Town Hall Meeting 23 November 2016 Confidential | 2016 AUBG
Agenda • Accomplishments • AUBG Goals • Key Challenges • Sustainability Outlook • Improved Organization • Next Steps • Q&A Confidential | 2016 AUBG
Major AUBG Accomplishments 2016 ADMISSIONS SUPPORTERS • • Increased collaboration b/n Marketing, Admissions, Financial Aid Actively Engaged Students, Faculty, Staff, Alumni, Government • Fixing Segmentation, Targeting, Positioning; Systems; Pricing; • Financial Aid; Website and Tools; Agents; Leadership Doubled Alumni Participation Rate • • Finest Open House in AUBG history last week Intensified Community & PR Outreach DEVELOPMENT ACADEMIA • • Re-engaged Major Donors: ABF, OSF, USAID/ASHA Reinvigorated Academic Leadership • • Cost-effectively Restructured Development into Grants, Key Found a Solution to Faculty Compensation Issue Accounts, Consultants • Academic Partnerships Progress with Bocconi and • Raised $1.85MM in 4 months FY’17 ($1.95MM Annual Target) INSEAD • COST CONTROL, EFFICIENCY, RISK MGMT Secured Maximum NEASC Accreditation term • Achieved zero increase budget FY’16 vs FY’17 ORGANIZATION & CULTURE • • Ready to execute compliance and risk management initiatives Introduced HR Leadership • • Introduced Cost Controls and improved transparency Agreed Vision 2030, Values, Management Process • INNOVATION & LEADERSHIP Introduced Performance Management • Gen Ed Reform & Academic Innovation underway STRATEGY & EXECUTION • • Launched Aspire Innovation Hub Completed Strategic Plan 2020 • • Working to shift Org Culture toward Performance Executed Sustainability Strategy Study on time and within budget Confidential | 2016 AUBG
AUBG Goals • Self-sustainability – Ability to pay our own bills • Vision 2030 – To be the definitive center of excellence for studying, teaching, and working together in Southeast Europe • Focus on People & Organization Rewarding Talent Align roles to Right Size to Transparent Strengthen Encouraging Academic Jobs with a Design Principles and deliver the best Enrolments Processes Decision Making Creativity Excellence broader scope & Entrepreneurship student journey empowered teams Confidential | 2016 AUBG
Legacy Context From interviews, loyalty and pride stood out as ► key themes, however these were also accompanied by feelings of inefficiency, overlap and dissatisfaction The pride and loyalty felt by AUBG employees is ► being eroded by slow and inefficient ways of working, overlaps in decision making, lack of autonomy and lack of collaboration The organisation design and culture require ► significant adjustment to overcome these challenges Confidential | 2016 AUBG
Key Challenges • Legacy Culture – Change cynicism – Lack of collaboration, efficiency, transparency • Org Structure and Processes – Employee Engagement Study – Parthenon EY Organizational Report • Financial Performance – AUBG lost $1MM-$2MM for each of the last several years – Even if Enrollment and Development achieve high targets, we will continue to lose money if we don’t cut costs Urgent need for transformation Confidential | 2016 AUBG
Long Range Forecast: Executive Summary FY’17 FY’18 FY’19 FY’20 Total FY’17 – FY’20 FY’20 # Students # New Students F 193 S 30 F 273 S 45 F 290 S 45 F 315 S 50 Scenario 1 “Reform and $ Raised $1.5 $2.0 $2.0 $2.0 Execution” Budget Deficit ($MM) ($2.4) ($2.0) ($1.8) ($1.6) ($7.8) 1,200 F 193 S 25 F 200 S 25 F 200 S 25 F 200 S 25 # New Students Scenario 2 “Baseline $ Raised $1.5 $1.0 $1.0 $1.0 FY’17” Budget Deficit ($MM) ($2.4) ($3.5) ($3.5) ($3.6) ($13.0) 850 # New Students F 193 S 15 F 150 S 15 F 150 S 15 F 150 S 15 Scenario 3 $1.5 $0.5 $0.5 $0.5 $ Raised “No Reform” Budget Deficit ($MM) ($2.8) ($4.3) ($4.4) ($4.5) ($16.0) 670 Confidential | 2016 AUBG
Sustainability Outlook FY’17 FY’18 FY’19 FY’20 FY’20 # Students # New Students F 193 S 30 F 273 S 45 F 290 S 45 F 315 S 50 Scenario 1 $ Raised $2.0 $2.0 $2.0 $2.0 “Reform and Cost Savings - ($1.7) - - Execution” (Deficit)/Surplus ($MM) ($2.4) ($0.3) ($0.1) $0.1 1,200 Success Factors: • Relentless focus on Execution • Evolve organizational culture and structure to empower performance • Cost Optimization FY’17 FY’18 (in USD MM) Cuts % Total Controllable $11 $9.3 ($1.7) 15% Costs Confidential | 2016 AUBG
Board of Trustees Strategy & Planning President Chief of Staff Enrollment Development Operations & Finance Internal Audit Provost People & Organization Fundraising and Performance & IT Dean of Faculty Outbound Marketing Grants Talent Faculty Finance Admissions Sales Health & Safety Registrar Cashier & Stud Loans & Fin Payments Back Office Payroll Aid Library Financial Reporting HR Ops, Processes Retention Events & Procedures Finance Dean of Students Controller Internal Int'l Student Svcs Residence Life Communications Facilities Exchange Advising & Careers Compliance & Janitorial & Programs Legal Gardening Sports Alumni Security Relations ELI Maintenance Academic Assessment Transportation & Accreditation Dining Graduate and Executive Programs Bookstrore Assistant to Provost Procurement Shared Assistant: Assistant to Faculty Shared Assistant: Enrollment + Development Confidential | 2016 AUBG Assistant President + People & Org
Next Steps • Implement new organizational structure • Timeline Jan 2017 • Process Confidential | 2016 AUBG
Q&A Confidential | 2016 AUBG
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