Tulane UniversityTulane UniversityLong-Term Long-Term

Strategic Plan UpdateStrategic Plan Update

Board of TulaneBoard of TulaneSeptember 30, 2004September 30, 2004

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Long Term Strategic Plan Long Term Strategic Plan AgendaAgenda

Overview of strategic initiatives with Overview of strategic initiatives with focus on objectives for FY 2005-2008focus on objectives for FY 2005-2008

Update on University ScorecardUpdate on University Scorecard

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Tulane TodayTulane Today

On the cusp of transforming into a On the cusp of transforming into a truly distinctive, preeminent research truly distinctive, preeminent research university characterized by:university characterized by: Outstanding quality of student bodyOutstanding quality of student body Unique collegiate experienceUnique collegiate experience Significance and impact of research in Significance and impact of research in

selected areasselected areas Commitment to economic development Commitment to economic development

and community engagementand community engagement

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Mission StatementMission Statement

Tulane’s purpose is to create, Tulane’s purpose is to create, communicate, and conserve knowledge communicate, and conserve knowledge

in order to enrich the capacity of in order to enrich the capacity of individuals, organizations, and individuals, organizations, and

communities to think, to learn, and to act communities to think, to learn, and to act and lead with integrity and wisdom.and lead with integrity and wisdom.

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OverviewOverview ofof Strategic PlanStrategic PlanPrimary GoalsPrimary Goals

Significantly enhance academic Significantly enhance academic position, reputation, and visibility position, reputation, and visibility among major research universitiesamong major research universities

Broaden and deepen community Broaden and deepen community engagement in areas that significantly engagement in areas that significantly strengthen the University as well as strengthen the University as well as the communitythe community

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Overview of Strategic PlanOverview of Strategic PlanPrimary GoalsPrimary Goals (cont’d.):(cont’d.):

Strengthen financial position relative Strengthen financial position relative to peer and aspirant universitiesto peer and aspirant universities

Firmly position Tulane as a preeminent Firmly position Tulane as a preeminent 21st-century research university21st-century research university

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Strategic PrioritiesStrategic PrioritiesPriority 1 - PeoplePriority 1 - People

Goals:Goals: Improve compensation and benefit Improve compensation and benefit

packagespackages Increase diversity of faculty, staff, and Increase diversity of faculty, staff, and

studentsstudents Identify non-salary incentives and Identify non-salary incentives and

rewardsrewards Implement professional development Implement professional development

opportunitiesopportunities

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Strategic PrioritiesStrategic PrioritiesPriority 1 - PeoplePriority 1 - People

Objectives FY 2005-2008:Objectives FY 2005-2008: Selectively increase size of facultySelectively increase size of faculty Sustain competitive compensation Sustain competitive compensation

levelslevels Re-engineer health insurance programRe-engineer health insurance program Increase number of minority graduate Increase number of minority graduate

and professional studentsand professional students Increase diversity of faculty and staff at Increase diversity of faculty and staff at

particular ranksparticular ranks

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Strategic PrioritiesStrategic PrioritiesPriority 2 – Education/ResearchPriority 2 – Education/Research

Goals:Goals:

Create exemplary undergraduate experienceCreate exemplary undergraduate experience Increase research activity and fundingIncrease research activity and funding Further develop major focus areasFurther develop major focus areas Selectively strengthen graduate and Selectively strengthen graduate and

professional programsprofessional programs Facilitate greater interaction across schools Facilitate greater interaction across schools

and collegesand colleges

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Strategic PrioritiesStrategic PrioritiesPriority 2 – Education/ResearchPriority 2 – Education/Research

Objectives FY 2005-2008:Objectives FY 2005-2008:

Selectively build graduate programs with Selectively build graduate programs with greatest potential for distinctiongreatest potential for distinction

Continue to develop research administration, Continue to develop research administration, infrastructure, and advancement functionsinfrastructure, and advancement functions

Develop new strategies to further enhance Develop new strategies to further enhance major focus areas to increase funding and major focus areas to increase funding and program areasprogram areas

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Strategic PrioritiesStrategic PrioritiesPriority 2 – Education/ResearchPriority 2 – Education/Research

Objectives FY 2005-2008 Objectives FY 2005-2008 (cont’d.):(cont’d.):

Improve quality of student services and Improve quality of student services and facilitiesfacilities

Develop criteria/process for review of Develop criteria/process for review of organized research centersorganized research centers

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Strategic PrioritiesStrategic PrioritiesPriority 3 – Community EngagementPriority 3 – Community Engagement

Goals:Goals: Enhance quality and functionality of Enhance quality and functionality of

university facilitiesuniversity facilities Form partnerships to advance goals and Form partnerships to advance goals and

strategiesstrategies Increase community involvement in New Increase community involvement in New

Orleans and LouisianaOrleans and Louisiana Continue to build a strong university Continue to build a strong university

communitycommunity

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Strategic PrioritiesStrategic PrioritiesPriority 3 – Community EngagementPriority 3 – Community Engagement

Objectives FY 2005-2008:Objectives FY 2005-2008: Continue to improve condition and Continue to improve condition and

productivity of all facilitiesproductivity of all facilities Strengthen connections in selective Strengthen connections in selective

international marketsinternational markets Escalate technology transfer activities Escalate technology transfer activities

and initiate business development and initiate business development strategiesstrategies

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Strategic PrioritiesStrategic PrioritiesPriority 3 – Community EngagementPriority 3 – Community Engagement

Objectives FY 2005-2008 Objectives FY 2005-2008 (cont’d.):(cont’d.):

Build identity that aligns students, Build identity that aligns students, faculty, staff, alumni, and friends with faculty, staff, alumni, and friends with the university for lifethe university for life

Strengthen alumni participation and Strengthen alumni participation and involvementinvolvement

Maintain an intercollegiate athletics Maintain an intercollegiate athletics program that is mission consistent and program that is mission consistent and financially viablefinancially viable

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Strategic PrioritiesStrategic PrioritiesPriority 4 – Resources/LeadershipPriority 4 – Resources/Leadership

Goals:Goals: Enhance quality and functionality of Enhance quality and functionality of

libraries and information technologylibraries and information technology Successfully complete comprehensive Successfully complete comprehensive

campaign of at least $650 millioncampaign of at least $650 million Maintain a strong financial positionMaintain a strong financial position

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Strategic PrioritiesStrategic PrioritiesPriority 4 – Resources/LeadershipPriority 4 – Resources/Leadership

Objectives FY 2005-2008:Objectives FY 2005-2008: Continue to strengthen library Continue to strengthen library

collections and resourcescollections and resources Revise information technology strategic Revise information technology strategic

plan, with plans to increase number of plan, with plans to increase number of technology-based classroomstechnology-based classrooms

Focus fund-raising on priorities of Focus fund-raising on priorities of strategic plans and endowment supportstrategic plans and endowment support

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Strategic PrioritiesStrategic PrioritiesPriority 4 – Resources/LeadershipPriority 4 – Resources/Leadership

Objectives FY 2005-2008 Objectives FY 2005-2008 (cont’d.):(cont’d.):

Position development program to Position development program to ensure sustainable giving levels after ensure sustainable giving levels after comprehensive campaign is completedcomprehensive campaign is completed

Strengthen, as needed, the advisory Strengthen, as needed, the advisory boards of the schools and collegesboards of the schools and colleges

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Strategic PrioritiesStrategic PrioritiesPriority 4 – Resources/LeadershipPriority 4 – Resources/Leadership

Objectives FY 2005-2008 Objectives FY 2005-2008 (cont’d.):(cont’d.):

Continue to enhance financial position Continue to enhance financial position through improvements in DMC model, through improvements in DMC model, operations efficiency, endowment operations efficiency, endowment performance, and increased alumni performance, and increased alumni annual giving levelsannual giving levels

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Why a Scorecard?Why a Scorecard? A set of metrics to measure progressA set of metrics to measure progress Summarizes accomplishments, outlines Summarizes accomplishments, outlines

goalsgoals Indicators:Indicators:

Research Funding Research Funding Undergraduate Student QualityUndergraduate Student Quality Graduate School MeasuresGraduate School Measures Faculty CompensationFaculty Compensation Endowment and Other Financial ResourcesEndowment and Other Financial Resources GiftsGifts Other Key MeasuresOther Key Measures

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Goals: Research FundingGoals: Research Funding

Build a science and engineering Build a science and engineering research base that ranks in quality research base that ranks in quality among the top comprehensive private among the top comprehensive private research universities in the nationresearch universities in the nation

Achieve top 50 status among Achieve top 50 status among universities in terms of per capita R&D universities in terms of per capita R&D expendituresexpenditures

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Research Funding

Research Funding(in thousands) FY 1998 FY 2003 FY 20044

FY 2008Goal

Total Research & Development Awards1 $ 71,365 $ 118,074 $ 131,000 $ 200,000

Total Federal Expenditures2 $ 69,900 $ 92,300 $ 105,600 $ 150,000

NSF Awards3 $ 3,090 $ 5,586 $ 5,567 $ 10,000

NIH Awards3 $ 29,345 $ 71,132 $ 75,304 $ 100,000

NIH Ranking Among All Institutions3 96 78 70

NIH Ranking Among Domestic Institutions of Higher Education3 77 66 501As of Tulane Fiscal Years ending 6/30/98, 6/30/03, and 6/30/04. 2From the Schedule of Expenditures of Federal Awards for the Years ended June 30, 1998 and June 30, 2003, and Independent Auditor's Report, (Deloitte & Touche); 2004 data estimated, to be finalized October 2004. 3As of Federal Fiscal Years ending 9/30/98 and 9/30/03. 4As of 9/13/04. Sources: Research Administration, Controller

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Goals: Undergraduate Goals: Undergraduate Student QualityStudent Quality

Increase the quality of the student body, Increase the quality of the student body, particularly the undergraduate student particularly the undergraduate student body, based on appropriate input and body, based on appropriate input and output measuresoutput measures

Achieve top 25 status among all Achieve top 25 status among all research universities in quality of research universities in quality of undergraduate student body undergraduate student body

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Undergraduate Student Undergraduate Student QualityQuality

Undergraduate Student Quality1 1998 2004*FY 2008

Goal

SAT Average Score 1278 1344 1350

Rank in top 10% of high school class 52% 63% 70%

Acceptance Rates 78% 44% 35%

Yield Rate 22% 21% 25%

Undergraduate Retention Rate2 85% 87.7% 90%

Graduation Rate3 72.2% 73% 80%* As of 9/13/041Statistics exclusive of University College2Freshman to Sophomore retention36-year graduation rates for the cohorts of 1992 and 1998Sources: Offices of Admission, Registrar

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Goals: Graduate SchoolGoals: Graduate School

Increase the quality of graduate Increase the quality of graduate programs and the student body, based programs and the student body, based on appropriate input and output on appropriate input and output measuresmeasures

Increase percentage of minority graduate Increase percentage of minority graduate studentsstudents

Increase the number of graduate Increase the number of graduate students participating in funded researchstudents participating in funded research

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Graduate SchoolGraduate School(under review)(under review)

PreliminaryGraduate School* Measures 1998 20041

PreliminaryFY 2008

Goal

Avg. GRE Score, Enrolled Domestic Students 1204 1200 1250

Number of Enrolled PhD Students 877 847 900

PhD Acceptance Rates 24% 28% 25%

PhD Yield Rates 46% 53% 55%

Number of Enrolled Master's Students 101 285 300*The Graduate School offers graduate programs in Engineering, the Sciences (including programs at the Health Sciences Center), Social Sciences, and the Humanities and Fine Arts.1As of September 1; official headcount finalized October 1Source: Graduate School Admissions

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Graduate School Graduate School (under review, (under review, cont’d.)cont’d.)

Preliminary Graduate School Measures 1998 20041

Preliminary FY 2008

Goal

Percentage of All Enrolled Students who are Underrepresented1 Domestic Minorities2 2% 3% 6%

Percentage of All Enrolled S&E Graduate Students Supported on Grants2 17% 18% 25%

Average Time to Degree for PhDs Awarded 6.3 yrs. 6.6 yrs. 6.3 yrs.

National Research Council Rankings3

1Includes African-Americans, Hispanics, and Native Americans. 22003 data; 2004 count not available until October 1. 3Data collection for the National Research Council’s next study of the quality of research doctoral education at academic institutions in the United States has been postponed until 2007 while the survey and data collection methods are revised.Source: Graduate School Admissions

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Goals: Faculty CompensationGoals: Faculty Compensation

Lose no faculty (or staff) to other Lose no faculty (or staff) to other institutions because of non-competitive institutions because of non-competitive compensation and benefitscompensation and benefits

Have faculty (and staff) compensation Have faculty (and staff) compensation packages that are in the 25th percentile packages that are in the 25th percentile of appropriate benchmark groupsof appropriate benchmark groups

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Faculty CompensationFaculty Compensation

Faculty Compensation FY 1998 FY 2004FY 2008

Goal

Faculty Compensation (and Percentile Rankings)1

Professor Associate Professor Assistant Professor

$83,500 (2)$55,400 (4)$52,700 (1)

$100,200 (2) $ 69,700 (3)$ 61,100 (2)

(1)(1)(1)

1American Association of University Professors Faculty Salary Survey data. Percentile rankings are as follows: 1+ = 95th percentile; 1 = 80th percentile; 2 = 60th percentile; 3 = 40th percentile; 4 = 20th percentile. The figures cover full-time members of the instructional staff excluding those in medical schools.Sources: Human Resources, Technology Infrastructure Services, Tulane Cyborg database; data compiled for the annual Association of American University Professors (AAUP) Salary Survey; Chronicle of Higher Education

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Goals: Endowment and Goals: Endowment and Other Financial ResourcesOther Financial Resources

Attain overall financial position that is Attain overall financial position that is among the strongest of private among the strongest of private research universitiesresearch universities

Maintain or improve current bond Maintain or improve current bond ratingrating

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EndowmentEndowment

Endowment*(in thousands) FY 1998 FY 2004

FY 2008Goal

Market Value1 $ 539,366 $ 722,185 $ 1,000,000

Payout Rate2 5.4% 6% 5%

Rank By Size Among All Universities3 76 72 60*As of 6/30/98 and 6/30/041Totals includes gift annuities2Payout rate is pooled endowment rate31998 ranking includes 506 public and private institutions participating in the comparative-performance study by the National Association of College and University Business Officers; 2003 ranking includes 717 such institutions; 2004 ranking data not available.Sources: Treasurer; Cambridge Associates; Chronicle of Higher Education

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Other Financial ResourcesOther Financial Resources

Other Financial Resources(in thousands) FY 1998 FY 2004

FY 2008Goal

Licensing Income $ 6,633 $ 6,070 $ 10,000

Number of Invention Disclosures Received 21 49 75

Number of U.S. Patents Issued 7 10 20

Rank Among All Universities1 17 19 15

Bond Ratings2 A1, A+ A1, A+ A1, A+1Ranking data for 2002 based on responses of the 156 colleges and universities, including 94 of the 100 institutions that spend the most on research, that responded to the AUTM annual survey in 2003; 2004 ranking data not available. 2Moody's, Standard & Poor'sSources: Technology Transfer and Business Development, Treasurer; Chronicle of Higher Education; Association of University Technology Managers (AUTM)

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Goals: Giving to TulaneGoals: Giving to Tulane

Complete a comprehensive campaign Complete a comprehensive campaign of at least $650 millionof at least $650 million

Increase the size of the endowment, Increase the size of the endowment, total giving, and alumni participation total giving, and alumni participation levelslevels

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Giving to TulaneGiving to Tulane

Gifts(in thousands) FY 1998 FY 2004

FY 2008Goal

Gifts & Pledges1 $ 33,610 $ 72,949 $ 100,000

Total Gifts (Cash) to Annual Fund2 $ 4,260 $ 6,626 $ 10,000

Alumni Participation Rates3 17% 26% 30%

Alumni Giving Rank Among National Universities4 86 45 351Received from Alumni, Parents, Friends, Corps. & Foundations, Organizations, Matching Gifts, and Bequests. 2As of 6/30/98 and 6/30/04. 3Calculated through 2004 as the # of undergraduate degreed donors divided by the # of solicitable (valid addresses) degreed alumni, as reported in US News & World Report's "America's Best Colleges" annual ranking. 4Ranking data is for 2003; 2004 ranking data not available. As defined by US News & World Report, National Universities are the 248 American universities (162 public and 86 private) that offer a wide range of undergraduate majors, master's and doctoral degrees; many strongly emphasize research.Sources: Institutional Development; US News & World Report "America's Best Colleges"

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Tulane in 2008Tulane in 2008

Firmly perceived as a distinguished Firmly perceived as a distinguished and distinctive research universityand distinctive research university

One of the top 20 private research One of the top 20 private research universities in the U.S. (overall quality universities in the U.S. (overall quality and reputation)and reputation)

Among the top 25 of Among the top 25 of allall universities in universities in the U.S. (undergraduate quality)the U.S. (undergraduate quality)

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Tulane in 2008 Tulane in 2008 (cont’d.)(cont’d.)

Among the top 50 in terms of per Among the top 50 in terms of per capita research and development capita research and development expenditures, with a clear focus in five expenditures, with a clear focus in five areas related to science and areas related to science and engineeringengineering

Strongest financial position since 1834Strongest financial position since 1834

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Tulane University