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The University of Tulsa Department of Athletics STRATEGIC PLAN 2014-2019 ®
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Program Integrity The purpose of the Office of Athletics Compliance is to ensure that all institutional staff members, student-athletes and external constituents are aware of and abide by all rules and regulations of the National Collegiate Athletic Association (NCAA), the American Athletic Conference (AAC) and The University of Tulsa. Institutional control is a fundamental requirement of NCAA legislation, and as such, TU is committed to firm institutional control of athletics, to the academic and financial integrity of our athletics program and to the mission and values of the university. OBJECTIVE 1: FOSTER AN ENVIRONMENT OF RULES COMPLIANCE THAT EXHIBITS INSTITUTIONAL CONTROL RELATED TO NCAA, AMERICAN ATHLETIC CONFERENCE AND UNIVERSITY RULES, REGULATIONS AND POLICIES. Existing/Continuing Strategies n Continue to offer a comprehensive rules education program for student-athletes,
athletics staff, university personnel and the TU community. n Review annually The University of Tulsa Department of Athletics Compliance
Manual. OBJECTIVE 2: BE FISCALLY RESPONSIBLE AND GOOD STEWARDS OF OUR RESOURCES. Existing/Continuing Strategies n Continue to identify annual expenditures and develop budgets based upon
departmental needs and resources. New Strategies n Educate all departmental staff on the university budget process. n Review annually and update as necessary the department’s Policies & Procedures
Manual. OBJECTIVE 3: EMPHASIZE GENDER-EQUITY AND DIVERSITY. New Strategies n Participate in an ongoing and regular diversity training program. n Annually track the hiring of all departmental staff in accordance with a defined
gender-equity and diversity plan. n Ensure diverse representation on search committees for athletics department
personnel.
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Academic Excellence TU sport programs will be academically competitve in the American Athletic Conference and at the NCAA regional and national levels. OBJECTIVE 1: CONTINUE TO IMPROVE THE ANNUAL STUDENT-ATHLETE GRADUATION RATE. Existing/Continuing Strategies n Provide student-athletes with the highest quality, comprehensive academic support
program. n Schedule regular meetings between athletics, university administration and
appropriate academic personnel to improve understanding of the needs of studentathletes and to identify common concerns. n Annually review graduation rates and compile information from national and
conference reports regarding individual sports. n Define principles for the recruitment of prospective student-athletes who are
academically prepared to succeed. New Strategies n Develop individual team recruiting plans that identify at-risk prospective student-
athletes. n Hire a learning specialist and an additional academic coordinator. n Invest in technology to assist student-athletes academically.
OBJECTIVE 2: IMPROVE THE DEPARTMENT-WIDE GRADE POINT AVERAGE. Existing/Continuing Strategies n Maintain and continue to evaluate Enhanced Academic Support (EAS) and tutoring
programs for student-athletes. n Promote academic success through and with the support of each coaching staff.
New Strategies n Consult with coaches to identify possible changes in policy that would help student-
athletes achieve their academic goals. OBJECTIVE 3: FOR EACH SPORT PROGRAM TO EXCEED THE NCAA-MANDATED ACADEMIC PROGRESS RATE (APR) OF 930. Existing/Continuing Strategies n Establish plans for academic improvement in order to retain student-athletes who are
at-risk. 12
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Athletic Excellence TU sport programs will be competitive in the American Athletic Conference and at the NCAA regional and national championship levels. OBJECTIVE 1: DEVELOP PLANS THAT WILL ALLOW EACH SPORT PROGRAM TO BE HIGHLY COMPETITIVE WITHIN THE AMERICAN ATHLETIC CONFERENCE AND QUALIFY FOR POSTSEASON COMPETITION. Existing/Continuing Strategies n Foster an environment where TU teams will compete for American Athletic Conference
divisional, regular-season and tournament championships. n Sport administrators will conduct meetings regularly with each head coach to discuss
challenges and opportunities within their sport. n Develop defined roles and responsibilities for sport program administrators, coaches and
related support services. n Research and analyze benchmark data to compare programmatic funding by sport with
peer institutions. n Increase the operational budget of each sport program through fundraising to allow for the
opportunity to meet competitive goals. New Strategies n Develop sport-specific strategies for all TU athletic teams to achieve a conference finish in
the top tier of all American Athletic Conference programs. n Develop an Athletic Program Profile that provides a comprehensive and up-to-date
information on all aspects of each athletic team. n Develop additional strategies to enhance revenue-producing and marquee sports programs.
OBJECTIVE 2: ATTRACT, DEVELOP AND RETAIN HIGH-QUALITY COACHES AND STAFF. Existing/Continuing Strategies n Seek the coaching, administrative and support staffs that embody the core values of TU
Athletics. n Support professional development opportunities for head and assistant coaches.
New Strategies n Develop a systematic approach to reward coaches for performance, athletically and
academically.
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Student-Athlete Experience The University of Tulsa Department of Athletics is committed to the development of student-athletes from their transition from high school to college, during their tenure at the institution and beyond. This holistic approach includes the ongoing development of the student-athlete’s mind and body. OBJECTIVE 1: EMPHASIZE AN INSTITUTIONAL COMMITMENT TO THE STUDENTATHLETE EXPERIENCE. Existing/Continuing Strategies n Enhance our career development services and work with the university’s Office of
Career Services to assist student-athletes in the exploration of career options/interests and in the transition from college to the professional work environment. n Continue to elicit the perspectives of student-athletes on issues that affect the quality
of their collegiate experience and seek new avenues for eliciting this feedback. n Make improvements as necessary to the NCAA-mandated student-athlete exhausted
eligibility exit interview process and materials. n Review annually, and update as necessary, policies and procedures related to team
travel and scheduling. New Strategies n Conduct periodic comprehensive individual sport program evaluations. n Institute a returning student-athlete survey to help identify norms, behaviors and
needs to improve the student-athlete experience. OBJECTIVE 2: CREATE AND IMPLEMENT A COMPREHENSIVE STUDENT-ATHLETE DEVELOPMENT PROGRAM. Existing/Continuing Strategies n Promote leadership development through lectures, workshops, guest speakers and
alumni presentations. New Strategies n Create an ongoing student-athlete development program which will include such
areas as career development, personal finance, mental and physical health, character development and community outreach and involvement. n Create a student-athlete well-being committee to monitor, track and improve the
student-athlete experience.
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Facility Enhancement Our goal is to provide athletics facilities that are on par with our conference peers and that will aid in the recruitment and development of quality student-athletes. OBJECTIVE 1: STRENGTHEN OUR ATHLETICS FACILITY INFRASTRUCTURE TO ENHANCE OUR COMPETITIVE POSITION WITHIN THE CONFERENCE AND NATIONALLY. Existing/Continuing Strategies n In collaboration with the President and the Board of Trustees, prioritize identified
capital projects in accordance with need, overall departmental impact and donor support. New Strategies n Engage in a comprehensive analysis of our athletics facilities infrastructure in order to
identity short- and long-term facility needs. n In conjunction with campus facility planning offices, commission the development of
an Athletics Facilities Master Plan. n Develop an ongoing Athletics Facilities Maintenance Plan in collaboration with
coaches and appropriate campus offices. OBJECTIVE 2: ESTABLISH AN ATHLETICS FACILITY ENHANCEMENT PLAN THAT INCLUDES THE FOLLOWING DESIRED PROJECTS (LISTED IN ALPHABETICAL ORDER): n 100-yard multipurpose indoor practice facility n Academic/Administration center n Additional strength & conditioning facility n Case Tennis Center upgrades and renovations n Hurricane Soccer & Track Stadium seating/office/locker room upgrades n J. Bird Shell Nest (Women’s Rowing) renovations and upgrades n Men’s Basketball locker room/team room renovation n Men’s and Women’s Basketball office upgrades n Men’s and Women’s Golf practice and training facility at the Patriot Golf Course n Reynolds Center special events area n Softball press box/concession/seating upgrades n Sports medicine facility expansion n Training table facility for student-athletes
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External Engagement In order to realize our vision, we must broaden the brand and increase the exposure of TU Athletics to help increase attendance while creating an exciting game day atmosphere. Creating and implementing strategic and realistic marketing plans to maximize attendance are critical. OBJECTIVE 1: IMPLEMENT COORDINATED MARKETING AND PROMOTION PLANS FOR UNIVERSITY SPORTS PROGRAMS. Existing/Continuing Strategies n Develop comprehensive marketing plans that outline how to engage a market that is heavily
saturated with many entertainment options. n Coordinate with Learfield/Golden Hurricane Sports Properties to maximize corporate
partner relationships. n Expand the TU brand to the Tulsa community and surrounding areas via traditional
marketing tools. n Increase civic engagement of student-athletes and coaches.
New Strategies n Hire additional full-time marketing staff members. n Increase marketing budget in order to fund appropriate advertisement of TU Athletics and
to help leverage more trade opportunities. n Implement a spring/summer TU Road Show Coaches Caravan to reach key areas of the
community and outlying regions. OBJECTIVE 2: INCREASE REVENUE THROUGH SEASON, GROUP AND INDIVIDUAL GAME TICKET SALES IN FOOTBALL AND BASKETBALL. Existing/Continuing Strategies n Establish annual goals for season, group and individual game ticket sales for football and
basketball. n Develop appropriate ticket pricing strategies for football and basketball. n Conduct market research to identify factors relating to season ticket purchases and fan
attendance, and develop a plan to engage targeted groups. New Strategies n Develop a detailed plan to grow single-game and mini-package ticket purchasers into full
season ticket holders. n Develop a season ticket holder stewardship plan.
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Development & Fundraising The importance of athletic fundraising has increased significantly over the past 10 years due to the university’s commitment to success across our 18 intercollegiate athletics programs. The Department of Athletics ability to enhance self-generated (external) revenue is critical to help meet the growing financial requirements associated with operating a nationally competitive NCAA Division I athletics program. TU’s pledge to provide our student-athletes the chance to have a world-class university experience and achieve all-around excellence — academically, athletically and personally — will require us to maximize all possible funding avenues. OBJECTIVE 1: BROADEN AND INCREASE ATHLETICS ANNUAL OPERATING SUPPORT BY 10% YEARLY. Existing/Continuing Strategies n Bolster established sport-specific fundraising programs in football and men’s basketball
through strategic identification, cultivation, solicitation and stewardship methods. n Develop a coordinated plan to expand non- and lapsed-donor engagement, donor
retention and young alumni and past letter winner giving. n Review current stewardship practices and develop creative stewardship opportunities
and tactics in order to maximize educational, messaging and fundraising goals. New Strategies n Establish annual and five-year goals for restricted funding, Golden Hurricane Club
membership, annual donation increases, young alumni and letter winner participation and multiyear commitments through The 1930 Society and Leadership Council giving programs. n Annually review Golden Hurricane Club giving levels and seat assessments/premium
seating for football and men’s basketball in order to maximize annual unrestricted operating support.
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Acknowledgements UNIVERSITY LEADERSHIP Steadman Upham, Ph.D. – President Kayla Acebo, Ph.D. – Vice President for Institutional Advancement Roger Blais, Ph.D. – Provost & Vice President for Academic Affairs Kevan Buck, M.B.A. – Executive Vice President & Treasurer Jacqueline Caldwell, J.D. – Associate Vice President & Director of the Presidential Scholars Derrick Gragg, Ed.D. – Vice President & Director of Athletics Earl Johnson, M.S. – Vice President for Enrollment Management & Student Services Duane King, Ph.D. – Vice President for Museum Affairs and Executive Director, Gilcrease Museum Susan Neal, B.A. – Vice President for Public Affairs, Research & Economic Development ATHLETICS COMMITTEE OF THE BOARD OF TRUSTEES L. Duane Wilson – Chairman of the Board of Trustees Barbara Allen – Chair, Athletics Committee of the Board of Trustees Mike Case – Vice Chair, Athletics Committee of the Board of Trustees Binoy Agarwal Steve Bradshaw John (Cy) Elmburg Randy Foutch David Lawson Bobby Lorton Rev. Jim Miller Charles Monroe Evelyn Rayzor Nienhuis Lucinda Rojas-Ross Clifton Taulbert William Thomas Steve Turnbo James Wilburn
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®
800 SOUTH TUCKER DRIVE TULSA, OK 74104 WWW.TULSAHURRICANE.COM
The University of Tulsa does not discriminate on the basis of personal status or group characteristics including, but not limited to individuals on the basis of race, color, religion, national or ethnic origin, age, gender, disability, veteran status, sexual orientation, gender identity or expression, genetic information, ancestry, or marital status. Questions regarding this policy may be addressed to the Office of Human Resources, 918-6312616. For accommodation of disabilities, contact TU’s 504 Coordinator, Dr. Tawny Taylor, 918-631-2315. To ensure availability of an interpreter, five to seven days notice is needed; 48 hours is recommended for all other accommodations. TU#14324
ELEVATE
®
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ELEVATE
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ELEVATE
8
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Program Integrity The purpose of the Office of Athletics Compliance is to ensure that all institutional staff members, student-athletes and external constituents are aware of and abide by all rules and regulations of the National Collegiate Athletic Association (NCAA), the American Athletic Conference (AAC) and The University of Tulsa. Institutional control is a fundamental requirement of NCAA legislation, and as such, TU is committed to firm institutional control of athletics, to the academic and financial integrity of our athletics program and to the mission and values of the university. OBJECTIVE 1: FOSTER AN ENVIRONMENT OF RULES COMPLIANCE THAT EXHIBITS INSTITUTIONAL CONTROL RELATED TO NCAA, AMERICAN ATHLETIC CONFERENCE AND UNIVERSITY RULES, REGULATIONS AND POLICIES. Existing/Continuing Strategies n Continue to offer a comprehensive rules education program for student-athletes,
athletics staff, university personnel and the TU community. n Review annually The University of Tulsa Department of Athletics Compliance
Manual. OBJECTIVE 2: BE FISCALLY RESPONSIBLE AND GOOD STEWARDS OF OUR RESOURCES. Existing/Continuing Strategies n Continue to identify annual expenditures and develop budgets based upon
departmental needs and resources. New Strategies n Educate all departmental staff on the university budget process. n Review annually and update as necessary the department’s Policies & Procedures
Manual. OBJECTIVE 3: EMPHASIZE GENDER-EQUITY AND DIVERSITY. New Strategies n Participate in an ongoing and regular diversity training program. n Annually track the hiring of all departmental staff in accordance with a defined
gender-equity and diversity plan. n Ensure diverse representation on search committees for athletics department
personnel.
10
11
Academic Excellence TU sport programs will be academically competitve in the American Athletic Conference and at the NCAA regional and national levels. OBJECTIVE 1: CONTINUE TO IMPROVE THE ANNUAL STUDENT-ATHLETE GRADUATION RATE. Existing/Continuing Strategies n Provide student-athletes with the highest quality, comprehensive academic support
program. n Schedule regular meetings between athletics, university administration and
appropriate academic personnel to improve understanding of the needs of studentathletes and to identify common concerns. n Annually review graduation rates and compile information from national and
conference reports regarding individual sports. n Define principles for the recruitment of prospective student-athletes who are
academically prepared to succeed. New Strategies n Develop individual team recruiting plans that identify at-risk prospective student-
athletes. n Hire a learning specialist and an additional academic coordinator. n Invest in technology to assist student-athletes academically.
OBJECTIVE 2: IMPROVE THE DEPARTMENT-WIDE GRADE POINT AVERAGE. Existing/Continuing Strategies n Maintain and continue to evaluate Enhanced Academic Support (EAS) and tutoring
programs for student-athletes. n Promote academic success through and with the support of each coaching staff.
New Strategies n Consult with coaches to identify possible changes in policy that would help student-
athletes achieve their academic goals. OBJECTIVE 3: FOR EACH SPORT PROGRAM TO EXCEED THE NCAA-MANDATED ACADEMIC PROGRESS RATE (APR) OF 930. Existing/Continuing Strategies n Establish plans for academic improvement in order to retain student-athletes who are
at-risk. 12
13
Athletic Excellence TU sport programs will be competitive in the American Athletic Conference and at the NCAA regional and national championship levels. OBJECTIVE 1: DEVELOP PLANS THAT WILL ALLOW EACH SPORT PROGRAM TO BE HIGHLY COMPETITIVE WITHIN THE AMERICAN ATHLETIC CONFERENCE AND QUALIFY FOR POSTSEASON COMPETITION. Existing/Continuing Strategies n Foster an environment where TU teams will compete for American Athletic Conference
divisional, regular-season and tournament championships. n Sport administrators will conduct meetings regularly with each head coach to discuss
challenges and opportunities within their sport. n Develop defined roles and responsibilities for sport program administrators, coaches and
related support services. n Research and analyze benchmark data to compare programmatic funding by sport with
peer institutions. n Increase the operational budget of each sport program through fundraising to allow for the
opportunity to meet competitive goals. New Strategies n Develop sport-specific strategies for all TU athletic teams to achieve a conference finish in
the top tier of all American Athletic Conference programs. n Develop an Athletic Program Profile that provides a comprehensive and up-to-date
information on all aspects of each athletic team. n Develop additional strategies to enhance revenue-producing and marquee sports programs.
OBJECTIVE 2: ATTRACT, DEVELOP AND RETAIN HIGH-QUALITY COACHES AND STAFF. Existing/Continuing Strategies n Seek the coaching, administrative and support staffs that embody the core values of TU
Athletics. n Support professional development opportunities for head and assistant coaches.
New Strategies n Develop a systematic approach to reward coaches for performance, athletically and
academically.
14
15
Student-Athlete Experience The University of Tulsa Department of Athletics is committed to the development of student-athletes from their transition from high school to college, during their tenure at the institution and beyond. This holistic approach includes the ongoing development of the student-athlete’s mind and body. OBJECTIVE 1: EMPHASIZE AN INSTITUTIONAL COMMITMENT TO THE STUDENTATHLETE EXPERIENCE. Existing/Continuing Strategies n Enhance our career development services and work with the university’s Office of
Career Services to assist student-athletes in the exploration of career options/interests and in the transition from college to the professional work environment. n Continue to elicit the perspectives of student-athletes on issues that affect the quality
of their collegiate experience and seek new avenues for eliciting this feedback. n Make improvements as necessary to the NCAA-mandated student-athlete exhausted
eligibility exit interview process and materials. n Review annually, and update as necessary, policies and procedures related to team
travel and scheduling. New Strategies n Conduct periodic comprehensive individual sport program evaluations. n Institute a returning student-athlete survey to help identify norms, behaviors and
needs to improve the student-athlete experience. OBJECTIVE 2: CREATE AND IMPLEMENT A COMPREHENSIVE STUDENT-ATHLETE DEVELOPMENT PROGRAM. Existing/Continuing Strategies n Promote leadership development through lectures, workshops, guest speakers and
alumni presentations. New Strategies n Create an ongoing student-athlete development program which will include such
areas as career development, personal finance, mental and physical health, character development and community outreach and involvement. n Create a student-athlete well-being committee to monitor, track and improve the
student-athlete experience.
16
17
Facility Enhancement Our goal is to provide athletics facilities that are on par with our conference peers and that will aid in the recruitment and development of quality student-athletes. OBJECTIVE 1: STRENGTHEN OUR ATHLETICS FACILITY INFRASTRUCTURE TO ENHANCE OUR COMPETITIVE POSITION WITHIN THE CONFERENCE AND NATIONALLY. Existing/Continuing Strategies n In collaboration with the President and the Board of Trustees, prioritize identified
capital projects in accordance with need, overall departmental impact and donor support. New Strategies n Engage in a comprehensive analysis of our athletics facilities infrastructure in order to
identity short- and long-term facility needs. n In conjunction with campus facility planning offices, commission the development of
an Athletics Facilities Master Plan. n Develop an ongoing Athletics Facilities Maintenance Plan in collaboration with
coaches and appropriate campus offices. OBJECTIVE 2: ESTABLISH AN ATHLETICS FACILITY ENHANCEMENT PLAN THAT INCLUDES THE FOLLOWING DESIRED PROJECTS (LISTED IN ALPHABETICAL ORDER): n 100-yard multipurpose indoor practice facility n Academic/Administration center n Additional strength & conditioning facility n Case Tennis Center upgrades and renovations n Hurricane Soccer & Track Stadium seating/office/locker room upgrades n J. Bird Shell Nest (Women’s Rowing) renovations and upgrades n Men’s Basketball locker room/team room renovation n Men’s and Women’s Basketball office upgrades n Men’s and Women’s Golf practice and training facility at the Patriot Golf Course n Reynolds Center special events area n Softball press box/concession/seating upgrades n Sports medicine facility expansion n Training table facility for student-athletes
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19
External Engagement In order to realize our vision, we must broaden the brand and increase the exposure of TU Athletics to help increase attendance while creating an exciting game day atmosphere. Creating and implementing strategic and realistic marketing plans to maximize attendance are critical. OBJECTIVE 1: IMPLEMENT COORDINATED MARKETING AND PROMOTION PLANS FOR UNIVERSITY SPORTS PROGRAMS. Existing/Continuing Strategies n Develop comprehensive marketing plans that outline how to engage a market that is heavily
saturated with many entertainment options. n Coordinate with Learfield/Golden Hurricane Sports Properties to maximize corporate
partner relationships. n Expand the TU brand to the Tulsa community and surrounding areas via traditional
marketing tools. n Increase civic engagement of student-athletes and coaches.
New Strategies n Hire additional full-time marketing staff members. n Increase marketing budget in order to fund appropriate advertisement of TU Athletics and
to help leverage more trade opportunities. n Implement a spring/summer TU Road Show Coaches Caravan to reach key areas of the
community and outlying regions. OBJECTIVE 2: INCREASE REVENUE THROUGH SEASON, GROUP AND INDIVIDUAL GAME TICKET SALES IN FOOTBALL AND BASKETBALL. Existing/Continuing Strategies n Establish annual goals for season, group and individual game ticket sales for football and
basketball. n Develop appropriate ticket pricing strategies for football and basketball. n Conduct market research to identify factors relating to season ticket purchases and fan
attendance, and develop a plan to engage targeted groups. New Strategies n Develop a detailed plan to grow single-game and mini-package ticket purchasers into full
season ticket holders. n Develop a season ticket holder stewardship plan.
20
21
Development & Fundraising The importance of athletic fundraising has increased significantly over the past 10 years due to the university’s commitment to success across our 18 intercollegiate athletics programs. The Department of Athletics ability to enhance self-generated (external) revenue is critical to help meet the growing financial requirements associated with operating a nationally competitive NCAA Division I athletics program. TU’s pledge to provide our student-athletes the chance to have a world-class university experience and achieve all-around excellence — academically, athletically and personally — will require us to maximize all possible funding avenues. OBJECTIVE 1: BROADEN AND INCREASE ATHLETICS ANNUAL OPERATING SUPPORT BY 10% YEARLY. Existing/Continuing Strategies n Bolster established sport-specific fundraising programs in football and men’s basketball
through strategic identification, cultivation, solicitation and stewardship methods. n Develop a coordinated plan to expand non- and lapsed-donor engagement, donor
retention and young alumni and past letter winner giving. n Review current stewardship practices and develop creative stewardship opportunities
and tactics in order to maximize educational, messaging and fundraising goals. New Strategies n Establish annual and five-year goals for restricted funding, Golden Hurricane Club
membership, annual donation increases, young alumni and letter winner participation and multiyear commitments through The 1930 Society and Leadership Council giving programs. n Annually review Golden Hurricane Club giving levels and seat assessments/premium
seating for football and men’s basketball in order to maximize annual unrestricted operating support.
22
23
ELEVATE
24
25
ELEVATE
26
27
Acknowledgements UNIVERSITY LEADERSHIP Steadman Upham, Ph.D. – President Kayla Acebo, Ph.D. – Vice President for Institutional Advancement Roger Blais, Ph.D. – Provost & Vice President for Academic Affairs Kevan Buck, M.B.A. – Executive Vice President & Treasurer Jacqueline Caldwell, J.D. – Associate Vice President & Director of the Presidential Scholars Derrick Gragg, Ed.D. – Vice President & Director of Athletics Earl Johnson, M.S. – Vice President for Enrollment Management & Student Services Duane King, Ph.D. – Vice President for Museum Affairs and Executive Director, Gilcrease Museum Susan Neal, B.A. – Vice President for Public Affairs, Research & Economic Development ATHLETICS COMMITTEE OF THE BOARD OF TRUSTEES L. Duane Wilson – Chairman of the Board of Trustees Barbara Allen – Chair, Athletics Committee of the Board of Trustees Mike Case – Vice Chair, Athletics Committee of the Board of Trustees Binoy Agarwal Steve Bradshaw John (Cy) Elmburg Randy Foutch David Lawson Bobby Lorton Rev. Jim Miller Charles Monroe Evelyn Rayzor Nienhuis Lucinda Rojas-Ross Clifton Taulbert William Thomas Steve Turnbo James Wilburn
28
29
®
800 SOUTH TUCKER DRIVE TULSA, OK 74104 WWW.TULSAHURRICANE.COM
The University of Tulsa does not discriminate on the basis of personal status or group characteristics including, but not limited to individuals on the basis of race, color, religion, national or ethnic origin, age, gender, disability, veteran status, sexual orientation, gender identity or expression, genetic information, ancestry, or marital status. Questions regarding this policy may be addressed to the Office of Human Resources, 918-6312616. For accommodation of disabilities, contact TU’s 504 Coordinator, Dr. Tawny Taylor, 918-631-2315. To ensure availability of an interpreter, five to seven days notice is needed; 48 hours is recommended for all other accommodations. TU#14324
