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2. Peter Christensen
Associate Vice Chancellor
Finance and Operations
New York University, Abu Dhabi
Alida Joy-Way
Senior Director of Strategy and Special Projects
NYU Tandon School of Engineering
PRESENTERS
3. 1. Overview of NYU University Abu Dhabi
2. How did NYUAD incorporate strategic analysis in institutional
planning despite community resistance
3. How strategic planning significantly improved financial models
and outcomes
CONTENTS
4. • The United Arab Emirates was established as a
nation on December 2, 1971
• Population is ~8.3 million and one of the most
ethnically diverse in the Middle East
• ~11% of the population is Emirati; with other major
demographic groups including South Asians, other
Arab nationals, East Asians, and Western
expatriates
• The official religion of the UAE is Islam, although
other religions are generally respected and allowed
to practice
• Only country in the world with a Minister for
Tolerance and a Minster for Happiness
• Women are encouraged to participate in society
• < 8 hour flight from 70% of the world’s population
FIRST, SOME UAE FACTS
NYU Abu Dhabi brings the benefits of
NYU’s international prominence and
worldwide network of thinkers,
scholars, scientists, artists, and leaders
in all fields of human enterprise to the
global crossroads of Abu Dhabi.
Web: Abu Dhabi 101
6. • Dedicated at once to excellence in teaching
and research and to advancing cooperation
and progress on humanity’s shared
challenges.
• NYUAD seeks to become a new paradigm
in higher education: the university as an
engine of a more peaceful, cooperative,
and productive world.
• NYUAD is fully integrated into NYU’s global
network and features a distinctive focus on
intercultural understanding and leadership.
NYUAD’s AMBITIOUS VISON
NYUAD reflects a convergence of vision between the leaders of Abu Dhabi and NYU,
both seeking to leverage education to meet the challenges of the 21st century
7. A COMPLEX ENVIRONMENT
Numerous stakeholders with competing priorities:
• Though the goals of these three groups intersected, they are not always aligned—e.g.
NYU’s global aims are not a priority to Abu Dhabi beyond the development of a US
research university
• Despite the difficulty, we’ve succeed beyond our wildest imagination—in part due to
persistent focus on strategic assessment and planning
8. TIMELINE
Timeline
• Initial planning began in 2007
• Masterplan: May 2008 –
June 2009
• First class, September 2009
• First graduation, May 2014
• Move from temporary
campus, August 2014
• Updated Strategic Plan, May
2016
Space Plan
• The campus was sized for a
student population of 2600
• Campus covers 40 acres
9. SAADIYAT ISLAND, THE ISLAND OF
HAPPINESS
Saadiyat Island is
expected to become
Abu Dhabi's cultural
center
• Louvre
• Guggenheim
• The Sheikh Zayed
National Museum
• Abu Dhabi
Performing arts
center
• Maritime center
10. ACADEMICS
A degree granting (NYU degree) research university with a fully
integrated liberal arts and science undergraduate program
• Five concentrations in
- Arts
- Humanities
- Sciences
- Social Sciences
- Engineering
• 22 majors
• 219 FTE faculty members growing to about 400
• 1,200 students growing to 2,600 (400 of whom will be Ph.D.)
Click
here for
the
Bulletin
17. EVOLUTION OF PLANNING
Ambitious vision and an
execution strategy
- Projected student counts
- Faculty requirements
- Academic objectives
- Research goals
Deans begin to develop the
campus and programs
- Significant changes to initial
plans
- Realities of operating in AD
necessitate adjustments
- Seize unanticipated
opportunities
20082009
NYUAD making fast progress
operating under originally
imagined framework
Partners frustrated because
articulated objectives were
changing
Our early reactive approach
made budgeting and
administrative planning very
challenging
18. PLANNING IN STARTUP MODE
Situation Impact
Evolved from the small initial
team
• Ownership and alignment between functions not always
clear
• Limited collaboration with unit heads who were still
joining the team
Top-down planning approach • Some people did not feel part of the plan
• Some did not feel the plan aligned to the reality of
delivering it
Communication not
streamlined
• Expectations were not always clear and therefore could
not be fulfilled
High level assessment of
objectives
• Not always cascaded or tested against the operational
realities
• Measures of success not always meaningful
Lessons identified but not
always captured
• Lessons identification did not mean that lessons were
learned
• Reporting could be anecdotal or inaccurate
19. A New Way of Planning
From To
Mutual Information Mutual Understanding
Centralized Budget Decentralized Budget
Departmental Organizational
Budget Accountability Budget Ownership
Fragmented Budget and
Planning
Unified Aligned Approach
MOVING THE DIAL
YES! BUT, HOW?
20. Change Initiative (fist pass)
• Implemented a strategic alignment process
and tool with the help of a management
consultant
• Early support and enthusiasm waned and
was ultimately unsuccessful
What went wrong
• Lack of support from leadership
• No clear and shared view of strategy
• Uneven support and ownership from
department heads
• Organization not ready – culture!
• Seen as too corporate
COMPLEXITY AND FAILURE
22. SEIZING AN OPPORTUNITY
Opportunities
• Articulation of strategic
framework
• NYUAD emerging from start-
up mode into its next stage or
growth and development
• Need to re-evaluate
operations and programs to
best support mission
• Changing environment in Abu
Dhabi
How we responded
• Remind the community of our
collective purpose and impact
• Make achievements and
progress easily available to all
• Inspire pride in the community
• Challenge them to self-reflect
and continuously improve
• Connect to changing climate in
AD to drive sense of urgency
and need for change
23. Communications Plan
•Intranet Content
•Newsletter
•Email from Assoc. Vice Chancellor
•Printed Materials
•Leadership and Dept. Meetings
Strategy Awareness and
Understanding
•Simplify strategic framework
•Highlight institutional achievements –
build pride in the community
•Emphasize alignment down to the
individual contributor
Build Useful Tools
•Strategy on a Page
•Alignment and Planning Models
•Planning Guide
•Annual Planning Report Template
•Guidelines
•Budget Projections
ENGAGING WITH THE COMMUNITY
24. STRATEGY ON A PAGE
The Big Picture
• Expanded statements
of the mission and
vision
• Newly articulated core
goals provide a
framework for strategic
alignment across the
university
• Opportunity to engage,
motivate, and empower
your teams around this
new clarity
25. WHAT IS ALIGNMENT?
Organizational alignment helps to ensure that we are all rowing in the same
direction with a common purpose to advance the mission of the university
• Do our teams understand
the big picture?
• How can we help them
understand how their roles
support the broader
mission?
• How will you respond to
the core goals?
• How will you keep focused
during the year?
Alignment is critical to
strategy execution
26. NYUAD PLANNING PROCESS
NYUAD’s planning process seeks to link strategy, annual operational plans,
budges with assessment and review
Objectives of the NYUAD’s planning
process:
• Reach common understandings
• Review progress and focus on
continuing to improve
• Test assumptions and boundaries
• Outline and encourage desired
behaviors that facilitate success
• Ultimately, develop coordinated,
mutually supportive plans
27. • Extremely challenging – getting better
• Requires qualitative and quantitative
data
• Stories bring it to life and show the
depth and impact of our work
• Case Studies
• Profiles
• In-depth views into innovative
and transformative
programming
COMMUNICATING IMPACT
Each year the planning teams produce a compelling, data-rich presentation
to support our annual funding request to the government of Abu Dhabi
Thank you for helping us
to tell your story
28. PLANNING TOOLKIT
Planning tools are available to the community through the NYUAD Intranet
Tools Include
• Planning Guide
• APR Template
• APR Guidance
• Population projections
• Selections from prior year
presentation
29. • Outlined NYUAD’S key research and pedagogical objectives
• Identified comparators and set key ratios like teaching load and class size
• The 2020 plan was compared with Dean’s curricular plans and an updated faculty and
course model was agreed
• An updated administrative model was then based on the above
• Using these models, NYUAD created a ten year financial plan
NYUAD’s 2020 Plan
After multiple iterations, the planning process yielded an updated comprehensive
strategy—the 2020 Plan
30. • NYUAD worked with the Parthenon Group to confirm cost drivers and create the
financial model
FINANCIAL PLAN
The ten year financial plan used existing costs and market analysis to determine
cost drivers
• We also used the model to
determine location based
premiums to crate nominal
cost per student analysis
31. • Early budgets didn’t match well with operating plans, leading to budgeting errors and
large variances, creating uncertainty in the long-term model
• Hyperion planning enables consistent application of cost drivers and population
assumptions so budget development and review are more efficient, speeding approval
FINANCIAL PLAN
The multi-year cost drivers have been loaded into Hyperion Planning, linking the
annual budget to the financial plan and strategy
33. We have made significant progress but more work remains:
• Deans need to be better integrated in the planning
• Objective monitoring needs to be better systematized throughout the year
and tied to performance reviews
• Alignment over long-term objectives still evolving
• Planning process still too formulaic, not yet organic
ONGOING CHALLENGES
34. • Useful tools used across the university to communicate strategy and
showcase NYUAD – used across academic and administrative areas
• Departments actively engage with their teams on more robust planning
and tie annual plans to organizational aims
• Developed an iterative approach that allowed NYUAD to pivot when
opportunities emerged
• Strategic framework incorporated into onboarding and training
processes – used by community as intended
• Our work influenced how we position and talk about NYUAD
KEY SUCCESSES
35. • In 2007, NYUAD created the first strategy and financial plan
• Subsequent planning efforts were initially met with community
resistance
• Persistence, flexibly and multiple iterations yielded a more effective
process that ultimately won community support
• The resulting strategic planning framework has been central to securing
support for our future plans among all the stakeholders
IN SUMMARY
VIDEO: https://www.facebook.com/CNNCreate/videos/1828016940548097/
36. Discussion Questions:
How do you communicate strategy and drive alignment at your
universities?
How have you implemented change initiatives in your universities
when there is not clear support from the top?
DISCUSSION QUESTIONS
Editor's Notes
Central message
Show how much we have achieved
Sometimes people didn't value it was really important
Created a framework –something that really works for everybody
Biggest achievement is that for a long time GAD were really questioning the vision
Buy into the vision and how to achieve it
How many of you are familiar with Abu Dhabi?
How many of you have heard about NYU Abu Dhabi?
The UAE government is making some exciting progressive changes in the government
First Youth Minister is a NYUAD alum and is tasked with being the voice for the youth and engaging them in policy and societal changes.
NYUAD’s admission video from 2009/2010
NYU was an established university seeking a global expansion.
Before and after (later)
A new model in higher education
Combines the best elements of a liberal arts education with the rigor of a research university at its core
Diversity and leadership
Working to address the world’s biggest problems
Competing priorities, different motivations
Corporate vs. academic mindsets – a very big challenge
What is the ROI of a university?
How do you implement a successful model while taking care to understand and respect the local context?
Saadiyat Campus In August 2014, NYU Abu Dhabi transitioned to its permanent campus located in the Marina District of Saadiyat Island.
The pedestrian campus consists of stateoftheart classrooms, library, and information technology facilities; laboratories; academic buildings; student residences; faculty and residential housing; and athletic and performance facilities.
Designed by Rafael Viñoly Architects PC, NYU Abu Dhabi’s Saadiyat Campus combines traditional and modern architectural elements to reflect the University’s three identities: Abu Dhabi, New York, and the world.
The campus covers nearly 40 acres and promotes interaction between living and learning, research and teaching, and the disciplines, as well as faculty, students, and staff.
In addition to serving the needs of the NYU Abu Dhabi community, the campus also offers a number of public spaces, including worldclass theater and performance halls, an art gallery, a conference center, and various retail offerings.
Saadiyat Island is being developed – a work in progress.
Aims to become a cultural destination
Several properties and areas have been developed – luxury hotels, art spaces, Louvre to open in xxx, golf courses and beach clubs.
Will be bustling community when complete.
20 min from center of city.
Research program very robust
Many high profile research projects and centers
No external funding agencies exist similar to the NSF – Government funds most of our research activity along w/ some corporate and US grants.
Some examples: Cancer research, coral bleaching.
NYUAD’s research productivity is the highest in the region.
One of the best parts of my job was interfacing w/ the students
All want to change the world - idealism contagious
NYUAD competes with the world’s best universities for the brightest and most accomplished students who are a right fit for NYU and Abu Dhabi
Very selective program
Admissions was initially a challenge due to the fact that we were new and an unknown quantity.
A big risk for US students who may have had other options offering generous packages
For Emiratis, helping them to understand what an American style university looks like w/ residence halls and close collaboration with members of the opposite sex. Cultural issues – better now.
Unique financial model – 95% discount rate
Candidate weekend – students come to AD we test them out/they test us out
NYUAD’s students come from all over the world
Diversity is a competitive advantage - only Yale NUS can compare to our diversity
Allows students w/ all different perspectives to live and learn from each other
NYUAD students have been awarded the most prestigious awards in the world
Including 8 Rhodes scholars in a very short time. Fulbright, Schwartzman, Yenching, etc.
Her Excellency Shamma Al Mazrui (24) is an alum and the minister of state for youth affairs. In her role she leads policy development for youth initiatives and integrating their voice into the development of the country.
UAE has outlined a number of progressive country-wide initiatives such as this – minister of happyness.
NYUAD planning started in 2008 translating John Sexton and Sheikh Mohamed’s vision into reality.
NYUAD was happy as we were still operating in originally imagined framework; funders were frustrated because articulated objectives were changing, seemingly on the fly. Agreement on broad parameters -
Also, this reactive approach made budgeting and admin planning very hard
From the early days, NYUAD had a responsibility to report to our partners across a number of financial and performance measures. The execution plan was a way that we articulated plans and measures progress against objectives.
Early process was not collaborative and changes were often made and communicated to departments afterwards
The process was seen as externally mandated and an administrative burden
A desire to move towards –engagement and support critical.
Common info vs. common understanding
Process would allow us to work closely with department leaders to accurately complete plans and fund yearly initiatives.
Our first project was an alignment/performance management effort
The initiative was not supported by the VC – piloted w/ administrative units who wanted to participate. Went in sideways.
Inittialy there was enthusiasm and support for the effort was ultimately unsuccessful for a number of reasons.
One thing working in our favor was a willingness to iterate and pivot…back to the drawing board. How can we move the dial?
Clear view of what we wanted to do but serious issues with how to implement change w/ the schools culture.
My 5 year old is a big fan of greek mythology so this guy immediately came to mind. Sisyphus – who pushed a rock up a hill only to have it roll back down to hit him – for eternity. A futile task. Now – this was not an eternity but it did take a while until…
Continued w/ existing planning process w/ some improvement and modifications.
Then the price of oil tanked around 2014 and suddenly there was much more pressure to communicate our value and contribution to our funding partners. GAD cutting budgets left and right to make up for revenue losses.
At the same time, NYUAD was moving more towards steady state operations after several years operating in start up mode.
We saw this as an opportunity to engage with our community on our changing context and the next stage of development for the university. An opportunity to self-reflect and channel resources towards the most critical and impactful work.
We had several things going for us including (importantly) the articulation of our strategic framework.
A multi-pronged approach
Strategy graphic
Communications Plan
Strategy awareness and understanding
Planning tools and processes
Revamped our planning tools and guidance in order to make them more useful and accessible to the community. The planning guide has a lot of new information that aimed to be helpful to the community
The university’s expanded mission and vision statements as well as newly articulated core goals play a prominent role in the planning guidance and aim to provide clarity around our trajectory and an opportunity to improve organizational alignment.
This is our DNA – highlights NYUAD’s fundamental purposes and motivate our future trajectory. Extremely powerful.
There is a big emphasis on the big picture and alignment. So important and critical to strategy execution.
Want to make sure everyone understand the big picture and how their work supports the broader mission of the university.
Graphic – explain in easily digestible terms.
Encourages everyone to engage with their teams on this. Planning is a great opportunity to bring our teams together.
Great ideas happen at all levels -
An Opportunity to engage in thoughtful and productive dialogue w/ your teams:
Reach a common understanding of who we are and what we’re striving to achieve
Review progress, or lack of progress, and focus attention on continuing to improve
Test assumptions and boundaries – why do we do things the way do? Is it the best way or have we just become accustomed to it? Do our goals match our mission?
Outline and encourage desired behaviors that facilitate success – mutual accountability, collaboration and trust
Develop coordinated, mutually supportive plans
Value in the process & discussions, agreement…
A second strong message in the guide is around the ExCom presentation – making more people aware of what it is and why it’s important.
Rely on annual plans and supplementary data you submit, along w/ conversations w/ various areas
Benchmarks analysis, etc. We need your help!
More proactive – we have more history and a pretty clear idea of what was needed and the best way to present our case. Met with cabinet level leaders for information – next round is unit leaders for help.
All elements available on the website and distributed through various channels including email, newsletters, intranet alerts, etc.
Show planning guide as an example
