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Tulane University Long-Term Strategic Plan Update

Tulane University Long-Term Strategic Plan Update. Board of Tulane September 30, 2004. Long Term Strategic Plan Agenda. Overview of strategic initiatives with focus on objectives for FY 2005-2008 Update on University Scorecard. Tulane Today.

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Tulane University Long-Term Strategic Plan Update

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  1. Tulane UniversityLong-Term Strategic Plan Update Board of Tulane September 30, 2004

  2. Long Term Strategic Plan Agenda • Overview of strategic initiatives with focus on objectives for FY 2005-2008 • Update on University Scorecard

  3. Tulane Today • On the cusp of transforming into a truly distinctive, preeminent research university characterized by: • Outstanding quality of student body • Unique collegiate experience • Significance and impact of research in selected areas • Commitment to economic development and community engagement

  4. Mission Statement Tulane’s purpose is to create, communicate, and conserve knowledge in order to enrich the capacity of individuals, organizations, and communities to think, to learn, and to act and lead with integrity and wisdom.

  5. OverviewofStrategic PlanPrimary Goals • Significantly enhance academic position, reputation, and visibility among major research universities • Broaden and deepen community engagement in areas that significantly strengthen the University as well as the community

  6. Overview of Strategic PlanPrimary Goals(cont’d.): • Strengthen financial position relative to peer and aspirant universities • Firmly position Tulane as a preeminent 21st-century research university

  7. Strategic PrioritiesPriority 1 - People Goals: • Improve compensation and benefit packages • Increase diversity of faculty, staff, and students • Identify non-salary incentives and rewards • Implement professional development opportunities

  8. Strategic PrioritiesPriority 1 - People Objectives FY 2005-2008: • Selectively increase size of faculty • Sustain competitive compensation levels • Re-engineer health insurance program • Increase number of minority graduate and professional students • Increase diversity of faculty and staff at particular ranks

  9. Strategic PrioritiesPriority 2 – Education/Research Goals: • Create exemplary undergraduate experience • Increase research activity and funding • Further develop major focus areas • Selectively strengthen graduate and professional programs • Facilitate greater interaction across schools and colleges

  10. Strategic PrioritiesPriority 2 – Education/Research Objectives FY 2005-2008: • Selectively build graduate programs with greatest potential for distinction • Continue to develop research administration, infrastructure, and advancement functions • Develop new strategies to further enhance major focus areas to increase funding and program areas

  11. Strategic PrioritiesPriority 2 – Education/Research Objectives FY 2005-2008 (cont’d.): • Improve quality of student services and facilities • Develop criteria/process for review of organized research centers

  12. Strategic PrioritiesPriority 3 – Community Engagement Goals: • Enhance quality and functionality of university facilities • Form partnerships to advance goals and strategies • Increase community involvement in New Orleans and Louisiana • Continue to build a strong university community

  13. Strategic PrioritiesPriority 3 – Community Engagement Objectives FY 2005-2008: • Continue to improve condition and productivity of all facilities • Strengthen connections in selective international markets • Escalate technology transfer activities and initiate business development strategies

  14. Strategic PrioritiesPriority 3 – Community Engagement Objectives FY 2005-2008 (cont’d.): • Build identity that aligns students, faculty, staff, alumni, and friends with the university for life • Strengthen alumni participation and involvement • Maintain an intercollegiate athletics program that is mission consistent and financially viable

  15. Strategic PrioritiesPriority 4 – Resources/Leadership Goals: • Enhance quality and functionality of libraries and information technology • Successfully complete comprehensive campaign of at least $650 million • Maintain a strong financial position

  16. Strategic PrioritiesPriority 4 – Resources/Leadership Objectives FY 2005-2008: • Continue to strengthen library collections and resources • Revise information technology strategic plan, with plans to increase number of technology-based classrooms • Focus fund-raising on priorities of strategic plans and endowment support

  17. Strategic PrioritiesPriority 4 – Resources/Leadership Objectives FY 2005-2008 (cont’d.): • Position development program to ensure sustainable giving levels after comprehensive campaign is completed • Strengthen, as needed, the advisory boards of the schools and colleges

  18. Strategic PrioritiesPriority 4 – Resources/Leadership Objectives FY 2005-2008 (cont’d.): • Continue to enhance financial position through improvements in DMC model, operations efficiency, endowment performance, and increased alumni annual giving levels

  19. Why a Scorecard? • A set of metrics to measure progress • Summarizes accomplishments, outlines goals • Indicators: • Research Funding • Undergraduate Student Quality • Graduate School Measures • Faculty Compensation • Endowment and Other Financial Resources • Gifts • Other Key Measures

  20. Goals: Research Funding • Build a science and engineering research base that ranks in quality among the top comprehensive private research universities in the nation • Achieve top 50 status among universities in terms of per capita R&D expenditures

  21. Research Funding

  22. Goals: Undergraduate Student Quality • Increase the quality of the student body, particularly the undergraduate student body, based on appropriate input and output measures • Achieve top 25 status among all research universities in quality of undergraduate student body

  23. Undergraduate Student Quality

  24. Goals: Graduate School • Increase the quality of graduate programs and the student body, based on appropriate input and output measures • Increase percentage of minority graduate students • Increase the number of graduate students participating in funded research

  25. Graduate School(under review)

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

  27. Goals: Faculty Compensation • Lose no faculty (or staff) to other institutions because of non-competitive compensation and benefits • Have faculty (and staff) compensation packages that are in the 25th percentile of appropriate benchmark groups

  28. Faculty Compensation

  29. Goals: Endowment and Other Financial Resources • Attain overall financial position that is among the strongest of private research universities • Maintain or improve current bond rating

  30. Endowment

  31. Other Financial Resources

  32. Goals: Giving to Tulane • Complete a comprehensive campaign of at least $650 million • Increase the size of the endowment, total giving, and alumni participation levels

  33. Giving to Tulane

  34. Tulane in 2008 • Firmly perceived as a distinguished and distinctive research university • One of the top 20 private research universities in the U.S. (overall quality and reputation) • Among the top 25 of all universities in the U.S. (undergraduate quality)

  35. Tulane in 2008 (cont’d.) • Among the top 50 in terms of per capita research and development expenditures, with a clear focus in five areas related to science and engineering • Strongest financial position since 1834

  36. Tulane University

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