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Tufts University School of Medicine

 136 Harrison Avenue
 Boston, MA 02111
[P] (617) 636-6876
[F] --
Katharine Canfield
 Printable Profile (Summary / Full)
EIN 04-2103634

LAST UPDATED: 04/13/2015
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

The mission of Tufts University School of Medicine is to educate doctors and other health professionals who are committed to humanitarian values as well as to clinical care. The medical school and its affiliated Sackler School of Graduate Biomedical Sciences educate physicians, scientists, and public health professionals to become leaders in their fields; advance biomedical science through research, discovery, and communication; and partner with institutions to provide the best care to our patients and communities. Recognizing the need for globally-engaged 21st-century health professionals, TUSM also promotes global health education as a key component of its educational mission.

Mission Statement

The mission of Tufts University School of Medicine is to educate doctors and other health professionals who are committed to humanitarian values as well as to clinical care. The medical school and its affiliated Sackler School of Graduate Biomedical Sciences educate physicians, scientists, and public health professionals to become leaders in their fields; advance biomedical science through research, discovery, and communication; and partner with institutions to provide the best care to our patients and communities. Recognizing the need for globally-engaged 21st-century health professionals, TUSM also promotes global health education as a key component of its educational mission.

FinancialsMORE »

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $777,277.00
Projected Expense $777,277.00

ProgramsMORE »

  • Biomedical Research
  • Community Health
  • Global Health
  • Medical Education
  • Public Health

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

The mission of Tufts University School of Medicine is to educate doctors and other health professionals who are committed to humanitarian values as well as to clinical care. The medical school and its affiliated Sackler School of Graduate Biomedical Sciences educate physicians, scientists, and public health professionals to become leaders in their fields; advance biomedical science through research, discovery, and communication; and partner with institutions to provide the best care to our patients and communities. Recognizing the need for globally-engaged 21st-century health professionals, TUSM also promotes global health education as a key component of its educational mission.

Background Statement

Tufts University School of Medicine, originally designated “the Medical School of Tufts College,” was established in 1893 as a co-educational institution. Today, Tufts University School of Medicine and the Sackler School of Graduate Biomedical Sciences are international leaders in innovative medical education and advanced research. The School of Medicine and the Sackler School are renowned for excellence in education in general medicine, biomedical sciences, public health, health communication, special combined degree programs in business, health management, public health, bioengineering and international relations, as well as basic and clinical research at the cellular and molecular level. Ranked among the top in the nation, the School of Medicine is affiliated with six major teaching hospitals and more than 30 health care facilities. Tufts University School of Medicine and the Sackler School undertake research that is consistently rated among the highest in the nation for its effect on the advancement of medical science.

TUSM’s approach encompasses several distinct degree programs. Students pursuing an M.D. are educated in the classroom and a variety of distinguished clinical settings at TUSM’s 21 affiliated hospitals in the Boston area, Maine, and western Massachusetts. PhD students in the biomedical sciences receive doctoral training through the Sackler School of Graduate Biomedical Sciences. Students interested in careers in public health choose from advanced degrees in public health, biomedical sciences (including veterinary medicine and nutrition) and health communications. Additional professional degree programs combine medicine with business management, law, and a recently created Physician Assistant program. Regardless of the educational pathway, TUSM provides all students a high quality educational experience that is rigorous, and committed to professionalism.

Impact Statement

Each year, TUSM expands the pipeline of future physicians, scientists, and public health providers dedicated to the health of individuals and communities in the United States and worldwide. In 2013, the medical school conferred 423 MD, PhD, MPH, and other professional degrees. Also in 2013, the Department of Public Health and Community Medicine launched two new professional degree programs: a Physician Assistant program and a Masters in Science in Development and Regulation of Medicines and Devices. And in 2012, the medical and Sackler schools were awarded more than $38 million in NIH grants.

Primary TUSM goals for the year ahead reflect key themes of the university’s recently approved strategic plan and include the following broad goals: 1) Enable and integrate transformational experiences. 2) Engage and celebrate commonalities and differences; 3) Create innovative approaches to local and global challenges.

Needs Statement

Scholarships for graduate and medical students will enhance the school’s diversity and learning environment, enable students that might not otherwise have the opportunity to attend the medical or Sackler schools, reduce the impact on debt on Student’s career choices, and address the nation’s shortage of primary care physicians.

Professorships will allow Tufts University to recruit world-class faculty that has allowed our University to rank among the world's best medical research institutions for clinical medicine

Research support will allow our scientists to transform basic research into new therapeutics and improved diagnostics.

Capital support will allow Tufts University medical and graduate school to create new spaces for both teaching and research. This will allow the University to recruit the most promising students, the best scientists and faculty and continue to shape future scholars and physicians.

CEO Statement

The TUSM faculty takes pride in its commitment to educating the next generation of scientists, public health practitioners and clinicians. Our community is comprised of men and women who are passionate about their work and are poised to make significant contributions to clinical medicine, health care and translational research.

TUSM's achievements are a tribute to the University, our faculty, our students, our staff, and our alumni. We select each new entering class with the intent of ensuring that we will train tomorrow’s medical leaders, secure in the knowledge that they will be well prepared to practice their chosen specialties and to meet the health needs of communities throughout the world.

Harris A. Berman, MD; Dean of the School of Medicine.

Board Chair Statement

At least once in every generation, we must rediscover Tufts. That means we must engage with one another to learn about our collective dreams, capacities and challenges. The Carnegie Foundation classifies Tufts University among the top-tier United States research institutions in higher education. Every year, Tufts faculty and students undertake more than 500 innovative research projects on Tufts' four campuses in the United States and Europe. Tufts researchers collaborate with colleagues in medicine, public health, engineering, nutrition, dentistry, veterinary medicine, international relations, and the physical, biological and social sciences in dozens of countries. Federal funding for Tufts' research projects annually totals about $160 million, including its affiliated hospitals. Benefiting from a prime location in America's higher-education hub of greater Boston, Tufts' undergraduate, graduate and professional schools deliver compelling research findings that shed light on the mysteries of life, the world around us, and some of the most complex human and health issues. Recently published Tufts studies have explained for the first time why fireflies flash, offered new evidence supporting cancer-fighting strategies, and provided fresh insights into how our galaxy formed and continues to evolve. Tufts faculty are leading world authorities on antibiotic resistance, HIV and Lyme disease, cholera and other pressing health issues. Our nutrition researchers, working in the world's largest research institute devoted to nutrition and aging, are recognized by their peers nationally and internationally for their contributions to research and public policy. According to the Institute of Scientific Information, Tufts ranked No. 1 in the U.S. (from 1996-2000) for the impact of its research in public health and health care sciences. With ramifications for patients and the nation's entire healthcare system, this research is enormously complex. Tufts researchers have examined a number of critical issues, studying whether health care is better in certain medical settings, if certain procedures or treatments improve outcomes, if individual health results are better if treatment is undertaken by one medical specialist over another, and so on. According to an exclusive 2001 international survey published by Great Britain'sGuardiannewspaper, ""Tufts University tops the world rankings"" for the global impact of its social science research, beating out institutions from the U.K., Germany, Canada, and peer institutions across the United States. TheGuardianreported that Tufts' social science research findings-ranging from medicine and nutrition to philosophy, political science, child development and community health issues-are among the most frequently cited in academic journals. More than 1,500 undergraduate and graduate students work alongside Tufts faculty and researchers every day in more than 200 University labs, hospitals, environmental cleanup sites and community-based programs. This research often results in public policy changes in the U.S. and in other countries. -- David R. Harris, Provost

Geographic Area Served


Tufts University School of Medicine and the Sackler School of Graduate Biomedical Sciences draw students from around the United States and world. While the majority of students are from the northeast, students and researchers are trained to advance the health in both local and global settings.

Organization Categories

  1. Education - Graduate & Professional Schools
  2. Medical Research - Biomedicine & Bioengineering Research
  3. Education - Universities

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)



Biomedical Research

Education at the Tufts University School of Medicine (TUSM) takes place within a vital and growing research community, internationally known for its remarkable basic science, translational, and clinical research. TUSM has one of the richest concentrations of health sciences research programs in the world, sharing its Boston campus with Tufts Medical Center, the Sackler School of Graduate Biomedical Science, the Friedman School of Nutrition Science & Policy, the School of Dental Medicine and the Jean Mayer USDA Human Nutrition Research Center on Aging. All of these are research-rich learning environments. Our collegial, interdisciplinary environment enriches the experiences of all of our students and offers a number of opportunities for participation in hands-on research.

Budget  $37.9 million
Category  Education, General/Other
Population Served College Aged (18-26 years)
Program Short-Term Success  Short-term success is reflected by lab activities, funding/awards, and publications.
Program Long-Term Success  Long-term success is demonstrated by impact on the field of scientific research; contributions to human health and disease prevention; and commercialization of scientific discovery for public benefit.
Program Success Monitored By  Biomedical research taking place at TUSM is closely monitored by academic and administrative leaders.
Examples of Program Success 
1) TUSM faculty includes two Howard Hughes investigators, two members of the National Academy of Sciences, and four members of the Institute of Medicine.
2) In the last fiscal year, the medical school was the recipient of $38 million in federal research funding ($81.3 million total, when combined with affiliated hospital collaborations).
3) In the last year, TUSM faculty members have published in nearly 500 peer-reviewed journals.
4) There are multiple areas in which TUSM faculty have made important contributions to scientific theory, mechanism and application.

Community Health

TUSM offers many opportunities for students to engage in local health issues. For example, in our own neighborhood of Chinatown, students participate in a range of clinical, research, and community outreach initiatives. Students also volunteer in local clinics for the medically underserved. One of these clinics is Sharewood, a student-established and student-run community-based clinic offering free care to for medically underserved individuals and families of metropolitan Boston. Through the Community Service Learning initiative, medical students collaborate with community-based partners to examine issues such as healthcare disparities, community outreach, public health initiatives, and humanitarian service.
Budget  $
Category  Health Care, General/Other
Population Served Adults
Program Short-Term Success      
Program Long-Term Success     
Program Success Monitored By    
Examples of Program Success     

Global Health

TUSM recognizes that 21st century health professionals—whether they are clinicians, researchers, public health specialists, or industry leaders—must view their careers through the lens of global health. Our medical, biomedical, and public health students are immersed in the global health dimensions of their chosen fields of study. For example, students at the Sackler school examine the molecular mechanisms behind many global health threats, including HIV, cholera, and animal-borne illnesses. TUSM also offers learning opportunities in a number of established global health programs, including those in India, Panama, Ghana, Nicaragua, Haiti and other locations. Students who travel abroad to learn and contribute are exposed to experiences that not only enrich their own lives but also those of our global partners and host communities. Together with our international partners, TUSM prepares its graduates to be part of a growing cadre of health professionals equipped with the skills needed to tackle global health challenges around the world.

Budget  $
Category  Education, General/Other
Population Served Other Named Groups
Program Short-Term Success     
Program Long-Term Success      
Program Success Monitored By     
Examples of Program Success    

Medical Education

Tufts University School of Medicine is dedicated to advancing biomedical knowledge and humane healing through innovative educational programs. Our rigorous curriculum, world-class faculty, state-of-the-art facilities, and hands-on experiences give students the training they need to become first-rate 21st century health care professionals. Graduates of Tufts University School of Medicine (TUSM) go on to successful careers in clinical medicine, research, teaching, business, and public health. On our bustling health sciences campus, close to several of the world’s leading hospitals, students are immersed in a robust climate of individuals dedicated to research, clinical care, and global health.
Budget  $
Category  Education, General/Other
Population Served College Aged (18-26 years)
Program Short-Term Success      
Program Long-Term Success     
Program Success Monitored By       
Examples of Program Success      

Public Health

In 1986, TUSM was the first university in the United Sates to establish a four-year M.D./M.P.H. program. Ten years later, the school added a freestanding MPH program, soon to be followed by combined public health degree programs that integrate public health curricula with additional fields of study. The university’s global perspective and deep commitment to active citizenship and interdisciplinary scholarship translate into a rich milieu in which to engage in critical thinking. Faculty members bring experience from diverse fields such as engineering, nutrition, law, health care, medicine, behavioral sciences, occupational health, and business. Through relationships with institutions around the world, public health students work in local communities and rural settings, experiencing firsthand the public health challenges many people face every day.

Budget  $
Category  Medical Research, General/Other
Population Served Adults
Program Short-Term Success     
Program Long-Term Success     
Program Success Monitored By     
Examples of Program Success       

CEO/Executive Director/Board Comments

Interdisciplinarity now stands as the foremost academic initiative of our time. On both personal and collective levels--as teachers, scholars, administrators, and students--we are faced daily with the need to rethink our most basic theoretical and practical assumptions in accordance with a host of considerations that require sensitivity to questions of ever-changing international, multicultural, thematic and technological issues. Whether we are philosophers building a bridge to cognitive sciences, art historians adapting literacy criticism, musicians composing on computers, biologists reading political theory or engineers interfacing with local K-12 programs, interdisciplinarity speaks at once to our most ambitious, deeply meaningful and pragmatic intellectual and social interests.Interdisciplinary programs are an essential learning mechanism on the Tufts campus. All of Tufts' schools and colleges encourage and initiate multidisciplinary dialogue and new cross-subject approaches to curriculum, pedagogy, research and outreach. Our increasingly collaborative aims and innovations will continue to thrive in the coming decade, as Tufts' leadership is committed to driving the interdisciplinary impulse across the university.


CEO/Executive Director Dr. Anthony P. Monaco
CEO Term Start Aug 2011
CEO Email
CEO Experience A distinguished geneticist, Dr. Anthony Monaco had previously served as the Pro-Vice-Chancellor for Planning and Resources at the University of Oxford (UK) since 2007. At Tufts, he holds faculty appointments as a Professor of Biology in the School of Arts and Sciences and as a Professor of Neuroscience at Tufts University School of Medicine. An accomplished leader, scientist and teacher, Dr. Monaco brings to the Tufts presidency deep-rooted commitments to academic excellence, diversity and inclusion, and a global perspective. Since arriving at Tufts, he has established, and chairs, councils charged with making recommendations for policies and practices that will advance diversity and campus sustainability across the university. President Monaco has also launched a university-wide initiative to build on Tufts' existing strengths in interdisciplinary research and graduate education. At Oxford, Dr. Monaco developed and led strategic planning initiatives for academic programs, student recruitment, senior academic appointments, capital improvements and budgeting and resource allocation across the university's four academic divisions, central administration, library and museums. He was an active steward of programs to make an Oxford education possible for students from a wide range of backgrounds. A native of Wilmington, Delaware, President Monaco received his undergraduate degree from Princeton University in 1981, and his M.D. and Ph.D. through Harvard Medical School's Medical Scientist Training Program, where he specialized in the genetics of neurological disorders. His doctoral research led to a landmark scientific discovery: the gene responsible for X-linked Duchenne and Becker muscular dystrophies.
Co-CEO Mr. David Harris
Co-CEO Term Start July 2012
Co-CEO Email
Co-CEO Experience

Prior to becoming Provost, Dr. Harris served as Senior Associate Dean, Deputy Provost, Vice Provost for Social Sciences, and Professor of Sociology at Cornell University. As Deputy Provost at Cornell he focused on a number of key Provost Office priorities, including academic planning, admissions and financial aid, and diversity. As Vice Provost for Social Sciences he was responsible for leading the development and implementation of university-wide efforts to enhance the social sciences, and for providing a social sciences perspective on Cornell policies and priorities.

In 2010-2011, Dr. Harris also served as the Deputy Assistant Secretary for Human Services Policy at the U.S. Department of Health and Human Services, where he led the Office of Human Services Policy in the Office of the Assistant Secretary for Planning and Evaluation (ASPE).

Dr. Harris has broad research interests in social stratification, race and ethnicity, social identity, and other areas of public policy. His work has applied theories from sociology, economics, and psychology to empirical studies of racial and ethnic disparities in socioeconomic status, the fluidity of race, and racial and nonracial determinants of residential mobility. In addition to publications in academic journals, public policy outlets, and major national newspapers, he is editor of The Colors of Poverty: Why Racial and Ethnic Disparities Persist (Russell Sage Foundation 2008), and the lead author of Eliminating Racial Disparities in College Completion and Achievement: Current Initiatives, New Ideas, and Assessment (Teagle Foundation 2006).

Dr. Harris holds a B.S. in Human Development and Social Policy, and a Ph.D. in Sociology, from Northwestern University.

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Michael A. Baenan Assistant Secretary of the Corporation --
Patricia L. Campbell Executive Vice President --
Kathleen Cronin Vice President for Human Resources --
Mary R. Jeka Senior Vice President for University Relations --
Eric C. Johnson Vice President for University Advancement --
David J. Kahle Vice President for Information Technology & Chief Information Officer --
Darleen P. Karp Associate Treasurer --
Thomas S. McGurty Vice President for Finance & Treasurer --
Linda L. Snyder Vice President for Operations --
Paul J. Tringale Secretary of the Corporation --


Award Awarding Organization Year
-- -- --


Affiliation Year
Council for Advancement and Support of Education (CASE) 2000
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
New England Association of Schools and Colleges 2013



CEO/Executive Director/Board Comments

This is a decisive moment for Tufts University. We face an array of challenges in a rapidly changing higher education landscape—political, financial, organizational, technological, and demographic—that require careful consideration and thoughtful responses. President Monaco has decided that the best way to confront those challenges is by developing a university-wide strategic plan. A strategic planning process is an opportunity for all of us, as a community, to rediscover Tufts University and its role in the world and then to develop a blueprint to achieve our shared goals in teaching and learning, research and scholarship, and service to society. We must ensure that Tufts remains true to the mission and values that distinguish this extraordinary institution while pursuing new ways of doing what we do best. The strategic plan will define both an aspirational future for Tufts and the resources required to take us there. It will emerge from broad consultation across the university community. We will mine the best ideas from everyone who is invested in defining a way forward for Tufts. The strategic plan will not be an end point, but an evolving document that will undergo annual review and revision as needs and priorities shift. After a decade of stability in the offices of the President and Provost, the university has new leaders in both roles. It is important that we all listen and learn together. This road map forward will allow President Monaco, myself, the school deans, and others to make decisions guided by a collective understanding of our goals and not what we, as individuals, think is right for Tufts. We cannot afford to ignore existing and emerging opportunities to address such pressing issues as affordability, access, diversity, sustainability, and technological change. We are indeed fortunate that Tufts has a unique combination of schools and areas of expertise that convey special strategic advantages. Even in the diverse and highly competitive niche of research institutions where it resides, Tufts stands out for its complementary ensemble of academic programs. A strategic plan will help guide our priority setting and capital investments to ensure that we are making the most of our enormous potential for cross-school collaborations. At the same time, we must ground our pursuit of new directions in teaching, scholarship, research, and service in a sustainable financial model that protects the university for the long term. A strategic plan will help us achieve that balance between innovation and prudence. -- David Harris, Provost

Foundation Comments


Staff Information

Number of Full Time Staff 3,745
Number of Part Time Staff 780
Number of Volunteers 5,000
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 280
Asian American/Pacific Islander: 434
Caucasian: 3,440
Hispanic/Latino: 173
Native American/American Indian: 6
Other: 154
Other (if specified): Biracial (35); Hawaiian/Pacific Islander (3)
Gender Female: 2,668
Male: 1,857
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 10
Management Succession Plan No
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy No
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Mr. Peter R. Dolan
Board Chair Company Affiliation Child Obesity 180
Board Chair Term Nov 2013 -
Board Co-Chair Mr. William R. O'Reilly Jr.
Board Co-Chair Company Affiliation Wilmer Cutler Pickering Hale and Dorr, LLP
Board Co-Chair Term Nov 2013 -

Board Members

Name Company Affiliations Status
Thomas Alperin National Development Voting
John Bello South Beach Beverage Company --
Robert Bendetson The Cabot House Voting
Alison Breed Volunteer Voting
Dr. Betsy Busch Tufts University School of Medicine Voting
Dr. Elizabeth Cochary Gross Friedman School of Nutrition Science and Policy --
Dr. John De Jong Boston Mobile Veterinary Clinic Voting
Jeannie Dieffenderfer Volunteer Voting
Daniel Doherty Eastern Real Estate LLC Voting
Peter Dolan Chairman of the Board of Trustees of Tufts University --
Laurie Gabriel Volunteer Voting
Steven Galbraith Volunteer Voting
Steven Goldstein University of Michigan Voting
Michael Gordon Vinik Asset Management LLC Voting
Bruce Grossman Dillon Hill Capital --
Diane Hessan Communispace Voting
Varney Hintlian Prospectus LLC Voting
Deborah Jospin sagawa / jospin Voting
Brian Kavoogian Charles River Realty Investors Voting
Jeffrey Kindler Paragon Pharmaceuticals Voting
Deborah Knez Knez Family Charitable Foundation Voting
Ellen Kullman DuPont Voting
Seth Merrin LiquidNet Holdings Voting
Dr. Ioannis Miaoulis Boston Museum of Science Voting
Dr. Anthony Monaco President, Tufts University Voting
Jeffrey Moslow Goldman Sachs Voting
Elyse Newhouse Dress Your Guests LLC --
Kathleen O'Loughlin American Dental Association Voting
William O'Reilly Wilmer Cutler Pickering Hale and Dorr, LLP Voting
David Rone Time Warner Cable Voting
Hugh Roome Scholastic International Voting
Andrew Safran Deutsche Bank Voting
Janice Savin-Williams Williams Capital Group, L.P. Voting
Neal Shapiro Voting
Tina Surh New York University Voting
Jonathan Tisch Loews Corporation Voting
Teri Volpert Volunteer Voting
Rev. Gloria White-Hammond Bethel AME. Church Voting
James Wong Paulson & Co. Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 3
Caucasian: 32
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 14
Male: 24
Not Specified 0

Board Information

Board Term Lengths 5
Board Term Limits 2
Board Meeting Attendance % 82%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees


CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $777,277.00
Projected Expense $777,277.00
Form 990s

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

Audit Documents

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $898,466,762 $805,863,799 $851,708,537
Total Expenses $867,948,687 $824,284,146 $767,972,049

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- $29,800,000
Government Contributions $136,250,715 $140,931,055 $143,286,923
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $136,250,715 $140,931,055 $143,286,923
Individual Contributions $72,901,310 $64,948,564 $63,598,728
Indirect Public Support -- -- --
Earned Revenue $583,815,434 $562,724,162 $529,793,922
Investment Income, Net of Losses $105,499,303 $37,260,018 $85,228,964
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $770,727,354 $733,846,207 $687,482,651
Administration Expense $78,598,635 $70,886,307 $61,920,777
Fundraising Expense $18,622,698 $19,551,632 $18,568,621
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.04 0.98 1.11
Program Expense/Total Expenses 89% 89% 90%
Fundraising Expense/Contributed Revenue 9% 9% 8%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $2,981,550,363 $2,873,083,496 $2,718,084,090
Current Assets $167,933,889 $188,595,629 $214,867,933
Long-Term Liabilities $714,217,155 $746,713,197 $590,842,359
Current Liabilities $190,682,190 $177,541,753 $77,803,238
Total Net Assets $2,076,651,018 $1,948,828,546 $2,049,438,493

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $1,472,355,250.00
Spending Policy Percentage
Percentage(If selected) 5.0%
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 0.88 1.06 2.76

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 24% 26% 22%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s, reflecting Tufts University (Trustees of Tufts College) as a whole. The income and expense projections above are for the School of Medicine only. Contributions from foundations and corporations are listed under individuals when the breakout was not available.


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?

The mission of Tufts University School of Medicine is to educate doctors and other health professionals who are committed to humanitarian values as well as clinical care. Our related ultimate goal is to train future physicians, scientists, and other health professionals to advance human and public health. This is demonstrated by the number of students who graduate each year and advance to residencies and other health care professions – outcomes that the medical school tracks with each graduating class.

2. What are your strategies for making this happen?

TUSM accomplishes the above goal by 1) preparing graduates to address complex issues with compassion and superior technical skills; 2) offering an innovative curriculum that includes early clinical opportunities and state-of-the-art simulation experiences; and 3) encouraging hands-on learning and service in diverse communities locally and around the globe.

3. What are your organization’s capabilities for doing this?

The medical and Sackler schools employ 161 faculty (both full- and part-time), more than 4,400 clinical faculty (who supervise students at 21 affiliated hospitals), and 1,450 staff. The faculty include two Nobel laureates, two Howard Hughes investigators, two members of the National Academy of Sciences, and five members of the Institute of Medicine. Teaching, lab, and office space take place primarily in three largely renovated, state-of-the-art facilities at the medical school’s Chinatown campus. The work of the medical and Sackler schools are advanced through the generous support of individual donors (alumni and others), corporations and foundations, and federal funders such as the National Institutes of Health. The school’s medical advisory board provides counsel to TUSM leaders. The university’s extraordinary dedication to active citizenship, which permeates all of its schools, as well as its Maine Track program, which trains future physicians in rural medicine, distinguishes the medical school from others and creates unique opportunities for funding and community partnerships.

4. How will your organization know if you are making progress?

The medical and Sackler schools continually track a number of quantitative and qualitative metrics:
  • Number of students applications each year
  • Number of top-choice residencies offered to fourth-year students
  • Amount of financial aid TUSM is able to offer
  • Scientific evaluations of peers for grants and publications
  • Number of active collaborations with industry
  • Total annual dollar amount of grants, gifts, and contributions

5. What have and haven’t you accomplished so far?

While TUSM remains a top choice for medical school applicants (in 2012, 8,318 students applied for 200 spots, making Tufts one of the ten most competitive schools in the U.S.), the medical school has not been able to offer the same level of financial aid, including scholarships, as some of its peer schools. Increasing financial aid – which would improve diversity and reduce the level of post-graduation debt – has been a priority of the school in recent years.