November, 2012 TEAM T ufts E ffectiveness in A dministrative M anagement

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 Challenges

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 Effectiveness Project

Tufts is academically strong Administrative excellence Strong, talented and hard working staff Background

Creating a Strategic Plan at Tufts Provost David Harris – September 25, 2012 Rationale: Why Now? 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

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 Creating a Strategic Plan at Tufts Provost David Harris – September 25, 2012 Rationale: Why Now? Creating a Strategic Plan at Tufts Provost David Harris – September 25, 2012 Rationale: Why Now?

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 Financial Challenges for Tufts

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 President Monaco

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 identifie d Learn from Others

Expertise Benchmark Objectivity Consultant

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

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 Organization

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. Goals