UMDNJ Howard Bunsis Professor of Accounting, Eastern Michigan - - PowerPoint PPT Presentation

▶
umdnj
SMART_READER_LITE
LIVE PREVIEW

UMDNJ Howard Bunsis Professor of Accounting, Eastern Michigan - - PowerPoint PPT Presentation

Dec 09, 2023 179 likes •1.29k views

Financial Analysis of Rutgers and UMDNJ Howard Bunsis Professor of Accounting, Eastern Michigan University Chair, AAUP Collective Bargaining Congress April 2014 1 Roadmap Number of Employees The Financial Condition of and What They Do the

slide-1
SLIDE 1

Financial Analysis of Rutgers and UMDNJ

Howard Bunsis Professor of Accounting, Eastern Michigan University Chair, AAUP Collective Bargaining Congress April 2014

1

slide-2
SLIDE 2

Roadmap

2 The Financial Condition of the State of New Jersey Financial Condition of Rutgers and UMDNJ: Ratio Analysis

Rutgers and UMDNJ Revenue Analysis

Priorities of the Administration: Are They Being True to the Core Academic Mission?

Number of Employees and What They Do

Athletics – Is athletics close to self-supporting? Other metrics: Degrees conferred, Graduation Rates, Class Size

Transparency: Does Rutgers provide basic budget and other information similar to other universities?

slide-3
SLIDE 3

3

The Financial Condition of the State of New Jersey

slide-4
SLIDE 4

New Jersey 2014 Revenue Distribution

Source: Office of Legislative Services, Tax and Revenue Outlook 2014-15, April 2014

4

Income Tax 40% Sales Tax 27% Corporate Tax 7% Insurance Premiums 2% Inheritance Taxes 2% Cigare e Tax 1% Tobacco Se lement 0.4% Casino Revenues 1% All Other Sources 20%

slide-5
SLIDE 5

Total Revenues Over Time

Source: Office of Legislative Services, Tax and Revenue Outlook 2014-15, April 2014

5

19.9 21.0 20.6

  • 23.5

24.9

  • 28.0

28.7

  • 31.2

32.6

  • 28.9

27.9 28.7 29.1

  • 30.9

32.3

  • 34.1
  • 0.0
  • 5.0
  • 10.0
  • 15.0
  • 20.0
  • 25.0
  • 30.0
  • 35.0
  • 40.0
  • 2000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Est 2014 Est

slide-6
SLIDE 6

Change in Total New Jersey Revenue

Source: Office of Legislative Services, Tax and Revenue Outlook 2014-15, April 2014

6

slide-7
SLIDE 7

US and New Jersey Unemployment Rates, 2007 to 2014

Source: Bureau of Labor Statistics

7 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 20072008200920102011201220132014 New Jersey US

slide-8
SLIDE 8

Longer Term View of Unemployment Rates, US vs. NI

Sources: US Bureau of Labor Statistics

8

0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0%

1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014

New Jersey US

slide-9
SLIDE 9

Alternative Measures of Unemployment

Source: US Bureau of Labor Statistics, Calendar 2013 Rates

9

Metric NJ Rate US Rate Definition U-3 8.9% 7.4% Official Unemployment Rate U-4 9.4% 7.9% U-3 + discouraged workers U-5 10.4% 8.8% U-4 + Marginally attached U-6 17.3% 13.8%

U-5 + part time workers who want full time

0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% U-3 U-4 U-5 U-6 NJ Rate US Rate

slide-10
SLIDE 10

Higher Ed Operating Appropriation for all of New Jersey

Source: Higher Education Services, 2013-14, NJ Office of Legislative Services

10

slide-11
SLIDE 11

Higher Ed Full Appropriation for all of New Jersey: 2009 to 2014

Source: Higher Education Services, 2013-14, NJ Office of Legislative Services

11

0.0

  • 200.0
  • 400.0
  • 600.0
  • 800.0
  • 1,000.0
  • 1,200.0
  • 1,400.0
  • 1,600.0
  • 2009 2010 2011 2012 2013 2014

Fringe Benefits Opera ng

2009 2010 2011 2012 2013 2014 Operating 835.6 821.4 714.2 716.5 716.5 716.5 Fringe Benefits 591.3 616.5 645.8 691.8 701.9 718.7 Total 1,426.9 1,437.9 1,360.0 1,408.3 1,418.4 1,435.2

slide-12
SLIDE 12

New Jersey Higher Ed Appropriation vs. Other States: Level Per Capita per Grapevine Study, 2013

12

100 200 300 400 500 600 700

Wyoming North Dakota Alaska North Carolina New Mexico Hawaii Nebraska Mississippi Alabama Arkansas West Virginia Kentucky Illinois Maryland Louisiana Georgia Connec cut Oklahoma Utah Kansas Texas California New York Iowa Minnesota Indiana Delaware New Jersey Tennessee South Dakota Idaho Maine Montana Wisconsin Virginia Washington Florida South Carolina Ohio Nevada Massachuse s Michigan Missouri Rhode Island Oregon Vermont Pennsylvania Arizona Colorado New Hampshire

  • NJ is 28th at $226 per capita
  • US average is $248 per capita
slide-13
SLIDE 13

New Jersey Higher Ed Appropriation vs. Other States: Level Per $1,000 of Income per Grapevine Study, 2013

13

0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00

Wyoming North Carolina New Mexico Alaska North Dakota Mississippi Arkansas Alabama West Virginia Hawaii Kentucky Nebraska Utah Georgia Oklahoma Louisiana Indiana Idaho Illinois Kansas Texas Tennessee Iowa California Delaware Montana South Carolina Maryland Minnesota Maine Wisconsin South Dakota Florida New York Nevada Ohio Washington Connec cut Virginia Michigan New Jersey Missouri Oregon Arizona Rhode Island Vermont Pennsylvania Massachuse s Colorado New Hampshire

  • NJ is 42nd at $4.31
  • US average is $6.22
slide-14
SLIDE 14

New Jersey Higher Ed Appropriation vs. Other States: Change from 2008 to 2013 per Grapevine Study, 2013

14

  • 40%
  • 30%
  • 20%
  • 10%

0% 10% 20% 30% 40%

North Dakota Wyoming Alaska Illinoisb North Carolina Maryland Arkansas Montana New York Indiana Texas Nebraska Maine West Virginia Vermont South Dakota Wisconsin Georgia Hawaii Connec cut New Jersey Utah Kansas Missouric Virginia Iowa Kentucky Oklahoma Ohio Delaware Tennesseed Mississippi Idaho Rhode Island Colorado Minnesota Pennsylvania Oregon New Mexico Michigan Massachuse s South Carolina Washington Nevada California Florida Alabama Louisiana New Hampshire Arizona

  • NJ is 22nd worst at -8%
  • US average is -10%
slide-15
SLIDE 15

15

Financial Condition

  • f Rutgers and

UMDNJ: Ratio Analysis

slide-16
SLIDE 16

Rutgers Balance Sheet

Source: Audited Financial Statements; Amounts in Millions

16

slide-17
SLIDE 17

UMDNJ Balance Sheet

Source: Audited Financial Statements; Amounts in Millions

17

slide-18
SLIDE 18

Rutgers Asset Breakdown

(Does not include the $100 million Rutgers Foundation)

Source: Audited Financial Statements; Amounts in Millions

18 0.0

  • 500.0
  • 1,000.0
  • 1,500.0
  • 2,000.0
  • 2,500.0
  • 3,000.0
  • 3,500.0
  • 4,000.0
  • 4,500.0
  • 2008

2013 All Other Assets Capital Assets Receivables Cash and Investments

slide-19
SLIDE 19

UMDNJ Asset Breakdown

(Does not include the $200 million in three Foundations)

Source: Audited Financial Statements; Amounts in Millions

19 0.0

  • 500.0
  • 1,000.0
  • 1,500.0
  • 2,000.0
  • 2,500.0
  • 3,000.0
  • 3,500.0
  • 4,000.0
  • 4,500.0
  • 2008

2013 All Other Assets Capital Assets Receivables Cash and Investments

slide-20
SLIDE 20

Reserves

20

Total Net Assets

=

Invested in Capital Assets

+

Restricted Net Assets

+

Unrestricted Net Assets Expendable

Non-expendable

Reserves or Expendable Net Assets

=

Restricted Expendable

+

Unrestricted Net Assets

slide-21
SLIDE 21

Summary of Ratio Definitions and Benchmarks

21

slide-22
SLIDE 22

Fichtenbaum-Bunsis Ratios

22

  • A perfect score is 5.0
  • To be in financial exigency, there needs to be two

consecutive years below 1.75

slide-23
SLIDE 23

Rutgers Net Assets Broken Down

Source: Audited Financial Statements; Amounts in Millions

23

In Millions 2008 2009 2010 2011 2012 2013 Total Assets 3,195.3 3,380.0 3,474.8 3,967.3 4,030.3 4,119.3 Total Liabilities 884.9 1,078.4 1,085.5 1,433.6 1,435.5 1,455.6 Net Assets 2,310.4 2,301.6 2,389.3 2,533.7 2,594.8 2,663.7 2008 2009 2010 2011 2012 2013 Invested in Capital Assets 1,045.3 1,069.4 1,115.4 1,134.0 1,193.4 1,230.4 Restricted Non-Expendable 359.3 288.3 277.6 368.2 370.5 429.0 Restricted Expendable 403.0 414.2 426.8 389.0 383.1 382.4 Unrestricted 502.8 529.7 569.5 642.6 647.9 621.8 Total Net Assets 2,310.4 2,301.6 2,389.3 2,533.7 2,594.8 2,663.7 2008 2009 2010 2011 2012 2013 Restricted Expendable 403.0 414.2 426.8 389.0 383.1 382.4 Unrestricted 502.8 529.7 569.5 642.6 647.9 621.8 Total Reserves 905.8 943.8 996.3 1,031.5 1,030.9 1,004.3

  • The first two categories of net assets do not tell us anything about the financial

health or flexibility of Rutgers

  • The latter two categories – expendable and unrestricted, tell us something, as

they are the two components of reserves

slide-24
SLIDE 24

Rutgers Reserves

Source: Audited Financial Statements; Amounts in Millions

24 0.0

  • 200.0
  • 400.0
  • 600.0
  • 800.0
  • 1,000.0
  • 1,200.0
  • 2006

2007 2008 2009 2010 2011 2012 2013

Restricted Expendable Unrestricted

Rutgers has $1 BILLION of Reserves

slide-25
SLIDE 25

UMDNJ Net Assets Broken Down

Source: Audited Financial Statements

25

In Millions 2008 2009 2010 2011 2012 2013 Total Assets 1,681.0 1,581.0 1,550.6 1,526.1 1,509.8 1,434.3 Total Liabilities 1,084.7 1,076.4 1,067.6 1,047.0 1,030.8 1,002.5 Net Assets 596.3 504.7 483.0 478.0 479.0 431.8 In Millions 2008 2009 2010 2011 2012 2013 Invested in Capital Assets 445.3 379.8 336.5 304.9 282.5 260.0 Restricted Non-Expendable 59.7 57.6 60.8 66.5 67.3 73.4 Restricted Expendable 183.8 162.9 158.8 149.9 157.7 89.2 Unrestricted (92.5) (95.7) (73.1) (43.3) (28.5) 9.2 Total Net Assets 596.3 504.7 483.0 478.0 479.0 431.8 In Millions 2008 2009 2010 2011 2012 2013 Restricted Expendable 183.8 162.9 158.8 149.9 157.7 89.2 Unrestricted (92.5) (95.7) (73.1) (43.3) (28.5) 9.2

slide-26
SLIDE 26

UMDNJ Reserves

Source: Audited Financial Statements

26

(200.0) (100.0) 0.0

  • 100.0
  • 200.0
  • 300.0
  • 400.0
  • 500.0
  • 200820092010201120122013

Restricted Expendable Unrestricted

slide-27
SLIDE 27

Rutgers Reserves in Context

27

In Millions 2008 2009 2010 2011 2012 2013 Total Reserves 905.8 943.8 996.3 1,031.5 1,030.9 1,004.3 Total Operating Expenses 1,590.6 1,678.0 1,737.4 1,742.7 1,886.2 1,985.4 Primary Reserve Ratio 57% 56% 57% 59% 55% 51%

slide-28
SLIDE 28

UMDNJ Reserves in Context

28

In Millions 2008 2009 2010 2011 2012 2013 Total Reserves 91.3 67.2 85.7 112.1 134.4 98.4 Total Operating Expenses 1,680.5 1,770.7 1,802.7 1,757.9 1,781.9 1,876.5 Primary Reserve Ratio 5% 4% 5% 6% 8% 5%

slide-29
SLIDE 29

Cash Flows Generated

Source: Audited Financial Statements

29

(50.0) 0.0

  • 50.0
  • 100.0
  • 150.0
  • 200.0
  • 250.0
  • 2008 2009 2010 2011 2012 2013

UMDNJ Cash Flows Rutgers Cash Flows

slide-30
SLIDE 30

Rutgers Ratio Score Detail

30

2008 2009 2010 2011 2012 2013 Viability Ratio 162% 117% 129% 92% 95% 96% Primary Reserve Ratio 56.9% 56.2% 57.3% 59.2% 54.7% 50.6% Cash Flow Ratio 7.8% 8.4% 7.8% 9.9% 5.2% 4.5% Net Asset Ratio 5.3%

  • 0.1%

6.2% 11.0% 3.1% 3.2% Viability Score 3.91 3.61 3.70 3.30 3.38 3.41 Primary Reserve Score 4.78 4.75 4.79 4.87 4.69 4.52 Cash Flow Score 5.00 5.00 5.00 5.00 4.58 4.24 Net Asset Score 4.67 1.48 5.00 5.00 3.54 3.62 Rutgers Composite Score 4.61 4.14 4.61 4.56 4.23 4.10

slide-31
SLIDE 31

UMDNJ Ratio Score Detail

31

2008 2009 2010 2011 2012 2013 Viability Ratio 13.3% 9.8% 12.7% 16.9% 20.7% 15.5% Primary Reserve Ratio 5.4% 3.8% 4.8% 6.4% 7.5% 5.2% Cash Flow Ratio

  • 0.7%
  • 1.8%

1.9% 2.2% 1.3% 1.1% Net Asset Ratio

  • 6.4%
  • 5.3%
  • 1.2%

0.0% 0.0%

  • 2.5%

Viability Score 0.94 0.83 0.92 1.06 1.19 1.02 Primary Reserve Score 1.59 1.42 1.48 1.78 2.01 1.55 Cash Flow Score 1.36 1.15 2.94 3.11 2.64 2.57 Net Asset Score 0.22 0.44 1.26 1.53 1.54 0.99 UMDNJ Composite Score 1.23 1.11 1.62 1.85 1.89 1.57

slide-32
SLIDE 32

Rutgers and UMDNJ Composite Ratio Scores

32 0.00

  • 0.50
  • 1.00
  • 1.50
  • 2.00
  • 2.50
  • 3.00
  • 3.50
  • 4.00
  • 4.50
  • 5.00
  • 2008 2009 2010 2011 2012 2013

Perfect Score Rutgers Composite Score UMDNJ Composite Score Trouble

slide-33
SLIDE 33

Actual Bond Ratings

33

Moody's S&P Rank Rutgers Aa3 AA- 4th highest

  • f

24 UMDNJ Baa1 BBB+ 8th highest

  • f

24 State

  • f

New Jersey Aa3 AA- 2 states are worse; 44 are better

slide-34
SLIDE 34

34

slide-35
SLIDE 35

Rutgers Strengths and Weaknesses per Moody’s

https://www.moodys.com/research/Moodys-assigns-Aa3-to-239-M-Rutgers-NJ-Lease-Revenue--PR_280380

35

Strong market position; Flagship with 57k students, going to Big 10

Rutgers is key to the State’s economy; State appropriation ¾ Billion in 2014

Incorporation of 9 UMDNJ units will help to attract research dollars and support

Demonstrated fundraising ability

High debt level, made worse by assumption of roughly 70% of UMDNJ's debt The integration of two large

  • rganizations with different

cultures will be difficult Recent controversies with basketball coach, AD, and President have proven distracting State support and operating margins are problematical

slide-36
SLIDE 36

36

Rutgers and UMDNJ Revenue Analysis

slide-37
SLIDE 37

Rutgers 2013 Revenue Distribution

Source: Audited Financial Statements

37

32% 21% 13% 12% 8%

3% 1%

3% 3% 4%

Tui on and Fees, Net Grants and Contracts Auxiliaries State Appropria on State Appropriaiton, Fringes Federal

  • Student

Aid investment Income

slide-38
SLIDE 38

UMDNJ 2013 Revenue Distribution

Source: Audited Financial Statements

38

7% 16% 26% 22% 11% 14%

4%

Tui on and fees Grants and contracts Pa ent Revenue Professional Service contracts State Appropria on, Opera ons State Appropria on, Fringes Other Revenues

slide-39
SLIDE 39

Rutgers: Main Revenue Sources Over Time

Source: Audited Financial Statements

39

slide-40
SLIDE 40

UMDNJ: Main Revenue Sources Over Time

Source: Audited Financial Statements

40

slide-41
SLIDE 41

Rutgers: State Operating Appropriation per Student, All Campuses

Source: Audited Financial Statement and 2013 Bond Disclosure

41

$0

  • $100
  • $200
  • $300
  • $400
  • $500
  • $600
  • $700
  • $800
  • 2008

2009 2010 2011 2012 2013

2008 2009 2010 2011 2012 2013

State Operating Appropriation

356.3 309.4 328.9 305.3 290.9 273.2 Total Enrollment 50,516 52,471 54,645 56,868 58,182 58,788 Appropriation per Student $705 $590 $602 $537 $500 $465

slide-42
SLIDE 42

Rutgers: Total Revenues Over Time

42

0.0

  • 500.0
  • 1,000.0
  • 1,500.0
  • 2,000.0
  • 2,500.0
  • 2008

2009 2010 2011 2012 2013

Despite hits from the state, total revenues are increasing

slide-43
SLIDE 43

UMDNJ: Total Revenues Over Time

43

0.0

  • 200.0
  • 400.0
  • 600.0
  • 800.0
  • 1,000.0
  • 1,200.0
  • 1,400.0
  • 1,600.0
  • 1,800.0
  • 2,000.0
  • 2008

2009 2010 2011 2012 2013

slide-44
SLIDE 44

State Appropriation: Rutgers, UMDNJ, and the Combined Institution for 2014

Sources: Audited Financial Statements and December 2013 Bond disclosure

44

In Millions 2008 2009 2010 2011 2012 2013 2014 Budget Operating, Rutgers 356.3 309.4 328.9 305.3 290.9 273.2 Fringes, Rutgers 134.4 146.4 147.6 144.9 153.1 165.0 Operating, UMDNJ 281.4 254.1 262.4 214.6 205.9 200.2 Fringes, UMDNJ 182.5 182.2 192.9 183.9 204.7 255.3 Operating, Combined 455.1 Fringes Combined 299.8 Total 954.6 892.1 931.8 848.6 854.6 893.7 754.8 Note: UH is not part

  • f

Rutgers, and was approximately 29%

  • f

UMDNJ revenues If we take: 100%

  • f

2013 Rutgers plus 71%

  • f

UMDNJ: Operating, Rutgers 273.2 Fringes, Rutgers 165.0 Operating, UMDNJ 142.2 Fringes, UMDNJ 181.2 Total 761.6

slide-45
SLIDE 45

State Appropriation Graphically

Sources: Audited Financial Statements and December 2013 Bond disclosure

45

0.0

  • 200.0
  • 400.0
  • 600.0
  • 800.0
  • 1,000.0
  • 1,200.0
  • 2008 2009 2010 2011 2012 2013 2014

Budget Fringes Combined Opera ng, Combined Fringes, UMDNJ Opera ng, UMDNJ Fringes, Rutgers Opera ng, Rutgers

UH not being included in the merger is why the 2014 appropriation is lower

slide-46
SLIDE 46

Tuition and Fees, Rutgers

Source: Bond Report, December 2013

46

$0

  • $2,000
  • $4,000
  • $6,000
  • $8,000
  • $10,000
  • $12,000
  • $14,000
  • $16,000
  • 20082009 2010 2011201220132014

Computer Fee College Fee Tui on

slide-47
SLIDE 47

Tuition, Fees, Room and Board Detail

Source: Bond Report, December 2013

47

UG Resident 2008 2009 2010 2011 2012 2013 2014 % Change 2008 to 2014 Tuition $8,541 $9,268 $9,546 $9,926 $10,104 $10,356 $10,718

25%

College Fee $1,870 $1,989 $2,057 $2,345 $2,356 $2,412 $2,474

32%

Computer Fee $275 $283 $283 $288 $294 $304 $307

12%

Total $10,686 $11,540 $11,886 $12,559 $12,754 $13,072 $13,499

26%

Board $3,810 $4,000 $4,150 $4,380 $4,540 $4,700 $4,976

31%

Room $5,952 $6,232 $6,526 $6,836 $7,042 $7,042 $7,092

19%

Room + Board $9,762 $10,232 $10,676 $11,216 $11,582 $11,742 $12,068

24% Grand Total $20,448 $21,772 $22,562 $23,775 $24,336 $24,814 $25,567 25%

slide-48
SLIDE 48

Tuition Discounting

48

In Millions 2009 2010 2011 2012 2013 2014 Budget Tuition and Fees, Gross 643.5 697.3 771.3 814.6 847.4 991.8 Allowance 118.4 148.0 157.3 169.3 176.9 182.3 Tuition and Fees, Net 525.1 549.3 614.0 645.3 670.6 809.6 Discount Rate 18.4% 21.2% 20.4% 20.8% 20.9% 18.4%

slide-49
SLIDE 49

Enrollment, Overall

Source: Bond Report, December 2013

49

50,516

  • 52,471
  • 54,645
  • 56,868
  • 58,182
  • 58,788
  • 65,512
  • 10,000

20,000 30,000 40,000 50,000 60,000 70,000

  • 2008

2009 2010 2011 2012 2013 2014

slide-50
SLIDE 50

Enrollment by Campus and Level

Source: Bond Report, December 2013

50

  • 5,000
  • 10,000
  • 15,000
  • 20,000
  • 25,000
  • 30,000
  • 35,000
  • 2008 2009 2010 2011 2012 2013 2014

New Brunswick UG New Brunswick Grad/ Prof Newark UG Newark Grad/Prof Camden UG Camden Grad/Prof

slide-51
SLIDE 51

2014 Enrollment Distribution by Campus and Level

Source: Bond Report, December 2013

51

49% 14% 12% 6% 7% 2% 2% 8% New Brunswick UG New Brunswick Grad/ Prof Newark UG Newark Grad/Prof Camden UG Camden Grad/Prof RBHS UG

slide-52
SLIDE 52

Specific Enrollment Data by Campus

52

2008 2009 2010 2011 2012 2013 2014 % Change 2008 to 2014 New Brunswick UG

26,829 28,031 29,095 30,351 31,268

31,593 32,280 20.3% New Brunswick Grad/Prof 7,975 8,010 8,269 8,561 8,682 8,841 8,978 12.6% Newark UG 6,685 7,001 7,307 7,479 7,465 7,666 7,756 16.0% Newark Grad/Prof 3,868 4,031 4,193 4,319 4,339 4,345 4,231 9.4% Camden UG 3,690 3,870 4,121 4,497 4,653 4,708 4,842 31.2% Camden Grad/Prof 1,469 1,528 1,660 1,661 1,775 1,635 1,422

  • 3.2%

RBHS UG 1,082 RBHS Grad 4,921 TOTAL

50,516 52,471 54,645 56,868 58,182

58,788 65,512 29.7%

slide-53
SLIDE 53

Changes in Tuition Price, Enrollment, and Tuition Revenue (2014 are budgeted amounts)

53

0.0% 5.0% 10.0% 15.0% 20.0% 25.0%

2008 to 2009 2009 to 2010 2010 to 2011 2011 to 2012 2012 to 2013 2013 to 2014

Enrollment Tui on and Fees Tui on Revenue

slide-54
SLIDE 54

54

Priorities of the Administration: Are They Being True to the Core Academic Mission?

slide-55
SLIDE 55

2013 Rutgers Expense Distribution

Source: Audited Financial Statements

55

36% 12% 4% 4% 2% 2% 5% 7% 7% 2% 5% 14% Instruc on Research Other Research Other Sponsored Programs Public Service Libraries Student Services Plant General Administra ve

  • Scholarships

Deprecia on Auxialiries

slide-56
SLIDE 56

2013 UMDNJ Expense Distribution

Source: Audited Financial Statements

56

10% 8% 6% 7% 36% 21% 12% Instruc on Research Public Service Ins tu onal Support Pa ent Care Services Professional Services/ Contracts

slide-57
SLIDE 57

Rutgers: Instructional and Research Costs in Context

Source: Audited Financial Statements

57

2010 2011 2012 2013

Instruction Salaries and Benefits

520.8 558.0 584.5 617.5

Research Salaries and Benefits

164.4 169.1 177.1 195.5 Total

  • f

Above Two Items 685.2 727.1 761.6 813.0 Total Rutgers Expenses 1,737.4 1,742.7 1,886.2 1,985.4 Instruction and Research Salaries + Benefits as a %

  • f

Total Rutgers Expenses 39.4% 41.7% 40.4% 40.9%

slide-58
SLIDE 58

UMDNJ Spending on Salaries, 2009 vs. 2013

Source: Audited Financial Statements

58

Salaries, in Millions

2009 2013 $ Change % Change

Instruction

143.5 129.7 (13.9)

  • 9.7%

Research

68.8 58.5 (10.3)

  • 14.9%

Public Service

65.5 74.6 9.2 14.0%

Institutional Support

49.8 48.6 (1.3)

  • 2.6%
slide-59
SLIDE 59

Instruction + Research Expenses as a % of Total Expenses per IPEDS: Rutgers vs. Big Ten AAU

59

61% 60% 59% 57% 54% 52% 51% 50% 50% 49% 48%

0% 10% 20% 30% 40% 50% 60% 70%

Wisconsin Penn State Ohio State Purdue Iowa Minnesota Michigan State Illinois Michigan Indiana Rutgers

slide-60
SLIDE 60

Rutgers vs. Big Ten AAU per IPEDS: Instruction and Research Broken Down

60

22% 36% 39% 40% 29% 25% 32% 27% 27% 41% 36% 40% 24% 20% 17% 25% 27% 19% 23% 23% 9% 12%

0% 10% 20% 30% 40% 50% 60% 70% W i s c

  • n

s i n

  • P

e n n

  • S

t a t e

  • O

h i

  • S

t a t e

  • P

u r d u e

  • I
  • w

a

  • M

i n n e s

  • t

a

  • M

i c h i g a n

  • S

t a t e

  • I

l l i n

  • i

s

  • M

i c h i g a n

  • I

n d i a n a

  • R

u t g e r s

  • Research

Teaching

slide-61
SLIDE 61

Rutgers vs. Big Ten AAU per IPEDS: Institutional Support as a % of Total Expenses

61

3% 3% 5% 6% 7% 8% 9% 9% 10% 11% 16% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% I l l i n

  • i

s

  • W

i s c

  • n

s i n

  • I
  • w

a

  • M

i c h i g a n

  • S

t a t e

  • R

u t g e r s

  • M

i n n e s

  • t

a

  • I

n d i a n a

  • P

e n n

  • S

t a t e

  • O

h i

  • S

t a t e

  • P

u r d u e

  • M

i c h i g a n

slide-62
SLIDE 62

62

Number of Employees for All Three Rutgers Campuses and UMDNJ per IPEDS

(Integrated Postsecondary Education Data System of the U.S. Department of Education)

slide-63
SLIDE 63

Newark: Number of Employees per IPEDS

63

Newark 2008 2009 2010 2011 2012 2013 # Change % Change T/TT

355 339 349 375 388 359 4 1%

FT Non Tenure Track

67 96 98 104 108 112 45 67%

Total Teaching Faculty

422 435 447 479 496 471 49 12%

Non-instructional staff

681 684 702 722 785 855 174 26%

Management

30 29 29 26 30 33 3 10%

Part time teaching

222 260 257 253 292 326 104 47%

Grad Teaching

147 136 152 158 166 178 31 21%

Enrollment

422 435 447 479 496 471 49 12%

Change 2008 to 2013

slide-64
SLIDE 64

Newark, % Change in Employees, 2008 to 2013

64

67% 47% 26% 21% 12% 10% 1%

0% 10% 20% 30% 40% 50% 60% 70% 80% FT Non Tenure Track Part me teaching Non-instruc onal staff Grad Teaching Enrollment Management Tenure/TT Faculty

slide-65
SLIDE 65

Newark, Non-Instructional Employees, 2013 (per IPEDS new Classification)

65

IPEDS Classification Number Total Salary Average Salary Management Occupations 33 $6,416,642 $194,444 Healthcare and Technical 11 $823,161 $74,833 Biz and Financial Operations 238 $17,657,871 $74,193 Library/Insst. Support 44 $2,991,273 $67,983 Computer, Eng, Science 83 $5,638,965 $67,939 Comm Svc, Legal, Media 44 $2,702,153 $61,413 Maintenance 52 $3,021,792 $58,111 Office and Admin Support 153 $7,682,344 $50,211 Research 51 $2,546,817 $49,938 Service 146 $6,905,888 $47,301 Total 855 $56,386,906 $65,950

slide-66
SLIDE 66

Camden, Number of Employees per IPEDS

66

Camden

2008 2013 # Change % Change

Tenure/Tenure Track Faculty

213 219 6 3%

FT Non Tenure Track

30 54 24 80%

Non-instructional staff

410 545 135 33%

Part time Faculty

183 252 69 38%

Graduate Assistants

22 61 39 177%

Enrollment

5,159 6,343 1,184 23%

slide-67
SLIDE 67

Camden, % Change in Employees, 2008 to 2013

67

80% 38% 33% 23% 3%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Graduate Assistants FT Non Tenure Track Part me Faculty Non-instruc onal staff Enrollment Tenure/Tenure Track Faculty

slide-68
SLIDE 68

Camden, Non-Instructional Employees, 2013 (per IPEDS new Classification)

68

IPEDS Classification Number Total Salary Average Salary Management Occupations 14 $2,396,562 $171,183 Healthcare and Technical 11 $920,274 $83,661 Computer, Eng, Science 39 $2,635,685 $67,582 Biz and Financial Operations 141 $9,508,042 $67,433 Library/Insst. Support 40 $2,471,791 $61,795 Comm Svc, Legal, Media 32 $1,804,034 $56,376 Maintenance 27 $1,487,938 $55,109 Office and Admin Support 92 $4,327,968 $47,043 Research 3 $128,900 $42,967 Service 146 $6,028,031 $41,288 Total 545 31,709,225 $58,182

slide-69
SLIDE 69

New Brunswick, Number of Employees at Broad Level per IPEDS

69

2008 2009 2010 2011 2012 2013

Tenure/Tenure Track

1,458 1,374 1,408 1,401 1,427 1,394

Full Time Non Tenure Track

126 234 270 274 309 320

Research

645 672 728 711 751 757

Non-Instruction

5,261 5,309 5,273 5,332 5,527 5,715

Total Full Time

7,490 7,589 7,679 7,718 8,014 8,186

Part Time Instructors

864 858 867 846 1,009 1,127

Changes 2008 to 2013

Percent

Tenure/TT

(64)

  • 4%

Full Time Non Tenure Track

194 154%

Research

112 17%

Non-Instruction

454 9%

Total Full Time

696 9%

Part Time Instructors

263 30%

Enrollment

5,630 16%

slide-70
SLIDE 70

New Brunswick: IPEDS Non-Teaching Employees per New 2013 Classification

70

IPEDS Classification Number Total Salary Average Salary Management Occupations 196 $33,696,287 $171,920 Public Service 60 $5,193,984 $86,566 Healthcare and Technical 88 $6,532,214 $74,230 Biz and Financial Operations 1,522 $108,472,828 $71,270 Computer, Eng, Science 970 $65,500,522 $67,526 Comm Svc, Legal, Media 290 $18,896,952 $65,162 Library/Insst. Support 172 $10,838,956 $63,017 Research 697 $40,784,058 $58,514 Maintenance 325 $17,514,573 $53,891 Office and Admin Support 942 $45,464,867 $48,264 Service 1,210 $49,403,831 $40,830 Total 6,472 $402,299,072 $62,160

The 6,472 = 757 research + 5,715 non- instruction from the prior slide

slide-71
SLIDE 71

New Brunswick: Number Change in Employees, 2008 to 2013 per IPEDS

71

454

  • 263
  • 194
  • 112
  • (64)

(100)

  • 100
  • 200
  • 300
  • 400
  • 500
  • Non-Instruc on

Full Time Part Time Instructors Full Time Non Tenure Track Research Tenure/Tenure Track

slide-72
SLIDE 72

New Brunswick: Percent Change in Employees, 2008 to 2013 per IPEDS

72

154% 30% 17% 16% 9%

  • 4%
  • 20%

0% 20% 40% 60% 80% 100% 120% 140% 160% 180%

Full Time Non Tenure Track Part Time Instructors Research Enrollment Non-Instruc on Full Time Tenure/Tenure Track

How has Rutgers dealt with the large 16% increase in enrollment?

  • The full time NTT increased from 126 to 320, 154%
  • Part time increased from 864 to 1,127, an increase of

263, or 30%

  • Tenure and tenure track faculty declined by 64, or 4%.
slide-73
SLIDE 73

New Brunswick: Graduate Student and Part Time Employees per IPEDS

73

2008 2009 2010 2011 2012 2013 Part Time Instructors 864 858 867 846 1,009 1,127 Part Time Research 579 109 130 120 149 701 Grad Teaching Assistants 915 910 917 928 862 967 Grad Research Assistants 532 1,056 1,050 1,046 995 559 Total Grad Students 1,447 1,966 1,967 1,974 1,857 1,526 Part time TA + Grad TA 1,779 1,768 1,784 1,774 1,871 2,094 PT Research + Grad Research 1,111 1,165 1,180 1,166 1,144 1,260 Total PT Teaching & Research 2,890 2,933 2,964 2,940 3,015 3,354 Percent changes 08 to 13:

# %

Part time TA + Grad TA

315 18%

PT Research + Grad Research

149 13%

Total PT Teaching & Research

464 16%

There are some strange category changes; bottom line is a large increase in these groups

slide-74
SLIDE 74

New Brunswick, Non-Instructional Employees Per IPEDS, 2008 to 2012 (categories changed in 2013)

74

2008 2009 2010 2011 2012

# Change 08 to 12 % Change 08 to 12 Executive/Admin/Mgrl

176 172 183 183 181 5 3%

Other Professional

2,725 2,801 2,840 2,917 2,998 273 10%

Technical

302 313 313 315 342 40 13%

Clerical

655 627 586 565 553 (102)

  • 16%

Skilled Crafts

331 319 308 311 318 (13)

  • 4%

Maintenance

1,072 1,077 1,043 1,041 1,135 63 6%

Total FT Non- Instruction

5,261 5,309 5,273 5,332 5,527 266 5%

slide-75
SLIDE 75

UMDNJ, Non-Medical Employees

75

Non-Medical 2008 2013 # Change % Change Tenure/TT 101 85 (16)

  • 16%

Non Tenure Track 207 246 39 19% Total Faculty 308 331 23 7% Part time instructors 432 587 155 36% Executive/Admin/Managerial 259 293 34 13%

slide-76
SLIDE 76

UMDNJ, Medical Employees

76

MEDICAL 2008 2013 # Change Tenure/TT 459 392 (67) Non Tenure Track 808 831 23 Total Faculty 1,267 1,223 (44) Part time instructors 280 349 69 Executive/Admin/Managerial 415 293 (122) Headcount Enrollment 6,077 8,128 2,051 FTE Enrollment 4,822 5,775 953

slide-77
SLIDE 77

UMDNJ, Change from 2008 to 2013, Medical and Non-Medical Combined per IPEDS

77

  • 15%

6% 31% 34%

  • 20%
  • 10%

0% 10% 20% 30% 40%

Tenure/TT Faculty Non-Tenure Track Faculty Part me Faculty Enrollment

slide-78
SLIDE 78

2014 Top 25 Admin Salaries

Source: 1733 URA-AFT RU and UMDNJ Combined 11.08.2013

78

Title 2013-14 Salary Department Campus

HEAD COACH $850,000 Football

Busch

University Prof-Chancellor $675,000 CS-President's Office

Health Sciences

  • Newark

PRESIDENT $650,000 President's Office

College Av

HEAD COACH $550,000 Mens Basketball

Livingston

HEAD COACH $550,000 Womens Basketball

Livingston

PROFESSOR

  • CM
  • DEAN

$510,000 RWJ-Pathology-PISC

Piscataway

Professor-CM-Dean $484,500 NJMS-Dean's Office

Health Sciences

  • Newark

DIR INTERCOLLEGIATE ATHLTCS-NB $450,000 Intercollegiate Athletics

Livingston

VP HEALTH SCIENCE PARTNERSHIPS $420,987 SAS

  • Dean's

Office

Busch

DEAN $417,095 General Counsel

College Av

UNIV CHIEF FINANCIAL OFFICER $416,160 CS-Fin_CFO Finance

Health Sciences

  • Newark

PRESIDENT & CEO UBHC/UCHC $402,635 UBHC-P-VICE PRES & CEO-PISC

Piscataway

EXEC VP FOR ACADEMIC AFFAIRS $395,000 Exec VP for Academic Affairs

College Av

PROF

  • VICE

CHANCELLOR $395,000 CS-President's Office

Health Sciences

  • Newark

PROF CM DIRECTOR $391,511 CINJ-Director's Office

Piscataway

SR VICE PRESIDENT

  • FINANCE

$385,000 President's Office

College Av

PRES RU FOUND/VP DEV&ALMN RELS $370,000 Rutgers University Foundation

College Av

PROF-ASSOC DEAN $364,140 RWJ-Child Health Institute

Piscataway

INTERIM PROV BIOMED/HEALTH SCI $350,000 Exec VP for Academic Affairs

College Av

Dean $343,487 Rutgers Business School-Nwk

Newark

PROF

  • CM
  • INTERIM

CHAIR $339,214 RWJ-Medicine-Pulmonary-Meb

Piscataway

CHIEF OPER & FIN OFF $338,130 RWJ-Planning & Admin-PISC

Piscataway

PROF

  • BS
  • INTERIM

DEAN $331,500 CINJ-Scotto's Lab

Piscataway

PROF BS DEPT CHMN $327,420

NJMS-Cell Biology & Molecular Med

Health Sciences

  • Newark

PROF CM DEPT CHMN $325,598

CINJ-Radiation Oncology-Admin Piscataway

Mean

$441,295

Median

$395,000

Total

$11,032,377

slide-79
SLIDE 79

Next 25 Admin Salaries

79

Title 2013-14 Salary Department Campus

DEAN $325,000

Ernest Mario School

  • Pharmacy

Busch

PROF-CD-DEAN $324,360

NJDS-Dean's Office Health Sciences

  • Newark

DEAN $320,000

School

  • f

Criminal Justice Newark

PROF BS ASSOC DN $317,502

NJMS-Research

  • ffice-Assoc.

Dean Health Sciences

  • Newark

DEAN $314,376

School Public Affairs & Admin Newark

SPECIAL COUNSEL ACAD PROGRAMS $313,394

Exec VP for Academic Affairs College Av

INTERIM CHANCELLOR $313,363

Newark Chancellor's Office Newark

CHANCELLOR $313,313

Camden Chancellor's Office Camden

VP PHY SCI&ENG PTNRS/DIR IAMDN $311,786

Exec VP for Academic Affairs Busch

SR VP FINANCE & ADMINISTRATION $304,942

Senior VP & CFO College Av

PROF-CM-ASSC DEAN $297,180

RWJ-Psychiatry-IMHS Piscataway

EXECUTIVE DEAN $296,888

SEBS

  • Dean's

Office Cook

Prof-Sr. Assoc Dean & Chair BS $296,514

NJMS-Pharmacology Health Sciences

  • Newark

DEAN $291,505

Sch

  • f

Law-Cmd, Dean's Office Camden

DIR INSTITUTE OF MICROBIOLOGY $290,932

Waksman Inst

  • f

Microbiology Busch

DEAN $290,508

School

  • f

Business

  • Cmd

Camden

ASSOC DEAN/ CFO NJMS $290,000

NJMS-Dean's Office Health Sciences

  • Newark

MEDICAL DIRECTOR (STATEWIDE) $286,110

UCHC-Ph-UCHC'S Admin Piscataway

PROF-CD-DEP CHR $286,023

NJDS-Oral Biology Health Sciences

  • Newark

PROF

  • CM
  • VICE

DEAN $284,029

NJMS-Office

  • f

Education Health Sciences

  • Newark

DEAN $282,537

College

  • f

Nursing Newark

SVP PUBLIC AFFAIRS $280,908

CS-PUBLIC AFFAIRS Health Sciences

  • Newark

CHIEF INFORMATION OFFICER $280,908

CS-IST-Office

  • f

CIO Health Sciences

  • Newark

PROF CM DEPT CHMN $279,240

RWJ-Medicine-Chairman's Office-Meb Piscataway

DEAN $279,029

School

  • f

Engn, Dean's Office Busch

Mean

$298,814

Median

$296,514

Total

$7,470,347

slide-80
SLIDE 80

Next 29 Admin (All Over $250,000)

80

Title 2013-14 Salary Department Campus ASST COACH $275,000 Football Livingston VICE PRESIDENT ACADEMIC AFFS $274,666 CS-EVP for Academic & Clin Affairs Health Sciences

  • Newark

VICE DEAN $273,391 Rutgers Business School-Nwk Newark DEAN GRADUATE SCHOOL NB $271,272 Graduate School New Brunswick College Av PROF BS DEPT CHMN $270,504 NJMS-Microbiology Health Sciences

  • Newark

Assoc Prof-Sr Assoc Dean $268,510 NJDS-Student Affairs Health Sciences

  • Newark

VP ACADEMIC AFF & ADMIN $268,286 Exec VP for Academic Affairs College Av PROF CM DIRECTOR $265,821 CINJ-Bertino Office Piscataway PROF

  • N
  • DEAN

$265,200 SN-Admin (Dean's Office) Health Sciences

  • Newark

PROF-BS-DIR $262,629 NJMS-PHRI CENTER Health Sciences

  • Newark

PROF CM DEPT CHMN $261,862 NJMS-Ophthalmology Health Sciences

  • Newark

VICE DEAN $261,669 SAS

  • Dean's

Office College Av DEAN OF THE GRADUATE SCHOOL $260,738 Grad Sch

  • f

Edu-Dean's Office College Av PROF

  • BS
  • ASSOC

DIR $260,404 NJMS-PHRI CENTER Health Sciences

  • Newark

PROF-BS-DIR $260,404 NJMS-PHRI CENTER Health Sciences

  • Newark

PROF

  • BS
  • ASSOC

DIR $260,404 NJMS-PHRI CENTER Health Sciences

  • Newark

ASST COACH $260,000 Football Busch PROF

  • CM
  • CHAIR

$259,060 RWJ-Psychiatry-Meb Piscataway DEAN SMLR $258,652 SMLR

  • Dean's

Office Livingston Vice Dean $258,440 Rutgers Business School-Nwk Newark PROF CM DEPT CHMN $256,393 NJMS-Preventive Medicine Health Sciences

  • Newark

VICE PRESIDENT PUBLIC AFFAIRS $256,332 VP

  • f

Public Affairs College Av PROF

  • CM
  • CHAIR

$256,169 NJMS-ENT-Otolaryngology Head Neck S Health Sciences

  • Newark

PROFESSOR $255,098 Rutgers Business School-Nwk Newark PROF

  • CM
  • CHAIR

$255,000 NJMS-Anesthesiology Health Sciences

  • Newark

PROF CM DIRECTOR $254,898 NJMS-Pathology Health Sciences

  • Newark

PROF

  • CM
  • CHAIR

$253,861 RWJ-Pediatrics-Infectious Disease Piscataway PROF

  • IRB

CHAIR $253,824 NJMS-Ophthalmology Health Sciences

  • Newark

Prof-CD-Dept Chair $250,000 NJDS-Pediatric Dentistry Health Sciences

  • Newark

Mean $261,672 Median $260,404 Total $7,588,487 All Admins > $250,000 Number 79 Mean $330,268 Median $290,932 Total Salary $26,091,211

slide-81
SLIDE 81

81

Rutgers Scarlet Knights Athletics

slide-82
SLIDE 82

Athletics in Context

Source: EADA (Equity in Athletics Data Analysis, Title IX Report)

82

Campus #

  • f

Athletes #

  • f

UG Students % in Athletics New Brunswick 616 41,258 1.5% Newark 210 11,987 1.8% Camden 242 6,264 3.9% Total 1,068 59,509 1.8% Campus

2013 Atheltic Expenses

New Brunswick $71,851,419

Newark $2,493,046 Camden $1,312,573

Total $75,657,038

Total 2013 Rutgers Expenses

$1,985,392,000 Athletics as %

  • f

Total 3.8%

slide-83
SLIDE 83

Overall Athletic Spending Over Time

83 $0

  • $10,000,000
  • $20,000,000
  • $30,000,000
  • $40,000,000
  • $50,000,000
  • $60,000,000
  • $70,000,000
  • $80,000,000
  • 2008 2009 2010 2011 2012 2013

USA Today EADA

slide-84
SLIDE 84

Data Behind Athletic Spending

84 USA Today EADA 2008 $51,748,813 $49,953,265 2009 $58,354,222 $54,304,756 2010 $64,203,255 $55,564,642 2011 $60,190,100 $53,436,027 2012 $64,038,720 $57,480,304 2013 $71,851,419 % Changes 08 to 09 8.7% 12.8% 09 to 10 2.3% 10.0% 10 to 11

  • 3.8%
  • 6.3%

11 to 12 7.6% 6.4% 12 to 13 25.0%

slide-85
SLIDE 85

Annual % Changes in Athletics vs. Instruction

85

  • 10.0%
  • 5.0%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

8

  • t
  • 9
  • 9
  • t
  • 1
  • 1
  • t
  • 1

1

  • 1

1

  • t
  • 1

2

  • 1

2

  • t
  • 1

3

  • Athle cs

Instruc on

slide-86
SLIDE 86

2013 Athletic Expenses per EADA Total = $71.8 Million

86 19.5

  • 4.7
  • 4.3
  • 4.0
  • 8.4
  • 31.0
  • Football

Men's Basketball Other Men's Sports (6) Women's Basketball Other Women's Sports (11) General Athle c Admin

slide-87
SLIDE 87

Athletic Spending Over Time

87

0.0

  • 10.0
  • 20.0
  • 30.0
  • 40.0
  • 50.0
  • 60.0
  • 70.0
  • 80.0
  • 2008 2009 2010 2011 2012 2013

General Athle c Admin Other Women's Sports

  • Women's

Basketball Other Men's Sports Men's Basketball Football

slide-88
SLIDE 88

Head Football Coach Compensation

Source: USA Today 88

$911,000

  • $1,733,500
  • $2,070,932
  • $2,000,932
  • $2,296,969
  • $760,000
  • $860,000
  • $0
  • $500,000
  • $1,000,000
  • $1,500,000
  • $2,000,000
  • $2,500,000
  • Greg

Schiano Greg Schiano Greg Schiano Greg Schiano Greg Schiano Kyle Flood Kyle Flood 2006 2007 2009 2010 2011 2012 2013

slide-89
SLIDE 89

2012 Revenue Breakdown per USA Today

89

15% 14% 22% 5% 15% 29% Ticket Sales Contribu ons Rights/Licensing Other Student Fees School Funds

Students and the core academic mission subsidize 44% of athletic expenses

slide-90
SLIDE 90

Percent Supported by Academic Side

Source: USA Today

90

43% 44% 42% 47% 44%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

2008 2009 2010 2011 2012

slide-91
SLIDE 91

Percent of Athletic Expenses Supported By the Core Academic Mission: Rutgers vs. Big Ten and Others

2012 Data per USA Today

91

44% 27%25% 8% 7% 5% 4% 4% 1% 0% 0% 0% 0% 0%

0% 10% 20% 30% 40% 50% Rutgers UCONN Maryland Minnesota Wisconsin Illinois Michigan State Indiana iowa Michigan Nebraska Purdue Penn State Ohio State

These institutions do not use any subsidy from students or the academic side to support athletics

slide-92
SLIDE 92

Big Ten 2013 Football Revenues and Expenses

Source: EADA, In Millions 92 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 Michigan Ohio State Penn State Nebraska Iowa Wisconsin Michigan State Minnesota Northwestern Illinois Indiana Purdue Rutgers

Football Revs Football Expenses

Total athletic expense for Rutgers was $71M; Michigan, Ohio State, Penn State and Wisconsin are all over $100M

slide-93
SLIDE 93

93

Transparency at Rutgers – Public Availability of Basic University Data

slide-94
SLIDE 94

Transparency - Budget

  • Budget in brief is the 2012-13 budget

http://budgetfacts.rutgers.edu/pdf/budget_in_brief.pdf http://budgetfacts.rutgers.edu/

– It is 2 years old – The budget info for revenues is based on 2013 projections – 2013 is already over.

  • What should be there? Look at the University of Michigan

budget page:

– http://obp.umich.edu/root/budget/budget-detail/

  • University of Nebraska is at

http://nebraska.edu/administration/business-and- finance/budget-information.html

  • Penn State is at:

http://www.budget.psu.edu/BOTJuly/JulyBoard.aspx

94

slide-95
SLIDE 95

Transparency – Enrollment

  • The Rutgers fact book is at:

https://oirap.rutgers.edu/instchar/factbook.html

  • The enrollment link is from Fall 2012. The bond report has Fall 2013 data,

but there is no link for this.

  • There is a Facts and Figures link: http://www.rutgers.edu/about-

rutgers/facts-figures

– Very general information – The enrollment number for NB does not match the bond report – The enrollment # for Newark is the Fall 2012 number from the bond repot.

  • There is a 2013 Institutional Profile at

http://oirap.rutgers.edu/reports/AandEreport.pdf

– This has Fall 2012 enrollment data

  • What should this look like:

– University of Iowa at http://www.uiowa.edu/~facts/enrollment/index.htm – Their 2014 budget is at: http://fmb.fo.uiowa.edu/university-budget – Ohio State enrollment is at: http://www.osu.edu/osutoday/stuinfo.php#enroll – University of Minnesota is at: http://www.oir.umn.edu/student/enrollment

95

slide-96
SLIDE 96

Transparency – Financial Reports

  • Institutional characteristics are at:

http://oirap.rutgers.edu/instchar.html

– Dashboard is from 2011

  • Solid on the financial report – the 2013 financial

statements is at the Financial report link at http://oirap.rutgers.edu/instchar/FinancialStatem ents.pdf.

  • The older ones are at
  • http://uco.rutgers.edu/financial-

statements/rutgers-university-financial- statements

– This is solid, though it should link from the the same page as the 2012-13 report

96

slide-97
SLIDE 97

Transparency – Common Data Set

  • Common Data Set contains all sorts of info on

enrollment, student loans, graduation rates, class

  • size. These are done in fall; Most places have

2013-14. Rutgers only has one year

  • http://oirap.rutgers.edu/instchar/cds.html
  • SUNY Buffalo at http://apb.buffalo.edu/data-

reports/common-data-sets.html

  • Wisconsin is at: http://apir.wisc.edu/rankings.htm
  • Ohio State is at:
  • http://oaa.osu.edu/irp/irosu_cds.php

97

slide-98
SLIDE 98

Transparency – Tuition and Fees

  • For current tuition and fees at New Brunswick:
  • http://studentabc.rutgers.edu/forms/tuition/F

Y09-10Tuition-NBUndergraduate.pdf

– This does suggest another link: – http://studentabc.rutgers.edu/tuition-and-fees – Which gets you a somewhat cryptic pdf file

  • No tuition and fee history; only 2013-14
  • What is should look like: University of

Wisconsin at https://registrar.wisc.edu/tuition_&_fees.htm

98

slide-99
SLIDE 99

Transparency – Number of Degrees and Graduation Rates

  • You find this under the disclosure link of

http://oirap.rutgers.edu/instchar.html

– They then direct you to IPEDS – http://oirap.rutgers.edu/disclosure.html#gradrates – For degrees, the Institutional profile has some FY 2012 data, but not much.

  • University of Michigan degrees are at:

– http://obp.umich.edu/wp- content/uploads/pubdata/factsfigures/degreesummar y_umsystem_12-13NEW.pdf – Graduation rates are at: http://obp.umich.edu/wp- content/uploads/pubdata/factsfigures/gradrates_uma a_00-09.pdf

99

slide-100
SLIDE 100

Transparency – IPEDS Data

  • We tried to get the 2012-13 IPEDS data that was

just submitted (April 2014) to the US Department

  • f Education. The administration gave us

some2011-12 data that is already on the IPEDS

  • website. Rutgers does not post any IPEDS data
  • n its website.
  • University of Wisconsin is at

http://www.uwsa.edu/opar/ipeds/

  • Indiana University is at

http://www.iu.edu/~uirr/reports/compliance/ipe ds/#Finances

100

slide-101
SLIDE 101

Transparency - Athletics

  • EADA reports are at:
  • http://oirap.rutgers.edu/disclosure.html#athletics
  • These are available from the US Department
  • f Education at http://ope.ed.gov/athletics/

101

slide-102
SLIDE 102

102

Other Metrics: Degrees, Graduation Rates, Class Size

slide-103
SLIDE 103

New Brunswick Degrees Conferred

Source: IPEDS Data Feedback Reports

103

  • 1,000
  • 2,000
  • 3,000
  • 4,000
  • 5,000
  • 6,000
  • 7,000
  • 8,000
  • 9,000
  • 10,000
  • 2008

2009 2010 2011 2012 Doctor's Doctorate Research Professional Dr Masters Bachelors

New Brunswick 2008 2009 2010 2011 2012 Bachelors 5,454 5,752 5,905 6,179 6,843 Masters 1,469 1,445 1,690 1,793 1,959 Professional Dr 218 230 218

Doctorate Research

424 407 414 Doctor's 679 667 Total 7,602 7,864 8,237 8,609 9,434

slide-104
SLIDE 104

Newark, Degrees Conferred

Source: IPEDS Data Feedback Reports

104

  • 500
  • 1,000
  • 1,500
  • 2,000
  • 2,500
  • 3,000
  • 3,500
  • 2008

2009 2010 2011 2012 Doctor's Doctorate Research Professional Dr Masters Bachelors

Newark 2008 2009 2010 2011 2012 Bachelors 1,188 1,357 1,361 1,476 1,587 Masters 824 902 986 948 1,041 Professional Dr 261 254 247

Doctorate Research

60 64 70 Doctor's 302 306 Total 2,314 2,565 2,668 2,742 2,945

slide-105
SLIDE 105

Camden, Degrees Conferred

Source: IPEDS Data Feedback Reports

105

  • 200
  • 400
  • 600
  • 800
  • 1,000
  • 1,200
  • 1,400
  • 1,600
  • 1,800
  • 2008

2009 2010 2011 2012 Professional Dr Masters Bachelors

Camden 2008 2009 2010 2011 2012 Bachelors 903 862 901 1,007 1,074 Masters 176 175 204 210 218 Professional Dr 278 240 304 269 282 Total 1,357 1,277 1,409 1,486 1,574

slide-106
SLIDE 106

6-Year Graduation Rates

Sources: Common Data Set and IPEDS Data Feedback Reports (2002-2008 represents % of cohort who entered in 2002 who graduated by 2008)

106 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% New Brunswick Newark Camden

2002-2008 2003-2009 2004-2010 2005-2011 2006-2012

slide-107
SLIDE 107

First Year Retention Rates

Sources: Common Data Set and IPEDS Data Feedback Reports Rate is for first year students, and if they returned the following Fall

107

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% New Brunswick Newark Camden

Fall 09 Back Fall 10 Fall 10 Back Fall 11 Fall 11 Back Fall 12

slide-108
SLIDE 108

Percent of All Undergraduates Receiving Pell Grants

Source: IPEDS Data Feedback Reports 108

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% New Brunswick Camden Newark 2008 2009 2010 2011 2012

slide-109
SLIDE 109

Class Size Percent of Sections With Specified Number of Students

Source: Fall 2012 Common Data Set

109 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% New Brunswick Newark Camden 2-9 10-19 20-29 30-39 40-49 50-99 > 100

slide-110
SLIDE 110

Conclusions

110

Priorities of the Administration

  • Appropriations are up or flat; and

state tax revenues are higher

  • Rutgers doing great, will be able to absorb

UMDNJ despite a huge hit from the state

  • Increasing enrollment met by the

hiring of part time and NTT faculty.

  • Students have larger classes and are

paying more and getting less

The Financial Condition

  • f the State of NJ

Financial Condition of Rutgers and UMDNJ

Athletics

Athletics is not close to self-supporting, as the student fees and the core academic fund are supporting athletics

Transparency; Other metrics

Basic information on budgets and enrollment and the university are not publicly available; Good news on degrees and graduation rates