American University

What it reported doing in 2024

Academic support - the university libraries, academic computer services, administrative offices and support for the six academic divisions.student services - health and counseling, career center, university registrar, financial aid and enrollment services, sports and recreation.institutional support - information technology, telecommunications, space management, security, mail and transportation services.research- research and technical assistance projects funded by federal and private agencies.public service - the operation of wamu 88.5 fm, a 24-hour, 50,000 watt public radio station licensed to the university since 1961.american university strategic plan the university's seven-year plan builds on our legacy of leadership, scholarship, and service and focuses on the challenges facing our community and higher education, as it boldly embraces opportunities for greater impact. Our plan is organized into three strategic themes -scholarship, learning, and community - with key imperatives to guide our focused efforts. Change can't wait campaignamerican university undertook the change can't wait campaign through a public launch in 2021. The campaign had a bold call to redefine what is possible for the eagle community. Together, au changemakers turned ambition into action. American university formally concluded the change can't wait campaign in fy2025. The campaign closed in september 2024 after raising more than $507 million, exceeding its original goal. The campaign supported three core institutional priorities: student thriving, faculty and research impact, and building better communities. According to board of trustees communications, campaign outcomes included expanded scholarship support, funding for experiential learning opportunities, investments in endowed faculty positions, and major capital projects. Capital investments supported by the campaign included key components of the student thriving complex, such as renovations to the mary graydon student center and development of the meltzer center for athletic performance.with the close of the campaign, the university marked the end of the changemakers for a changing world era and transitioned from campaign execution to institutional planning focused on sustaining and building upon these investments.launch of the next strategic planon february 7, 2025, american university formally announced the launch of a universitywide process to develop its next strategic plan. The new plan is intended to succeed the changemakers strategic framework and is scheduled to take effect on january 1, 2026. President jonathan alger described the planning effort as an inclusive, communitybased process designed to identify the university's most important strategic priorities for the coming years. The process is structured around multiple phases extending through calendar year 2025 and includes broad participation from faculty, staff, students, and university leadership. The planning framework establishes four primary phases: (1) initial exploration and workinggroup formation during spring 2025; (2) deeper development and alignment with budgeting and operational planning during summer and early fall 2025; (3) drafting and board of trustees review in late fall 2025; and (4) finalization and preparation for launch at the start of 2026. As part of this effort, the university convened eight working groups in spring 2025, each charged with developing several highimpact strategic ideas ("big bets") aligned with american university's mission, academic strengths, civic engagement focus, and longterm sustainability.readiness: prepared for lives of achievement and meaning, au studentsgraduate with a portfolio of real-world experience and in-demand skillsthat translate across every industry and career.community: au is an institution deeply rooted in community - locally, nationally, and globally - and when our community grows stronger, so do au. Over the next seven years, our strategic efforts will expand and str

Financial Efficiency

• Mission deployment rate: 95%; rating input score 95
• Program expense ratio: 90.2%; rating input score 90
• Fundraising efficiency: $2.92 raised per $1 spent on fundraising; rating input score 10; 10th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 68th percentile among comparable filings
• Pay-setting controls: 6 of 6 controls in place; rating input score 100
  • Compensation committee: Pass
  • Independent consultant: Pass
  • Other Form 990s reviewed: Pass
  • Written employment contract: Pass
  • Compensation survey or study: Pass
  • Board or committee approval: Pass
• Foreign activity oversight: 1 of 8 controls in place; rating input score 12
  • Claims monitoring procedures: Pass
  • Requires narrative reports: Fail
  • Conducts field audits: Fail
  • May suspend future funding: Fail
  • Requires financial reports: Fail
  • Conducts site visits: Fail
  • Requires grant agreements: Fail
  • May require repayment: Fail
• Grant itemization coverage: 100%; rating input score 100; 50th percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Yes; rating input score 100

Accountability

• Independent voting board: 100%; rating input score 100; 77th percentile among comparable filings
• Governance controls: 9 of 9 controls in place; rating input score 100
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: -1.4%; rating input score 21; 21st percentile among comparable filings
• Total-asset coverage ratio: 2.75; rating input score 73; 73rd percentile among comparable filings
• Liabilities to assets ratio: 0.35; rating input score 50; 50th percentile among comparable filings
• Officer compensation ratio: 1.3%; rating input score 69; 69th percentile among comparable filings

Growth

• Program expense growth: 4.3% per year; rating input score 100; 34th percentile among comparable filings
• Revenue growth: 3.8% per year; rating input score 100; 30th percentile among comparable filings
• Asset growth: 5.5% per year; rating input score 100; 40th percentile among comparable filings