1

Terry  Dean’s  Advisory  Council      

267  Miller  Learning  Center  Athens  

September  16,  2011    

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Agenda  1.  Welcome  (Griffin)  2.  College  Report  (Sumichrast)  3.  MBA  Student  Report  (Sutherland)  4.  Campaign  Cabinet  Report  (Amos)  5.  Corporate  Engagement  Task  Force  (Stelling)  6.  ElecQons    (Sumichrast)  7.  Closing/Schedule  (DeVore)    

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College  Report  

Robert  T.  Sumichrast  

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Wide  Range  of  Teaching  

(2,620 undergraduates and 741 graduate students)

•  11 Undergrad Majors •  MBA, EMBA, FTMBA •  MAcc, MMR, MIT •  Ph.D.

•  International Programs •  Music Business •  Leadership •  Executive Education

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Academic    

•  FoundaQons  First  •  Freshman  Admission  •  Courses:  Capitalism,            Mashups,  etc.  •  Next  Top  Entrepreneur            ($100k  prize)  •  Leadership  •  Music  Business  

Student  Services    

•  Alumni  InteracQon  •  Career  Services  •  Mentoring  •  GraduaQon  ConvocaQon  •  Photos  

Terry  Features    

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Strategic  Plan  

•  Vision:  NaQonal  prominence  •  Mission:  Pursuit  and  disseminaQon  of  knowledge  ….  improve  the  future  

•  PrioriQes  – MBA  – Undergraduate  – Research  

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AACSB  Benchmarking  Peer    •  Arizona  (Eller)  •  Arizona  State  (Carey)  •  Florida  (Warrington)  •  Georgia  Tech  •  Iowa  (Tippie)  •  Maryland  (Smith)  •  Michigan  State  (Broad)  •  Ohio  State  (Fisher)  •  Purdue  (Krannert)  •  Texas  A&M  (Mays)  

Aspirant  •  California  (Haas)  •  California  (Anderson)  •  Illinois  -­‐  Urbana-­‐Champaign  •  Michigan  (Ross)  •  Minnesota  (Carlson)  •  North  Carolina  (Keenan-­‐  Flagler)  •  Pennsylvania  State  (Smeal)  •  Texas  (McCombs)  •  Virginia  (Darden)  •  Washington  (Foster)  •  Wisconsin  -­‐  Madison  

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OperaQonal  Plan  

•  Defining  success  •  Annual  goals  •  RelaQonship  with  resources  

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State + Tuition Funding per FTE Student

$8,665

$13,970

$8,936

$14,644

$14,915

$16,936

$0

$5,000

$10,000

$15,000

$20,000

FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12

State State & Tuition

Adjusted for Inflation (CPI)

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Income FY10 ($M) Actual

FY11 ($M) Actual

Change ($M)

Change %

Foundation (endowed spending) 1.92 2.11 .19 9.9 Foundation (annual fund) 1.70 2.22 .52 30.6 State funds/tuition 26.8 27.5 .70 2.6 Program fees/grants/ departmental sales

3.67 4.90 1.23 33.5

Executive Education 1.47 1.93 .46 31.3 Misc. .30 .31 .01 3.3

Total 35.86 38.97 3.11 8.7

Income and Expenses FY 10 vs. FY11 Comparison

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Income FY11 ($M) Actual

FY12 ($M)

Projected

Change ($M)

Change %

Foundation (endowed spending) 2.11 2.26 .15 7.1 Foundation (annual fund) 2.22 2.33 .11 5.0 State funds/tuition 27.5 27.4 (.10) (.36) Program fees/grants/ departmental sales

4.9 5.0 .10 2.0

Executive Education 1.93 2.13 .20 10.4 Misc. .31 .31 .00 0.0

Total 38.97 39.43 .46 1.2

Income and Expenses FY 11 vs. FY12 Comparison

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Expenses FY10 ($M) Actual

FY11 ($M) Actual

Change ($M)

Change %

Tenure-track Faculty 14.1 15.2 1.1 7.8 Other Faculty 3.65 3.90 .25 6.8 Summer School 2.49 2.65 .16 6.4 Staff 6.55 6.77 .22 3.4 Graduate Students 2.73 2.61 (.12) (4.4) Operating/Travel Expenses

7.41 8.00 .59 8.0

Total 36.93 39.13 2.2 6.0

Income Less Expenses (1.07) (.16) .91

Income and Expenses FY10 vs. FY11 Comparison cont.

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Expenses FY11 ($M) Actual

FY12 ($M)

Projected

Change ($M)

Change %

Tenure-track Faculty 15.2 16.2 1.0 6.6 Other Faculty 3.90 3.43 (.47) (12.1) Summer School 2.65 3.15 .50 18.9 Staff 6.77 6.91 .14 2.1 Graduate Students 2.61 2.42 (.19) (7.3) Operating/Travel Expenses 8.00 7.80 (.20) (2.5)

Total 39.13 39.91 .78 2.0 Income Less Expenses (.16) (.48) (.32)

Income and Expenses FY11 vs. FY12 Comparison cont.

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RecogniQon  Undergraduate  •  US  News  (#28,  five  in  top  25)  MBA  •  Business  Week  –  MBA  (#36,  #10,  #1)  •  Forbes  (#42,  #5)  •  Financial  Times  –  EMBA  (#23,  #13)    CPA  pass  rate  Economics  students  win  Rhodes  scholarships  Bulldog  100  (half  Terry)  

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MBA  Business  Projects  and  InnovaQon  Course  

 

David  Sutherland,  Ph.D  

•  KaQe  Schaub  –  One  Health    •  Chris  Heins  –  Reynolds  Capital  

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Course  Overview    ObjecQves  •  PragmaQc  experience  on  strategic  projects  •  IntroducQon  to  tools  for  Business  InnovaQon  •  Connect  companies  with  Terry  College  Class  Structure  •  Class  Qme  every  other  week  •  Client  meeQngs  every  second  week  •  Final  presentaQons  and  report  to  key  stakeholders  Project  Approach  •  Client    Project  Charter  •  “Beyond-­‐the-­‐Box”  tools  and  techniques  •  Final  Report  and  ImplementaQon  Plan  

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Company  Project  Sponsors  

•  Blackboard,  Inc.    

•  Downtown  Dalton  RevitalizaQon,  UGA  Archway  Partnership  

 

•  One  Health    

•  Reynolds  Capital  Group  

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What  is  One  Health?  

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Our  Task  Develop a Business Strategy to Operationalize One Health

Phase  I  •  The  Domes6c  One  Health  business  strategy  –  crea6ng  a  structure  and  a  form  

Phase  II  •  Stakeholder  Analysis,  Value  Proposi6ons,  and  Integra6on  Analysis  

Phase  III  •   Implementa6on  of  One  Health  Domes6c  Business  Strategy  and  Stakeholder  Integra6on  Plan  

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InnovaQon  Tools  

•  ImplementaQon  Template  

•  InnovaQon  Progression    

•  Brainstorming  Sessions  

•  Network  of  Insights  –  Dr.  Dale  Gauthreaux,  Director  for  Ins.tute  of  Leadership  Advancement  

at  Terry  College  

–  Dr.  Josef  Schmidhuber,  Senior  Economist,  Head  of  FAO  Global  Perspec.ve  Studies  Unit  in  Rome,  Italy  

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One Health Network

Professional Associations

Academia

International Organizations

For Profit Companies

US Government and Associated

Agencies

Non Government

Organizations

Donors and Foundation

Stakeholder  Web  

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Reynolds  Capital    Group   •  $132  Million  Real  Estate  Fund  Focusing  

on  Southeast  U.S.  Investments  

•  Currently  Owns  Seven  Assets    

•  Variety  of  Asset  Types  (Mixed    Use,  Single-­‐Family  ResidenQal    Land,  Industrial)  

•  Part  of  the  Mercer  Reynolds  Family  of  Companies  

•  Looking  to  Deploy  Remaining    $30  Million  of  Capital  

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The  Task  Use Economic and Demographic Data to Determine the Following:

•  How  Does  the  Southeastern  US  Compare  to  Other  Regions  of  the  Country  in  Terms  of  MulQ-­‐Family/Rental  Demand?  

•  Based  Upon  the  Analysis,  Where  is  the  Best  Market  to  Provide  Reynolds  With  Superior  Returns  in  InvesQng  in  EnQtled  MulQ-­‐Family  Land?  

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InnovaQon  Tools  •  Real  OpQons  Thinking  

–  Instead  of  Focusing  on  ROI  and  IRR  –  Provides  Flexibility  in  Uncertain  Times  

–  Creates  Value  OpQons  That  May  Not  be  Currently  Apparent  

•  Insight  Networks  –  Terry  MBA  Alumnus  –  MulQfamily  Appraiser    

–  Past  Employers  

–  UGA  Professors  

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Results  � RecommendaQon:    

�  Pursue  MulQ-­‐Family  EnQtled  Land  Investments  in  the  Following  SE  Markets:  

�  Raleigh-­‐Durham  

�  Charleston  

� AddiQonal  Deliverables:  

�  A  MulQple  Factor  Model  That  Reynolds  Can  Use  to  Rate  Markets  RelaQve  to  One  Another  For  Any  Type  of  Asset  Class  Using  a  Variety  of  Variables  

Relative Ranking

Raleigh-Durham 1

Austin 2 Charleston 3 Fort Lauderdale 4 Suburban Virginia 5 Charlotte 6 Orlando 7 Miami 8 Palm Beach 9

Greenville 10

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Deliverables  –    A  Model  For  Future  Use  

Demand Drivers for Multifamily

Factors¹Weight of

Factor1 Population Growth 5% ¹ Note these are primarily demand drivers, however2 Growth of Number of Households 20% Factors #4 & #5 include an implicit supply variable within the statistic. 3 Office Employment Growth 10% * Percent of current renters paying more than 35% of income on rent4 Housing Affordability 1* 20% ** The "Median Multiple" - Median single family home price/average household income5 Housing Affordability 2** 45%

Total 100%

= Southeastern Markets Selected for Supply Side and Pricing Analysis

Southeastern Primary MSA Markets

Population Growth Per

Year 2011-2015

Weighted Score

Number of Households

Growth- 2011-

Weighted Score

Employment Growth 2011-

2015

Weighted Score

Percent of Renters Paying 35% of Income

Weighted Score

Median Home

Price/Avg.

Weighted Score

Total Score

1 Atlanta 2.22% 0.04 2.38% 0.16 3.51% 0.09 43.0% 0.07 1.06 0.00 0.352 Austin 2.68% 0.05 2.92% 0.20 3.76% 0.10 41.6% 0.05 1.87 0.32 0.723 Birmingham 1.19% 0.02 1.65% 0.10 2.59% 0.05 45.5% 0.09 1.45 0.16 0.424 Charleston 1.33% 0.02 1.98% 0.13 2.28% 0.04 44.6% 0.08 2.13 0.43 0.705 Charlotte 2.23% 0.04 2.58% 0.17 2.73% 0.06 38.8% 0.01 1.82 0.31 0.596 Chattanooga 0.57% 0.01 0.93% 0.04 1.96% 0.03 41.4% 0.05 1.39 0.13 0.267 Columbia 1.58% 0.03 2.03% 0.13 2.03% 0.03 40.2% 0.03 1.59 0.21 0.438 Dallas 2.09% 0.04 2.32% 0.15 3.17% 0.08 39.0% 0.02 1.17 0.05 0.339 Fort Lauderdale 1.65% 0.03 1.59% 0.10 2.41% 0.05 54.4% 0.20 1.73 0.27 0.64

10 Fort Worth 2.15% 0.04 2.38% 0.16 3.28% 0.08 39.0% 0.02 1.29 0.09 0.3811 Greensboro/Winston-Salem 0.96% 0.01 0.90% 0.04 1.68% 0.02 43.4% 0.07 1.43 0.15 0.2912 Greenville 1.20% 0.02 1.75% 0.11 2.01% 0.03 42.2% 0.06 1.70 0.26 0.4713 Houston 1.95% 0.03 2.17% 0.14 3.33% 0.08 40.5% 0.04 1.15 0.04 0.3314 Jacksonville 1.53% 0.02 1.84% 0.12 2.66% 0.06 44.7% 0.08 1.28 0.09 0.37

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Building  Terry  Campaign  Cabinet  

 

Mary  Virginia  Terry,  Honorary  Chair  Dan  Amos,  Chair  

 

   Jim  Blanchard          Taylor  Glover            Richard  Courts,  II      Bill  Griffin        Darren  DeVore                                                

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Goals   Results  Through        September  14,  2011  

Business  Learning  Community                                                                                                                                              $70M   $25.4M  Faculty  Support   $10M   $5.6M  Academic  Programs*   $10M   $15.5M  

TOTAL   $90M   $46.5M  *Includes  Annual  Fund  

Building  Terry    Campaign

29

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$90M  CAMPAIGN  COMPOSITION  7/  8-­‐FIGURE  GIFTS  

GOAL   $1M+  GIFTS  NEEDED  

%  NEEEDED  BASED  ON  1M

+GIFTS  Overall  Campaign  

$90M   $65.5  M   73%  

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 SILENT  PHASE  GOALS  BY  DECEMBER  2012  

GOAL   $1M+  GIFTS  NEEDED  

%  NEEEDED  BASED  ON    

1M+  GIFTS  

Overall  Campaign  

$90M   $54  M   60%  

BLC   $70M   $42M   60%  

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Poten6al  Leadership  Gi^  Donors                      

                           

33

Corporate  Engagement    Task  Force  

Susan  Boyd,  Co-­‐Chair  Kessel  Stelling,  Co-­‐Chair  

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•  IntroducQons  to  companies  and  firms  who  can  hire  Terry  College  students  

•  To  encourage  alumni  to  parQcipate  in  hiring  Terry  students  •  To  make  introducQons  for  Terry  faculty  and  staff  at  targeted  

companies  •  To  mentor  Terry  MBA  students  through  the  job  search  

process  

Corporate Engagement Goals

35

Recap  2010-­‐11  TDAC  Success:  

– Richard  Courts  –  Wells  Fargo  – Elisha  Finney  –  Varian  Medical  Systems  – Bill  Griffin  -­‐  LPS  – Liz  Goqung  –  Kimberly-­‐Clark  –  John  Heyman  –  Radiant  Systems  – David  Homrich  –  AMB  Group  – Kessel  Stelling  –  Firh  Third  Bank  

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Placement  Results  and  Goals  –  BBA  

For  students  seeking  employment;  within  three  months  of  graduaQon  

2008-­‐09   2009-­‐10  2010-­‐11  Goal  

2010-­‐11  Actual  

Goal    (by  2014)  

BBA   52%   56%   61%   67%   80%  

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Placement  Update  –  MBA  2008 2009 2010 2011 GOAL (2014)

Graduation 41.9% 37.7% 42.5% 48.6% 80.0%

3 Mos 67.7% 63.9% 78.1% 70.3% 95.0%

•  Class of 2011 had slower job acceptances during summer – but surpassed 2010 in 4th month after graduation (89% in 2011 vs. 81.1% in 2010).

•  Admissions team is weighing individuals’ employment prospects more heavily than test scores and GPAs when deciding whether to admit them to the program.

•  Career Management office is preparing students for additional challenges of the job search in career course.

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TDAC  Members  How  we  can  help  

•  Can  you  mentor  an  MBA  during  spring  semester?  

•  Can  you  introduce  Terry  staff  to  corporate  contacts  and  organizaQons  that  may  need  Terry  talent?  

•  Would  you  host  an  event  to  connect  with  a  small  group  of  students?  

39

Corsair  Society  Lessons  Learned  &  Ideas  For  Future  AcQon  

 

•  David  Baqle  (BBA  2000),  Metalmark  Capital  •  Les  Franks  (BBA  1989),  UBS  

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 Introduc6on  

The  Corsair  Society  has  successfully  increased  the  breadth  and  depth  of  career  opQons  available  to  the  University  of  Georgia’s  top  students  §  Over  50  students  placed  into  two-­‐year  analyst  programs  at  top-­‐Qer  investment  banking  firms  

during  our  five  year  existence  (e.g.  students  graduaQng  May  2007  to  May  2011)  §  Majority  of  parQcipants  idenQfied  as  top-­‐Qer  performers  at  their  respecQve  firms  (Goldman  Sachs,  

Morgan  Stanley,  JP  Morgan,  Barclays  Capital/Lehman  Bros,  CiQgroup,  UBS,  and  many  others)  §  Peer  and  graduate  mentor  relaQonships  support  future  career  success  and  development  §  Increased  student  awareness  of  finance-­‐related  career  opportuniQes  within  University  community  

ProducQve  engagement  with  industry  through  alumni  has  been  vital  to  our  success  §  Requests  to  perform  tangible,  Qme-­‐efficient  tasks  (e.g.  mentor  students,  host  meeQngs/

teleconferences)  §  InteracQon  centered  around  educaQon  and  idea  development  as  opposed  to  social  networking  

Engagement  with  industry  using  the  Corsair  Society  experience  as  a  model  may  posiQon  the  University  and  Terry  College  for  future  progress  and  achievement  §  Support  recruitment  of  top-­‐caliber  students  (compeQQve  versus  UVA,  UNC,  Emory,  Indiana,  etc.)  §  Enhance  teaching  and  research  acQviQes  §   Improve  graduate  career  success  and  fundraising  producQvity  

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Corsair  Society  –  Mission  &  Approach  

Priority  #1:  provide  a  support  network  for  the  University’s  best  undergraduate  students  interested  in  exploring  career  opportuniQes  in  finance  and  related  sectors  •   Start  early  •  Develop  basic  capital  markets  understanding  (see  Appendix)  •  Encourage  tangible  skill  development  through  study  

   o  Focus  on  depth  –  weeklies  versus  dailies      o  UQlize  peer  coaching  and  alumni  mentoring      o  PrioriQze  research  and  modeling  skills  

•   Teach  interviewing  and  performance/behavior  best  pracQces  through  alumni  interacQon    Priority  #2:  facilitate  producQve  discussions  among  University  graduates  in  related  fields  •  Commitment  to  excellence  and  life-­‐long  learning  •  Mentoring  efforts  to  help  next  generaQon  and  re-­‐enforce  learning  to  aid  career  progression    Priority  #3:  support  the  academic  mission  of  the  University  •  Faculty  and  student  body  uQlize  Corsair  curriculum,  reading  lists,  and  informaQon  sessions  •  Opportunity  to  facilitate  research  projects  and  paper  submission  where  appropriate  

42

Corsair  Society  –  Results  &  Requirements  for  Success  Summary  of  first  five  years  •  Student  placement  and  career  success/progression  have  been  substanQal  •  Success  has  been  aided  by  “sister”  organizaQons  (e.g.  the  Student  Managed  Investment  Fund);  

efforts  •  not  coordinated  to  date  •  TacQcal-­‐level  collaboraQon  with  the  University  has  been  minimal;  many  conversaQons  currently  

occurring  but  predominantly  at  higher  levels  •  Current  organizaQonal  design  and  resources  do  not  effecQvely  support  scalability  beyond  10-­‐15  

students  per  year  •  Meaningful  diversity  in  candidate  backgrounds  has  not  yet  been  achieved  despite  outreach  efforts    Requirements  for  future  success  •  Direct  engagement  between  students  and  alumni  pracQcing  in  industry  •  EffecQve  student  preparaQon  

   o  Complement  solid  academic  training  with  occupaQon-­‐specific  skill  development      o  More  personal  effort  and  dedicaQon  required  than  generally  anQcipated  

•  Top  student  and  graduate  performance      o  Excellence  as  a  tangible  goal  to  effecQvely  differenQate  versus  top  schools      o  Expansion  of  student  ideas  on  what  it  takes  to  be  compeQQve  

43

Weekly  Seminar  -­‐  Possible  Semester  Schedule  Class:    1.  IntroducQon  to  Enterprises  &  Markets    Segment  I:  Enterprises  2.  Energy  &  Natural  Resources  3.  Manufacturing  4.  DistribuQon  &  Retail  5.  Healthcare  6.  Management  ConsulQng    Segment  II:  Finance  &  Capital  Markets  7.  Capital  Markets  8.  Corporate  Finance  9.  Sales  &  Trading  10.  Asset  Management  &  Economic  Research    Segment  III:  Achievement  11.  Data-­‐Driven  Decision  Making  12.  Constant  InnovaQon  &  AdaptaQon  13.  Global  PerspecQve  14.  How  to  Act:  Advice  &  Warnings  15.  Persistence  &  IntrospecQon  

Graded  Elements:    Segment  I:  Student  Managed  Investment  Fund  Pitches:  -­‐  What  makes  a  good  company?  -­‐  What  makes  a  good  industry?  -­‐  Specific  buy  investment  opportunity  -­‐  Specific  sell  investment  opportunity  -­‐  For  each  investment  opportunity  focus  on  (i)  financial  metrics,  (ii)  

 suppliers,  customers,  products,  (iii)  people/organizaQonal  design,  etc.  -­‐  UQlize  Microsor  office  applicaQons  (word,  excel,  and  powerpoint)  

Segment  II:  Capital  Markets  Quizzes  &  Exams  -­‐  Current  events  (e.g.  retenQon  from  Barrons)  -­‐  Macro  economic  indicators  and  trends  -­‐  Capital  markets  and  quanQtaQve  concepts  

Segment  III:  Achievement  -­‐  Deal  maven  exam  –  build  a  three  statement  valuaQon  model  from  a  

 blank  excel  file  -­‐  Management  consulQng  mock  interview  -­‐  Capstone  paper  

 a)  What  is  important  to  you  and  why?    b)  How  do  you  plan  to  become  your  best?    c)  What  have  you  learned  since  last  semester  that  has  changed  your      goals/aspiraQons  or  approach?  

-­‐  Log  of  conversaQons  with  alumni  (note  –  to  involve  specific  topics)  

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QuesQons  &  Discussion  

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ElecQons  

•  Vice-­‐Chair  – Presides  in  the  Chair’s  absence  – ParQcipates  in  ExecuQve  Commiqee  – Two-­‐year  term  – Becomes  Chair  in  fall  2013  

•  NominaQons:  – Susan  Boyd  – Other  

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Terry  Dean’s  Advisory  Council    

New  Chair:  Darren  DeVore  

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TDAC  and  Terry  Schedule  

•  January  27,  2012,  Atlanta  

•  April  27,  2012,  Atlanta  –  Alumni  Awards  and  Gala  April  28,  2012  

•  In  closing  – Return  contact  sheet  

– Return  name  tags  

– Group  photo  in  the  stairwell