FedEx©

INSTITUTE OF TECHNOLOGY

UNIVERSITY

of

MEMPHIS

investing in people building

partnerships increasing interdisciplinary activities

Vision for 2012:University of Memphis Centennial

President Shirley RainesAdministrative Retreat

October 28, 2003

Long Range Plans, Short Range Realities

Vision for 2012“The University of Memphis is

recognized as one of America’s great metropolitan research universities.”

Vision for 2012

• Community-Connectedness

• New Resources

• Image/Reputation

Priorities for Planning

• Investing in People

• Building Productive Partnerships

• Creating Interdisciplinary Initiatives

Investing in People

• New faculty joining our ranks

• Faculty promoted and tenured

• Faculty retention

Investing in People

0

5

10

15

1997 1998 1999 2000 2001 2002 2003

Percent Turnover

2003 Counts: Full-time E&G faculty positions 850 Adjunct faculty ~ 465

Faculty Turnover dropped to 6.9% in 2003

Investing in PeopleThe University’s Administrative Leadership Team welcomed three important additions this spring:

Dr. Douglas E. HurleyV.P. for

Information Technology

Dr. Rosie P. BinghamV.P. for

Student Affairs

Dr. Robert P. BartlettV.P. for

Advancement

Investing in People

Continuing to provide outstanding leadership:

Dr. Ralph J. Faudree, Jr.Provost

Mr. Charles LeeV.P. for

Business & Finance

Mr. R. C. JohnsonAthletic Director

Investing in People

• Student scholarships and Honors Program

• Student retention rates (Fall 2001 = 71.3%, Fall 2002 = 75.1%)

• Graduation rates

Graduation Rates New Freshmen

31.9

32.6

32.3

32.7

34.2

33.6

34.9

34.6

1996

1997

1998

1999

2000

2001

2002

2003

Year of Graduation

Percent Graduating

Source: Office of Institutional ResearchPercentage of new freshmen graduating within six years; cohort years 1990 - 1997

Six-year graduation rates have shown an upward trend since the 1990 cohort

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

Investing in People

Building Productive Partnerships

Building Productive Partnerships:Kemmons Wilson School of Hospitality and Resort Management

Building Productive Partnerships:FedEx Institute of Technology • Technologically

enhanced learning opportunities

• Grand Opening Nov. 19, 2003

• State, City, County, & corporate funding

Building Productive Partnerships:Millington Center• Extended programs

and research activities• Phase 1 in design for

classroom relocation from Navy Base

• U of M Foundation provided initial renovation

New space for renovation and productive partnerships

Building Productive Partnerships: Prescott Acquisition

Creating Interdisciplinary Initiatives

• Plough Foundation

• Le Bonheur/Methodist Healthcare

• FedEx

• Kauffman Foundation

Plough Foundation

$875,000 initiative

Le Bonheur/Methodist Healthcare

• Maurice Elliott Leadership Institute

• Child Healthcare Data Consortium

• Master’s in Nursing

• Center for Healthcare Economics

FedEx Institute of Technology• Center for Managing Emerging Technology • Center for Supply Chain Management • Center for Multimedia Arts • Center for Digital Economic and Regional

Development • Center for Spatial Analysis • Center for Artificial Intelligence • Center for Life Sciences • Center for NG Transportation • Advanced Learning Center

Kauffman Foundation

• U of M selected as one of 15 colleges and universities to compete for up to $5 million in grant money for entrepreneurship programs

• Comprehensive proposals will be presented to Kauffman committee in December

University Status

• Tuition increase of 14% insufficient to offset 9%

reduction in base budget state funding.• Plan for 5% base budget reduction 04-05.• Lottery benefits to students and to

colleges/universities still uncertain.• Continued attention to cost-saving measures to

meet the needs of students, faculty, and staff.

Challenges for 03-04

Focus Areas

• Learning Technologies

• Urban Initiatives

• Healthcare Programs

• Teacher Education/Development

• Performing Arts Programs

• Business and Civic Leadership

• Biotechnologies

0

10

20

30

40

1997 1998 1999 2000 2001 2002 2003

in m

illio

ns

Sponsored Project AwardsResearch Grants & Contracts

Source: U of M Research Support

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

Private GiftsAlumni, Parents, Faculty & Staff Corporations & Foundationsincludes gifts to athletics and the U of M Foundation, and in-kind gifts

Millington site

Wilson gift

FY03 Gifts to Athletics: $6.8M or 35% of $19.4M total. Source: U of M Division of Marketing & Advancement

Headcount & FTE Fall

19,986

20,332

19,797

19,911

20,301

20,100

15,720

15696

15,890

15,613

15,909

15,771

0

3,000

6,000

9,000

12,000

15,000

18,000

21,000

1998 1999 2000 2001 2002 2003

Headcount FTE

Source: U of M Institutional Research

U of M has maintained a stable enrollment of around 20,000 for more than 20 years

Annual Fees – FY04with 14% increase for Fall

In-State Out-of-State

Undergraduate 4,234 12,388 Graduate 5,142 13,296 Law 7,792 21,586

Annual Fee: Fall & SpringIncludes Mandatory/Access Excludes Housing & special fees

Appropriation & Tuition as a percentage of E&G revenue

20%

30%

40%

50%

60%

70%

1997 1998 1999 2000 2001 2002 2003 2004

Appropriation Fees

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

Vision for 2012“The University of Memphis is

recognized as one of America’s great metropolitan research universities.”

Operational Goal #1People• Enroll and retain highly

regarded and motivated students Honors Program Recruiting high achievers Financial support

• Recruit and retain outstanding faculty and staff Enhanced academic

reputation Faculty awards

Operational Goal #2Programs• 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

Operational Goal #3Environment • Ensure a diverse

faculty, staff, and student body.

• Create a safe, physically pleasing, and culturally rich learning environment Better business

practices Campus safety

Operational Goal #4Technology• Maximize learning,

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

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

Operational Goal #5Community and Alumni• Increase community and

alumni involvement in the life of the University through An outstanding

intercollegiate athletics program

Programs in Performing Arts New opportunities for

participation, service, & engagement in the academic life of the university.