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The University of Memphis. President Shirley Raines Board of Visitors Annual Retreat August 2003. The University of Memphis. One of America’s Great Metropolitan Research Universities. Our Vision.

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The university of memphis

The Universityof Memphis

President Shirley Raines

Board of VisitorsAnnual Retreat

August 2003

The university of memphis1
The University of Memphis

One of America’s





Our vision
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.

New Beginnings

Three additions to the University’s 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


Familiar faces
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.


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

New beginnings
New Beginnings:

FedEx Institute of Technology

  • Technologically enhanced learning opportunities

  • Grand Opening Nov. 19-20, 2003

  • State, City, County, & corporate funding

New Beginnings:Millington Center

  • Extended programs and research activities

  • Phase 1 in design for classroom relocation from Navy Base

  • Foundation Loan

New Beginnings:Prescott Acquisition

  • New space for renovation and use

University budget fy2004

University Budget FY2004

Original Budget

$293.2 million

Adjusted for 14% fee increase

in millions

Revenues all sources original budget base
Revenues – All SourcesOriginal Budget base

Total Revenues $293M

Base budget by object original fy04
Base Budget by Object Original FY04

Operating includes scholarships, utilities, maintenance, supplies, technology, & communications

Annual fees fy04 with 14 increase for fall
Annual Fees – FY04with 14% increase for Fall

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

Appropriation tuition as a percentage of e g revenue
Appropriation & Tuition as a percentage of E&G revenue

Fees continue to fill the gap & are now at 49% of the E&G Budget

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.

Making the leap from good to great
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

Strategic goal students
Strategic Goal Students

  • Enroll and retain highly regarded and motivated students

    • Honors Program

    • Recruiting high achievers

    • Financial support

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

Degrees Earned

3,000+ degrees each year equates to ~ 20% of the FTE graduating on an annual basis.

Source: U of M Institutional Research

Doctoral Degrees

Other = DBA & DMA

Source: U of M Institutional Research

Achieving greatness student targets
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.

Strategic goal faculty
Strategic Goal Faculty

  • Recruit and retain outstanding faculty and staff

    • Enhanced academic reputation

    • Faculty incentives

    • Demographic study of retirements

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

FY04 UoM Faculty Salaries AverageBase

Although UoM salaries have lagged behind peers, gains were made in FY03.

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.

Achieving greatness faculty targets
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%.

Strategic goal programs
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

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

Sponsored Project AwardsResearch Grants & Contracts

FY03: $36 million; a one-year gain of $7 million (24%)

Source: UoM Research Support

Achieving greatness programmatic targets
Achieving Greatness: Programmatic Targets

  • Attain national reputation in departmental focus areas.

  • Increase capacity of faculty for research.

  • Increase total grant/contract dollars 10% annually.

Strategic goal community and alumni
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.

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

Endowment & Trust Funds

FY01 & 02 reflect market value decline.


Source: UoM Accounting Office

University subsidy of athletics budget vs actual
University Subsidy of Athletics Budget vs. Actual

  • Athletics is meeting its goal of self sufficiency.

  • Challenges:

    • Gender equity

    • Conference and venue uncertainties

Achieving greatness community alumni athletic targets
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.

Achieving greatness through college advisory boards
Achieving Greatness throughCollege Advisory Boards

  • Arts & Sciences

  • Business & Economics

  • Communication & Fine Arts

  • Education

  • Engineering

  • University College


Ensure a diverse faculty, staff, and student body.

Create a safe, physically pleasing, and culturally rich learning environment

Better business practices

Campus safety



  • Maximize learning, leadership, and innovation through the effective use of information technology.

  • Ensure increased fluency among students, faculty, and staff.

Making the leap from good to great together
Making the Leap from Good to Great…Together

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.

The first step is always
The First Step is Always…

Investing in People

A Report from John White on