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Academic Leadership R et r e at. Augus t 28 , 2013. 1. Journey to the Top25. Students. § We are a student-focused university § How we treat our students is important § One Stop. J u n e B o ar d of Tr ustees. § 6% Tuition Increase § 5% Raise Pool – 3 r d year in a row

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Academic leadership r et r e at

AcademicLeadership Retreat

August 28, 2013

1


Academic leadership r et r e at

Journey totheTop25


Academic leadership r et r e at

Students

§We are a student-focuseduniversity

§Howwetreatour studentsis important

§OneStop


J u n e b o ar d of tr ustees

June Boardof Trustees

§6%Tuition Increase

§5%RaisePool–3rd yearin a row

§Fee Increases

§Transfer streetstouniversity


Academic leadership r et r e at

Governor’s ReviewofHigherEducation

§Access

§Quality

§Preparing students forcareers


Branding communications

Branding &Communications


Branding communications1

Branding &Communications

§Branding contributesto success

§Consistencyisessential

§Goodstoriesreinforcethe brand and everyonebenefits

§Buy-in iscritical


Branding communications2

Branding &Communications

  • §We are strategiccommunicators

  • Branding providesframework

  • Work withcampuspartners

  • Usedatatomake decisions

  • Branding isa continualprocess


Academic leadership r et r e at

Branding &Communications


Academic leadership r et r e at

Development

$92,402,645raised

32,540 donors

10


Academic leadership r et r e at

DevelopmentPriorities

SupporttheJourney totheTop 25

§Chairs, professorships,and facultyawards

§Scholarshipsand Fellowships

§CollegePriorities

§Deans,DepartmentHeadsvital tofundraising


Athletics

Athletics

§Notmostimportant, butmostvisible

§Clean,successfulprogram iscritical

§Mosttoppublicuniversitiessucceedin both

§Working towardbetterfinancial model


Athletics1

Athletics

§Suspended$6 million/year ofsupport-- no impacton current commitments

§Athleticsfundsfacilities&utilities–budgetreserveinadequate

§80%ofstudentathletespayout-of-statetuition

§UTMand UTCeachinvest~$5million annually

§38 ofTop 50publicstransfer moneytoathletics


Athletics2

Athletics

  • §Academicsuccess

  • Recordperformance–studentathletes3.05+GPA

  • 58%ofstudentathletes3.0 GPA or higher

  • 115 studentathleteson Dean’s List

  • Herman Lathers–Chancellor’s Citationfor Extraordinary CommunityService


New tuition model

NewTuition Model

§Take 15,graduatein 4

§Appliestonewundergraduatesin Fall2013

§Full-timestudentspayfor 15 hours

§Noadditionalcostfor 15+hours

§Expectation–limittuitionincreasesto3% annuallyfor threeyearsfor Classof2017


Academic leadership r et r e at

AverageNetPriceofTuition

$6,000.00

$3,700.00

$3,752.00

$4,000.00

$2,945.00

$2,000.00

$-­‐

$(2,000.00)

$(4,000.00)

$(6,000.00)

$(5,619.00)

$(8,000.00)

Second QuarKle ($46,516 -­‐

$95,444)

Third QuarKle ($95,445 -­‐

$151,369)

Fourth QuarKle ($151,370 -­‐

$1,506,000)

BoIomQuarKle ($0 -­‐ $46,515)


Academic leadership r et r e at

In-StateTuition atFour-YearSchools

FY2012-2013

A comparisonofundergraduate in-­‐statemaintenanceandmandatoryfees between four-­‐ year highereducaKoninsKtuKonsinTennessee.

Sortedby MandatoryFees

Sortedby TotalFees

Mandatory Fees

MandatoryUG Maint.

FeesFees*

$ from UTK

InsKtuKon

InsKtuKon

Total

MiddleTennessee

1,594

UT ChaIanooga

1,490

UT Knoxville

1,290

University ofMemphis

1,256

AusKnPeay

1,224

Tennessee Tech

1,200

UT MarKn

1,103

EastTennessee

1,075

Tennessee State

930

*Higherthan UT Knoxville

TBRschoolsbasedon15 credit hourseach semester

Source– Tennessee Higher EducaKonCommission


Student debt

StudentDebt

Lessthan $21,000

Average UT student debt (2012-13):

UT studentswith NOdebt: Average expenses:

51%

Lessthan $26,000/year

Mostscholarshipsexpire:

4 years


Academic leadership r et r e at

WeRemain a Great Value

§Great value

§Futureoftuitionincreases

§Financial burdenon our students

§Nettuitionislow


Academic leadership r et r e at

Journey tothe Top25

20


Academic leadership r et r e at

UTKPosition


Progr e ss

Progress

§1 stayed same – Met our goal

§8Metricsimproved

§1 decreased

§2MetricsTBD


Academic leadership r et r e at

Freshman RetentionRate

1st to 2nd YearRetention Rate; 2002-2011 Freshmen CohortYears

88

86.2%

86

84.6%

84.5%

84.0%

83.8%

83.6%

84

81.7%

82

79.6%

80

78%

77.8%

78

76

74

72

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011


Freshman retention rate

Freshman RetentionRate

§Evengreatplayershave a coach

§We want all of our students to succeed and completetheirdegrees


Academic leadership r et r e at

GraduationRates

Four,Fiveand SixYearGraduationRates

FallCohorts1999 - 2008

80%

68.0%

66.1%

63.2%

60.6%

60.5%

70%

59.8%

60.1%

57.8%

6.0%

4.6%

57.2%

4.7%

60%

4.7%

5.1%

5.3%

5.1%

4.7%

5.1%

50%

25.3%

25.8%

24.8%

24.3%

25.2%

24.2%

24.7%

23.7%

23.4%

40%

30%

20%

40.0%

39.0%

36.7%

35.7%

33.7%

31.2%

30.6%

30.6%

30.0%

29.4%

28.7%

10%

0%

1999

2000

2001

2002

20032004

2005

2006

2007

2008

2009

FallCohortYears

Preliminary

FOUR-­‐YEAR

FIVE-­‐YEAR

SIX-­‐YEAR

25


Academic leadership r et r e at

Graduates

2011-2012Academic Year

8000

6,744

7000

6000

2205

4,865

5000

4,094

3,720

954

4000

3,001

1370

3000

2,158

2,070

2047

826

1,880

1,499

4539

1,248

2000

3911

768

462

556

320

2724

540

132

2146

1000

1696

1673

1514

1312

1116

959

729

39

0

Bachelor's

Graduate/Professional

26


Graduate degrees

GraduateDegrees

2500

2000

319

277

258

270

1500

PhD

1000

1835

1807

1726

1845

Masters and Professional

500

0

2010

2011

2012

2013


Research m e tri c s

Research

Metrics


Research scholarship

Research/Scholarship

§Governor’s Chairs

§NationalAcademyofScience

§NationalAcademyofEngineering

§Bredesen Center

§Centerfor theHumanities

§Anderson Center

for Entrepreneurship


Faculty and staff m e tri c s

Facultyand Staff

Metrics

30


Academic leadership r et r e at

Faculty

Average AssistantProfessorSalary; Fall2012

$100

AspiraKon

Target

Peer

$95

$90

$85

$80

$75

$70

$65

$60

$55

$50

$73


Academic leadership r et r e at

Faculty

Average Associate ProfessorSalary, Fall2012

$120

AspiraKon

Target

Peer

$110

UTK

up 1 position

since 2011

$100

$90

$80

$70

$60

$50

$86


Academic leadership r et r e at

Faculty

Average FullProfessorSalary, Fall2012

$190

AspiraKon

Target

Peer

$170

UTK up 1 position since 2011

$150

$130

$110

$90

$70

$50

$121


Faculty and staff

Facultyand Staff

§Raisessince2011 –16% compounded (5%peryear)

§$52M in salariessince2011

§Permanent fundingstays withincollege

34


Faculty and staff acco m pl i sh m ents

Facultyand Staff

Accomplishments

§Endowed37chairs, professorships,and faculty awards

§Implementedcareerpathsfor lecturers

§Completeda benchmarking compensationstudy

§Performance-basedmeritpay

35


Academic leadership r et r e at

Top25InfrastructureProgress

Projectsunderway üStudentUnion üStrongHall üResidenceHall üLandscape Master Plan

Recently completed

üNatalie Haslam MusicCenter

üJohn D. Tickle EngineeringBuilding

üHumanitiesand Social Sciences

üGreveHall

üBrehm Animal Science

and FoodScienceBuildings

36


To p 2 5 inv e s t m e n ts

Top25Investments

  • §$10.4Minvestedin thepast3 years

  • StrategicInstructional Fund

  • Research

  • Relievebottleneckcourses

  • FacultyHires

  • Developmentand Alumni

  • Advising

  • FirstYearand Transition Programs

–ViceChancellorfor Diversity

37


Academic leadership r et r e at

Looking Forward

38


Civility diversity citizenship

Civility/Diversity/Citizenship

§Core value

§Everyone’s responsibility

§Criticaltoachieving excellence

§ViceChancellorfor Diversity


Academic leadership r et r e at

Internationalization


Productive partnerships

ProductivePartnerships


Fy 2013 14 budget

FY2013-14Budget

§$6.9M formula phase-in

§$7.4M appropriationimprovements

§$3.0M Collegeof Engineering

§$1.2M fringe benefit funding

§$2.6M1.5%salaryincrease(55%)

$21.1M proposed funding

§$24M steam plant

§$6M deferred maintenance

§$20 million ($5m/year x 4 years) for

a successful NSF Super Computer Proposal


Academic leadership r et r e at

FY2012-13ProposedUsesofRevenues

FY2013-­‐14 Budget

Inmillions

Fixedcosts,key iniKaKves,andstrategic investments

Salaryplan

$11.9

CollegeofEngineering

$ 3.0

Systems charge increase/ recalibraKon

$ 1.9

Hires /promoKons/ladders

$ 1.1

Facultystartupcommitments

$ 0.8

ContractescalaKons&new buildingcosts

$ 1.4

Scholarshipcommitments

$ 4.7

Top25/academic reinvestments

$ 4.3

Benefits + Grad HealthInsurance

$ 1.6

Waivers /Summer /DE/Shares

$ 6.0


Finances

Finances

§Why are budgetstight?

–Tuition increasesalsocostusmore money

–Raises$52M

–Construction/Renovation

–StrategicTop 25 investments

–MissedUGenrollmentprojectionlastyear

–GraduateFellowships($12M)


Plan going forward

Plan GoingForward

§Tuition primary revenuesource

§15-4 isbeingimplemented

§UG Enrollment goal=21,500, Fall 2014

§Creativeproposalstothestate


Plan going forward1

Plan GoingForward

§Howcan webemore confidentin year-to-

yearfunding?

§Why isathleticfundingmodelchanging?


Challenges

Challenges


Challenges1

Challenges

§Board ofTrustees–What dofacultydo?

Howmuchdotheyteach?

§What istheroleofhighereducation?

§Howcan thecostofa degreebereduced?

–Increaseproductivity?Cutcosts?

§Politicalchallenges…


Future

Future

§We have setour vision

§We have madesignificantprogress

§ButI needyourcontinuingadvice, support,and help


Academic leadership r et r e at

Questions/ Comments

50


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