Fy 11 fitch powerpoint sandbox 3 28-2011

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  • Mission
  • Vision
  • Core Values
  • Potential Note:Board includes representation from Fortune 50 to Civic and Senior governmental representation.Slide 6: I think we should focus on companies with Webster trustees currently employed rather than retired.  So, please delete McCarthy, Commerce, and U. S. Army Medical.  Substitute in Edward Jones, Vandiver Group, and Price Waterhouse Coopers.Done
  • Webster UniversityRating Review RequirementsManagement teamo What are the university’s permanent plans for the VP Finance and Administrationpost?o Are there any other pending or expected vacancies in the senior managementteam?o Have there been any significant changes at the trustee level, particularly theofficers or members of the finance committee?
  • We now have 14 international locations.
  • Webster UniversityRating Review RequirementsStudent Enrollment/Demando Please provide a comprehensive list of the competitors for the traditional campusin Missouri. If available, provide a fee comparison and any statistics regardingWebster’s enrollment capture for cross applicants.Karen/Dan will provide cross app report and US New Tuition Report during tour.
  • Webster UniversityRating Review RequirementsCapital Improvement Plan/Projecto How was the purchase of land and buildings from Eden Theological Seminaryfunded? Current operations o Has the purchase been finalized? YesPotential Talk Pointo New Provost Position reflects a greater commitment to an integrated mission driven and customer focused organizational structure.
  • Webster UniversityRating Review RequirementsCapital Improvement Plan/Projecto Authorizing resolution: is there a formal or informal expiration date after which theboardof bond financing committee would need to renew its approval? NoWhat is the NPV savings target that would trigger a refinancing of the series 2001 and2005 bonds? We are currently looking at our 2001 and 2005 series bonds for additional designations related to early call on bond principle. We are projecting a $5,765,000 call of bond principle will generate $462K in debt service savings from FY12 to FY14.o Provide an update on the construction of the academic building in progress. If a written progress report from the contractor is available, please provide. (Fitch will receive copy of the Paric March Project Report during the Tour) Discuss any cost overages or schedule set-backs that have occurred thus far. What is the project’s GMP? ($22.7M) Any contingency reserves? ($632K) Fundraising/Developmento Please provide an updated break out of cash vs. pledges received as part of theongoing capital campaign. Feb # $33M – Cash, $15M pledges for a total of $48M against a campaign target of $55M. Webster Works in the Classroom, Webster Works for the Future & Webster Works for TodayWhen did the campaign go public? Sept, 2010o Has the university noticed any significant decline in fundraising due to the overalleconomic conditions? Yes, foundation and corporate giving has slowed. However, overall Alumni dollars and percent of Alumni donors has increased. o Have pledges been impacted? A donor has asked for an extended timeframe. Overall, we have seen little or no impact.
  • Webster UniversityRating Review RequirementsSupplementary Materials Requested (if available):• A copy of the current campus improvement plan.FY12 to FY14 maintenance and project plan provided during tour.• Occupancy statistics for the residence halls and apartment buildings owned by the university.Provide during tourBoth domestic and international housing provided during the tour.
  • Debto If the series 2011 bonds were to include VRDBs, does the university plan tosecure an irrevocable, direct-pay letter of credit or provide self-liquidity?The 2011 bonds will not include VRDB. (VRDBs - Variable Rate Demand Bonds)o Does the university maintain any debt or derivatives policies? If so, pleaseprovide copiesNo
  • Webster UniversityRating Review RequirementsFinancial Performanceo Provide the most recent investment report, including endowment funds, anyformal investment or spending policies approved by the board and the targetasset allocations for investments.Provided during tour.o Have there been any changes to asset allocation targets in recent years? NoAre there plans to further increase exposure to alternative asset classes? No
  • Fy 11 fitch powerpoint sandbox 3 28-2011

    1. 1. Fitch Rating VisitWebster University<br />March 29, 2011<br />
    2. 2. Vision, Mission, Leadership, Network, Momentum & Performance <br />
    3. 3. Webster University, a worldwide institution, ensures high-quality <br />learning experiences <br />that transform students for global citizenship and individual excellence.<br />
    4. 4. Our vision is to be a premier U.S. based international university setting a distinct standard for global education.<br />
    5. 5. Students | Learning | Diversity<br />Global Citizenship<br />
    6. 6. A Sample of the Institutions & Corporations Represented on the Board of Trustees<br />
    7. 7. President<br /> Elizabeth (Beth) Stroble, Ph.D.<br />Provost & Senior Vice President<br />Julian Schuster, Ph.D.<br />Chancellor<br /> Neil George, Ph.D.<br />Vice Presidents and Chief Officers<br />VP & CFO - Greg Gunderson, Ph.D.<br />VP Enrollment Management & Student Affairs Paul Carney, PhD. <br />VP & CIO - Lawrence Haffner<br />VP & Executive Assistant to the President Karen Luebbert, Ph.D.<br />VP Development & Alumni Program - Faith Maddy<br />AVP & CHRO - Betsy Schmutz<br />AVP & CCO -Search Underway<br />Management Team<br />
    8. 8.
    9. 9. Metro and Military LocationsRed=Military Blue=Metro*Locations may include multiple sites<br />
    10. 10. Graduate and Undergraduate Headcount<br />Fall 2010<br />
    11. 11. Webster University Momentum<br />Webster University Names<br /> Business School in Honor of <br />Ambassador George Herbert Walker III<br />Moody’s 2009 Upgrade from Baa1 to A3<br />David Clewell is named <br />Missouri's Poet Laureate<br />11/2009 1/2010 4/2010 <br />
    12. 12. Webster University Momentum<br />Webster University and <br />Eden Theological Seminary <br />Close on Collaboration <br />Agreement, Transfer <br />Real Estate and <br />Consolidate Libraries<br />New Provost and Senior Vice President Position Reflects New Organizational Structure<br />Leiden Programs in Psychology and Sociology Accredited by the Dutch-Flemish Accreditation Organization<br />5/2010 6/2010 7/2010 <br />
    13. 13. Webster University Momentum<br />Ocala Campus Relocation<br />Webster University Announces $55 Million Campaign <br />Webster University Breaks Ground for the Academic Building home of the <br />GHWSBT<br />8/2010 9/2010 10/2010 <br />
    14. 14. Webster University Momentum<br />2010-11 Commencement<br />New Campus Master Plan Program Announced<br />Webster University Receives Designation as All-Steinway School<br />12/2010 2/2011 5/2011 <br />
    15. 15. Webster University Momentum<br />Webster Hall Renovation<br />Sverdrup Hall Renovation<br />Planning for Geneva Library Expansion<br />FY2011-12 FY2012-13 FY2013-14 <br />
    16. 16. $118,800,000<br />Annual impact (direct, indirect and induced)<br />Webster University Operations<br />Opera Theatre of Saint Louis<br />The Repertory Theater of Saint Louis<br />University student and employee spending<br />Webster University Saint Louis Economic Impact<br />
    17. 17. Recognitions<br />
    18. 18. Partnerships<br />
    19. 19. Accreditations<br />
    20. 20. <ul><li> United Way Women’s Leadership Society Cabinet
    21. 21. Regional Chamber and Growth Association (R.C.G.A.)
    22. 22. Urban League of St. Louis
    23. 23. St. Louis Science Center
    24. 24. United Way of Greater St. Louis
    25. 25. Opera Theatre St. Louis
    26. 26. Repertory Theatre
    27. 27. Innovate St. Louis
    28. 28. American Council on Education’s - Commission on Effective Leadership
    29. 29. Boards of Herbert Hoover Boys and Girls Club
    30. 30. Jefferson National Parks Association
    31. 31. The Partnership for Downtown Saint Louis</li></ul>Civic Engagement<br />
    32. 32. Fiscal Performance<br />
    33. 33. Average annual change 16%<br /> Fiscal Performance<br />
    34. 34. Average annual change 23%<br /> Fiscal Performance<br />
    35. 35. LEADERSHIP and VISION<br />for GLOBAL ACADEMIC<br />EXCELLENCE<br />

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