040

FY2011 Budget Projection

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FY2006 FY2007 FY2008 FY2009 FY2010 Net Assets Invested in Capital 34,039 34,593 36,366 33,577 34,994 Restricted 10,201 5,432 4,823 6,365 5,950 Unrestricted 13,465 18,668 23,223 28,683 37,931 Total Net Assets 57,705 58,693 64,412 68,625 78,875 Increase (Decrease) for the year 324 988 5,719 4,213 10,250 Cumulative Change in Net Assets (FY06-FY10) 21,494 Changes in Net Assets $ in Millions

Financial Statements

61 61

FY2006 FY2007 FY2008 FY2009 FY2010 Cash & Cash Equivalents 7,581 22,785 30,426 37,013 48,325 Change in Cash Balance (6,875) $ 15,204 $ 7,641 $ 6,587 $ 11,312 $ Changes in Cash & Cash Equivalents $ in Millions

Financial Statements (Continued)

62 62

Tuition & Fees Tuition & Fees $13,370 $13,370 $13,293 $13,293 $12,582 $12,582 $11,874 $11,874 $11,676 $11,676 $11,533 $11,533 $11,238 $11,238 $10,016 $10,016 $9,815 $9,815 $9,348 $9,348

Maintaining Affordability: Tuition & Fee Comparison to New Jersey Public Schools

$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 Tuition & Fees

New Jersey Institute of Technology The College of New Jersey Rutgers Univ ersity Ramapo College of New Jersey Rowan Univ ersity Richard Stockton Univ ersity William Paterson Univ ersity Montclair State Univ ersity Kean Univ ersity New Jersey City Univ ersity

63 63

$0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 Tuition & Fees

Stev ens Institute of Technology Drew Univ ersity Fairleigh Dickinson Univ ersity Seton Hall Univ ersity Rider Univ ersity

• St. Peter's College

College of St. Elizabeth Felician College Monmouth Univ ersity Georgian Court College Ramapo College of New Jersey

Tuition & Fees Tuition & Fees $39,816 $39,816 $39,573 $39,573 $33,410 $33,410 $31,890 $31,890 $30,470 $30,470 $28,332 $28,332 $26,887 $26,887 $26,425 $26,425 $26,356 $26,356 $26,176 $26,176 $11,874 $11,874

Maintaining Affordability: Tuition & Fee Comparison to Private Schools

64 64

Capital Planning and Construction

65 65

66 66

Gross Square Feet (GSF): 1,787,296 Gross Square Feet (GSF): 1,787,296 Net Assignable Square Feet (NASF): Net Assignable Square Feet (NASF): 1,233,036 1,233,036

NASF Non-Residential 484,044 48% NASF Residential 523,691 52%

67 67

NASF Non-Residential By Category NASF Non-Residential By Category Total: 484,044 Total: 484,044

Laboratory 13% Office 10% Study/Library 9% Support 8% Special Use 22% General Use 31% Unclassified 2% Health 0% Classroom 5%

68 68

Efficient Physical Plant Operations & Maintenance

 Replacement and Renewal Funding Maintained  Housekeeping, Repairs and Trades - Staff of 94  Computerized Maintenance Management Work Order

System (TMA)

 Process ~25,000 Work Orders

Per Year (Residence Halls, Grounds, Academic and Administrative Buildings)

 Facilities Condition Assessment

Identifies Needs by Priority, and is Used as Guide for Operations

69 69

Capital Project Funding Sources

 New Jersey Educational Facilities Authority Bond

Issues

 College Reserves  Student Tuition and Fees  Private Donations  Federal and Other Grants

70 70

Recently Completed Capital Projects

Phase I Housing Renovation (Before) Sharp Sustainability Education Center Mansion/Grove Landscaping Phase I Housing Renovation (After)

71 71

Recently Completed Capital Projects (Continued)

Electrical Infrastructure Upgrade Telecommunications Data Recovery Center

72 72

Recently Completed Capital Projects

Anisfield School of Business Salameno Spiritual Center Multi-Purpose Field

73 73

Capital Projects Currently in Process

 Student Center HVAC Renovation & Upgrade  Biology Research

Laboratory

 Microbiology Teaching

Laboratory

 Interior Signage  Public/Private Partnership:

Academic Roof Replacement/Solar

74 74

Planned Capital Projects

 

Center for Academic Success:

Center for Academic Success: Repurposing of Library Space Repurposing of Library Space

  G-Wing/Schools of Theoretical & Applied

G-Wing/Schools of Theoretical & Applied Sciences and Social Science & Human Services: Sciences and Social Science & Human Services: Refurbish Four Floors and Construct a 25,000 Refurbish Four Floors and Construct a 25,000 Square Foot Addition Square Foot Addition

  Co-Generation

Co-Generation

75 75

76 76

Series 2010 K & Series 2010 L Total Issuance = ~$39 million

 Maintaining Replacement and Renewal Funds  Series 2010 K  Refunding ~$30 Million of Outstanding Bonds  Total NPV Projected Savings = $1 million  Series 2010 L  Funds Student Center HVAC Upgrade and

Renovations

 Project Cost = $8 Million  Construction Schedule Mid-May 2011 to Mid-

August 2011

77 77

Sources of Funding for Debt Service and Operations and Maintenance Expenses

 Designated Capital Improvement Fee  Tuition and Student Fees  Auxiliary Enterprises  Housing Rents  Campus Bookstore  Dining Services  Vending Services

78 78

Report of the Vice President of Institutional Advancement

• I. Foundation Allocations and Assets
• II. Endowment
• III. Investment Performance
• IV. Niche Marketing

79 79

Office of Institutional Advancement

“The Ramapo College Foundation’s efforts to build its endowment, undertaken as part

• f the College wide strategic planning

process, has resulted in the establishment

• f 20 new endowments, five of which were

created with planned gifts. The total value

• f new endowments is $1,592,378. In

addition, the College funded its first endowed faculty chair/professorship in the Anisfield School of Business.” Robert Tillsley Chair, Ramapo College Foundation Board

• f Governors

80 80

Recent Accomplishments Recent Accomplishments Institutional Advancement Institutional Advancement

  Exceeding Fundraising Targets

Exceeding Fundraising Targets

• - College
• - College’

’s Comprehensive Campaign, Currently s Comprehensive Campaign, Currently in its Quiet Phase, is Already at 60% of its Fund in its Quiet Phase, is Already at 60% of its Fund Raising Goal Raising Goal

• - Alumni Participation Rate
• - Alumni Participation Rate

  $1.6 Million National Science Foundation Grant

$1.6 Million National Science Foundation Grant

  Development of an Integrated Marketing

Development of an Integrated Marketing Communication Plan Communication Plan

81 81

Institutional Advancement & Foundation Overview Goal Setting and Fund Allocation Process

• Board of Trustees Identifies College Needs

and Fund Raising Priorities

• Foundation Board Develops and Implements

Strategies to Secure Needed Funds

• President, Institutional Advancement Staff

and Board Members Identify, Cultivate and Solicit Prospects

82 82

Assets of the Foundation

FY ’06 - $10,857,017 FY ’07 - $11,382,063 FY ’08 - $15,005,610 FY ’09 - $13,560,136 FY ’10 - $14,136,639

$10,857,017 $11,382,063 $15,005,610 $13,560,136 $14,136,639 $1,000,000 $3,000,000 $5,000,000 $7,000,000 $9,000,000 $11,000,000 $13,000,000 $15,000,000 FY '06 FY '07 FY '08 FY '09 FY '10

83 83

Foundation Overview Assets of the Foundation

$10,857,017 $11,382,063 $15,005,610 $13,560,136 $14,136,639 $1,000,000 $3,000,000 $5,000,000 $7,000,000 $9,000,000 $11,000,000 $13,000,000 $15,000,000 FY '06 FY '07 FY '08 FY '09 FY '10

84 84

Endowment Funds at Ramapo College

FY ’06 - $6,949,473 FY ’07 - $7,495,000 FY ’08 - $9,018,776 FY ’09 - $7,791,322 FY ’10 - $9,704,802

DAVEY: NACUBO REFERENCE

85 85

Investment Performance

 Well Qualified Investment Committee  Percentage Increase for FY ’10 was 8.75%  Revised Investment Policy 1/27/09

86 86

Foundation Overview Asset Allocation

 The asset allocation strategy is designed to achieve

• ur long term objective of growth with moderate

risk.

 Domestic Equities

30-70%

 Fixed Income

20-60%

 Cash

0-20%

 Special Asset Classes 0-20%

87 87

Highlights: Endowment Principal Highlights: Endowment Principal

 Endowment Principal Grew 27.9%  6/30/10 $8,105,459  6/30/09 $6,338,608  Trend: Fiscal Year

Principal % Increase (2006) 2010 $8,105,459 141% 2008 $5,183,046 54% 2006 $3,357,292

• * 20 new endowments in FY’10; total endowments 138

138

88 88

Total Revenues Secured

 FY’10 Goal

$6,325,000

 Total Secured

$6,704,443

 Unrestricted

$1,018,365

 Restricted

$3,231,050*

 Capital

$2,143,000*

 College Grants & Contracts

$311,903* (* Total Grants Awarded $4,049,382: $1,822,894 in restricted and $1,914,585 in capital.)

89 89

Scholarship & Faculty Awards

• Total Dollars Awarded FY’10 = $318,918 a 32%

Increase Over FY’07

• Total Awards = 252, a 22% increase Over FY’07
• $140,000 of Unrestricted Revenue Raised to Cover

Underwater Endowments

90 90

Comprehensive Capital Campaign Comprehensive Capital Campaign Capital Goal $12 million Capital Goal $12 million

$12,000,000 $7,900,000 $4,100,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 Goal A chieved Remaining

91 91

Comprehensive Capital Campaign Endowment Restricted Goal: $10 million

$10,000,000 $6,400,000 $3,600,000 $3,500,000 $4,500,000 $5,500,000 $6,500,000 $7,500,000 $8,500,000 $9,500,000 Goal A chieved Remaining

92 92

DAVEY: Grants and Govt Contract DAVEY: Grants and Govt Contract Slide Slide

93 93

Office of Institutional Advancement Grants and Awards Secured FY06-FY10

2006 $2,505,846 2007 $3,182,492 2008 $3,086,615 2009 $2,969,768 2010 $3,591,529 TOTAL $15,336,250

94 94

Examples of Grant Success

• $1.6 National Science Foundation Grant To Renovate Biology

$1.6 National Science Foundation Grant To Renovate Biology Research Suite Research Suite

• $33,928 New Jersey State Council on the Arts grant for general

$33,928 New Jersey State Council on the Arts grant for general programming at the Berrie Center programming at the Berrie Center

• $1,331,853 U.S. Department of Education TRIO Program grant

$1,331,853 U.S. Department of Education TRIO Program grant for the Office of Specialized Services to provide an array of for the Office of Specialized Services to provide an array of services for students with disabilities services for students with disabilities

• $187,500 National Institutes of Health grant to study mood

$187,500 National Institutes of Health grant to study mood disorders such as major depressive disorder and posttraumatic disorders such as major depressive disorder and posttraumatic stress disorder stress disorder

• $59,373 National Science Foundation grant, in collaboration

$59,373 National Science Foundation grant, in collaboration with Rutgers University, to develop technology that will with Rutgers University, to develop technology that will standardize and improve measurement of carbon-14 standardize and improve measurement of carbon-14

95 95

Office of Institutional Advancement Support of College Strategic Goals Capital Projects

  Anisfield School

Anisfield School

• f Business
• f Business

96 96

Office of Institutional Advancement Support of College Strategic Goals Capital Projects

  Sharp Sustainability

Sharp Sustainability Education Center Education Center

97 97

Office of Institutional Advancement Support of College Strategic Goals Capital Projects

  The Global Financial

The Global Financial Markets Trading Markets Trading Laboratory Laboratory

98 98

Office of Institutional Advancement Support of College Strategic Goals Capital Projects

  Salameno Spiritual

Salameno Spiritual Center Center

99 99

Foundation Strategic Plan

 Implementing the enhanced Ramapo College

Implementing the enhanced Ramapo College Strategic Plan, 2007 Strategic Plan, 2007 – – 2012 2012

 Align all Foundation initiatives to meet the tenets

Align all Foundation initiatives to meet the tenets

• f plan:
• f plan:

  Academic Excellence

Academic Excellence

  Investing in the Future

Investing in the Future

  Enriching College Life and Community Presence

Enriching College Life and Community Presence

100 100

Foundation Strategic Plan

 Conduct Feasibility Study for Capital Campaign  Increase Annual Giving  Increase Alumni participation by 1 percentage point each

year

 Support Endowment Needs

 Need based Scholarships  Merit-based Scholarships  Study Abroad Scholarships  Faculty Development Opportunities

 Secure needed resources for AACSB accreditation  Expand and Enhance Grants Administration  Significantly market Planned Giving Opportunities

101 101

Institutional Advancement Overall Development Plan

 Grow President’s

Parents Council

 Advance Special Events  Nurture Senior Class

Giving

 Support Friends of

Ramapo

 Cultivate Professional

Relationships Between Alumni Members and Their Respective Schools

102 102

Institutional Advancement Overall Institutional Advancement Overall Development Plan Development Plan

 Increase cultivation

• pportunities

 Enhance Business

Partners Program

 Engage the Board of

Governors

103 103

“ “The generosity demonstrated by donors, alumni, the Friends

• f Ramapo, the President’s

Parent Council and corporate members of the Business Partners Program is a testament and commitment to our students’ futures.” Robert Tillsley Chair, Ramapo Foundation Board of Governors

Ramapo College Foundation Ramapo College Foundation

104 104

105 105

Conclusion

  Dynamic Leadership

Dynamic Leadership

  Managing and Maximizing Revenue Sources

Managing and Maximizing Revenue Sources

  Ability and Willingness to Raise Tuition Rates

Ability and Willingness to Raise Tuition Rates

  Strategic Enrollment Goals

Strategic Enrollment Goals

  Clearly Established Competitive Small Public

Clearly Established Competitive Small Public Liberal Arts School Liberal Arts School

  Market Niche

Market Niche

  Management Strengths

Management Strengths