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%
I wanted to attend a more prestigious school.
Prestige: level of respect at which one is regarded by others
New Flexible Plastic
Solar Panels Are
Inexpensive And Easy To
Make
NJIT Campus
Gateway Plan
NJIT Campus Gateway Plan Objectives
• Develop a “college town” neighborhood with amenities for students,
faculty, staff, community
Ensure a development effort that enhances NJIT and the community
•
• Grow the Greek community to levels above 1990 on a normalized basis
• Ensure viability of the Greek community
Greek Membership
30
Members/Greek org
25
20
1990
30
2006
18
15
Members/Org
10
5
0
1990
2006
Year
• Enhance the physical/social/recreational environment of the Greek
community
Master Plan
MLK Gateway
Greek Village
St. Michael’s
University Park
MLK Pedestrian “thread”
FINAL DRAFT
Financial Business Terms Book
Confidential Proprietary Commercial Information
September 2007
Conceptual Redevelopment Master Plan
for an Area in Need of Rehabilitation
September 2007
NJIT
SUMMARY METRICS
10/4/07
incl Parking
Section
Building
Type
Levels/ Size
SF
Hard Cost psf
Hard Cost
Stabilization Date
MLK Gateway
A thru G
Retail/ Housing
Cinema
see detail
809,550
$139.88
$113,236,532
Q-1/ Year 6
University Park
H thru L
( K excluded )
Retail/ Housing
Hotel / Academic
see detail
346,300
$288.28
$99,832,005
Q-1/ Year 6
Greek Village
M thru R
( M excluded )
Retail/ Housing
Greek Houses
Academic
see detail
153,880
$273.93
$42,151,742
Q-1/ Year 5
St. Michaels
S
( T & U excluded )
Doctors Offc /
Retail
see detail
116,250
$210.00
$24,412,500
Q-1/ Year 5
1,425,980
$196.10
$279,632,779
Plus Soft Costs, Financing, FFE
Plus Marketing, T.I. & Brokerage for Retail Spaces
$265.38
Assumed @ $100 x Footprint SF as applicable
Plus MLK Gateway Site Acquisition Cost
Plus University Park Site Acquisition Cost
Plus Greek Village Site Acquisition Cost
Plus St Michaels Site Acquisition Cost
GRAND TOTAL :
PLUS"Other" Brownstones on MLK
Total w/ "Other MLK Brownstones"
$76,811,922
$21,982,516
$378,427,216
$22,680,700
$10,475,200
$0
$2,500,000
$290.38
$414,083,116
SF
TOTAL COST
106,932
$40,626,250
1,532,912
$454,709,366
Next Steps
•City develops “top level” redevelopment plan encompassing
NHA property, Gateway footprint, Westinghouse, area north of
Orange to tracks by about Dec 1st for submission to Municipal
Council
•JLL explores “incentive” funding to improve IRR
•Tax abatement and exemptions
•Federal assistance
•State assistance
•CRDA
•Establish governance structure
•Multiple redevelopers named (NHA, NJIT, others)
•NJIT redevelopment plan becomes part of RDA
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
New Academic Facility
Central High School
Gateway Plan hotel /
conference center
Existing Plan 2007
Lock Street
Lock Street
MartinLuther
LutherKing
KingBoulevard
Boulevard
Martin
Central Avenue
Central Avenue
St.
New St.
New
Summit
SummitSt.
St.
Warren
Street
Warren Street
Raymond Blvd.
Raymond Blvd.
Colden
Colden
The Newark Institute
www.newarkinstitute.org
Product & Process R&D
Pilot-scale Bio-production Center
Technology Showcase
Business Development Support
Clinical Trial Support
Academic Research Stimulus
Comparion of CPI Adjusted Value of Base Appropriation and Tuition &
Comparison of Fee
Base
Appropriation
and Tuition
Income
per FTE FY94-FY07
(000' s)& Fee Income
per FTE FY94-FY07 (000' s)
FY2008 Revenue Operating Budget
Revenue = $265,527
($000's)
$18,000
$23,000
$16,000
$21,000
Restricted
Programs, $64,600
24%
Tuition and Fees,
$95,038 36%
$14,000
$19,000
$12,000
$17,000
$10,000
$15,000
$13,000
$8,000
$11,000
$6,000
$9,000
$4,000
$7,000
$2,000
$5,000
$0
State Appropriations,
$71,097 27%
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
FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07
FY
94
Other Revenue
Sources, $34,792
13%
CPI Adjusted Value of State Base Appropriations Per Full-Time Equivalent Students
Base Appropriation
StudentStudent
CPI Adjusted
Value of Tuition$&Per
Fee Full-Time
Income PerEquivalent
Full-Time Equivalent
Actual Value
Tuition
& Fee Fee
Income
Per
Full-Time
Equivalent
Student
CPI Adjusted
of Tuition,
& Base
State
Appropriation
Per Full-Time
Equivalent Student
Tuition, Fee & Base State Appropriation Per Full-Time Equivalent Student
State appropriations per
student have not
changed in real $$; very
best case is they stay
flat; pressure on state
budget is to  higher
ed appropriations
Corzine to Cabinet: Find $3 billion in
budget cuts
Only school aid, rebates appear safe as
governor looks to avert fiscal disaster next
year
Saturday, October 13, 2007
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
65%
Restricted
Programs, $64,600
24%
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
About 65% of the
revenue to deliver the
educational program
comes from tuition and
fees.
Pressure is to 
tuition increases; 
additional revenue
comes from additional
enrollment
Enrollment increase through
•Marketing
•Recruiting
•MS programs
•“New” programs (I want a larger school;
NJIT does not offer the program I want)
"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
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
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)
Enrollment/Resource Development
•30 “new” (many subdivided and/or repackaged)
programs over three years)
•26 tenure –track hires over two years
•All “Early Retirement” funds folded back into
tenure-track positions
•Additional faculty hires dependent on enrollment
increases
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