Cultivating, managing and investing our resources and aligning them with our priorities will have lasting, positive impacts on our competitiveness and legacy.
Benchmarks/Key Performance Indicators
- Annual operating savings of $3 to $4 million will be achieved by fiscal 2019 and another $5 to $6 million no later than fiscal 2022
- University deficits will be significantly reduced in fiscals 2018 – 2021 and eliminated in fiscal 2022
- Deferred maintenance needs will be reduced by 25% by fiscal 2022.
- Comprehensive campaign proceeds will reach $50 to $75 million by June 2024. This includes increases in the Rider Fund, endowment, scholarship and capital giving as well as an increase in the number of unrestricted bequests
- The Rider Fund will increase from $1.44 million in fiscal 2018 to $1.6 million in fiscal 2022
- Alumni giving will increase 33% by the end of the Campaign, to 12% by 2024, up from 9% in 2017
- Endowment scholarship support will increase 40% by 2024, increasing the number of endowed scholarships to 300, up from 214 in 2017.
- Bequests will increase 43.5% by the end of the Campaign, to 330 by 2024, up from 230 in 2017
- Gross Auxiliary annual revenue will increase 3% to 5% by fiscal 2022
- Full-time undergraduate enrollment will increase 12% or 438 students (from 3,743 in fall 2016 to 4,181 in fall 2021)
- Retention will increase to 85% by fall 2021, up from 78% in fall 2016
- The 4-year graduation rate will increase to 65% for the fall 2017 entering cohort, up from 57% for the fall 2012 entering cohort
- Reduced cyber security and other risks
- Improved technology user satisfaction
- Build tuition and other net revenue to meet capital and operating needs.
- Continue to reduce operating and other costs and seek energy and other efficiencies, contributing to a culture of lean thinking that also emphasizes quality.
- Update and implement the campus facilities master plan in support of strategic priorities with the greatest potential for enrollment growth.
- Strengthen institutional fundraising and advancement efforts.
- Establish a new information technology master plan that supports the University’s strategic goals, adapts to evolving needs and reduces risk.