RamapoRamapo CollegeCollege ofof NewNew JerseyJersey

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1 RamapoRamapo CollegeCollege ofof NewNew JerseyJersey

WelcomesWelcomes

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2 ReportReport ofof thethe PresidentPresident

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

3 “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 4 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

5 LeadershipLeadership && GovernanceGovernance

 “Commendable Achievements” in Leadership and Governance:  Mission-Centered Approach  Academic Leadership  Revised Faculty Governance Structure  Student Participation in Board of Trustees and SGA

Source: Middle States Evaluation Team Report, May 2010

6 Executive Assistant to the Board of Trustees Internal Auditor President Linda Madernini Pat Kozakiewicz President Affirmative Action Peter P. Mercer and Work Compliance Special Assistant to the President Lorraine Edwards

Brittany Williams-Goldstein Ombudsperson John Woods

Chief Planning Officer Vice President of Institutional Advancement Vice President of Administration & Finance Provost and Cathleen Davey Dorothy Echols Tobe Vice President of Academic Affairs Beth Barnett

7 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)

8 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

9 Vice President of Academic Affairs, Provost Beth Barnett

Library Associate VP, Academic Elizabeth Siecke, Dean Affairs/CIO Associate VP, Student Associate VP, Student Affairs and Student Affairs and Student George Tabback School of Contemporary Arts Services Development Steven Perry, Dean Patrick Chang Miki Cammarata Client Services, Infrastructure & Networking, Application Development, Telecommunications, Art Galleries Berrie Center Athletics Instructional Design Center

School of American and Residence Life Center for Vice President, Curriculum International Studies Health and and Assessment Hassan Nejad, Dean Counseling Specialized Services Eric Daffron Services Center for MA in Holocaust Liberal Student Health International Education, Faculty & Cahill Center Studies Services Resource Center, EOF, Center for Genocide Experiential Program Academic Success, Honors Studies Learning Program, First Year Seminar Judicial Affairs School of Social Sciences and Campus Associate VP, Enrollment Human Services Ministries/ Student Management Samuel Rosenberg, Dean Spiritual Development Center Christopher Romano Teacher MS in Ed. Education Tech. Admissions, Registrar, Financial Aid, Academic Advisement, First Year Experience, Testing School of Business NJ HEPS Lewis Chakrin, Dean Associate VP, Budget and School of Theoretical and Special Personnel Applied Sciences Programs Judith Jeney Bernard Langer, Dean

Employee Relations, Ethics Nursing 10 AcademicAcademic AffairsAffairs

 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

11 StudentStudent LifeLife

 Residential Campus

 Cahill Center for Experiential Learning and Career Services

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

 Student Clubs and Activities

 Road Runners Athletics

 Student Support Services

 Center for Health and Counseling Services

 Pre-College Programs

12 EnrollmentEnrollment ManagementManagement

 Strategic Enrollment Management Plan

 Well-Prepared First Year Students  Increasing Graduation Rate  Increasing Retention Rate  Maintaining the Undergraduate Size

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

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

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

13 Chief Planning Officer Vice President of Administration and Finance Dorothy Echols Tobe

Assistant Vice Associate Vice Associate Vice Planning Director President President President Donna Singer Human Resources Institutional Budget & Fiscal Administration & Stephen Roma Effectiveness & Planning Finance Planning Maria Krupin Contracting Officer Babette Varano Richard Roberts Environmental Health and Safety Benefits Purchasing , Storeroom, Facilities Receiving, Mailing

Campus Store Controller, Assistant Treasurer, Dining Services Accountability & Director of Public Safety Operations Vincent Markowski

Bursar

Payroll

14 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

15 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

16 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

17 Vice President Institutional Advancement Cathleen Davey Ramapo College Foundation

Associate Vice Senior Director of Comptroller Assistant Vice President Development President Assistant Vice Stephen Warren Institutional President Kathleen Mainardi Marketing and Advancement Institutional Communications Ron Kase Advancement Anna Farneski Vacant

Online Communications/Web Administrator

Alumni Relations

Publications

Scheduling, Events and Conferences

18 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

19 ReportReport ofof thethe ProvostProvost

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

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 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 WhatWhat isis StrategicStrategic EnrollmentEnrollment ManagementManagement (SEM)?(SEM)?

“…a comprehensive What are the process designed to external and help an institution internal factors To define achieve and maintain that create the optimal as it optimum recruitment, enrollment relates to retention and context at Ramapo, we graduation rates of Ramapo and must ask the students where what will be the following 'optimum' is defined trend of those question: within the academic factors that will context of the continue to institution.” confront the college?

23 ExternalExternal FrameworkFramework

NJ Student Migration State Support as a % of Revenue

51.0% 50.1% 49.0% 46.4% 47.0% 46.2% 45.0% 43.0% 43.4% 41.0% 39.6% 39.0% 37.5% 37.0% 34.0% 35.0% 33.3% 33.5% 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 leaving the state to pursue higher education 46.7% Decrease

24 StrategicStrategic EnrollmentEnrollment ManagementManagement

New Jersey HS Graduates Projection Through 2013  8.5% Decrease New York* (Source: WICHE)  7.7% Decrease

113000 112379 Pennsylvania*  10% Decrease Rhode Island 112000 111253 111103 111085  7.2% Decrease Connecticut* 111000  3.2% Increase in Delaware*

110000 *Eastern PA, Southwestern CT, 109000 108353 108199 NYC, Westchester County, 108000 Delaware All Set as Emerging Market 107000 Recruitment Territories

106000 2008 2009 2010 2011 2012 2013 New Jersey Graduates

25 What We Know About Those Graduates…

Projected High School Graduates of Under-Represented Populations 20000 Source: WICHE 18000 16000 14000 American Indian/Alaskan 12000 Native Population 10000 8000 Asian/Pacific Islander 6000 4000 2000 Black Non-Hispanic Projected 0 Hispanic

2005-20062006-20072007-20082008-20092009-20102010-20112011-20122012-20132013-20142014-2015 Academic Years

• 1.5% Increase • 39% Increase • African •36% • 8% Decrease for Native for Asian/ American Increase in White, Non- American/ Pacific Will Hold for Hispanic Pacific Islander Islander Flat Hispanic Populations 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 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 EnrollmentEnrollment GoalsGoals andand AccomplishmentsAccomplishments

Goal 1: Diversify and Increase Revenue to the College Through Enhanced Enrollment of Non-Traditional Students While Stabilizing Traditional Undergraduate Enrollment

Undergraduate Headcount

6000 5776 5792

5561 5500 5393 5278 5242 5233 5188 5143 5353 5370

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 Percentage of Full-Time Undergraduates in Campus Housing

70.0% 61.1% 60.2% 59.7% 57.2% 61.0% 60.3% 58.4% 57.9% 60.0% 54.2% 54.2% 51.7% 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 NumberNumber ofof ResidentialResidential StudentsStudents

3500 3052 2929 3003 3049 3000 2754 2553 2497 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 SEMSEM GoalGoal 1:1: StabilizeStabilize TraditionalTraditional EnrollmentEnrollment

RCNJ First-Time, First-Year, Enrolled

1000 2002 937 902 897 900 900 2003 900 880 814 2004 800 755 725 748 687 2005 700 2006 600 2007 500 2008

400 2009

300 2010

200 2011 2012 100

0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Year

RCNJ Enrolled Transfers

700 600 500

400 Traditional 300 200 Adult 100 0 2011 2012 2002 2003 2004 2005 2006 2007 2008 2009 2010 Proj. Proj.

Traditional 593 532 517 496 610 616 621 608 588 515 500 Adult 70 70 Year

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

Graduate Enrollment Projections by FTE

200

180

160 FTE

140

120 2011 2012 2013 2014 2015 FTE 151 167 177 184 191 FY

FTE

Fall 2010: First M.A.S.S. Class Enrolled Fall 2011: Ed. Leadership Approval 34 StrategiesStrategies toto IncreaseIncrease GraduateGraduate StudentsStudents

 GraduateGraduate StudentsStudents  Established Office of Graduate Admissions and Adult Learning  Hosted First 2 Unified Graduate Open Houses  50 Attendees in First 2 Events  Unified Graduate Admissions Process  Graduate Marketing Plan and Recruitment Plan  Focus on M.A.S.S.  20 Applications for First Year

35 SEMSEM GoalGoal 11 (Continued):(Continued): GrowthGrowth inin Non-TraditionalNon-Traditional StudentsStudents

140

 Opened Adult Admissions 120 Office in Spring 2009 100  Fall 2011: Offer New Degree Completion Program With 80 Existing Resources 60  Each Thirty Student Cohort Headcount Yields Nineteen More FTE 40  Market Research Will 20 Determine Cohort Size

0 08-09 09-10 10-11 Academic Year Fall Spring

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 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

4000 40.0% Applications Accepts

3000 2628 30.0% Enrolled 2421 2550 2483 2048 Acceptance Ratio 1860 2000 20.0% Enrollment Yield

902 880 937 897 1000 748 814 10.0%

0 0.0% Fall '05 Fall '06 Fall '07 Fall '08 Fall '09 Fall '10

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% 38 SEMSEM GoalGoal 22 (Continued)(Continued) Preparedness Level of First-Time Full-Time Regularly Admitted Freshmen

Combined SAT Scores (Math + Verbal)

1190 1179 1176 1164 1163 1165 1170 1155 1150 1152 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 StrategiesStrategies toto IncreaseIncrease AcademicAcademic PreparednessPreparedness

 School Specific Immediate Decision Days  Revamped Open Houses and Admitted Student Days  Presidential Scholar Reception at Havemeyer House  Increased Number of Yield Events (More Intimate Receptions)  Dean’s Reception With Support of School Alumni Boards  Faculty Phone Calls to Admitted Students  President Peter P. Mercer on the Road

40 SEMSEM GoalGoal 3:3: IncreaseIncrease RetentionRetention andand GraduationGraduation RatesRates

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 EnrollmentEnrollment GoalsGoals andand AccomplishmentsAccomplishments

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

First-Time, Full-Time Freshmen 42 SEM Goal 4: Increase Ramapo’s Position in the Marketplace, Particularly in the Eyes of Prospective Students and Create a More Direct Connection Between New Jersey’s Public Liberal Arts College and the Outcomes of a Ramapo Education.

Ranked For 5th Year Advanced for 4th 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 Category; 25th in Increased Ranking Overall Category From # 66 to # 49 in One Year.

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 GuidingGuiding PrinciplesPrinciples

 StrategicStrategic PlanPlan isis thethe frameworkframework forfor integratingintegrating planning,planning, budgetingbudgeting andand assessmentassessment

 ResourceResource allocationsallocations willwill bebe basedbased onon ongoingongoing planningplanning linkedlinked toto missionmission andand strategicstrategic goalsgoals

45 VisionVision

““toto bebe thethe premierpremier publicpublic collegecollege inin thethe greatergreater NewNew Jersey/NewJersey/New YorkYork metropolitanmetropolitan areaarea providingproviding aa highhigh qualityquality educationeducation””

46 IntegratingIntegrating Planning,Planning, BudgetingBudgeting andand AssessmentAssessment

 StrategicStrategic GoalsGoals  ResourceResource AllocationAllocation  AssessmentAssessment

47 StrategicStrategic GoalsGoals

 Enhancing Academic Excellence

 Investing in the Future

 Enriching College Life and Community Presence

48 LinkingLinking PlanningPlanning andand BudgetingBudgeting

 The Ramapo College Planning Process Will Help Us:

 Finance Opportunities for Growth  Improve Services and Processes  Allocate Resources Effectively

49 StrategicStrategic OpportunitiesOpportunities

 Additional Graduate Programs That Align With Mission  Continue Adding New Faculty Lines  Refurbish Science Labs  Institutional Grants to Increase Diversity

50 Budget Principles

 Allocate Resources Based on Ongoing Planning Linked to Strategic Goals

 Present a Balanced Budget

 Build and Maintain Net Assets

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%

2006 2007 2008 2009 2010

52 2011 (projected) Shift: State Support and Other Revenue

asS taate PercentSupport and Othe r ofReve nTotalue as a Perc enRevenuest of Total Revenues

80.0% 74.6% 71.5% 67.5% 69.8% 69.2% 70.0%

60.0%

50.0%

40.0% 32.5% 30.2% 30.0% 28.5% 25.8% 25.4%

20.0% FY06 FY07 FY08 FY09 FY10

State Support Other Revenue

Source: Audited Financials 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 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 Managing Debt: Debt Payments E&G vs. Auxiliary (Income Supported) 2006 E&G 2011 Auxiliary 27.9% 72.1% E&G 33.2% Auxiliary 66.8%

Income Supported Debt Total Debt E&G Debt Payments Payments Payments

FY06 $3,660,000 27.9% $9,468,000 72.1% $13,128,000 FY11 $5,940,000 33.2% $11,930,00 66.8% $17,870,00056 Managing Debt

$15,000

$10,000 Millions in Debt

$5,000

$0 FY11 FY12 FY13 FY14 FY15

New Debt Service Current Debt Service 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 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 FY2011 Budget Projection

Original Revised ($ in 000s) Budget 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

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

Tuition & Fees New Jersey Institute of $14,000 Technology $13,370 The College of New Jersey $12,000 $13,293 Rutgers University $12,582 $10,000 Ramapo College of New Jersey $11,874

$8,000 Rowan University $11,676

Richard Stockton University $11,533 $6,000 $11,238 William Paterson University

$4,000 $10,016 Montclair State University $9,815 $2,000 Kean University $9,348 New Jersey City University $0 Tuition & Fees

62 Maintaining Affordability: Tuition & Fee Comparison to Private Schools

Tuition & Fees $40,000

Stevens Institute of Technology $35,000 $39,816 Drew University $39,573

$30,000 Fairleigh Dickinson University $33,410

Seton Hall University $31,890 $25,000 Rider University $30,470

$20,000 St. Peter's College $28,332

College of St. Elizabeth $26,887 $15,000 Felician College $26,425 $10,000 Monmouth University $26,356 Georgian Court College $5,000 $26,176 Ramapo College of New Jersey $11,874 $0 Tuition & Fees

63 Capital Planning and Construction

64 65 GrossGross SquareSquare FeetFeet (GSF):(GSF): 1,787,2961,787,296 NetNet AssignableAssignable SquareSquare FeetFeet (NASF):(NASF): 1,233,0361,233,036

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

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

Special Use Laboratory 22% 13%

Office 10%

Study/Library 9%

General Use 31% Support 8% Classroom Health Unclassified 5% 2% 0% 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 Capital Project Funding Sources

 New Jersey Educational Facilities Authority Bond Issues  College Reserves  Student Tuition and Fees  Private Donations  Federal and Other Grants

69 Recently Completed Capital Projects

Phase I Housing Renovation (Before) Phase I Housing Renovation (After)

Sharp Sustainability Education Center Mansion/Grove Landscaping

70 Recently Completed Capital Projects (Continued)

Electrical Infrastructure Upgrade

Telecommunications Data Recovery Center

71 Recently Completed Capital Projects

Anisfield School of Business Salameno Spiritual Center

Multi-Purpose Field 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 Planned Capital Projects

 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

 Co-Generation

74 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 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 Report of the Vice President of Institutional Advancement

I. Foundation Allocations and Assets II. Endowment

III. Investment Performance

IV. Niche Marketing

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 RecentRecent AccomplishmentsAccomplishments InstitutionalInstitutional AdvancementAdvancement

 Exceeding Fundraising Targets -- College’s Comprehensive Campaign, Currently in its Quiet Phase, is Already at 60% of its Fund Raising Goal -- Alumni Participation Rate  $1.6 Million National Science Foundation Grant  Development of an Integrated Marketing Communication Plan

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 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 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 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 Investment Performance

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

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 Highlights:Highlights: EndowmentEndowment PrincipalPrincipal

 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

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 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 ComprehensiveComprehensive CapitalCapital CampaignCampaign CapitalCapital GoalGoal $12$12 millionmillion

$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 Achieved Remaining 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 Achieved Remaining

91 DAVEY:DAVEY: GrantsGrants andand GovtGovt ContractContract SlideSlide

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 Examples of Grant Success

. $1.6 National Science Foundation Grant To Renovate Biology Research Suite . $33,928 New Jersey State Council on the Arts grant for general programming at the Berrie Center . $1,331,853 U.S. Department of Education TRIO Program grant for the Office of Specialized Services to provide an array of services for students with disabilities . $187,500 National Institutes of Health grant to study mood disorders such as major depressive disorder and posttraumatic stress disorder . $59,373 National Science Foundation grant, in collaboration with Rutgers University, to develop technology that will standardize and improve measurement of carbon-14

94 Office of Institutional Advancement Support of College Strategic Goals Capital Projects

 Anisfield School of Business

95 Office of Institutional Advancement Support of College Strategic Goals Capital Projects

 Sharp Sustainability Education Center

96 Office of Institutional Advancement Support of College Strategic Goals Capital Projects

 The Global Financial Markets Trading Laboratory

97 Office of Institutional Advancement Support of College Strategic Goals Capital Projects

 Salameno Spiritual Center

98 Foundation Strategic Plan

ImplementingImplementing thethe enhancedenhanced RamapoRamapo CollegeCollege StrategicStrategic Plan,Plan, 20072007 –– 20122012 AlignAlign allall FoundationFoundation initiativesinitiatives toto meetmeet thethe tenetstenets ofof plan:plan:  Academic Excellence  Investing in the Future  Enriching College Life and Community Presence

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 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

101 InstitutionalInstitutional AdvancementAdvancement OverallOverall DevelopmentDevelopment PlanPlan

 Increase cultivation opportunities  Enhance Business Partners Program

 Engage the Board of Governors

102 Ramapo College Foundation

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

103 104 Conclusion

 Dynamic Leadership

 Managing and Maximizing Revenue Sources

 Ability and Willingness to Raise Tuition Rates

 Strategic Enrollment Goals

 Clearly Established Competitive Small Public Liberal Arts School

 Market Niche

 Management Strengths

105