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 20 20
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 21 21
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 22 22
What is Strategic Enrollment Management What is Strategic Enrollment Management (SEM)? (SEM)? What are the What are the “…a comprehensive a comprehensive external and external and process designed to process designed to internal factors internal factors help an institution help an institution To define To define that create the that create the achieve and maintain achieve and maintain optimal as it optimal as it enrollment enrollment optimum recruitment, optimum recruitment, relates to relates to context at context at retention and retention and Ramapo, we Ramapo, we Ramapo and Ramapo and graduation rates of graduation rates of must ask the must ask the what will be the what will be the students where where students following following trend of those trend of those 'optimum' is defined 'optimum' is defined question: question: factors that will factors that will within the academic within the academic continue to continue to context of the context of the confront the confront the institution.” ” institution. college? college? 23 23
External Framework External Framework NJ Student Migration State Support as a % of Revenue 51.0% 50.1% 49.0% 46.4% 47.0% 46.2% 45.0% 43.4% 43.0% 41.0% 39.6% 39.0% 37.5% 37.0% 34.0% 35.0% 33.5% 33.3% 32.9% 33.0% 30.2% 31.0% 28.6% 29.0% 26.7% 27.0% 25.0% 25.0% 1997 1999 2001 2003 2005 2007 2009 2011 Strong history of NJ high school students 46.7% Decrease leaving the state to pursue higher education 24 24
Strategic Enrollment Management Strategic Enrollment Management New Jersey HS Graduates Projection Through 2013 8.5% Decrease New York* * 8.5% Decrease New York (Source: WICHE) 7.7% Decrease 7.7% Decrease Pennsylvania* * Pennsylvania 113000 112379 10% Decrease Rhode Island 10% Decrease Rhode Island 112000 111253 7.2% Decrease Connecticut* * 7.2% Decrease Connecticut 111103 111085 111000 3.2% Increase in Delaware* * 3.2% Increase in Delaware 110000 *Eastern PA, Southwestern CT, *Eastern PA, Southwestern CT, 109000 108353 NYC, Westchester County, NYC, Westchester County, 108199 Delaware All Set as Delaware All Set as 108000 Emerging Market Emerging Market 107000 Recruitment Territories Recruitment Territories 106000 2008 2009 2010 2011 2012 2013 New Jersey Graduates 25 25
What We Know About Those Graduates… Projected High School Graduates of Under-Represented Populations 20000 Source: WICHE Projected Population 18000 16000 14000 American Indian/Alaskan 12000 Native 10000 8000 Asian/Pacific Islander 6000 4000 2000 Black Non-Hispanic 0 6 7 8 9 0 1 2 3 4 5 0 0 0 0 1 1 1 1 1 1 Hispanic 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 2 2 2 - - - - - - - - - - 5 6 7 8 9 0 1 2 3 4 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 2 2 2 Academic Years • 39% Increase • 8% Decrease • 1.5% Increase • African • 36% for Asian/ in White, Non- for Native American Increase Pacific Hispanic American/ Will Hold for Islander Pacific Islander Flat Hispanic Populations 26 26
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 27 27
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 28 28
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 of Non-Traditional Students While Stabilizing Traditional Undergraduate Enrollment of Non-Traditional Students While Stabilizing Traditional Undergraduate Enrollment Undergraduate Headcount Undergraduate Headcount 6000 5792 5776 5561 5393 5500 5278 5242 5233 5188 5143 5370 5353 4906 4890 5000 5085 4919 4768 4500 4606 4536 4378 4215 4000 3918 3805 3500 Fall Fall Fall Fall Fall Fall Fall Fall Fall Fall Fall '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 FTE Headcount 29 29
Percentage of Full-Time Undergraduates in Campus Housing 70.0% 57.2%60.2% 59.7% 61.0% 61.1% 60.3% 58.4% 57.9% 60.0% 51.7% 54.2% 54.2% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Fall Fall Fall Fall Fall Fall Fall Fall Fall Fall Fall '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 30 30
Number of Residential Students Number of Residential Students 3500 3003 3052 3049 2929 3000 2754 2497 2553 2500 2276 2065 1903 2000 1712 1500 1000 500 0 Fall Fall Fall Fall Fall Fall Fall Fall Fall Fall Fall '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 31 31
SEM Goal 1: Stabilize Traditional Enrollment SEM Goal 1: Stabilize Traditional Enrollment RCNJ First-Time, First-Year, Enrolled 2002 1000 937 902 897 900 900 2003 880 900 814 2004 800 755 748 725 2005 687 700 2006 600 2007 500 2008 400 2009 2010 300 2011 200 2012 100 0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Year RCNJ Enrolled Transfers 700 600 500 400 Traditional 300 A dult 200 100 0 2011 2012 2002 2003 2004 2005 2006 2007 2008 2009 2010 Proj. Proj. 593 532 517 496 610 616 621 608 588 515 500 Traditional 70 70 Adult Year 32 32
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 33 33
SEM Goal 1 (Continued): Planned Growth in Graduate FTE Graduate Enrollment Projections by FTE 200 180 FTE 160 140 120 2011 2012 2013 2014 2015 151 167 177 184 191 FTE FY FTE Fall 2010: First M.A.S.S. Class Enrolled Fall 2011: Ed. Leadership Approval 34 34
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 35 35
SEM Goal 1 (Continued): SEM Goal 1 (Continued): Growth in Non-Traditional Students Growth in Non-Traditional Students 140 Opened Adult Admissions 120 Office in Spring 2009 Fall 2011: Offer New Degree 100 Completion Program With Headcount 80 Existing Resources Each Thirty Student Cohort 60 Yields Nineteen More FTE 40 Market Research Will Determine Cohort Size 20 0 08-09 09-10 10-11 Academic Year Fall Spring 36 36
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 37 37
SEM Goal 2: Increase Quality of Incoming Class First-Time/Full-Time Freshmen Applications 6000 60.0% 5556 5121 5161 4983 5000 50.0% 4507 4430 Applications 4000 40.0% Accepts 3000 30.0% Enrolled 2628 2550 2483 2421 Acceptance Ratio 2048 1860 2000 20.0% Enrollment Yield 937 902 880 897 814 748 1000 10.0% 0 0.0% Fall '05 Fall '06 Fall '07 Fall '08 Fall '09 Fall '10 4507 4430 4983 5556 5121 5161 Applications 1860 2048 2421 2550 2628 2483 Accepts 748 814 902 880 937 897 Enrolled 41.3% 46.2% 48.6% 45.9% 51.3% 48.1% Acceptance Ratio 40.2% 39.7% 37.3% 34.5% 35.7% 36.1% Enrollment Yield 38 38
SEM Goal 2 (Continued) SEM Goal 2 (Continued) Preparedness Level of First-Time Full-Time Regularly Admitted Freshmen Combined SAT Scores (Math + Verbal) 1190 1179 1176 1164 1163 1165 1170 1155 1152 1150 1150 1135 1130 1120 1110 1090 1090 1070 1050 1030 Fall '00 Fall '01 Fall '02 Fall '03 Fall '04 Fall '05 Fall '06 Fall '07 Fall '08 Fall '09 Fall '10 39 39
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 40 40
SEM Goal 3: Increase Retention and SEM Goal 3: Increase Retention and Graduation Rates Graduation Rates One-Year Retention Rate 2005-2009 95.0% 90.0% 85.0% 80.0% 75.0% 70.0% 2005 2006 2007 2008 2009 First-Time, Full-Time Freshmen 86.7% 89.9% 87.9% 86.9% 88.7% Year First-Time, Full-Time Freshmen Average First Year Retention Rate for 4 year Public Colleges is 66% 41 41
Enrollment Goals and Accomplishments Enrollment Goals and Accomplishments Four-Year Cumulative Graduation Rates 2002-2005* 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 2002 2003 2004 2005 First-Time, Full-Time Freshmen 48.2% 59.0% 64.4% 59.6% Year First-Time, Full-Time Freshmen Six-Year Cumulative Graduation Rates 2000-2003* 76.0% 74.0% 72.0% 70.0% 68.0% 66.0% 64.0% 62.0% 60.0% 2000 2001 2002 2003 First-Time, Full-Time Freshmen 65.7% 64.8% 69.7% 74.1% Year 42 42 First-Time, Full-Time Freshmen
SEM Goal 4: Increase Ramapo’ ’s Position in the Marketplace, s Position in the Marketplace, SEM Goal 4: Increase Ramapo Particularly in the Eyes of Prospective Students and Create a Create a Particularly in the Eyes of Prospective Students and More Direct Connection Between New Jersey’ ’s Public Liberal s Public Liberal More Direct Connection Between New Jersey Arts College and the Outcomes of a Ramapo Education. Arts College and the Outcomes of a Ramapo Education. Ranked For 5 th Year Advanced for 4 th Year 1 of 218 Colleges as One of “100 Best in a Row; Now 4 Out Listed as Values in Public of 49 Public Colleges “Best in Northeast” Colleges.” in Master’s North Increased Ranking Category; 25 th in From # 66 to # 49 in Overall Category One Year. 43 43
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 44 44
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 ongoing planning linked to mission and ongoing planning linked to mission and strategic goals strategic goals 45 45
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 46 46
Integrating Planning, Budgeting and Integrating Planning, Budgeting and Assessment Assessment Strategic Goals Strategic Goals Resource Allocation Resource Allocation Assessment Assessment 47 47
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 48 48
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 49 49
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 50 50
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 51 51
Shift: State Support as a Percent of Operating Revenues 34.0% 32.9% 32.0% 30.2% 30.0% 28.6% 28.0% 26.7% 26.0% 25.0% 24.9% 24.0% 6 7 8 9 0 ) d 0 0 0 0 1 e 0 0 0 0 0 2 2 2 2 2 t c e j o r p ( 1 1 0 52 52 2
Shift: State Support and Other Revenue as a Percent of Total Revenues 80.0% 74.6% 71.5% 69.2% 69.8% 67.5% 70.0% 60.0% 50.0% 40.0% 32.5% 30.2% 28.5% 30.0% 25.4% 25.8% 20.0% FY06 FY07 FY08 FY09 FY10 State Support Other Revenue Source: Audited Financials 53 53
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 54 54
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 55 55
Managing Debt: Debt Payments E&G vs. Auxiliary (Income Supported) 2006 E&G 2011 27.9% Auxiliary 72.1% E&G 33.2% Auxiliary 66.8% Income Income Supported Supported Debt Total Debt Debt Total Debt E&G Debt Payments Payments Payments E&G Debt Payments Payments Payments $3,660,000 27.9% $9,468,000 72.1% $13,128,000 $3,660,000 27.9% $9,468,000 72.1% $13,128,000 FY06 FY06 56 $5,940,000 33.2% $11,930,00 66.8% $17,870,000 56 $5,940,000 33.2% $11,930,00 66.8% $17,870,000 FY11 FY11
Managing Debt $15,000 Debt in Millions $10,000 $5,000 $0 FY11 FY12 FY13 FY14 FY15 New Debt Serv ice Current Debt Serv ice Dedicated Source ($ 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 57 57 Note: Debt Service Does Not Include Potential Refund of $640K
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 $640,000 Renewal and Replacement Fund Maintained 58 58
FY2011 Budget Projection Original Revised Budget Budget Variance ($ in 000s) 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 59 59
Financial Statements Changes in Net Assets $ in Millions 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 60 60
Financial Statements (Continued) Changes in Cash & Cash Equivalents $ in Millions 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 61 61
Maintaining Affordability: Tuition & Fee Comparison to New Jersey Public Schools Tuition & Fees Tuition & Fees New Jersey Institute of $14,000 Technology $13,370 $13,370 The College of New Jersey $12,000 $13,293 $13,293 Rutgers Univ ersity $12,582 $12,582 $10,000 Ramapo College of New Jersey $11,874 $11,874 Rowan Univ ersity $11,676 $11,676 $8,000 $11,533 $11,533 Richard Stockton Univ ersity $6,000 $11,238 $11,238 William Paterson Univ ersity $10,016 $10,016 $4,000 Montclair State Univ ersity $9,815 $9,815 $2,000 Kean Univ ersity $9,348 $9,348 New Jersey City Univ ersity $0 Tuition & Fees 62 62
Maintaining Affordability: Tuition & Fee Comparison to Private Schools Tuition & Fees Tuition & Fees $40,000 Stev ens Institute of Technology $39,816 $39,816 $35,000 Drew Univ ersity $39,573 $39,573 $30,000 Fairleigh Dickinson Univ ersity $33,410 $33,410 Seton Hall Univ ersity $31,890 $31,890 $25,000 Rider Univ ersity $30,470 $30,470 $20,000 $28,332 $28,332 St. Peter's College College of St. Elizabeth $26,887 $26,887 $15,000 Felician College $26,425 $26,425 Monmouth Univ ersity $10,000 $26,356 $26,356 Georgian Court College $26,176 $26,176 $5,000 Ramapo College of New Jersey $11,874 $11,874 $0 Tuition & Fees 63 63
Capital Planning and Construction 64 64
65 65
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 Residential NASF Non-Residential 523,691 484,044 52% 48% 66 66
NASF Non-Residential By Category NASF Non-Residential By Category Total: 484,044 Total: 484,044 Special Use Laboratory 22% 13% Office 10% Study/Library 9% General Use 31% Support 8% Classroom Unclassified Health 5% 2% 0% 67 67
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 68 68
Capital Project Funding Sources New Jersey Educational Facilities Authority Bond Issues College Reserves Student Tuition and Fees Private Donations Federal and Other Grants 69 69
Recently Completed Capital Projects Phase I Housing Renovation (Before) Phase I Housing Renovation (After) Mansion/Grove Landscaping Sharp Sustainability Education Center 70 70
Recently Completed Capital Projects (Continued) Electrical Infrastructure Upgrade Telecommunications Data Recovery Center 71 71
Recently Completed Capital Projects Anisfield School of Business Salameno Spiritual Center Multi-Purpose Field 72 72
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 73 73
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 74 74
75 75
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 76 76
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 77 77
Report of the Vice President of Institutional Advancement I. Foundation Allocations and Assets II. Endowment III. Investment Performance IV. Niche Marketing 78 78
Office of Institutional Advancement “The Ramapo College Foundation’s efforts to build its endowment, undertaken as part of the College wide strategic planning process, has resulted in the establishment of 20 new endowments, five of which were created with planned gifts. The total value of 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 of Governors 79 79
Recent Accomplishments Recent Accomplishments Institutional Advancement Institutional Advancement Exceeding Fundraising Targets Exceeding Fundraising Targets -- College’ ’s Comprehensive Campaign, Currently s Comprehensive Campaign, Currently -- College 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 80 80
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 81 81
Assets of the Foundation $15,005,610 $15,000,000 $14,136,639 $13,560,136 $13,000,000 $11,382,063 $10,857,017 $11,000,000 $9,000,000 $7,000,000 $5,000,000 $3,000,000 $1,000,000 FY '06 FY '07 FY '08 FY '09 FY '10 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 82 82
Foundation Overview Assets of the Foundation $15,005,610 $15,000,000 $14,136,639 $13,560,136 $13,000,000 $11,382,063 $10,857,017 $11,000,000 $9,000,000 $7,000,000 $5,000,000 $3,000,000 $1,000,000 FY '06 FY '07 FY '08 FY '09 FY '10 83 83
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 84 84
Investment Performance Well Qualified Investment Committee Percentage Increase for FY ’10 was 8.75% Revised Investment Policy 1/27/09 85 85
Foundation Overview Asset Allocation The asset allocation strategy is designed to achieve our long term objective of growth with moderate risk. Domestic Equities 30-70% Fixed Income 20-60% Cash 0-20% Special Asset Classes 0-20% 86 86
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 87 87
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.) 88 88
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 89 89
Comprehensive Capital Campaign Comprehensive Capital Campaign Capital Goal $12 million Capital Goal $12 million $12,000,000 $12,000,000 $11,000,000 $10,000,000 $9,000,000 $7,900,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,100,000 $4,000,000 Goal A chieved Remaining 90 90
Comprehensive Capital Campaign Endowment Restricted Goal: $10 million $10,000,000 $9,500,000 $8,500,000 $7,500,000 $6,400,000 $6,500,000 $5,500,000 $4,500,000 $3,600,000 $3,500,000 Goal A chieved Remaining 91 91
DAVEY: Grants and Govt Contract DAVEY: Grants and Govt Contract Slide Slide 92 92
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 93 93
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 94 94
Office of Institutional Advancement Support of College Strategic Goals Capital Projects Anisfield School Anisfield School of Business of Business 95 95
Office of Institutional Advancement Support of College Strategic Goals Capital Projects Sharp Sustainability Sharp Sustainability Education Center Education Center 96 96
Office of Institutional Advancement Support of College Strategic Goals Capital Projects The Global Financial The Global Financial Markets Trading Markets Trading Laboratory Laboratory 97 97
Office of Institutional Advancement Support of College Strategic Goals Capital Projects Salameno Spiritual Salameno Spiritual Center Center 98 98
Foundation Strategic Plan Implementing the enhanced Ramapo College Implementing the enhanced Ramapo College Strategic Plan, 2007 – – 2012 2012 Strategic Plan, 2007 Align all Foundation initiatives to meet the tenets Align all Foundation initiatives to meet the tenets of plan: of 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 99 99
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 100 100
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