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November, 2012

TEAM. T ufts E ffectiveness in A dministrative M anagement. November, 2012. Challenges. Higher Education is facing significant challenges Tufts intends to be proactive in how we manage these challenges

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November, 2012

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  1. TEAM Tufts Effectiveness in AdministrativeManagement November, 2012

  2. Challenges • Higher Education is facing significant challenges • Tufts intends to be proactive in how we manage these challenges • We have started the strategic planning process to evaluate what we should be focusing on for the future • We need to also evaluate how we support achieving the strategic goals

  3. Effectiveness Project • Assess administration to assure we are positioned to achieve the core mission of Tufts, amidst the resource challenges that await all college and universities • Evaluate and recommend refinements that will allow Tufts to be more productive and effective in the changing environment

  4. Background • Tufts is academically strong • Administrative excellence • Excellence@Work • Strong, talented and hard working staff

  5. Creating a Strategic Plan at Tufts Provost David Harris – September 25, 2012 Rationale: Why Now? • Higher Education Challenges and Opportunities • Growing concerns about costs of education and financial aid • Challenging environment for research funding and philanthropy • Uncertain return on endowment • Greater resources available to many competitors • Online and digital learning and research • Increasing emphasis on interdisciplinarity • Increasing regulation/compliance and calls for assessment • Ongoing attacks on the tenure system • Globalization in a time of political and financial instability • Coming surge in faculty retirements

  6. Creating a Strategic Plan at Tufts Provost David Harris – September 25, 2012 Rationale: Why Now? • Higher Education Challenges and Opportunities • Growing concerns about costs of education and financial aid • Challenging environment for research funding and philanthropy • Uncertain return on endowment • Greater resources available to many competitors • Online and digital learning and research • Increasing emphasis on interdisciplinarity • Increasing regulation/compliance and calls for assessment • Ongoing attacks on the tenure system • Globalization in a time of political and financial instability • Coming surge in faculty retirements

  7. Financial Challenges for Tufts • Among the most expensive • Lower endowment per student FTE • Less financial aid than competitors • Small scale, large complexity • Capital needs unmet • Strategic Plan in progress • Approximately 50% of the costs of teaching and learning at most universities are in administrative areas

  8. President Monaco • May Trustees Meeting: Financial Challenges in Higher Education • What can Tufts do to contain costs, keep tuition increases minimal • Efficiencies in administrative processes • Improvement in procurement processes • Energy savings from sustainability efforts • Space planning • Wellness • New revenue generating programs

  9. Learn from Others Other Universities: Dartmouth, Cornell, SUNY Stony Brook, Berkeley, Yale, UNC, Vanderbilt • In financial difficulty • Partner with consultant • Assessment first • Listen to faculty, staff – survey, focus groups, etc. • Strong Executive Support • Opportunities identified

  10. Consultant • Expertise • Benchmark • Objectivity

  11. Assessment January-April, 2013 Partner with consultant • Data analysis • Prior work reviewed • Interview, survey, focus groups • Benchmark • Identify opportunity

  12. Organization • Executive Committee • President, Provost, EVP, VP for Finance • Project Management in EVP Office • Steering Committee • All VPs (6), 2 Deans, 2 EADs, 2 Faculty, 2 Managers • Academic and Administrative Councils used for input • Working Groups • Established as areas of opportunity are identified – one group for each area

  13. Goals • Scope – All Administration • Cost of Administration must reflect available revenue which is constrained. • Allow resources to be directed toward the mission and goals identified in the strategic plan. • Administration should support and streamline the work of students, faculty and staff, while meeting standards of compliance, safety and effectiveness. • This effort may consolidate and standardize business operation. • Changes in structure should afford employees opportunities to develop and grow in work satisfaction. • Support interdisciplinary and cross functional work.

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