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NEASC/ CIHE Optimizing Financial Capacity

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Presentation on theme: "NEASC/ CIHE Optimizing Financial Capacity"— Presentation transcript:

1 NEASC/ CIHE Optimizing Financial Capacity
Presented by: Maureen Murphy Vice President for Administration and Finance Moderated by: Tim Bowman December 7, 2016

2 Institutional Profile
Emerson is internationally recognized in its fields of specialization, which are communication studies; marketing communication; journalism; communication sciences and disorders; visual and media arts; the performing arts; and writing, literature and publishing Located at the intersections of Boylston and Tremont streets at the southeast end of the Boston Common Master’s comprehensive institution Three locations- Boston, Los Angeles and Netherlands 4454 Students from 48 U.S. states and 57 countries 3783 undergraduate 671 graduate 202 full time faculty, 277 part time Budget in FY18 projected to be $190 million Tuition, room and board dependent- 94% ( 75% tuition) $500 Million outstanding debt (projected in FY17)

3 Emerson College moves from Back Bay -“Before”

4 Emerson's Legacy: Our Success Story So Far

5 Institutional Priorities
Capital expansion to increase housed students to 70% or more: goal since 2002 or NEASC Sense of Place in Urban Campus 5 Strategic initiatives Academic Excellence Innovation Globalization Civic Engagement Strengthen financial- Increase Philanthropy

6 Budget Planning Process
President’s Council June Retreat Budget Office Scrubs assumptions for next budget cycle Request made from VP’s Meet with Budget Planning Priorities Advisory Committee (BPPAC) Board of Trustee – Finance Committee Board of Trustee – Facilities Committee Board of Trustee – Preliminary Approval TR&B – Set in March Goals set up next planning cycle September thru December Final Updates – 10 Year Multi Year Model Budget request solicited ERM – Updates to Risk Register Input from October/December/ January Faculty, Staff, AA, CFO, President

7 Challenges Progress Tuition dependence In process
Debt dependence At capacity Developing philanthropic culture In process Enterprise Risk Management  Increasing full time faculty  Strategic initiatives  Deferred maintenance 

8 Questions


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