University of Memphis Interim President Brad Martin’s key priorities include plans
to build enrollment each of the next two years and a focus on the College of Education,
Health and Human Sciences, among other things.
Martin said the University “exists to provide learning, research and service,” and
that it has “a responsibility to deliver on this promise.”
“The University of Memphis has terrific opportunities and significant challenges.
With a financial model that is heavily weighted to enrollment and outcomes, we know
we have to improve not only in these areas, but also in the quality of the programs
and services we provide,” he said.
Martin’s plan centers around eight key priorities:
- Enrollment – To build actionable plans to increase enrollment by 700 students for 2014-15, and
1,000 for 2015-16, and to develop strategic, achievable plans for traditional and
non-traditional students. Final enrollment figures will not be announced until mid-September,
but the university expects to enroll close to 22,000 students this fall.
- Complete College – To put processes and accountabilities in place to increase the completion percentage
for the entering freshman class of 2013-14 to 55%, and to develop completion strategies
and metrics for transfers and non-traditional entrants. In 2010, Tennessee passed
the Complete College Tennessee Act (CCTA), a comprehensive reform agenda that seeks
to transform public higher education through changes in academic, fiscal and administrative
- College of Education, Health and Human Sciences – To make the university’s College of Education, Health and Human Sciences the number
one producer in the nation of great K-12 teachers, and to provide at least 400 great
teachers per year in its core geographic market.
- Organization Design – To complete a strategic review of the university’s organization and operations to
improve effectiveness and efficiency so that it may reinvest in strategic priorities,
and to streamline its working relationship with the Tennessee Board of Regents to
improve speed and responsiveness, as well as reduce expenses.
- Strategic Master Plan – To develop an integrated plan for the Park Avenue campus (including the launch
of a $40 million capital improvement plan for Athletics), and to establish priorities
for repurposing existing facilities.
- Service Quality – To develop best-of-class standards for admissions/enrollment, bursar, financial
aid, advising and student housing, and to create incentives and accountabilities for
- Key Employers – To develop 10-year human capital plans between the university and the top 30 employers
in its core geographic market.
- Community Connections – To create effective community advisory boards for certain university programs and
student support services in order to drive more strategic insight, community engagement
“I am convinced that, with an intense focus and a significant collaborative effort,
we can deliver on the promise and ensure an outstanding future for the University,”
Martin’s plan is available for viewing at www.memphis.edu/presweb.
Tennessee Board of Regents Chancellor John Morgan named Martin as interim president
effective July 1, 2013, following the retirement of Shirley Raines.