1. A & S SRI Presentation Spring 2015 Thomas Nenon

2. A&S SRI Basic Facts The implementation of the SRI at the University of Memphis will not involve any automatic shifts in college budgets. Any changes in college budgets will be negotiated based on changes in the overall university budget situation, the alignment of the college’s performance with key SRI goals, and its alignment with other key university strategic goals.

3. A&S SRI Basic Facts SRI applies to college budgets, including revenues and expenditures SRI does not apply directly to departmental budgets The college will continue to negotiate departmental budgets with the individual departments In order to put itself in a strong position under SRI, the college will need to align itself with key SRI measures The college can only align itself with those goals if the departments are aligned, so alignment with those goals will be a key part of the college’s negotiations with the university leadership and with individual departments

4. SRI Basic Facts The current proposal is subject to discussion and modification between now and its actual implementation. All of the numbers on the sheets you will see apply to the budget for the year 2012-2013 and will be different for each subsequent budget year, depending on changes in revenues and expenditures for each of those years. The SRI will go live for the budget year 16-17.

5. SRI Basic Facts What this does NOT mean: that there will be any automatic shifts that fall. What it DOES mean: that performance on SRI measures over the next year and the years that follow will have an influence on budget negotiations for that year and for each year after that.

6. Main SRI funding factors The key drivers and allocation methodology for the SRI model at the University of Memphis were developed by the Steering Committee and the Deans. It is unique to the University of Memphis and different from the model at other universities. It was not provided by Huron. Those drivers are aligned with our revenue sources, but more importantly with several of our long-standing strategic goals.

7. Main SRI Revenue Factors In ranked order: Student degrees by major and level Instructional delivery (credit hours) External Funding Expenditures Number of Enrolled Majors

8. Notes on External Funding Changes External Funding will be supported more strongly by having Research Support funded out of state appropriation $$ instead of IDCRs. IDCRs returned 100% to colleges, which will now be fully responsible for incentives, start-ups, and bridge funds Research Support will use its funds to cover shared support services and to provide incentives and support for interdisciplinary and strategic initiatives to increase external funding

9. Notes on Majors Both enrolled majors and major of the college granting the degree will count. Much more heavily weighted will be majors who actually graduate from that college.

10. Note on # of Majors Majors will also be considered significant revenue sources Many support costs will also be allocated based on number of majors. So it will still be in a department’s interest to encourage students to declare that major, but the biggest return will come when that student earns the degree.

11. Implications This encourages departments and colleges to seek and retain majors who will graduate from that department or college, but does not provide strong reasons to keep a student longer than necessary. It also provides an incentive to help each student who is able to succeed in the program earn the degree in that program, but not to try to keep the student in that program if it becomes apparent that the student is not likely to be able to succeed in that program. EVERYONE BENEFITS IF THE STUDENT IS ABLE TO FIND THE PROGRAM WHERE S/HE WILL SUCCEED AS QUICKLY AND EFFECTIVELY AS POSSIBLE

12. Major SRI Relevant Expenditures Under the college’s control: Faculty salaries and benefits, including summer instruction Staff salaries and benefits GA stipends Tuition waivers for GA’s College and departmentally controlled scholarship $$ from E&G Space (other than centrally controlled classrooms) Equipment and operating expenses

13. Major SRI Relevant Expenditures Not under the college’s control; distributed across colleges based on various metrics (e.g. sq.ft., # of majors, # of faculty/staff, etc.: Shared technology resources Student support services Libraries Shared Administrative Services (HR, Business and Finance, Marketing, Development) Academic Administration Other General Physical Plant and Maintenance Expenses

14. Other University Strategic Goals Relevant to Budget Negotiations Student Success in Terms of Quality of Student Instruction and Degrees University Funded Research Contributions to the Community Contributions to Interdisciplinary Success in Related Areas

15. Implications for Departments A focus on student success is the single most important factor that will determine how well the University of Memphis will be able to support all of its other goals. This is why it is strongly reflected in our SRI goals and why departments will continue to need to focus clearly on helping students succeed in their classes and programs.

16. Implications (continued) Research remains one of our key goals and is an essential factor in being able to attract students, serve our community, and provide first-rate programs. All forms of research remain important, but opportunities for sponsored research in areas where that is possible will be especially supported and encouraged.

17. Implications The University of Memphis’ strategic goals remain the same. SRI by itself neither increases nor decreases the university, college, or department budgets and expenditures. Success in the main SRI measures will increase the university’s resources, and hence the resources available to the colleges and departments and all of our strategic goals. The University of Memphis will continue to support many important strategic goals that are not related to resources, but it will be able to do that much better if we do well on the goals that also increase our resources.

18. The Bottom Line for Departments 1.Continue to strive to help students succeed in high-quality academic programs 2.Continue to offer good courses attractive to majors and non-majors 3.Continue to perform excellent research and vital community service. 4.Continue to help us understand those contributions and make them known. 5.Keep your priorities straight – recognize that we cannot do 3 and 4 in place of an emphasis on student success at all levels, but that 3 and 4 are essential factors in helping us serve our students and our community well through quality instruction and quality programs.