The University of Memphis

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The Universityof Memphis

• President Shirley Raines
• Board of VisitorsAnnual Retreat
• August 2003

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The University of Memphis

• One of Americas
• Great
• Metropolitan
• Research
• Universities

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Our Vision

• The University of Memphis will be viewed among
  the leading metropolitan research universities in
  the United States, recognized as a living urban
  laboratory and acclaimed for its unique
  investments in people, for productive
  partnerships, and for innovative
  interdisciplinary initiatives.

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New Beginnings

Three additions to the Universitys
Administrative Leadership Team
Dr. Douglas E. Hurley V.P. for Information
Technology
Dr. Rosie P. Bingham V.P. for Student Affairs
Dr. Robert P. Bartlett V.P. for Advancement
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Familiar Faces

Continuing to provide outstanding leadership
Mr. Charles Lee V.P. for Business Finance
Mr. R. C. Johnson Athletic Director
Dr. Ralph J. Faudree, Jr. Provost
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New Beginnings

• The move to Wilder Tower is complete and student
  services are now located in a single facility
• Student registration
• Financial aid
• Placement
• Advising
• Testing
• Career Services

Dedication on August 25 following our
first Freshman Convocation
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New Beginnings
FedEx Institute of Technology

• Technologically enhanced learning opportunities
• Grand Opening Nov. 19-20, 2003
• State, City, County, corporate funding

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New BeginningsMillington Center

• Extended programs and research activities
• Phase 1 in design for classroom relocation from
  Navy Base
• Foundation Loan

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New BeginningsPrescott Acquisition

• New space for renovation and use

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University Budget FY2004

• Original Budget
• 293.2 million
• Adjusted for 14 fee increase

in millions
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Revenue Changes FY2004
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Revenues All SourcesOriginal Budget base
Total Revenues 293M
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Base Budget by Object Original FY04
Operating includes scholarships, utilities,
maintenance, supplies, technology,
communications
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Base Budget by Division Original FY04
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Annual Fees FY04with 14 increase for Fall
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Formula vs Actual State Funding

The funded percentage of the Higher Education
Formula has declined over the past decade and is
now at an all time low.
Cumulative 10-yr shortfall 100 million
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Appropriation Tuition as a percentage of EG
revenue
Fees continue to fill the gap are now at 49 of
the EG Budget
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Challenges for 03-04

• Tuition increase of 14 insufficient to offset 9
  reduction in base budget state funding.
• Lottery benefits to students and to
  colleges/universities still uncertain.
• TBR mandate no salary increases this year when
  people are losing jobs.
• Continued attention to cost-saving measures to
  meet the needs of students, faculty, and staff.

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Making the Leap from Good to Great

• We intend to become a world-class university by
  our 100th birthday.
• We are
• Defining where we are as a good university.
• Determining where we need to be to be great.
• Determining what it will take to make the leap
  from good to great.
• Our focus continues to be on
• Investing in People
• Building Productive Partnerships
• Increasing Interdisciplinary Work

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Strategic Goals

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Strategic Goal Students

• Enroll and retain highly regarded and motivated
  students
• Honors Program
• Recruiting high achievers
• Financial support

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Headcount FTE Fall
?
A slight gain is expected for Fall 2003

UoM has maintained a stable enrollment of around
20,000 for more than 20 years
Source U of M Institutional Research
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Degrees Earned
3,000 degrees each year equates to 20 of the
FTE graduating on an annual basis.

Source U of M Institutional Research
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Doctoral Degrees

Other DBA DMA
Source U of M Institutional Research
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Achieving Greatness Student Targets

• 50 increase in Honors Program students and
  honors graduates.
• ACT average increase to 23, maintaining GPA and
  diversity.
• Six-year graduation rate increase to 42.
• Student satisfaction rate increase of .3 on a 5
  point scale.
• 250 doctoral degrees annually.

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Strategic Goal Faculty

• Recruit and retain outstanding faculty and staff
• Enhanced academic reputation
• Faculty incentives
• Demographic study of retirements

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Average Peer Faculty Salaries

• For 2002, UoM was last among peers by an average
  of 7,600 or 12.
• Despite the funding shortfall in 2003, UoM made
  some gains compared to peers.
• Mid-year increases averaging 5 went into effect
  Jan 03 2 across the board 3 merit pool.

Source THEC SREB, IPEDS data
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FY04 UoM Faculty Salaries Average Base

Although UoM salaries have lagged behind peers,
gains were made in FY03.
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Average Peer Faculty Salaries FY02 by Rank
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Peer Faculty Salaries on average

Although U of M was last among peers in 2002 by
an average of 7,570 or 12, the gap declined
from 18 below average in the preceding year.
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Achieving Greatness Faculty Targets

• Reduce faculty attrition rate to 5.
• Attract nationally recognized faculty in
  departmental focus areas.
• Increase number of grant producing faculty to
  125.
• Raise faculty satisfaction index by 20.

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Strategic Goal Programs

• Expand research interdisciplinary programs in
  areas of existing strength.
• Defining and communicating departmental focus
  areas
• Seize new opportunities for effective
  intellectual, economic, cultural, and social
  contributions.
• New resources for research funding
• Interdisciplinary partnerships

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U of M Areas of Emphasis (2003)

• Information Technologies
• Biosciences
• Bioinformatics
• Biomedical Engineering
• Business Technologies
• Supply Chain Management
• Fogelman College of Business and Economics
• Wilson School of Hospitality and Resort
  Management
• Healthcare and Health Related Fields
• Music and Performing Arts
• Teacher Education
• Urban Affairs and Public Policy

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Sponsored Project AwardsResearch Grants
Contracts

FY03 36 million a one-year gain of 7 million
(24)
Source UoM Research Support
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Achieving Greatness Programmatic Targets

• Attain national reputation in departmental focus
  areas.
• Increase capacity of faculty for research.
• Increase total grant/contract dollars 10
  annually.

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Strategic Goal Community and Alumni

• Increase community and alumni involvement in the
  life of the University through
• An outstanding intercollegiate athletics program
• New opportunities for participation and service.

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Private Gifts
Alumni, Parents, Faculty Staff Corporations
Foundationsincludes gifts to athletics and the
UoM Foundation, and in-kind gifts

Millington site
Wilson gift
FY03 Gifts to Athletics 6.8M or 35 of 19.4M
total.
Source UoM Division of Marketing Advancement
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Endowment Trust Funds

FY01 02 reflect market value decline.
preliminary
Source UoM Accounting Office
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University Subsidy of Athletics Budget vs.
Actual

• Athletics is meeting its goal of self
  sufficiency.
• Challenges
• Gender equity
• Conference and venue uncertainties

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Achieving Greatness Community, Alumni,
Athletic Targets

• 50 increase in active alumni.
• 17 mature alumni clubs across the nation.
• Increase of 7 per year in Foundation, Trust, and
  Investment earnings.
• Fiscally independent athletics program within a
  prestigious conference.

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Achieving Greatness throughCollege Advisory
Boards

• Arts Sciences
• Business Economics
• Communication Fine Arts
• Education
• Engineering
• University College

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Operational Goals

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Environment

• Ensure a diverse faculty, staff, and student
  body.
• Create a safe, physically pleasing, and
  culturally rich learning environment
• Better business practices
• Campus safety

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Technology

• Maximize learning, leadership, and innovation
  through the effective use of information
  technology.
• Ensure increased fluency among students, faculty,
  and staff.

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Making the Leap from Good to GreatTogether

• We must
• Marshall BOV support and input from advisory
  groups
• Calculate the cost of achieving our goals
• Prepare to plan and launch a major capital
  campaign that will take us to world class status
  by our centennial year.

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• Dreamers
• Thinkers
• Doers

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The First Step is Always

• Investing in People
• A Report from John White on
• Professorships