THE FUTURE OF OUR
UNIVERSITY
Joel Seligman
January 22, 2008
Ten Year Plan Population Assumptions
Strategic Plan Numbers
FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016
Total Faculty
University
Total Students
Totals
Total Undergraduates
Total
Graduate
Total
Faculty
(Tenure/Non-Tenure)
The
College
Total Students
Total Undergraduates
Total Graduate
2,341
2,382
2,430
2,481
2,523
2,539
8,465
8,657
8,935
9,097
9,311
9,549
9,701
9,855
9,970
4,812
3,653
4,893
3,764
4,986
3,949
5,000
4,097
5,092
4,219
5,220
4,329
5,347
4,354
5,476
4,379
5,566
4,404
507
511
522
537
551
565
578
591
605
5,062
5,143
5,291
5,397
5,566
5,769
5,921
6,075
6,190
4,125
937
4,206
937
4,299
1,029
4,313
1,121
4,405
1,198
4,533
1,273
4,660
1,298
4,789
1,323
4,879
1,348
Warner
Total Faculty
Total Students
40
527
43
545
46
565
48
565
48
565
48
565
Simon
Total Faculty
Total Students
50
643
52
719
54
775
56
826
58
866
60
901
Faculty
121
121
121
121
121
121
Total Students
927
927
927
927
927
927
504
423
504
423
504
423
504
423
504
423
504
423
1,556
981
1,585
986
1,614
991
1,643
996
1,669
1,001
1,669
1,001
67
70
73
76
76
76
362
374
386
386
386
386
179
183
191
183
203
183
203
183
203
183
203
183
Eastman
SMD
Total Undergraduates
Total Graduate
Total Faculty
Total Graduate
Total Faculty
SON
Total Students
Total Graduate
Total Undergraduate
*Note: FY2014-FY2016 student numbers are calculated by adding the College's predicted increase to the other
school's FY2013 Student Numbers
Slide 1
Market Value of Endowment Assets by Fiscal Year 00-07
1
18,844,338
2
4
5
3
Case Western Reserve
25
University
Purdue University
31
1
25,473,721
10,084,900
8,649,475
8,398,100
2
3
5
10,013,175
2007
Endowment
Funds ($000)
Rank
Yale University
Stanford University
Princeton University
University of Texas
System
Endowment
Funds ($000)
2006
Rank
Harvard University
Endowment
Funds ($000)
2005
Rank
NACUBO Top 50
Institutions
Rank
2000
Endowment
Funds ($000)
1
28,915,706
1
34,634,906
15,224,900
12,205,000
11,206,500
2
3
5
18,030,600
14,084,676
13,044,900
2
3
4
22,530,200
17,200,000
15,787,200
4
11,610,997
4
13,234,848
5
15,613,672
1,550,600
31
1,516,481
32
1,598,566
35
1,841,234
1,301,976
38
1,340,536
34
1,493,554
36
1,786,592
University of Toronto
47
961,103
43
1,201,517
41
1,414,513
37
1,763,764
Pomona College
University of
Rochester
Grinnell College
Boston College
35
1,104,847
39
1,298,629
38
1,457,213
38
1,760,902
33
1,278,774
36
1,369,969
35
1,491,275
39
1,726,318
59
39
862,487
1,044,542
35
41
1,390,545
1,270,303
36
39
1,471,804
1,447,887
40
41
1,718,313
1,670,092
Slide 2
Endowment Funds ($000) Increment of Change 00-07
NACUBO Top 50
Institutions
Harvard University
Yale University
Stanford University
Princeton University
University of Texas
System
2000
Rank
1
2
4
5
2005
Rank
1
2
3
5
3
Case Western Reserve
University
Purdue University
University of Toronto
Pomona College
University of Rochester
Grinnell College
Boston College
Slide 3
3,441,985
2,805,700
1,879,676
1,838,400
2006
Rank
1
2
3
5
5,719,200
4,499,600
3,115,324
2,742,300
2007
Rank
1
2
3
4
4
1,623,851
4
2,378,824
5
25
31
82,085
32
242,668
35
31
47
35
33
59
39
38
43
39
36
35
41
153,018
212,996
158,584
121,306
81,259
177,584
34
41
38
35
36
39
293,038
349,251
303,689
235,043
246,509
222,205
36
37
38
39
40
41
05 to 06
06 to 07
FY2004-2006 Endowment Gifts to University of Rochester’s “Endowment Peers”
Does Not Include Deferred Gifts
Institution
Gifts to Endowment (excluding planned gifts)
FY06
FY05
FY04
($ Millions)
($ Millions)
($ Millions)
Endow. Gifts (3 Yr. Avg.)
as % of Endowment
Emory University
Washington University
$21.5
$29.6
$31.0
$38.4
$23.0
$28.7
0.5%
0.7%
University of Rochester
$11.7
$11.7
$9.4
0.7%
$11.4
$81.4
$116.2
$31.1
$78.9
$76.9
$20.2
$51.4
$100.9
$26.0
$71.4
$65.6
$17.4
$42.7
$92.3
$17.1
$83.4
$53.9
1.0%
1.2%
2.4%
2.6%
3.3%
3.7%
Case Western Reserve University
University of Chicago
Cornell University
Carnegie-Mellon University
Johns Hopkins University
New York University
Mean, 32 peers
1.6%
Mean, 8 close peers (w Cornell)
1.9%
Mean, 7 close peers (ex Cornell)
1.9%
University of Rochester
0.7%
Slide 4
New York Institutions with More than $20 Million in Total R&D
($ in Thousands)
Institution
FY2005
FY2006 $Change %Change
Cornell
$606,804 $648,802 $41,998
6.9%
Columbia
$546,093 $541,356 -$4,737
-0.9%
Rochester
$345,337 $366,658 $21,321
6.2%
SUNY Buffalo
$267,271 $297,909 $30,638
11.5%
NYU
$276,198 $284,164 $7,966
2.9%
SUNY Albany
$259,708 $274,354 $14,646
5.6%
Mt. Sinai School of Medicine $225,293 $273,216 $47,923
21.3%
SUNY Stony Brook
$212,289 $234,635 $22,346
10.5%
Rockefeller
$198,719 $215,417 $16,698
8.4%
Yeshiva
$193,104 $189,416 -$3,688
-1.9%
RPI
$65,571 $70,576
$5,005
7.6%
SUNY Upstate Medical
$34,931 $37,181
$2,250
6.4%
Syracuse
$62,020 $36,100 -$25,920
-41.8%
NY Med Col
$32,460 $34,397
$1,937
6.0%
CUNY Hunter
$33,024 $31,308
-$1,716
-5.2%
SUNY Downstate Medical
$29,732 $31,064
$1,332
4.5%
SUNY Binghamton
$25,769 $29,635
$3,866
15.0%
CUNY City College
$27,471 $28,593
$1,122
4.1%
RIT
$21,068 $22,107
$1,039
4.9%
Source: National Science Foundation, Survey of Academic Research
and Development, 2005 and 2006
Slide 5
UR a National Leader in Technology Commercialization
Name of Institution
2006 Research
Expenditures
2004-2005
Cumulative Total
Research
Expenditures
1
Univ. of California System
$3,035,949,000
$8,744,260,000
$193,499,879
2
NYU
$210,804,000
$698,052,000
$157,412,824
3
Stanford University
$699,211,807
N.A.
$61,310,739
4
Wake Forest University
$146,382,536
$437,538,214
$60,588,512
5
University of Minnesota
$594,877,000
$1,658,811,000
$56,193,050
6
MIT
$1,212,800,000
$3,372,800,000
$43,500,000
7
University of Florida
$459,114,540
$1,365,111,803
$42,900,000
8
Univ. of Wisconsin at
Madison
$831,895,000
$2,393,869,000
$42,363,611
9
University of Rochester
$355,293,162
$1,002,086,433
$38,016,557
10
University of
Washington/Wash. Res.
Fdn.
$936,360,325
$2,665,616,826
$36,199,485
Rank
Source: AUTM U.S. Licensing Activity Survey
Slide 6
2006 License
Income
College Strategic Context
• Greatest Strengths
– Research visibility in quantitative social sciences, sciences,
engineering
– Rochester Curriculum
– Integration of Arts and Sciences with Engineering
• Greatest Weaknesses
– Small faculty size (limits range and depth of research and
undergraduate programs; limits visibility and reputation)
– Lack of undergraduate programs focused on world beyond US
– Paucity of professionally-flavored undergraduate programs
• Greatest Opportunities
– Partnerships with Eastman School, George Eastman House,
SMD
– Professional master’s and graduate certificate programs
– Increased international enrollments
• Greatest Threat
– Adverse demographic trends in NYS and northeast
Slide 7
College Need for Growth
• Strengthening and Enlarging Faculty is Essential
– Permits core departments to become more competitive
– Creates opportunities for program development in key areas
•
Undergraduate Enrollment Potential is a Key Constraint
– Feasible enrollment increase of ~30 freshmen / year while maintaining
gains
•
Project 25% Growth Over Next Decade
– Faculty from ~320 to ~400
– Undergraduates from ~4000 to ~5000
– PhD students from ~900 to ~1100
•
New Faculty Investments in Multiple Programs
– Balanced for enrollment potential, research impact, distinctiveness,
competitive edge
– ~60 lines for major initiatives involving multiple departments and
schools; also strengthens departments
– ~20 lines for strengthening departments in their core domains
Slide 8
College Summary of Initiatives
• The World Beyond the US
– International Relations
– Area Studies, Global Studies
– Study Abroad
• Signature Programs: Bridging Humanities to Sciences
– Music and Sound
– Images and Light
– Architecture and Engineering
• Science and Engineering Partnerships
– Computational and Physical Biology
– Discovering the Functions of Genes
– Nanoscience for Medicine
– Alternative Energy
• Pre-professional Undergraduate Degrees
– Business-related programs
– Public Health related programs
• Professional Master’s and Certificate Programs
Slide 9
College Undergraduate Initiatives
• Research Scholarships
– Competitive award of portable funds to entering freshmen
– Selected admitted students invited to apply
• Study Abroad
– Increase participation from ~21% to ~35% over five years
– Explicit expectation of increased departmental promotion
– Enlargement of opportunities for sophomores
• Athletics
– Women’s varsity crew
– Men’s club crew
• Minority Student Recruiting and Retention
– New scholarship program
– Refinement of financial aid packages
– Strengthened advising and academic support
Slide 10
Village for the Arts
Slide 11
Goergen Center Extension
Slide 12
College Academic Space
• Provisional Need
– ~35,000 NSF office space
– ~45,000 NSF lab and research support space
• General Principles
– Science needs accommodated in new buildings
– Non-science needs accommodated in renovated buildings
– Full need and relocation assessment from external
consultants
• If Warner School Moves
– ~20,000 NSF released in Dewey Hall
– Up to 9,000 NSF released elsewhere from classroom
recovery
(Meliora Hall, Morey Hall)
–~50,000-60,000 NSF new science building
• If Warner School Does Not Move
– Conversion of all or part of Bausch & Lomb Hall
– New science building(s) of ~80,000 NSF
Slide 13
University of Rochester Medical Center (URMC)
Revenues Fiscal Year 2007
Revenues
($ in 000’s)
Strong Memorial Hospital
$
885,708
Highland Hospital
237,372
School of Medicine and Dentistry
322,811
School of Nursing
17,098
Eastman Dental Center
11,154
Medical Faculty Group
278,142
Health Sciences Division
7,057
Long Term Care
34,888
Visiting Nurse Service
Total URMC
43,086
$ 1,837,316
Total University
$2,295,406
URMC Revenues as % of Total University Revenue
80.0%
Slide 14
URMC Major Goals
 To become one of the leading health care systems in the Northeast
and to achieve national recognition for our signature programs
that develop new therapies based on outstanding research.
 To sustain an interdisciplinary environment that emphasizes
fundamental discovery and fosters innovation through acquisition
of new technologies.
 To ensure translation of fundamental discovery into cutting edge
patient therapies through the education of clinicians and
scientists.
 To grow clinical volume by recruiting outstanding health
professionals and providing capacity for complex procedures
where specialized expertise and high volume ensure the highest
levels of patient safety and quality.
 To maintain clinical margin and productivity that sustains growth
in the clinical and academic missions of the Medical Center.
 To engage the community through economic development
(including technology transfer and research partnerships) and to
promote community health through research programs that
support community based interventions.
 To ensure that all education programs at URMC are nationally
outstanding and prepare students for careers of excellence.
Slide 15
IDP: Cancer
Goal 1: Build excellence in clinical
care of the five most common
cancers (leukemia and
lymphomas, breast, prostate,
lung, and colon cancers), with
the potential to impact regional
and national survival rates in
these formidable cancers.
Goal 2: Increase National Cancer
Institute funding of the James P
Wilmot Cancer Center
HPV Virion
Slide 16
IDP: Cardiovascular Disease
Goal 1: Achieve number one
rank as the leading
cardiovascular care
provider in the Rochester
region.
Goal 2: Develop international
recognition as a center for
research and education in
basic cardiovascular
sciences.
Goal 3: Be ranked in the top
50 cardiovascular programs
in US News and World
Report.
Slide 17
Macrophage in Coronary
Artery Disease
IDP: Immunology and Infectious Disease
Goal 1: Develop a nationally
recognized patient-based
human immunology research
program focused on vaccine
responses, B-cell biology and
autoimmunity.
Goal 2: Rank in the top three U.S.
research centers in influenza
and respiratory diseases.
Goal 3: Build a joint program
with the Cancer IDP focused
on cancer immunology.
Slide 18
Immune Cell Surveillance
IDP: Musculoskeletal Disease
 Develop excellence in all major
musculoskeletal subspecialties
with accessible, innovative, safe
and comprehensive care.
 Develop national prominence for
excellence in musculoskeletal
treatment and enhance regional
patient referrals.
 Maintain #1 NIH funding status in
basic and translational research
and strengthen clinical research
programs.
 Strengthen clinical and research
education in the musculoskeletal
sciences.
Slide 19
IDP: Neuromedicine
Goal 1: Create a structure that links the
clinical and research elements of
Neurosurgery, Neurology, River
Campus Investigators
Goal 2: Develop clinical programs
which enhance national prominence
Goal 3: Enhance research strengths in
areas with the greatest translational
potential: Neurovascular and
glialbiology, imaging and plasticity,
stem cells and neuro-prosthetics.
Slide 20
Functional Brain Imaging
ISP: Stem Cell & Regenerative Medicine
Neurons
Goal 1: Become a center
of referral for stem cell
based therapies in the
central nervous
system.
Goal 2: Establish
translational programs
in cancer stem cell
biology.
Goal 3: Establish a bone
regenerative program.
Nerve Fibers
Slide 21
ISP: Biomedical Imaging & Biomarkers
Goal 1: Create a Center for
Biomedical Imaging.
Goal 2: Establish a
resource for biomarker
identification, validation
and production.
Brain Vasculature
Slide 22
Goal 3: Establish
Rochester as a world
leader in biomedical
imaging.
ISP: Nanomedicine
Goal 1: Establish a Center for
Nanotechnology Applied to
Medicine (NTAM).
Goal 2: Establish links (faculty
hires) between NTAM and key
URMC programs.
Goal 3: Capitalize on
translational opportunities to
develop income from
licensing and new
companies.
Slide 23
ISP: Genomics and Systems Biology
Goal 1: Create a Center for
Genomics and Systems Biology.
Goal 2: Recruit faculty with
expertise in genomics,
computational biology and
systems biology.
Goal 3: Build up teaching
programs (both undergraduate
and graduate).
Goal 4: Access to large scale
computing resources also is
required for genomics and
system biology research.
Slide 24
Aab Cardiovascular Research Institute
Construction Dates

December 2006-July 2007
Square feet

102,000 sq ft
Purpose

Cardiovascular research
and functional genomics
Programs

Cardiac dysfunction

Vascular biology

Functional genomics
Slide 25
James P. Wilmot Cancer Center
Construction dates
 January 2006-April 2008
Square feet
 163,000 GSF
Cost
 $63.5 million
 Comprehensive
cancer care programs
 Hematology and
oncology
 Breast oncology
 Stem cell research
 Cancer immunology
 Lymphoma research
 Radiation oncology
Slide 26
Ambulatory Surgery Center (ASC)
Construction dates
March 2008 –March 2009
Square feet
 Approximately 52,000 GSF
Purpose
 Easily accessible, high
throughput ASC and bring
5,000 cases back
Programs
 Orthopaedics
 ENT
 Urology
 Others TBD
Slide 27
Clinical and Translational Sciences
Building (CTSB)
Construction dates
 Winter 2008-June 2009
Square feet
 150,000
Cost
 $56.6 million
Purpose
 Dedicated to clinical and translational
science
Programs
 Community and Preventive Medicine, Heart
Research, Movement Disorders, Clinical Trials
Coordination, Neurology, Biostatistics, others
Issues
 Will free 20,000 sq ft in MRBX for future basic
research growth
 Cost of renovation for MRBX is $3 million (incl in
budget)
Slide 28
Pediatric Replacement and Imaging
Sciences Modernization (PRISM)
 Construction dates
 July 2009 – January 2012
 Approximate Square footage: 343.5K sq ft
 Estimated Cost
 $250M plus administrative costs
 Purpose
 Imaging sciences (radiology), private pediatric
rooms, patient safety and improved quality
 Replacement of 47 private pediatric beds (currently
semi-private beds) and 10 observation beds
 Adult Medical-Surgical will expand by 67 incremental
beds
 Programs
 Imaging sciences
 Pediatric inpatient beds
 Pharmacy & other support programs
Slide 29
PRISM: Goals
 Private pediatric rooms- Replacement of 50 pediatric
beds (currently semi-private beds); new pediatric
observation beds
 Imaging Sciences expansion and modernization
 Improved patient safety and improved quality
 Backfill opportunities (112,950 sf)
Adult Medical-Surgical will expand by 67
incremental beds (~47,950 sf)
Comprehensive Cardiovascular Center (~21,000 sf)
Faculty Officing (~20,000 sf)
Other Hospital Support (~7,900 sf)
OR PACU (~16,100 sf)





Slide 30
PRISM
Slide 31
URMC Strategic Plan Continuum
1996

Emphasis on basic research and
RIBS concept






Slide 32
Three initial RIBs plus
Three additional RIBs
New research space

KMRB

MRBX

Renovated S Wing
Halted the downward slide in NIH
rank
Modern research base was major
outcome
Grew the clinical base which
serves as the economic engine
2007
 Emphasis on program growth in
translational science and clinical care
building on basic research



New translational science space




CTSB
Wilmot Cancer Center
New clinical space



IDPs
ISPs
ASC
PRISM
Translational science leading to
clinical trials - “first in human” – will
be major outcome
Enhancement of patient safety and
quality and growth in patient base will
continue to stoke the economic engine
Education: School of Medicine and Dentistry
Students:
-400 Medical Students
-Residents and Fellows
531 Residents
122 Fellows
- Graduate Students (‘07)
PhD
Master’s
MPH
Current
413
72
122
Fall 2007
72
20
24
Total
485
92
146
Slide 33
Proposed SMD Curriculum Innovation
Six Domains of Excellence
Longstanding Excellence
•SCIENTIFIC AND MEDICAL KNOWLEDGE Students must demonstrate knowledge about
established and evolving biomedical, clinical, and cognate (e.g. epidemiological and social-behavioral)
sciences, and the application of this knowledge to patient care.
•PATIENT CARE Students must learn to provide patient care that is compassionate, appropriate, and
effective for the treatment of medical problems and the promotion of health.
Biopsychosocial Model
•INTERPERSONAL AND COMMUNICATION SKILLS Students must be able to demonstrate
effective interpersonal and communication skills with patients, families and professional colleagues.
•PROFESSIONALISM Students must demonstrate a commitment to carrying out their professional
responsibilities with utmost integrity, and with sensitivity to a diverse patient population.
New Focus
•PRACTICE-BASED LEARNING AND IMPROVEMENT Students must be able to appraise and
assimilate scientific evidence, and to evaluate and improve their own patient care practices.
•SYSTEMS-BASED PRACTICE Students must demonstrate an awareness of and responsiveness to
the larger context and system of health care. They must function as effective members of a health care
team that can call on system resources to provide 3 optimal patient care.
Slide 34
Eastman Dental Center / Dentistry
 Clinical Goal: Position Eastman Dental Center as a high
quality multidisciplinary oral health care provider in
addition to its community service role, “Excellence without
Exception.”
 Educational Goal: Educate dental academic leaders with
translational research strengths.
 Research Goals:
 Develop and strengthen translational research teams and
projects in the following priority areas: Dental Caries and
Biofilms; Pain and Arthritis; Salivary Physiology; and, Health
Services Research.
 Develop a comprehensive research and treatment center for
Pain and Arthritis.
 Strengthen and improve integration of basic, translational and
clinical research efforts.
Slide 35
Growth in Accelerated Bachelor's and Master's
Program for Non-Nurses Total Credit Hours
Total Credit Hours
3500
3000
2500
2000
APNNs
Traditional BS
1500
1000
500
0
01/02
* Projected
Slide 36
02/03
03/04
04/05
Year
05/06 *06/07
School of Nursing Strategic Planning
GOAL 1: Advance the state of the science and translation of
evidence concerning health promotion, human responses to
illness and outcomes of care delivery.
This will require the recruitment of 3 research scientists each year for the
next five years and the additional space to house 15 more research
faculty and their research teams. The recruitment of additional
researchers will allow us to:
1) Elevate our national ranking, based on NIH funding, by becoming a
hub for scientifically rigorous research that brings together the best minds
to tackle, with colleagues across disciplines, our nation’s pressing
nursing/health issues.
2) Develop areas of research with a critical mass of investigators
sufficient to ensure competitive status for NIH Center and Training Awards
3) Strengthen doctoral education by increasing numbers of funded
investigators, as well as PhD and Post-Doctoral students enrolled and
engaged with faculty in conducting and disseminating research.
Slide 37
School of Nursing Strategic Planning
GOAL 2: Create innovative environments that promote the
recruitment, retention and productivity of the best scientists,
faculty, students and nursing staff.
Accomplishment of this goal will require additional clinical laboratory and office
space; an investment in educational technology; and a continued commitment to
organizational processes that optimize growth opportunities. It will allow us to:
1) Create an interdisciplinary educational technology and simulation center
dedicated to providing students, faculty and nursing practice personnel with stateof-the-art skill training through the use of dynamic teaching tools.
2) Develop, implement and test models for clinical nursing education that promote
expanded learning opportunities and partnerships.
3) Create career advancement models in nursing practice that promote linkages
across educational and care delivery organizational settings.
4) Develop and implement a Professional Development Center and expand the
SMH Nursing Leadership Institute.
5) Increase the national visibility of all educational programs in order to maintain
and continuously improve the size, quality, and diversity of the applicant pool.
Slide 38
School of Nursing Strategic Planning
GOAL 3: Foster entrepreneurship that advances science in the
marketplace of new, cost-effective models of care and creative
professional enterprises
The creation of new models of care and business enterprises will be necessary to
address the nursing shortage and emerging health care needs. The attainment of
this goal will require minimal resources while establishing URSON as the national
leader in nursing entrepreneurship. Specifically, it will allow us to:
1) Influence the scope of nursing entrepreneurship nationally and Internationally.
2) Provide the support structure for nursing intrapreneurship within health care
systems.
3) Promote design support to launch new and to stimulate expanding business
ventures that will improve health and contribute to community- based economic
growth.
4) Recruit outstanding, creative students interested in developing entrepreneurial
solutions to current health care challenges.
Slide 39
School of Nursing Strategic Planning
GOAL 4: Maintain National leadership in transforming nursing
practice
The URSON is well positioned to maintain its leadership position in transforming
nursing practice. The unification model of nursing practice sets us apart as an
organization that can influence patient outcomes. The implementation of the Doctor
of Nursing Practice program will provide the expert clinicians prepared to work with
interdisciplinary teams and redesign health care as we know it today. The creation
of a nursing outcomes center will be required to provide support to these clinicians
as they develop new models to improve quality, satisfaction, clinical outcomes and
cost.
1) Implement a new Doctor of Nursing Practice (DNP) program in September 2007.
2) Become the nation’s recognized leader in health care outcomes measurement
and practice innovation evaluation.
Slide 40
Simon
FY00
Actual
FY01
Actual
FY02
Actual
FY03
Actual
FY04
Actual
FY05
Actual
FY06
Actual
FY07
Actual
FT MBA
1st Yr Students
209
196
229
225
201
145
119
150
FT MBA
2nd Yr Students
249
200
198
231
230
203
141
120
6
7
11
11
12
10
58
64
EMBA
1st Yr Students
53
53
45
34
20
30
26
17
EMBA
2nd Yr Students
52
52
51
42
34
15
30
25
PT Graduates
77
77
67
61
48
42
47
47
Total Master's
Students
646
585
601
604
545
445
421
423
MS Students
Slide 41
Simon Goal No. 1: Increase
Student Quality and Enrollments
 Expect to Meet Year 2 (2007-2008) FullTime Enrollment/Quality Targets:
-- At Least 165 New Full-Time MBAs
(119 in 2005-2006, 150 in 2006-2007)
-- Higher Quality
-- One of Most Improved Schools in
Top 50
-- 43 Early Leaders
Slide 42
Simon Goal No. 2:
Grow Our Faculty By 10
+2 Net Increase for Fiscal Year 07/08
+3 Net Target Increase for Fiscal Year
08/09
Slide 43
Simon Goal No. 3: Enhance Our
Curriculum and Community
 Frame, Analyze, and Communicate (FACt)
Part of Institutional Fabric
 Strengthening Alumni Network Assists
with Placement Performance
 Average Total Compensation for Graduates
Increases $10,000 (to $99,436)
 Placement Rate at Graduation Increases
from 71% to 78.3%
 Placement Rate 3 Months Out Increases
from 91.1% to 92.4%
Slide 44
Simon Goal No. 4: Advancement
 $9 Million in New Gifts and Commitments in
2006-2007
 $2.9 Million in Cash in 2006-2007
 $1 Million Increase Year-to-Date over Last
Year in Cash
 55 George Eastman Circle Members
 Celebrated $5.4 Million in New
Gifts/Commitments at the Executive
Advisory Committee Meeting on November
2, 2007
Slide 45
Eastman Strengths:
 Exemplary excellence in artistry,
scholarship, leadership and
community engagement
 The Eastman experience:
 Conservatory-level training within a
university setting
 Infusing traditional values with the
fresh energy of innovation
Slide 46
Eastman Institutional Assets
 Centers, institutes, initiatives; examples:
 Hanson Institute for American Music
 Institute for Music Leadership
 Partnerships, such as
 The College
 Rochester Philharmonic Orchestra (RPO)
 George Eastman House
 Eastman Community Music School: 1300 students
 Sibley Library
 International alliances, such as
 Royal Academy of Music (London)
 Paris Conservatoire
 Central Conservatory, Beijing
Slide 47
Eastman Marketplace Challenges
 Overview of music schools in America
 The rapidly changing marketplace of
American music schools
 Our main competitors in music performance:
Oberlin, Juilliard, New England Conservatory,
Yale, USC, Michigan, Indiana, Curtis Institute,
USC
 Our new competitors in music performance:
Shepherd School (Rice), Colburn School (Los
Angeles), Cleveland Institute of Music
 Our main competitors in music scholarship
(music theory and musicology): Princeton,
Yale, Chicago, Cal Berkeley, Harvard
Slide 48
Raising Eastman’s Profile:
How We Intend to Get There
Slide 49
•
Build the New E- experience
•
“Initiatives +”: leverage existing Eastman
initiatives, institutes and collaborations
•
Create the 21st century conversation about music:
o
A New International Focus on Music
Transformation
o
Music’s new alliances
•
The Music Engagement Project: Music for America
•
Market the “Eastman” Name
•
Our music constituents
•
Our community
•
The non-music world
Eastman Theatre Renovation and Expansion
Slide 50
The Eastman Student Funding Initiative
Undergrad: “7-IN-10” Our Strategic Enrollment
Target is to Matriculate Seven Out of Ten of Our Top
Prospects in Each Discipline.
 Maintain 50% discount average, but
 Strategically re-allocate resources to accomplish
better results
Grad: Increase 100% Tuition for MM/DMA
Population from 25 TO 90
 $20M grad funding endowment
 Re-distribution of enrollment
Slide 51
Warner School’s Recent Growth
Category
FY00
FY01
FY02
FY03
FY04
FY05
FY06
FY07
Faculty FTEs
20.3
23.8
26.1
24.6
31.5
29.5
33.6
34.9
6
11
16
23
30
33
41
40
527
580
# funded FT doctoral students
# students
~350
# credits
4514
4509
4909
5058
5530
6335
7144
7528
Financial aid (in $1000s)
575
606
602
791
936
1061
1580
1691
Net tuition
2571
2694
3170
3290
3709
4515
4927
5446
Total core revenues
3653
3761
4400
4616
5232
6109
6756
7449
Grants & other operations
469
580
1154
1390
1384
1920
1768
2131
-
-
-
-
-
625
850
640
Transfer/surplus
Slide 52
Warner SWOT analysis
Slide 53

Strengths: Competitive advantage for bridging research and
practice and for conducting interdisciplinary work; accredited
state-of-the-art programs to prepare practitioners in key
educational fields; comparative advantage for starting programs
in emerging fields; solid financial situation; momentum due to
recent growth and achievements.

Weaknesses: Inadequate facilities; high tuition and thus a need
for greater financial aid; lingering misconception that we are “too
theoretical”; small number of faculty, especially senior faculty
(which presents disadvantages in terms of national visibility and
competing in mainstream areas); limited donor base.

Opportunities: External funding available to support education
reform; potential to serve significantly more students with minimal
investment in faculty; potential for new collaborations with local
schools and community agencies interested in improving
education; promising junior faculty; undercapitalized network of
local alumni.

Threats: Uncertainty of government funding; unclear demographic
trends; potential reductions in employees’ tuition benefits; new
competition for Ed.D. students.
Warner Strategic Goals
 Increase the number of highly-qualified graduates to
improve the educational services offered by schools,
universities and community agencies.
 Increase research output and impact to inform better
educational scholarship, policies and practices.
 Support research-based reform efforts to effectively
address significant educational issues in the region.
 Secure the human capital needed to achieve the
previous goals.
 Secure the facilities needed to allow for growth and
create a quality educational environment.
Slide 54
Warner Functional Space Needs
Current
(2007)
Planned
(2012)
w/ 10%
Growth
w/ 20%
Growth
# faculty
38
45
50
55
# Warner staff
30
31
34
37
# grant staff
5
8
9
10
# funded doc.students
39 (10)
48 (12)
52 (13)
56 (14)
# adjunct instructors’ rooms
3
3
3
3
# offices needed (1 per faculty/staff; 1 per 4
funded doc. students; 3 total for
adjuncts)
85
95
101
114
Large (>35 students) (900 sq.ft.)
1
1
2
2
Medium (25+ students) (650 sq.ft.)
4
8
9
10
small (<15 students) (450 sq.ft.)
10
6
5
4
Break-out rooms/ conference rooms
10
10
10
12
# classes at prime time:
Slide 55
Annualized Average Growth Rate
Peers vs. UR
Peer Average: 8.16%
UR Average: 4.74%
Peer set includes BU, Columbia, Cornell, Duke, Georgetown, Johns Hopkins,
Harvard, NYU, Northwestern, Stanford, Tufts, Chicago, Penn, USC, Vanderbilt,
Washington University, and Yale
Slide 56
Operation Advance Update on Key
Deliverables by Phase
PHASE I: Assessment / Reorganization FY06
• Full assessment of the University’s existing development
programs (DONE)
• New unified organizational structure and management systems
(DONE)
• First Board of Trustees Annual Fund campaign (DONE)
• Implementation of Phases I and II of a new IT system – OASIS
– and business process review (DONE)
• Recruitment of national caliber senior management team
(DONE)
• Planning for new Advancement and Alumni Center (DONE)
• Launch of Charter Phase of George Eastman Circle (DONE)
• Develop business plan (DONE)
Slide 57
UR Graphic Heritage
Colors
1955
Meliora
“ever better”
1850
University seal
Dandelion
1860
Slide 58
Yellowjackets
1926
New Graphic Identity
Athletics
Spirit Mark
Slide 59
New
Yellowjacket
Internal Communications
Create
@Rochester
Circulation:
17,000,
up from 2,600 for
Currents Digest
Slide 60
Internal
Communications
Enhance Currents
(circulation: 9,000)
expand from
4 pgs to 8
refocus, redesign
Slide 61
Internal Communications
Create
online
events
calendar
Slide 62
Internal Communications
Create
Weekly Buzz
(e-newsletter
for undergraduates)
Slide 63
Alumni
Communications
 Expand Rochester
Review
(circulation: 93,500)
 4 issues to 6;
56 pgs to 64
 Experiment with online
alumni calendar (200708)
 Redesign Rochester
Review (2007-08)
 Create e-newsletter for
alumni (2008-09)
 Refocus Review content
(2008-09)
Slide 64
Special Opportunities Fund
Fiscal Year 2007
Fiscal Year 2008
Number of New
Commitments
Number of
Continuing
Commitments
Number of New
Commitments
Number of
Continuing
Commitments
The College
0
3
2
1
Eastman
0
0
1
0
Simon
0
2
0
0
SMD
0
0
3
3
SON
0
0
2
0
Warner
0
2
1
1
0
7
9
5
Total
Slide 65
The Rochester Promise
Slide 66
One University in Many Places
Existing Campus 2007
Potential Long-Term Campus Plan
River Campus
Mt. Hope
Mixed Use
Development
Medical Center
Mid Campus
South Campus
Existing Buildings
Potential Buildings
Slide 67
Proposed Medical and Mid Campus
Existing
Potential
Slide 68
Proposed River Campus
Existing
Potential
Slide 69
Brooks Landing
Slide 70
Riverview Apartments
N
Slide 71