Ohio State University-Main Campus
Composite Fragility Score over time
Pillar trajectories
Institutional debt per student
Total institutional long-term debt (not student loans) divided by full-time-equivalent enrollment, nominal dollars. For public-university systems with centralized bond debt (UC, FL SUS), the system pool is allocated across sibling campuses proportional to FTE.
Latest-year debt per FTE student includes IPEDS-reported plant debt plus the LLM-enriched DSO snapshot (off-balance-sheet bonds at affiliated entities — typically FY 2024 audit values). For Ohio State University System, the system bond pool is the sum of all sibling campuses’ DSO_DEBT_SYSTEM values, allocated to this campus by FTE share — not attributed entirely to the flagship UNITID. The trajectory line shows IPEDS-reported debt only (no DSO) for consistency across years — DSO is a single audit-year snapshot, not a time series.
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.
NCAA Division I-FBS
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.
vs 2.2% reported (956)
kept-peer range suggests 2–2% (959–1,013 athletes)
| Peer | UG | Ratio |
|---|---|---|
| University of Central FloridaFL | 42,128 | 7.2:1 |
| Purdue University-Main CampusIN | 41,893 | 7.4:1 |
| Pennsylvania State University-Main CampusPA(trimmed) | 41,448 | 7.8:1 |
| The University of Texas at AustinTX(trimmed) | 40,554 | 6.7:1 |
| Michigan State UniversityMI | 38,406 | 7.0:1 |
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.
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.
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.
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 | 10.7% | 0 / 25 |
| Pricing Power | $19,305 real net tuition / FTE | 25 / 25 |
| Debt Burden | 0.66 viability ratio | 20 / 25 |
| Liquidity | 174 days cash on hand | 8 / 25 |
Peer schools
Closest by Fragility Score in FY 2023-24. Financial similarity only — geographic / regional clustering is a separate (future) feature.
Selected raw financials — FY 2023-24
GASB / IPEDS Finance F1A. DSO totals from LLM enrichment of audited financial statements; see /sources for citations.