Suffolk University tightens its belt, sharpens focus as applications tumble
Craig Douglas
Managing editor/online vertical products and research-
Boston Business Journal
Since its founding in 1906, Suffolk University has promoted itself as a diversified, one-stop-shop for college students hoping for a professional career in Greater Boston. Today its mission is much the same, although its aspiration to be all things to all students is getting a serious scrubbing.
Prompted by internal reviews of its operations as well as broader challenges bearing down on all of higher education, Suffolk is in consolidation mode. In the current fall semester, the college’s faculty headcount is down 15 percent on a year-over-year basis. Programs in computer science, environmental engineering, education and video game studies have been eliminated. Undergraduate enrollment is off roughly 3 percent, while first-year enrollment in Suffolk’s law school is down 13 percent.
Much of Suffolk’s reorganization, such as the elimination of some academic programs and the loss of jobs through attrition, has been proactive and strategic; a Suffolk spokesman said the college, under new leadership since 2012, has opted to shed less-popular and competitive academic programs and refocus resources on its core offerings in business and traditional liberal arts programs.
But other changes have come uninvited and reflect deeper, systemic problems plaguing hundreds of private colleges and universities throughout the United States. Those issues have been particularly pronounced in the Northeast, where the annual cost to attend a private four-year school, usually in the $40,000-to-$50,000 range, has proven an increasingly tough sell to students and their families since the recent recession.
Many schools have responded by boosting student aid, spending heavily on marketing and out-of-state recruiting and loosening acceptance standards — none of which bodes well financially over the long term, education experts agree.
The sector’s challenges are being felt at Suffolk, which charges undergraduates roughly $46,000 per year for tuition and housing. Leading up to the current fall semester, freshman applications fell to 9,081, down 4 percent on a year-over-year basis, while transfer applications tumbled by 14 percent.
Over roughly the same span, philanthropic giving at Suffolk has fallen sharply, dropping by 52 percent in the fiscal year that ended June 30.
Suffolk countered the drop in applications by boosting its freshmen acceptances, both in number and as a percentage of applications. The college accepted 7,506, or 83 percent, of its freshman applicants for the fall semester, compared to 78 percent in 2012’s corresponding period. The college said 1,165 of those acceptances ultimately enrolled, off 6 percent year-over-year. The average SAT score among Suffolk’s first-year enrollees slipped to 1,504, versus 1,521 in the year-earlier semester.
Suffolk also is digging deeper into its own pockets to lure students to its downtown Boston campus. In fiscal 2013, Suffolk offered $77.5 million in scholarship aid to students, a 10 percent year-over-year increase that brought its total “discount rate” to around 28 percent of gross tuition and fees. The prior year, Suffolk’s discount rate was 25 percent.
The rise in institutional aid resulted in a 2 percent slide in net tuition and fee revenue, which totaled $225 million versus $229 million in 2012’s corresponding period.
Suffolk spokesman Greg Gatlin said the college is committed to recruiting and supporting students from diverse economic and geographic backgrounds and has honed efforts in recent years to target applicants with a high likelihood of graduating and landing full-time employment. He said the university's recent staffing and academic changes dovetail with Suffolk’s strategy to better invest in its core strengths.
“If we can be really focused on the things we do well, we offer better value to our students,” Gatlin said.
Suffolk’s recent cost-cutting and academic reorganization, spearheaded by President James McCarthy after his hiring last year, have more than offset its revenue declines. Last year the college lowered its operating costs to the tune of $7.7 million, a 3 percent drop.
The net result was a 24 percent increase in fiscal 2013 operating income, which totaled $14.7 million.
Add in another $15 million in investment gains and other nonoperating line items, and Suffolk’s change in net assets — essentially its bottom line — was $28.6 million last year, more than double the $11.6 million it booked in fiscal 2012.
McCarthy’s hiring and operating changes followed a turbulent span at Suffolk, which earlier this decade was on track to book losses following a rapid expansion and rise in expenditures. Those financial challenges came to a head roughly three years ago with the disclosure that McCarthy's predecessor, David Sargent, was among the highest-paid college presidents in the country.
Sargent stepped down from Suffolk in 2010 and was replaced on an interim basis by former Suffolk provost and current Mt. Ida College President Barry Brown.