The University of Memphis

1. The Universityof Memphis President Shirley Raines Board of VisitorsAnnual Retreat August 2003

2. The University of Memphis One of America’s Great Metropolitan Research Universities

3. 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.

4. 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 Advancement

5. 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

6. 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

7. New Beginnings: FedEx Institute of Technology • Technologically enhanced learning opportunities • Grand Opening Nov. 19-20, 2003 • State, City, County, & corporate funding

8. New Beginnings:Millington Center • Extended programs and research activities • Phase 1 in design for classroom relocation from Navy Base • Foundation Loan

9. New Beginnings:Prescott Acquisition • New space for renovation and use

10. University Budget FY2004 Original Budget $293.2 million Adjusted for 14% fee increase in millions

11. Revenue Changes FY2004

12. Revenues – All SourcesOriginal Budget base Total Revenues $293M

13. Base Budget by Object Original FY04 Operating includes scholarships, utilities, maintenance, supplies, technology, & communications

14. Base Budget by Division Original FY04

15. Annual Fees – FY04with 14% increase for Fall

16. 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

17. Appropriation & Tuition as a percentage of E&G revenue Fees continue to fill the gap & are now at 49% of the E&G Budget

18. 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.

19. 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

20. Strategic Goals

21. Strategic Goal Students • Enroll and retain highly regarded and motivated students • Honors Program • Recruiting high achievers • Financial support

22. 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

23. Degrees Earned 3,000+ degrees each year equates to ~ 20% of the FTE graduating on an annual basis. Source: U of M Institutional Research

24. Doctoral Degrees Other = DBA & DMA Source: U of M Institutional Research

25. 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.

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

27. 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

28. FY04 UoM Faculty Salaries AverageBase Although UoM salaries have lagged behind peers, gains were made in FY03.

29. Average Peer Faculty Salaries FY02 by Rank

30. 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.

31. 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%.

32. 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

33. 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

34. Sponsored Project AwardsResearch Grants & Contracts FY03: $36 million; a one-year gain of $7 million (24%) Source: UoM Research Support

35. Achieving Greatness: Programmatic Targets • Attain national reputation in departmental focus areas. • Increase capacity of faculty for research. • Increase total grant/contract dollars 10% annually.

36. 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.

37. 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

38. Endowment & Trust Funds FY01 & 02 reflect market value decline. preliminary Source: UoM Accounting Office

39. University Subsidy of Athletics Budget vs. Actual • Athletics is meeting its goal of self sufficiency. • Challenges: • Gender equity • Conference and venue uncertainties

40. 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.

41. Achieving Greatness throughCollege Advisory Boards • Arts & Sciences • Business & Economics • Communication & Fine Arts • Education • Engineering • University College

42. Operational Goals

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

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

45. 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.

46. Dreamers • Thinkers • Doers

47. The First Step is Always… Investing in People A Report from John White on Professorships