This Year and
Beyond
Quality of Life
Private Source
Revenue
Improve Research
Develop Core of
and Intellectual
Nationally Recognized
Property
Programs
Productivity
Master Plan
Honors Campaign
Program Investment/
Reinvestment
Gateway Plan
Athletics
Campaign
New Program
Development
Major Campaign
Stem Cell
Research Facility
Recruit High
Achieving Students
from Diverse
Backgrounds
New Program
Development
2005: Why did you decide not to attend NJIT?
Overall (n = 139)
NJIT's location doesn't appeal to me
62%
I wanted to attend a more prestigious school
The school I will be attending offered me more
financial aid
I wanted to be farther away from home
32%
24%
19%
NJIT doesn't offer the program I want
17%
I wanted a larger school
16%
I wanted to be closer to home
I wanted a smaller school
NJIT was too expensive
0%
10%
6%
4%
10%
20% 30%
40% 50%
60% 70%
NJIT Campus
Gateway Plan
NJIT Campus Gateway Plan
•Plan based on Newark’s designation as an area
in need of rehabilitation
•NOT requesting area in need of
redevelopment status
•Developer CANNOT request implementation of
eminent domain
•NJIT WILL NOT exercise eminent domain
•Commitment to historic
preservation
•NO CAMPUS EXPANSION as
part of the proposed project
NJIT Campus Gateway Plan Objectives
•
Grow the Greek community to levels above 1990 on a normalized basis
•
Ensure viability of the Greek community
50
45
40
35
30
25
20
15
10
5
0
Theta Chi
Kappa Xi Kappa
1990
2006
30
18
Tau Delta Phi
Sigma Pi
Alpha Sigma Phi
Pi Kappa Phi
1990
•
Members/Greek org
1995
2000
Current
Enhance the physical/social/recreational environment of the Greek community
•Develop a “college town” neighborhood with amenities for students, faculty,
staff, community
•Ensure a development effort that enhances NJIT and the community
Greek Village/MLK Redevelopment Project Organization
City of Newark
NJIT Board of
Trustees
Master Developer/Planner
Stakeholder’s Group
Greek reps
Greek Community
NJIT reps
James St.
Assoc reps
NJIT Community James St. Assoc/
community
Master Developer/Planner
St. Michael’s reps
Catholic HHS
Newark Housing Auth
Master Plan without Baxter Terrace Redevelopment
University Ideals
‘New Jersey’s Science & Technology University’
Areas of Emphasis
Focus on Technology
Diverse Population
Intimate Community
Multi-disciplinary Education
Cutting-edge Research
Innovative Technology
Entrepreneurial Environment
Engaged Community
Vibrant Campus Life
Professional Growth
Cutting edge research and innovation
Learning Environment
Student centered
Multi-disciplinary education
Leader in delivery of technological
education
Vibrant Campus Life
Exciting urban campus
Diverse student population
Continued transition to a 24/7
residential campus
Engagement
Local and global community
Professional practice & industry
alliances
Planning Principles
• Develop facilities and resources to support NJIT’s mission and
future long-term growth
• Support the social, academic and cultural life on campus by way
of permeating technological awareness and shaping of a “life of
the mind”
• Establish significant, meaningful spaces to encourage
interdisciplinary collaboration and professional development
• Create inviting approaches, distinct gateways and strong
pedestrian connections to adjacent institutions, downtown and
surrounding neighborhoods
Existing Plan 2007
Lock Street
Lock Street
MartinLuther
LutherKing
KingBoulevard
Boulevard
Martin
Central Avenue
Central Avenue
New St.
St.
New
Summit
SummitSt.
St.
Warren
Warren Street
Street
Raymond Blvd.
Raymond Blvd.
Colden
Colden
Proposed Plan
Athletics / Recreation
Facility
Potential Academic
Tower
New Student Housing
Gateway Plan mixed
use Greek Village
New Tiernan
gateway
Academic Space
Expansions
New Central Green
Library, CAB and
service core expansion
York Center and parking
garage expansion
Central High School
Gateway Plan hotel /
conference center
FY2008 Revenue Operating Budget
Revenue = $265,527
($000's)
of Educational
FY94-FY07
Comparison of Percent
Base Appropriation
andCosts
Tuition
& Fee Income
per FTE FY94-FY07 (000' s)
$23,000
70%
$21,000
Restricted
Programs, $64,600
24%
65%
Tuition and Fees,
$95,038 36%
$19,000
$17,000
60%
$15,000
55%
$13,000
50%
$11,000
$9,000
45%
$7,000
FY94
FY96 $ Per
FY98
FY00
FY02
Base Appropriation
Full-Time
Equivalent
Student FY04
FY
07
FY
06
FY
05
FY
04
FY
03
FY
02
FY
01
FY
00
FY
99
FY
98
FY
97
30%
State Appropriations,
$71,097 27%
FY
96
35%
FY
95
Other Revenue
Sources, $34,792
13%
FY
94
40%
$5,000
FY06
Actual Tuition & Fee Income Per Full-Time Equivalent Student
Percentage
Student
Percentage
Tuition, Fee State
& Base
State Appropriation
Per Full-Time
Equivalent Student
State appropriations per
student have not (will
not) change; very best
case is they stay flat;
pressure on state
budget is to Ð higher
ed appropriations
About 60% of the
revenue to deliver the
educational program
comes from tuition
and fees.
Pressure is to Ð
tuition increases; ∴
additional revenue
comes from additional
enrollment
Enrollm ent
10000
9000
8000
Student/Faculty
7000
6000
Enrollment
5000
35
4000
30
3000
2000
25
1000
0
20
15
10
Faculty
5
0
19
94
19
95
19
96
19
97
19
98
19
99
20
00
20
01
20
02
20
03
20
04
20
05
20
06
450
400
350
300
TT Facult y
250
200
Ot her Facult y
150
Tot al Facult y
100
50
0
Student/Faculty
Student/TT Faculty
FY2008 Expenses Operating Budget
Expenses = $265,527
($000's)
Restricted
Programs, $64,600
24%
Academic Area
Personnel,
$100,982 38%
Reserves, $3,409
1%
General Operating
Expenses, $71,085
27%
Support Area
Personnel, $25,451
10%
The “overhead” of
delivering the
educational
program is about
100%
Co mparison o f Base Ap propriation a nd Tu ition & Fee Income
per F TE F Y94-FY07 (000' s)
$23,000
$21,000
$19,000
$17,000
$15,000
$13,000
$11,000
$9,000
FY
07
FY
06
FY
05
FY
04
FY
03
FY
02
FY
01
FY
00
FY
99
FY
98
FY
97
FY
96
FY
95
FY
94
$7,000
$5,000
Base Appropriation $ Per Full-Time Equivalent Student
Actual Tuition & Fee Income Per Full-Time Equivalent Student
Tuition, Fee & Base State Appropriation Per Full-Time Equivalent Student
At current tuition and fee revenues per FTE,
15 FTE (22 students) demonstrates, on the
macro scale, a need for additional faculty
"Peer" Enrollments
Institution Name
Drexel University
University of Missouri-Rolla
Georgia Institute of Technology
Stevens Institute of Technology
Carnegie Mellon
Illinois Institute of Technology
Florida Institute of Technology
NYIT
Cooper Union
University of Alabama in Huntsville
University of Delaware
University of Maryland-Baltimore
Virginia Tech
Clemson University
New Jersey Institute of Technology
Rensselaer Polytechnic Institute
Fall 00
13128
4626
14805
4121
8514
6003
4248
9307
906
6563
19072
5337
27869
17465
8820
8022
Fall 05
18466
5600
17135
4690
10017
6472
4745
10203
1008
7084
20982
5526
27979
17165
8058
6514
Fall 06
19845
5858
17935
4829
9841
6795
4741
10212
990
7091
20380
5498
28470
17309
8209
7433
% Chng % Chng % Chng
00 to 05 05 to 06 00 to 06
40.7%
7.5%
51.2%
21.1%
4.6%
26.6%
15.7%
4.7%
21.1%
13.8%
3.0%
17.2%
17.7%
-1.8%
15.6%
7.8%
5.0%
13.2%
11.7%
-0.1%
11.6%
9.6%
0.1%
9.7%
11.3%
-1.8%
9.3%
7.9%
0.1%
8.0%
10.0%
-2.9%
6.9%
3.5%
-0.5%
3.0%
0.4%
1.8%
2.2%
-1.7%
0.8%
-0.9%
-8.6%
1.9%
-6.9%
-18.8%
14.1%
-7.3%
New Jersey Enrollments
2002
Stockton
Montclair
Kean
Ramapo
TCNJ
Rowan
Wm. Pat
Rutgers
NJCU
NJIT
Community
Colleges
Independents
2006 % Change
6,538
14,673
12,779
5,494
6,948
9,685
10,924
51,480
9,097
8,828
7,212
16,076
13,050
5,499
6,934
9,578
10,599
49,760
8,522
8,209
10.3%
9.6%
2.1%
0.1%
-0.2%
-1.1%
-3.0%
-3.3%
-6.3%
-7.0%
136,446
135,439
-0.7%
138,924
154,085
10.9%
60,315
65,508
8.6%
Data from CHE report
Program Changes from 2000 to 2006
Institution Name
Drexel University
University of Missouri-Rolla
Georgia Institute of Technology
Stevens Institute of Technology
Carnegie Mellon
Illinois Institute of Technology
Florida Institute of Technology
NYIT
Cooper Union
University of Alabama in Huntsville
University of Delaware
University of Maryland-Baltimore
Virginia Tech
Clemson University
New Jersey Institute of Technology
Rensselaer Polytechnic Institute
Added Removed
21
1
15
0
7
2
12
0
51
2
22
6
17
3
10
8
0
0
3
0
8
0
6
1
9
3
12
1
3
0
13
0
Competitor Programmatic Strategies
• Expand into sub-disciplines: subdividing
• Extend program range into non-technical
areas: broadening
• Measured development toward new,
“traditional” degrees
In addition
Invigorate/reinvigorate programs
NJ 2007 College-Bound Seniors
Intended Majors
Intended Major
Interest
Business Management
17%
Health Professions
16%
Education
11%
Visual and Performing Arts
9%
Engineering
7%
Biological and Biomedical
Sciences
5%
Total
65%
Program Development
NCE Healthcare Systems Management (EMS)
Energy and Power Systems (MS)
Pharmaceutical Processing and
Manufacturing (MS)
Pharmaceutical Management (MS)
Pharmaceutical Materials Science and
Engineering (MS)
NJSOA Digital Design (BS)
Interior Design (BS)
Art (BFA)
Graphic Design (BA/BS)
Landscape Architecture (BS)
Bioelectronics (MS)
CCS Computing and Business (BS)
SOM Health Systems Management (BS)
Financial Engineering (BS)
Computing and Business (MS)
Business Informatics (BS)
Financial Engineering (MS)
International Business (BS)
International Business (MS)
New Media Business Development (BS)
New Media Business Development (MS)
Management Information Systems (MS)
Enterprise Development (BS)
Enterprise Development (MS)
CSLA Computational Sciences (BS)
Biophysics (BS)
Biochemistry (BS)
Pharmaceutical Chemistry (MS)
Biostatistics (MS)
Law, Technology and Culture (BA)
NJ 2007 College-Bound
Seniors
Intended Major
Program Development FY08-FY10
NJSOA
NCE
CCS
CSLA
SOM
Total
Business Management
0
0
3
0
9
12
Health Professions
0
1
0
0
1
2
Education
0
0
0
0
0
0
Visual and Performing Arts
5
0
0
0
0
5
Engineering
0
1
0
0
0
1
Biological and Biomedical
Sciences
0
4
0
4
0
8
Sub Total
5
6
3
4
10
28
Curriculum Broadening
0
0
0
2
0
2
Total
5
6
3
6
10
30
Faculty Hires FY08 & FY09
6
7
2
9
2
26
Conclusions
“Business” is different than 15 years ago
We need to behave as a tuition driven institution
Need to be competitive
•Environmentally (campus physical plant/college
neighborhood/student life)
•Programmatically
This Year and
Beyond
Quality of Life
Private Source
Revenue
Improve Research
Develop Core of
and Intellectual
Nationally Recognized
Property
Programs
Productivity
Master Plan
Honors Campaign
Program Investment/
Reinvestment
Gateway Plan
Athletics
Campaign
New Program
Development
Major Campaign
Stem Cell
Research Facility
Recruit High
Achieving Students
from Diverse
Backgrounds
New Program
Development