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

Strategic Goals

  1. Build tuition and other net revenue to meet capital and operating needs.
  2. Continue to reduce operating and other costs and seek energy and other efficiencies, contributing to a culture of lean thinking that also emphasizes quality.
  3. Update and implement the campus facilities master plan in support of strategic priorities with the greatest potential for enrollment growth.
  4. Strengthen institutional fundraising and advancement efforts.
  5. Establish a new information technology master plan that supports the University’s strategic goals, adapts to evolving needs and reduces risk.