Reformed University

Private nonprofitBaccalaureate/Associate's: Assoc. DominantSmall

–

Fin. Resilience

Resilience score

vs. 234 peers in its group

Reformed University is a private nonprofit institution in Lawrenceville, GA, classified by Carnegie as “Baccalaureate/Associate's: Assoc. Dominant.”

It enrolls about 253 undergraduates and is benchmarked here against 234 peer institutions (Baccalaureate/Associate's: Assoc. Dominant · Private nonprofit).

Its strongest standing relative to peers is enrollment forecast (5-yr) (60%, 100th percentile).

Its weakest is avg monthly faculty salary ($2,500).

Peer group

Baccalaureate/Associate's: Assoc. Dominant · Private nonprofit

234 institutions

No cross-metric risk flags triggered.

Policy & demographic exposure

How exposed Reformed University is to the structural shifts reshaping higher ed: a composite structural-risk index plus the 2025 federal budget law’s endowment excise tax, Grad PLUS elimination, new Parent PLUS borrowing cap and new Workforce Pell short-term-credential opportunity, and the demographic enrollment cliff. Only signals that apply to this institution are shown.

Structural risk index

Elevated

Enrollment cliff (home state)

-5.4%

Moderate decline

Indicative signals, not forecasts, see each metric’s definition and the methodology. Endowment-tax, Grad PLUS, Parent PLUS and Workforce Pell figures appear only where the institution is actually exposed; “nationally” compares against all schools that report each signal.

Turn these signals into action

Seeing exposure is step one. Ibex builds AI agents that monitor and act on exactly these pressures, explore an interactive demo. Live demos run real workflows; the rest are working mockups we build to your institution’s data.

Market Intelligence Agentlive demo AI Recruiter Agent

Financial Health Index

4.6

on a −4 to 10 scale

Financial Health IndexStable

NACUBO Composite Financial Index, the balance-sheet health score accreditors and institutional boards use to gauge financial health; bond-rating agencies track similar ratios. 48th percentile of 234 peers. Carries little or no plant debt, so the viability ratio is excluded and weights re-normalized.

Primary reserve 55%0.4 mo

Return on net assets 30%35%

Operating result 15%143.5%

Composite of four ratios on a strength-factor scale (−4 weak → 10 strong): below 3 falls short of the threshold for financial health, below 1 signals acute stress, and above 6 is strong. Computed from IPEDS FY2022-23, the most recent finance release (it lags the current year by 2–3 years). Branch campuses that report finances at a parent/system level can show distorted ratios. For informational benchmarking, not a credit rating or financial advice.

Revenue composition

Where the money comes from $1.7M total revenue · IPEDS FY2022-23

Tuition & fees is the largest single source at 93% of revenue.

Tuition & fees93.4%

Government appropriations6.6%

Other revenue0.0%

Where each dollar of revenue comes from, as a share of total positive revenue. Sources are standardized across public (GASB) and private (FASB) reporting; a net investment loss in a down market is shown as 0% and excluded from the mix.

Financial Health

Avg monthly faculty salary

Below peers

$2,500

10th percentile in peer grouppeer median $5,668

2024-25224 peers

Average monthly salary of full-time faculty, as reported to IPEDS.

Operating margin

Strong

37.7%

93rd percentile in peer grouppeer median 8.5%

FY2022-23231 peers

Net surplus as a share of total revenue (IPEDS FY2022-23): (total revenues − total expenses) ÷ total revenues. A surplus above 4% is strong; a thin surplus near 0% leaves little margin for shocks.

Tuition dependency

93.4%

100th percentile in peer grouppeer median 25.2%

FY2022-23231 peers

Tuition & fees as a share of total revenue (IPEDS FY2022-23). Higher = more exposed to enrollment swings.

Tuition discount rate

Moderate

12th percentile in peer grouppeer median 27.4%

FY2022-23233 peers

Institutional grant aid as a share of gross tuition & fee revenue (IPEDS FY2022-23, FASB): allowances applied to tuition ÷ (net tuition revenue + those allowances) – the tuition-discount rate enrollment leaders track, i.e. the share of sticker tuition handed back as institutional aid. Private nonprofit institutions only; public (GASB) institutions report tuition differently and are not shown. The national private-college average is roughly 56% (NACUBO); above ~60% signals heavy price competition.

State appropriations share

100th percentile in peer grouppeer median 0%

FY2022-23231 peers

State appropriations as a share of total revenue (IPEDS FY2022-23). Material for public institutions; ~0 for private.

Administrative cost share

38.9%

82nd percentile in peer grouppeer median 28.8%

FY2022-23232 peers

Institutional support, central administration, executive management, governance, general administration, fundraising and (under FASB rules) operation & maintenance of plant, as a share of total expenses (IPEDS FY2022-23, FASB). Private nonprofit institutions only: public (GASB) institutions report functional expenses on a different basis and frequently consolidate large hospital and auxiliary operations, which makes a comparable ratio unreliable, so they are not shown. Because FASB folds plant operations into institutional support, this runs higher than a narrow 'central-office' figure, and schools with sizable hospital or auxiliary operations show a lower ratio as those costs enlarge total expenses. An informational benchmark of administrative intensity, compared within the peer group, not a measure of waste or quality.

Months of operating cushion

Thin

0.4 mo

12th percentile in peer grouppeer median 10.8 mo

FY2022-23227 peers

How many months of operating expenses the institution could cover from expendable reserves (IPEDS FY2022-23 primary reserve ratio × 12). About 5 months, one semester, is the accreditor benchmark for solid footing; below ~3 months is thin. A negative figure means expendable reserves are themselves negative.

Return on net assets

Strong

35%

96th percentile in peer grouppeer median 3.6%

FY2022-23224 peers

Change in total net assets ÷ net assets (IPEDS FY2022-23) – whether the institution grew wealthier over the year. 2–4% is adequate; above 4% is strong.

Spent on instruction

46.1%

79th percentile in peer grouppeer median 31.5%

2024-25233 peers

Instruction spending divided by total functional expenses (IPEDS Finance, FY2022-23 (FASB)). 'Where the money goes' context, reported here for private-nonprofit (FASB) institutions only, where the functional split is comparable; not computed for public or for-profit institutions. Higher is not automatically better; research universities and those with hospitals or large auxiliaries spread spending across other functions.

Spent on student services

0.3%

7th percentile in peer grouppeer median 9.4%

2024-25233 peers

Student-services spending (admissions, registrar, student life, counseling) divided by total functional expenses (IPEDS Finance, FY2022-23 (FASB)). Private-nonprofit (FASB) institutions only. Spending-mix context, not a quality measure.

Spent on academic support

9.9%

64th percentile in peer grouppeer median 7%

2024-25233 peers

Academic-support spending (libraries, academic computing, deans' offices) divided by total functional expenses (IPEDS Finance, FY2022-23 (FASB)). Private-nonprofit (FASB) institutions only. Context, not a quality measure.

Spent on research

89th percentile in peer grouppeer median 0%

2024-25233 peers

Research spending divided by total functional expenses (IPEDS Finance, FY2022-23 (FASB)). Private-nonprofit (FASB) institutions only; near zero at teaching-focused colleges and sizeable at research universities. Spending-mix context, not a quality measure.

Financial responsibility score

Strong

3.0

100th percentile in peer grouppeer median 2.6

FY2022-23 (Federal Student Aid)209 peers

The U.S. Department of Education's financial-responsibility composite score, a -1.0 to +3.0 measure of an institution's solvency built from its audited finances. 1.5 and above passes; 1.0-1.4 is a zone needing oversight; below 1.0 fails and can trigger letter-of-credit or cash-monitoring requirements. ED computes it only for private non-profit and proprietary schools, so it is reported only where scored. Higher is safer. Banded against the school's peer group.

Structural risk index

Elevated

2024-25

An indicative 0–100 structural-risk index (higher = more pressure), an equal-weight blend of the stress signals we measure: thin or negative operating margin, low months of operating cushion, high tuition dependency, and a shrinking home-state high-school-graduate pipeline (enrollment cliff). Averaged over whichever signals are available (at least two required). It screens for the financial and demographic pressures that precede closures and mergers, a directional indicator, NOT a prediction that any institution will close, and not a credit rating.

Enrollment & Pipeline

Undergraduate enrollment

253

85th percentile in peer grouppeer median 93

2024-25149 peers

First-year retention

Average

84.2%

55th percentile in peer grouppeer median 83.3%

2024-25121 peers

Adult learners (25+)

73.2%

76th percentile in peer grouppeer median 27.8%

2024-25106 peers

Share of undergraduates aged 25 or older (College Scorecard, FY2024-25). Read as context on the student mix: schools serving many working adults look different on persistence and part-time measures than traditional-age campuses, and neither is inherently better.

Part-time undergraduates

57th percentile in peer grouppeer median 0%

2024-25145 peers

Share of undergraduates enrolled part-time (College Scorecard, FY2024-25). Context, not quality: a high part-time share is common at community and commuter institutions and affects graduation-rate comparisons, which are based only on full-time, first-time students.

Women (share of undergraduates)

60.5%

94th percentile in peer grouppeer median 0%

2024-25149 peers

Share of undergraduates who are women (College Scorecard, FY2024-25). Reported as context on the student mix, not a measure of quality.

Admission yield

Average

79.3%

35th percentile in peer grouppeer median 90.9%

Fall 202391 peers

Share of admitted students who enrolled (IPEDS Admissions, Fall 2023): students who enrolled ÷ students admitted. A demand signal, how many accepted offers the institution converts to enrollment. Higher yield generally reflects stronger demand, though binding early-decision programs and price positioning can inflate it. Open-admission institutions do not report admissions and show none.

12-month FTE enrollment

235

78th percentile in peer grouppeer median 109

2022-23234 peers

Full-time-equivalent enrollment over the full 12-month year (IPEDS 12-month enrollment, 2022-23). Counts part-time students at their fractional load, so it runs above fall full-time headcount and is the denominator used for per-student finance measures.

Student-faculty ratio

15:1

69th percentile in peer grouppeer median 11:1

fall 2023149 peers

Students per instructional faculty member (IPEDS, fall 2023). Lower generally means smaller classes and more faculty contact, though the measure mixes undergraduate and graduate teaching and is institution-reported.

Fully online students

46th percentile in peer grouppeer median 6%

2024-25234 peers

Share of students enrolled exclusively in distance-education courses (IPEDS, Fall 2023). Describes delivery model, not quality; online-heavy institutions look different on residential measures.

Applicant-pool diversity shift

+5.3%

WICHE 2024 (11th ed.)

Percentage-point change in the non-white share of the institution's home-state public high-school graduating class between the class of 2025 (the national peak) and 2037 (WICHE, Knocking at the College Door, 11th ed., public-school race detail). A forward look at who the future applicant pool will be: a positive value means the state's graduating class is projected to grow more racially diverse. Strategic recruiting context, not a forecast of any one school's enrollment, and a college recruits from many states.

Hybrid (some online) enrollment

83%

99th percentile in peer grouppeer median 0%

Fall 2023234 peers

Share of all students taking some, but not all, of their courses at a distance (IPEDS, Fall 2023). This is the hybrid middle ground between the fully online share and the fully in-person share, and it signals how far a school has moved coursework online without going exclusively remote. Context metric, not better or worse. Banded against the school's peer group.

Transfer-in share (undergraduate)

9.8%

57th percentile in peer grouppeer median 7.7%

Fall 2023149 peers

Transfer-in students as a share of all undergraduates (IPEDS, Fall 2023). A high share means the school depends on transfer pipelines rather than first-time freshmen, which changes both recruitment strategy and melt/retention risk. Context metric, not better or worse. Banded against the school's peer group.

Graduate share of enrollment

13.3%

37th percentile in peer grouppeer median 41.5%

Fall 2023234 peers

Graduate students as a share of total headcount enrollment (IPEDS, Fall 2023). It separates research-intensive universities with large graduate bodies from undergraduate-focused institutions. Context metric, not better or worse. Banded against the school's peer group.

Women share of faculty

36.7%

71st percentile in peer grouppeer median 18.8%

2023-24233 peers

Women as a share of all instructional staff, full- and part-time combined (IPEDS Human Resources, Fall 2023). A gender-composition signal for the teaching workforce. Context metric, not better or worse. Banded against the school's peer group.

Faculty of color share

76.7%

97th percentile in peer grouppeer median 7.1%

2023-24233 peers

Instructional staff who are American Indian/Alaska Native, Asian, Black, Hispanic, Native Hawaiian/Pacific Islander, or two-or-more races, as a share of all instructional staff (IPEDS Human Resources, Fall 2023). Nonresident and race-unknown staff are excluded from the numerator. Context metric, not better or worse. Banded against the school's peer group.

Women in applicant pool

46.8%

77th percentile in peer grouppeer median 0%

2023-2491 peers

Women as a share of the school's first-time degree-seeking applicant pool (IPEDS Admissions, 2023-24). A read on the funnel's composition, useful for targeting and a proxy for program mix: nursing- and education-heavy schools skew female, engineering- and trade-heavy schools skew male. Neither skew is inherently better. Banded against the school's peer group.

Direct competitors within 100 mi

Average

38th percentile in peer grouppeer median 8

2024-25234 peers

How many institutions of the same type (same Carnegie classification and control, i.e. the schools competing for the same students) sit within roughly 100 miles. A higher count means a more crowded local market and a harder yield fight, which matters most as the regional pool of high school graduates shrinks; a low count means the school has its catchment largely to itself. Distance is straight-line from campus coordinates. Banded against the school's peer group. Fewer is better for recruiting leverage.

Metro-area unemployment rate

Average

41st percentile in peer grouppeer median 5.9%

ACS 2019-23232 peers

The civilian unemployment rate in the school's metropolitan or micropolitan area (US Census ACS 2019-23, mapped by the school's federal CBSA code). It is a proxy for local labor demand: a lower rate means a tighter job market, a stronger near-term destination for graduates and a smaller pool of working adults to recruit. It describes the local economy, not the school. Schools outside any metro area are not scored. Banded against the school's peer group.

Enrollment cliff (home state)

Moderate decline

-5.4%

2024-25

Projected change in the number of high-school graduates in the institution's HOME STATE from the class of 2025 (the national peak) to 2041, per WICHE's Knocking at the College Door, 11th Edition (Dec 2024). The 'enrollment cliff' is the post-2008 birth decline reaching college age; the U.S. total is projected to fall about 13% over this window. A college recruits from many states, so its home-state projection is an indicative directional signal of feeder-market pressure, not a forecast of that institution's own enrollment.

In-state HS graduates

134,031

47th percentile in peer grouppeer median 137,304

Class of 2025 (WICHE)231 peers

The size of the school's home-state high-school graduating class in 2025 (WICHE Knocking at the College Door, public and private combined). It is the near-term in-state feeder market, the complement to the enrollment-cliff projection, which shows the direction that market is heading. Context metric, not better or worse. Banded against the school's peer group.

Enrollment momentum (CAGR)

Strong

11.7%

93rd percentile in peer grouppeer median 1.5%

2024-25147 peers

Compound annual growth rate of undergraduate enrollment over the years the tool tracks (College Scorecard, roughly 2016-2024). Positive means the school is growing; negative means it is shrinking, the leading indicator of demand stress ahead of the demographic cliff. Banded against the school's peer group.

Enrollment forecast (5-yr)

Strong

60%

100th percentile in peer grouppeer median 1.8%

2024-2029 projection147 peers

Projected cumulative change in total enrollment roughly five years out, modeled by a least-squares log-linear fit on the school's own enrollment history (2016-2024). It uses the full multi-year series, so a single shock year (such as 2020) does not drive the result. This is a naive trend extrapolation, not a demographic model, and is capped at plus or minus 60 percent; treat it as direction-of-travel, not a precise count. Banded against the school's peer group; higher means projected growth.

Enrollment-demand index

Strong

64.0

72nd percentile in peer grouppeer median 53.0

2024-2593 peers

A 0-100 composite of how much demand the school commands relative to its peer group: the average of its peer percentile ranks for admission yield, selectivity (a lower admit rate counts as stronger demand) and recent enrollment trend. Built only where at least two of those three are reported. Higher means stronger pull in the market. Banded against the school's peer group.

Admissions test policy

SAT / ACT requirement IPEDS Fall 2023

Test-optional

This school is test-optional: applicants may submit SAT or ACT scores, but they are not required. Reported to IPEDS for the most recent admissions cycle. Test policy is a live enrollment lever, so it is shown as the school's stated category rather than a peer rank.

Student body

Undergraduate race & ethnicity IPEDS 2024-25

Asian56.9%

Hispanic/Latino29.6%

International9.1%

White4.3%

Undergraduate enrollment by race and ethnicity, as reported to IPEDS (College Scorecard). “International” denotes nonresident students; “Unknown” means race/ethnicity was not reported.

Top fields of study (bachelor's)

Reformed University’s largest fields by completions, with graduate earnings (4 years out) and debt benchmarked against the same field at its peer group. Sparklines show the 8-year completions trend.

Field	Completions / yr	Median earnings, 4 yrs out	Median debt	Earnings premium	Risk score
Business, Management & Marketing	4	–	–	–	–
Theology & Religious Vocations	1	–	–	–	–

Earnings-premium status is an indicative estimate: median graduate earnings four years out vs the GA state median earnings of a high-school graduate (undergraduate credentials) or a bachelor’s-degree holder (graduate credentials) from the U.S. Census Bureau’s American Community Survey (2022 ACS 5-year). The official U.S. Department of Education determination uses its own cohort definition and may differ.

The risk score (0–100) is an indicative blend of earnings-premium margin and the five-year completions trend, higher means a field pays closer to (or below) the benchmark and is shrinking. A directional screen, not an official determination.

Major-level detail (CIP 4-digit)

Business, Management & Marketing – 1 CIP program (4-digit), 0 with earnings

Major (CIP 4-digit)	Compl./yr	Earn 4yr	Earn 1yr	% > threshold	Median debt	Debt/earn	Earnings premium	2 of 3 yrs
Business Administration, Management and OperationsCIP 5202 ›	4	–	–	–	–	–	–	–

Major-level earnings, debt and threshold pass-rates are reported by College Scorecard only where enough graduates exist to protect privacy, so 0 of 1 major shows an earnings figure; the rest read “–”. % > threshold is ED’s own share of graduates out-earning the federal earnings threshold (the do-no-harm pass rate), drawn from the best available measurement window (4-, 5- or 1-year) pooled across all nine College Scorecard Field-of-Study releases; a small chip marks any figure not on the 4-year window, and hovering names the cohort size and source release. 2 of 3 yrs flags fields below the earnings-premium benchmark in two of the latest three reported cohort-years, the statutory trigger under the 2025 test (effective July 1, 2026). Indicative; the Department of Education’s official determination may differ. Source: U.S. Department of Education, College Scorecard Field of Study (2014–15 through 2022–23 cohorts + most-recent snapshot), accessed March 2026.

Theology & Religious Vocations – 1 CIP program (4-digit), 0 with earnings

Major (CIP 4-digit)	Compl./yr	Earn 4yr	Earn 1yr	% > threshold	Median debt	Debt/earn	Earnings premium	2 of 3 yrs
Theological and Ministerial StudiesCIP 3906 ›	1	–	–	–	–	–	–	–

See the interactive dashboard for all fields and credential levels (associate through doctoral). Source: College Scorecard Field of Study.

Frequently asked

How financially healthy is Reformed University?

On the NACUBO Composite Financial Index, the −4 to 10 balance-sheet score accreditors and institutional boards use – Reformed University scores 4.6 (Stable), computed from its IPEDS FY2022-23 finances. This is informational benchmarking, not a credit rating.

What is Reformed University's student-faculty ratio?

Reformed University reports a student-faculty ratio of 15:1 (IPEDS, fall 2023) – that is, about 15 students for every instructional faculty member.

Which schools are Reformed University's peers?

Reformed University is benchmarked against 234 institutions in the Baccalaureate/Associate's: Assoc. Dominant · Private nonprofit peer group; all percentiles and medians on this page are computed within that group.

Compare with peers

The King's University Yeshiva of Nitra Rabbinical College Rabbinical College of Ohr Shimon Yisroel Grace School of Theology Yeshiva Toras Chaim Beth Medrash Meor Yitzchok

Explore Reformed University interactively

Open the full dashboard to switch peer views, hover trends, and compare head-to-head.

Open in dashboard

Want a custom dashboard for Reformed University?

We build tailored intelligence dashboards – Reformed University and the peer set you choose, the metrics and risk signals your team cares about, kept current and delivered to you. Tell us what you’d want to track and a specialist will scope it with you.

Request a custom dashboard

Source: U.S. Department of Education, College Scorecard & IPEDS (most recent releases), with the U.S. Census Bureau (ACS), the U.S. Bureau of Labor Statistics (Employment Projections, field-demand outlook) and WICHE (enrollment-cliff projections). Figures lag the current academic year by roughly two to three years. Percentiles and medians are computed within the institution's peer group. Financial Resilience is a transparent composite, see each component above. Compiled by Ibex Insights.