University of Cincinnati-Clermont College

Batavia, OH

FY 2023-24 fragility

/ 100

high

Composite Fragility Score over time

Pillar trajectories

Operating Margin

(Operating revenue − operating expenses) / operating revenue. Industry-standard debt-rating heuristics — Fitch-style bands for privates, Moody's-aligned for publics. Score reflects current year and 3-year rolling average — single positive years don't erase chronic distress.

Amber dot = unusual single-year shift; smoothed metric attenuates impact. Hover for context.

Pricing Power

Real net tuition revenue per FTE, 5-year change. Falling real net tuition + rising discount rate = market rejection of value proposition. Discount rate is the all-student institutional rate (F2C05 + F2C06 funded + unfunded grants over gross tuition); schools typically publish a first-time-in-college rate which runs 5-10 points higher.

Amber dot = unusual single-year shift; smoothed metric attenuates impact. Hover for context.

Debt Burden

Viability ratio (expendable net assets / plant debt) with debt-acceleration penalty. Catches schools whose covenants are at risk because of recent debt issuance.

Liquidity

Days cash on hand. Tuition-collapse override prevents 'deathbed cash' from misleading the score (high cash from emergency relief while school is shrinking).

Athletics & enrollment

Share of undergrads who play varsity sports (EADA, U.S. Dept of Education). A rising ratio over time at a tuition-dependent private is the “athletic ratchet” — adding sports or expanding rosters to fill seats as enrollment pressure mounts. Snapshots taken at ~6-year intervals.

Varsity athletes as reported · AY 2024-25

12.2%

130 athletes ÷ 1,062 UG
USCAA

% athletes · trend (3 snapshots)

▲ 7.4 pts since AY 2012-13 (4.8%)

Coaching footprint · AY 2024-25

6 head + 8 assistant = 14 total

1 coach per 9.3 reported athletes

Typical varsity-only programs run 6–10 athletes per coach. Ratios well below that often reveal off-roster recruiting pools (JV, developmental, club with serious recruiting) that don’t show up in EADA’s varsity headcount.

What EADA counts: a student who participated in at least one intercollegiate (varsity) competition during the academic year. Excludes redshirts, JV / developmental rosters, and club sports. The actual athletic-recruit footprint can be substantially larger than this count. At D3 schools, “athletic aid” reads $0 in EADA because institutional merit aid that functions as recruitment subsidy isn’t classified as athletic aid — so the discount-rate signal on this page is the right place to look for that money.

Peer-anchored estimated total athletes

9.9%

≈ 105 implied athletes ÷ 1,062 UG
vs 12.2% reported (130)
kept-peer range suggests 8–12% (84–129 athletes)

roughly in line with peer expectations

Algorithmic peers · trimmed mean 7.5:1 (kept range 6.0:1–9.2:1)

Peer	UG	Ratio
Wright State University-Lake CampusOH(trimmed)	665	10.7:1
Kent State University at TuscarawasOH(trimmed)	409	4.6:1
University of Maine at AugustaME	1,218	6.0:1
Pennsylvania State University-Penn State Lehigh ValleyPA	790	9.2:1
Pennsylvania State University-Penn State ScrantonPA	734	7.3:1

Peers chosen by similarity score: same control + NCAA division weighted highest, plus Carnegie classification and UG enrollment band. The highest and lowest peer ratios are trimmed before averaging so one outlier doesn’t shift the range; the implied range is the school’s coach count multiplied by the kept peers’ min and max ratios, capped at UG enrollment.

Where the money goes

Full functional-expense breakdown from IPEDS F1A (public) / F2 (private) filings. Every card shows nominal dollars, share of total operating expense, and dollars per fall-headcount student. Buckets sum to the reported total.

IPEDS functional expense breakdown · fiscal year ending 2023

$4K/student in total operating expense across 8,324 fall headcount ($36.6M nominal)

Compare to other schools →

Instruction

$2K/student

49.0% of total$17.9M nominal

Faculty salaries, benefits, and department operating costs for credit-bearing instruction.

Research

$12/student

0.3% of total$101K nominal

Externally- and internally-funded research activities. Grant-funded labs, research centers, staff scientists.

Public Service

$96/student

2.2% of total$798K nominal

Extension programs, public broadcasting, community outreach. Big for land-grants (agricultural extension), near-zero for most privates.

Student Services

$779/student

17.7% of total$6.5M nominal

Admissions, registrar, financial aid administration, career services, counseling, student activities, non-varsity intramural.

Institutional Support

$352/student

8.0% of total$2.9M nominal

Executive management, HR, finance, legal, IT, general administrative services, PR/development. This is where administrative overhead lives — including enterprise IT.

Operation & Maintenance

$224/student

5.1% of total$1.9M nominal

Facilities, utilities, custodial, grounds, maintenance. Privates report this inside Institutional Support under FASB.

Auxiliary Enterprises

$53/student

1.2% of total$440K nominal

Housing, dining, bookstore, parking, athletics if separately budgeted. Self-supporting operations that charge users.

Scholarships & Grant Aid

$725/student

16.5% of total$6.0M nominal

Institutional grants and scholarships awarded to students — the discount rate applied to sticker price.

Not reported separately for this control type: Academic Support.

Not applicable (reported $0): Hospital Services, Independent Operations, Other operating.

Administrative spending

Institutional Support (administration) measured two ways, from IPEDS expense-by-function reporting: as a share of total operating expenses alongside Instruction (faculty/teaching), and indexed against net tuition revenue to show whether admin spending tracks the revenue that funds it.

Admin: 8.8% → 8.1% · Instruction: 42.3% → 51.8%

Instruction and Institutional Support as a share of total operating expenses. Instruction is the IPEDS faculty/teaching proxy; Institutional Support is the administrative proxy (executive management, finance, HR, general admin). A narrowing gap means admin is gaining on teaching.

Student-to-admin ratio · AY 2023-24

82.6:1

3,553 student FTE ÷ 43 full-time admin

Carnegie reference

Not enough peer schools in this Carnegie classification to compute a meaningful reference.

What “admin” means here: Management (OCCUPCAT 300) + Business and Financial Operations (OCCUPCAT 310) full-time staff — the “decision-making admin” headcount. Source: IPEDS S2023_OC survey (Fall 2023). This is a headcount metric, not a dollar metric, so it isn’t contaminated by regional salary differences. Not part of the fragility score; surfaced as descriptive context only.

Latest-year breakdown (FY 2023-24)

Pillar	Raw Metric	Score
Operating Margin	-2.7%	25 / 25
Pricing Power	$5,467 real net tuition / FTE	25 / 25
Debt Burden	—	12 / 25
Liquidity	—	16 / 25

Peer schools

Closest by Fragility Score in FY 2023-24. Financial similarity only — geographic / regional clustering is a separate (future) feature.

Less fragile

Schools scoring below

More fragile

Schools scoring above

Selected raw financials — FY 2023-24

GASB / IPEDS Finance F1A. DSO totals from LLM enrichment of audited financial statements; see /sources for citations.

Total revenue (F1B27)

$38.9M

Total expenses (F1C191)

$39.9M

Net tuition revenue (F1B01)

$19.4M

Auxiliary enterprises revenue (F1B05)

State appropriations (F1B11)

$11.4M

Endowment EOY (F1H02)

$3.0M

Long-term debt (F1A10)

—

Expendable net position (F1N05)

—

Interest expense (F1C19IN)

DSO debt — campus-specific

—

DSO debt — system-level pool

—