11

Ramapo College of New JerseyRamapo College of New Jersey

WelcomesWelcomes

MoodyMoody’’s Investors Services Investors Service

22

Ramapo College of New JerseyRamapo College of New Jersey

WelcomesWelcomes

Standard and PoorStandard and Poor’’ss

33

Report of the PresidentReport of the President

I. Overview

II. Governance

III. Provost: Academic Affairs, Student Affairs, EnrollmentManagement

IV. Chief Planning Officer: Finance & Administration, CapitalPlanning

V. Vice President of Institutional Advancement: Development,Grants, Marketing

44

“Since 2005 great strides have been made in developing a comprehensiveplanning process at the campus level and then using the process to driveassessment of the institution's programs in various units, thereby improvingprograms and services.

Planning activities have been geared to increase the college’s revenues and toprovide the resources needed to accomplish its mission. Planning proceeds bydeveloping objectives for the different operational units in the academic andadministrative areas. The institution has remained flexible and respondedeffectively to the difficult environment in which it must operate.”

The Middle States Evaluation Team Report, May 2010

55

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

66

Leadership & GovernanceLeadership & Governance

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

Mission-Centered ApproachMission-Centered Approach Academic LeadershipAcademic Leadership Revised Faculty Governance StructureRevised Faculty Governance Structure Student Participation in Board of Trustees and SGAStudent Participation in Board of Trustees and SGA

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

77

Provost andVice President ofAcademic Affairs

Beth Barnett

PresidentPeter P. Mercer

Internal AuditorLinda Madernini

Chief Planning Officer

Vice President ofAdministration & Finance

Dorothy Echols Tobe

Board of Trustees

Vice President ofInstitutional Advancement

Cathleen Davey

Affirmative Actionand Work Compliance

Lorraine Edwards

Ombudsperson

John Woods

Executive Assistant to thePresident

Pat Kozakiewicz

Special Assistant to thePresident

Brittany Williams-Goldstein

88

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)

99

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 orIndirect) and No Caps on Tuition

Modeling: Up to 10% Cut Out of Caution

1010

Vice President of Academic Affairs, ProvostBeth Barnett

LibraryElizabeth Siecke, Dean

School of Contemporary ArtsSteven Perry, Dean

School of American andInternational StudiesHassan Nejad, Dean

School of BusinessLewis Chakrin, Dean

School of Social Sciences andHuman Services

Samuel Rosenberg, Dean

School of Theoretical andApplied Sciences

Bernard Langer, Dean

Associate VP, StudentAffairs and Student

Services

Patrick Chang

Residence Life

Associate VP, AcademicAffairs/CIO

George Tabback

Vice President, Curriculumand Assessment

Eric Daffron

Associate VP, EnrollmentManagement

Christopher Romano

Associate VP, Budget andPersonnel

Judith Jeney

Associate VP, StudentAffairs and Student

Development

Miki Cammarata

SpecializedServices

Cahill CenterExperiential

Learning

CampusMinistries/SpiritualCenter

Judicial Affairs

StudentDevelopment

Student HealthServices

Center forHealth andCounseling

Services

AthleticsBerrie Center

Client Services, Infrastructure &Networking, Application

Development, Telecommunications,Instructional Design Center

International Education, FacultyResource Center, EOF, Center for

Academic Success, HonorsProgram, First Year Seminar

Admissions, Registrar, FinancialAid, Academic Advisement, First

Year Experience, Testing

Employee Relations, Ethics

Art Galleries

Center forHolocaust

&GenocideStudies

MA inLiberalStudiesProgram

Nursing

MS in Ed.Tech.

TeacherEducation

NJ HEPS

SpecialPrograms

1111

Academic AffairsAcademic Affairs

College Honors Program

New Graduate Programs

AACSB Accreditation for the Anisfield School of Business

Continued Middle States Accreditation in 2010

Faculty-Student Research

Office of Fellowships

Assessment and Improvement of Student Learning

1212

Student LifeStudent Life

Residential CampusResidential Campus

Cahill Center for Experiential Learning and Career ServicesCahill Center for Experiential Learning and Career Services

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

Student Clubs and ActivitiesStudent Clubs and Activities

Road Runners AthleticsRoad Runners Athletics

Student Support Services Student Support Services

Center for Health and Counseling Services Center for Health and Counseling Services

Pre-College Programs Pre-College Programs

1313

Enrollment ManagementEnrollment Management Strategic Enrollment Management PlanStrategic Enrollment Management Plan

Well-Prepared First Year StudentsWell-Prepared First Year Students Increasing Graduation RateIncreasing Graduation Rate Increasing Retention RateIncreasing Retention Rate Maintaining the Undergraduate SizeMaintaining the Undergraduate Size

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

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

KiplingerKiplinger’’s Personal Finances Personal Finance: 2009 Edition of the: 2009 Edition of the ““100 Best Values in Public Colleges100 Best Values in Public Colleges””

1414

Chief Planning Officer

Vice President of Administration and Finance

Dorothy Echols Tobe

Assistant VicePresident

InstitutionalEffectiveness &

Planning

Babette Varano

Associate VicePresident

Budget & FiscalPlanning

Maria Krupin

Associate VicePresident

Administration &Finance

Contracting Officer

Richard Roberts

Planning

Donna Singer

Director

Human Resources

Stephen Roma

Controller, AssistantTreasurer,

Accountability &Operations

Bursar

EnvironmentalHealth and Safety

Campus Store

Director of Public Safety

Vincent Markowski

Dining Services

FacilitiesPurchasing ,Storeroom,

Receiving, Mailing

Payroll

Benefits

1515

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

1616

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

1717

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 Floorsand Construct a 25,000 Square Foot Addition

Public/Private Partnership

Re-Roofing and Solar Installation Co-Generation

1818

Vice President Institutional AdvancementCathleen Davey

Ramapo College Foundation

OnlineCommunications/Web

Administrator

Associate VicePresident

InstitutionalAdvancement

Ron Kase

Assistant VicePresident

InstitutionalAdvancement

Vacant

Senior Director ofDevelopment

Kathleen Mainardi

Comptroller

Stephen Warren

Assistant VicePresident

Marketing andCommunications

Anna Farneski

Alumni Relations

Publications

Scheduling, Eventsand Conferences

1919

Advancement

Exceeding Fundraising Targets

College’s Comprehensive Campaign, Currently in itsQuiet 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

2020

Report of the ProvostReport of the Provost

I. Academic Programming I. Academic Programming II. Student Life II. Student LifeIII. Enrollment ManagementIII. Enrollment Management

2121

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 AnisfieldSchool of Business

Continuing Accreditation by Middle States in 2010

Advancement of Student Engagement through Increased Faculty-StudentResearch

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

Increased Focus on the Assessment and Improvement of Student Learning

2222

Accomplishments in Student Life Recent Responses to Campus Growth/Change

Residential Campus, With Over 3000 Undergraduate Students Living onCampus

Increase in Services in Health and Counseling, Residence Life andJudicial 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

2323

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

“…a comprehensivea comprehensiveprocess designed toprocess designed tohelp an institutionhelp an institutionachieve and maintainachieve and maintainoptimum recruitment,optimum recruitment,retention andretention andgraduation rates ofgraduation rates ofstudents students wherewhere'optimum' is defined'optimum' is definedwithin the academicwithin the academiccontext of thecontext of theinstitution.institution.””

To defineTo defineoptimal as itoptimal as itrelates torelates toRamapo, weRamapo, wemust ask themust ask thefollowingfollowingquestion:question:

What are theWhat are theexternal andexternal andinternal factorsinternal factorsthat create thethat create theenrollmentenrollmentcontext atcontext atRamapo andRamapo andwhat will be thewhat will be thetrend of thosetrend of thosefactors that willfactors that willcontinue tocontinue toconfront theconfront thecollege?college?

2424

State Support as a % of Revenue

46.7% Decrease

External FrameworkExternal Framework

37.5%

25.0%

32.9%

43.4%

26.7%

28.6%

50.1%

30.2%

33.5%33.3%

34.0%

39.6%

46.2%

46.4%

25.0%

27.0%

29.0%

31.0%

33.0%

35.0%

37.0%

39.0%

41.0%

43.0%

45.0%

47.0%

49.0%

51.0%

1997 1999 2001 2003 2005 2007 2009 2011

NJ Student Migration

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

2525

Strategic Enrollment ManagementStrategic Enrollment Management

112379

111253 111103 111085

108199 108353

106000

107000

108000

109000

110000

111000

112000

113000

2008 2009 2010 2011 2012 2013New Jersey Graduates

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

8.5% Decrease New York8.5% Decrease New York** 7.7% Decrease7.7% Decrease

PennsylvaniaPennsylvania** 10% Decrease Rhode Island10% Decrease Rhode Island 7.2% Decrease Connecticut7.2% Decrease Connecticut** 3.2% Increase in Delaware3.2% Increase in Delaware**

*Eastern PA, Southwestern CT,*Eastern PA, Southwestern CT,NYC, Westchester County,NYC, Westchester County,Delaware All Set asDelaware All Set asEmerging MarketEmerging MarketRecruitment TerritoriesRecruitment Territories

2626

Projected High School Graduates of Under-Represented Populations

02000400060008000

100001200014000160001800020000

2005

-200

6

2006

-200

7

2007

-200

8

2008

-200

9

2009

-201

0

2010

-201

1

2011

-201

2

2012

-201

3

2013

-201

4

2014

-201

5

Academic Years

Pro

ject

ed P

opul

atio

n

American Indian/AlaskanNative

Asian/Pacific Islander

Black Non-Hispanic

Hispanic

What We Know About Those Graduates…

• 1.5% Increasefor NativeAmerican/Pacific Islander

• 39% Increasefor Asian/PacificIslander

• AfricanAmericanWill HoldFlat

•36%IncreaseforHispanic

• 8% Decreasein White, Non-HispanicPopulations

Source: WICHE

2727

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

2828

SEM Goals 2010-2013

Diversify and Increase Revenue to College ThroughEnhanced 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 andCreate Direct Connection Between “Public Liberal ArtsCollege” and Outcomes

2929

Enrollment Goals and AccomplishmentsEnrollment Goals and AccomplishmentsGoal 1: Diversify and Increase Revenue to the College Through Enhanced EnrollmentGoal 1: Diversify and Increase Revenue to the College Through Enhanced Enrollmentof Non-Traditional Students While Stabilizing Traditional Undergraduate Enrollmentof Non-Traditional Students While Stabilizing Traditional Undergraduate Enrollment

5792

38053918

4215

4378

45364606

4768

4919

5085

5353 5370

5776

5561

5393

51885233

4906 4890

51435242 5278

3500

4000

4500

5000

5500

6000

Fall'00

Fall'01

Fall'02

Fall'03

Fall'04

Fall'05

Fall'06

Fall'07

Fall'08

Fall'09

Fall'10

Undergraduate HeadcountUndergraduate Headcount

HeadcountFTE

3030

51.7%54.2% 54.2%

57.2%60.2% 59.7% 61.0% 61.1%60.3%58.4% 57.9%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

Fall'00

Fall'01

Fall'02

Fall'03

Fall'04

Fall'05

Fall'06

Fall'07

Fall'08

Fall'09

Fall'10

Percentage of Full-Time Undergraduates inCampus Housing

3131

17121903

20652276

24972553

27542929 3003 3052 3049

0

500

1000

1500

2000

2500

3000

3500

Fall'00

Fall'01

Fall'02

Fall'03

Fall'04

Fall'05

Fall'06

Fall'07

Fall'08

Fall'09

Fall'10

Number of Residential StudentsNumber of Residential Students

3232

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

687725 755 748

814

902 880937

897 900 900

0

100

200

300

400

500

600

700

800

900

1000

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Year

RCNJ First-Time, First-Year, Enrolled

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

0

100

200

300

400

500

600

700

Year

RCNJ Enrolled Transfers

Traditional

Adult

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

Adult 70 70

2002 2003 2004 2005 2006 2007 2008 2009 20102011 Proj.

2012 Proj.

3333

Recruitment Strategies in Relation toExternal 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

3434

Graduate Enrollment Projections by FTE

120

140

160

180

200

FY

FTE

FTE

FTE 151 167 177 184 191

2011 2012 2013 2014 2015

SEM Goal 1 (Continued): Planned Growth inGraduate FTE

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

3535

Strategies to Increase Graduate StudentsStrategies to Increase Graduate Students

Graduate StudentsGraduate Students Established Office of Graduate Admissions andEstablished Office of Graduate Admissions and

Adult LearningAdult Learning Hosted First 2 Unified Graduate Open HousesHosted First 2 Unified Graduate Open Houses

50 Attendees in First 2 Events50 Attendees in First 2 Events

Unified Graduate Admissions ProcessUnified Graduate Admissions Process Graduate Marketing Plan and Recruitment PlanGraduate Marketing Plan and Recruitment Plan

Focus on M.A.S.S.Focus on M.A.S.S. 20 Applications for First Year20 Applications for First Year

3636

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

Opened Adult AdmissionsOffice in Spring 2009

Fall 2011: Offer New DegreeCompletion Program WithExisting Resources

Each Thirty Student CohortYields Nineteen More FTE

Market Research WillDetermine Cohort Size

0

20

40

60

80

100

120

140

Hea

dcou

nt

08-09 09-10 10-11

Academic Year Fall Spring

3737

Strategies to Increase Non-Traditional Learners

Goal 2: Adult and Non-TraditionalLearners Establish Office for Adult Learning Adult Recruitment Plan Conduct Market Analysis of Adult Learners

and Competitive Scan (CarnegieCommunications)

Survey Current Adult Students at Ramapo toDetermine Needs

Revive Adult Student Organizations

3838

SEM Goal 2: Increase Quality ofIncoming Class

First-Time/Full-Time Freshmen Applications

4507 4430

4983 5121 51615556

1860 20482421 2550 2628 2483

748 814 902 880 937 897

0

1000

2000

3000

4000

5000

6000

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Applications

Accepts

Enrolled

Acceptance Ratio

Enrollment Yield

Applications 4507 4430 4983 5556 5121 5161

Accepts 1860 2048 2421 2550 2628 2483

Enrolled 748 814 902 880 937 897

Acceptance Ratio 41.3% 46.2% 48.6% 45.9% 51.3% 48.1%

Enrollment Yield 40.2% 39.7% 37.3% 34.5% 35.7% 36.1%

Fall '05 Fall '06 Fall '07 Fall '08 Fall '09 Fall '10

3939

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

1090

1120

1135

1155

1164

1179 11761163

1150 1152

1165

1030

1050

1070

1090

1110

1130

1150

1170

1190

Fall '00 Fall '01 Fall '02 Fall '03 Fall '04 Fall '05 Fall '06 Fall '07 Fall '08 Fall '09 Fall '10

Preparedness Level ofFirst-Time Full-Time Regularly Admitted Freshmen

Combined SAT Scores (Math + Verbal)

4040

Strategies to IncreaseStrategies to IncreaseAcademic PreparednessAcademic Preparedness

School Specific Immediate Decision DaysSchool Specific Immediate Decision Days Revamped Open Houses and Admitted Student DaysRevamped Open Houses and Admitted Student Days Presidential Scholar Reception at Havemeyer HousePresidential Scholar Reception at Havemeyer House Increased Number of Yield Events (More IntimateIncreased Number of Yield Events (More Intimate

Receptions)Receptions) DeanDean’’s Reception With Support of School Alumnis Reception With Support of School Alumni

BoardsBoards Faculty Phone Calls to Admitted StudentsFaculty Phone Calls to Admitted Students President Peter P. Mercer on the RoadPresident Peter P. Mercer on the Road

4141

SEM Goal 3: Increase Retention andSEM Goal 3: Increase Retention andGraduation RatesGraduation Rates

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

One-Year Retention Rate 2005-2009

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

Year

First-Time, Full-Time Freshmen

First-Time, Full-Time Freshmen 86.7% 89.9% 87.9% 86.9% 88.7%

2005 2006 2007 2008 2009

4242

Enrollment Goals and AccomplishmentsEnrollment Goals and AccomplishmentsFour-Year Cumulative Graduation Rates 2002-2005*

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

Year

First-Time, Full-Time Freshmen

First-Time, Full-Time Freshmen 48.2% 59.0% 64.4% 59.6%

2002 2003 2004 2005

Six-Year Cumulative Graduation Rates 2000-2003*

60.0%

62.0%

64.0%

66.0%

68.0%

70.0%

72.0%

74.0%

76.0%

Year

First-Time, Full-Time Freshmen

First-Time, Full-Time Freshmen 65.7% 64.8% 69.7% 74.1%

2000 2001 2002 2003

4343

SEM Goal 4: Increase RamapoSEM Goal 4: Increase Ramapo’’s Position in the Marketplace,s Position in the Marketplace,Particularly in the Eyes of Prospective Students andParticularly in the Eyes of Prospective Students and Create aCreate aMore Direct Connection Between New JerseyMore Direct Connection Between New Jersey’’s Public Liberals Public Liberal

Arts College and the Outcomes of a Ramapo Education.Arts College and the Outcomes of a Ramapo Education.

1 of 218 CollegesListed as

“Best in Northeast”

Advanced for 4th Yearin a Row; Now 4 Outof 49 Public Colleges

in Master’s NorthCategory; 25th inOverall Category

Ranked For 5th Yearas One of “100 Best

Values in PublicColleges.”

Increased RankingFrom # 66 to # 49 in

One Year.

4444

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

4545

Guiding PrinciplesGuiding Principles

Strategic Plan is the framework forStrategic Plan is the framework forintegrating planning, budgeting andintegrating planning, budgeting andassessmentassessment

Resource allocations will be based onResource allocations will be based onongoing planning linked to mission andongoing planning linked to mission andstrategic goalsstrategic goals

4646

VisionVision

““to be the premier public college in theto be the premier public college in thegreater New Jersey/New York metropolitangreater New Jersey/New York metropolitan

area providing a high quality educationarea providing a high quality education””

4747

Integrating Planning, Budgeting andIntegrating Planning, Budgeting andAssessmentAssessment

Strategic GoalsStrategic Goals Resource AllocationResource Allocation AssessmentAssessment

4848

Strategic GoalsStrategic Goals

Enhancing Academic ExcellenceEnhancing Academic Excellence

Investing in the FutureInvesting in the Future

Enriching College Life and Community PresenceEnriching College Life and Community Presence

4949

Linking Planning and BudgetingLinking Planning and Budgeting

The Ramapo College Planning Process Will Help Us:The Ramapo College Planning Process Will Help Us:

Finance Opportunities for GrowthFinance Opportunities for Growth Improve Services and ProcessesImprove Services and Processes Allocate Resources EffectivelyAllocate Resources Effectively

5050

Strategic OpportunitiesStrategic Opportunities

Additional Graduate Programs That Align WithAdditional Graduate Programs That Align WithMissionMission

Continue Adding New Faculty LinesContinue Adding New Faculty Lines Refurbish Science LabsRefurbish Science Labs Institutional Grants to Increase DiversityInstitutional Grants to Increase Diversity

5151

Budget Principles

Allocate Resources Based on Ongoing PlanningAllocate Resources Based on Ongoing PlanningLinked to Strategic GoalsLinked to Strategic Goals

Present a Balanced BudgetPresent a Balanced Budget

Build and Maintain Net AssetsBuild and Maintain Net Assets

5252

Shift: State Support as a Percent ofOperating Revenues

24.9%

30.2%

28.6%

25.0%

32.9%

26.7%

24.0%

26.0%

28.0%

30.0%

32.0%

34.0%

2006

2007

2008

2009

2010

2011

(pro

jecte

d)

5353

State Support and Other Revenue as a Percent of Total Revenues

25.4%25.8%28.5%30.2%

32.5%

74.6%69.2%71.5%69.8%67.5%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

FY06 FY07 FY08 FY09 FY10

State Support Other Revenue

Shift: State Support and Other Revenueas a Percent of Total Revenues

Source: Audited Financials

5454

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

5555

Streamline Operations/Cost Savings

Vacant Positions Reviewed by Position ReviewCommittee 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

5656

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

2011

E&G33.2%

Auxiliary66.8%

E&G Debt PaymentsE&G Debt Payments

IncomeIncomeSupportedSupported

DebtDebtPaymentsPayments

Total DebtTotal DebtPaymentsPayments

FY06FY06 $3,660,000$3,660,000 27.9%27.9% $9,468,000$9,468,000 72.1%72.1% $13,128,000$13,128,000

FY11FY11 $5,940,000$5,940,000 33.2%33.2% $11,930,00$11,930,00 66.8%66.8% $17,870,000$17,870,000

2006E&G27.9%Auxiliary

72.1%

5757

($ in 000s) FY11 FY12 FY13 FY14 FY15Current Debt Service $17,870 $18,351 $18,199 $17,279 $16,988New Debt Service $369 $633 $634 $635Total Debt Service $17,870 $18,720 $18,832 $17,913 $17,623

Dedicated Source $11,930 $12,731 $12,851 $11,952 $11,047

$0

$5,000

$10,000

$15,000

FY11 FY12 FY13 FY14 FY15

Deb

t in

Mill

ions

New Debt Service Current Debt Service Dedicated Source

Managing Debt

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

5858

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

5959

($ in 000s)Original Budget

Revised Budget Variance

Sources of Operating RevneuesState Appropriation (incl Fringe) $33,469 $34,109 $640Tuition & Fees $61,118 $60,711 ($407)Other $1,834 $1,699 ($135)Auxiliary $40,550 $40,646 $96Total Revenue $136,971 $137,165 $194

Operating ExpensesEducation & General $94,592 $93,686 ($906)Auxiliary $24,509 $24,569 $60Debt Service $17,870 $17,870 $0Total Expenses $136,971 $136,125 ($846)

Excess $0 $1,040 $1,040

FY2011 Budget Projection

6060

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 37,931Total Net Assets 57,705 58,693 64,412 68,625 78,875

Increase (Decrease) for the year 324 988 5,719 4,213 10,250

Cumulative Change in Net Assets (FY06-FY10) 21,494

Changes in Net Assets$ in Millions

Financial Statements

6161

FY2006 FY2007 FY2008 FY2009 FY2010

Cash & Cash Equivalents 7,581 22,785 30,426 37,013 48,325

Change in Cash Balance (6,875)$ 15,204$ 7,641$ 6,587$ 11,312$

Changes in Cash & Cash Equivalents $ in Millions

Financial Statements (Continued)

6262

Tuition & FeesTuition & Fees

$13,370$13,370

$13,293$13,293

$12,582$12,582

$11,874$11,874

$11,676$11,676

$11,533$11,533

$11,238$11,238

$10,016$10,016

$9,815$9,815

$9,348$9,348

Maintaining Affordability: Tuition & FeeComparison to New Jersey Public Schools

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

Tuition & Fees

New Jersey Institute ofTechnology

The College of New Jersey

Rutgers University

Ramapo College of New Jersey

Rowan University

Richard Stockton University

William Paterson University

Montclair State University

Kean University

New Jersey City University

6363

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

Tuition & Fees

Stevens Institute of Technology

Drew University

Fairleigh Dickinson University

Seton Hall University

Rider University

St. Peter's College

College of St. Elizabeth

Felician College

Monmouth University

Georgian Court College

Ramapo College of New Jersey

Tuition & FeesTuition & Fees

$39,816$39,816

$39,573$39,573

$33,410$33,410

$31,890$31,890

$30,470$30,470

$28,332$28,332

$26,887$26,887

$26,425$26,425

$26,356$26,356

$26,176$26,176

$11,874$11,874

Maintaining Affordability: Tuition & Fee Comparisonto Private Schools

6464

Capital Planning and Construction

6565

6666

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

1,233,0361,233,036

NASF Non-Residential

484,044

48%

NASF Residential

523,691

52%

6767

NASF Non-Residential By CategoryNASF Non-Residential By CategoryTotal: 484,044Total: 484,044

Laboratory13%

Office10%

Study/Library9%

Support8%

Special Use22%

General Use31%

Unclassified2%

Health0%

Classroom5%

6868

Efficient Physical PlantOperations & 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

6969

Capital Project Funding Sources

New Jersey Educational Facilities Authority BondIssues

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

7070

Recently Completed Capital Projects

Phase I Housing Renovation (Before)

Sharp Sustainability Education Center Mansion/Grove Landscaping

Phase I Housing Renovation (After)

7171

Recently CompletedCapital Projects (Continued) Electrical Infrastructure Upgrade

Telecommunications Data Recovery Center

7272

Recently Completed Capital ProjectsAnisfield School of Business

SalamenoSpiritual Center

Multi-Purpose Field

7373

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

7474

Planned Capital Projects

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

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

Co-Generation Co-Generation

7575

7676

Series 2010 K & Series 2010 LTotal 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

7777

Sources of Funding for Debt Service andOperations and Maintenance Expenses

Designated Capital Improvement Fee Tuition and Student Fees Auxiliary Enterprises

Housing Rents Campus Bookstore Dining Services Vending Services

7878

Report of theVice President of Institutional Advancement

I. Foundation Allocations and Assets

II. Endowment

III. Investment Performance

IV. Niche Marketing

7979

Office of Institutional Advancement

“The Ramapo College Foundation’s effortsto build its endowment, undertaken as partof the College wide strategic planningprocess, has resulted in the establishmentof 20 new endowments, five of which werecreated with planned gifts. The total valueof new endowments is $1,592,378. Inaddition, the College funded its firstendowed faculty chair/professorship in theAnisfield School of Business.”

Robert TillsleyChair, Ramapo College Foundation Boardof Governors

8080

Recent AccomplishmentsRecent Accomplishments Institutional Advancement Institutional Advancement

Exceeding Fundraising TargetsExceeding Fundraising Targets-- College-- College’’s Comprehensive Campaign, Currentlys Comprehensive Campaign, Currentlyin its Quiet Phase, is Already at 60% of its Fundin its Quiet Phase, is Already at 60% of its FundRaising GoalRaising 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 MarketingDevelopment of an Integrated Marketing

Communication PlanCommunication Plan

8181

Institutional Advancement & FoundationOverview

Goal Setting and Fund Allocation Process

Board of Trustees Identifies College Needsand Fund Raising Priorities

Foundation Board Develops and ImplementsStrategies to Secure Needed Funds

President, Institutional Advancement Staffand Board Members Identify, Cultivate andSolicit Prospects

8282

Assets of the Foundation

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

$10,857,017

$11,382,063

$15,005,610

$13,560,136$14,136,639

$1,000,000

$3,000,000

$5,000,000

$7,000,000

$9,000,000

$11,000,000

$13,000,000

$15,000,000

FY '06 FY '07 FY '08 FY '09 FY '10

8383

Foundation Overview Assets of theFoundation

$10,857,017

$11,382,063

$15,005,610

$13,560,136$14,136,639

$1,000,000

$3,000,000

$5,000,000

$7,000,000

$9,000,000

$11,000,000

$13,000,000

$15,000,000

FY '06 FY '07 FY '08 FY '09 FY '10

8484

Endowment Funds at Ramapo College

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

DAVEY: NACUBO REFERENCE

8585

Investment Performance

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

8686

Foundation Overview Asset Allocation

The asset allocation strategy is designed to achieveour long term objective of growth with moderaterisk.

Domestic Equities 30-70% Fixed Income 20-60% Cash 0-20% Special Asset Classes 0-20%

8787

Highlights: Endowment PrincipalHighlights: 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

8888

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 inrestricted and $1,914,585 in capital.)

8989

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

9090

Comprehensive Capital CampaignComprehensive Capital CampaignCapital Goal $12 millionCapital Goal $12 million

$12,000,000

$7,900,000

$4,100,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

$11,000,000

$12,000,000

Goal Achieved Remaining

9191

Comprehensive Capital CampaignEndowment Restricted Goal: $10 million

$10,000,000

$6,400,000

$3,600,000

$3,500,000

$4,500,000

$5,500,000

$6,500,000

$7,500,000

$8,500,000

$9,500,000

Goal Achieved Remaining

9292

DAVEY: Grants and Govt ContractDAVEY: Grants and Govt ContractSlideSlide

9393

Office of Institutional AdvancementGrants and Awards Secured

FY06-FY102006 $2,505,8462007 $3,182,4922008 $3,086,6152009 $2,969,7682010 $3,591,529

TOTAL $15,336,250

9494

Examples of Grant Success $1.6 National Science Foundation Grant To Renovate Biology$1.6 National Science Foundation Grant To Renovate Biology

Research SuiteResearch 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 Centerprogramming 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 offor the Office of Specialized Services to provide an array ofservices for students with disabilitiesservices for students with disabilities

$187,500 National Institutes of Health grant to study mood$187,500 National Institutes of Health grant to study mooddisorders such as major depressive disorder and posttraumaticdisorders such as major depressive disorder and posttraumaticstress disorderstress disorder

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

9595

Office of Institutional Advancement Support ofCollege Strategic Goals Capital Projects

Anisfield SchoolAnisfield Schoolof Businessof Business

9696

Office of Institutional Advancement Support ofCollege Strategic Goals Capital Projects

Sharp SustainabilitySharp SustainabilityEducation CenterEducation Center

9797

Office of Institutional Advancement Support ofCollege Strategic Goals Capital Projects

The Global FinancialThe Global FinancialMarkets TradingMarkets TradingLaboratoryLaboratory

9898

Office of Institutional Advancement Support ofCollege Strategic Goals Capital Projects

Salameno SpiritualSalameno SpiritualCenterCenter

9999

Foundation Strategic Plan

Implementing the enhanced Ramapo CollegeImplementing the enhanced Ramapo CollegeStrategic Plan, 2007 Strategic Plan, 2007 –– 2012 2012

Align all Foundation initiatives to meet the tenetsAlign all Foundation initiatives to meet the tenetsof 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

100100

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

101101

Institutional Advancement Overall Development Plan

Grow President’sParents Council

Advance Special Events Nurture Senior Class

Giving Support Friends of

Ramapo Cultivate Professional

Relationships BetweenAlumni Members andTheir RespectiveSchools

102102

Institutional Advancement OverallInstitutional Advancement OverallDevelopment PlanDevelopment Plan

Increase cultivationopportunities

Enhance BusinessPartners Program

Engage the Board ofGovernors

103103

““The generosity demonstratedby donors, alumni, the Friendsof Ramapo, the President’sParent Council and corporatemembers of the BusinessPartners Program is a testamentand commitment to ourstudents’ futures.”Robert TillsleyChair, Ramapo FoundationBoard of Governors

Ramapo College FoundationRamapo College Foundation

104104

105105

Conclusion

Dynamic LeadershipDynamic Leadership

Managing and Maximizing Revenue SourcesManaging and Maximizing Revenue Sources

Ability and Willingness to Raise Tuition RatesAbility and Willingness to Raise Tuition Rates

Strategic Enrollment GoalsStrategic Enrollment Goals

Clearly Established Competitive Small PublicClearly Established Competitive Small PublicLiberal Arts SchoolLiberal Arts School

Market NicheMarket Niche

Management StrengthsManagement Strengths