2012-2013
Budget Summary
All Divisions
UNIVERSITY OF VIRGINIA
2012-2013 BUDGET SUMMARY
TABLE OF CONTENTS
Consolidated Budget Summary……………………………………………………………………………. 1
Academic Division………………………………………………………………………………………… 9
Major Budget Unit Overviews………………………………………………………………………….. 27
University of Virginia’s College at Wise……………………………………………………………….. 111
University of Virginia Medical Center………………………………………………………………….. 119
Annual Renovation and Infrastructure Projects Plan……………………………………………………. 123
Resolution……………………………………………………………………………………………….. 125
Appendix………………………………………………………………………………………………... 127
Cover photograph courtesy of Daniel Addison
STRATEGIC PRIORITIES
The academic program is the heart of our mission. From the time of Mr. Jefferson until today, the
University of Virginia’s leadership in higher education requires that we set our own sights and set the
standards for others to emulate. With each generation, the University of Virginia has aspired to define its
own model for higher education, one that continues to be widely respected for its originality. Our
community seeks to be distinctive in several ways. Our efforts are rooted in a set of core principles:
excellence, honor and self-governance, innovation and collaboration in the pursuit of knowledge,
leadership for the public good, and a vibrant breadth of academic offerings within and across our schools.
These principles define us, were originally expressed by Mr. Jefferson, and must continue to serve as the
guideposts for our future strategic development. These principles shape how we choose our academic
strategies, how we teach our students and prepare them for the future, and how we bring the knowledge,
energy, and commitment developed in the University to the benefit of society through service.
Our faculty and schools continue to be ranked among the best in the nation. The School of Law, the
Darden School of Business, and the McIntire School of Commerce have strong claims to be top ten
schools. The School of Nursing and the Curry School of Education have had recent notable increases in
their rankings. For 19 consecutive years, the overall undergraduate program has been ranked first or
second among public institutions, surpassed only by the flagship University of California institutions that
are larger and much more invested in the sciences than Virginia. Rather than relying on a star system, the
University has achieved its rankings through strong teams of faculty, and the whole has been greater than
the sum of its parts.
Our competitor public institutions are typically much larger, and we have foregone the economies of scale
they can achieve in favor of an emphasis on smaller courses and closer faculty/student interaction. Our
competitor private institutions are typically smaller, but they do not face the political pressures to grow in
service to the Commonwealth that we feel. One result of our scale is that our departments are typically
smaller than those at most research universities (including private institutions). Rankings are known to
correlate with size. Our choice to remain relatively small will require collaboration across the Grounds –
in order to achieve a critical mass of faculty in certain important areas – to ensure our continued academic
recognition. The University’s decision to remain relatively small may constrain some of the choices that
we can make, but it underscores our commitment to prioritize quality.
The 2012-13 budget makes progress on major issues of strategic importance for the University. Faculty
hiring and compensation is a critical area of emphasis. Attracting and retaining the best faculty cannot be
reduced to only a financial problem. Hiring the right people is the most critical resource decision we
make. Supporting, evaluating, and rewarding the current faculty is perhaps equally important. We
project significant retirements over the next five to ten years, with the possibility that half of the faculty
who will be at the University of Virginia in 2020 are not on Grounds today. Many of our peer schools
have similar demographic challenges. To succeed in hiring the right people, the University must be
vigilant in the search and recruitment process and have the resources necessary to compete with our peer
schools.
In addition, we will need to expand the faculty to account for the increases in enrollment we have
planned. The University’s strategic initiatives will be shaped by the Virginia Higher Education
Opportunity Act of 2011 (HEOA), which committed the Commonwealth and the University to goals for
degree attainment, economic opportunity, and affordable access. Current enrollment plans provide for
1
CONSOLIDATED BUDGET SUMMARY
UNIVERSITY OF VIRGINIA
2012-2013 CONSOLIDATED BUDGET SUMMARY
CONSOLIDATED BUDGET SUMMARY
increasing the number of undergraduate students by 1,673 between 2011 and 2018. The University has
targeted ways to increase enrollment in science, technology, engineering, math, and health (STEM-H)
programs while maintaining the strength of its liberal arts programs.
We face special challenges in hiring new faculty. Every institution says that it prizes teaching, but this is
especially true at the University of Virginia. Our unique undergraduate experience cannot be maintained
with the average PhD recipient graduating from American universities. Despite being excellent scholars
and researchers, most of these PhD holders have little teacher preparation, and many of them have little
interest in undergraduate student learning. Predicting future research productivity – imprecise as it is – is
probably easier than assessing teaching potential. In addition, some of the fields that bring us the greatest
distinction are not those in which most people would invest today. In some of these units, our reputation
is derived from a small number of faculty, rendering the reputation of those units particularly vulnerable
to outside recruitment of a single person or a few departures of senior leaders. This problem has been
accentuated in the last few years by our inability to keep salaries of our best faculty competitive with
those at peer institutions. In making these hires, we will be searching for faculty who are not only
excellent teachers and mentors, but also intellectual leaders in key fields capable of earning national
distinction such as membership in the National Academy or American Academy of Arts & Sciences.
Keeping the University intellectually challenging for these faculty may be the key to retaining them.
Academic innovation is a second strategic priority in this year’s plan. Several initiatives underway would
develop intellectual areas in novel ways. Examples are the Quantitative Collective in the College of Arts
& Sciences (broad quantitative developments across the social sciences, digital humanities, mathematics,
and statistics); sustainability (multiple interests across colleges and schools); and contemplative sciences
(mind-body interactions explored through humanities, social sciences, and medicine). Others that are in
various stages of development include design, entrepreneurship, leadership, and various aspects of
globalization. Developing such areas gives us robust targets for new faculty recruitment, leverages our
existing strengths, minimizes our disadvantages such as small scale, and provides our students with
knowledge and skills particularly suited to this century. Future academic investments must be viewed
with an eye to such attractiveness, and the leading faculty in many fields must feel that they have
leadership opportunities without having to leave Charlottesville.
Working with the Rector and Visitors, the President and senior leadership of the University have been
focusing on strategic planning for two other important functions of the University: the strategic plan for
the Health System and a strategic exercise to examine and benchmark our tuition setting and financial aid
program, AccessUVa, as it relates to our competitiveness for attracting and retaining students and
securing sufficient resources for investment in programs and faculty of high quality. These two areas
represent large financial commitments of the University and also important risk areas.
The University of Virginia’s College at Wise (Wise) is equally rooted in core principles: insight,
competence, sensitivity, and integrity necessary for living enriched lives and for enriching the lives of
others. Key strategic priorities addressed through this budget cycle are increasing student retention,
improving graduation rates, and focusing on STEM-H offerings. Further discussion and analysis of
Wise’s strategic priorities and operating budget begins on page 111.
For the Medical Center, the 2012-13 fiscal plan aligns resources with Medical Center strategies and goals
to achieve the Health System strategic planning goal to become a top decile academic medical center.
The operating plan has been developed while considering the challenges of providing patient care,
teaching, and research services in an increasingly changing health care industry. The full impact of the
Accountable Care Act will not be realized until 2014-15; however, a number of its provisions have
already had an effect. The impact will be decreased reimbursements from government payors and an
industry-wide erosion of pricing power with private payors. At the same time, costs associated with
2
This budget marks progress in the University of Virginia’s move toward a new internal financial model
that better promotes academic excellence in the competitive world of higher education. The current
model has allowed the University to achieve a great deal, but the University has now outgrown the model.
A key strategic initiative is to migrate the budget system to better enable multi-year academic strategic
planning, incentivize cross-Grounds activities that will pull together the collective strengths of our
schools, and provide, to the extent possible, long-term financial stability for the University. The goal of
the model is to align resources appropriately with the academic vision to enhance and make more
transparent our competitive edge in the years to come.
The 2012-13 budget for the Academic Division incorporates elements expected to be principles in the
new internal financial model:
•
Budget assumptions were developed early and with greater input and collaboration among
administrative leadership and deans;
•
Enrollment revenue associated with new students follows the activity that generates it, aligning
incentives as the University grows;
•
New funding provided in the 2012-13 budget is clearly tied to the University’s strategic priorities;
•
Budget discussions were robust, open and inclusive, contributing to a more transparent and
engaged budget process; and
•
Effective stewardship of the University’s resources led to academic and administrative units
looking within their organizations to re-allocate funds towards highest priority needs.
The most concrete example of the internal financial model transition may be the changes incorporated in
this document. This document has been modified to focus on the strategic priorities of the institution and
its constituent units and service centers (beginning on page 27). Strategic direction, key trends, and
budget analysis are included for each school and major administrative area. Several changes have been
made to the format of the budget itself, including a clearer presentation of net tuition generated after
financial aid discounts.
In addition, academic and administrative units demonstrated during the budget process the institutional
focus on productivity and effective stewardship of resources. The University is committed to sound fiscal
stewardship of private and state funds and a “cost conscious” culture across all areas of the institution –
administrative, academic, medical center, and auxiliary enterprises. As such, the University engages in
ongoing targeted efforts to contain and reduce costs and enhance effectiveness. As part of the 2012-13
budget development process, schools and units were asked to report cost-saving and efficiency efforts
implemented over the last couple of years.
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CONSOLIDATED BUDGET SUMMARY
providing quality patient care will continue to experience upward pressure due to increases in medical
supply, pharmaceutical and medical device expenses, as well as a shortage of health care workers. These
changes require fiscal planning now to ensure meeting the mission of the Health System in the future.
From the operating margin and from the capital reinvestment plan, the Medical Center has set aside $20.0
million for the Strategic Investment Pool to be used to fund future proposals that best align the allocation
of resources with Medical Center strategies and goals. Further discussion and analysis of the Medical
Center’s strategic priorities and operating budget begins on page 119.
CONSOLIDATED BUDGET SUMMARY
Two hundred and forty-six activities were identified. In general, the efforts can be characterized around
certain themes:
•
•
•
•
•
•
•
partnerships and collaborations;
organizational realignment;
new models of service;
reduction or elimination of services/programs;
use of technology;
process improvement; and
outsourcing/insourcing.
While precise dollar savings were not provided for every initiative, collectively the schools and units
reported savings and redeployment of $62 million associated with the 246 efforts. These forms of
continuous improvement are an increasingly critical source of supporting strategic initiatives and
demonstrating efficiency and effectiveness to key constituents, such as donors or others to whom the
University is accountable.
OPERATING BUDGET SUMMARY
The consolidated operating expenditure budget for the period July 1, 2012 through June 30, 2013 for the
University of Virginia will total $2.6 billion, an increase of $105.4 million or 4.2 percent compared with
the 2011-12 revised projection. The consolidated budget is comprised of the Academic Division
(including the schools of medicine and nursing) at $1.4 billion or 52.4 percent, the Medical Center at $1.2
billion or 46.2 percent, and Wise at $36.3 million or 1.4 percent. The consolidated budget does not
include capital or the activities of affiliated foundations.
Operating Expenditure Budget
(in millions)
Academic Division
Medical Center
Wise
Total
2012-13
Budget
$ 1,361.1
1,198.5
36.3
$ 2,595.9
2011-12
Projection
$ 1,356.4
1,099.5
34.7
$ 2,490.6
Increase
(Decrease)
$
4.7
99.0
1.7
$ 105.4
% Inc.
(Dec.)
0.3%
9.0%
4.8%
4.2%
2011-12 2010-11
Budget
Actual
$ 1,344.6 $1,384.6
1,108.1
984.0
34.3
34.2
$ 2,487.0 $ 2,402.8
SOURCES FOR THE OPERATING EXPENDITURE BUDGET
As shown on the following page, patient revenues (45.3 percent) fund the greatest proportion of the
operating expenditure budget, followed by tuition and fees (17.0 percent), grants and contracts (11.7
percent), sales and services and other (including auxiliary revenue, investment income, short-term
financing, and other miscellaneous revenues) (8.5 percent), endowment distributions (5.9 percent), state
general funds (5.8 percent), gifts (4.2 percent), and accumulated investment balances (1.6 percent).
4
2012-13
2011-12
Tuition & Fees
2.3%
State Appropriations
8.5%
17.0%
9.0%
16.8%
4.4%
4.2%
Patient Revenues
5.9%
5.9%
5.8%
5.6%
Sponsored Programs
11.7%
12.5%
Endowment
Distribution
Expendable Gifts
43.5%
45.3%
Operating Cash
Balances
Sales & Services and
Other
EMPLOYMENT LEVELS – ALL DIVISIONS
The University has planned for 15,918 full-time equivalent (FTE) positions for 2012-13, an increase of
1.8 percent or 288 FTEs over the 2011-12 revised budget levels as shown below. The Academic Division
is expecting 8,594 FTEs, a decrease of 42 FTEs; the Medical Center is projecting 7,009 FTEs, an increase
of 321 FTEs over current staffing levels; and Wise plans to increase its employment by 9 FTEs to 315
FTEs.
20,000
15,000
292
306
315
6,214
6,393
6,688
7,009
8,725
8,686
8,756
8,636
8,594
2009
2010
2011
2012
2013
291
302
264
284
6,136
6,347
6,376
8,298
8,505
2007
2008
10,000
5,000
Academic
Med Center
Wise
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CONSOLIDATED BUDGET SUMMARY
1.6%
CONSOLIDATED BUDGET SUMMARY
KEY INVESTMENTS
Competitive Compensation
Attracting and retaining high-quality faculty and staff is critical to success in teaching, research, and
service. In 2003-04, the Board of Visitors (the Board) approved a resolution to increase the compensation
of the University’s faculty and staff to a competitive level. In 2004-05, the Board further refined that goal
with a resolution to move the University’s teaching and research (T&R) faculty average salary to a
position between the 15th and 19th rank among Association of American Universities (AAU) institutions.
State-authorized salary increases, together with supplements approved by the Board, allowed the gap
between the T&R faculty average salary at the University and at the institution holding the 19th position
of AAU institutions to narrow from $7,000 in 2002-03 to $700 in 2007-08. That competitive position
relative to faculty salaries eroded as a result of several years of salary freezes.
In December 2011, the Academic Division addressed strategic faculty and University staff recruitment
and retention issues with an average two percent increase across all sources. As a result, the University
has moved from the 28th position to the 26th position with an average salary that is $4,300 below that of
the institution holding the 19th position. In 2012-13, the University expects to award one-time bonus of
up to three percent in December 2012 as authorized by the state. Additionally, the proposed 2012-14
state budget provides for an average two percent base salary increase in July 2013. The University and
its senior leadership are committed to performance-based implementation of compensation increases to
align the use of resources with demonstrated achievement.
Enrollment Growth
In February 2011 the Board approved a 1,400 student increase in prior undergraduate enrollment
projections, bringing the total expected enrollment growth between fall 2011 and fall 2018 to 1,673. In
fall 2012, overall undergraduate enrollment is expected to increase by 108 students.
To support this larger enrollment, the 2012-13 budget includes $1.8 million from incremental tuition
revenues and $691,000 from the 2012 General Assembly. Representatives from the Budget Office, the
Provost’s Office, and the undergraduate schools collaborated to develop a funding formula to ensure that
new revenues are allocated to support new faculty hires and other critical support functions. Out of the
2012-13 incremental revenue from enrollment growth, $1.5 million has been distributed to the
undergraduate schools, $382,000 is allocated to AccessUVa to fund need-based aid for the new students,
and $264,000 is reserved for non-academic requirements. Nearly $370,000 of the incremental funding
was added by the 2012 General Assembly in late April and is currently held in a reserve in the proposed
budget for distribution during the academic year.
AccessUVa
Attracting and retaining a high-quality, diverse student body is a continuous strategic priority of the
University. Financial aid through the AccessUVa program remains a critical component of achieving this
strategic objective. The program offers 100 percent of demonstrated need to all qualifying
undergraduates, eliminates loans and work study for undergraduates whose families are at or below 200
percent of the poverty level ($46,100 for a family of four in 2012), and limits need-based loans to the
average cost of one year of attendance for an in-state student ($23,000 for students who entered in fall
2009; $24,500 for students who entered in fall 2010; $25,500 for students who will enter in fall 2011; and
$27,000 for students who will enter in fall 2012).
The projected 2012-13 full cost of AccessUVa will be $95.4 million, an increase of $7.0 million from
2011-12. Central University sources (tuition and institutional private endowments) will provide $40.2
million in 2012-13, an increase of $1.8 million. The remaining portion of the total 2012-13 AccessUVa
cost, $55.2 million, is funded from restricted gifts and endowments, athletic grants, state tax funds,
outside grants, federal grants and loans, and work study.
6
Commission on the Future of the University
During the spring of 2007, University faculty, students, and staff formed the Commission on the Future of
the University (COFU). The COFU identified a set of core institutional values and three priorities
[Student and Faculty Experience; International Programs; and Science, Technology, and Research]
designed to distinguish the University in the next decade and beyond. The University committed up to $8
million for each of the first three years of the plan, through 2010-11. In both 2011-12 and 2012-13, the
University has allocated $5 million for the first six initiatives as listed in the COFU’s guiding document,
“Strategies for the Future of the University.” Of this amount, $4 million will be funded by existing
central endowments and $1 million by the state appropriation for research.
Deferred Maintenance
In February 2005, the Board agreed that the University should establish ongoing maintenance investments
that will protect physical assets and make one-time investments to reduce the maintenance backlog to a
reasonable level based on industry standards. The Board’s goal is to invest two percent of the asset value
annually into maintenance. For E&G buildings, the annual maintenance budget is to be increased by $1.5
million each year between 2005-06 and 2014-15. However, in order to meet budget requirements for
2012-13, the University proposes to allocate only $500,000 and defer $1 million into an eleventh year –
2015-16. The University will continue to budget two percent of the value of any new facilities that come
on line. The budget for 2012-13 includes $486,000 to support operating and maintenance (O&M) costs
of new and upgraded facilities (Ruth Caplin Theatre, SEAS/FM Shop Building, East Chiller Plant, Jordan
Hall HVAC Replacement, and ITS Data Center) expected to be completed during the year.
In order to bring the maintenance backlog to a level where identified maintenance deficiencies are five
percent of the asset value, at least $73 million in one-time investments in E&G maintenance must be
made over the upcoming 10-year period. In order to fund this $73 million, the University will seek
assistance from the state through its capital outlay programs and use student fees, private funding, and
debt financing. Several current renovation projects will provide progress towards reducing deferred
maintenance: Rotunda, New Cabell Hall, Ruffner Hall, Jordan Hall HVAC replacement, McLeod Hall,
Alderman Road Residence Hall replacements, and Newcomb Hall. The auxiliary units, the Medical
Center, and Wise are continuing to address their respective backlogs. The budget write-up for each entity
addresses how these objectives will be achieved.
As part of the deferred maintenance initiative and the University’s increased authority under
Restructuring, this Budget Summary includes an annual plan for how the Academic Division and the
Medical Center will address major renovations and infrastructure projects costing between $2 million and
$5 million. This plan is summarized beginning on page 123. The Board’s approval of the Annual
Renovation and Infrastructure Projects (ARIP) plan will ensure that the University continues to address
critical maintenance needs.
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CONSOLIDATED BUDGET SUMMARY
In June 2011, the Board initiated a program review of AccessUVa. In the fall of 2011, the Board created
an ad hoc committee comprised of the chairs of the relevant Board committees. The University has
engaged an external consultant, Art & Science Group, to assist with three components of work: 1)
completing an analysis and assessment of opportunities to optimize the current financial aid program, 2)
benchmarking AccessUVa with the financial aid programs of peer institutions, and 3) administering a
survey to consider the primary factors influencing the decisions of applicants and non-applicants, as well
as admitted students who choose to matriculate and those who do not. Internally, the University is
considering how to best align the admissions, aid packaging, and tuition setting timeline. It is expected
that the work of the consultant and ad hoc committee will wrap up in the fall of 2012.
CONSOLIDATED BUDGET SUMMARY
Rolls-Royce Partnership
In 2007, British-based Rolls-Royce announced plans to build a new jet engine manufacturing plant in
Prince George County, offering significant educational and research opportunities for the University. As
part of Rolls-Royce's decision to locate its facility in Virginia, the University became part of an
innovative partnership that includes Virginia Tech, Virginia State University, and the Virginia
Community College System (VCCS) to collaborate with the company on a variety of fronts. The state
will allocate $40 million to the University, Virginia Tech, and the VCCS over five years as incentive for
the company’s location and research activities; approximately $23.5 million will accrue to the University.
In 2011-12, the University received its third installment, totaling $4.3 million. The University will
receive $4.8 million in 2012-13: $4.3 million to establish new endowed professorships in the School of
Engineering and Applied Sciences and the McIntire School of Commerce, create undergraduate
internships, and provide graduate student support; $200,000 to support the new manufacturing minor; and
$250,000 to match research awards from Rolls-Royce.
8
ACADEMIC DIVISION BUDGET AND PLANNING PROCESS
Target Budgets: This portion of the budget is
managed on a centralized basis and includes
most of the schools and administrative units.
Revenues in this category are deposited into
central accounts and include: all undergraduate
and medical tuition, some graduate tuition, the
state general fund appropriation, all educational
and general (E&G) fees, some sales and services
activities, most unrestricted endowments, and 28
percent of the facilities and administrative
(F&A) cost recoveries. From this central
revenue source, target budgets are issued to each
major operating unit and cover most direct
expenses of the unit. Target budgets are
systematically adjusted for institutional salary
and fringe benefit actions, as well as for budget
reductions. Most indirect expenses, such as
operations and maintenance of space, libraries,
central IT systems, and administrative overhead
(e.g., accounting, payroll, executive
administration) are paid centrally instead of by
the unit. Most operational decisions (e.g.,
allocation of funds within the unit, hiring,
recruitment/retention packages, carry forward of
year-end cash balances) are decentralized.
Sales and Services Budgets: This portion of the
budget is managed on a decentralized basis.
Revenues are deposited to units, while most
direct and indirect expenses are managed by the
unit. Examples of activities in this category are
auxiliary units (e.g., Athletics, Housing, Dining,
Student Health), self-sufficient units (Law
School and Darden School of Business), and
portions of units with revenue-sharing
arrangements (McIntire School of Commerce,
School of Medicine, School of Continuing and
Professional Studies (SCPS)). These activities
are responsible for self-funding institutional
salary and fringe benefit adjustments and
generally are not subject to budget reductions
(since general funds are not allocated to them).
Many, but not all, sales and services activities
make a contribution towards indirect
administrative costs through either an overhead
assessment on costs or a revenue tax.
Summary Budgets: This portion of the budget is
not required to be budgeted at the detail level of
expenditure in the University’s accounting
system and is incorporated into the budget only
through a summary of anticipated activity from
the unit. The revenues are generally generated
on a decentralized basis and include gifts,
endowment distribution, F&A, and intellectual
property. Institutional salary and fringe benefit
adjustments are self-funded in these activities,
and they are not subject to budget reductions.
These activities do not make a contribution
towards indirect administrative costs. A subcategory of summary budgets is research grants
and contracts, which are detail-budgeted in the
accounting system but on a project (multi-year)
basis by the Office of Sponsored Programs.
Additionally, the sponsors, mostly federal
agencies, generally pay an indirect cost
assessment (for facilities and administration) to
the institution.
BUDGET DEVELOPMENT
The development of the 2012-13 budget also had
the following objectives: to share and promote a
better understanding of the strategic direction of
each school and major service unit; to develop a
shared understanding about the financial
condition of the University; to prepare for the
transition to a new internal financial model; and
to look ahead to the update of the major capital
program.
The 2012-13 budget process began in November
2011 with the development of detailed budget
assumptions, which were shared internally with
the deans and vice presidents, as well as with the
Board. Previously, assumptions were not
approved by the Board until February and were
not widely distributed. The 2012-13 budget
assumptions were more comprehensive, more
useful, and timelier.
In December and January, targets were
9
ACADEMIC DIVISION
As the University migrates to a new financial
model, the Academic Division currently utilizes
a hybrid budget methodology, with three
primary approaches:
ACADEMIC DIVISION
established for centrally managed budgets, while
units began to develop sales and services
detailed budgets and to estimate summary
budgets. The Budget Office projected cost
increases for opening new facilities, utilities,
compensation, and Board priorities. Units
identified their highest priority items and reallocated their funds to ensure that priorities
were funded. The Budget Office began to model
potential revenue scenarios (tuition and state
general funds) to meet the requirements of the
target budgets. Projected sources and uses were
shared with deans and vice presidents.
The Budget Office, the Provost’s Office, and the
undergraduate school administrators
collaborated on a methodology for sharing
revenues from incremental enrollment in 201112 and 2012-13, with budget adjustments
occurring in February 2012. Additionally,
several schools which have been traditionally
funded through target budgets developed new
revenue opportunities via differential tuition and
lab fees (to be discussed further in the tuition
section on page 16). Units with sales and
services activities developed tuition and fee
proposals to submit to senior administration.
In February and March, budget meetings were
held with vice presidents, deans, and associate
deans and then with each individual school and
major administrative area. The comprehensive
budget review meetings – which included the
Provost, Chief Operating Officer, Vice President
for Management and Budget, Vice Provost for
Administration, Assistant Vice President for
Budget and Financial Planning and the Chief of
Staff to the President– were a prominent
example of the new internal financial model
transition and demonstrate improved
transparency and communication. The process
culminated with a budget overview by the
president with vice presidents and deans.
The 2012-13 budget reflects the annualization of
the December 2011 strategic compensation
increase. In addition, there is a reserve set aside
to fund an anticipated December 2012 bonus and
Virginia Retirement System (VRS) changes to
target budgets. Schools and units have also been
instructed to incorporate compensation changes
for sales and services and summary budgets.
In the final step of budget development, vice
presidents and deans are given an opportunity to
present prioritized lists of resource needs that
cannot be addressed within the target budgets
provided. Available tuition revenues, state
general funds, and centrally managed private
funds are allocated towards the highest priority
initiatives. More information concerning the
2012-13 funding decisions are included in the
unit budget reviews, which begin on page 27.
BUDGET AND PLANNING GUIDELINES
The Academic Division utilized the following
revenue assumptions in the development of the
proposed budget:
1. Tuition: For planning purposes, schools
developed plans using undergraduate tuition
and fees from the incumbent Six Year Plan
submittal to the State Council of Higher
Education for Virginia. Actual tuition and
fee charges for 2012-13 reflect rates
approved by the Board of Visitors in April.
2. Research: Grant and contract revenue are
based on historical spending patterns and
known new awards with the presumption of
no growth projected in base federal research
spending together with a decrease related to
one-time ARRA (stimulus) funds. The
Facilities and Administrative cost rate is 54
percent for contracts awarded through June
30, 2012 and 58 percent for contracts
awarded beginning July 1, 2012.
3. Auxiliary enterprises: Schools developed
plans using student mandatory fees included
in the incumbent Six Year Plan submittal to
the State Council of Higher Education for
Virginia for 2012-13. Actual revenues and
fee charges for 2012-13 are based on
activity volumes and reflect rates approved
by the Board of Visitors at its April 2012
meeting.
4. State appropriations: For planning purposes,
schools and units assumed no growth in the
state appropriations. With the exception of
funding for the proposed December 2012
bonus, this budget reflects the allocations
10
5. Endowment and interest payout: The
University’s approved endowment spending
policy will govern the endowment
distribution for 2012-13. Return on cash
balances invested in the University shortterm pool will reflect market-based rates as
described in the University’s Internal
Investment Program policy.
6. Philanthropy: Estimates for annual giving
are projected for each school and unit based
upon estimates developed in consultation
between University Development and school
officials.
The Academic Division utilized the following
assumptions in regards to expenditures in the
development of the proposed budget:
1. Enrollment: Schools assumed planned
enrollment growth for fall 2012 would be
supported by allocating incremental revenue
related to enrollment growth to those
schools with additional students according
to a formula that supports the cost of faculty
as well as academic, student and
administrative support.
2. Financial aid: Full funding will be provided
for the projected cost of AccessUVa.
3. Compensation:
a. All budgets will account for the
annualized cost of the November 2011
Strategic Salary Action.
b. Any state authorized changes are funded
from unit funds for self-supporting
activities. Normally state authorized
compensation changes are provided
from central funds for centrally funded
activities. As of this writing the state
has not concluded its budget process and
uncertainty remains around the funding
and implementation of a December 2012
3 percent bonus for faculty and
staff. Further discussion about funding
and internal reallocation needed to
implement the bonus will occur once
final action is taken by the state.
c. 2012-13 fringe benefit rates are
estimated at:
Pooled Fringe Benefit Rates
FT Faculty and University
Staff-Executive
FT Classified Staff; University
Staff-Managerial/Professional,
and University Staff
Operational/Administrative
Part-time Faculty and Staff
with benefits
Part-time Faculty and Staff
without benefits and Wage
employees
Projected
2012-13
ACADEMIC DIVISION
from the state budget as amended by the
Governor that will be considered by the
General Assembly when it reconvenes on
May 14th.
27.5%
37.3%
27.5%
6.0%
4. Operations and maintenance costs: The
University commits to funding operating
and maintenance costs for new facilities and
addressing proactively deferred
maintenance. Debt service includes
principle payments as well as the blended
internal borrowing rate of 4.75 percent.
5. The Darden School of Business and the Law
School financial self-sufficiency models and
the McIntire School of Commerce and
School of Continuing and Professional
Studies revenue-sharing agreements
continue in 2012-13.
6. Auxiliary enterprises, the Medical Center
and the University Physicians Group include
a general and administrative charge on the
adjusted 2010-11 expenditure base to cover
their share of central services.
7. Self-supporting units will continue to
comply with the Board of Visitors Capital
and Operating Reserves Policy established
in April 2006. Schools and units will also
plan for appropriate contingency reserves.
HIGHER EDUCATION EQUIPMENT TRUST
The 1986 General Assembly established a
11
ACADEMIC DIVISION
statewide Higher Education Equipment Trust to
meet the high-priority equipment needs of
higher education. In 2012-13, the University
expects to receive approximately $13 million
and will utilize the funds strategically to assist in
new faculty start-up packages, purchase critical
research equipment, and replace obsolete
equipment. This funding comes to the
University as reimbursement of purchases, so
neither the allocation nor the related purchases
are included in the University's 2012-13 budget.
COMPARISON OF THE OPERATING BUDGET TO
AUDITED FINANCIAL RESULTS
The annual operating budget reflects budget
allocation decisions necessary to accomplish
University goals and ensure physical and
financial resources are appropriately preserved
for the future. It is the responsibility of the
University’s administration to propose annual
plans which keep expenditures and revenues in
balance.
The University’s 2012-13 operating budget
serves as its financial plan and is developed on a
basis that is different than the basis for preparing
audited financial statements. The University
prepares its financial statements in conformity
with accounting principles generally accepted in
the United States. As a public institution, the
University adheres to standards promulgated by
the Governmental Accounting Standards Board
(GASB).
The Statement of Revenues, Expenses, and
Changes in Net Assets from the audited financial
statements most closely relates to the operating
budget, but there are different rules and
conventions employed. Several of these
differences include:
•
GASB financial statements classify general
fund appropriations as non-operating
income, while the operating budget
classifies them as operating income.
•
GASB financial statements are prepared on
an accrual basis, while the operating budget
is prepared on a cash basis, consistent with
the state’s operating budget.
•
GASB financial statements recognize
depreciation expense for capitalized
buildings and equipment. In the Academic
Division’s operating budget, depreciation
expense is not funded, and capital purchases
of less than $2 million are expensed rather
than spread over the useful life of the capital
asset. This is, in part, due to the state
funding a portion of maintenance as a
capital outlay appropriation. Academic
Division expenditures for major repair or
renovation work occur within the reserve
accounts, which are not part of the operating
budget. Alternatively, the Medical Center’s
operating budget includes funded
depreciation for buildings and equipment.
•
GASB financial statements reflect actual
endowment investment performance. The
operating budget reflects endowment
distributions – funds available for
expenditure.
•
GASB financial statements accrue certain
pledged gifts in the year the pledge is made.
The operating budget includes only cash
received for gifts – again, funds available for
expenditure.
Management reports on the fiscal condition of
the University on a cash/budgetary basis as well
as the modified GASB principles.
PERFORMANCE MEASUREMENT
Under the 2005 Restructured Higher Education
Financial and Administrative Operations Act
and the 2006 and 2009 Management
Agreements, the University’s performance on a
set of pre-defined measures has been subject to
review annually by the State Council of Higher
Education for Virginia (SCHEV). However, the
HEOA suspended the Restructuring Act’s
requirement that institutions submit performance
measure reports for fiscal years 2011-12 and
2012-13, and further provided that any
institution certified by SCHEV as having met its
institutional performance benchmarks for fiscal
year 2010-11 is eligible to receive the related
financial benefits in fiscal years 2011-12 and
2012-13. Therefore, the University is not
required to submit a report this year, and
12
conducted by SCHEV no later than October 1,
2013, and will be based on the revised
performance measures developed by the HEAC
and approved by the Governor and the General
Assembly.
The Academic Division continues to measure
performance against a set of performance
measures set forth by the 2005 Special
Committee on Planning to review institutional
performance and progress.
ACADEMIC DIVISION
remains eligible for financial benefits, such as
interest earned on tuition cash balances and
rebates of certain procurement fees, in fiscal
year 2012-13. In accordance with the HEOA,
the Higher Education Advisory Committee
(HEAC) is currently reviewing the Restructuring
Act and institutional performance measures, and
developing recommendations for potential
changes and for new criteria to measure the
goals and objectives of the HEOA. The next
assessment of institutional performance must be
13
ACADEMIC DIVISION OVERVIEW OF OPERATING SOURCES OF FUNDS
ACADEMIC DIVISION
The Academic Division’s projected operating sources are summarized on the next page. This
schedule provides available operating resources based on projected cash inflows from state
general funds, tuition and fees, sponsored research and F&A cost recoveries, endowment
distributions, gifts, sales and service revenues, and other sources.
Available resources for the operating budget are $1.37 billion for 2012-13, a 0.8 percent decrease
from the revised sources available for 2011-12 of $1.38 billion. A more detailed discussion
follows over the next few pages, but the decrease in resources primarily is related to an $18
million gain-sharing payment from the Medical Center to the School of Medicine’s Fund for the
Future related to the fiscal year ending June 30, 2010, which is included in the revised 2011-12
sources; one-time carry-forward balances included in the revised 2011-12 sources; and expected
lower sponsored program activity. These decreases are partially offset by increases in tuition,
state general funds, and other sales and service revenues. Additionally, there will be a gainsharing payment made from the Medical Center to the School of Medicine related to the fiscal
year ended June 30, 2011, which has not been estimated in the 2012-13 budget.
As demonstrated in the 2012-13 chart below, tuition and fees (32.4 percent) provides the greatest
proportion of the operating budget, followed by sponsored programs (22.6 percent), sales and
service revenue and other (including auxiliary sales and services, investment income, and other
miscellaneous revenues) (12.4 percent), endowment distributions (11.2 percent), state general
funds (10.2 percent), gifts (8.2 percent), and operating cash balances (3.0 percent).
2012-13
2011-12
Tuition & Fees
3.0%
12.4%
State Appropriations
13.4%
4.3%
32.4%
Sponsored Programs
30.5%
8.2%
8.1%
Endowment
Distribution
11.2%
Expendable Gifts
10.9%
9.5%
10.2%
22.6%
Operating Cash
Balances
23.3%
Sales & Services and
Other
14
University of Virginia - Academic Division
Projected Operating Sources
($)
Sources Amount
FY Resources Category
2012‐R Appropria ons: State
Tui on
Less: Tui on to Financial Aid
Student Fees
Sales & Services
Grants & Contracts
F&A ‐ Cost Recoveries
Endowment Distribu on
Endowment Admin Fee
Gi s
Gi s‐Via Affil Fdns
Investment Income
Opera ng Cash Balances
MBU Totals
2013‐O Appropria ons: State
Tui on
Less: Tui on to Financial Aid
Student Fees
Sales & Services
Grants & Contracts
F&A ‐ Cost Recoveries
Endowment Distribu on
Endowment Admin Fee
Gi s
Gi s‐Via Affil Fdns
Investment Income
Opera ng Cash Balances
MBU Totals
1
2
3
4
5
6
Tui on and GF
Appropria on
Grants & Contracts,
F&A
Private Unrestricted
Private Restricted
Local Sales, Services,
Other
Auxiliary
131,492,081
415,379,953
‐59,852,434
26,106,799
24,057,065
1,402,661
16,600,000
‐
‐
‐
‐
‐
34,751,587
589,937,712
139,465,749
437,443,588
‐62,825,612
27,876,308
4,300,924
1,300,000
16,600,000
‐
‐
‐
‐
‐
16,941,785
581,102,742
‐
‐
‐
‐
‐
252,422,505
51,700,000
‐
‐
‐
‐
‐
1,351,342
305,473,847
‐
‐
‐
‐
‐
242,934,755
49,500,000
‐
‐
‐
‐
‐
7,039,500
299,474,255
‐
‐
‐
‐
‐
‐
‐
38,600,000
15,522,000
‐
‐
‐
16,619,534
70,741,534
‐
‐
‐
‐
‐
‐
‐
39,600,000
15,595,505
‐
‐
‐
11,599,420
66,794,925
‐
‐
‐
‐
‐
‐
‐
96,288,107
‐
15,500,000
96,048,836
‐
‐
207,836,943
‐
‐
‐
‐
‐
‐
‐
99,300,656
‐
16,000,000
96,682,868
‐
1,523,443
213,506,967
‐
776,053
‐
1,948,770
13,457,541
‐
‐
‐
‐
‐
‐
422,497
4,197,471
20,802,332
‐
57,001
‐
2,684,840
11,558,320
‐
‐
‐
‐
‐
‐
596,835
3,698,039
18,595,035
‐
‐
‐
37,926,760
148,975,547
‐
‐
‐
‐
‐
‐
‐
2,998,007
189,900,314
‐
‐
‐
39,425,610
153,538,703
‐
‐
‐
‐
‐
‐
‐
1,127,261
194,091,574
Total‐Amount
131,492,081
416,156,006
‐59,852,434
65,982,329
186,490,153
253,825,166
68,300,000
134,888,107
15,522,000
15,500,000
96,048,836
422,497
59,917,941
1,384,692,682
139,465,749
437,500,589
‐62,825,612
69,986,758
169,397,947
244,234,755
66,100,000
138,900,656
15,595,505
16,000,000
96,682,868
596,835
41,929,448
1,373,565,498
15
ACADEMIC DIVISION
FUNDING
G SOURCES
State Gen
neral Fund Ap
ppropriation
State geneeral funds aree tax revenuess
appropriated by the Geeneral Assemb
bly to the
institution
n. The $139.5
5 million budgeted generall
fund apprropriation for 2012-13 refleects an $8.0
million in
ncrease over th
he revised 2011-12 budgett
of $131.5 million. Thee state generaal fund
appropriation is comprrised of:
•
$120.1 million in general
g
appropriation, a
$6.0 million
m
increaase over 2011-12. In
additiion to technical adjustmentts, this
increaase includes base
b
operating
g support, as
well as
a funding forr enrollment growth
g
and
Six Year
Y Academic Plan initiatiives;
•
m
for thee Rolls-Royce
$4.8 million
Partneership;
•
•
$4.7 million,
m
an inccrease of $2.3
3 million, for
bioen
ngineering, bio
osciences, and
d cancer
researrch and the fo
ocused ultraso
ound
program; and
$9.9 million
m
for stu
udent financiaal aid.
Funding to
t match the earnings
e
from
m Eminent
Scholars endowments
e
was
w eliminateed during the
2012 Gen
neral Assemblly session.
The follow
wing chart sh
hows the Univ
versity’s
standing among
a
peer public institutiions using
the 2011-12 state appro
opriation for each
e
school:
School
University
y of North Caarolina
University
y of Maryland
d
University
y of Michigan
n
University
y of Virginia
201
11-12 Genera
al
Fu
unds per Insttate Student
$ 22,105
$17,494
$13,024
$8,566
nd Fees
Tuition an
The 2012-13 tuition an
nd fees budget was
developed
d using the ap
pproved enrollment growth
h
plan, whicch reflects a total
t
of 21,224
4 onGrounds headcount
h
stu
udents for falll 2012. Of
the 14,245
5 undergraduate students, it
i is expected
d
that 69 peercent will be Virginians. The
T offGrounds enrollment
e
prrojection for fall
f 2012 is
3,47 5 students.
The following chart demonstraates the trends in
undeergraduate, grraduate, and pprofessional
(gradduate program
ms in McIntirre, Darden, Laaw,
and tthe School off Medicine) ennrollment.
The 2012-13 budget reflects tuuition increasees
prevviously approvved by the Booard:
TUIITION AND E&
&G
FEEES
Unddergraduate
Graaduate
Graad – Engineerring
Battten MPP Posst
Graad Program
Darrden (FT MB
BA)
Law
w
Meedicine
In-State
3.9%
3.9%
7.9%
13.2%
Ouut-ofS
State
4.0%
2.3%
4.5%
113.1%
4.1%
4.1%
4.6%
% - 4.7%
3.7%
3.7%
4.6%
Tuitiion and fees rrevenue, net oof financial aiid, is
expeected to increaase by $22.4 million or 5.33
perceent to $444.77 million. Thee chart on thee
folloowing page prrovides the deetail.
Apprroximately $1
15.6 million oof the tuition and
fees increase is geenerated from
m increases inn
undeergraduate, grraduate, Mediical School, aand
SCP
PS tuition ratees. Undergradduate tuition
revennues include the Board-appproved $4,0000
tuitioon differentiaal charged to sstudents in thhe
McInntire School oof Commercee, expected too
geneerate approxim
mately $2.7 m
million. Abouut
$3.5 million of thhe incrementaal revenue is
alloccable to self-ssupporting deegree program
ms,
incluuding Law, D
Darden, McInttire graduate
proggrams, and ann Engineering executive-styyle
gradduate program
m.
16
2011-12
Revised
Undergraduatte – In-state
$
% Change
20122-13
Projeccted from 2011-12
89,754 $ 955,644
6.6%
Undergraduatte – Out-of-state
144,190
1511,571
5.1%
Less: Tuitio n to financial aid
(27,674)
12.2%
206,270
(311,058)
216,157
34,852
355,961
3.2%
10,696
(233,742)
12,219
14.2%
96,952
1000,466
Net Undergraaduate Tuition
Graduate
Less: Tuitio n to financial aid
Net Graduate Tuition
Professional
Less: Tuitio n to financial aid
(24,156)
(6,870)
Net Professio nal Tuition
90,082
(66,870)
93,596
Medical Schoool
25,146
266,410
Less: Tuitio n to financial aid
Net Medical School
S
Tuition
Other Tuitionn
Less: Tuitio n to financial aid
25,146
26,410
•
$$12.0 millionn for graduatee fellowships,
iincluding Law
w and Dardenn students.
•
$$1.2 million ffor summer seession, Januaary
tterm, study abbroad, and accademic transiition.
4.8%
-1.7%
3.6%
0.0%
5.0%
3.9%
0.0%
5.0%
25,263
255,341
0.3%
(1,152)
0.3%
Net Other Tuiition
24,111
(11,156)
24,185
Student Fees
65,982
722,095
9.3%
$422,286
$4444,662
5.3%
Total Tuition and Fees
eemployed in a significant aacademic cappacity
aand earning aat least $5,0000 annually.
0.3%
Approxim
mately $6.1 million
m
of the additional
a
revenue iss related to E&
&G fees, application fees,
program fees
f
such as th
he new Schoo
ol of Nursing
clinical laab fee and the School of En
ngineering
and Appliied Sciences lab
l fee, and mandatory
m
student feees assessed by
b auxiliary (ii.e., nonacademic)) programs su
uch as athleticcs, bus
services, student
s
union
n, student heallth, and otherr
activities.
Grannts, Contractss, and F&A R
Recoveries
Direect expenditurres reimbursed from grantss and
contr
tracts are expeected to be $2244.2 million, a
decreease of $11.88 million or 3..7 percent as
comppared to the 22011-12 revissed budget. T
This
decreease is based on the spendd down of reseearch
grannts funded undder the Ameriican Recoveryy and
Reinnvestment Actt of 2009 (AR
RRA) and
conccerns about fuuture federal iinvestment inn
reseaarch as evidennced by a reaal decline in nnew
sponnsored prograam awards durring the periood
July 2011 throughh March 20122 as comparedd to
July 2010 throughh March 20111.
The following graaph demonstrrates the trendd in
reseaarch awards ffor the Univerrsity; fiscal yeears
20100 – 2012 incluude the tempoorary impact oof
ARR
RA research aawards.
In 2012-13, $62.8 million, 14.4 perccent of
tuition rev
venue, will bee applied to un
ndergraduate
and gradu
uate financial aid. The Uniiversity reallocates tuition
t
revenu
ues to supportt financial
aid throug
gh the followiing programs:
•
$31.1 million to su
upport AccesssUVa.
•
$12.1 million to fu
und the cost of in-state
tuition
n and fees and
d a healthcaree voucher for
eligib
ble graduate teeaching assisttants.
•
$6.5 million
m
to pro
ovide the diffeerential
betweeen in-state an
nd out-of-statte tuition and
fees for
f out-of-statte graduate stu
udents
In coonjunction wiith the decreaase in expecteed
grannts and contraccts, the budgeet includes a $$2.2
milliion or 3.2 perrcent decreasee in the
reim
mbursement off indirect costts by grants annd
contr
tracts. The peercentage deccrease in F&A
A
recovveries is smalller than that for grants andd
contr
tracts primarilly as a result of the increassed
F&A
A rate in the sspring of 20099. This springg, the
Univversity successsfully renegootiated the F&
&A
rate tto 58 percentt which will bbe applied to nnew
17
ACADEMIC DIVISION
2012-13 Tuittion and Fees
Revenue (in 000s)
0
ACADEMIC DIVISION
contracts awarded after July 2012. As with the
increased rate in 2009, it is anticipated that the
benefit of the new rate in 2012-13 will take
several years to impact recoveries. F&A
recoveries are expected to comprise $66.1
million of the 2012-13 funding sources.
Endowment Income and Gifts
The endowment spending policy adopted by the
Board allows the endowment spending
distribution to increase each year by an
inflationary factor, as long as the resulting
distribution falls between four and six percent of
the preceding June 30 market value of the
endowment.
In 2011-12, the spending rate was increased by
an inflationary measure of 3.8 percent, based on
the five-year average of the Higher Education
Price Index. The 2011-12 distribution (made in
two installments in January 2012 and June 2012)
was set at $265.35 per share, based on shares
owned on June 30, 2011.
Through March 2012, the endowment return has
been 3.6 percent. It is anticipated that the 201213 endowment distribution likely will increase
by an inflationary measure. The 2012-13
distribution will be made in two installments
(January 2013 and June 2013) and is expected to
provide at least $138.9 million to the 2012-13
budget, an increase of 3.0 percent over 2011-12.
The final endowment distribution is subject to
approval by the Board.
A 0.5 percent administrative fee (based on the
endowment’s June 30 market value for the
preceding fiscal year) will be assessed to each
endowment. One-half of the assessment will be
held centrally, while the other half will be
returned as unrestricted funds to the schools and
units that hold the endowment accounts. The
2012-13 fee will reflect the endowment market
value as of June 30, 2012 and is expected to
provide $15.6 million to the 2012-13 budget, an
increase of 0.5 percent over 2011-12.
Total gifts from annual giving and transferred
from foundations available for the operating
budget is projected at $112.7 million, a $36.0
million increase over revised 2011-12. This
projection excludes philanthropic cash flow that
will not be available for the operating budget
(i.e., it is deposited with University affiliated
foundations, invested in the endowment,
transferred to capital projects, or made in the
form of non-cash gifts-in-kind).
Sales and Services and Other Sources of Funds
Remaining sources of funds for the 2012-13
operating budget include sales and services
($169.4 million), operating cash balances ($41.9
million), and investment income ($0.6 million).
Sales and services includes revenues generated
from housing rents, board rates, bookstore sales,
parking passes and fines, athletic conference
revenues and gate receipts, and other activities.
The 2011-12 revised sales and services includes
the August 2011 payment made by the Medical
Center to the School of Medicine’s Fund for the
Future based on gains from the year-ended
2010-11. Although it is expected that similar
revenue will be recognized in 2012-13 for gains
realized in 2011-12, it has not been included in
the budget and contributes to a 9.1 percent
decrease in sales and services revenue as
compared to the 2011-12 revised budget.
The $41.9 million in operating cash balances for
2012-13 include $10.6 million in accumulated
investment earnings to meet expenditure
commitments made from unrestricted
institutional private funds. The accumulated
investment earnings were the result of a Board
action five years ago to invest a portion of
current funds in the pooled endowment fund.
The revised 2011-12 operating budget includes
operating cash balances of $59.9 million. This
reflects funds carried forward from 2010-11 into
2011-12 and available for expenditure for 201112, including general fund re-appropriations and
operating balances that units conservatively
saved in anticipation of future budget reductions.
It is anticipated that a sizeable portion of these
balances most likely will not be spent in 201112 and will be carried forward to 2012-13.
18
This Budget Summary document includes two views of the Academic Division’s projected
operating uses by fund source: by expenditure category on page 21, which summarizes
expenditures for personal services, other than personal services (OTPS), and financial aid, and by
activity on page 23, which summarizes total expenditures by instruction, research,
administration, and so forth. The projected operating uses are net of revenues and recoveries that
internal service providers (such as Printing and Copying Services and Facilities Management)
receive from other University departments to offset their expenses, as well as funds that are
transferred to reserves.
The Academic Division’s projected spending plan comes to $1.36 billion for 2012-13, an
increase of $4.7 million or 0.3 percent over the revised 2011-12 budget. This overall increase is
due to strategic investments made to support undergraduate enrollment growth, to fund the stateapproved VRS contribution rates and an anticipated employee bonus, to establish a reserve for
Six Year Academic Plan goals, and to operate and maintain educational and general facilities,
both new facilities and utility increases for existing facilities. As compared to the projected
available sources of $1.37 billion, the 2012-13 operating plan generates a surplus of $12.4
million. The surplus is comprised of operating cash reserves set aside for future years and
restricted gifts and endowment income that are not available for normal operational needs.
The spending plan includes several funds held in a central account for specific strategic needs,
which will be allocated during the 2012-13 fiscal year, and for unexpected contingencies.
Additionally, each vice president and dean manages reserves related to anticipated vacancies and
contingencies. The central reserves include:
$2,238,000 Reserve related to unanticipated tuition shortfalls, utility rate increases,
utility usage, and other contingencies
$ 949,000 Reserve of 15 percent withholding on new programs
$ 800,000 Reserve for Six Year Academic Plan goals (additional state general funds)
$ 314,000 Reserve related to enrollment growth (additional state general funds)
19
ACADEMIC DIVISION
ACADEMIC DIVISION OVERVIEW OF OPERATING USES
OPERATING USES BY EXPENDITURE CATEGORY
As the pie chart below indicates, 60.5 percent of the Academic Division’s total operating budget
will be expended on personal services. When financial aid and auxiliary operations are
excluded, 71.8 percent of educational expenditures are for the compensation (including fringe
benefits) of faculty, staff, wage employees, and graduate teaching and research assistants.
ACADEMIC DIVISION
2012-13
2011-12
Faculty
Comp.
30.6%
Other
39.5%
Faculty
Comp.
30.6%
Other
42.5%
S taff Comp.
23.6%
GTA/GRA
2.0%
Wages
4.3%
Compensation
Compensation, as shown in the above pie charts,
includes both salaries and a fringe benefit
assessment. Salary expenses are burdened with
a fringe rate, which is collected in a pooled
fringe account that covers expenses for the
employer share of FICA/Medicare; retirement
(whether VRS or Optional Retirement Plan);
health, dental, disability, and life insurance;
unemployment insurance; supplemental benefit
credit for University staff paid $42,000 or less;
the faculty and employee assistance program;
WorkMed (occupational health); and employee
professional development.
Fringe benefit rates must be approved by the
Department of Health and Human Services
(DHHS) in order to be assessed to salary
expenditures from grant sources. Fringe rates
used in this Budget Summary are outlined in the
following chart. The “Approved 2011-12” rates
have been approved by DHHS and are reflected
in the 2011-12 revised budgets. The “Projected
2012-13” rates were used by sales and services
units when developing their 2012-13 budgets
and are expected to be submitted to DHHS later
this spring.
S taff Comp.
20.9%
GTA/GRA Wages
2.0%
4.0%
Pooled Fringe Benefit Rates
FT Faculty and University StaffExecutive
FT Classified Staff; University
Staff-Managerial/Professional,
and University Staff
Operational/Administrative
Part-time Faculty and Staff with
benefits
Part-time Faculty and Staff
without benefits and Wage
employees
Approved
2011-12
Projected
2012-13
26.8%
27.5%
27.6%
37.3%
26.8%
27.5%
5.5%
6.0%
In the proposed 2012-14 Appropriation Act,
which includes amendments proposed by the
Governor to be addressed by the General
Assembly on May 14th, there is a provision for
an up to three percent bonus for full-time faculty
and all staff in December 2012, provided certain
financial benchmarks are achieved by June 30,
2012.
Under the University’s Restructuring Agreement
with the Commonwealth, the Board may
authorize compensation adjustments for faculty
and University staff. However, the Board is not
authorized to grant base salary increases for
classified staff, only the General Assembly.
20
University of Virginia - Academic Division
Projected Operating Uses - By Expenditure Category
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
5
Private Restricted
Amount
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Transfers
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
865.2
85,968,193
106.7
14,452,830
361.3
55,411,766
29.6
2,952,484
127.4
14,712,445
3,368.0
415,353,118
2,953.1 170,228,699
630.9
40,516,285
190.2
13,649,449
284.5
18,328,728
154.6
8,599,501
546.4
31,372,297
4,759.5
282,694,959
54,423,143
0.0
18,375,739
‐
13,342,226
‐
605,110
0.0
11,040,558
0.0
1,256,847
0.0
9,802,663
0.0
169.2
11,345,442
314.0
14,959,558
‐
88,386
24.3
1,290,137
1.0
57,184
‐
‐
508.5
27,740,706
1,810.0 154,786,262
‐ 108,101,634
296.9
0.0
28,795,775
29,949,090
670.2
0.0
86,071,189
43,729,565
185.2
0.0
12,866,016
19,481,103
673.7 55,887,405
0.0 103,287,531
8,636.0
0.0
780,211,926
945,546,492
5,000.0 441,805,279
0.0 640,997,569
0.0
11,272,450
0.0
27,505,785
‐
13,528,869
0.0
47,321,632
‐
67,461
‐
‐
0.0
99,696,197
‐ ‐522,975,759
‐
‐2,905,198
‐
‐2,807,557
‐
12,888
0.0
‐11,913,404
‐
‐15,732,533
0.0
‐556,321,562
‐
7,720,223
‐
14,047,446
‐
700,760
0.0
15,380,079
‐
6,000,000
‐
1,564,760
0.0
45,413,268
‐
‐3,605,017
‐
1,815,724
‐
911,000
‐
5,725,193
‐
‐6,190,151
‐
43,202,022
‐
41,858,771
0.0 148,565,391
1,810.0 303,351,653
852.3 85,484,485
0.0
296.9
98.8
42,282,161
71,077,937
12,604,657
0.0 112,169,357
670.2 198,240,546
383.9 61,173,846
0.0
185.2
31.0
7,445,010
20,311,026
3,535,364
0.0 133,409,467
5,000.0 575,214,745
1,766.5 240,929,231
2,995.9 197,164,142
15
Financial Aid
Recoveries
Internal Debt Service
1,877.8 241,855,399
0.0 132,321,780
673.7 188,209,185
129.7 12,597,998
0.0
576,193,165
8,636.0 1,356,405,091
3,262.2
416,325,581
633.3
43,692,352
197.8
15,195,507
293.6
20,000,584
154.6
9,088,716
548.8
35,493,641
4,823.9
320,634,942
0.0
23,993,333
0.0
13,173,464
0.0
511,050
0.0
10,727,058
0.0
1,332,394
0.0
9,361,712
0.0
59,099,011
170.1
11,026,479
313.5
15,015,861
‐
‐
23.9
1,286,779
0.5
23,384
‐
‐
508.0
27,352,503
1,799.1 157,366,162
0.0 105,456,110
296.6
0.0
28,311,214
22,030,147
701.3
0.0
93,188,267
43,082,021
186.1
0.0
13,979,858
16,631,453
678.4 57,453,351
0.0 106,708,180
8,594.0
0.0
823,412,037
930,916,107
4,932.5 473,113,185
0.0 637,008,196
0.0
10,435,128
0.0
27,352,299
0.0
13,102,796
0.0
50,433,876
0.0
61,961
‐
‐
0.0
101,386,060
0.0 ‐551,555,308
0.0
‐3,105,198
0.0
‐2,496,193
‐
12,888
0.0
‐12,868,026
0.0
‐15,882,994
0.0
‐585,894,831
‐
10,248,830
‐
700,760
‐
16,297,082
‐
6,000,000
‐
3,194,689
‐
44,811,941
‐
2,163,338
‐
848,505
‐
7,897,835
‐
‐6,403,900
‐
39,518,359
‐
46,501,378
0.0 142,115,379
1,799.1 299,481,541
0.0
296.6
34,186,015
62,497,229
0.0 117,723,702
701.3 210,911,969
0.0
186.1
3,421,488
17,401,346
‐
8,370,580
‐
2,477,241
0.0 106,735,837
4,932.5 579,849,022
0.0 133,538,234
678.4 190,991,585
0.0
537,720,655
8,594.0 1,361,132,692
21
OPERATING USES BY ACTIVITY
The schedule of the Academic Division’s projected operating uses by activity on the next page
summarizes total expenditures by program: direct instruction, research, public service, academic
support, student services, general administration, O&M of physical plant, scholarships and
fellowships, and auxiliary/self-supporting. The following charts show the percentage of the total
operating budget dedicated to each major activity:
ACADEMIC DIVISION
2012-13
2011-12
Instruction
Instruction
15.8%
26.5%
Research & Public Serv.
Serv.
Academic Support
Support
Academic
7.3%
15.6%
25.5%
7.5%
Student Services
Student Services
9.4%
22.1%
5.8%
3.3%
9.9%
General Administration
General Administration
O&M of Physical Plant
O&M of Physical Plant
Financial Aid
9.1%
6.2%
3.6%
22.6%
9.8%
Financial Aid
Auxiliaries
E&G BUDGET
E&G is a term used to describe operations that
are directly related to the University's
educational objectives, including the programs
of direct instruction, research, public service,
academic support, student services, general
administration, and O&M of physical plant.
Direct Instruction
Instruction includes the teaching faculty, support
staff, instructional equipment, and operating
costs directly related to instruction, as well as
departmental research. The 2012-13 budget is
$360.8 million, a $13.6 million or 3.9 percent
increase over the 2011-12 revised forecast.
The increased budget results from increased
investments funded from incremental
enrollments, the McIntire differential rate
extended to all students; new class fees in the
School of Nursing and the School of
Engineering and Applied Sciences (SEAS), and
differential tuition for the SEAS graduate
students. The schools all expect to utilize the
incremental funds to invest in faculty and direct
instructional support. In addition, the $800,000
reserve for Six Year Academic Plan initiatives
expected to be funded from new state general
funds is held in this program.
The University recommends the use of the Pratt
Fund, a gift from John Lee Pratt that is intended
“to supplement salaries of the professors of the
Departments of Biology, Chemistry,
Mathematics and Physics, to purchase
equipment for these departments as suggested by
the heads of the departments and approved by
the President and the Board of Visitors, and to
provide for scholarships in these departments for
outstanding students." Mr. Pratt’s will provides
further that these funds could be used "to
support research in the School of Medicine and
to provide scholarships for medical students."
The will stipulates that the Pratt endowment
reverts to Washington and Lee University if the
University of Virginia does not comply with the
provisions of the will. The original Pratt
endowment has been split into two equal
endowments, with 50 percent of the original
principal assigned to the College of Arts and
Sciences and the remaining 50 percent assigned
22
University of Virginia - Academic Division
Projected Operating Uses - By Activity
1
2
Tui on and GF
Appropria on
Amount
Fte
Subtotal
Program
for
Sort
Program Name 1
FY
Program Name
2012‐R Direct Instruc on
Research
Public Service
Academic Support
Student Services
General Administra on
O&M of Physical Plant
E&G Programs Total
Scholarships & Fellowships
Student Financial Aid Total
Auxiliary/Self-Suppor ng
Auxiliary Enterprises Total
MBU Totals
2013‐O Direct Instruc on
Research
Public Service
Academic Support
Student Services
General Administra on
O&M of Physical Plant
E&G Programs Total
Scholarships & Fellowships
Student Financial Aid Total
Auxiliary/Self-Suppor ng
Auxiliary Enterprises Total
MBU Totals
1,875.3
102.6
32.7
927.0
298.8
377.8
1,385.9
5,000.0
-
3
Grants & Contracts,
F&A
Fte
Amount
4
Private Unrestricted
5
Private Restricted
Fte
Amount
Fte
9,256,426
4,707,134
601,030
6,426,608
3,156,386
29,485,043
3,285,669
56,918,295
14,135,642
14,135,642
24,000
24,000
71,077,937
9,698,113
1,607,884
184,224
5,051,967
2,974,022
27,241,086
3,146,632
49,903,928
12,497,796
12,497,796
95,505
95,505
62,497,229
305.4
176.8
34.9
87.4
12.6
38.0
0.1
655.2
0.0
0.0
15.0
15.0
670.2
324.7
178.7
36.1
94.3
13.0
38.3
0.1
685.3
0.0
0.0
16.0
16.0
701.3
5,193,542
224,143,896
7,456,093
19,235,594
4,085
4,233,815
16,279,980
276,547,005
26,804,648
26,804,648
-
29.3
18.1
1.9
28.8
14.6
198.2
6.0
296.9
-
-
274,844,148
29.1
18,502,090 1,577.9
4,692,664
51.5
85,787,795
117.0
41,495,120
0.0
42,322,328
28.8
96,438,731
5.8
564,082,876 1,810.0
11,131,869
0.0
11,131,869
0.0
-
5,000.0
1,854.9
84.3
43.8
867.4
313.3
365.8
1,403.1
4,932.5
0.0
0.0
-
575,214,745 1,810.0
281,470,532
26.1
14,106,011 1,567.8
4,700,010
51.6
88,907,637
115.2
37,690,702
0.0
37,498,502
32.5
105,216,553
5.8
569,589,946 1,799.1
10,259,076
0.0
10,259,076
0.0
-
303,351,653
4,175,363
225,631,113
7,522,141
19,153,094
4,094
4,758,070
12,185,367
273,429,242
26,052,299
26,052,299
-
296.9
30.7
15.9
0.9
28.7
17.9
196.6
6.0
296.6
0.0
0.0
-
4,932.5
579,849,022 1,799.1
299,481,541
296.6
-
Amount
56,257,738
32,380,726
5,926,371
17,535,728
1,654,837
5,628,040
6,895,749
126,279,189
48,969,902
48,969,902
22,991,455
22,991,455
198,240,546
64,132,940
33,462,432
6,246,169
19,384,941
1,812,373
5,727,292
6,356,862
137,123,009
50,423,876
50,423,876
23,365,084
23,365,084
210,911,969
6
Local Sales, Services,
Other
Fte
Amount
3.7
26.0
40.8
80.9
7.4
24.3
2.0
185.2
-
1,607,309
1,867,751
6,665,141
3,413,813
1,951,138
3,948,964
789,449
20,243,565
67,461
67,461
-
185.2
2.6
32.1
28.9
85.7
6.4
28.5
2.0
186.1
-
20,311,026
1,280,262
1,591,517
5,159,598
2,822,807
1,903,426
3,865,275
726,500
17,349,385
51,961
51,961
-
186.1
17,401,346
Auxiliary
Amount
Fte
Total‐Fte
-
-
-
-
673.7
673.7
673.7
-
188,209,185
188,209,185
188,209,185
-
-
-
678.4
678.4
678.4
190,991,585
190,991,585
190,991,585
2,242.7
1,901.3
161.8
1,241.2
333.5
667.1
1,399.8
7,947.3
0.0
0.0
688.7
688.7
8,636.0
2,239.0
1,878.8
161.2
1,191.3
350.6
661.8
1,417.0
7,899.6
0.0
0.0
694.4
694.4
8,594.0
Total‐Amount
347,159,163
281,601,597
25,341,298
132,399,538
48,261,565
85,618,190
123,689,578
1,044,070,930
101,109,522
101,109,522
211,224,640
211,224,640
1,356,405,091
360,757,210
276,398,957
23,812,142
135,320,446
44,384,616
79,090,225
127,631,914
1,047,395,510
99,285,008
99,285,008
214,452,174
214,452,174
1,361,132,692
23
ACADEMIC DIVISION
to the School of Medicine. For 2012-13, $3.8
million is recommended for the School of
Medicine to provide direct research support. For
the College of Arts and Sciences, $3.2 million
will support the departments of Biology,
Chemistry, Mathematics, and Physics in
compliance with the terms of Mr. Pratt’s will.
Research and Public Service
The 2012-13 research and public service budget
will decrease by $6.7 million or 2.2 percent as
compared to the revised 2011-12 budget. This
category includes both University and
externally-funded research and public service.
University-funded research and public service
includes support for research faculty, as well as
the Center for Public Service, the Center for
Advanced Studies, the Center for Politics, the
Institute of Nuclear and Particle Physics, the
Virginia Center for Diabetes Professional
Education, the Virginia Foundation for the
Humanities, the Institute of Government, the
Women’s Center, the Virginia Film Festival,
Blandy Farm, and non-credit course offerings.
The Commonwealth’s expected investment in
research of $4.7 million in 2012-13 is included
in this program. Of this amount, $1.6 million
has been set aside for the University’s highest
science and technology priorities, $2.4 million
has been allocated for cancer research in the
School of Medicine, and $0.7 million has been
allocated for focused ultrasound research. The
2011-12 revised budget includes nearly $8.2
million of unexpended funds carried forward
from 2010-11, which causes a decrease when
compared to 2012-13.
The University also anticipates decreased
funding from external research sponsors in
2012-13.
Academic Support
The academic support program encompasses the
libraries, academic computing, and academic
administration. The $135.3 million budget for
2012-13 is an increase of $2.9 million or 2.2
percent, primarily related to the reserve for
fringe benefit changes and the reserve for the
potential faculty and staff bonus. In addition,
the $950,000 reserve related to administrative
fees withheld from incremental revenue
resulting from enrollment, new fees, and
differential tuition is held in this program.
Student Services
The student services program includes those
activities whose primary purpose is to contribute
to the students' emotional and physical wellbeing and to their intellectual, cultural, and
social development outside of the classroom.
The 2012-13 student services budget is $44.4
million, which is a decrease of $3.9 million or
8.0 percent from the revised 2012-13 budget.
The revised budget includes carryforward
balances, primarily related to the maintenance of
the University’s Student Information System.
When adjusted for the one-time carryforward
balance, the 2012-13 budget is comparable to
the 2011-12 budget.
General Administration
This category includes executive, financial,
administrative, logistical, and fundraising
activities. The general administration budget
will decrease by $6.5 million or 7.6 percent in
2012-13, primarily due to $6 million in
carryforward balances included in administrative
reserves in 2011-12 revised budgets.
O&M of Physical Plant
The O&M program category includes all
expenditures for maintaining and operating
facilities, leasing space, and police and security,
net of amounts charged to auxiliary enterprises
and the Medical Center. The O&M budget,
including items held in reserve, is projected to
increase $3.9 million or 3.2 percent in 2012-13
compared to the 2011-12 revised forecast.
Additional funds are provided to: maintain and
operate new and upgraded facilities, including
Ruth Caplin Theatre, SEAS/FM Shop Building,
East Chiller Plant, Jordan Hall HVAC
Replacement, and ITC Data Center ($0.6 million
and 12 FTE positions); increase the level of
operating budget maintenance funding ($0.5
million (year eight of 10, with $1 million
deferred until an eleventh year); and meet higher
utility costs for existing facilities ($1.2 million).
STUDENT FINANCIAL AID
The student financial aid budget, $99.3 million
24
in 2012-13, includes graduate and undergraduate
student scholarships, fellowships, and other
forms of student assistance supported from state
general funds, endowment income, gifts, and
federal sources. This budget excludes loans, or
aid provided directly to students by third parties.
Aid funded from tuition is presented as a
discount to tuition revenues earlier in this
document.
Financial aid awards to undergraduate students
primarily are based on current federal
methodology and packaged according to the
principles of AccessUVa. For graduate students,
the University is committed to working with
schools to improve the flexibility and
attractiveness of the University’s graduate
support packages in order to become more
competitive in attracting top graduate students.
Support to graduate students is based upon both
employment as a graduate teaching or research
assistant and merit.
The 2012-13 financial aid budget includes
funding of $9.1 million for AccessUVa from
local funds and central unrestricted private
resources. Additionally, the budget includes
funding from central unrestricted private
resources of $2.4 million for an undergraduate
merit scholarship program, the University
Achievement Awards.
AUXILIARY ENTERPRISES
An auxiliary enterprise is an entity that exists to
furnish goods or services to students, faculty, or
staff and charges a fee to recover the cost of the
service. Auxiliary enterprises are expected to be
self-supporting, with revenues fully supporting
the operating and capital expenditures of the
enterprise. Emphasis is placed on providing
safe, effective, and efficient enterprises that are
compatible with, and facilitate the
accomplishment of, the University's primary
mission. The Commonwealth requires that
auxiliaries be charged an overhead rate to
support the general and administrative services
provided by E&G operations. In 2012-13, the
auxiliaries will be charged 6.0 percent of their
operating expenditures. A total of nearly $5.2
million will be recovered by central
administration. In return, auxiliaries are
normally credited with interest earned on their
cash balances. In 2011-12, the Commonwealth
reverted interest earned on auxiliary balances
reported to the state, but the 2012 General
Assembly reversed this action; auxiliaries will
once again be credited with interest earned on
cash balances in 2012-13.
Disbursements from auxiliaries are expected to
total $214.5 million, including amounts to be
transferred to reserves for renewal, replacement,
and debt service. The University continues to
place emphasis on the maintenance of prudent
reserves for the rational and systematic renewal
and replacement of equipment and facilities.
Detailed budget information, including projected
expenditures from reserves, for the major
auxiliary enterprise units is included in the
following sections.
STAFFING
The Academic Division projects a decrease of
42 FTE positions to 8,594 in 2012-13. A
decrease of 67 positions is expected from state
and tuition sources. This decrease primarily
reflects an initiative during the 2012-13 budget
development process to align budgeted FTEs
with actual funded FTEs.
With increased federal research dollars under the
ARRA coming to an end, a decrease of 0.6
percent is expected in positions funded from
grants and contracts. Positions funded from
private sources are expected to increase by 2.7
percent, while positions funded from auxiliaries
are expected to increase by 0.8 percent. Of the
8,594 positions budgeted, about half (4,279
positions) are involved directly in the primary
programs of instruction, research, and public
service.
State
2011-12
Revised
2012-13
Change
%
Change
Grants &
Contracts Private
Auxiliary
Total
5,000
4,933
(67)
1,810
1,799
(11)
1,153
1,184
31
673
678
5
8,636
8,594
(42)
(1.3%)
(0.6%)
2.7%
0.8%
(0.5%)
25
26
MAJOR ACADEMIC AND ADMINISTRATIVE BUDGET OVERVIEWS
EXECUTIVE VICE PRESIDENT AND PROVOST
Overview of Operations
The Executive Vice President and Provost is the chief
academic officer of the University of Virginia and is
charged with overseeing the education, research, and
public service in the schools of the University, in the
University’s libraries and museums, and in a number of
other academically-related units. In addition to the
eleven schools and University Libraries, the Executive
Vice President and Provost (EVPP) maintains
responsibility for Undergraduate Admissions, Center for
Liberal Arts, Center for Politics, Virginia Foundation
for the Humanities, the Weldon Cooper Center for
Public Service, the University Press, and the Shannon
Center for Advanced Studies.
•
Strategic Direction
The major goals for the EVPP in 2012-13 include:
1.
Recruit, retain, and develop academic personnel.
Conduct or oversee searches for senior academic
leaders and advise the University president on
appointments. Strengthen faculty recruitment
and advancement with particular attention to
recruiting, promoting, and retaining high-quality
faculty from diverse backgrounds who
demonstrate potential as outstanding scholars
and who share a commitment to the University’s
goals.
2.
Work with senior leaders to set University
academic priorities and align resources and
technologies in service to the University’s
Statement of Purpose and Goals. Academic
program and curriculum review is integral to this
work.
3.
Advance the University’s core functions of
teaching, research, and service by supporting the
work of the deans and fostering collaboration
across schools and units, especially related to the
arts, international programs, science, and
research.
4.
Develop and sustain the infrastructure necessary
to support the University's academic mission,
including management of data and data systems
in service to faculty and students, effective use of
academic space, and compliance with the
Commonwealth’s higher education coordinating
body and the University’s regional accrediting
agency. Through the deans, supervise the work
of personnel responsible for preparing (in
collaboration with the EVP/COO) all academic
revenue and expenditure budgets.
The Provost’s major responsibilities include:
• Appointment of deans and oversight of their
evaluations;
•
Working with deans and directors to maintain
excellence and realize the academic aspirations of
the individual schools and of the University as a
whole;
•
Serving as the chief personnel officer for faculty;
•
Managing the University’s academic budget, in
working with the president and the chief operating
officer;
•
Promoting interdisciplinary and innovative
approaches to education and research, as well as
fostering diversity of faculty, students, and staff;
•
Developing and implementing a thoughtful vision
for the future of the University and its relationship
to other societal, governmental and economic
institutions, and to society at large;
•
Overseeing global academic activities, including
foreign study, Semester at Sea, Universitas 21,
international exchange of scholars, and the
promotion of international study; and
Overseeing academic planning, building on current
strategies for advancing academic programs and
efficient resource allocations, and nurturing
innovations in all programs.
27
MAJOR BUDGET UNIT OVERVIEWS
The following pages (through page 110) provide an overview of each school and administrative/service
center areas. The overview includes a description of the unit’s operations and strategic direction; an
explanation of the 2012-13 budget, including any additional funding allocated; and a summary of projects
currently on the capital plan, as well as any anticipated changes.
MAJOR BUDGET UNIT OVERVIEWS
The Provost has oversight of all COFU initiatives
emanating from the 2007 strategic planning effort as
described on page 7. Three of the six initiatives
established by the COFU are administered by EVPP;
the office manages each respective program budget
and is responsible for coordinating and advancing
these priorities and affiliated core values. The
following are overviews of those three initiatives.
Jefferson Public Citizens (JPC) and the Student
Experience: JPC is a comprehensive academic
public service program that integrates students’
service and research experiences throughout their
time at the University. The program deepens student
learning by integrating academic and public service
experiences and seeks to inspire students to act as
engaged citizens through community partnerships,
research service projects, and scholarly reflection.
The program prepares students to work with local,
national, and international communities to effect
positive change in the world. Objectives are attained
through development of University courses and
undergraduate research that promote communitybased projects and engagement issues.
International Programs: The Center for
International Studies serves as a research center for
faculty, staff, and students from the University and
from institutions around the world. Its mission is to
provide a University-wide focus on global education,
as well as to link research universities, institutes, and
scholars in the U.S. and abroad. Critical to the
Center’s mission is the formation of interdisciplinary,
University-wide faculty. The Center administers the
following programs:
1.
The Curriculum Development/Enhancement
Grant Program provides funds to faculty who are
developing new courses with a significant
international/global perspective.
2.
The Visiting International Scholars initiative
brings distinguished international scholars and
practitioners whose presence on Grounds will
benefit the entire University community.
3.
The Distinguished International Fellowship
Program sponsors international fellows to be in
residence at the University for one semester
during the academic year, broadening and
deepening relationships with faculty colleagues
outside of the U.S.; increasing opportunities for
research collaborations; and exposing students
and others in the University community to the
expertise of international visitors.
4.
In addition, the Center promotes international
activities and programs through conferences,
workshops, guest speakers, and student
scholarships; Title VI grant writing in the
College; and international intern scholarships.
Institute for Faculty Advancement and Academic
Leadership includes the following components:
1.
The Leadership in Academic Matters Program,
designed to prepare faculty to become the next
generation of department heads, directors, and
other University administrative leaders;
2.
The Professors as Writers Program, conducted
by the Teaching Resource Center, provides
support to faculty in their academic and
professional writing;
3.
Program support for the Vice Provost for Faculty
Advancement to sponsor a faculty advancement
lecture series and workshops;
4.
The Institute for Leadership Excellence in
Academic Departments, which targets faculty
serving as department chairs or directors of
academic centers, provides workshops and other
programs to facilitate discussion of common
cross-departmental issues, and encourages
progress towards a diverse faculty and staff; and
5.
The Teaching Technology Support Partners
Program provides the opportunity for qualified
graduate students to work with faculty to foster
integration of technology and innovation into
their teaching.
2012-13 Operating Budget
The EVPP is funded through a traditional centralized
budget target, as well as self-generated private
resources, grants and contracts, and sales and services
activities for the University Press.
As shown on the pie chart on the following page,
excluding the schools and the library, for 2012-13, 62
percent of the EVPP’s operational budget is from
tuition and state general funds. Private funds
(endowment distributions and gifts) represent 18
percent of funding. Grant, contracts, and F&A
constitute 13 percent, while sales and services makeup 6 percent.
28
MAJOR BUDGET UNIT OVERVIEWS
Excluding the schools and the library, the EVPP’s
2012-13 operating budget (see the following page) is
$52.4 million, primarily allocated to faculty and staff
compensation (62 percent).
The University proposes to allocate $27,000 to the
International Studies Office related to incremental
revenues associated with several international-related
student fees. In the budget document, the funding is
held in the University reserve pending Board approval
of the budget. The University will put a priority on
identifying one-time funds which may be allocated by
the Provost on a case-by-case basis in support of startup packages for STEM faculty. Additionally, upon
approval, funding will be allocated to the target budgets
for increases in the fringe benefit rate and the
anticipated bonus payment.
Including the schools and the library, the operating
budget for all areas reporting to the EVPP will be
$876.4 million in 2012-13.
Capital Plan
Capital projects under the EVPP area which are not
directly related to the schools or libraries include the
University Conservation Center ($8.1 million in gifts)
and the University Art Museum Addition ($30 million
in gifts). Both projects are on hold pending fundraising.
29
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
98.6
11,481,717
16.2
1,590,126
10.4
1,503,666
10.4
1,094,749
5.5
572,146
1.9
736,910
142.9
16,979,314
133.9
7,621,859
19.3
1,155,054
2.4
184,119
7.9
527,880
5.8
288,474
12.5
724,758
181.6
10,502,144
‐
3,165,040
‐
684,694
‐
112,598
‐
465,870
‐
182,250
‐
‐
‐
4,610,452
9.5
621,515
2.3
111,510
‐
71,386
0.7
37,225
‐
‐
‐
‐
12.4
841,635
241.9
‐
22,890,131
15,397,672
37.8
‐
3,541,384
1,751,781
12.8
0.0
1,871,769
7,322,466
18.9
‐
2,125,724
2,252,008
11.3
‐
1,042,870
616,130
14.3
‐
1,461,668
1,384,907
336.9
0.0
32,933,545
28,724,963
Financial Aid
Recoveries
Internal Debt Service
‐
32,727
‐
224,227
‐
91,725
‐
405,114
‐
10,000
‐
‐
‐
763,793
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐13,000
‐
‐
‐
‐13,000
‐
‐
‐
1,281,279
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,281,279
Transfers
‐
122,727
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐461,232
‐
‐338,505
241.9
98.0
15,553,125
38,443,256
10,167,776
37.8
16.9
3,257,287
6,798,671
1,652,761
0.0
12.8
11.9
7,414,191
9,285,960
1,440,977
18.9
9.8
2,657,122
4,782,846
1,207,380
11.3
6.1
613,130
1,656,000
602,934
14.3
0.3
923,675
2,385,343
32,740
0.0
336.9
143.0
30,418,530
63,352,075
15,104,568
138.5
8,054,136
17.8
1,247,121
2.1
197,282
8.9
561,414
5.5
306,387
13.0
721,152
185.7
11,087,492
0.0
4,575,607
‐
847,644
0.0
63,248
‐
531,562
0.0
9,000
0.0
11,082
0.0
6,038,143
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
9.5
55,550
1.3
93,000
‐
‐
0.5
64,268
‐
‐
‐
‐
11.2
212,818
245.9
0.0
22,853,069
9,409,228
36.0
‐
3,840,526
1,844,274
14.0
0.0
1,701,507
2,342,541
19.2
‐
2,364,624
2,150,735
11.6
0.0
918,321
658,879
13.3
0.0
764,974
1,036,930
340.0
0.0
32,443,021
17,442,587
0.0
31,021
‐
83,167
0.0
545,000
0.0
398,750
0.0
10,000
‐
‐
0.0
1,067,938
‐
‐
‐
‐
‐
‐
‐
‐
0.0
‐20,200
‐
‐
0.0
‐20,200
‐
‐
‐
1,229,739
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,229,739
‐
190,528
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
190,528
0.0
245.9
9,630,777
32,483,846
36.0
3,157,180
6,997,706
0.0
14.0
2,887,541
4,589,048
0.0
19.2
2,549,485
4,914,109
0.0
11.6
648,679
1,567,000
0.0
13.3
1,036,930
1,801,904
0.0
340.0
19,910,592
52,353,613
30
eeducation serioously requires tthat students
ccontinue to interact with seniior faculty, take
ssmaller courses, and explore and connect w
within
a broad array oof curricular offferings. Key aareas
oof focus by thee College incluude the establishment
oof the new Pavvilion Seminarss for
uundergraduatess; opportunities for undergradduate
sstudents to enggage in meaninngful research;
iincreasing unddergraduate parrticipation to taake
aadvantage of thhe substantial iimprovements to
aarts-related faccilities; and bollstering
ccollaborative rresearch and exxchange
oopportunities w
with other univversities aroundd the
w
world.
Overview of Operations
The Colleg
ge and Graduatte School of Arrts & Sciences
is the largeest of the Univeersity of Virgin
nia’s eleven
schools and is the instituttion’s intellectu
ual core.
Offering more
m
than 50 un
ndergraduate majors
m
and
concentratiions and more than two dozen graduate
programs, Arts & Sciences spans the lib
beral arts,
stretching from the study
y of the birth off the universe
to the latesst scientific and
d technologicall advances and
d
encompasssing the literatu
ures and languaages, history
and arts, ecconomics, and politics of the world's
cultures. The
T College an
nd Graduate School comprise
more than 11,000 studentts and approxim
mately 700
full-time reegular faculty members.
m
Strategic Direction
D
The six strategic direction
ns described beelow, while
comprehen
nsive in scope, present specifi
fic guidance
and focus for
f the allocation of resources, faculty and
staff hiring
g priorities, and
d fundraising energies
e
over
the next fiv
ve to seven yeaars, as well as a framework
through wh
hich to organizze fundraising opportunities.
o
The action
ns proposed herre are intended
d as attainable
initial steps nested within
n a 10 to 15-year
nent research
repositioniing of the Colleege as an emin
institution also widely accknowledged fo
or the
g.
excellence of its undergraaduate teaching
1.
Mainta
ain core excelllence in underg
graduate
education. The Colllege has long been
b
disting
guished in offeering undergrad
duates an
intimaate, rigorous, an
nd broad underrgraduate
experiience amidst th
he benefits and energy of a
major research univeersity. The breeadth of the
underg
graduate offeriings and the co
ommitment of
faculty
y to creating geenuine, life-altering
relatio
onships with their students deefine the
traditio
onal core of th
he College’s ex
xcellence.
Preserrving the Univeersity’s standin
ng as a major
research university th
hat takes underrgraduate
2.
E
Enable facultyy growth. Althoough the need is
bbroad, the Colllege must focuus resources onn
ffaculty to realiize progress annd innovation aacross
tthe disciplines by protecting established
sstrengths in sellected program
ms, building up the
ssciences, and ssupporting emeerging crossddisciplinary cluusters of facultty distinction.
D
Doing so both protects and ennhances the coore of
tthe College’s m
mission: the exxcellence and riigor
oof the undergraaduate educatioonal experiencce and
tthe eminence aand research prroductivity of tthe
ffaculty.
3.
E
Establish and eexpand collaboorative and
m
multidisciplinaary research inn targeted areaas well
ppositioned to ddistinguish the College. Targgeted
aareas will incluude: global ennvironmental
cchallenges; lifee sciences in thhe post-genomiic era;
hhuman life spaan developmennt; cosmic origiins
aand astrochem
mistry; the Instittute for Globall
H
Humanities; annd quantitativee collaborative.
4.
SSecure sufficieent and regularr funding to proovide
aappropriate staart-up packagees to new facullty to
aattract the stroongest candidates and enablee them
tto mount aggreessive researchh programs. T
The
eexpansion of thhe size of the ffaculty, as welll as
tthe need to repplace growing nnumbers of retiiring
ffaculty, entailss substantial finnancial costs inn
tterms of start-uup packages, w
which often excceed
$$750,000 per ffaculty memberr in the sciencees,
aand the need foor expanded laaboratory spacee to
ssupport emergiing research prrograms. Startt-up
ppackages oftenn involve lab reenovations,
eequipment purrchases, fundinng for graduate and
ppostdoctoral poositions, and suummer salary
ssupport. Such investment is an essential prrerrequisite to thee College’s prioority goal of
31
MAJOR BUDGET UNIT OVERVIEWS
COLLEGE
E AND GRADU
UATE SCHOO
OL OF ARTS &
SCIENCESS
MAJOR BUDGET UNIT OVERVIEWS
enhancing the staturee of the sciencees at the
University, but it also has the poten
ntial of
returniing resources to
t the College in
i the future ass
faculty
y research prog
grams develop and begin
compeeting for federaal and other spo
onsored
research awards, which will increase overhead
returns to the Univerrsity, the College, and its
departtments.
5.
6.
Suppo
ort research and teaching cap
pacity through
staffin
ng, instrumenta
ation, and facilities.
Achiev
ving success in
n the College’ss strategic
prioritties requires inv
vestment in faccilities,
equipm
ment and instru
uments, and tecchnical and
admin
nistrative suppo
ort. Ensuring access
a
to
research instrumentaation and lab faacilities in the
sciencces, as well as studio
s
and perfformance
space in the arts, preesents a critical prerequisite
to recrruiting excellen
nt faculty and students
s
to
Colleg
ge programs an
nd making prog
gress toward
strateg
gic initiatives.
Streng
gthen graduatee education. Grraduate
studen
nts work at the vanguard of reesearch and
innovaation in the tweenty-first centu
ury university.
Their laboratory worrk and dissertattions form the
backbo
one of research
h innovation arround the
world.. Talented grad
duate students come to the
University brimming
g with new eneergy and new
ideas, assisting our faculty
f
in their scholarly
effortss and emerging
g as distinguish
hed scholars
themseelves.
Achieving these aims req
quires that the College
C
balance asp
pirations with core
c
foundational needs,
such as:
•
ging undergrad
duate enrollmen
nt growth
Manag
effectiively;
•
ving competitiive levels for faaculty salaries
Achiev
after a prolonged perriod of stagnatiion;
•
nt-faculty ratio
o to ensure the
Improving the studen
dergraduate ex
xperience;
excellence of the und
•
gh the anticipatted retirements
Transiitioning throug
of a nu
umber of eminent faculty; and
•
c
labo
oratory, and
Ensuriing sufficient classroom,
office space to suppo
ort planned gro
owth.
This volume off hiring over a
next seven years. T
relatiively brief periiod presents booth challenge aand
oppoortunity, and suuch hiring will transform the
Colleege’s faculty annd set the tonee and foundatioon for
decaddes.
20122-13 Operating Budget
The C
College is fundded through a ttraditional
centrralized budget target and selff-generated graants,
contrracts, and privaate resources.
For 22012-13, 60 peercent of the Coollege’s operattional
budgget is from tuitiion and state geeneral funds, w
while
grantts, contracts, annd F&A constiitute 22 percennt and
proviide an importan
ant source of reevenue for the
Colleege. Private fuunds (endowmeent distributionns,
gifts,, and transfers from the Colleege Foundationn)
repreesent 17 percennt of funding.
The ffollowing grapph demonstratees the trend in ggrant
suppoort, as well as the diversity oof sponsors.
The ffollowing grapph shows a sim
milar trend in F&
&A cost
recovveries generateed by the schoool.
The faculty
y growth due to
o planned enro
ollment
growth, alo
ong with heigh
htened retiremeent turnover
and the norrmal turnover associated
a
with
h departures,
may requirre more than 20
00 faculty searrches in the
32
ge’s 2012-13 operating budgeet (see followin
ng
The Colleg
page) is $1
188.4 million, with
w the primarry spending
initiatives being
b
faculty compensation
c
(49
( percent),
GTA/ GRA
A stipends and graduate fellowship support
(21 percen
nt), and staff sallaries and wages (14 percent)).
ge’s 2012-13 operating budgeet includes an
The Colleg
allocation of $1.6 million
n related to falll 2011 enrollmeent
growth and
d $0.8 million related
r
to projeected fall 2012
2
enrollmentt growth. In addition, the bud
dget includes an
n
allocation of $100,000 in
n support of a recruitment for
the Rare Books School. The University
y proposes to
allocate $3
3.2 million to be
b distributed frrom the Pratt
Fund to thee College in acccordance with
h the terms of th
he
gift. In thee budget, the fu
unding is held in
i the Universiity
reserve pen
nding Board ap
pproval. Addittionally, upon
approval, funding
f
will bee allocated to th
he College’s
target budg
get for increasees in the fringee benefit rate an
nd
the anticipated bonus pay
yment.
Recruiting and retaining faculty will bee a continued
emphasis, in compensatio
on and start-up
p packages. Th
he
following graph
g
demonsttrates the averaage College
faculty salaary compared to
t the 60th and 75th percentilee of
AAU peerss.
Capittal Plan
Consstruction is onggoing for Blanddy Farm Reseaarch
Buildding, which is expected to bee completed latter this
sprinng; the Ruth Caaplin Theatre, tto be occupied in
Deceember 2012; annd the New Cabbell Hall Renoovation,
to bee completed in two phases byy September 20014.
Curreently, the highest priority prooject not in
consttruction is the rrenovation of G
Gilmer Hall annd the
Chem
mistry Buildingg, the College’s longstandingg
workkhorse buildinggs. The renovaations are on thhe Major
Capittal Projects Plaan at $125-$1335 million, propposed to
be fuunded in full froom state generral funds. The 2012
Geneeral Assembly did not providde planning funnds for
this ccritical project..
Projeects on the longg-term capital pprogram includde the
renew
wal of Wilson Hall ($24 million from state general
fundss); constructionn of a new mussic building ($44
millioon, split-fundeed between statte general fundds and
gifts)); construction of a drama buuilding additionn ($19
millioon, split-fundeed between statte general fundds and
gifts)); renovation oof Kerchof Halll ($29 million ffrom
state general funds)); renewal of B
Brooks Hall ($220
millioon from state ggeneral funds);; renewal of Olld Cabell
Hall ($65 million fr
from state geneeral funds), exppansion
of thee Anheuser-Buusch Coastal R
Research Centerr; and a
placeeholder for a neew lab buildingg possibly sharred with
the S
School of Enginneering and Appplied Science ($86
millioon).
33
MAJOR BUDGET UNIT OVERVIEWS
The ffollowing charrt provides the student:facultyy ratio
over the past severaal years.
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2010 MBU: AS-College of Arts & Sciences
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
639.2
72,390,209
112.9
10,770,624
14.8
1,840,870
90.7
10,845,897
857.5
95,847,600
175.0
10,261,436
53.2
2,720,142
15.4
771,742
43.8
2,338,301
287.4
16,091,621
3,423,219
4,635,256
117.3
8,433,429
55.0
3,871,012
931.5
94,508,293
6,051,609
221.0
21,997,034
15,661,723
OTPS
16,809,472
Financial Aid
Recoveries
Internal Debt Service
13,900
30.2
3,460,572
2,626,512
1,691,201
1,245,000
1,000
9,318,375
5.2
366,200
0.3
20,300
177.7
12,690,941
139.7
14,795,398
7,166,901
0.3
21,300
2,058,321
1,322.7
133,948,537
32,629,755
351,088
4,257,684
‐234,834
2,000
24,880,815
‐799,800
‐1,034,634
345,075
345,075
24,500
Transfers
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
Total ‐ Amount
22,650,747
931.5 117,159,040
626.2 67,624,995
175.7
10,488,673
24,500
221.0
113.5
19,122,295
41,119,329
10,830,500
56.2
2,899,303
30.2
15.8
2,042,289
4,668,801
2,025,537
2,926,700
15.4
767,879
4,658,000
0.0
1,500
31.2
0.0
2,794,916
869,144
118.4
8,630,951
56.2
3,959,201
920.3
0.0
89,643,922
7,835,793
225.9
22,374,401
15,536,200
16,309,545
3,461,000
139.7
97.8
11,769,660
26,565,058
11,991,561
46.6
2,516,101
0.3
1.0
1,260,521
1,281,821
49,500
1,322.7
854.3
56,845,511
190,794,049
92,522,093
0.2
10,000
294.1
16,709,353
1,200
0.0
8,811,003
1,251,000
5.1
367,000
0.1
9,300
179.7
12,966,452
149.4
16,125,662
6,300,000
1.3
70,000
1,582,753
1,328.1
0.0
131,008,901
32,123,890
910,000
5,489,876
‐231,000
1,500
26,171,921
‐775,253
‐1,006,253
106,332
106,332
13,000
0.0 23,927,338
920.3 113,571,260
13,000
225.9
18,997,200
41,371,601
0.0
31.2
1,779,144
4,574,060
149.4
11,896,208
28,021,870
1.3
809,000
879,000
0.0
1,328.1
57,408,890
188,417,791
34
Overview of Operations
For the Cu
urry School of Education,
E
the past five
years have been a time off transition, con
nsolidation,
and investm
ment that posittions the Schoo
ol well for the
coming fiv
ve years. Sincee 2007, Curry has,
h among
many otherr things:
•
w research cen
nters and
Establlished three new
becom
me host to a nattional association;
Enroollment
Curryy begins the 20012-13 academ
mic year with itts first
classs of directly adm
mitted first yeaar undergraduaate
studeents, its first fuully online gradduate programss, its
first ddual-degree prrogram with annother professioonal
schoool (Darden), annd its full owneership of Curryy
coursses and degree and certificatee programs at ooffGrouunds sites.
Enroollment trends tthrough 2010-111 are shown bbelow.
•
uctured its docttoral programs to better
Restru
preparre graduates for faculty and reesearch
careerrs;
•
olidated programs and limited
d graduate
Conso
admissions to be more selective an
nd competitive
for top
p graduate stud
dents;
•
gthened interdisciplinary parttnerships with
Streng
the Daarden School, the
t Batten Scho
ool, the
Colleg
ge of Arts & Scciences, and otthers;
•
n offering onlin
ne courses to seelect groups off
Begun
studen
nts; and
•
g
Reinsttated and refineed its faculty governance
modell to ensure that the academic interests of thee
Schoo
ol are the forem
most considerattion in
planniing and decisio
on making.
Curry has benefitted
b
from
m these changees, jumping 10
positions – from 31st to 21
2 st – in nationaal rankings,
adding to the
t number of its
i top-ranked graduate
g
programs, recruiting and hiring the very
y top faculty
candidates, and driving th
he recognition of the
University as one of the top
t three institu
utions in the
nation thatt influence educcation policy.
D
Strategic Direction
The next fiive years will see
s Curry and the
t University
derive even
n greater beneffits. The four strategic
s
foci
of the scho
ool over 2012-1
13 and the nextt five years
can be sum
mmed up in fou
ur words: Enrolllment,
Research, Innovation,
I
and Resources. As
A evidenced
below, the School’s strateegic direction supports
s
the
University’s strategic direction as outlin
ned by
President Sullivan’s
S
goalls and the goalss of the
COFU. In
n developing itss strategic direcction, Curry
has paid cllose attention to
o the needs of the University
as it strivess to meet its ob
bligations undeer the Higher
Education Restructuring Act as outlined
d in SCHEV’s
institutionaal performancee standards.
the first time evver, Curry’s stuudents will spaan the
For th
full rrange of studennt experiences from first-yearr
undeergraduates to P
Ph.D. candidattes and from fuulltime students in ressidence in Charrlottesville to aadult
profeessional learnerrs throughout tthe Commonw
wealth
and, potentially, thee world.
Overr the next five yyears, Curry w
will:
•
E
Ensure the Schhool has adequate faculty exppertise
aand administraative infrastructure to supportt high
qquality program
ms;
•
D
Develop studennt marketing, rrecruitment, annd
aadvising experrtise to enroll toop students;
•
D
Develop functiions and proceesses that ensurre
ccourse sizes annd schedules, aas well as facullty
w
workloads, aree high quality, eefficient, and
iinterdisciplinarry;
•
L
Launch a direcct-admit underggraduate progrram in
hhuman developpment and sociial policy;
•
W
Work with othher schools of thhe University tto
aanchor a Grounnds-wide collaaboration in ST
TEM
eeducation at U
U.Va., in preK-112 schools andd
sschool divisionns, and in comm
munity collegees;
•
D
Develop more courses and prrograms for deelivery
tto select audiennces online;
35
MAJOR BUDGET UNIT OVERVIEWS
CURRY SCHOOL OF EDUCATION
MAJOR BUDGET UNIT OVERVIEWS
•
Updatte Curry’s largeest and most hiighly regarded
prograam, Teacher Ed
ducation, to be more
eviden
nce-based and innovative;
i
enterrprise that addrresses a wide raange of client nneeds,
from
m reading remeddiation to speech and hearingg
disorrders and autism
m spectrum dissorder.
•
mline master’s degree program
ms while
Stream
maintaaining their rig
gor and quality so that
underg
graduates earn master’s degreees in the
“3+1” model;
•
quests for
Increaase capacity to respond to req
experttise in teacher preparation
p
and
d professional
develo
opment across preK-12 educaation,
Curryy faces enormoous challenges in sustaining aand
grow
wing its research base and inteegrating its research
into aacademic proggrams and facullty innovation,, as
muchh of the researcch Curry performs occurs at ooffGrouunds sites, awayy from most faaculty and studdents.
F&A
A cost recoveriees generated byy Curry over thhe
past 10 years are shhown below:
•
dinate enrollmeent growth to en
nsure that the
Coord
experiiences of students are not com
mpromised and
d
that grrowth can be su
upported and sustained;
s
•
Revisee expectations regarding docttoral students
to incllude an increassed role in instrruction to
supporrt enrollment growth
g
and pro
ovide doctoral
studen
nts valuable teaaching experien
nces; and
•
n academic plaanning
Createe faculty-driven
processses to ensure that
t multi-year enrollment
and accademic plans can
c drive decission making
and reesource allocatiion within the School
S
and in
its inteeractions with others.
Research
As demonsstrated below, Curry has had great success
over the paast five years in
n growing its research base.
Between FY06
F
and FY12
2, Curry has increased its
research su
upport by over 30 percent and
d has been
able to add
d approximately
y 30 FTE faculty and staff,
the majoritty of whom aree supported by external
funding.
mpetitive start-uup packages forr new faculty aare
Com
becom
ming more exppensive. Curryy must update tthe
infrastructure for reesearch adminiistration to ensure
that ffaculty are not encumbered bby bureaucracyy when
propoosing and condducting researcch and that reseearch
activvities are in com
mpliance with ffederal law andd
spon sors’ regulatioons. Finally, Cuurry must betteer
coorddinate its varioous research activities, particuularly
thosee with other schhools and otheer institutions, tto
ensurre that its reseaarch program is comprehensiive,
well--planned, approopriately resouurced, and of
consiistently high quuality; that faculty, particularrly
new hhires, have adeequate opportuunity to developp their
indivvidual portfolioos; and that all of the School’s
reseaarch is represennted in Curry’ss various doctooral
progrrams.
will:
Overr the next five yyears, Curry w
As noted earlier,
e
Curry has
h established three new
research ceenters within th
he past five yeaars and has
restructureed its doctoral programs
p
to bee more
research fo
ocused. Curry also consolidaated its four
clinical cen
nters into a com
mprehensive cllinical
•
H
Hire administrrators to coordiinate Curry’s vvarious
rresearch activities;
•
IIn collaboratioon with other scchools, as
aappropriate, deevelop an initiaative to establissh
U
U.Va. as a moddel of providinng advanced daata
sservices and m
mentoring relateed to research iin the
ssocial sciencess;
•
C
Collaborate to identify space for research
aactivities to takke place on-Grrounds, in closeer
pproximity to faaculty and studdents;
36
Develop a multi-year plan for the use of indirect
cost recoveries to fund school- and departmentlevel research administration and infrastructure
and to create investment and incentive funds; and
•
Identify funding for research centers to become
self-sustaining.
Innovation
Curry has long recognized that much of the good
work of its faculty and students languishes on
shelves, in file cabinets, and on hard drives, while the
problems of society that could be addressed by this
work are allowed to persist and grow. As such, it is
not different than any other school of education.
Changing this status quo is an opportunity to lead and
to distinguish the University. This shift to impact
and scale requires a capacity for innovation,
networking, and technology transfer that serves
education markets and constituencies.
Curry will make the innovation process for faculty
easier and more transparent and will grow an
entrepreneurial spirit throughout its and the
University’s faculty ranks as Curry implements the
following key initiatives over the next five years:
•
Establish and grow the Institute for Design
Thinking and Innovation in Education to foster,
incubate, develop, and market innovations with
the potential to have broad and significant impact
in addressing problems in education;
•
In collaboration with University partners, create
a working model for how best to streamline
technology transfer and commercialization
processes to more easily allow faculty to
develop, test, and market their innovations;
•
•
•
Develop business plans that support and
structure innovation in a way that is consistent
with Curry’s and the University’s mission and
strategic vision;
Create a system of investments and incentives
that provide start-up funds for innovation and
that incent faculty to move their work from
discovery to creation and to meaningful and
significant change; and
Support a network of education reform
innovators from the public and private sectors
that serves to stream new ideas and tools into
education systems in need of solutions and the
support to implement with fidelity.
Resources
As has been demonstrated over the last five years – a
period of time when Curry’s all-funds budget has
grown from $25 million to $33 million despite years
of general fund budget reductions – Curry is capable
of generating additional revenue to support its
strategic vision. Curry has great potential to expand
enrollment-related revenues both in undergraduate
courses and programs and off-Grounds and online
degree and certificate programs; to grow research and
clinical revenues and revenues from existing and new
sales and services activities such as summer camps,
professional conferences, and professional
development workshops; and to create entirely new
revenue streams from faculty innovations that are
brought to market.
Curry must balance these opportunities with a
realistic analysis of sustainability, opportunity cost,
and fidelity to mission, along with the need to be
accountable to the University for the full cost of its
operations.
While much of what Curry plans to do with regard to
resources is woven throughout the initiatives already
listed above, Curry will also:
•
Develop administrative infrastructure and
expertise for working in an activity-based
environment to best optimize Curry’s potential to
meet its mission and to be a responsible and
significant part of fulfilling the University’s
mission and strategic direction;
•
Develop a comprehensive system of multi-year
planning to effectively manage and coordinate
existing and new revenue streams and cost
structures with the goal of achieving financial
self-sufficiency, increasing quality, and
maintaining appropriate levels of reserves;
•
Ensure that Curry has, and will continue to have,
enough space to meet teaching and service
missions along with its research mission; and
•
Become a model of a faculty-driven approach to
resource planning that works cohesively and
proactively with faculty-driven academic
planning.
2012-13 Operating Budget
Curry is funded through a traditional centralized
target budget, as well as self-generated grants,
contracts, and private resources.
37
MAJOR BUDGET UNIT OVERVIEWS
•
MAJOR BUDGET UNIT OVERVIEWS
For 2012-1
13, 50 percent of
o Curry’s opeerational
budget is from
f
tuition and
d state general funds.
Grants, con
ntracts, and F&
&A constitute 38
3 percent.
Private fun
nds (endowmen
nt distribution, gifts, and
transfers frrom the Curry Foundation) reepresent 5
percent of funding.
The Schoo
ol’s 2012-13 op
perating budgett (see the
following page)
p
is $35.0 million. The primary
p
spending in
nitiatives are faaculty compen
nsation (45
percent), sttaff salaries an
nd wages (22 peercent), and
GTA/ GRA
A stipends and graduate fellowship support
(15 percen
nt).
The Curry School’s 2012
2-13 operating budget includees
an allocatio
on of $370,000
0 related to falll 2011
enrollmentt growth and $182,000 related
d to projected
fall 2012 enrollment
e
grow
wth. Additionaally, upon
approval, funding
f
will bee allocated to th
he School’s
target budg
get for increasees in the fringee benefit rate an
nd
the anticipated bonus pay
yment.
The below
w graph demonsstrates the averrage Curry
faculty salaary as compareed to the 60th an
nd 75th
percentile of AAU peers..
Capital Plaan
Curry’s on
nly project on th
he Major Capittal Projects Plaan
is the $23.7
7 million renov
vation of Ruffn
ner Hall,
financed by
y the Common
nwealth of Virg
ginia and
scheduled to begin constrruction in Janu
uary 2013.
38
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1640 MBU: CU-Curry School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
8,231,606
57.2
5,629,302
36.4
2,212,939
22.2
1,364,900
738,285
4
Private Unrestricted
FTE
Amount
405,126
0.7
5
Private Restricted
FTE
526,199
10.5
589,000
121.3
11,709,029
2,000,744
89.9
8,829,202
4,431,600
2,718,108
Amount
6
Local Sales, Services,
Other
FTE
Amount
Total ‐ FTE
10.5
795,155
144.6
15,833,965
53,000
10.8
631,713
70.4
4,262,552
5.0
1,110,000
851,276
131,351
443,043
2,452,828
0.3
22,800
23.5
1,154,999
21.6
1,892,711
1,396,302
238.5
23,704,344
8,065,233
505,000
4,333,108
‐156,600
‐127,500
‐284,100
238.5
140.7
12,156,741
35,861,084
15,603,677
42,500
121.3
80.9
4,562,252
16,271,281
9,305,087
44.1
2,809,057
0.0
1,249,799
12.0
481,399
9.6
535,501
137.0
0.0
13,845,342
1,211,212
82.8
8,203,803
4,106,000
0.0
2,661,892
0.0
‐150,300
42,500
89.9
52.1
5,584,100
14,413,302
5,131,700
0.7
105,235
527,361
21.1
1,399,301
0.7
124,461
5.0
4.2
636,351
1,487,627
756,380
21.6
3.4
1,268,802
3,161,513
410,510
0.3
55,000
3.5
186,914
69.7
4,574,733
27,600
0.0
585,390
0.0
3,000,090
21.6
1,016,900
232.0
0.0
24,195,400
6,841,428
0.0
4,165,392
0.0
‐268,700
1,137,301
0.7
0.0
124,461
2,000
1,010,500
4.5
0.0
838,980
157,000
0.0
493,000
6.9
0.0
1,182,814
1,365,216
0.0
‐118,400
100,000
100,000
14,442
0.0
137.0
3,737,246
17,582,588
Total ‐ Amount
772,776
17,000
422,126
105,235
FTE
0.3
25,500
0.7
Amount
Auxiliary
4.7
1,246,000
12.8
Financial Aid
Recoveries
Internal Debt Service
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
72.2
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
14,442
82.8
5,216,500
13,420,303
0.0
0.7
2,000
126,461
0.0
4.5
650,000
1,488,980
0.0
6.9
1,246,816
2,429,630
0.0
232.0
10,852,562
35,047,962
39
MAJOR BUDGET UNIT OVERVIEWS
DARDEN SCHOOL OF BUSINESS
Overview of Operations
The Darden School of Bu
usiness improv
ves society by
developing
g principled leaaders for the world of
practical afffairs. Darden follows a three-pronged
approach to achieving itss mission: studeent-centered
learning, th
hought leadersh
hip, and activee engagement
with the bu
usiness commu
unity. The scho
ool offers a
Master of Business
B
Admiinistration (MB
BA) in three
formats: a traditional ressidency-based program
p
(644
students an
nticipated in 20
012-13), an Executive MBA
(120 studen
nts anticipated
d in 2012-13), and
a a Global
Executive MBA (43 stud
dents anticipateed in 2012-13).
In addition
n, Darden has a small cohort of
o PhD
students (8
8 students anticcipated in 2012
2-13). The
overall tren
nd in headcoun
nt enrollment iss shown
below. Th
he school also offers
o
executive education
programs through
t
the Daarden School Fo
oundation.
Strategic Direction
D
Darden’s goals
g
for the neext year continu
ue to build on
the school’’s “Six Pillars”” strategy: Top
p Students,
Top Prograams, Top Facu
ulty /Staff, Top Infrastructure,,
Top Brand
d, and Top Reso
ources, with em
mphasis on thee
globalization initiative. Darden
D
believees that
becoming a more globally relevant scho
ool is critical
for Darden
n to sustain its top
t standing ass a graduate
business scchool. During the 2011-12 accademic year,
Darden lau
unched a Globaal Executive MBA
M
program.
In the 2012
2-13 academic year, the school’s goal is to
grow this program,
p
contin
nuing the deveelopment of a
globally reelevant curricullum and increaasing Darden’s
internation
nal standing thrrough branding
g and outreach..
Additionallly, Darden is in
n the process of
o recruiting
several acaademic faculty to manage facculty
retirementss and transition
ns.
The ffollowing grapph shows the trrend in student::
facullty ratio at Dardden.
20122-13 Operating Budget
Finanncial self-sufficiency was firsst endorsed by the
Boarrd of Visitors inn 1995 and forrmalized by
mem
morandum of unnderstanding inn 2001. As a
finanncially self-suff
fficient school, Darden retainss its
tuitioon revenues, reeceives a subsiddy for each in-state
studeent of $2,500 (w
which represennts 50 percent of the
differrential betweenn in-state and oout-of-state tuiition),
and iis responsible ffor generating sufficient reveenues
to coover all of its opperating and caapital expendittures.
Undeer self-sufficienncy, other thann the in-state sttudent
subsiidy ($303,000 in the 2012-133 budget), the oonly
centrral allocations tto Darden are $$65,000 from sstate
generral funds for fiinancial aid to in-state studennts and
$40,0000 from privaate funds for finnancial aid.
Apprroximately 72 ppercent of the school’s operaating
budgget is funded frrom tuition; 25 percent from
endoowment distribuutions, gifts, annd transfers froom the
Dardden School Fouundation; and thhe remainder ffrom
otherr sources.
40
As a self-supportinng school, Dardden is required by the
Capital and Opperating Reservves
Boarrd of Visitors C
Policcy to have operrating reserves equivalent to tthree
montths of operatingg expenses. Peer the same policy,
Dardden must demonnstrate annual capital expendditures or
contrributions to cappital reserves oof at least 1.5 ppercent
of repplacement valuue of buildingss and equipmennt.
Dardden meets both requirements.
MAJOR BUDGET UNIT OVERVIEWS
Darden’s 2012-13
2
operatting budget (see the
following page)
p
is $61.0 million, with approximately
a
58 percent spent on facullty and staff co
ompensation.
The 2012-13 budget prov
vides for a threee percent
nues to face
average salary increase. Darden contin
competitiv
ve pressures am
mong its peers with
w regards to
o
faculty and
d staff compensation, as demo
onstrated on
the below graph
g
showing
g the average Darden
D
salary
versus the 60th and 75th percentile of AA
AU peers.
nge is compou
unded by the wave of faculty
The challen
retirementss Darden anticiipates in the neext five years,
as the averrage cost of rep
placement facu
ulty members
is expected
d to be higher. Darden contin
nues to exploree
phased retiirement arrangements.
Student fin
nancial aid and
d scholarships comprise
c
approximaately 12 percentt of budgeted expenditures
e
in 2012-13
3. Darden will continue to inv
vest in
scholarship
ps to attract top
p students, hiree three new
faculty to fill
f retiring facu
ulty positions, and sustain
ramp-up in
nvestments relaated to the new
wly launched
Global Exeecutive MBA program.
p
Dardeen is
proposing two new staff positions
p
(one in admissions
and one in career services) but will not pursue these
hires until there is greaterr certainty abou
ut the school’ss
economic outlook
o
for 2012-13, includin
ng enrollment
in degree programs.
p
Under the self-sufficiency
y agreement, Darden
D
is
directly ressponsible for building
b
mainteenance and
utilities. In
n addition, the School returnss 10 percent off
tuition and
d fees ($4.0 milllion in the 201
12-13 budget)
to the Univ
versity to coverr overhead exp
penses.
Remaining
g budgeted expenses include library
l
collectionss, equipment, and
a travel.
Capital Plaan
Darden does not have any
y capital projeccts on the
Major Cap
pital Projects Pllan. The schoo
ol anticipates
repurposin
ng some existin
ng space to hou
use a business
incubator for
f entrepreneu
urial ventures.
41
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1825 MBU: DA-Darden School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
98.0
16,951,822
99.5
7,395,780
197.5
Subtotal
OTPS
Financial Aid
Transfers
Subtotal
MBU Totals
Amount
FTE
Amount
63,364
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
63,364
257,772
FTE
Amount
Total ‐ FTE
4,654,867
1.0
164,843
123.0
21,834,896
826,359
16.0
942,778
127.5
9,164,917
0.3
21,760
36.2
7,120,843
1,445,217
15,900
17.0
1,123,521
827,600
3,146,195
0.3
21,760
250.7
34,167,768
13,261,623
5,830,971
6,596,158
5,006,850
5,006,850
197.5
80.0
16,503,071
42,363,111
17,247,878
105.0
7,972,788
12.0
952,691
1,773,136
0.0
1,575,790
26,993,802
10,860,766
36.0
0.0
7,254,800
1,327,308
0.0
6,625,280
185.0
0.0
257,772
321,136
0.0
270,983
765,187
36.2
24.0
7,276,188
14,397,031
4,726,319
17.0
1.0
827,600
1,951,121
167,045
250.7
105.0
24,864,631
59,032,399
22,141,242
15.0
910,966
132.0
9,836,445
15,900
0.0
3,364,826
1,093,911
593,647
237.0
0.0
35,342,513
13,052,704
0.0
7,390,467
16.0
5,186,025
0.0
185.0
16,811,978
43,805,780
Total ‐ Amount
12.0
1,617,857
25,860,040
10,731,034
Amount
Auxiliary
24.0
765,187
Financial Aid
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
4
Private Unrestricted
1,512,438
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
5,186,025
0.0
0.0
270,983
270,983
0.0
36.0
7,952,588
15,207,388
16.0
593,647
1,687,558
0.0
237.0
25,629,196
60,971,709
42
Overview of Operations
The University of Virginia established the Frank
Batten School of Leadership and Public Policy in
2007 as part of its strategic plan and as an expression
of its Jeffersonian heritage. Through its instructional,
research, and outreach programs, the Batten School
contributes in important ways to public
understanding and deliberation of the great domestic
and international issues of each age. The Batten
School’s mission is to educate men and women to
become engaged and enlightened citizens and
effective and ethical leaders who understand the
responsibilities and opportunities of service to the
public and can help bring about transformational
change. The Batten School trains students in critical
leadership skills and in the analytics and substance of
policy. Its programs inspire students to act
vigorously, effectively, and ethically on behalf of the
common good. Faculty are committed to teaching
the use of rigorous analysis; the subtle understanding
of political, social and economic context; and the
exercise of creative personal and organizational
leadership to initiate change in an increasingly
diverse world.
May 2012 will mark the end of the Batten School’s
fifth year of existence. The School’s academic
offerings continue to grow and mature. For 2012-13,
the accelerated and two-year Master of Public Policy
(MPP) programs will enroll two full cohorts of
students in each program, and the first class of
undergraduate students will matriculate in the new
undergraduate degree program in Public Policy and
Leadership.
Strategic Direction
The Batten School’s major strategic goals for 201213 are to:
1.
Launch a new undergraduate degree program in
Public Policy and Leadership (enrolling 50
undergraduates in fall 2012, 110 in fall 2013, and
150 in fall 2014) and a new undergraduate minor
in Public Policy;
2.
Increase enrollment in graduate programs and
dual degree programs;
3.
Increase student learning of key analytic and
leadership skills;
4.
Promote faculty research and grant activities;
5.
Recruit several new tenure-track faculty;
6.
Raise the School’s national visibility through
expanded public events and outreach programs;
7.
Prepare for implementation of the University’s
new internal financial model; and
8.
Strengthen efforts to promote fundraising and
resource development in an effort to develop
viable strategies to cover projected operating
deficits.
The COFU reaffirmed that one of the University’s
core values is to train students to exercise leadership
responsibilities in a democratic society. Carrying
forward this Jeffersonian tradition, the Batten School
takes an expansive approach to public policy
education -- one that prepares students to be
effective, ethical and enlightened leaders not only in
government, but also in their professions and local
communities.
The Batten School advances several specific COFU
objectives. The School will strengthen the student
experience by featuring capstone experiences as a
key component of the undergraduate and graduate
programs. These capstones inspire students to
become engaged citizens who take on significant
challenges through academic projects and scholarly
reflection. The graduate capstone projects occur
within real-world organizations in public policy
arenas. The School promotes the COFU goal of
helping students see the connections between
academic learning and public service by requiring
MPP students to complete summer internships.
Many undergraduates will seek internships as well.
In summer 2011, the Batten School hosted an
educational program on global advocacy, welcoming
graduate students from universities all over the world
including Australia, Norway, the Philippines,
Romania, Nigeria, Canada, the Czech Republic,
Slovakia, Germany, Sweden, France, the United
States, Belgium, and the Netherlands. Visiting
Professors from Belgium, Germany, and United
States contributed to the week-long program, which
explored current research on successful strategies for
a range of global advocacy campaigns, including the
anti-apartheid movement, women’s rights and the
fight against gender-based violence, the campaigns to
stop blood diamonds and conflict minerals, and the
current movements to streamline foreign aid and
43
MAJOR BUDGET UNIT OVERVIEWS
FRANK BATTEN SCHOOL OF LEADERSHIP AND
PUBLIC POLICY
MAJOR BUDGET UNIT OVERVIEWS
reform the global trade regime. The conference
featured a Skype conference with former
Congressman Tom Perriello, who joined the
discussion from Egypt reporting on activism
occurring in real-time on Tahir Square. The students
traveled to Washington, DC to learn about advocacy
on global issues first-hand from policymaker and
non-governmental organization leaders.
The School is promoting the University’s objective of
expediting degree completion by offering an
accelerated BA/ MPP program, which allows
University undergraduates to receive both a
bachelor's degree and the MPP degree in one less
year than it would normally require to separately earn
both degrees. Batten accepts approximately 30
students per year into this program. Most students
complete the two degrees in five years (rather than
the normal six), but some students are able to earn
their degrees in four years. In addition, Batten has
recently launched new dual degree graduate
programs including MPP/JD, MPP/MBA, MPP/
Master of Public Health, and MPP/Master of Urban
and Environmental Planning. These programs train
future professionals for leadership and analytic
careers in the legal, health care, business, and
environmental sectors. All of the programs allow
students to pursue two graduate degrees in an
expedited manner. Students typically save a year by
completing a dual degree program.
The Batten School’s strategic plan initiative to hire
several new faculty members this year serves the
University’s goal of expanding the faculty to
accommodate enrollment growth. Finally, the Batten
School is contributing to the University’s intention to
diversify research to include the promotion of
economic growth. In partnership with the Curry
School of Education, the Batten School established
and supports the Center on Education Policy and
Workforce Competitiveness. The Center provides
rigorous and timely research to inform the design of
education policy targeted to improve educational
outcomes and the economic competitiveness of
American workers in an increasingly globalized
world.
2012-13 Operating Budget
The Batten School has a hybrid budget model, with
the vast majority of its budget coming from a
decentralized source – the endowment funded from
the original gift that established the School. The
School is receiving an allocation of tuition generated,
net of a 15 percent assessment and a share of
undergraduate financial aid. Batten will share in state
general funds received related to enrollment growth.
Gifts and endowments will provide 88 percent of the
2012-13 operational budget, with 9 percent from
tuition and the remainder from grants and contracts
and F&A.
The Batten School’s 2012-13 operating budget (see
the following page) is $8.2 million. The primary
spending initiatives are faculty compensation (47
percent), staff salaries (13 percent), debt service (11
percent), and student fellowships (10 percent). The
School will continue to fill its planned faculty
positions, add academic programs, and build the
infrastructure required to aggressively search for and
identify new markets and diverse revenue streams.
The University proposes to allocate an estimated
$807,000 to the Batten School in support of the
initiation of the undergraduate program and the
expanded enrollment of the graduate program. The
actual distribution will be made based on enrollment
matriculating in the two programs this fall. In the
budget document, the funding is held in the University
reserve pending distribution. Additionally, upon
approval, funding will be allocated to the School’s
target budget for increases in the fringe benefit rate and
the anticipated bonus payment.
Capital Plan
The Garrett Hall renovation project was approved in
February 2008, and the Batten School gained
occupancy to the building in August 2011. This
facility is allowing the School to absorb planned
undergraduate enrollment increases in line with
University priorities.
No additions, deletions, or modifications for the next
update of the Major Capital Projects Plan are
planned.
44
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1361 MBU: BA-Frank Batten School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
3.7
GTA/GRA
Subtotal
OTPS
Financial Aid
Internal Debt Service
Subtotal
MBU Totals
0.2
2,286
Amount
FTE
Amount
30,900
5
Private Restricted
FTE
Amount
760,000
272,000
5.7
1,038,300
21,000
0.4
120,900
8,000
18.1
2,974,000
920,000
15,800
147,469
10,600
1.0
76,600
0.5
35,000
5.5
0.0
627,252
15,300
0.7
161,800
18,000
0.0
78,140
31,000
0.0
5.5
93,440
720,692
49,000
210,800
75,000
349,286
1.5
89,600
24.1
4,133,200
951,000
2,000
459,146
23,800
144,700
51,800
0.0
532,990
0.0
18.1
15.0
1,912,136
4,886,136
3,425,700
10.0
50,000
50,000
40,000
25.0
552,086
0.0
532,990
0.0
24.1
18.2
2,036,076
6,169,276
3,870,083
895,000
11.5
1,042,469
291,000
0.0
426,600
4,611,700
920,800
2,000
2,000
0.0
5,250
741,300
1.5
111,600
31.2
0.0
5,450,752
999,350
0.0
850,440
0.0
31.2
2,763,487
8,214,239
913,697
0.7
40,000
90,000
Total ‐ Amount
2,934,314
12,000
0.0
Total ‐ FTE
9.9
0.2
1.5
Amount
12.8
15,000
0.4
0.2
FTE
760,000
0.3
5.7
3.0
Amount
1,930,000
62,600
98,140
1,136,440
392,583
FTE
Auxiliary
8.9
75,000
77,140
6
Local Sales, Services,
Other
9.0
1.0
Financial Aid
Internal Debt Service
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
973,414
FTE
4
Private Unrestricted
1.0
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
25.0
2,575,797
7,187,497
913,697
0.0
0.0
5,250
5,250
45
MAJOR BUDGET UNIT OVERVIEWS
MCINTIR
RE SCHOOL OF
O COMMERC
CE
Overview of Operations
Established
d in 1921 throu
ugh a gift from
m Paul Goodloee
McIntire, the
t McIntire Scchool of Comm
merce offers an
n
undergradu
uate degree (67
73 students in 2011-12),
2
and
three masteer of science grraduate degreees (235
students in
n 2011-12) in Commerce,
C
Maanagement of
Information Technology,, and Accountin
ng.
McIntire’s projected 2012-13 enrollmen
nt is 690
undergradu
uate and 242 grraduate studen
nts.
w graph shows how
h the schooll’s
The below
student:facculty ratio has changed
c
over time.
t
n to its degree programs
p
and through
t
its
In addition
McIntire School
S
of Comm
merce Foundattion, the
School offfers the McIntirre Business Insstitute, a nondegree, gen
neral business certificate prog
gram in the
summer an
nd during the academic year, as well as
other custo
om-designed, executive
e
educaation
programs.
2.
IIncreasing com
mpetitive suppoort for faculty bby
iidentifying funnding in supporrt of research aand
tteaching, encouuraging facultyy innovation annd
pparticipation, aand developingg adequate fundding
ssources to retaiin faculty and recruit new facculty;
3.
IInvesting in revvenue-generatiing programs,
eexamining optiions to expandd existing progrrams
aand launch new
w programs, annd hiring and
rretaining the necessary profeessional staff ; aand
4.
P
Providing valuue-added studennt services by
eexpanding use of technologyy, providing thee
hhighest levels oof student and career servicess, and
ccollaborating w
with students too establish new
w
sstudent organizzations and areeas of interest.
McInntire raises funnds and offers pprograms throuugh its
reseaarch centers as a way to enhannce the intellecctual
capittal of faculty, sstudents, busineess professionaals,
and ccorporate partnners. Throughoout the year,
McInntire research ccenters sponsorr popular sympposia,
panells, and other prrograms for faculty, practitiooners,
and sstudents, discussing both hot topics in businness
and tthe very best off practice.
20122-13 Operating Budget
The M
McIntire Schoool has a hybridd funding modeel,
with the undergraduuate programs funded througgh a
tradittional centralizzed budget targget and the gradduate
progrrams operatingg on a revenue--sharing basis.
Undeer the revenue sharing agreem
ment establisheed in
19900, the McIntire School retainss its graduate tuuition
revennues, less a 15 percent assesssment ($1.1 million
in thee 2012-13 budgget) to the Uniiversity to coveer
overhhead expenses.. Additionallyy, the school iss
receiiving an allocattion of differenntial undergradduate
tuitioon generated, nnet of a 15 perccent assessmennt and
a shaare of undergraaduate financiaal aid.
Apprroximately 66 ppercent of the school’s operaating
budgget is funded frrom tuition, whhile 34 percent is
from
m endowment ddistributions, giifts, and transfeers
from
m the McIntire S
School Foundaation.
Strategic Direction
D
McIntire’s strategic plan is focused on:
1.
Maintaaining and enh
hancing high-qu
uality
prograams which builld a world-classs faculty,
maintaain highly-com
mpetitive admisssions
requirements, and deevelop innovatiive global
prograamming;
46
Tuition and
d fees charges for McIntire graduate
g
programs will
w increase by
y 0.0-2.6 perceent in 2012-13..
The schooll will no longer offer the Ernst & Young
M.S. in Acccounting program.
McIntire’s 2012-13 operaating budget (ssee the
following page)
p
is $27.1 million, with approximately
a
69 percent spent on facullty and staff co
ompensation,
13 percent on debt servicce for the renov
vation and
expansion of Rouss Hall,, and 4 percentt on student
financial aiid. The schooll projects an op
perating deficitt
of approxim
mately $660,00
00 in FY2012--13, which willl
be covered
d with funds traansferred from the McIntire
Foundation
n.
In thee short-term, M
McIntire has obbtained additional
privaate support to aaddress facultyy compensationn
issuees; however, it is critical that a sustainable ssource
of revvenue be identtified.
Capittal Plan
McInntire currently does not have any capital proojects
on thhe Major Capital Projects Plann. Through itss
Founndation, McIntiire maintains ssufficient operaating
reserrves to meet thee Board of Vissitors Capital aand
Operrating Reservess Policy requirrement that selffsuppoorting schools//departments m
maintain operatting
reserrves equivalentt to three monthhs of operatingg
expennses.
McIntire’s 2012-13 operaating budget in
ncludes an
allocation of $200,000 reelated to fall 20
011 enrollmentt
growth and
d $113,000 relaated to projecteed fall 2012
enrollmentt growth. The University pro
oposes to allocaate
$469,000 related
r
to the an
nticipated addiitional revenuee
related to the
t increase in the McIntire differential.
d
In
the budget, the funding iss held in the Un
niversity reserv
ve
pending Bo
oard approval of
o the budget. Additionally,
upon appro
oval, funding will
w be allocateed to the Schoo
ol’s
target budg
get for increasees in the fringee benefit rate an
nd
the anticipated bonus pay
yment.
McIntire does
d
not anticip
pate hiring new
w faculty in
FY2012-13
3 but will need
d to hire replaceement faculty.
McIntire faaces stiff comp
petition from peeers to retain
the best, most
m productivee faculty and reecruit new
faculty at competitive
c
com
mpensation lev
vels. The
following graph
g
shows th
he average McIIntire salary ass
compared to
t the 60th and 75th percentilee of AAU
peers:
47
MAJOR BUDGET UNIT OVERVIEWS
In 2012-13
3, full-time McIntire undergraaduate
students will
w pay a tuition
n rate that is $4
4,000 higher
than full-time undergradu
uate tuition. Th
he differential
tuition ratee represents thee second year of
o a three-year
plan to gen
nerate funds thaat are critical in
n the areas of
faculty com
mpensation and
d retention; stu
udent services,
career serv
vices, and techn
nology; and bu
uilding and
enhancing programs. MccIntire will be allocated
a
$92,000 ad
dditional funds in 2012-13 in conjunction
with increaasing its underg
graduate enrolllment; this
funding is in addition to the
t $164,000 th
hat was
allocated in
n FY2011-12 to
t support undeergraduate
enrollmentt growth.
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2375 MBU: MC-McIntire School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
101.1
12,105,268
30.4
1,780,261
131.4
OTPS
Financial Aid
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Internal Debt Service
Transfers
Subtotal
MBU Totals
FTE
Amount
4
Private Unrestricted
FTE
1.8
983,153
5,392
14,868,682
2,488,616
5,392
Amount
254,394
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
1,465,141
111.1
13,824,803
4.3
273,334
34.6
2,053,595
145.7
17,766,943
3,310,466
900,000
1.8
254,394
12.5
1,888,545
2,638,475
750,000
71,850
527,706
707,587
3,595,035
3,595,035
1,158,602
131.4
56.6
3,827,099
18,695,781
10,521,525
40.4
2,843,202
0.0
990,531
97.0
0.0
14,355,258
1,821,683
0.0
609,115
1,158,602
0.1
5,392
8,735
1.8
2.0
254,394
285,394
12.5
16.0
4,872,741
7,511,216
2,881,900
145.7
74.6
8,771,690
26,538,633
13,697,554
4.6
294,275
45.0
3,137,477
725,000
0.0
1,726,315
20.6
3,901,175
750,000
119.6
0.0
18,561,346
2,643,633
0.0
557,148
0.0
1,166,263
10,784
0.1
19,519
2.0
285,394
71,850
71,850
0.0
71,950
3,595,035
3,595,035
1,111,889
0.0
97.0
3,542,687
17,897,945
Total ‐ Amount
8.2
179,881
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
1,111,889
0.1
19,519
2.0
285,394
0.0
20.6
4,902,183
8,803,358
0.0
0.0
71,950
71,950
0.0
119.6
8,516,820
27,078,166
48
SCHOOL OF ARCHITECTURE
For the passt 20 years, thee School of Arcchitecture has
been a reco
ognized leader in sustainabiliity in the built
environmeent. In the pastt three years, th
he School
collaboratiively has sough
ht to refine thiss important
distinction by selecting siix interdiscipliinary research
themes, co
onsidered to be six ways to su
ustainability:
1.
2.
3.
4.
5.
6.
Centerr for Design an
nd Health;
Design
n and commun
nity engagemen
nt;
Regen
nerate: culturall preservation and
a
sustain
nability;
Design
n representatio
on and materiall practices;
Adapttive infrastructu
ures; and
Expan
nding canons.
Each them
me includes facu
ulty members from
f
across
the School and has been opened
o
to the larger
l
University community. These
T
themes provide
p
focus
to faculty and
a student reccruiting, organiize schoolwide symp
posia and publications, and fin
ne tune
research prroposals and ph
hilanthropic reequests. These
themes seeek to organize knowledge
k
into
o fields of
action rath
her than into an
n exhaustive tax
xonomy.
ol has a full-tim
me faculty of ap
pproximately
The Schoo
45, teachin
ng about 550 sttudents each yeear across four
discipliness. Approximateely two-thirds of its students
two-thirds are
are undergraduates, and approximately
a
architecturre students. Th
he most recent enrollment
trends are displayed
d
below.
The sstudent:facultyy ratio over tim
me is provided oon the
graphh below.
The S
School of Archhitecture has hoosted study abrroad
progrrams in northern Italy and Chhina for 35 andd 20
yearss, respectively,, making these among the lonngestrunniing such progrrams nationallyy. In recent yeaars,
offerrings have beenn expanded to a summer proggram
in Faalmouth, Jamaiica, and upcom
ming programs in
Ghanna and New Deelhi, India.
Strateegic Direction
The S
School of Archhitecture’s straategic directionn
incluudes:
1.
S
Support and foormalize the Scchool’s six reseearch
tthemes describbed earlier. Thhe Center for D
Design
aand Health, onne of the six theemes, has beenn
ccreated; co-dirrectors, Reubenn Rainey and T
Tim
B
Beatley, are esstablishing an aadvisory boardd and
ffellows program
am and seekingg funding. Facuulty
aare working coollaboratively oon other researrch
tthemes at diffeerent paces to ccreate symposia,
eexhibits, and classes and to fu
further their
iindependent sccholarship. Thhe School will
ccontinue to suppport these facuulty and studennt
eefforts throughh funding.
2.
C
Create an interrdisciplinary Phh.D. program. The
sschool includes best-in-class designers and
sscholars. To ddeepen their effforts and allow
w them
tto contribute too a new generaation of researcchers,
tthe School is ccreating its firstt Ph.D., an
iinterdisciplinarry degree in thhe Constructed
E
Environment. This program will align the
S
School with naational peers inn having a PhD
D
pprogram and w
will perhaps maake the School
aamong the firstt to offer a new
wly conceived Ph.D.
ffor the 21st cenntury.
49
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
The Schoo
ol of Architectu
ure is considereed among the
top compreehensive enviro
onmental desig
gn schools in
the nation. Each of its fo
our disciplines---architecture,
landscape architecture, arrchitectural hisstory, and
urban and environmentall planning—is ranked
r
among
the top 10 percent nationally, while colllectively the
School is known
k
for its faaculty’s and stu
udents’
interdisciplinary design, scholarly, and planning
efforts. Grraduates of the programs are frequent
national aw
ward winners and
a populate orr lead many of
the best pro
ofessional officces around the world.
MAJOR BUDGET UNIT OVERVIEWS
3.
4.
5.
Develop a school-wide curriculum in Practical
Imagination, drawing on strengths from across
the University. This curriculum will affirm an
important but unnamed path to an undergraduate
degree in the School by developing an
interdisciplinary undergraduate focus described
as the Curriculum in Practical Imagination. It
will include a range of existing core courses as
well as electives focused on design thinking,
entrepreneurship, arts administration, innovation,
and other subjects.
Map existing academic processes. The School’s
leadership is methodically working to understand
these processes and subsequently revise them,
with the goals of fairness, efficiency, and
transparency. The processes will be based, when
possible, on national best practices.
Enhance the School of Architecture’s teaching
and research offerings internationally by
extending and concentrating international efforts
in the Mediterranean basin, Asia, and Africa in
diaspora. To this end, Dr. Shiqiao Li was
recently appointed to the Weedon Chair in Asian
Architecture, reinforcing efforts in Asia,
specifically China. In addition, Pankaj Vir
Gupta, from New Dehli, served as the Thomas
Jefferson Chair in Architecture. His exhibit,
Golconde, demonstrated the power of early
modernism in an Indian context. Following this
extended effort, he has agreed to host a studio in
New Dehli for the next several years.
and the School works to advance this understanding
of applied technology through traditional coursework
and hands-on projects such as those done in the
Elmaleh Fabrications Lab or as part of the ECO-Mod,
ReCOVER, and Learning Barge projects.
The School of Architecture has a long history of
providing global education. In recent years, efforts
have resulted in faculty hired from China, Austria,
Spain, and Cameroon, and faculty visiting from
Australia, Romania, Egypt, and the Netherlands.
Funded student travel in this 12-month period
includes trips to China, Ghana, New Dehli,
Barcelona, and Falmouth, Jamaica. In addition,
recent symposia have introduced students to scholars
from every continent but Antarctica.
2012-13 Operating Budget
The School of Architecture is funded through a
traditional centralized target budget and selfgenerated grants, contracts, and private resources.
For 2012-13, 79 percent of the School’s operational
budget is from tuition and state general funds.
Private funds (endowment distribution, gifts, and
transfers from the School of Architecture
Foundation) represent 16 percent of funding, while
grants, contracts, and F&A constitute 2 percent.
The School of Architecture contributes to the three
major goals of COFU -- the student experience, focus
on science and technology, and global education.
As one of the University’s smallest schools, and
given the studio tradition, Architecture students form
deep, life-long bonds with each other and with their
professors during their time at the University. In the
School of Architecture, many students work 24/7 to
accomplish demanding comprehensive assignments,
and faculty and staff work to honor their
commitment. Students often arrive with a passion to
serve, and courses organized around community
engagement, such as the recent all-school Belmont
Bridge competition, satisfy this desire. Alumni
outreach is robust, and the School’s alumni are fully
engaged in supporting each other and young
graduates.
The School of Architecture’s 2012-13 operating
budget (see page 52) is $9.9 million, with the primary
spending initiatives being faculty compensation (55
percent), staff salaries and wages (19 percent), and
GTA/ GRA stipends and graduate fellowship support
(12 percent).
The School’s 2012-13 operating budget includes an
allocation of $200,000 for new faculty in accordance
with the terms of the dean’s appointment letter.
Additionally, upon approval, funding will be allocated
to the College’s target budget for increases in the fringe
benefit rate and the anticipated bonus payment.
All the disciplines housed in the School of
Architecture are considered STEM [science,
technology, engineering, and mathematics] subjects,
50
MAJOR BUDGET UNIT OVERVIEWS
The below
w graph demonsstrates the averrage
Architecture faculty salarry as compared
d to the 60th
th
and 75 peercentile of AA
AU peers.
In 2012-13
3, the School will
w examine ho
ow to
maximize available
a
resou
urces to meet th
he research
and instrucctional goals ou
utlined above. The Center
for Design
n and Health is in the final plaanning stages,
with obtain
ning funding th
he final hurdle to
implementtation. The Sch
hool will contin
nue to devote
the efforts of faculty and staff towards the
t
establishm
ment of the Arch
hitecture Ph.D.. program.
For 2012-1
13, the School is projecting a $300,000
operating reserve.
r
The goal is to eventu
ually hold a
$700,000 operating
o
reserrve. There is planned
spending from
fr
expected carry-forward
c
but
b not from
the operating reserve.
Capital Plaan
The Schoo
ol of Architectu
ure has no curreent or upcomin
ng
capital projjects planned.
51
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1565 MBU: AR-Architecture School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
46.2
5,203,053
14.7
986,205
0.6
30,000
61.5
6,221,378
1,669,501
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
0.8
Amount
107,300
4
Private Unrestricted
FTE
1.1
Amount
95,108
5
Private Restricted
FTE
209,300
77,000
61.5
39.8
2,347,070
8,568,448
4,755,438
18.9
1,258,402
0.0
388,670
1.3
30,000
59.9
6,432,510
662,526
0.0
672,344
0.0
59.9
1,334,870
7,767,380
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
509,887
51.0
5,915,348
53,709
15.7
1,039,914
115,000
1.1
95,108
49,997
3.9
219,120
678,596
268,757
0.6
30,000
67.3
7,204,382
2,368,254
302,999
452,115
0.8
0.8
77,000
286,300
78,000
1.1
1.4
49,997
145,105
97,633
3.9
3.6
720,872
1,399,468
535,404
1.0
67,709
70,000
0.8
0.8
1,129,684
302,999
302,999
0.1
95,000
148,000
75,000
1.4
0.0
97,633
47,471
75,000
223,000
0.0
1.4
47,471
145,104
Total ‐ Amount
1.0
102,000
0.8
Amount
6
Local Sales, Services,
Other
2.9
677,569
Financial Aid
2013‐O Faculty Salaries and benefits
FTE
2,120
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
4.6
0.0
698,113
265,000
0.0
473,450
0.0
4.6
738,450
1,436,563
0.1
0.1
67.3
45.5
3,497,938
10,702,320
5,466,475
6,485
20.0
1,332,596
20,000
0.0
573,670
26,485
281,669
281,669
308,154
1.3
30,000
66.8
0.0
7,402,741
1,331,666
0.0
1,145,794
0.0
66.8
2,477,460
9,880,201
52
Overview of Operations
The Schoo
ol of Continuing
g and Professio
onal Studies
(SCPS) ressponds to the academic
a
and trraining needs
of adult leaarners for usefu
ul knowledge that
t meets
their professional and perrsonal goals. SCPS
S
operates
seven regio
onal outreach centers
c
located
d throughout
the Commo
onwealth of Viirginia. Each of
o these centerss
offers nonccredit and cred
dit professionall development
and certificcate programs. Additionally, SCPS offers a
part-time Bachelor
B
of Intterdisciplinary Studies (BIS)
degree program in Charlo
ottesville, as well
w as other
sites, in paartnership with Tidewater Com
mmunity
College an
nd Northern Virrginia Commu
unity College.
SCPS serv
ves nearly 10,00
00 students (un
nduplicated
headcount)) each fiscal yeear. Over the past
p decade,
an increasiing number of public,
p
privatee, and forprofit scho
ools have entereed into the academic
outreach market
m
to serve K-12 educatorrs. This
increased competition
c
haas contributed to
t a continuouss
decline in SCPS’s off-Grrounds credit en
nrollments;
also contrib
buting to the decline
d
in enrolllments are
budget cuts to SCPS and the Curry School of
Education and eroding lo
ocal support forr K-12
educators seeking
s
graduaate degrees. Allthough SCPS
has experieenced declines in credit registrations, these
declines geenerally have been
b
offset by increases
i
in
non-credit programming and tuition rates.
The follow
wing graphs sho
ow the trends in
n SCPS’s
annual enrollment and total revenues.
In adddition to acadeemic offerings, SCPS operatees a
confeerence center, a satellite uplinnk facility, andd a
televvision studio.
Strateegic Direction
SCPS
S’s strategic gooals include:
1.
M
Maintaining annd strengtheninng academic quuality
tthat reflects exxcellence;
2.
G
Growing enrolllments of non--traditional aduult
llearners in Virgginia, the natioon, and globally
tthrough both fa
face-to-face andd online instrucction;
aand
3.
C
Creating a susttainable modell for revenue grrowth
aand operationaal efficiency thaat supports straategic
rresource deman
ands for facultyy, program
ddevelopment, aand infrastructuure and enablees
S
SCPS to suppoort the University’s priorities and
tthe Commonw
wealth’s needs w
while retainingg the
aability to be responsive to maarket demands.
SCPS
S is uniquely ppoised to assistt the Universityy in
contrributing to the Higher Educattion Opportuniity Act
of 20011 goal to awaard an additionnal 100,000 deggrees
over the next fifteenn years throughh expanding itts BIS
degreee program. B
Beginning this ffall, SCPS willl
delivver the BIS proogram in the Riichmond
metroopolitan area inn partnership w
with J. Sargentt
Reynnolds Communnity College annd John Tyler
Com
mmunity Collegge. BIS enrollm
ments are expected
to groow from the paartnership withh Northern Virgginia
Com
mmunity Collegge (NVCC) by delivering the
progrram to studentss at the NVCC
C Loudoun cam
mpus.
Addiitionally, Thom
mas Nelson Com
mmunity Colleege
has eexpressed interrest in bringingg the BIS degreee
progrram to its adultt students in thhe Williamsburrg area
in thee near future.
SCPS
S is respondingg to the Medicaal Center’s dem
mand
for b achelor-credenntialed allied health professioonals
by deeveloping a new
w Bachelor off Professional
Studiies (BPS) in A
Allied Health deegree program in
53
MAJOR BUDGET UNIT OVERVIEWS
SCHOOL OF CONTINU
UING AND PRO
OFESSIONAL
STUDIES
MAJOR BUDGET UNIT OVERVIEWS
conjunction with Piedmont Virginia Community
College (PVCC). Initial program enrollments will be
accepted for fall 2014.
SCPS continues to offer noncredit, customized
education programs and professional training at its
seven regional outreach centers, including its center
at the Southwest Virginia Higher Education Center.
Furthermore, SCPS is building a strategic partnership
with China to provide training programs for visiting
higher education faculty and working professionals.
In 2012-13, the most significant program change is
the transition of education-related degree, certificate,
and professional development programs from SCPS
to the Curry School of Education. The transition is
anticipated to occur with the fall 2012 term.
2012-13 Operating Budget
SCPS’s primary revenue source is the tuition and fees
generated by its regional outreach centers. The
School has a hybrid budget model, with a portion of
funds allocated from the University and a portion
directly related to tuition revenues generated, as
governed by a revenue-sharing agreement that has
been in place since 1998. Under the agreement,
SCPS shares in 90 percent of revenues collected in
excess of budget and also returns to the University 90
percent of any revenue shortfall.
Approximately 91 percent of the School’s operating
budget is funded from tuition and state general funds,
with the remainder from sales and services.
target budget for increases in the fringe benefit rate
and the anticipated bonus payment.
Primary spending initiatives for 2012–13 represent
the direct educational costs of SCPS programs and
the supporting administrative costs for these
programs and the school. The 2012-13 budget
includes additional resources to support outreach
staff in Northern Virginia and Hampton Roads;
expand the BIS degree program to Richmond and
Loudoun County; grow Business, Technology, and
Leadership academic programs; and develop on-line
versions of current courses in order to provide
additional opportunities for adult learners across the
entire state. These additional investments are critical
to fund SCPS’s strategic priorities and reallocate
efforts from K-12 programs to other areas of SCPS’s
academic portfolio. The budget reflects expanding
the Post-Baccalaureate Pre-Medical certificate
program from 30 to 35 students and the new
partnership between SCPS and PVCC to develop the
BPS program in Allied Health.
Due to previous budget reductions, unfunded
increases in maintenance and operating costs, and
declining off-Grounds enrollments and fee revenues,
SCPS anticipates using approximately $550,000 in
operating cash balances to cover the costs of
computer equipment replacement, the Northern
Virginia Center bond payment, and a portion of the
Northern Virginia Center facility operating and
maintenance costs.
To increase the salaries of faculty and staff who have
taken on additional responsibilities as a result of the
school’s restructuring and who receive positive
evaluation ratings, SCPS has reserved $63,000 from
vacancies for strategic salary adjustments.
SCPS’s 2012-13 operating budget (see the following
page) totals $15.2 million, of which 76 percent
relates to faculty and staff compensation. SCPS has
unique costs due to its statewide operation, which
include lease payments for regional outreach centers
and travel costs to provide services at each of the
seven centers. The budget incorporates decreased
expenditures as a result of the transition of
educational programs to the Curry School. Upon
approval, funding will be allocated to the School’s
Capital Plan
SCPS currently does not have any capital projects on
the Major Capital Projects Plan. The school
maintains a reserve associated with its satellite
transmission auxiliary; this reserve has been
established as a replacement fund for the future
maintenance and/or replacement of satellite
technology. For 2012–13, SCPS will spend $50,000
for infrastructure and equipment to support VYVX
fiber connectivity, which will provide an alternative
method for delivering studio productions to current
and future clients. The operating reserve for the
satellite transmission auxiliary is projected to have a
balance at June 30, 2013 of $990,000, which exceeds
the requirement of the Board of Visitors Capital and
Operating Reserves Policy.
54
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1915 MBU: CP-School of Cont/Prof Studies
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
41.0
4,319,745
0.8
56,223
1.0
113,778
65.4
3,827,939
0.6
25,736
2.4
139,449
3,415,772
0.5
11,250
106.8
11,574,706
5,787,031
OTPS
196,758
1.4
104,000
Financial Aid
Recoveries
Internal Debt Service
278,717
422,109
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
1.1
Amount
92,620
Total ‐ FTE
3.4
76,693
42,000
2,000
684,722
224,176
42.8
4,489,746
69.4
4,085,744
1.1
92,620
58,862
0.5
11,250
112.7
12,630,765
6,570,871
100,000
246,000
‐100,000
‐387,487
394,521
394,521
61,200
106.8
28.2
5,919,065
17,493,770
3,217,069
1.4
0.5
464,109
742,826
29,891
71.0
4,292,320
0.4
14,061
0.0
3,045,552
99.2
0.0
10,556,341
3,233,550
0.0
183,518
76,693
76,693
102,000
102,000
‐17,800
3.4
1.3
285,376
970,098
281,010
1.1
‐41,138
51,482
1.8
110,242
0.3
17,933
69,730
502,406
112.7
30.0
6,806,105
19,436,869
3,527,971
73.4
4,434,556
0.0
3,617,688
103.3
0.0
11,581,614
3,589,964
1,400
1,400
0.9
113,682
97,664
3.0
1,000
15,005
90,000
3,256,666
13,813,008
893,658
210,479
0.3
0.0
‐45,000
0.9
112,669
226,351
91,000
91,000
17,933
47,271
0.0
‐160,402
0.0
99.2
Total ‐ Amount
4,044,025
‐287,487
Transfers
2013‐O Faculty Salaries and benefits
FTE
431,495
‐79,000
Subtotal
MBU Totals
Amount
Auxiliary
3.0
165,479
1,059,137
‐7,000
0.0
0.3
40,271
58,204
288,523
‐212,402
0.0
103.3
3,666,085
15,247,700
55
MAJOR BUDGET UNIT OVERVIEWS
SCHOOL OF ENGINEERING AND APPLIED
P
SCIENCESS
Overview of Operations
Founded in
n 1836, the Un
niversity of Virg
ginia School
of Engineeering and Appliied Science (SE
EAS)
combines excellence
e
in undergraduate
u
and
a graduate
education in
i a robust reseearch institutio
on with
educationaal opportunitiess in nine academ
mic
departments. These depaartments includ
de biomedical
engineering; chemical en
ngineering; civiil and
environmeental engineerin
ng; computer science;
electrical and
a computer engineering;
e
materials
science and
d engineering; mechanical an
nd aerospace
engineering; science, tech
hnology and so
ociety; and
systems an
nd information engineering. The
T
undergradu
uate program offers
o
courses in
i engineering,
ethics, matthematics, the sciences,
s
busin
ness,
entrepreneurship, and thee humanities. The
T program
also placess great emphasiis on leadership and service.
Faculty and graduate stud
dent research addresses
a
societal ch
hallenges, inclu
uding creation of
o a
sustainablee future, improved health, cyb
ber and
physical in
nfrastructure, an
nd personal an
nd societal
security. This
T research is often conducted in
collaboratiion with the Un
niversity's scho
ools.
The SEAS has 137 tenureed and tenure-ttrack faculty,
44 non-ten
nure-track facullty, 85 research
h
professionaals, a professio
onal staff of 110, and a
student bod
dy of 2,400 undergraduates and
a 620
graduate sttudents.
SEAS is raanked by U.S. News
N
& World
d Report in the
top 40 amo
ong engineering schools in th
he U.S. overall
and in the top
t 25 among engineering scchools within
public institutions.
Strategic Direction
D
A new straategic plan for the
t SEAS was developed
during FY 2010-11 to gu
uide the Schooll in the coming
g
years as it continues its trransition from a primarily
education-focused schooll to a major ressearch
institution.. Over the next decade, facullty size (both
tenurred and non-tennure-track) andd productivity will
increease to offer larrger, more effeective educationnal
progrrams at both thhe undergraduaate and graduatte levels.
SEA S will also exppand collaborattive research pprograms
of siggnificant beneffit to society.
Speccifically, SEAS
S’s strategic plaan includes sixx
interrrelated goals:
1.
2.
3.
4.
5.
6.
G
Graduates preppared for leadeership,
R
Research with impact,
E
Expansion of tthe School’s ouutreach,
F
Faculty and staaff success,
O
Operational exxcellence, and
R
Resources for tthe future.
The S
SEAS advancees many of the COFU objectiives.
The S
SEAS is highlyy committed too a student eduucation
that iincludes handss-on learning, gglobal experiennces,
the oopportunity to eengage in collaaborative and sselfdireccted research, aand the ability tto broaden onee’s
educaation.
Highh-Impact Experriential Prograams
The S
SEAS aspires tto offer every uundergraduate
studeent the opportuunity to particippate in a sustained,
high--impact experience before theey graduate. Thhis
will eenable studentss to do such thhings as conducct
indeppendent researcch in tissue enggineering, undertake
a servvice project rellated to water and sanitation in
Southh Africa, or stuudy engineerinng in Madrid. S
Such
experriences improvve student learnning, retentionn, and
engaggement. Theyy expand studennts' understandding of
how technical probblem solving reelates to, impaccts,
and iis influenced byy, societal needs and culturall
norm
ms.
Interrnational Experrience
Enginneering is a gloobal activity; thhere is a good
chancce that all engiineering school graduates willl be
emplloyed with a gllobal companyy or will be invoolved
with people of otheer nations and ccultures. The
SEA S’s Office of IInternational Prrograms is enggaged
with developing alll types of internnational experiiences
such as study abroaad programs, suummer internships,
J-Terrm programs, aand other speciial programs. L
Last
year,, approximatelyy 20 percent off the undergradduate
studeent body used tthe resources oof the Internatioonal
Officce.
Undeergraduate Stuudent Participaation in Researrch
The oopportunity forr undergraduatte students to
particcipate in researrch is a requireement for top-rranked
56
Graduate Student Experience
The SEAS is committed to a larger graduate student
body and an outstanding graduate student experience.
For its graduate students to lead in their chosen field,
whether in academia or industry, the school must
provide a thriving, competitive environment that
values and encourages internationally recognized
scholarship. The environment should stimulate
connections across the SEAS, the University, and
beyond. A larger, better connected, and more
productive graduate student body will increase the
School’s research and scholarly productivity, provide
support for its undergraduate program, and enhance
the visibility and reputation of the School.
Faculty and Staff Experience
Success of the SEAS depends largely on the
creativity and energy of its people. The School is
working to develop the best possible group of people
to maximize their potential and advance the mission.
Ongoing or planned key actions include:
1.
Providing clarity of the School’s vision, mission
and core values;
2.
Ensuring that policies and incentives encourage a
culture of excellence;
3.
Clarifying roles and responsibilities and
implementing transparent decision-making
processes;
4.
Expanding leadership and professional
development programs for faculty and staff;
5.
Developing and fully utilizing an integrated
performance management system aligned with
compensation and reward systems; and
6.
Developing effective support staff capabilities
for administrative, technical, and research
activities.
Science, Technology, and Research
The SEAS recently opened Rice Hall, a state-of-theart, 100,000-square foot instructional and research
facility. Rice Hall will serve collaborative
researchers throughout SEAS and across Grounds as
the nexus of information technology engineering
activity. The building will facilitate research in areas
such as high-performance computing, computer
visualization, information assurance, computer
security, energy conservation, wireless
communications, telemedicine, virtual reality,
distributed multimedia, and distance learning. The
Rolls-Royce partnership will achieve a major
milestone of completing the occupancy and full
functionality for the Commonwealth Center for
Advanced Manufacturing in the summer of 2012.
The Applied Research Institute was designed to
expand the research opportunities for the SEAS and
the University in the areas of applied corporate
research and development and federal classified
research. The facility now has the capabilities for
secure research activities, and the University can hold
security clearances for faculty and staff. The
University has contract agreements with industrial
partners, with the potential of the partnership winning
in excess of $2 billion in contracts.
2012-13 Operating Budget
The SEAS is funded through a traditional centralized
budget target and self-generated grants, contracts,
and private resources.
For 2012-13, 50 percent of the SEAS operational
budget is funded from grants, contracts, and F&A
distributions. Approximately 40 percent is provided
from tuition and state general funds, while private
funds (endowment distribution, gifts, and funds
transferred from the Engineering Foundation)
represent 10 percent of the budget.
57
MAJOR BUDGET UNIT OVERVIEWS
engineering schools. Although not required, all
SEAS students are encouraged to conduct research
either independently or as part of a research program
of a faculty member at some point during the
student’s undergraduate experience. The opportunity
for participating in a research experience is enhanced
because of the undergraduate thesis requirement of
every SEAS student. This thesis requirement
contains all of the attributes of a good research
experience including a proposal, a background study,
a technical paper, presentations, and the actual
conduct of experiments. It has been determined by
experience that the best mechanism for an
undergraduate student to get into a top graduate
school is for the student to participate in the research
program of a SEAS faculty member.
MAJOR BUDGET UNIT OVERVIEWS
Funding haalf of the schoo
ol’s operations, grants and
contracts, along
a
with the accompanying
g return of
F&A cost recoveries,
r
aree a critical sourrce. The
following graphs
g
demonsstrate the increase in grant
and F&A support
s
to the SEAS,
S
as well as the
diversity of sponsors.
approoval of the buddget. Additionnally, upon approval,
fundiing will be alloocated to the School’s target bbudget
for inncreases in the fringe benefit rate and the
anticcipated bonus ppayment.
Recruuiting and retaaining faculty w
will be a continnued
emphhasis, in compeensation as well as start-up packages.
The bbelow graph deemonstrates thhe average SEA
AS
facullty salary as coompared to the 60th and 75th ppercentile
of AA
AU peers.
The ffollowing grapph provides thee student:facultty ratio
over the past severaal years.
The Schoo
ol’s 2012-13 op
perating budgett (see the
following page)
p
is $83.6 million; the prrimary spendin
ng
initiatives are faculty com
mpensation (41
1 percent), GTA
A/
GRA stipends and graduaate fellowship support (20
percent), and staff salariees and wages (1
14 percent).
ol’s 2012-13 op
perating budgett includes an
The Schoo
allocation of $1.1 million
n related to falll 2011 enrollmeent
growth and
d $0.4 million related
r
to projeected fall 2012
2
enrollmentt growth. The School’s budg
get also includees
an allocatio
on of $318,000
0 to support thee hiring of two
new faculty
y in accordancce with the Rolls Royce
partnership
p agreement, ass well as an alllocation of
$318,000 to
t support the hiring
h
of two new
n faculty,
which was committed as a part of the dean’s rent. The Univeersity proposes to allocate an
appointmen
estimated $1.7
$ million to
o the School rellated to the
implementtation of a new undergraduatee class fee and a
graduate differential tuitiion rate. The actual
a
distributiion
will be made based on en
nrollment matriiculating in thee
two prograams this fall. In
n the budget do
ocument, the
funding is held in the Un
niversity reserve pending Boaard
Capittal Plan
Consstruction is onggoing for the SEAS Student P
Projects
Facillity (shared witth Facilities M
Management shoop
spacee), which is exp
xpected to be occcupied in fall 2012.
Curreently, projects on the long terrm Capital Proogram
incluude the renovattions of Thorntton Hall D-Winng
($11 million), Thorrnton Hall B-W
Wing ($12 milliion),
and a placeholder ffor a new lab buuilding possiblly
shareed with the Colllege of Arts & Sciences ($866
millioon). All projeccts on the longg-term plan are
propoosed to be fundded from state general funds..
The S
SEAS does nott expect changges to the next uupdate
of thee Major Capitaal Projects Plann.
58
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1665 MBU: EN-Engr School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Internal Debt Service
Subtotal
MBU Totals
FTE
Amount
147.0
18,333,343
103.0
11,033,860
65.6
4,303,626
59.5
2,857,296
135,421
4
Private Unrestricted
FTE
0.1
Amount
311,053
5
Private Restricted
FTE
1,016,678
98.0
5,871,315
229.9
0.0
23,789,068
5,030,559
260.6
22,724,813
15,614,755
5,272,552
Amount
14.3
2,513,170
3.3
156,267
2,962,342
17.2
Financial Aid
Internal Debt Service
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
0.1
311,053
175,000
7.9
467,994
25.4
3,684,146
2,242,164
1,011,692
78,471
830,250
10,303,111
34,092,178
20,289,991
260.6
106.1
18,872,821
41,597,634
11,327,431
68.9
4,648,721
58.5
0.0
370,500
0.0
17.2
1,260,100
235.4
0.0
26,569,312
2,088,714
FTE
0.3
Amount
13,821
Auxiliary
FTE
Amount
Total ‐ FTE
32,191,426
128.7
7,331,010
3,644,478
0.3
13,821
804,199
123.1
7,355,987
516.2
0.0
50,522,901
23,866,677
1,395
9,465,234
908,721
25.4
14.4
4,084,106
7,768,252
2,543,580
2,782,646
3.3
156,267
2,962,342
0.0
546,715
98.0
5,871,315
7.9
471,515
123.2
7,602,930
262.6
0.0
22,943,734
15,614,755
25.6
0.0
3,718,077
2,371,402
524.0
0.0
53,555,997
20,297,910
4,577,936
0.1
0.1
0.1
175,000
486,053
311,053
311,053
3,179,595
0.3
805,594
819,415
0.0
516.2
269.9
34,240,632
84,763,533
34,472,055
0.3
13,821
130.9
7,601,455
0.0
3,879,557
0.3
0.0
1,006,793
13,821
223,039
1,395
8,765,719
950,000
0.0
235.4
6,666,650
33,235,962
Total ‐ Amount
264.4
546,715
3,179,595
0.0
229.9
149.3
6
Local Sales, Services,
Other
0.0
262.6
18,794,350
41,738,084
0.1
311,053
0.0
25.6
4,328,195
8,046,272
950,000
0.0
0.3
224,434
238,255
0.0
524.0
30,013,629
83,569,626
59
MAJOR BUDGET UNIT OVERVIEWS
SCHOOL OF LAW
Overview of Operations
Founded by Thomas Jeffferson in 1819, the
University of Virginia Scchool of Law iss a worldrenowned training
t
ground
d for distinguisshed lawyers
and public servants. Con
nsistently rankeed among the
top law sch
hools in the nattion, the Law School
S
enrolls
approximaately 1,100 stud
dents in a threee-year J.D.
program, approximately
a
40
4 students in a one-year
L.L.M. pro
ogram, and sev
veral students in
n an S.J.D.
program. The
T following graph shows th
he Law
School’s en
nrollment trend
d.
The Law School
S
instills in
i its students a commitment
to leadersh
hip, integrity, and
a community
y service. The
Law Schoo
ol is known forr its collegial environment
that bonds students and faculty,
f
and stu
udent
satisfaction
n is consistentlly cited as amo
ong the highest
in Americaan law schools. At the Univeersity, law
students sh
hare their experriences in a coo
operative
spirit, both
h in and out of the
t classroom, and build a
network th
hat lasts well beeyond their tim
me at the
University.
5.
C
Completing thee Karsh Studennt Services Cennter
pproject (a renoovation of Slaugghter Hall) to
pprovide improvved and expandded spaces for
sstudent servicees and clinical pprograms.
20122-13 Operating Budget
Finanncial self-sufficiency was firsst endorsed by the
Boarrd of Visitors inn 1995 and forrmalized by
mem
morandum of unnderstanding inn 2002. As a
finanncially self-suff
fficient school, the Law Schoool
retainns its tuition reevenues, receivves a subsidy foor
each in-state studennt of $2,500 (w
which representts 50
perceent of the diffeerential betweenn in-state and ooutof-staate tuition), annd is responsiblle for generatinng
sufficcient revenues to cover all off its operating aand
capittal expenditurees. Under self-sufficiency, otther
than the in-state stuudent subsidy (($840,000 in thhe
20122-13 budget), thhe only centrall allocations to the
Law School are $977,000 from staate general fundds for
finanncial aid to in-sstate students aand $130,000 fr
from
privaate funds for finnancial aid.
Apprroximately 86 ppercent of the School’s operaating
budgget is funded frrom tuition, 13 percent from ggift
and eendowment disstributions (inccluding transferrs
from
m the Law Schoool Foundation)), and the remaainder
from
m grants and conntracts and othher sources.
Strategic Direction
D
The Law School’s
S
strateg
gic goals for 20
012-13
include:
1.
Maintaaining the quallity and diversiity of its
studen
nt body;
2.
uality, includin
ng providing
Increaasing faculty qu
faculty
y salaries that are
a more comp
petitive with
those of
o peer instituttions;
3.
Contin
nuing to refine and improve the
t placement
services provided to students throu
ugh the Career
Servicces and Public Service officess;
4.
Improving coordinattion among varrious clinical
prograams, which hav
ve grown significantly over
the past decade; and
Law School’s nnet tuition reveenue is projectted to
The L
grow
w by 5-6 percennt in 2012-13 eeven though tottal
tuitioon and fees aree increasing by only 3.6 perceent for
in-staate J.D. and L.L.M. students and 4.0 percennt for
out-oof-state J.D. annd L.L.M. studeents. The Law
w
Schoool has completted the phase-oout of its tieredd
tuitioon plan, under which upper-leevel J.D. studeents
paid a lower tuitionn rate than enteering J.D. studeents;
20122-13 marks the first time in reecent years thatt all
J.D. sstudents will ppay the same tuuition rate. As a
resullt, the Law Schhool will experience a one-tim
me
higheer increase in nnet tuition reveenue.
60
c
expenditures
e
As a resultt, total faculty compensation
have grown
n gradually. The
T following graph
g
shows
the averagee Law School salary
s
as comp
pared to the
60th and 75
5th percentile off all AAU peerrs, which is a
broader peer group than the
t Law Schoo
ol uses
internally to
t measure the competitiveneess of its
compensattion.
the 22012-13 budgett) to the University to cover
overhhead expenses.. Remaining bbudgeted expennses
incluude library collections, equipm
ment, and traveel.
Capittal Plan
The L
Law School haas two projectss on the Major
Capittal Projects Plaan: (1) the Slauughter Hall
renovvation project, and (2) a defeerred maintenannce
repaiir and renovatioon program. The Slaughter H
Hall
renovvation project, now known ass the Karsh Stuudent
Serviices Center prooject, is alreadyy underway annd will
be coompleted in 20012-13. The prroject’s primaryy
goalss are to providee the student seervices offices with
moree appropriate sppace to better sserve their
custoomers (i.e., studdents, prospecttive students, aand
alum
mni) and to expaand the space ddevoted to clinnical
progrrams, which prrovide studentss with live-clieent,
practtical training oppportunities unnder the supervvision
of Laaw School facuulty. The projeect is made posssible
throuugh a substantial gift from Laaw School alum
mni
Marttha Lubin Karssh (’81) and Brruce M. Karsh (’80)
of Loos Angeles. Thhe Law Schooll has not underrtaken
the laarge, compreheensive deferredd maintenance repair
and rrenovation proggram, preferrinng instead to taackle
smalller, more focussed projects onn a year-to-year
basiss.
As a self-supportinng school, the L
Law School is
requiired by the Boaard of Visitors Capital and
Operrating Reservess Policy to havve operating resserves
equivvalent to three months of opeerating expensees.
Per thhe same policyy, the Law Schhool must
demoonstrate annuall capital expennditures or
contrributions to cappital reserves oof at least 1.5 ppercent
of repplacement valuue of buildingss and equipmennt.
The L
Law School m
meets both requiirements.
The Law School
S
continuees to face stiff competition
from its sm
maller group off top ten peer in
nstitutions for
first-rate faaculty; its facullty salaries lag behind the
top ten peeer institutions as
a a result of seeveral years
without reg
gular salary inccreases.
nancial aid and
d scholarships comprise
c
Student fin
approximaately 16 percentt of the 2012-1
13 operating
budget.
Under the self-sufficiency
y agreement, th
he Law
School is directly
d
responsible for buildiing
maintenancce and utilities. In addition, the
t School
returns 10 percent of tuitiion and fees ($
$5.4 million in
61
MAJOR BUDGET UNIT OVERVIEWS
The Law School’s
S
2012-13 operating budget (see the
following page)
p
is $61.3 million, with approximately
a
61 percent spent on facullty and staff co
ompensation.
For several years, the Law
w School has been
b
gradually
i
faaculty in order
increasing the size of its instructional
to improvee the student:faaculty ratio, wh
hich is at the
bottom of its
i top ten peerr group.
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1620 MBU: LW-Law School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
FTE
Amount
2.0
400,000
10.5
3,144,000
3,106,864
1.0
33,501
5.0
203,000
2,737,855
42,200
6
Local Sales, Services,
Other
FTE
3.4
302,805
Amount
146,758
Auxiliary
FTE
Amount
Total ‐ FTE
180.4
31,208,784
9,384,967
28,845,425
64.9
3,490,123
2,954
3,085,814
62,640
3.0
475,701
222,400
15.5
179,600
6,257,082
3,649,805
465,800
3.4
149,712
247,545
202.3
3,894,653
‐236,838
4,765,689
4,765,689
180.4
99.4
20,407,738
51,616,522
25,182,000
3.0
4.0
222,400
698,101
650,000
64.5
4,073,066
1.0
35,000
4,208,000
33,463,066
8,200,400
179,600
179,600
15.5
9.5
4,360,453
8,010,258
2,890,000
3.4
10,707
160,419
5.0
200,000
6.0
6.0
42,000
5.0
727,000
250,000
202.3
112.9
25,180,898
60,664,900
28,722,000
324,000
76.5
4,632,066
324,000
245,000
189.4
0.0
37,804,066
9,153,400
200,000
14.5
0.0
8,000
6,267,082
3,290,000
450,000
4,450,000
3,795,377
10,062,459
‐224,000
‐224,000
4,548,896
Transfers
163.9
19,016,378
52,479,444
35,484,002
10,500,312
10,151,735
‐236,838
163.9
Total ‐ Amount
137.4
62,640
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
FTE
25,301,425
Wages and benefits
Subtotal
Amount
5
Private Restricted
55.5
Financial Aid
Recoveries
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
4
Private Unrestricted
124.9
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
4,548,896
5.0
250,000
977,000
0.0
0.0
8,000
8,000
14.5
4,245,377
7,535,377
6.0
21,000
345,000
0.0
189.4
23,540,755
61,344,821
62
Overview of Operations
The Schoo
ol of Medicine (SOM), the ten
nth medical
school to be
b established in
i the United States,
S
was
authorized by the Board at
a its first meetting in 1819.
The SOM was established in 1824 as on
ne of the
University's original eigh
ht schools and opened
o
in
March 182
25. The first deegree offered at
a the
University was the Docto
or of Medicine in 1828. The
School’s primary mission
n mirrors that of
o the
University – including ed
ducation, reseaarch, and
public serv
vice/patient carre – to help peo
ople achieve
healthy pro
oductive lives and
a advance kn
nowledge in
the medicaal sciences.
Education
The SOM is changing ho
ow medicine an
nd science are
learned. Itts innovative un
ndergraduate medical
m
education Next
N Generatio
on "Cells to So
ociety”
Curriculum
m eschews the traditional
t
spliit of basic and
clinical sciiences and, insttead, employs a systembased learn
ning experience that has deep
per integration
of basic sciences into clin
nical medicine (both
vertically and
a horizontallly) and is orien
nted to clinical
performancce. The approaach uses the beest evidencedbased mod
dels for medical education to foster student
learning. The
T curriculum
m comprises a careful
c
balancee
of active an
nd experientiall activities, clin
nical cases,
problem-baased learning, small group an
nd team-based
experiencees, hands-on lab
boratories, selff-directed
learning, leectures, and ho
ospital- and com
mmunitybased cliniical experiencees.
The graduaate school currriculum for Ph.D. students
similarly iss being revamp
ped, using a mo
ore nimble and
d
modular ap
pproach to classses and increaasing
opportunitiies to hone fun
ndamental skillls of oral and
written preesentations, primary data evalluation, and
critique. The
T school’s prrimary Ph.D. prrogram is the
Biomedicaal Sciences (BIMS) Graduate Program, an
interdisciplinary graduatee program desiigned to train
Ph.D. cand
didates in becom
ming the next generation of
scientific leaders. The neewly revamped
d first-year
curriculum
m launches stud
dents into a “cu
ulture of
learning” through
t
highly interactive and
d problembased teach
hing modalities. In parallel, students are
offered a broad
b
spectrum
m of research op
pportunities
from which
h they select a thesis advisor and area of
study. Thrroughout their tenure in the BIMS
B
program,,
students arre exposed to state-of-the-art technologies
and collabo
orative sciencee as active mem
mbers of
research teeams. Upon co
ompletion of th
heir degree,
graduates choose
c
traditional postdoctorral positions in
academia or
o industry, teaach, or pursue careers
c
in
governmen
nt.
The D
Department off Public Healthh Sciences is thhe
admiinistrative and academic hom
me of two degreee
progrrams granted thhrough the Unniversity's Gradduate
Schoool of Arts and Sciences (GSA
AS): the Master in
Publiic Health and tthe Master in C
Clinical Researrch.
The M
Master in Publlic Health proggram is a nationnally
accreedited degree pprogram that prrovides graduaate
publiic health professsional trainingg in quantitativve and
qualiitative researchh methodologiees; health policcy,
law, and ethics; andd translational and communittyengaggement strateggies. The progrram focuses onn the
comppetencies profeessionals need to improve thee
healtth of individualls and populatiions. The
indivvidualized and interdisciplinaary curriculum
incluudes courses inn the five core aareas of public
healtth and a wide rrange of interdiisciplinary couurses.
Studeents complete a minimum off 42 credit hourrs of
coursse work: core courses, coursses in a chosen track,
a fielld placement inn a communityy health setting, and
a culm
lminating experience project. The following dual
degreees options aree available: MD
D-MPH, JD-M
MPH,
MBA
A-MPH and M
MPP-MPH. Graaduates are preppared
for a variety of positions in healthh care and research,
comm
munity health, and health pollicy.
The M
Master of Scieence Program inn Clinical Reseearch
(MS--CR) in the Deepartment of Puublic Health
Sciennces is an interrdisciplinary grraduate degree
progrram that providdes training to health and meedical
profeessionals who ddesire and needd quantitative aand
analyytic skills in paatient-oriented and translationnal
reseaarch, as well ass more traditionnal clinical
invesstigation. Usinng an interdisciiplinary blend of
biosttatistics, epidem
miology, cliniccal trial design,,
mediical informatics, and health seervices researcch, the
MS-C
CR program eqquips clinical rresearchers witth the
statisstical and data management toools needed too
condduct translationnal clinical and comparative
effecctiveness studiees in medical ccare.
Anotther central acttivity of the schhool is residentt
educaation, also knoown as graduatte medical educcation,
63
MAJOR BUDGET UNIT OVERVIEWS
SCHOOL OF MEDICINE
MAJOR BUDGET UNIT OVERVIEWS
or the conttinued training of future physicians who
have gradu
uated from med
dical school bu
ut have not yet
achieved in
ndependence within
w
a speciallty. The
Medical Center has appro
oximately 780 residents and
9 training prog
grams.
fellows parrticipating in 96
The Officee of Continuing
g Medical Educcation of the
SOM/Heallth System is an
n ACCME [Acccreditation
Council for Continuing Medical
M
Educattion]
accredited sponsor of con
ntinuing mediccal education
(CME) forr physicians and
d other health professionals.
p
U.Va.-spon
nsored CME programs includ
de specialty
and sub-sp
pecialty departm
mental conferences; special
seminars; international,
i
national,
n
and reegional
meetings; activities
a
develloped with other
organizatio
ons and speciallty societies; mini-fellowship
m
p
opportunitiies; and enduriing materials (sself-paced
learning). Through the CME
C
program and
a the Centerr
for Teleheaalth, U.Va. offfers access to ed
ducational and
d
clinical ressources for phy
ysicians, other health
h
professionaals, and patientts, regardless of
o geographic
location.
Access to knowledge,
k
both traditional and
a in
increasinglly new forms and
a technologiees, is essential
for the reseearch, educatio
on, and patient care missions
of the Heallth System. Th
he Health Scien
nces Library
(HSL) mon
nitors and seek
ks out potentiallly important
trends and makes them av
vailable to the community
through ed
ducation, handss-on experiencee, or general
awareness.. Information about
a
changing
g publication
impact mettrics, access to innovative edu
ucation
material, an
nd data manag
gement resources are
examples of
o expertise thaat librarians pro
ovide for the
Health Sysstem. By form
ming collaboratiive
relationship
ps, such as pro
oviding a homee for the new
Bioinformaatics Core, the HSL becomess a nexus of
knowledgee-based servicees. The HSL plays a role in
stimulating
g collaboration
n by providing useful
u
spaces,
seating, an
nd equipment th
hat provide a frruitful and
attractive environment
e
fo
or reflection an
nd interaction.
Patient Ca
are
The SOM, with its partneers in the Healtth System,
provides ex
xcellence, inno
ovation, and su
uperlative
quality in the
t care of patiients, the trainiing of health
professionaals, and the creeation and sharring of health
knowledgee.
Research
Research at
a the SOM is based
b
on a collaborative
model and built around multidisciplinar
m
ry teams of
basic and clinical
c
scientissts who are org
ganized to
answer disease- or organ-based problem
ms. This
approach builds
b
upon thee strength of the basic
science dep
partments, threee of which ran
nk among the
top 110 in the nationn in National Innstitutes of Heaalth
fundiing, and on sevveral areas of rresearch excellence
withiin the clinical ddepartments. O
Overall, the SO
OM’s
reseaarch funding raanks 23 amongg medical schoools.
made in these llaboratories fuel a
Discooveries being m
transslational research effort aimedd at bridging thhe gap
betw
ween bench andd bedside and trranslating prom
mising
laborratory findingss rapidly into cllinical applicattions
for p atients in the M
Medical Centerr and whereverr
mediicine is practiceed.
Strateegic Direction
The D
Decade Plan iss a joint planninng effort of thee SOM,
the M
Medical Centerr, the Universitty Physician’s G
Group
(UPG
G), the HSL, annd the School oof Nursing. It
proviided the framew
work for “Movve as One,” a
consoolidated initiattive that focusees on Health Syystemwidee collaboration for developmeent and innovattion in
areass such as patiennt service, trannslational research,
profeessionalism in teaching, and sservice to the
comm
munity. In 20111-12, progresss was noted in several
impoortant areas:
•
T
The second yeaar of the Next Generation
ccurriculum waas implementedd.
•
T
The graduate sschool curriculuum for Ph.D.
sstudents continnued to be revaamped.
•
T
The SOM collaaborated with tthe Schools off
E
Education, Bussiness, Law, N
Nursing, Engineeering,
aand Leadershipp and Public Poolicy, as well aas
iindividuals witth scientific exxpertise relevannt to
sspecific produccts or devices, to establish the
V
Virginia Centeer for Translatioonal and Reguulatory
S
Sciences (VCT
TRS).
•
T
The SOM, Medical Center, aand UPG are
ccollaborating oon a strategic pplan to focus onn
aadvancing the care provided to patients throough
eexceptional meedical skill, thee most advanceed
64
•
OM, Medical Center
C
and UPG are building
g
The SO
on exiisting outreach efforts such ass the purchase
of the Hematology-O
Oncology Patieent Enterprise
physiccian practice an
nd the soon-to--open clinic at
Zion Crossroads.
C
•
OM, Medical Center,
C
UPG, and
a University
The SO
HR im
mplemented a reduction in thee co-pay for
U.Va. employees or family membeers who see a
U.Va. provider.
The rrecent trend in F&A generateed by the School is
exhibbited below:
The Fund for
f the Future, established in 2007-08
through ag
greement betweeen the Medicaal Center and
the SOM, has
h provided a mechanism fo
or the Medical
Center to invest directly in
i the SOM. Actual
A
and
planned disbursements frrom the Fund th
hrough the
remainder of 2011-12 and
d in 2012-13 in
nclude:
Fund for the Futuure
Cyclotron renovaations/installation ($3.5M)
Microbiology chaair package ($6.7M)
Ctr Publ. Health G
Genomics research suppport ($2.3M)
Public Health Scieences chair package ($33M)
Ctr. Cell Clearancce renovations ($1.3M)
OMS 4 renovatioons for DoM (est. 1/5th of $4,375,000
Biochemistry chaair package ($1.2M)
OJH HVAC continngency
Surgery Chair Renewal Package
Debt service on JJordan HVAC replacemeent (Sept 2011)
Radiology research infrastructure ($500K)
Medicine block ggrant
Faculty remuneraation plan developmentt
Debt service on CCMMEB temporary loann ($7‐8M)
Division of Cardioology chief package ($2M)
Hem‐Onc new faculty sequential supporrt (est. $200K out of $550K)
DoM interim chaair package
Cyclotron/PET opperations
FY2012 & FY 133 Exps/Commitmennts
1,993,7300.00
1,986,044
1,249,990
1,200,000
995,607
875,000
841,190
505,230
500,000
430,4460
405,345
325,000
300,000
269,630
211,4417
PG are includeed, the
If thee clinical operaations of the UP
fundiing picture of tthe SOM changges dramaticallly.
The bbelow chart deemonstrates thaat when clinicaal
operaations are incluuded, clinical ooperations are tthe
primaary funding soource of the SO
OM (47 percentt). In
this vview, grants, coontracts, and F
F&A recoveriess
generrate 30 percentt; private resouurces comprisee 12
perceent; and tuitionn and state geneeral funds provvide
11 peercent.
200,000
166,500
50,000
12,505,143
2012-13 Operating
O
Budg
get
The SOM operational bu
udget, which is consolidated
in the Univ
versity budget, excludes cliniical operations
and is fund
ded through a traditional
t
centtralized budgett
target and self-generated grants, contraccts, and
private resources.
For 2012-1
13, 56 percent of
o the SOM op
perational
budget, excclusive of cliniical operations, is funded
from grantts, contracts, an
nd F&A distrib
butions.
Approximaately 22 percen
nt is provided from
f
endowmen
nt distribution and
a gifts, whilee 21 percent is
from tuitio
on and state gen
neral funds.
Excluuding the UPG
G clinical operaations, the SOM
M’s
20122-13 operating bbudget (see paage 67) is $2966.3
millioon. The primaary spending innitiatives are faaculty
comppensation (40 ppercent), other than personneel
serviices, net of recooveries (28 perrcent), staff sallaries
and w
wages (19 perccent), and GTA
A/ GRA stipendds and
graduuate fellowshipp support (8 peercent).
65
MAJOR BUDGET UNIT OVERVIEWS
medical technology, and greater acccess to U.Va.
health
h professionals through comm
munity
outreaach activities an
nd increasing clinical
c
activitties on Ground
ds.
MAJOR BUDGET UNIT OVERVIEWS
The University proposes to allocate $3.8 million to be
distributed from the Pratt Fund to the SOM in
accordance with the terms of the gift. In the budget, the
funding is held in the University reserve pending Board
approval of the budget. Additionally, upon approval,
funding will be allocated to the School’s target budget
for increases in the fringe benefit rate and the
anticipated bonus payment.
The SOM’s 2012-13 budget does not include any
new initiatives because the budget development
preceded the roll out of the Health System strategic
plan and the SOM’s departmental budget process
which concludes in April. Some anticipated costs
associated with new initiatives - such as clinical
growth, VCTRS, and the recruitment of the Cancer
Center director – are not included in this budget.
Pratt Funds have been identified for the Cancer
Center director, and discussions are underway with
the Medical Center to determine funding for the
strategic plan.
On the current Major Capital Projects Program, the
School has one project, the Ivy Translational
Research Building. The current authorization is for a
65,000 square foot facility costing $68 million, to be
funded from a gift from the Ivy Foundation and state
general funds. In the next update of the Major
Capital Projects Program, the SOM anticipates a
revised project where the School will, with gift funds
on hand, acquire and convert the existing University
Physician’s Group facility at Fontaine Research Park
into the Ivy Translational Research Building, which
will allow the School to meet its goals to expand
research capacity in translational research.
The budget incorporates changes associated with the
reduction in the National Institutes of Health salary
cap from $199,700 to $179,700, the anticipated
increases in staff fringe benefit costs, and a reserve
for compensation adjustments.
The SOM services debt (three percent of the operating
budget) on three buildings (Carter-Harrison Research
Building, Medical Research Building 5, and Aurbach
Medical Research Building) and pays annual use fees
from F&A for spaces in the Sheridan G. Snyder
Translational Research Building and the Life Sciences
Annex. In 2012-13, the School will begin repaying debt
from the Fund for the Future associated with upgrades
to the HVAC systems in Jordan Hall and the repayment
of bridge financing for the Claude Moore Medical
Education Building while awaiting final donations for
the building construction.
The SOM anticipates up to $18 million of prior-year
balances may be required in 2012-13 for renovations,
debt service on buildings, support to department and
division heads, and faculty research support.
Capital Plan
Construction is ongoing for the Jordan Hall HVAC
upgrade, expected to be complete in June 2013. A
project to renovate approximately 8,000 GSF of
laboratory space on the center corridor of the seventh
floor of Old Jordan Hall has been added to the
Annual Renovation and Infrastructure Projects plan
for this year. Interior partitions will be removed or
relocated to accommodate the Department of
Microbiology’s programmatic requirements.
66
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2485 MBU: MD-School of Medicine
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Amount
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
37,770,802
549.9
53,984,424
24.0
1,978,726
154.2
24,386,622
9.7
972,902
1,003.1
119,093,476
166.4
8,387,868
382.9
25,200,657
18.0
1,200,705
153.0
10,025,143
26.1
1,500,596
746.4
46,314,969
171,085
2,700,372
6.0
204,200
147.5
4,455,779
437.7
0.0
46,533,956
21,971,035
1,080.3
86,341,232
59,769,243
1,981,786
9,275,365
‐11,123,658
93,284
1,309,125
11,333,067
0.0
437.7
274.3
14,138,288
60,672,244
37,122,833
80,470,959
1,080.3 166,812,191
543.1 54,005,586
161.5
10,423,797
382.9
164,210
27,158,421
64,176
42.0
200,000
147.5
4,455,779
442.3
0.0
47,910,840
16,148,749
1,073.5
88,320,158
59,769,243
1,914,883
9,275,365
‐10,489,154
93,284
2,588,351
7,606,963
3,243,607
841,829
1,956,354
35,484
4,927,471
9.7
340,496
0.5
14,084
163.6
5,014,559
316.9
36,708,615
18,294,038
36.3
2,523,066
3,636,349
1,913.1
0.0
175,350,476
104,512,494
59,496
6,567,713
49,066
17,933,426
12,888
‐3,119,419
‐14,136,904
36.3
15.7
565,996
3,089,062
1,576,069
0.0
1,913.1
1,012.7
120,951,208
296,301,683
119,491,413
25.7
1,688,149
738.8
51,273,471
12,642,192
42.0
23.9
901,325
4,144,932
1,965,678
316.9
155.7
24,874,639
61,583,254
24,821,247
15.6
1,137,296
153.1
10,865,808
2,700,372
6.5
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
FTE
4
Private Unrestricted
265.3
Financial Aid
Recoveries
Internal Debt Service
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
64,176
39.5
3,167,150
164,990
1,956,354
35,484
4,920,596
9.7
340,496
0.4
14,084
164.0
5,010,359
318.4
37,983,905
18,294,038
41.8
3,313,786
2,446,449
1,915.5
0.0
180,695,839
96,823,469
59,496
6,567,416
49,066
17,866,226
12,888
‐3,561,185
‐13,944,167
10,195,314
4,708,351
0.0
442.3
14,871,180
62,782,020
4,708,351
76,744,855
1,073.5 165,065,013
39.5
224,486
3,391,636
318.4
24,874,342
62,858,247
41.8
‐1,065,670
2,248,116
0.0
1,915.5
115,649,193
296,345,032
67
MAJOR BUDGET UNIT OVERVIEWS
SCHOOL OF NURSING
Overview of Operations
Established
d in 1901, the School
S
of Nurssing (SON) is
part of the University’s Health
H
System that
t includes
the Medicaal Center, Scho
ool of Medicinee, and Claude
Moore Heaalth Sciences Library.
L
Strateegic Direction
The S
SON’s Strateggic Plan for 20110-2015 was
develloped with conntributions from
m faculty, stafff,
studeents, and comm
munity partnerss. Strategic gooals
are too:
Enrollment for 2011-12 academic
a
year is 360
undergradu
uate students an
nd 351 graduatte students.
Among thee first in the co
ountry, the Clin
nical Nurse
Leader (CN
NL) program was
w established
d in 2005 and
the Doctorrate of Nursing Practice (DNP
P) program in
2006. Oth
her programs off study includee the traditionall
Bachelor of
o Science in Nursing
N
(BSN) and
Registered
d Nurse-Bachellor of Science in
i Nursing
(RN-BSN)) undergraduatee degrees, Massters of
Science in Nursing (MSN
N), post-masterrs programs,
and Ph.D. programs.
p
Posst-masters prog
grams are in
Primary Caare; Acute Carre; Psychiatric-Mental
Health; and
d Wound, Osto
omy, and Contiinence. Two
online tracks are provided
d within the MSN:
M
Communitty and Public Health
H
Leadersh
hip and Health
h
Systems Management.
M
1.
C
Cultivate the S
School of Nursiing’s multiculttural
ccommunity of scholars and reesearchers;
2.
C
Create innovattive models of education and
ppractice; and
3.
F
Foster well-beiing and collegiial spirit in a healthy
w
work environm
ment.
me faculty at the
Among thee current 95 fulll- and part-tim
SON, theree are 16 Nation
nal Academy feellows. The
recent tren
nd in the studen
nt:faculty ratio is shown on th
he
following graph:
g
The S
SON advancess many of the C
COFU objectivves.
The S
SON has positiioned itself to ensure the
Univversity sustainss the reputationn for premier
undeergraduate educcation. In the aarea of researchh,
BSN
N students are selected to partiicipate in the
Distiinguished Majoors Program. F
For the RN-BS
SN
studeents, scholarly activities are ttargeted for
evideence-based praactice in their
organnizational/relevvant health carre delivery settiings.
Intern
rnships and inteernational expeeriences also arre
integgral in the undeergraduate proggrams of studyy.
SON
N undergraduatees participate iin service healtth
experriences such ass Madison Houuse, Nursing
Studeents without B
Borders, and thee Remote Areaa
Mediical Clinic in W
Wise County. Semester-long
internnational exchaanges for BSN students occurrred in
Denm
mark and New Zealand. In addition, all 4th year
BSN
N students particcipated in a weeb-based experrience
with Swedish studeents. Gaining nnational
prom
minence, all BS
SN students parrticipate in an iinterprofeessional educattion (IPE) expeerience with
Univversity medicall students. Planns are currentlyy in
placee to increase RN
RN-BSN learninng with IPE thrrough
guestt lectures and aactive learningg with medical
studeents.
Gradduate educationn experiences ffor nursing studdents
has bbeen strengthenned through sevveral avenues,
incluuding inter-proffessional learnning activities,
distannce learning teechnology, trannsformational
leadeership, and graduate teachingg assistantshipss. One
of thee objectives off the Health Reesources and
Serviices Administrration (HRSA) Advanced Nuursing
Educcation Grant, N
Nursing Leaderrship in Rural H
Health
Care , awarded to thhe SON is to “iintegrate conceepts of
transsformational leaadership” into existing coursses and
practtica to facilitatee assimilation of effective
leadeership strategiees and styles. T
Through the web-
68
Through various funding means, full-time doctoral
nursing students contribute to the overall SON
research productivity, participate in the process of
discovery, and serve as a resource of intellectual
capital to recruit high-quality faculty positions. Six
SON research centers (Center for Nursing Research,
Rural Health Care Research Center, Southeastern
Rural Mental Health Research Center, Center for
Nursing Historical Inquiry, Center for the Study of
Complementary and Alternative Therapies, and
Healthcare Product Evaluation Center) provide
infrastructure support for scholarly activities. In
addition, U.S. Department of Education Graduate
Assistance in Areas of National Need, Nursing
Faculty Loan Program, and National Research
Service Awards support graduate teaching
assistantships that mentor and help develop future
faculty, advancing the Institute of Medicine’s Future
of Nursing recommendation to double doctoralprepared nurses by 2020.
Faculty Advancement
The SON recognizes that students and faculty benefit
from the enriching environment of a diverse
community of scholars and researchers. Since 2007,
the SON has increased its efforts to recruit faculty of
color. Through the development of the SON
Diversity Committee and Search Committee as
standing committees, priorities are established to
better address this critical need.
The SON supports a mentoring program for junior
faculty through the Roberts’ Scholar program,
providing protected time and funding to develop
research programs. Grant development resources
also are available to support the preparation of
National Institutes of Health (NIH) research grant
proposals.
International Initiatives
A global understanding of health and health care is
essential for all nursing students. The work of
advancing a global education agenda for nursing
students includes opportunities for CNL and public
health nursing master’s students to complete
community clinical hours in international settings.
The SON has expanded its international exchange
sites to include Australia, China, Denmark, Grand
Bahama Island, New Zealand, and South Africa and
has a “virtual exchange” program with the University
of Lund in Sweden. Several Ph.D. students have
focused their dissertation on global health issues, and
the School continues to host visiting scholars from
Hong Kong, Sweden, Taiwan, and Indonesia.
Science, Technology, and Research
The SON supports the goal of increasing the number
of STEM-H (Science, Technology, Engineering,
Math, and health care) graduates. The School is
committed to expanding its research programs by
hiring tenure-track faculty as well as researchintensive faculty. Faculty members developed three
HRSA grant proposals to enhance the educational
experience for nursing students. Researchers also
work with special patient populations in rural areas
through simulation and technology and by recruiting
minority nurses.
2012-13 Operating Budget
The SON is funded through a traditional centralized
budget target and self-generated grants, contracts,
and private resources.
For 2012-13, 64 percent of the SON operational
budget is from tuition and state general funds.
Private funds (endowment distribution and gifts)
provide 22 percent of funding, while grants,
contracts, and F&A constitute 14 percent.
Grant-related funding may decrease by 38 percent
from 2011-12 to 2012-13, from $2.67 million to
$1.64 million, with personnel nearly halved, from
9.41 FTE to 4.67 FTE. The SON saw the end of four
grants in 2011-12 and will have five additional grants
end in 2012-13. Counter to this drop, since budget
submission, the School has been awarded one NIH
R01 grant and received positive feedback (proposals
with fundable scores and just-in-time information
requests) for three other NIH grants. The School
anticipates that at least one and possibly all three
69
MAJOR BUDGET UNIT OVERVIEWS
based platform Blackboard Collaborate, students
throughout Virginia access graduate nursing content
and “live classroom experiences” in their own
learning environment at home. This platform not
only increased access for graduate nursing education,
but also increased growth in the Family Nurse
Practitioner and Pediatric Nurse Practitioner, Public
Health Nursing Leadership, Health Systems
Management, and Psych-Mental Health advanced
practice nursing specialty track programs.
MAJOR BUDGET UNIT OVERVIEWS
grants will be funded. Additionally, theere are a
number off other proposalls that are undeer review. To
be conserv
vative, two poteential grants were included
in the budg
get, including one
o of the aforeementioned
funded NIH
H grants. Therre is a high pro
obability that
grant fundiing will rise baack up to the 20
011-12 level.
The follow
wing two chartss provide the reecent trend on
(1) grant fu
unding to the SON
S
and (2) F&
&A generated:
will bbe allocated too the School’s ttarget budget fo
for
increeases in the frinnge benefit ratee and the anticiipated
bonuus payment.
will continue to be emphasized as
Recruuiting faculty w
facullty retire. The below graph ddemonstrates thhe
averaage SON faculty salary as compared to the 60th and
75th ppercentile of A
AAU peers.
Schoolarship and felllowship fundinng is anticipateed to
be loower by 20 perccent in 2012-13. About half of the
decreease in fundingg is due to feweer training grannts.
The oother half will result from sm
maller scholarshhip
and ffellowship awaards from endoowments in ordder to
mitiggate negative cash balances inn these accounnts.
Adeqquate reserves should be in pllace by the endd of
20122-13.
ol’s 2012-13 op
perating budgett (see the
The Schoo
following page)
p
is $11.3 million; the prrimary spendin
ng
initiatives are faculty com
mpensation (46
6 percent), stafff
salaries and wages (24 peercent), and GT
TA/ GRA
nd graduate fellowship suppo
ort (20 percent)).
stipends an
Capittal Plan
Phas e 1 of the McL
Leod Hall renovvation (first, foourth,
and ffifth floors) waas completed inn August 2011. The
first ffloor contains classrooms, stuudent life spacce, and
a reseearch center. T
The fourth andd fifth floors
accom
mmodate facullty offices, graaduate student
room
ms, and researchh centers. Phaase 2 of the
renovvation is schedduled to begin iin May 2012, w
with
anticcipated complettion in October 2012. Phase 2
mpasses the thhird floor of MccLeod Hall, whhich
encom
hous es the Clinical Simulation Leearning Centerr.
The Schoo
ol’s 2012-13 op
perating budgett includes an
allocation of $56,000 relaated to fall 201
11 enrollment
growth and
d $60,000 relatted to projected
d fall 2012
enrollmentt growth. The University pro
oposes to allocaate
an estimateed $203,000 to
o the School rellated to the
implementtation of a new clinical class fee.
f
The actuaal
distribution
n will be madee based on enro
ollment in the
classes thiss fall. In the bu
udget documen
nt, the funding is
held in the University resserve pending Board
B
approvaal
get. Additionaally, upon appro
oval, funding
of the budg
70
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2465 MBU: NR-Nursing School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
Amount
4,955,180
7.0
846,243
25.6
1,520,008
2.4
119,295
284,776
264,138
4.3
275,000
9,580
71.0
7,034,964
1,210,840
9.4
909,888
Financial Aid
Recoveries
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
41.2
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
1,239,256
928,182
4
Private Unrestricted
FTE
3.0
Amount
317,001
5
Private Restricted
FTE
Amount
2.6
505,625
5.0
292,351
6
Local Sales, Services,
Other
FTE
0.4
30,934
3.0
317,001
7.6
498,687
828,910
693,160
Amount
30,700
Auxiliary
FTE
Amount
Total ‐ FTE
54.2
6,654,749
33.0
1,931,654
4,204
0.4
34,904
29,882
584,052
4.3
284,580
91.4
9,455,035
2,862,064
984,350
2,392,925
‐1,444,400
‐1,444,400
71.0
44.2
676,328
7,711,292
4,492,394
9.4
2.9
1,426,869
2,666,125
316,030
3.0
0.4
317,001
45,636
7.6
1.8
1,677,510
2,506,420
377,912
24.9
1,408,986
1.8
105,556
3.5
274,019
3.3
321,098
393,621
172,609
4.3
275,000
36,065
73.4
0.0
6,570,001
1,143,199
4.7
873,445
630,260
751,224
0.4
0.4
29,882
64,786
30,700
91.4
49.7
3,810,589
13,265,624
5,262,672
33.5
2,109,659
566,230
3.9
319,655
5.0
699,010
620,124
257,045
784,115
1,008,269
1,638,529
1,404,239
2,103,249
0.4
30,700
26,181
4.3
311,065
87.4
0.0
8,249,626
2,540,728
1,914,605
‐1,372,600
0.0
73.4
644,044
7,214,045
Total ‐ Amount
‐1,372,600
4.7
3.9
319,655
5.0
0.4
26,181
56,881
0.0
87.4
3,082,733
11,332,359
71
MAJOR BUDGET UNIT OVERVIEWS
UNIVERSITY LIBRARY
Overview of Operations
The University Library (UL) enables research,
teaching, and learning through strong collections,
versatile spaces, and exceptional public services in
support of faculty and students. Aligning with
academic priorities, the UL serves U.Va.’s faculty,
undergraduates, and graduate students from all
disciplines and is also open to the public and to
scholars worldwide.
Collections
The UL provides access to a rich array of digital and
physical scholarly materials that include over 16
million manuscripts and archives, 5 million print and
digital books, 70,000 journals, and hundreds of
thousands of non-text materials such as images,
audio, video, datasets, etc. The world-class
collection of rare and unique materials is
exceptionally strong in American history, literature,
and culture.
Spaces
The UL’s ten libraries offer spaces for collaboration
and study, discipline-specific physical collections and
access to digital collections, and specialized expertise
and tools for using library resources. Undergraduates
are especially heavy users of library spaces, and six
libraries offer evening and weekend access, including
Clemons Library, a 1,500-seat facility that closes
only between midnight and early morning on
Saturday and Sunday when classes are in session.
Services
The Library staff contributes daily to the academic
endeavor, from building innovative programs for the
digital humanities to answering research questions
texted by students. The staff also collaborates with
faculty on their research and teaches students how
best to use and evaluate collections. The Scholars’
Lab, Digital Media Lab, and Scientific Data
Consulting group offer specialized expertise and
tools for technology-intense scholarship. In addition
to face-to-face services, the UL actively develops
virtual services that maximize the use of webaccessible content and ensure the preservation of
material that originates in the digital format. The UL
is nationally recognized as a leader in innovative
services; examples include LEO (faculty delivery
service), Blacklight (open source discovery interface
which integrates content from multiple sources), and
Praxis (graduate student fellowship program in the
digital humanities). Contributions to born-digital
content and new tools and models for digital
scholarship also have brought the UL recognition as
one of the most successful national models for the
“library of the future.”
Strategic Direction
To help position the University as a leader in the next
decade, the UL priorities support University-wide
objectives and align with school missions. As the
steward of the University’s scholarship, the UL must
also respond to changes in the research library
landscape and pursue innovative paths to ensure the
preservation of digital scholarship.
This year, to support objectives tied to University and
individual schools, the UL will:
1.
Enrich the student experience through new
services,
2.
Begin long-range planning for spaces in need of
major renewal (e.g. Alderman Library and FiskeKimball Fine Arts Library).
3.
Fill staffing gaps in targeted areas (e.g., nonEuropean language and culture, scientific and
data research, and life science expertise).
The research library landscape continues to change
dramatically in response to massive digitization of
published content, new mandates for data access and
management from grant funding agencies, and the
growing corpus of born-digital works. To
aggressively build an environment in which digital
scholarship can flourish, the UL will:
1.
Work with the Vice President and Chief
Information Officer, Faculty Senate, and others
to develop a digital preservation framework to
preserve the scholarly record and other electronic
academic content, and
2.
Develop “lifecycle” services for research data
from creation/access to management/analysis
and deposit/preservation.
Digital collections are essential for scholars and
ultimately will be cheaper to access and preserve;
however, they also bring new challenges. Vendors
charge high prices for content that can be accessed by
many scholars at once. The number of e-journals
rises annually, and content is bundled into large
databases that make it difficult to negotiate optimal
pricing. The escalating cost of electronic journal
databases is eroding UL’s ability to maintain strength
in new collections (see following chart).
72
Moree than half of thhe Library’s tootal budget is spent on
colleections and stafff who select, aacquire, describbe, and
preseerve materials sso they are acccessible now annd will
remaain so in the futture.
University Libraary Expenditures
Uncertainty around legal rights to digitaal works also
has slowed
d access to open
n digital repositories and
increased the
t need for too
ols and policies for
controlled access to the University’s
U
dig
gital
scholarship
p. To address these
t
problemss, the UL will:
1.
Experiiment with new
w strategies forr acquisition
and management
m
of collections, an
nd
2.
Lead efforts
e
to engag
ge the academiic community
in scho
olarly commun
nication issues for the digital
age (e.g., intellectuall property, presservation).
The UL’s goals
g
are ambittious and cann
not be fully
addressed in one year; neevertheless, sig
gnificant work
must be acccomplished in all these areass. Decisions
about operrations, budget,, staffing, and innovation
i
will reflectt these prioritiees as the Librarry realigns its
organizatio
on to meet thesse challenges fo
or the future
while payin
ng attention to immediate neeeds and
economic realities.
r
O
Budg
get
2012-13 Operating
The UL is funded through
h a centralized
d budget target
and self-geenerated private resources, grrants, and
contracts.
Collecttions
• P
Purchase/lease of m
materials
• S
Selection, acquisitiion, cataloging, shelving,
ppreservation staff
• IT
T infrastructure (ddigital collections,
caatalog)
• O
Off-site shelving faacilities & conservvation
laab
Spacess
• Innformation desk sttaff and student
em
mployees
• T
Technology and eqquipment
• R
Refurbishing and/oor renovation costss
• F
Facility and technoology support
Servicees
• S
Subject librarian seervices (e.g., refereence,
teeaching, consultatiion)
• S
Specialized expertiise (e.g., GIS, digittal
m
media technology, data services)
• Innterlibrary loan, L
LEO, reserves, etc.
Admin
nistration
• S
Senior leadership
• F
Finance & HR staff
ff
• D
Development
Total L
Library Budget
12-13 Budget
(% off total)
$13,560,000
(51%)
$3,000,000
(12%)
$7,500,000
(28%)
$2,500,000
(10%)
$266,560,000
Togethher, UL and thhe professional school librariees
(Dardeen, Health Scieences, and Law
w) spend less pper
full-tim
me student thaan the library syystems at manyy peer
instituutions, as the chhart on the nexxt page
demonnstrates.
The UL’s 2012-13
2
operatting budget (seee page75) is
$26.6 milliion, with 77 peercent from tuittion and state
general fun
nds. Private fu
unds (endowmeent distribution
n,
73
MAJOR BUDGET UNIT OVERVIEWS
gifts)) represent 17 ppercent of fundding, while graants,
contrracts, and F&A
A constitute 5 ppercent. Succeessful
fundrraising will conntinue to be esssential to ensuure strong
colleections and servvices while retaaining the flexxibility to
innovvate. Upon appproval, fundingg will be allocaated to
the S
School’s target budget for inccreases in the frringe
beneffit rate and thee anticipated boonus payment.
MAJOR
AJORB
BUDGET
UDGETU
UNIT
NITO
OVERVIEWS
VERVIEW
M
FY2010-11 University Library Expenditures
University of Michigan
$63,957,474
38,278
$1,671
UC Berkeley
$50,050,063
32,563
$1,537
Cornell University
$44,199,742
20,095
$2,200
University of Pennsylvania
$42,126,455
20,128
$2,093
UNC, Chapel Hill
$41,802,228
23,788
$1,757
Duke University
$40,696,213
13,457
$3,024
Indiana University
$33,898,136
35,742
$948
Emory University
$33,592,247
11,900
$2,823
Johns Hopkins University
$31,816,227
12,761
$2,493
University of Virginia*
$31,487,948
20,894
$1,507
*Includes libraries in Darden, Health Sciences and Law
Data from Association of Research Libraries FY2011 ARL Statistics
Capital Plan
There are no ongoing projects in construction or
planning. Currently, projects on the long-term capital
program include the renewals of Alderman Library
($120 million) and Fiske-Kimball Fine Arts Library
($19 million), both proposed to be funded from state
general funds.
74
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1530 MBU: LB-Library-UVa
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
FTE
Amount
67.0
5,122,103
3.1
183,400
181.5
8,739,891
4.1
352,776
20,615
248.5
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
13,882,609
6,996,448
4
Private Unrestricted
FTE
0.8
Amount
76,332
5
Private Restricted
FTE
604,176
1,087,278
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
76,980
71.8
5,458,815
3.0
193,500
188.6
9,286,167
260.4
14,918,597
12,209,780
85,000
0.8
76,332
1,600,554
4.0
173,615
355,480
2,086,000
439,500
30,000
248.5
66.4
6,996,448
20,879,057
5,457,595
7.2
0.8
1,087,278
1,691,454
98,739
157.6
8,467,385
5.0
486,058
0.0
20,615
224.0
0.0
13,945,595
6,518,005
0.0
224.0
6,518,005
20,463,600
0.8
0.8
1,600,554
1,676,886
75,573
4.0
1.0
2,116,000
2,471,480
77,501
3.0
208,493
50,000
5.8
634,797
600,000
30,000
439,500
439,500
1.0
82,380
85,000
0.8
75,573
1,595,000
4.0
370,994
2,450,000
260.4
69.0
12,239,780
27,158,377
5,709,408
166.6
9,244,316
0.0
155,615
1.0
0.0
82,380
263,620
235.6
0.0
15,109,339
11,426,625
0.0
1.0
263,620
346,000
0.0
235.6
11,456,625
26,565,964
30,000
5.8
600,000
1,234,797
0.8
1,595,000
1,670,573
Total ‐ Amount
1.0
68,000
7.2
Amount
6
Local Sales, Services,
Other
4.0
2,480,000
2,850,994
30,000
75
MAJOR BUDGET UNIT OVERVIEWS
PRESIDEN
NT
Overview of Operations
The missio
on of the Presid
dent’s Office iss to create an
environmeent in which thee time, leadersh
hip, and
influence of
o the presidentt, vice presiden
nts, deans, and
senior lead
ders are used to
o the greatest possible effect—
—
with the ulltimate goal of propelling the University intto
the top tierr of universitiess, public and private, in the
country an
nd in the world..
This missio
on is best achieeved by pursuiing strategic
goals, re-deploying resou
urces from lower to higher
priorities, and
a improving productivity and
a efficiency.
Core functtions include co
ommunicationss, external
relations, event
e
managem
ment, strategic resource
r
managemeent, and fundraiising.
The Presid
dent’s Office in
ncludes Federall Relations;
regional bu
usiness develop
pment; the Offfice of Equal
Opportunitty Programs; th
he Office of the Board of
Visitors; General
G
Counseel; and the Milller Center. Thee
President’ss Office also in
ncludes severall units that
provide serrvices to the University
U
comm
munity, such ass
Major Events (which oveersees Fall Con
nvocation,
Graduation
n, and Founderr’s Day) and Ex
xecTech (whicch
provides teechnology and computer main
ntenance for th
he
President’ss Office and 23
3 other adminisstrative areas).
Strategic Direction
D
The missio
on of the Presid
dent’s Office iss to develop a
team that strives
s
for exceellence, distincttion, and
common ground. Overalll strategic goals include:
1.
Using the broad Univ
versity view affforded from th
he
Presid
dent’s Office to
o make connecttions among un
nits
and in
ndividuals on behalf of the preesident and thee
University;
2.
Positio
oning the Univ
versity as a thou
ught leader in
higherr education;
3.
gically allocatiing staff, time, and other
Strateg
resourrces to align wiith mission of the
t University
and th
he vision of the president;
4.
Advoccating funding for science ageencies and
educattion; and
5.
Using the president’s home at Carrr’s Hill to
cultivaate internal and
d external consstituents, with the
t
home open for more than 100 even
nts annually.
20122-13 Operating Budget
The P
President’s Off
ffice and reportting areas are ffunded
throuugh a traditionaal centralized bbudget target, aas
well as self-generatted private resoources.
Excluuding the vice presidential arreas reporting
direcctly to the presiident, 32 perceent of the Presiddent’s
Officce 2012-13 opeerational budgeet is from tuitioon and
state general funds.. Private restriicted funds
(endoowment distribbutions and giffts) represent 38
perceent of funding,, while private unrestricted fuunds
(endoowment distribbution and giftss) represent 300
perceent.
the President’s Office and dirrect reporting uunits
For th
excluuding vice pressidents, the 20112-13 operating
budgget (see page 788) is $16.0 million, with the
primaary spending oon compensatioon (68 percent)). The
remaaining expendittures are primaarily in OTPS
expennditures and innclude communnications,
equippment, special events, and traavel for presideential
trips and donor culttivation.
The U
University propposes to allocaate $46,000 to tthe
Officce of Major Evvents in supporrt of the new eqquipment
rentaal contract for G
Graduation Exercises. In thee budget
docuument, the fundding is held in tthe University reserve
pendding Board approval of the buudget. Additionnally,
uponn approval, funding will be alllocated to the ttarget
budggets for increases in the fringee benefit rate aand the
anticcipated bonus ppayment.
For th
the President’s Office and all reporting unitts
incluuding vice presidents, the 20112-13 operatingg
budgget is $221.2 m
million. This inncludes all areaas
reporrting to the vicce presidents foor Diversity andd
Equitty, Student Aff
ffairs, Researchh, Information
Techhnology Services, and Develoopment and Pubblic
Affaiirs, in additionn to the Directoor of Athletics.
The ppresident also ooversees the President’s Fund for
Exceellence, which w
was authorizedd by the Boardd as an
emerrgency measuree in response too the loss of $552
76
million in state general funds in 2002 and later made
permanent as a means to provide one-time, shortterm funding when base budget is not available for
significant activities. The Fund, $3 million annually,
is allocated from the University’s unrestricted
endowment distribution and used at the president’s
discretion.
MAJOR BUDGET UNIT OVERVIEWS
Capital Plan
The only capital project under the President’s Office
is the Miller Center addition, Phase III ($30 million
in gifts), which is on hold pending fundraising.
77
University of Virginia - MBU Summary
Exec Level: R0005 VP: PR-President's Office, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
Amount
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
3,514,699
0.9
83,466
10.6
1,720,031
13.1
1,957,874
19.0
1,656,859
0.6
51,391
14.0
857,800
20.0
1,502,042
4,000
340,488
26,000
3,800,404
1,244,331
30,000
55,608
34,985
39.0
5,206,543
1,628,823
22,932
1.5
157,789
27,111
203,965
24.6
2,781,796
3,451,609
33.1
Auxiliary
FTE
Amount
Total ‐ FTE
7,276,070
53.6
4,072,092
98.2
11,976,532
6,407,482
628,370
104,700
‐60,000
39.0
18.4
810,141
6,016,684
3,152,570
1.5
0.3
27,111
184,900
22,466
24.6
6.2
3,451,609
6,233,405
1,141,641
33.1
13.8
1,349,031
5,149,435
2,148,552
19.3
1,767,546
0.1
19,043
12.3
919,075
21.2
0.0
29,000
3,710
0.0
249,941
37.7
0.0
4,949,116
1,033,641
45,219
18.4
0.0
2,310,657
2,496,430
0.3
35.0
0.0
‐4,392
25,608
‐878,682
98.2
38.6
5,633,500
17,610,032
6,465,229
1,670,189
52.8
4,375,853
457,248
0.0
739,899
4,275,989
1,617,600
91.4
0.0
11,580,981
5,152,671
0.0
‐869,741
0.0
91.4
4,446,930
16,027,911
0.0
5,000
164,000
0.0
‐869,741
0.0
37.7
163,900
5,113,016
0.3
45,219
0.0
18.4
2,496,430
4,807,087
0.0
35.0
Total ‐ Amount
44.6
104,700
‐818,682
Recoveries
2013‐O Faculty Salaries and benefits
FTE
4
Private Unrestricted
20.0
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
1,781,600
6,057,589
164,000
0.0
0.0
5,000
5,000
78
Overview of Operations
The Director of Athletic Programs oversees the
University’s Intercollegiate Athletics Programs and
Intramural-Recreational Sports.
Athletics
Athletics is an integral part of the University's
commitment to educational excellence. Its mission is
to enhance and support the intellectual purpose of the
University and its exemplary academic standards and
traditions. Critical to the Athletics mission are high
academic achievement; nationally competitive and
successful teams; comprehensive integration of
student athletes within the University and local
communities; a strict adherence to NCAA, ACC, and
University rules and regulations; fiscal integrity,
which is embodied through the generation and
efficient use of resources; and the attraction and
retention of the highest quality student athletes and
staff, which includes equitable opportunities for
women and minorities.
Athletics pursues its mission by uniting the varied
constituencies of the University community through its
intercollegiate and intramural programs. These
programs are designed to build support for, and add
value to, the academic purposes of the institution while
developing students with strong values of leadership,
sportsmanship, equity, citizenship, physical fitness,
teamwork, and a commitment to excellence.
The operating principles of Athletics require that in
pursuing its mission, it will consistently provide
exemplary service to all of its internal and external
constituencies. Athletics’ operations support 12
intercollegiate sports for men and 13 for women,
providing competition opportunities for 723 student
athletes, 479 of whom receive scholarship support.
Intramural-Recreational Sports
The Department of Intramural-Recreational Sports
(IM-Rec Sports) addresses student and faculty life
outside the classroom as it relates to health, wellness,
fitness, and overall quality of life through enriching
and supporting healthy lifestyles and aiding in
employee recruitment/ retention. IM-Rec Sports
serves the diverse needs of the entire University
community, fostering fellowship and meaningful
interactions through high quality programs, facilities,
equipment, and personnel; this encourages ethically
responsible behavior, sportsmanship, and
cooperation. IM-Rec Sports educates participants in
the worthy use of leisure time through development
of lifetime sports skills and self-awareness in a
recreational context, while also offering meaningful
opportunities for personal development and the
acquisition of leadership, management, and technical
skills. In addition, IM-Rec Sports programs and
facilities provide the opportunity for interaction
among undergraduate students, graduate students,
and faculty/staff.
The University operates four venues -- the Aquatics
and Fitness Center (AFC), Slaughter Recreation
Center, Memorial Gym, and North Grounds
Recreation Center, which total over 300,000 square
feet -- and over 30 acres of sports fields for students
and employee members. These locations offer a
variety of equipment, multipurpose space, services,
and classes.
Gym memberships overall continue to be high and
are expected to increase in 2012-13 with the
continued focus on employee wellness. The
expansion of the North Grounds Recreation Center is
expected to reduce the use burden on the AFC as well
as create new demand for lap swimming, aquatic
programming, drop-in fitness, fitness programming,
and squash.
Strategic Direction
Athletics
Athletics’ focus is on excellence -- in both academics
and on the field or court of play -- in a fiscally
responsible way. Athletics’ specific ten year goals
(established in 2002) include:
•
Graduate 100 percent of its student athletes;
•
Win 12 national championships and 70
conference championships;
•
Fully endow all of its scholarships and provide
operational support required to meet other
stated goals;
•
Build and maintain the highest quality facilities
in the country with the purpose of attracting and
developing the best student athletes to the
University annually;
•
Attract top prospective student athletes to the
University annually; and
•
Fully comply with Title IX.
79
MAJOR BUDGET UNIT OVERVIEWS
DIRECTOR OF ATHLETIC PROGRAMS
MAJOR BUDGET UNIT OVERVIEWS
IM-Rec Sports
The overalll strategic plan
n of IM-Rec Sp
ports focuses
on critical and secondary
y functions such
h as creating
student and
d faculty interaaction outside the
t classroom;
offering po
ositive, alternattive solutions to
t underage
drinking an
nd substance ab
buse concerns;; providing
leadership opportunities for
f student stafff that teach
personnel management,
m
risk
r managemeent, customer
service, bu
usiness operatio
ons, safety con
nsiderations,
event manaagement, and staff
s
development; and
preparing students
s
for carreer opportunitties.
Opportunitties for collabo
oration with oth
her University
departments, individuals,, and initiativess enable both
IM-Rec Sp
ports employeees and customers to realize
IM-Rec Sp
ports does moree than just play
y -- it provides
an importaant community building, quality of life, and
experientiaal educational component
c
to the
t University
life for stud
dents, faculty/sstaff and depen
ndents. Most
importantly
y, IM-Rec Spo
orts provides po
ositive outlets
to learn ho
ow to use leisurre time wisely; how to stay
active, heaalthy, well, and
d fit for life; and
d how to
develop self-directed skillls to maintain wellness
habits and choices after graduation.
g
IM-Rec Sp
ports is collabo
orating with thee newly
established
d Contemplativ
ve Sciences Center. The
Center, und
derwritten by a $12 million gift
g from Soniaa
and Paul Jo
ones of Greenw
wich, Connectiicut, aims to
blend the work
w
of academ
mics from a ran
nge of fields
including medicine,
m
educcation, businesss, and
religious sttudies. The Co
ontemplative Sciences
S
Center willl focus on teacching, research,, social
engagemen
nt, and practicee as they relate to all facets
of the conttemplative scieences. IM-Rec Sports will
provide core academic su
upport along with
w hands-on
opportunitiies for practicin
ng contemplatiive sciences
through a variety
v
of mind
d/body program
ms.
tto maximize uttilization of exxisting fitness,
w
wellness, comppetitive sports,, and recreationn venues.
20122-13 Operating Budget
Athleetics and IM-R
Rec Sports prim
marily operate aas a
self-ssupporting auxxiliary, with a ssmall portion oof IMRec S
Sports funded through a tradiitional centraliized
budgget target. In 2012-13, the Unniversity will bbegin
to traansition IM-Reec Sports to a fu
fully self-suppoorting
basiss.
Unitss classified as aauxiliary units (an entity thatt
exist s to furnish gooods or servicess to students,
facullty, or staff andd charges a fee to recover thee cost
of thee service) are eexpected to be fully selfsuppoorting for bothh operating andd capital purposses.
An au
auxiliary unit, A
Athletics and IM
M-Rec Sports will
retainn revenues gennerated (studennt fees, confereence
revennue, gate receippts, and corporrate sponsorshiips)
and w
will be held ressponsible for ggenerating suffiicient
revennues to cover pplanned expendditures. In adddition,
the uunit is required to pay a generral and
admiinistrative overrhead to the Unniversity for suupport
serviices; for 2012-13, that amounnt will be $2.2
millioon for Athleticcs and IM-Rec Sports.
For 22012-13, 59 peercent of the Atthletics and IM
M-Rec
Sport
rts operational bbudget is from
m auxiliary sales and
serviices. Private fuunds (endowment distributionns,
gifts,, and transfers from the Virgiinia Athletics
Founndation) represent 38 percent of funding.
Overall strrategic goals fo
or IM-Rec Sporrts include the
following:
•
y successful bu
usiness model
Operaate a financially
while delivering excellent customeer service by
partmental emp
ployees based on
o the core
all dep
valuess of teamwork, accountability
y and
uncom
mmon integrity.
•
nue implementtation of the fin
ndings of the
Contin
facilitiies planning efffort completed
d in February
2010.
•
In con
ntinual collaborration with UH
HR, University
Execu
utives, Deans, Department
D
Heeads, and
Superv
visors, create a culture of welllness and fitneess
on Gro
ounds for Univ
versity employeees and studen
nts
The 22012-13 operaating budget forr Athletics andd IMRec S
Sports (see pagge 82) is $96 m
million, with 355
perceent related to ccompensation, 15 percent relaated to
athleetic grants-in-aiid (fully funded by Virginia
Athleetics Foundatioon gifts), 13 peercent related too debt
serviice on facilitiess, and 12 perceent related to
transsfers to reserves (described inn detail below)..
Apprroximately 24 ppercent of the bbudget falls innto the
OTP S category, whhich includes O
O&M of facilitiies,
equippment, uniform
ms, and other suupporting expeenses.
Uponn approval, funnding will be alllocated to the target
80
Capital Plan
Construction is ongoing for the expansion and
renovation of the North Grounds Recreation Center
($17.2 million from debt and student fees), expected to
be completed in September 2013. Construction of the
Indoor Practice Facility ($13 million in gifts) will begin
in June 2012, with an expected completion date of
February 2013.
Two projects on the Major Capital Projects Plan for the
far term represent the next phases in the IM-Rec Sports’
Program Planning and Project Formulation Study, with
a renovation of Memorial Gym and a renovation and
expansion of Slaughter Recreation Center.
$94,000 for Tennis Court and Women’s Crew
improvements.
IM-REC SPORTS
(IN 000S)
Projected Balance,
7/1/12
Plus: Transfers from
Operating
Less: Planned
Expenditures
Projected Balance,
6/30/13
R&R
Reserve
$2,646
Expansion
Reserve
$1,086
Total
$3,732
1,143
1,910
3,053
(2,291)
(1,458)
(3,749)
$1,498
$1,538
$3,036
IM-Rec Sports plans for the following expenditures
from the reserves in 2012-13: $1.5 million for debt
service, $1.8 million for the remainder of the $3.3
million HVAC project at the AFC, and $449,000 for
various other needs.
The Director of Athletics anticipates that changes to the
next update of the Major Capital Projects Plan could
include a baseball stadium expansion, an indoor golf
practice facility, a softball facility renovation and phase
two of the track and field facility. Inclusion of these
projects will be dependent on fundraising progress.
The below schedules outline the expected activity in
the Repair & Renewal (R&R) and Expansion
reserves for both Athletics and IM-Rec Sports. IMRec Sports will meet the Board reserve policy of reinvesting at least 1.5 percent of replacement value of
the facilities. In addition to the transfers to reserves,
Athletics also relies on the stadium endowment to
meet the Board’s reserve policy. The Athletics quasiendowment principal balances are included as R&R
reserves.
ATHLETICS
(IN 000S)
Projected Balance, 7/1/12
Plus: Transfers from
Operating
Less: Planned
Expenditures
Projected Balance,
6/30/13
R&R
Reserve
$32,107
1,204
Expansion
Reserve
$6,010
4,254
Total
$38,117
5,458
(3,099)
(175)
(3,274)
$30,212
$10,089
$40,301
In addition to the above balances, Athletics holds
several true endowments valued at $7.9 million as of
March 2012.
Athletics plans the following expenditures from its
reserves in 2012-13: $400,000 annual operational
support for the John Paul Jones (JPJ) Arena; $1.0
million to address JPJ Arena water intrusion; $1.0
million for the Davenport Field replacement;
$550,000 for Lower Field turf Lighting; $550,000
earmarked for potential JPJ Arena repairs; and
81
MAJOR BUDGET UNIT OVERVIEWS
budgets for increases in the fringe benefit rate and the
anticipated bonus payment.
University of Virginia - MBU Summary
Exec Level: R0825 VP: AT-Athletics Department, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Wages and benefits
Subtotal
OTPS
Financial Aid
Recoveries
FTE
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
553,823
9.0
888,841
84.9
9,193,051
103.3
10,635,715
437,877
6.0
501,208
155.3
12,284,751
169.8
13,223,836
129,600
0.0
2,557,558
6,843,510
0.0
9,530,668
1,121,300
11,118
15.0
0.0
3,947,607
3,241,926
28,321,312
19,250,202
273.1
0.0
33,390,219
22,672,249
0.0
13,745,488
0.0
13,745,488
17.9
169,003
240.2
10,076,729
22,000
191,003
191,003
‐152,947
400,000
10,476,729
5,725,193
6,283,269
32,789,336
36,736,943
706,797
240.2
71.0
25,780,524
54,101,836
7,900,578
0.0
273.1
85.4
12,030,462
58,771,981
92,162,200
9,025,563
16,003,553
17.9
7.4
10.5
632,134
9.0
486,109
175.0
14,885,310
194.5
0.0
72,359
0.0
2,396,650
0.0
6,489,930
0.0
8,958,939
17.9
0.0
1,122,681
8,146
16.0
0.0
3,589,556
1,145,675
246.0
0.0
29,275,818
21,798,232
279.9
0.0
33,988,055
23,121,056
0.0
14,639,371
0.0
14,639,371
0.0
169,003
0.0
15.0
7.0
‐152,947
11,118
1,132,418
418,188
10,732,018
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
Auxiliary
8.5
Recoveries
Internal Debt Service
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
6
Local Sales, Services,
Other
9.4
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
5
Private Restricted
95,505
0.0
17.9
8,146
1,130,827
0.0
0.0
264,508
264,508
7,897,835
0.0
16.0
34,414,899
38,004,455
‐152,947
‐152,947
2,040,557
12,772,575
3,694,400
0.0
246.0
27,380,242
56,656,060
11,687,740
0.0
279.9
62,067,795
96,055,850
82
VICE PRESIDENT AND CHIEF INFORMATION
OFFICER
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
The office of the Vice President and Chief
Information Officer (CIO) oversees the two
complimentary roles for information technology (IT)
at the University. On the one hand, IT has become an
essential utility. Like power, water, and heating, the
daily activities of the University depend upon having
a robust and predictable IT infrastructure that is sized
to capitalize on economies of scale. On the other
hand, IT plays an important strategic role in the life
of the University.
Accordingly, the activities that report to the CIO are
organized around utility and strategic functions. On
the utility side, VP/CIO provides central IT services
including: network services, messaging services,
storage, voice, data center services, administrative
services, classroom support, video services,
application development, help desk, and server
management.
On the strategic side, the CIO seeks to leverage
technologies, networks, and business practices to
provide competitive advantage as the University
pursues its teaching, research, and service missions.
Here, the focus is on IT architecture, emerging
technologies, and support for computationally intense
research and scholarship in close partnership with the
faculty. Activities that fall within the strategic realm
include the COFU-sponsored center to support
computationally intense research and scholarship, the
4-VA partnership, work with the library on digital
preservation strategies, and participation in a variety
of multi-institution network and cloud partnerships.
Strategic Direction
In 2011, Information Technology Services (ITS)
reorganized the areas reporting to the CIO to respond
more flexibly and efficiently to the rapidly changing
IT landscape. As a function of the reorganization, all
central IT activities, goals, and metrics have been
placed into four quadrants:
1.
2.
3.
4.
Operational efficiency;
IT architecture;
Security; and
Strategic investment.
A brief description of key activities and metrics
within each quadrant follows:
Over the last two years, the CIO has placed an
increasingly sharp focus on transparency, predictability,
and assessment. The goals are to make IT operations
and costs visible to the community and to hold the
organization to costs and service level agreements that
resonate with the community, exceed peers, and
compare favorably to industry best practices.
2012-13 Operating Budget
The VP/CIO and ITS are funded in a hybrid model,
with Communications Services operating as a selfsupporting auxiliary. The remainder of the unit is
funded through a traditional centralized budget target
83
MAJOR BUDGET UNIT OVERVIEWS
and a direct allocation of 2.28 percent of all
generated F&A cost recoveries.
Units classified as auxiliary units (an entity that
exists to furnish goods or services to students,
faculty, or staff and charges a fee to recover the cost
of the service) are expected to be fully selfsupporting for both operating and capital purposes.
An auxiliary unit, Communications Services will
retain revenues generated (charges to Academic
Division and Medical Center units and fee
assessments to students) and will be held responsible
for generating sufficient revenues to cover its planned
expenditures. In addition, the unit is required to pay
a general and administrative overhead to the
University for support services; in 2012-13, that
amount will be $221,000.
For 2012-13, 61 percent of the CIO’s operational
budget is from tuition and state general funds.
Communication Services sales and services revenue
(including student fees) will provide 34 percent,
while distributions from the University’s F&A cost
recoveries will provide another 5 percent.
For regular session students, the 2012-13 fees are set
at $24 for debt service related to the new data center
and $18 for the University-wide Microsoft licensing
agreement.
and Virginia Tech. Also, the base operating budget has
been reduced by $964,000 in savings related to the
elimination of the University’s mainframe.
In 2012-13, the VP/CIO will use student fee revenue
to cover internal debt service of $481,000 for the
student’s share of the new data center.
Capital Plan
In 2012-13, Communication Services plans to
transfer $1.2 million from operations into its reserve.
An additional $0.6 million of inflows will come from
savings related to VoIP trunking.
The replacement of the telephone infrastructure,
planned for 2012-13, is estimated to cost $10.5
million. Communications Services plans to pay for
approximately half the cost from the reserve (see the
planned $5.9 million use, which includes other
priority projects that could have an impact) and to
obtain internal debt for the remaining portion.
Communication Services fees will be used to repay
the internal debt service.
COMMUNICATION SERVICES
(IN 000S)
Projected Balance, 7/1/12
Plus: Transfers from Operating
Less: Planned Expenditures
Projected Balance, 6/30/13
Expansion
Reserve
$5,908
1,826
(5,991)
$1,743
Even after the expenditure for the telephone system,
the reserve balance should be well in excess of the
Board’s 1.5 percent requirement.
For CIO/ITS, the 2012-13 operating budget (see the
following page) is $45.7 million, with the primary
spending initiatives being compensation (53 percent),
Communication Services non-personal services
expenditures, such as equipment and licensing (24
percent), and other non-personal services and strategic
initiatives (14 percent). Upon approval, funding will be
allocated to the target budgets for increases in the fringe
benefit rate and the anticipated bonus payment.
The 2011-12 and 2012-13 budgets include $850,000
allocated from state general funds in support of U.Va.’s
participation in the 4-VA program initiative with
George Mason University, James Madison University,
84
University of Virginia - MBU Summary
Exec Level: R1250 VP: IT-VP/CIO, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
21.0
3,147,752
207.3
16,660,964
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
120,543
4.1
388,285
245,420
46.5
516,918
228.3
Financial Aid
Recoveries
Internal Debt Service
20,419,634
16,384,350
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
21.0
3,268,295
19,820,594
603,423
94,000
4.1
388,285
1,550,000
365,963
433,820
46.5
278.9
23,786,312
29,290,751
15,140
15,140
‐796,463
228.3
16.0
15,603,027
36,022,661
2,524,303
4.1
1,550,000
1,938,285
212.3
18,309,665
4.1
420,974
0.0
370,736
228.3
0.0
21,204,704
7,463,023
0.0
‐849,379
0.0
228.3
2,612,430
10,922,581
‐796,463
4.1
420,974
1,709,026
433,820
799,783
0.0
41,138
6,613,644
27,818,348
4.1
1,709,026
2,130,000
0.0
0.0
41,138
41,138
347,439
347,439
1,182,709
1,182,709
46.5
22.0
12,452,729
15,065,159
107,100
278.9
38.0
30,039,576
53,825,888
2,631,403
24.5
2,791,891
240.9
21,522,530
0.0
91,225
0.0
461,961
46.5
0.0
2,990,216
11,020,763
278.9
0.0
24,615,894
20,233,950
0.0
‐849,379
Internal Debt Service
Transfers
Subtotal
MBU Totals
Total ‐ Amount
257.9
86,505
Transfers
2013‐O Faculty Salaries and benefits
2,525,925
Total ‐ FTE
94,000
OTPS
Subtotal
MBU Totals
Amount
0.0
46.5
480,823
480,823
1,230,831
1,230,831
12,732,417
15,722,633
0.0
278.9
21,096,225
45,712,119
85
MAJOR BUDGET UNIT OVERVIEWS
VICE PRESIDENT AND CHIEF OFFICER FOR
DIVERSITY AND EQUITY
Overview of Operations
The Office for Diversity and Equity (ODE) provides
leadership, information, consultation, coordination, and
assistance to the various units and constituencies within
the University in an effort to embrace diversity and
equity as pillars of excellence, synergize actions at all
levels of the institution, and cultivate inclusiveness and
mutual respect throughout the community. ODE also
reaches beyond the University to establish beneficial
relationships with individual and institutional partners
who share mutual goals and interests.
The University is committed to a diverse and inclusive
environment, where differences are welcomed and
valued. Collaboration with student groups, alumni,
faculty, individuals, and organizations from the local
community helps to enrich the appreciation for diversity
within the community. Together, an institutional
infrastructure can be built that will sustain what has
been set in motion and take the University to the next
level.
2012-13 Operating Budget
The ODE is funded through a traditional centralized
budget target and self-generated grants, contracts and
F&A.
For 2012-13, 91 percent of ODE’s operational budget
is funded by the University’s unrestricted endowment
fund, with the remaining 9 percent related to a small
portion of funds carried over from the National
Science Foundation’s Louis Stokes Alliances for
Minority Participation program, which ended April
30, 2012. ODE has applied to the National Science
Foundation for a five-year, $3.5 million mid-level
alliance (1 of 9 institutions) to start in July 2012, but
the Office has not yet received notification of the
award.
ODE’s vision is to maximize and leverage diversity,
equity, and inclusion to create welcoming, engaging and
productive learning environments for faculty, staff,
students, and community.
Strategic Direction
ODE’s mission is to promote an inclusive, welcoming,
and respectful environment by embracing diversity as a
core value tied inextricably to the University’s priorities
as addressed in the COFU reports.
In 2012-13, the ODE will strive to:
•
Encourage commitment to diversity and equity in
all aspects of academics, extracurricular activities,
the workplace, and within the surrounding
communities;
•
Enhance the student experience academically and
culturally;
•
Enhance staff relations in collaboration with the VP
for Human Resources; and
•
Enhance faculty relations in collaboration with the
Vice Provost for Faculty Advancement and
Diversity.
For the ODE, the 2012-13 operating budget (see the
following page) is $0.9 million, with the primary
spending initiatives being compensation (77 percent),
non-personal services, and strategic initiatives.
OTPS expenditures include providing support for a
wide range of student, faculty, and community
activities. These engagements are manifestations of
efforts to increase communication and interaction
across lines of race, ethnicity, gender, religion, class,
sexual orientation, and physical condition.
Upon approval, funding will be allocated to the target
budgets for increases in the fringe benefit rate and the
anticipated bonus payment.
Capital Plan
The ODE does not have any projects on the Major
Capital Projects Plan.
86
University of Virginia - MBU Summary
Exec Level: R0061 VP: DE-VP/Diversity and Equity, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
0.2
15,061
2.0
465,797
2.2
480,858
1.5
77,037
2.0
140,340
3.5
217,377
49,533
9,500
59,033
5,708
1.7
OTPS
147,339
752,842
5,708
4.0
615,637
158,675
5.7
20,466
Financial Aid
762,976
911,517
20,466
1.7
773,308
920,647
0.1
6,324
3.0
193,733
3.1
1,600
0.0
5,300
0.0
6,900
OTPS
7,924
54,652
5.0
0.0
674,913
125,787
5.1
0.0
682,837
180,439
Financial Aid
19,500
Subtotal
MBU Totals
74,152
82,076
0.0
5.0
125,787
800,700
0.0
5.1
199,939
882,776
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
0.1
0.1
4.0
2.0
158,675
774,312
475,880
5.7
2.0
931,983
1,694,959
475,880
200,057
19,500
87
MAJOR BUDGET UNIT OVERVIEWS
VICE PRESIDENT FOR RESEARCH
Overview of Operations
The Office of the Vice President for Research supports
five main ongoing strategic functions: 1) research
enhancement; 2) graduate studies and postdoctoral
programs; 3) research compliance; 4) U.Va. innovation,
strategic partnerships, and technology
commercialization; and 5) research fundraising and
development. The Office provides service to the
schools and non-school units across the University
while generating strategic initiatives and catalyzing
cross-school, pan-University collaborations spanning
humanities, arts, social sciences, science, engineering,
medicine, business, and architecture, among others.
Offices that report to the Vice President for Research
include Environmental Health and Safety (EHS), the
Center for Comparative Medicine (CCM), and the
Virginia Quarterly Review (VQR).
Strategic Direction
The Office of the Vice President for Research currently
supports or is exploring six pan-University initiatives.
Fiscal year 2012-13 goals for these initiatives include
the following:
Sustainability
Position the U.Va. Bay Game as the global standard for
watershed simulations; and obtain a major
transformational gift to U.Va. for a Sustainability
Institute.
Quantitative Systems Biosciences
1. Identify new interdisciplinary and collaborative
opportunities that distinguish the University in the
biosciences.
Energy Systems Prototyping, Research, Innovation
and Translation, or ESPRIT
1. Obtain major grant awards for the 2011-12 seed
initiatives;
2.
3.
Implement development efforts to establish
ongoing sources of support for seed funds for
ESPRIT seed projects, start-up funds for faculty
hires, undergraduate and graduate student
research, and lab instrumentation; and
Continue definition of, as well as seed funding
and grant awards for, ESPRIT projects.
U.Va. – Latin America Initiative
In collaboration with the Executive Vice President
and Provost and the Vice Provost for Global Affairs:
1.
Establish at least two interdisciplinary STEM
collaborations with Brazilian universities and
industry;
2.
Develop and launch U.Va./Brazil Innovation
Accelerator based upon support from U.S. and
Brazilian industrial, foundation, and
governmental sponsors; and
3.
Analyze opportunities for STEM and innovation
initiatives with other Latin American nations in
order to broaden the U.Va. INSPIRExLA
(“Initiative in Societal Prosperity: Innovation,
Research and Education”) initiative.
OpenGrounds
1. Enhance interdisciplinary collaboration among
faculty and students, providing support for major
University initiatives in sustainability, energy
research, and the biosciences, as well as for
existing and emerging programs;
2.
Develop external partnerships to create new
research opportunities and University-wide
collaborative relationships;
3.
Enhance the potential for the University’s
societal impact through collaborative
programming and transformational innovation;
4.
Create new funding potential via both
philanthropic and research partnerships. Obtain
major gift for one OpenGrounds challenge; and
5.
Enhance the student experience, with access to
the distilled experience of fellows and other
partners, and encourage entrepreneurial
activities.
U.Va. Innovation
1. Increase the level of engagement of the U.Va.
research community in innovation and
commercialization activities;
2.
Increase the number, scale, and scope of
innovation, research, and commercialization
partnerships;
3.
Enhance and expand the innovation ecosystem
around U.Va., Charlottesville, and the region; and
4.
Elevate the visibility and impact of U.Va.’s
innovation agenda in regional, Commonwealth, and
national innovation policy development.
88
The Officee of the Vice Prresident for Reesearch will
enhance geeneralized reseearch enhancem
ment programs
such as thee former Fund for Excellencee in Science and
d
Technolog
gy, now changin
ng to a mid-carreer recognitio
on
program; th
he Distinguish
hed Scientist Aw
ward; faculty-lled
conferencee support; indiv
vidual research
h group supportt;
bridge fund
ding programs for active labss that are
between grrants; and others that apply brroadly across
thematic fiields.
outlinned earlier in tthe summary; aadditionally, deebt
serviice and O&M ((a total of $1.5 million in 20112-13)
will bbe paid for the Carter-Harrisoon Medical
Reseearch Building and the Sheriddan G. Snyder
Tran slational Reseaarch Building. Expenses of $$9.8
millioon related to annimal husbanddry, veterinary care
serviices, and researrch compliancee are reimburseed by
schoools, so the corrresponding exppenses appear iin
thosee units’ budgetts.
Uponn approval, funnding will be alllocated to the target
budggets for increases in the fringee benefit rate aand the
anticcipated bonus ppayment.
Capittal Plan
The V
Vice Presidentt for Research ddoes not have any
projeects on the Majjor Capital Proj
ojects Plan.
2012-13 Operating
O
Budg
get
The Officee of the Vice Prresident for Reesearch has a
hybrid bud
dget model, fun
nded through a traditional
centralized
d budget target,, a direct allocaation of 10.9
percent of all generated F&A
F
cost recov
veries, private
funds (end
dowment distrib
butions and giffts), and
assessmentts and recoveriies for servicess (including
assessmentt of animal hussbandry per dieem rates and
recoveries of research compliance expeenditures).
For 2012-1
13, 48 percent of
o the Vice Preesident for
Research’ss expenditure budget
b
(net of $9.8
$ million in
recoveries from schools for
f animal husb
bandry,
veterinary care services, and research compliance) is
from distributed F&A cost recoveries, while
w
36 percen
nt
is from tuittion, state geneeral funds and state-restricted
d
funds. Priv
vate funds (end
dowment distriibutions and
gifts) repreesent 16 percen
nt of funding.
For the Off
ffice of the Vice President forr Research, the
2012-13 op
perating budgeet (see the follo
owing page) is
$13.8 milliion, which inclludes compensation as the
primary ex
xpenditure cateegory (59 perceent of
budget). Other
O
than personal service ex
xpenditures
include sup
pport of strateg
gic and operatio
onal initiativess
89
MAJOR BUDGET UNIT OVERVIEWS
In addition
n, goals for Graaduate Studies include
increasing opportunities for
f interdiscipllinary and
problem-baased research and
a engagemen
nt; promoting a
University-wide interdiscciplinary and in
nter-school
g
studiees; initiating a study of gradu
uate
culture of graduate
student acccomplishmentss and placemen
nt, and enhanciing
strategies to
t support posttdoctoral fellow
w recruitment and
a
placement and graduate student
s
career services.
s
University of Virginia - MBU Summary
Exec Level: R1350 VP: RS-VP for Research, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
11.1
2,010,686
10.5
1,201,596
1.0
120,845
0.8
136,209
1.0
232,485
24.3
3,701,821
21.8
1,726,499
49.1
3,704,813
2.5
274,283
1.1
122,768
59.9
2,455,139
134.3
8,283,502
0.0
270,199
487,806
0.0
97,517
0.0
1,054,789
0.1
7,931
0.5
30,654
0.8
55,547
32.9
0.0
4,015,315
1,752,120
60.1
5,120,988
1,543,747
159.5
0.0
13,095,659
7,855,156
0.0
183,925
691,228
55,431
‐108,000
‐2,600,000
15,342
3.5
0.0
410,470
564,395
0.3
16,962
2.2
763,745
309,998
60.9
2,785,141
3,684,896
232,500
0.0
‐6,469,537
656,065
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
0.0
32.9
9.2
2,335,348
6,350,663
1,567,473
21.6
0.0
30.8
0.0
656,065
60.1
10.5
0.0
3.5
1.0
564,395
974,865
123,757
1,915,929
49.9
4,169,570
1.9
270,265
178,500
0.0
281,500
0.0
15,813
0.5
30,000
3,661,902
808,281
60.9
5,741,916
1,863,231
2.9
0.0
409,835
263,585
625,781
285,367
0.0
‐100,000
‐2,800,000
2.2
0.7
542,498
1,306,243
117,479
60.9
0.8
‐2,784,641
500
220,769
0.0
159.5
22.2
1,211,372
14,307,031
3,290,324
2.4
238,597
62.4
2,767,571
138.2
9,361,932
504,400
0.0
96,920
0.0
1,077,133
1.0
60,000
63.2
0.0
3,085,260
3,798,932
161.4
0.0
13,789,389
7,072,277
0.0
‐6,879,192
0.5
30,000
3.6
0.0
890,476
338,248
0.0
250,000
0.0
1,161,148
0.0
‐9,779,192
656,064
656,064
907,336
Transfers
Subtotal
MBU Totals
898,529
553,772
5,674,760
1,260,846
0.0
0.0
30.8
1,334,062
4,995,964
60.9
911,998
6,653,914
979,159
‐9,177,537
898,529
Subtotal
MBU Totals
Total ‐ Amount
907,336
0.0
2.9
263,585
673,420
0.0
3.6
588,248
1,478,724
0.0
63.2
‐3,080,260
5,000
0.0
161.4
17,633
13,807,022
90
Overview of Operations
The Office of the Vice President and Chief Student
Affairs Officer (VP&CSAO) provides planning,
managerial, and operational direction to the units that
comprise the Division of Student Affairs (the Division).
The Division supports the University’s main goal of
“enriching the minds and lives of all students” by
promoting programs, services, and interactions that
enhance the core values which shape the student
experience (e.g., health and wellness [safety], selfgovernance, honor, academic rigor, and public service).
Specifically, the Division supports the intellectual,
cultural, personal, and social development of students
while enhancing their physical and psychological wellbeing. Student Affairs programs and services help
students: learn responsible decision making; clarify
personal values and identity; foster interpersonal
relationships; facilitate career exploration; and promote
the value of diversity, informed citizenship, and full
membership within the University community.
A central objective of the VP&CSAO is to ensure that
all of the units of the Division render their programs and
services in the most effective and efficient manner in
support of the Student Experience and the University’s
overall mission.
Offices reporting to VP&CSAO include the VP Office,
Dean of Students and its units (i.e., Orientation and
New Student Programs, Residence Life, Newcomb
Hall, Fraternity and Sorority Life), African-American
Affairs, Student Health, and Career Services.
Strategic Direction
The VP&CSAO annual strategies relate to the
Division’s five core functions (student behavior, student
climate, student involvement, health and wellness, and
residence life) and align with the President’s goals, the
goals of the COFU, the goals set forth in the
University’s 2020 objectives -- in particular those
outlined in the “Student Experience in 2020” report, and
the recommendations of the University’s Task Force on
Diversity and Equity.
The VP&CSAO has worked closely with the major unit
heads in Student Affairs to systematize individual unit
planning so that it is consonant with Divisional
planning; this process enables the Division to direct
resources in ways that support major strategies and to
identify initiatives that could be supported through
fundraising.
2012-13 Operating Budget
The VP&CSAO areas are funded on a hybrid model.
Student Health, Newcomb Hall, and Student
Programming operate as self-supporting auxiliaries,
while New Student Orientation functions as a selfsupporting, non-auxiliary activity. The remaining
units are funded through a traditional centralized
budget target and self-generated grants and contracts
and private resources.
Units classified as auxiliary units (an entity that
exists to furnish goods or services to students,
faculty, or staff and charges a fee to recover the cost
of the service) are expected to be fully selfsupporting for both operating and capital purposes.
As auxiliary units, Student Health, Newcomb Hall,
and Student Programming retain revenues generated
(primarily fee assessments to students) and are held
responsible for generating sufficient revenues to
cover their planned expenditures. In addition, the
units are required to pay a general and administrative
overhead to the University for support services; for
2012-13, that amount will total $831,000 for the
VP&CSAO auxiliaries.
As a self-supporting activity, New Student
Orientation retains the revenues generated through
student payments and is held responsible for meeting
direct expenditures (including salary increases).
However, the unit does not pay a general and
administrative assessment.
As shown on the pie chart on the following page, for
2012-13, 59 percent of the VP&CSAO operational
budget comes from student fees paid to the auxiliary
activities. For regular session students, the 2012-13
fees are set at $398 for Student Health, $206 for
Newcomb Hall, and $27 for Student Programming.
Approximately 20 percent of the operating budget is
from tuition and state general funds (including new
student orientation revenues), while 14 percent is
provided from endowment distributions and gifts.
Approximately 5 percent of the budget is related to
activity fees assessed to students and managed by
students for student-initiated programs (including the
comprehensive activity fee managed by Student Council
and the programming fees levied by each residential
college).
91
MAJOR BUDGET UNIT OVERVIEWS
VICE PRESIDENT AND CHIEF STUDENT
AFFAIRS OFFICER
MAJOR BUDGET UNIT OVERVIEWS
NEWCOMB HALL
(IN 000S)
Projected
Balance, 7/1/12
Plus: Transfers
from Operating
Less: Planned
Expenditures
Projected
Balance, 6/30/13
For the VP&CSAO, the 2012-13 operating budget (see
the following page) is $27.2 million, primarily related to
compensation (57 percent of budget). OTPS
expenditures include support for the strategic and
operational initiatives outlined earlier in the summary.
Additionally, debt service of $1.2 million annually will
be paid for the Newcomb Hall Renewal and Renovation
project underway.
R&R
Reserve
$4,892
Expansion
Reserve
$2,960
Total
$7,852
1,463
1,413
2,876
(1,969)
(903)
(2,872)
$4,386
$3,470
$7,856
STUDENT HEALTH RESERVE
(IN 000S)
Projected Balance, 7/1/12
Plus: Transfers from
Operating
Less: Planned Expenditures
Projected Balance, 6/30/13
R&R
Reserve
$1,310
125
(148)
$1,287
The University proposes to allocate (1) $40,000 to
Residence Life in support of increased housing and
board rates for residence staff and (2) $40,000 and 0.3
FTE to expand the position supporting sexual
misconduct investigations by the Honor Committee and
University Judiciary Committee. In the budget
document, the funding is held in the University reserve
pending Board approval of the budget. Additionally,
upon approval, funding will be allocated to the target
budgets for increases in the fringe benefit rate and the
anticipated bonus payment.
Capital Plan
The Major Capital Projects Plan includes the $15.2
million Newcomb Hall Renewal and Renovation
project, expected to be completed in November 2012.
Although not sponsored by the VP&CSAO, the Central
Grounds Chiller replacement will have a financial
impact to Newcomb Hall operations when it
commences. It is anticipated that debt funding will
finance the project, and Newcomb Hall and Dining
Services will share the financial responsibility for the
infrastructure replacement.
The following charts demonstrate the Repair &
Renewal (R&R) and Expansion reserve activities for
Newcomb Hall and Student Health. Both units are in
compliance with the Board reserve requirement for
reinvesting in facilities at 1.5 percent annually:
92
University of Virginia - MBU Summary
Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Amount
FTE
Amount
5
Private Restricted
FTE
Amount
2,076,847
0.6
17,000
7.1
718,704
6.0
529,128
27.0
1,551,347
1.1
52,000
7.5
546,193
4.0
143,957
254,719
47.3
3,882,912
1,951,764
10,000
1.6
79,000
227,821
36,632
14.6
1,301,529
1,631,059
6
Local Sales, Services,
Other
FTE
6.0
Amount
319,362
Auxiliary
FTE
0.3
27,500
10.3
742,585
388,968
Total ‐ FTE
3,823,089
69.1
7,164,767
3,648,247
108.5
6,261,106
1,193,688
6.0
319,362
1,157,490
98.1
8,665,024
4,506,298
1,537,039
0.3
27,500
177.8
14,990,412
9,863,400
8,800
66,300
‐315,035
13,437
47.3
16.4
1,965,201
5,848,113
1,998,050
31.0
1,776,588
0.0
203,572
47.3
0.0
3,978,210
1,417,560
1.6
0.6
227,821
306,821
20,000
1.1
55,000
14.6
6.4
1,688,559
2,990,088
549,008
11.5
663,162
10,000
1.6
85,000
241,000
10.3
6.0
397,768
1,140,353
566,134
6.0
1,157,490
1,476,852
4.0
140,427
6.0
324,761
36,739
0.0
37,242
37,132
17.9
0.0
1,249,302
1,474,774
0.3
13,500
10.3
756,800
415,776
60,000
6.0
0.0
362,003
1,060,737
‐315,035
2,961,400
2,974,837
98.1
31.9
7,152,663
15,817,687
3,873,185
177.8
61.2
12,589,502
27,579,914
7,006,377
66.0
4,101,682
119.5
7,061,620
1,138,875
0.0
1,463,560
0.3
13,500
180.9
0.0
15,545,057
8,954,475
97.8
9,113,742
4,344,629
4,000
64,000
‐339,776
‐339,776
2,993,822
0.0
47.3
1,417,560
5,395,770
1.6
241,000
326,000
0.0
17.9
1,534,774
2,784,076
10.3
419,776
1,176,576
Total ‐ Amount
63.0
Recoveries
Transfers
Subtotal
MBU Totals
Amount
35.1
42,000
57,500
Financial Aid
Recoveries
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
4
Private Unrestricted
20.4
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
0.0
6.0
1,060,737
1,422,740
97.8
6,998,675
16,112,417
2,993,822
0.0
180.9
11,672,521
27,217,578
93
MAJOR BUDGET UNIT OVERVIEWS
EXECUTIVE VICE PRESIDENT AND CHIEF
OPERATING OFFICER
Overview of Operations
The Office of the Executive Vice President and Chief
Operating Officer (EVP-COO) is charged by the
Board and President with overseeing the nonacademic support areas of the University, including
operations of the Health System, and supporting
special initiatives that have a University-wide impact.
First and foremost, the job of the EVP-COO is to
enable the work of others in the support of the
University mission. Work to accomplish these goals
reflects the leadership and close collaboration of the
entire EVP-COO team including Finance, Medical
Center, Management and Budget, Human Resources,
Athletics, Police, Emergency Preparedness, Audit,
and the Architect for the University. The EVP-COO
also works closely with the University of Virginia
Investment Management Company, the University of
Virginia Foundation, and Regional Business
Development.
Strategic Direction
The goals of the EVP-COO include:
Supporting Sustainable Growth: The EVP-COO will
work to ensure sustainable support for the desired
growth and aspirations of the University and Health
System to 1) increase the number of graduates while
maintaining the quality and integrity of the
undergraduate experience, 2) expand capacity for
discovery and contribution through knowledge
creation, and 3) advance the quality and reputation of
the Health System to deliver the best patient care in
the Commonwealth. The office will:
•
Develop and improve relations with all
constituent groups important to advance the
University’s mission, including the Board;
elected officials, major agency heads, industry
and community leaders; the Provost, deans,
faculty, and administrators; alumni, students,
parents.
•
Contribute to the implementation of the strategic
plan for the Health System.
•
Work with President, Provost and others to
establish a set of longer-term strategic priorities
for 2011-2015, including the response to the
state’s priorities from the Higher Education
Commission and the implementation of the
Higher Education Opportunity Act.
•
Advance the discussion regarding the strategic
and competitive positioning of tuition and aiding
strategies as they support investments in quality
programs and faculty, as well as contribute to
attracting and retaining high quality diverse
student bodies in the larger context of the
evolving federal and state conversations
regarding the affordability of higher education.
Resource Capacity: The EVP-COO will seek to
develop resource capacity of the University to
achieve its strategic objectives:
•
Strengthen the financial capacity of the
University, ensuring that all resources of the
University are deployed with integrity and are
aligned with the University’s goals.
•
Make substantial progress toward developing
and preparing to implement a new internal
financial model to better align resource
allocation with academic decision making, create
greater accountability, and incent and encourage
entrepreneurship among deans and the faculty.
•
Identify funding for highest priorities, including
compensation and start-up funding for additional
faculty in STEM-H fields.
•
Promote the continuous improvement in
effectiveness of internal operations. Lead
community conversation to demonstrate progress
on productivity and the continued focus on the
importance of productivity.
Infrastructure: The EVP-COO will work to insure the
University adequately invests in infrastructure
necessary to support the faculty, students and others
it serves in a culture of decentralized resources and
management:
•
Develop an articulate culture of customer service
and engagement, which will be critical with the
implementation of a new internal financial model
and in an environment of greater accountability
among service providers.
•
Advance the planning, availability, and
reliability of key physical infrastructure
necessary to support discovery, patient care,
teaching and community service.
•
Attend to the development of people as the new
internal financial model and other strategic
94
prioritties change the nature of the work
w
expected
of finaance and other administrativee professionals
acrosss Grounds.
MAJOR BUDGET UNIT OVERVIEWS
O
Budg
get
2012-13 Operating
The EVP-C
COO and direcct reporting areeas are
primarily funded
f
through
h a traditional centralized
c
budget targ
get.
Excluding the vice presid
dential areas reeporting
directly to the EVP-COO
O, 96 percent off the 2012-13
operational budget is from
m tuition and state
s
general
funds, with
h a small allocaation from the unrestricted
endowmen
nt (2 percent), and
a a small aux
xiliary activity
(University
y Police’s Safee Ride, which is funded from
a student fee).
fe
For the EV
VP-COO and diirect reporting units
(excluding
g vice presidenttial areas reporrting to the
EVP-COO
O), the 2012-13 operating bud
dget (see the
following page)
p
is $12.3 million, with the
t primary
spending on
o compensatio
on.
The EVP-C
COO budget in
ncludes $40,000 in support off
the increm
mental cost of sh
hared emergency coordination
with the Ciity of Charlotteesville and the County of
Albemarle. Additionally
y, upon approvaal, funding will
be allocateed to the target budgets for inccreases in the
fringe beneefit rate and thee anticipated bonus payment..
When conssolidated with the vice presid
dential areas
overseen by
b the EVP-CO
OO, the area’s 2012-13
2
operating budget
b
totals $2
263.5 million.
Capital Plaan
The EVP/C
COO does not anticipate chan
nges to the
next update of the Major Capital Projecct Plan.
95
University of Virginia - MBU Summary
Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Subtotal
MBU Totals
Amount
14.0
2,419,913
167.7
9,856,969
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
324,643
0.2
Total ‐ FTE
14.0
2,744,556
167.9
9,856,969
181.9
0.0
12,752,775
6,292,618
151,250
181.7
0.0
12,428,132
5,683,752
Total ‐ Amount
151,250
0.2
324,643
304,550
40,816
263,500
40,816
40,816
263,500
263,500
‐3,302,539
‐3,302,539
0.0
181.7
14.0
2,381,213
14,809,345
2,070,232
0.2
304,550
629,193
169.7
10,039,169
0.3
142,650
0.0
156,812
183.7
0.0
12,266,213
2,549,717
0.0
‐2,988,485
0.0
183.7
‐438,768
11,827,445
0.3
0.0
142,650
94,281
0.0
1,000
0.0
269,000
0.0
0.3
94,281
236,931
0.0
0.0
1,000
1,000
0.0
0.0
269,000
269,000
0.0
181.9
14.0
2,990,079
15,742,854
2,070,232
170.0
10,181,819
0.0
156,812
184.0
0.0
12,408,863
2,913,998
0.0
‐2,988,485
0.0
184.0
‐74,487
12,334,376
96
The VP&CFO’s organization provides the following
key services:
Overview of Operations
The Vice President and Chief Financial Officer
(VP&CFO) is the chief business officer of the
University and is responsible for establishing and
maintaining financial infrastructure and policies for
all units and divisions of the University. This office
oversees key financial and business functions within
the University, serving a range of customers. The
VP&CFO develops and executes strategies to
advance the University’s educational, research,
public service, and health care mission by providing:
•
Logistical support for the University’s living and
learning community - transportation, employee
and student housing, on-grounds dining,
bookstore, mail services, etc.;
•
Official financial reporting and analytical
support for management decision making and
establishment of pricing and cost- recovery rates;
•
Revenue administration support through
negotiation with external sponsors of awards;
management of a financial aid program that
facilitates the recruitment, retention, engagement
and graduation of undergraduates; billing and
collection of tuition, sponsored program and
other revenues; stewardship of contractual
commitments to sponsors and donors; and
reporting and regulatory compliance
requirements of federal and state governments;
•
Expense administration support through ensuring
availability of liquidity at best cost when needed
for operating and capital expenditures; and
•
Risk management services through
diversification of financial counter-parties,
comprehensive insurance programs, and
compliance programs built on translating
regulatory requirements into effective and
reasonable policies and procedures.
•
Innovative financial planning and balance sheet
and liquidity management to generate new
financial resources for the University;
•
Stewardship of the University’s financial health
through financial policies that encourage
judicious risk management and balance current
and future needs;
•
Stewardship of the University’s relationship with
external stakeholders through effective and
efficient compliance solutions and participation
in industry advocacy activities;
•
•
Cost-effective financial and business services to
customers, including students; parents; alumni;
donors; University-related foundations; research
sponsors; federal and state government funders;
other external stakeholders; and internal
customers, including schools and departments
(and their individual faculty and staff) of the
Academic Division, Medical Center, and Wise;
and Southwest Virginia Higher Education Center
and other entities for which the University
provides administrative services. Investments in
technology and training have allowed cost
reductions over the last decade.
Accountability to internal and external resource
providers for quality outcomes and continuous
productivity growth to absorb the workload of
implementing ever-growing regulations and
requirements. This accountability is achieved by
clearly stating program objectives, assessing
performance against goals using the Balanced
Scorecard, and developing or adopting industry
best practices. Program priorities and funding
are established with input from or in partnership
with key customers.
The VP&CFO has administrative oversight of the
University's program policy and affiliated
foundations and oversees the management of the
following units:
Financial Administration/Comptroller: The
Financial Administration office is responsible for
four main areas: (1) Student Financial Services
comprises the Office of Financial Aid and Student
Accounts and is dedicated to providing efficient,
courteous, and responsible financial services, while
complying with federal, state, and University
regulations; (2) Accounting Services is responsible
for financial transaction processing, account
reconciliations, funds transfers, and accounting
period closing schedules; (3) Financial Analysis'
responsibilities include cost analysis (including F&A
rates with the federal government); financial
reporting; property and plant accounting; investment
and endowment accounting; debt accounting; and tax
services; and (4) Revenue and Collections provides
97
MAJOR BUDGET UNIT OVERVIEWS
OFFICE OF THE VICE PRESIDENT AND CHIEF
FINANCIAL OFFICER
MAJOR BUDGET UNIT OVERVIEWS
cashiering services for the University and oversees
accounts receivable processing and training in
Oracle.
Treasury Management: Treasury Management is
responsible for providing cash management, debt
management, and investment management and
oversight for the University. Treasury also provides
banking services to internal parties by providing
loans, offering investment options, and managing
cash flow in aggregate for the University's schools
and departments. The management of long-term
investments is addressed through a contract with the
University of Virginia Investment and Management
Company, a separate 501 (c)(3) corporation.
Research Administration: Research Administration
(Office of Sponsored Programs) manages all fiscal
aspects of externally funded grants and contracts
awarded to the University. The office performs grant
management functions, including the review and
approval of proposals, negotiation of contracts and
awards, billing and collections, financial reporting,
and compliance monitoring.
Risk Management: The Risk Management
operation is responsible for managing risk at the
University by providing a comprehensive risk
financing program of insurance and self-insurance,
giving loss prevention advice, managing claims for
the University, and reviewing contractual
arrangements for risk management and insurance
concerns.
Policy Office: The University Policy Manager
coordinates the process for creating and revising
policy and assists in the drafting of policy. The
Manager is also responsible for cataloging the current
policies; managing University policy web pages and
links to other pages on the University's web site;
maintaining an archive of retired policies;
communicating new policy to the University
community; and developing a community of policy
writers.
University-Related Foundation Administration:
The VP and the Assistant VP serve as the liaison
between the University and its related foundations for
purposes of administering the Board policy on
University-related foundations. They review and
approve certain foundation activities required by the
policy and coordinate additional approvals by the
President or Board, including the appointment of their
representatives on foundation boards.
Business Operations includes the following units:
•
The Housing and Residence Life Division
(recently consolidated) manages student housing
and residence life, faculty and staff housing, and
conference services. Student Housing consists
of 137 buildings, including traditional residence
halls, residential colleges, language houses, and
apartment-style facilities. Housing also provides
90 apartments, townhouses, and detached homes
for faculty and staff. Conference Services hosts
approximately 110 adult, youth, and student
groups during the summer.
•
Dining Services offers eight meal plans in four
locations; retail dining in 20 locations, and
additional services including catering, vending,
and concessions.
•
Parking and Transportation (P&T) provides onGrounds parking in 11 garages and 100 lots and
70,000 hours of fixed-route bus service to
parking areas, points on Grounds, and student
neighborhoods. P&T also provides event
parking services, vehicle maintenance, and
ground and air charter services.
•
Printing and Copying Services (P&C) operates
five copy centers and one printing plant,
providing a variety of offset printing,
duplicating, copying, photography,
microfilming, and auxiliary services.
•
The Bookstore and Cavalier Computers offer
text and general books, supplies, clothing, gifts,
and a wide variety of computers, accessories, and
software at five locations.
•
In addition, Business Operations manages JPJ
Arena, Mail Services, the Child Development
Centers, Cavalier Advantage, ID Card Office,
and Cemetery and Columbarium.
Strategic Direction
The overall mission of the VP&CFO is to support
and advance the academic mission of the University.
The primary goal is to link the VP’s strategic
priorities to the vision and strategy of the University
and to monitor performance against strategic goals.
For 2012-13, the VP&CFO goals are to continue or
complete multi-year initiatives and to launch new
initiatives at the appropriate time, in concert with the
President’s and the EVP&COO’s planning objectives
and schedule.
98
•
de financial plaanning to grow
w unrestricted
Provid
resourrces and positio
on the Universiity to make
strateg
gic mission-cen
ntric investmen
nts;
•
me the AccessU
UVa program and
a change thee
Refram
discusssion from grosss price and fin
nancial aid
“costs” to net tuition
n costs to paren
nts and net
tuition
n revenue to thee University; and
a
•
ort the Universiity’s priorities of enrollment
Suppo
growth
h, emphasis on
n STEM-H and
d international
prograams, and a new
w internal finan
ncial model .
2012-13 Operating
O
Budg
get
The VP&C
CFO and reportting units are funded
fu
in a
hybrid mod
del, with Risk Management and
a most of
Business Operations
O
operrating as self-supporting
auxiliary units.
u
The remaaining units aree funded
through a traditional
t
centtralized budgett target, a
direct alloccation of 3.7 peercent of all geenerated F&A
cost recoveeries, or a distrribution from in
nternal bank
earnings.
Units classsified as auxiliaary units (an en
ntity that
exists to fu
urnish goods orr services to stu
udents,
faculty, or staff and charg
ges a fee to reccover the cost
of the service) are expectted to be fully selfs
supporting
g for both operaating and capitaal purposes.
The VP&C
CFO auxiliary units
u
(Dining Services,
S
Faculty and Student Hou
using, Bookstorre and Cavalierr
Computerss, Child Care Center,
C
P&T, P&C, and Risk
Managemeent) retain reveenues generated
d (student
fees, room and board chaarges, permits and
a fees, retail
sales) and are held respon
nsible for geneerating
sufficient revenues
r
to cov
ver planned expenditures. In
n
addition, th
he units are req
quired to pay a general and
administrative overhead to
t the Universiity for support
services; fo
or 2012-1,3 thaat amount will be $1.7
million.
For 2012-1
13, 53 percent of
o the VP&CF
FO total
operational budget is from
m auxiliary acttivities, while
d state general funds
f
provide 26
2 percent
tuition and
(including the allocation for financial aiid). Private
funds (end
dowment distrib
butions and giffts) represent
11 percent of funding, an
nd F&A distributions providee
7 percent.
the VP&CFO’ss office and dirrect reporting uunits,
For th
the 22012-13 operatiing budget (seee page 101) is
$1799.0 million. W ith the auxiliarries comprisingg the
majoority of the totaal budget, OTPS is the predom
minant
(39 ppercent) expendditure categoryy, including
invenntory purchasees, supplies, utiilities, and
mainntenance of facilities. With thhe inclusion off
Studeent Financial S
Services and thhe undergraduaate and
graduuate aid managged by that offiice, the financiial aid
categgory makes up another 37 perrcent of budgetted
expennditures. Alsoo related to the auxiliary unitss,
nearlly 14 percent oof the budget iss made up of
transsfers to repair aand renovation (R&R) and
expannsion reserves. Approximateely three perceent of
the bbudget is comprrised of internaal debt repaym
ments.
Com
mpensation for aall employees rrepresents 15
perceent of the budgget.
The 22012-13 operaating budget inccludes an alloccation of
$1.8 million from ccentral resourcees for expectedd
increeases in AccesssUVa. Upon aapproval, fundinng will
be alllocated to the ttarget budgets for increases iin the
fringge benefit rate aand the anticipated bonus payyment.
The aauxiliary expennditures reflectt increased enrrollment
grow
wth, higher fringge benefit rates, a potential
comppensation adjusstment for empployees, volatillity in
utilityy and fuel pricces, and a changing textbook
markketplace.
Capittal Plan
Businness Operationns units, as auxxiliaries, managge their
own capital budgetts. There are seeveral significaant
buildding projects inn progress:
•
C
Construction iss ongoing for tthree Aldermann Road
R
Residence Halls ($69.8 millioon from housinng
rrevenues and ddebt), which wiill be completeed at the
bbeginning of thhe fall 2013 academic sessionn.
C
Construction iss also ongoing for the expanssion of
tthe Newcomb Dining Hall ($$18 million from dining
99
MAJOR BUDGET UNIT OVERVIEWS
A summary
y of strategic goals
g
for 2012--13 are to:
revenues and debt), with expected completion in
November 2012.
MAJOR BUDGET UNIT OVERVIEWS
•
•
Active planning is occurring for the sixth new
Alderman Road Residence Hall ($30 million from
housing revenues and debt). Housing has one
project – New Upperclass Housing – on the far
term of the Major Capital Projects Plan. The
VP/CFO does not expect significant changes to the
next update of the Major Capital Project Plan.
needs.
•
For P&C, planned 2012-13 planned reserve
expenditures include $665,000 for equipment
and system purchases.
•
The University Bookstore’s planned 2012-13
reserve expenditures include $362,000 for the
Central Grounds Bookstore roof replacement,
$250,000 for foundation repairs, and $775,000
for the Alderman/Clemons/Newcomb chiller
replacement. Additionally, $35,000 is
earmarked for Cavalier Computers unforeseen
facility repairs and improvements and equipment
and computer system upgrades. Current
projections allow for a $120,000 contribution to
the Bookstore Endowment for Excellence in
2012-13. The annual contribution has been
reduced because of the impact of the economy
and will be adjusted upward as the Bookstore’s
business begins to improve. As of March 2012,
the Bookstore Endowment for Excellence had a
market value of $5.8 million, generating annual
expendable income of $268,000.
•
Other repair and renovation reserves are held for
the Child Development Center, the Cemetery,
Mail Services, JPJ Arena, Business Operations,
and Cavalier Advantage. Planned expenditures
from the reserves in 2012-13 include: Cemetery
Expansion, Newcomb Hall Post Office
renovations, and JPJ Arena building leak
remediation.
The Housing Office has enlisted the expertise of
the University Architect to facilitate the long-term,
broad-based integration of Housing’s capital plan
into the University’s Master Plan.
In addition to these major construction projects, the
below schedule outlines the expected activity in the
R&R and expansion reserves for the VP&CFO
auxiliary units. It is expected that all units will meet
the Board reserve policy of re-investing at least 1.5
percent of replacement value of the facilities.
TOTAL BUSINESS
OPS RESERVES
(IN 000S)
Projected Balance,
7/1/12
Plus: Transfers
from Operating
Less: Planned
Expenditures
Projected Balance,
6/30/13
R&R
Reserve
Expansion
Reserve
Total
$21,793
$13,824
$35,617
$12,289
$12,092
$24,381
($18,258)
($10,550)
($28,808)
$15,824
$15,366
$31,190
•
For Housing, planned 2012-13 expenditures
include: $4 million for new upperclass housing;
$3.6 million for refurbishing Lambeth Road
apartments; $2.4 million for renovations of the
McCormick Road residence halls; and the
balance toward numerous other safety and
security and repair and renovation projects
addressing deficiencies identified in the facilities
audit.
•
For Dining, planned 2012-13 expenditures
include $5.4 million for the Newcomb Hall
Expansion project and $2.4 million earmarked
for facility repairs and improvements.
•
For P&T, planned 2012-13 expenditures from
the reserves include: $150,000 for one new
minibus; $2.5 million for parking lot and garage
repairs, lighting upgrades, and structural
analysis; and $317,000 for facility maintenance,
equipment and vehicle replacement, and other
100
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Wages and benefits
Subtotal
OTPS
Financial Aid
Recoveries
Amount
1,383,746
0.1
18,668
91.1
5,839,040
29.3
2,413,402
101.9
7,537,332
2,367,842
29.4
2,525,754
1,448,936
33,563,125
0.0
9,623,642
314,546
4
Private Unrestricted
FTE
0.6
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Total ‐ FTE
0.5
70,475
5.5
959,395
17.5
2,511,164
4.9
626,352
266.1
11,958,496
391.3
20,838,400
0.0
1,678,960
0.0
2,087,190
79,990
506,951
5.4
0.0
696,827
2,943,323
271.6
0.0
14,596,851
63,589,209
408.8
0.0
25,436,754
70,856,261
12,969,060
8,204,000
5,000
0.0
‐329,999
‐15,170,451
33,235,876
26,315,076
6,000,000
‐6,920,800
101.9
11.0
36,255,066
43,792,398
1,563,038
0.0
29.4
10,742,579
13,268,333
0.6
13,476,011
13,556,001
90.9
5,930,609
33.5
2,866,577
1.7
188,000
0.0
292,638
101.9
0.0
7,786,285
1,952,976
33.5
2,947,449
649,616
1.7
0.0
188,000
227,306
0.0
37,440,851
0.0
9,734,755
0.0
11,528,300
0.0
‐6,200
8,204,000
8,204,000
0.0
5.4
1.0
2,027,523
2,724,350
135,000
0.0
271.6
4.5
81,660,534
96,257,385
684,395
0.0
408.8
16.5
152,365,713
177,802,467
2,382,433
5.0
547,000
268.1
12,839,593
399.0
22,371,779
0.0
1,625,500
0.0
1,999,010
272.6
0.0
15,149,488
64,676,545
415.5
0.0
26,753,222
70,507,843
0.0
67,027,906
0.0
‐15,389,471
80,872
6.0
0.0
0.0
682,000
3,001,400
8,324,000
0.0 ‐15,383,271
6,000,000
6,000,000
‐6,668,900
0.0
101.9
39,387,627
47,173,912
0.0
33.5
10,384,371
13,331,820
0.0
1.7
11,755,606
11,943,606
0.0
0.0
8,324,000
8,324,000
64,364,827
‐15,164,551
6,000,000
329,999
Total ‐ Amount
1,110
93,684
0.6
FTE
78,880
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
Auxiliary
‐5,900
Recoveries
Internal Debt Service
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
10.8
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
0.0
6.0
2,332,500
3,014,500
31,599,306
0.0
272.6
80,892,580
96,042,068
24,930,406
0.0
415.5
153,076,684
179,829,906
101
MAJOR BUDGET UNIT OVERVIEWS
VICE PRE
ESIDENT AND
D CHIEF HUM
MAN
RESOURC
CES OFFICER
R
Overview of Operations
University Human Resou
urces (UHR) iss responsible
for all hum
man resource (H
HR) functions for
f the
Academic Division of thee University, in
ncluding
recruitmen
nt, compensatio
on, employee reelations,
employee development,
d
benefits
b
admin
nistration,
employee wellness,
w
payro
oll, recruitmen
nt and
placement of temporary and
a wage perso
onnel,
executive recruitment,
r
an
nd compliance and
immigratio
on services. The
T Vice Presid
dent and Chief
Human Reesources Officeer also has overrsight
responsibillity for human resources at th
he College at
Wise and the
t health plan and other beneefits for the
University’s Medical Cen
nter, as well ass nonacademic aspects
a
of the faculty
f
personn
nel system.
Supporting
g the University
y’s priorities reequires stateof-the-art HR
H programs to
t attract, devellop, and retain
talented faculty and stafff. In response, UHR spent
the past sev
veral years dessigning and imp
plementing
the new Un
niversity Staff HR plan, along
g with
updating sy
ystems and mo
oving critical paper-driven
processes online.
o
UHR is working to provide
p
tools to
o
employeess to take chargee of their careerrs and
personalizee their path at the
t University.. UHR is
expanding much-needed resources, support, and
training to supervisors an
nd managers ass their roles at
the Univerrsity change. UHR
U
is taking advantage
a
of
opportunitiies to institute pay-for-perforrmance. With
the supportt of supervisorrs, managers, an
nd leaders
across Gro
ounds, UHR’s goal
g is to makee U.Va. a
workplace that stands outt for its uncom
mmon
excellence.
Strategic Direction
D
UHR strivees to make the University of Virginia a
place peop
ple want to worrk—where careeers can grow,
employeess are passionatee about contributing to the
mission off the University
y, and employeees are
w
and
d
equipped to meet the chaallenges of the workplace
beyond. To
T do this, UHR
R will:
1.
de state-of-the--art HR policies and
Provid
prograams that offer an
a enriched wo
orking
experiience that enco
ourages continu
uous learning
and motivates
m
emplo
oyees toward ex
xcellence;
2.
Provid
de superior cusstomer service, focusing on
partneership and keep
ping the “humaan” in Human
Resou
urces;
3.
Inspiree confidence in
n UHR effectiv
veness by
comm
municating welll and often with
h employees,
m
managers, schoools and units, making sure thhey
gget the right innformation and tools; and
4.
W
Work to ensuree that the Univversity has
eemployees whoo are skilled annd trained to m
meet
ttheir continuinng needs and thhat exceptional
eemployees refllecting the diveersity of the
ccommunity aree hired and retaained.
Thesse priorities dovvetail with the strategic direcction
Presiident Sullivan hhas outlined inn her goal to
transsform the Univversity into a cuulture of leaderrship,
whilee the Universitty continues to invest in
infrastructure throuugh improving customer service
and ddeveloping stafff.
20122-13 Operating Budget
The V
VP/CHRO andd reporting areaas are funded
throuugh a traditionaal centralized bbudget target, aas
well as self-generatted sales and seervices revenuues.
For 22012-13, 84 peercent of the VP
P/CHRO operaational
budgget is from tuitiion and state geeneral funds. S
Sales
and sservices activitties (Executivee Management
Searcch Group, Tem
mporary Services, and Compliance
and IImmigration Seervices) repressent 13 percentt of
fundiing, while an aallocation from
m the unrestricteed
endoowment represeents 3 percent oof funding.
For th
the VP/CHRO,, the 2012-13 ooperating budget
(see tthe following ppage) is $8.1 m
million, with thhe
primaary spending oon compensatioon (87 percent)). The
remaaining expendittures are primaarily OTPS
expennditures.
Uponn approval, funnding will be alllocated to the target
budggets for increases in the fringee benefit rate aand the
anticcipated bonus ppayment.
Capittal Plan
The V
VP/CHRO doees not have anyy projects on thhe
Majoor Capital Projeects Plan.
102
University of Virginia - MBU Summary
Exec Level: R0800 VP: HR-Human Resources, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Transfers
Subtotal
MBU Totals
Amount
FTE
Amount
5
Private Restricted
FTE
Amount
1.0
147,828
6,717,000
42,300
6,659
3,391
80.5
6,907,128
867,399
6,659
219,299
3,391
‐158,300
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
1.0
147,828
97.4
8,179,329
1,464,329
541,478
98.4
0.0
8,381,507
1,628,176
0.0
‐1,087,310
0.0
‐1,245,610
0.0
17.9
0.4
‐545,832
918,497
61,827
0.0
98.4
2.0
382,566
8,764,073
321,926
8,137,828
17.9
1,462,329
17.9
0.0
2,000
54,350
‐158,000
158,000
80.5
1.7
551,099
7,458,227
260,099
377,299
383,958
3,391
73.6
6,327,788
22.1
1,810,040
95.8
0.0
42,612
0.0
7,000
3,000
0.0
28,852
0.0
81,464
75.3
0.0
6,630,499
548,428
0.0
0.0
7,000
106,942
3,000
22.5
0.0
1,900,719
391,912
97.8
0.0
8,541,218
1,047,282
0.0
‐201,029
0.0
‐1,244,796
0.0
‐1,445,825
0.0
22.5
‐852,884
1,047,835
0.0
97.8
‐398,543
8,142,675
Transfers
2013‐O Faculty Salaries and benefits
FTE
4
Private Unrestricted
79.5
OTPS
Recoveries
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
‐150,000
0.0
75.3
197,399
6,827,898
0
150,000
0.0
0.0
256,942
263,942
0
3,000
103
MAJOR BUDGET UNIT OVERVIEWS
VICE PRESIDENT FOR MANAGEMENT AND
BUDGET
Overview of Operations
The Vice President for Management and Budget
portfolio includes: the Budget Office, Facilities
Management, Process Simplification, Procurement
and Supplier Diversity Services, Space and Real
Estate Management, and State Governmental
Relations.
With 1,280 employees collectively, the Management
and Budget service units perform the following core
functions:
•
Develop, implement, and monitor the annual
operating budget, capital budget, and the
biennial state budget;
•
Provide financial planning to assist in
identifying and allocating resources required to
achieve strategic goals;
•
Maintain and operate the academic and health
system physical plant, including maintenance,
utilities, custodial services, and grounds care for
16.3 million gross square feet in 549 buildings
and 1,712 acres;
•
Manage the construction program for the
Academic Division, Medical Center, and
College at Wise, with $200 million of
construction work in place anticipated for the
current fiscal year;
•
Direct the purchasing of goods and services
(120,000 purchase orders through the
Marketplace and 76,000 p-card transactions) and
accounts payable operations (264,000 payable
transactions);
•
Broaden and diversify the supply chain for
goods and services;
•
Develop and maintain effective state relations
with the Executive Branch and the General
Assembly in order to advance legislative,
operating, and capital priorities;
•
Coordinate the implementation of the provisions
in the Restructuring Act, the Management
Agreement, and the Virginia Higher Education
Opportunity Act of 2011;
•
•
Review and coordinate the purchase and sale of
real estate and manage a portfolio of 105
expense leases and 45 income leases; and
•
Direct the institution’s formal business
improvement effort, dedicated to improving
services, simplifying processes, and maximizing
the use of available resources.
Strategic Direction
The vision of the Management and Budget service
units is to be a prudent steward of University
resources and a valued partner in achieving teaching,
research, service, and health care excellence. The
Management and Budget service units must deliver
high quality, effective, and efficient support if the
institution is to realize its strategic priorities. As a
result, units are focused on a self-study to identify
areas where they may need to adapt roles,
responsibilities, and functions in order to align with
changing institutional needs.
In 2012-13, Management and Budget service units
will:
•
Continue the comprehensive assessment of unitlevel performance and customer service in
preparation for the implementation of the new
internal financial model. Action plans for
improvement will be developed, informed by
performance data and customer feedback
collected in 2011-12;
•
Focus on financial and resource stewardship by
improving business processes and redesigning
business models to achieve better service and
efficiencies; and
•
Study current service architecture and allocation
of resources in order to reallocate resources to
core functions and priorities within and across
Management and Budget units. This will be an
opportunity to examine what activities should be
continued, what activities should be
discontinued, and what activities should be
modified.
2012-13 Operating Budget
The Management and Budget service units are
primarily funded through a traditional centralized
budget target, with the exception of Facilities
Develop space planning strategies and policies;
104
mples of items held in centrall reserves for 22012Exam
13 innclude:
The operatting budget (see page 107), neet of
recoveries from internal customers,
c
totaals $90.4
million in 2012-13;
2
89 peercent is funded from tuition
and state general
g
funds. Auxiliary
A
activ
vity (leasing
activity rellated to the Nattional Radio Astronomy
A
Observatorry and the Judg
ge Advocate General’s
G
Legall
Center and
d School) comp
prises 6 percent of the
budget.
•
$$19.5 million ffor fringe beneefit adjustmentss and
tthe cost of a staate-approved 3 percent bonus for
eemployees paidd from centrallly budgeted funnds.
T
The cost of thee bonus for othher fund sourcees is
bbudgeted in thee individual scchools and unitts;
•
$$10.7 million ffor repayment of institutionall debt
rrelated to the S
Student Inform
mation System, Rouss
H
Hall, the Southh Lawn Projectt, purchase of 22400
O
Old Ivy Road; and the Emmeet-Ivy parking
ggarage, as welll as for anticipaated real estatee
aacquisitions;
•
$$0.8 million too address the U
University’s sixx-year
aacademic plan goals;
•
$$0.74 million ffor high-prioritty funding requuests
aaddressed durinng the budget development
pprocess;
•
$$3.0 million foor the Presidentt’s Fund for
E
Excellence;
•
$$2.9 million sppecifically desiignated by the state
tto fund cancer research, focuused ultrasoundd
aactivities, the V
Virginia Founddation for
H
Humanities, unndergraduate enrollment grow
wth,
aand a summer STEM experieence with the
V
Virginia Spacee Grant Consorrtium and the
N
National Instituute of Aerospaace;
•
$$2.4 million reelated to new feees and tuitionn rates;
•
$$2.0 million foor O&M costs ffor new facilitiies
ccoming on linee, utility increaases, and deferrred
m
maintenance innvestment;
•
$$15.0 million oof general and administrativee cost
rrecoveries from
m auxiliaries, thhe Medical Ceenter,
aand the Univerrsity Physiciann’s Group,
rrepresenting paayment for servvices providedd by
tthe University;;
•
$$5.7 million inn fees collectedd from out-of-sstate
sstudents, requiired by the Com
mmonwealth too be
rremitted to covver a proportionnate share of ccapital
pproject and Eqquipment Trust Fund debt servvice;
aand
•
$$3.7 million reeserved for genneral contingenncies,
uuncollectible tuuition, and uneexpected cold
w
weather and hiigher utility rattes.
M
iss provided with
h resources to
Facilities Management
fund the co
ost of utilities ($36.7
(
million)), custodial
services ($
$8.4 million), and
a maintenancce ($24.9
million) in
n E&G building
gs in the Acadeemic Division.
While thesse numbers are reflected in th
he net
operating budget,
b
a holisttic picture of th
he scope of
Facilities Management
M
op
perations inclu
udes the gross
activity forr both the Acad
demic Division
n and the
Medical Center, which iss projected to to
otal $520
million in 2012-13.
2
The University proposes to allocate (1) $1.2 million for
fo
utility increases for E&G
G space; (2) $48
86,000 for
operations and maintenan
nce of new faciilities (Ruth
Caplin Theeatre, SEAS/FM
M Shop Building, East Chilleer
Plant, Jord
dan Hall HVAC
C Replacementt, and ITC Dataa
Center); (3
3) $37,000 for increases
i
in leaasing costs; and
d
(4) $500,00
00 in support of
o the Board-ap
pproved plan to
o
address deferred mainten
nance (with $1 million
d
deferred). In the budget document, the funding is held
in the Univ
versity reserve pending Board
d approval of th
he
budget. Additionally, up
pon approval, funding
fu
will be
allocated to
o the target bud
dgets for increases in the frin
nge
benefit ratee and the anticiipated bonus payment.
Central Un
niversity Reserrves
The University holds reseerves centrally
y to 1) manage
contingenccies, 2) temporaarily hold fund
ds that will be
allocated during
d
the fiscaal year, 3) pay debt
d service,
4) meet insstitutional expeenses that are not
n assigned to
any one op
perating unit, an
nd 5) hold offssetting entries
to other paarts of the budg
get.
105
MAJOR BUDGET UNIT OVERVIEWS
Managemeent, which operrates on a cost recovery
basis.
MAJOR BUDGET UNIT OVERVIEWS
Capital Plan
Construction is ongoing for the East Chiller Plant and
Lee Street Re-alignment ($36.5 million from debt
and Medical Center operating funds) and the Rotunda
Roof Repairs ($4.69 from state general funds and
historic preservation gifts). Both projects are
expected to be completed in July 2013.
Active planning is underway for the Lawn and Range
Rooms Chimney Repairs and Fire Suppression
project ($3.7 million in gifts and internal debt);
Infrastructure Expansion and Replacement ($14.6
million in debt); the Facilities Management
Landscape Shop ($2 million from Facilities
Management operating funds); and the Facilities
Management Shop Support/Office Building ($6
million from Facilities Management operating funds
and short-term borrowing).
•
•
•
•
•
•
Bryan Hall Chiller Replacement
Cavalier Substation Expansion
Chemistry Chillers Replacement
Herford College Chillers Replacement
Copley Substation Retirement
Rugby Administration Building
These projects will require a significant investment over
the next ten years, whether from state general funds or
University operating funds.
Design is expected to continue in 2012-13 for the
Rotunda Renovations project ($2.25 million from
historic preservation gifts). The University hopes to
receive partial construction funding from the state
during the 2013 General Assembly session, to be
matched by private fundraising.
Currently, there are three projects on the Major Capital
Projects Plan for the near term:
•
North Grounds Boiler/Chiller Plant Replacement
($13.1 million state general fund request and
auxiliary revenues)
•
Alderman/Clemons/Newcomb Chiller Plant
Replacement ($11.6 million state general fund
request and auxiliary revenues)
•
JAG School Addition ($35.0 million debt funding,
to be built and financed by the University with all
costs covered by the JAG School through a lease)
The state has not provided planning funds for the two
Chiller Plant Replacement projects, so the University
will need to consider how to move forward with these
critical infrastructure projects.
The following infrastructure projects are included on
the long-term Major Capital Projects Plan:
•
•
•
•
•
•
Combined Heat and Power + Gas Line
Main Heat Plant Biomass
Health System Chiller Replacement/Expansion
North Grounds to Old Ivy Road Ductbank
Science/Engineering Chiller Plant Expansion
Steam Tunnel Repairs
106
University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: <All>
Excludes MB-University Reserves and MB-General Institutional
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
17.0
2,673,320
‐
‐
1.5
255,996
‐
‐
‐
‐
‐
‐
18.5
2,929,316
1,261.5
64,338,295
‐
‐
1.0
92,803
‐
‐
‐
‐
‐
‐
1,262.5
64,431,098
‐
62,780
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
62,780
348,799
2,356,499
0.0
1,566,700
‐
10,900
‐
4,401,867
1,281.0
0.0
67,423,194
512,745,058
‐490,499,366
1,278.5 67,074,395
‐ 501,906,336
‐
2,502,756
2.5
‐
‐ ‐490,499,366
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
5,314,326
‐
‐
‐
‐
‐
‐
‐
‐
‐
817,321
‐
6,131,647
‐
‐5,314,326
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐5,314,326
1,278.5
17.0
11,406,970
78,481,365
2,682,683
‐
2,502,756
2,502,756
‐
2.5
1.5
2,356,499
2,705,298
212,334
0.0
0.0
‐
1,566,700
1,566,700
‐
‐
10,900
10,900
‐
‐
5,219,188
5,219,188
‐
0.0
1,281.0
18.5
23,063,013
90,486,207
2,895,017
1,260.5
71,176,124
‐
‐
1.0
92,889
‐
‐
‐
‐
‐
‐
1,261.5
71,269,013
0.0
2,473,101
‐
‐
0.0
12,740
‐
‐
‐
‐
‐
‐
0.0
2,485,841
0.0
15,479
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0.0
15,479
317,963
1,716,109
76,665,350
532,920,256
‐520,452,599
1,277.5 76,347,387
0.0 523,606,232
‐
2,205,000
2.5
0.0
0.0
759,212
‐
18,900
‐
4,614,803
1,280.0
0.0
0.0 ‐520,452,599
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0.0
‐
5,314,325
‐
‐
‐
‐
‐
‐
‐
‐
‐
673,309
‐
5,987,634
‐
‐4,714,326
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐4,714,326
0.0
1,277.5
3,753,632
80,101,019
2,205,000
2,205,000
0.0
2.5
1,716,109
2,034,072
0.0
0.0
759,212
759,212
5,288,112
5,288,112
0.0
1,280.0
13,740,965
90,406,315
18,900
18,900
107
University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: <All>
Includes MB-University Reserves and MB-General Institutional Only
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
1.0
130,000
‐
‐
‐
38,100
‐
‐
‐
‐
‐
‐
1.0
168,100
1.0
90,825
‐
‐
‐
614,333
‐
‐
‐
‐
‐
‐
1.0
705,158
2.0
0.0
220,825
19,244,275
‐
‐
‐
652,433
288,517
‐
‐
‐
‐
‐
‐1,101,045
2.0
0.0
873,258
18,431,747
‐ ‐58,782,434
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐58,782,434
‐ ‐14,039,530
‐
‐398,482
‐
‐2,575,632
‐
‐
‐
‐
‐
‐
‐
‐17,013,644
‐
702,251
‐
656,064
‐
700,760
‐
‐
‐
‐
‐
‐
‐
2,059,075
‐
‐9,475,495
‐
1,247,194
‐
731,000
‐
‐
‐
669,449
‐
‐
‐
‐6,827,852
0.0
2.0
7.8
‐62,133,108
‐61,259,850
10,170,662
12,088,925
0.0 ‐62,350,933
2.0 ‐62,130,108
4.3
8,502,062
‐
1,504,776
1,504,776
‐
0.0
‐855,355
‐202,922
268,600
3.5
1,400,000
‐
669,449
669,449
‐
‐
‐1,101,045
‐1,101,045
‐
14.2
11,016,225
‐
‐
0.0
1,072,700
‐
‐
‐
‐
‐
‐
14.2
0.0
77,500
‐
‐
0.0
700
‐
‐
‐
‐
‐
‐
0.0
78,200
18.5
0.0
19,595,787
28,413,238
‐
‐
0.0
0.0
1,342,000
4,099,000
3.5
0.0
1,400,000
2,500,000
‐
‐
0.0
‐1,110,588
22.0
0.0
22,337,787
33,901,650
0.0 ‐62,575,612
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0.0
‐62,575,612
0.0 ‐13,684,419
0.0
‐398,482
0.0
‐2,266,193
‐
‐
‐
‐
‐
‐
0.0
‐16,349,094
‐
467,904
‐
656,064
‐
700,760
‐
‐
‐
‐
‐
‐
‐
1,824,728
‐
‐8,431,564
‐
1,256,002
‐
603,000
‐
‐
‐
265,000
‐
‐
‐
‐6,307,562
0.0 ‐55,810,453
18.5 ‐36,214,666
0.0
0.0
1,513,584
1,513,584
0.0
0.0
3,136,567
4,478,567
0.0
3.5
2,500,000
3,900,000
265,000
265,000
0.0
0.0
‐1,110,588
‐1,110,588
0.0
22.0
‐49,505,890
‐27,168,103
108
Overview of Operations
The missio
on of Developm
ment and Public Affairs
(DPA) is to
o ensure the Un
niversity’s futu
ure by
engaging constituents,
c
tellling the Univeersity’s story,
and inspiring the minds, hearts
h
and generous support
of internal partners (scho
ools/units/admin
nistrators) and
d
external paartners (alumnii, parents, and friends,
f
including corporations
c
an
nd foundations). DPA is
organized into four majorr service divisiions—
University Development,, Engagement, Public
Affairs, an
nd Advancemen
nt Services, inccluding WTJU
Radio.
Unitss classified as aauxiliary units (an entity thatt
exist s to furnish gooods or servicess to students,
facullty, or staff andd charges a fee to recover thee cost
of thee service) are eexpected to be fully selfsuppoorting for bothh operating andd capital purposses.
An au
auxiliary unit, W
WTJU will retaain revenues
generrated (student fees) and will bbe held responnsible
for ggenerating suffiicient revenuess to cover its pllanned
expennditures. In adddition, the uniit is required too pay
a genneral and adminnistrative overrhead to the
Univversity for suppport services; fo
for 2012-13, W
WTJU
will ppay $7,000.
DPA consiists of approxim
mately 200 fulll-time
professionaals who work in
i partnership with
w the
University’s 11 schools, almost two dozzen related
fundraising
g foundations, and close to 30
00 members off
the Univerrsity’s advancem
ment community
(administraators, fundraiseers, communicators, and
alumni relaations professio
onals).
For 22012-13, 85 peercent of DPA’s operational bbudget
is froom private unreestricted fundss (endowment ffee
and eendowment disstribution), while 9 percent iss
fundeed from tuitionn and state genneral funds. All
devellopment activiities are fundedd from non-statte
sourcces.
Strategic Direction
D
DPA’s fun
ndraising divisiions (Regional,, Corporate
and Found
dations, Planned
d Giving, and Principal
P
Gifts) prov
vide direct supp
port for the CO
OFU by
soliciting gifts
g
for identiffied priorities. Engagement
officers share information
n about COFU
U priorities
through nu
umerous eventss featuring facu
ulty speakers.
Public Afffairs is charged
d with commun
nicating COFU
and President’s prioritiess to the Universsity’s internal
and external stakeholderss.
DPA has established
e
the following goalls, which align
n
with institu
utional prioritiees:
•
g
and pareent giving;
Reorganize annual giving
•
Work with academicc and volunteerr leadership to
ng objectives
collaborate in supporrt of fundraisin
ntegrate with an
nd support the priorities of
that in
the Un
niversity and itts academic sch
hools and
units; and
•
Pursuee an intentionaal branding straategy with
substaantial buy-in fro
om internal staakeholders
2012-13 Operating
O
Budg
get
DPA is preedominately fu
unded through a traditional
centralized
d budget target,, with a small auxiliary
a
operation in
i WTJU Radio
o.
DPA
A’s 2012-13 opeerating budgett (see followingg
page)) is $21.5 milliion, with the m
majority of spennding
on coompensation (770 percent of bbudget). The
remaaining expendittures are primaarily in nonperssonal
serviices and are alllocated around completing thhe
preseent fundraisingg initiatives, whhile preparing tto go
furthher, faster, and with greater inntensity in proggrams
for alll aspects of thhe University’s constituency
(cultiivation, solicitaation, stewardsship and
recoggnition).
Uponn approval, funnding will be alllocated to the target
budggets for increases in the fringee benefit rate aand the
anticcipated bonus ppayment.
Capittal Plan
DPA
A does not havee any projects oon the Major C
Capital
Projeects Plan.
109
MAJOR BUDGET UNIT OVERVIEWS
SENIOR VICE PRESIDE
ENT FOR DEV
VELOPMENT
AND PUBL
LIC AFFAIRS
University of Virginia - MBU Summary
Exec Level: R0065 VP: DV-VP/Dev & UR, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
Amount
657,098
28.0
3,763,652
1,208,348
126.5
8,720,601
25.0
1,871,824
458,735
154.5
12,626,591
7,564,365
6,378
5
Private Restricted
FTE
6.0
355,909
6.0
402,189
260,246
142,338
74,350
Amount
6
Local Sales, Services,
Other
FTE
1.2
46,280
Amount
68,730
Auxiliary
FTE
Amount
Total ‐ FTE
35.0
4,420,750
137,500
153.7
10,491,088
2.0
137,500
11,150
188.7
15,121,834
8,758,585
15,000
1.2
83,730
389,739
25.0
5.0
20.0
1,384,363
74,350
74,350
209,996
25.0
1,804,091
57,829
71,225
‐231,925
154.5
25.5
7,332,440
19,959,031
3,585,956
6.0
260,246
662,435
128.9
9,152,096
6.0
371,406
3,500
0.0
44,000
12,741,552
5,875,663
6.0
0.0
415,406
248,103
0.0
0.0
6.0
248,103
663,509
0.0
0.0
6,360
154.4
0.0
1.2
389,739
473,469
2.0
11,150
148,650
188.7
30.5
8,526,660
23,648,494
3,999,324
2.0
136,080
156.9
11,043,945
5,100
0.0
58,960
379,440
2.0
0.0
141,180
10,595
187.4
0.0
15,102,229
6,642,855
379,440
379,440
0.0
2.0
10,595
151,775
0.0
187.4
6,412,855
21,515,084
‐230,000
25.0
57,829
1,861,920
71,225
71,225
0.0
154.4
5,645,663
18,387,215
Total ‐ Amount
2.0
‐231,925
458,735
2,330,559
413,368
OTPS
Recoveries
Subtotal
MBU Totals
Amount
7.0
Wages and benefits
Subtotal
FTE
4
Private Unrestricted
18.0
OTPS
Recoveries
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
‐230,000
110
The 2012-13 operating expenditure budget for Wise is projected to total $36.3 million, an
increase of $1.7 million or 4.8 percent as compared to the revised 2011-12 budget. The 2012
General Assembly is expected to approve an increase totaling $1.3 million or 9.3 percent in
Wise’s general fund appropriation for E&G operating programs and state financial aid. This
increase includes expected funding to support Wise’s approved Six Year Academic Plan goals,
expand the Early Alert Retention program, and support the Wise Scholar’s program. The
increased general fund appropriation also includes funding for additional undergraduate financial
assistance.
The College at Wise Advisory Board reviewed and approved this budget on March 23, 2012.
FUNDING SOURCES OF THE OPERATING BUDGET
Wise’s operating financial plan on page 113 projects available operating resources from
state general funds, tuition and fees, sponsored research and F&A cost recoveries, endowment
distributions, gifts, auxiliary revenues, and other sources. Available resources for the operating
budget are $36.4 million for 2012-13, a 4.8 percent increase from the revised sources available
for 2011-12 of $34.7 million. The charts below demonstrate which operating revenues will
provide the resources to fund the operating expenditure budget.
2012-13
2011-12
Tuition & Fees
22.4%
27.1%
21.4%
State Appropriations
Sponsored Programs
1.8%
1.4%
1.9%
Endowment Distribution
5.3%
5.4%
Expendable Gifts
2.2%
ARRA/SFSF
41.2%
2.7%
Sales & Services and Other
In 2012-13, the general fund appropriation (41.2
percent) will continue to provide the greatest
proportion of the operating budget. Tuition and
fees revenue will comprise 27.1 percent of the
2012-2013 funding sources, followed by sales
and services and other (including auxiliary
revenues, investment income, and other
miscellaneous revenue) (22.4 percent),
endowment income (5.3 percent), grants and
contracts (2.2 percent), and gifts (1.8 percent).
27.7%
39.5%
FUNDING SOURCES
State General Fund Appropriation
The general fund appropriation for 2012-13 is
projected to total $15.0 million, an increase of
9.3 percent as compared to the revised 2011-12
budget. State financial aid totals $2.0 million.
General fund appropriations totaling $195,860
for the Southwest Virginia Public Education
Consortium (SVPEC) will continue in 2012-13.
This appropriation is through the Virginia
Department of Education. The Graduate Medical
111
UVA’S COLLEGE AT WISE
THE UNIVERSITY OF VIRGINIA’S COLLEGE AT WISE
2012-2013 OPERATING BUDGET SUMMARY
UVA’S COLLEGE AT WISE
Education Consortium (GMEC) also will
continue to receive general fund appropriation,
totaling $210,759, through the Virginia
Department of Health. Wise serves as the fiscal
agent for these organizations.
Tuition and Fees
Tuition and fees, net of $50,000 for financial
aid, are projected to total $9.9 million in 201213. This represents a $272,000 or 2.8 percent
increase over revised 2011-12 projections and
includes both E&G and auxiliary approved fees.
Wise’s continued commitment to student
affordability is reflected in the recommendation
of a 5 percent increase in tuition for in-state, outof-state, and all foreign study students. The
Center for Teaching Excellence will continue to
offer dual enrollment opportunities and
professional teaching training programs. The
technology fee will be $121 in 2012-13, an
increase of $6 over 2011-12. The state-required
out-of-state capital fee assessed to all nonresident students will total $632 per year in
2012-13, an increase of $100 over 2011-12.
Planned enrollment, consistent with the Boardapproved projections, continues to aid in
determining the projected tuition and E&G
revenue. Actual full-time equivalent enrollment
for the fall 2011 semester totaled 1,651, a
decrease of one percent as compared to the fall
2010 semester. This planned reduction is a
result of a more selective process in the offer of
provisional admission to freshman and transfer
applicants. Wise continues to offer reduced
tuition rates for students residing in targeted
counties in Kentucky and Tennessee.
Enrollment is projected at 1,668 for fall
2012, a one percent increase as compared to
fall 2011.
Student fees provide operating revenue for the
majority of Wise’s student life programs.
Activities receiving funds from student fee
revenue include the student government
association; student publications; intramural and
outdoor recreation activities; graduation fee;
student health services; athletics; student life
program; operating, maintenance, and
housekeeping personnel assigned to Cantrell
Hall and the Slemp Student Center; and debt
service for the Slemp Student Center, Smith
Dining Commons, and the football stadium. No
state funds are available to support these
programs and operations. Wise historically is in
the middle of the 15 public state institutions in
Virginia in overall fees and has been one of the
lowest in total costs of attendance in the
Commonwealth. The student service fee for
full-time students will increase 5.0 percent from
$3,364 in 2011-12 to $3,532 in 2012-13.
Grants, Contracts, and F&A Recoveries
Sponsored research direct costs and indirect cost
recoveries are projected to decrease by 17.3
percent in 2012-13 as compared to 2011-12.
Grant funding for the GMEC Healthy
Appalachia Program, the MATCH program,
Governor’s School, VISTA, and PTE Clinical
Program Income will end June 30, 2012. F&A
recoveries amount to $29,862 of the total, a 7.2
percent increase over 2011-12.
Endowment Income and Gifts
Projected endowment distributions total $1.9
million in 2012-13, an increase of 1.6 percent as
compared to 2011-12. Private gifts, including
$79,000 of athletic auxiliary revenue, are
projected to total $637,000 for 2012-13; this
represents a 0.7 percent decrease from the 201112 revised projection.
Sales and Services and Other Sources of Funds
Other sources of funds for the 2012-13 operating
budget represent sales and services, which
include non-academic revenues supporting
auxiliary services to students, faculty, and staff,
such as housing rents, board rates, bookstore
sales, parking passes and fines, athletic
conference revenues and gate receipts, and other
activities. Sales and services income is
estimated to total $8.2 million in 2012-13, an
increase of 10.3 percent above the 2011-12
revised budget.
112
University of Virginia's College at Wise
Projected Operating Sources
($)
Sources Amount
FY Resources Category
2012‐R Appropria ons: State
Fed ARRA State Fiscal Stab
Tui on
Less: Tui on to Financial Aid
Student Fees
Sales & Services
Grants & Contracts
F&A ‐ Cost Recoveries
Endowment Distribu on
Endowment Admin Fee
Gi s
MBU Totals
2013‐O Appropria ons: State
Tui on
Less: Tui on to Financial Aid
Student Fees
Sales & Services
Grants & Contracts
F&A ‐ Cost Recoveries
Endowment Distribu on
Endowment Admin Fee
Gi s
MBU Totals
1
2
3
4
5
6
Tui on and GF
Appropria on
Grants & Contracts,
F&A
Private Unrestricted
Private Restricted
Local Sales, Services,
Other
Auxiliary
13,701,557
500,000
7,218,250
‐48,000
261,439
2,840
‐
‐
‐
‐
‐
21,636,086
14,977,113
7,400,000
‐50,000
275,791
2,500
‐
‐
‐
‐
‐
22,605,404
‐
‐
‐
‐
‐
‐
920,139
27,855
‐
‐
‐
947,994
‐
‐
‐
‐
‐
754,243
29,863
‐
‐
‐
784,106
‐
‐
‐
‐
‐
‐
‐
‐
‐
54,445
‐
54,445
‐
‐
‐
‐
‐
‐
‐
‐
88,616
‐
88,616
‐
‐
‐
‐
‐
‐
‐
‐
1,829,680
‐
641,920
2,471,600
‐
‐
‐
‐
‐
‐
‐
1,825,596
‐
637,400
2,462,996
‐
‐
‐
‐
‐
69,500
‐
‐
‐
‐
‐
69,500
‐
‐
‐
‐
72,600
‐
‐
‐
‐
‐
72,600
‐
‐
‐
‐
2,165,293
7,341,314
‐
‐
‐
‐
‐
9,506,607
‐
‐
‐
2,243,397
8,104,142
‐
‐
‐
‐
‐
10,347,539
Total‐Amount
13,701,557
500,000
7,218,250
‐48,000
2,426,732
7,413,654
920,139
27,855
1,829,680
54,445
641,920
34,686,232
14,977,113
7,400,000
‐50,000
2,519,188
8,179,242
754,243
29,863
1,825,596
88,616
637,400
36,361,261
113
OPERATING USES BY ACTIVITY
UVA’S COLLEGE AT WISE
The schedule of Wise’s projected operating uses by activity on the next page summarizes total
expenditures by program: direct instruction, research, public service, academic support, student
services, general administration, O&M of physical plant, scholarships and fellowships, and
auxiliary/self-supporting. The following charts show the percentage of the total operating budget
dedicated to each major activity:
2012-13
2011-12
Instruction
Research & Public Serv.
27.9%
29.2%
Academic Support
26.8%
28.2%
Student Services
2.5%
11.0%
10.0%
General Administration
O&M of Physical Plant
Financial Aid
10.3%
4.8%
4.3%
Auxiliaries
Direct Instruction
Direct instruction includes teaching and research
faculty, support staff, equipment, and operating
costs associated directly with teaching. The
2012-13 instruction budget totals $10.1 million, a
9.0 percent increase as compared to the revised
2011-12 budget. The 2012-13 instruction budget
fully funds open and new teaching and research
(T&R) faculty positions which had been
previously unfunded due to state budget
reductions, and also reserves $150,000 for T&R
faculty salaries, an increase of 50 percent as
compared to the 2011-12 revised budget.
Lastly, the instruction budget includes a
reserve totaling $666,000. Of this amount,
$275,000 is related to funding from the state for
the Wise Scholars Program. The remainder of
the reserve will cover fringe benefit increases and
the state authorized one-time bonus that have yet
to be allocated across the major activity
categories.
Research and Public Service
The SVPEC, the GMEC, the Pro-Art Association
of Wise County, and the City of Norton make up
the public service activities on the Wise campus.
Sponsored research, both state and federal grant
3.0%
10.6%
10.6%
5.1%
11.2%
4.5%
funded, is also included within this program. The
2012-13 operating budget for research and public
service decreases by 10.6 percent to $913,000,
primarily a result of the June 30, 2012 completion
of various sponsored program awards.
The 2012-13 general fund appropriation for the
SVPEC will total $196,000. From this amount,
$71,849 will be allocated to the William King
Regional Arts Center, a non-state agency in
Abingdon, Virginia, for the Van Gogh outreach
program serving the far southwest Virginia
region. The SVPEC serves as the flow through
agent for this allocation. The SVPEC also
approved the allocation of $20,136 of its
appropriation to the E&G budget during 2011-12.
The GMEC will receive a general fund allocation
through the transfer of appropriation from the
Virginia Department of Health in the amount of
$210,759. The GMEC mission will continue,
improving access to high-quality primary care for
the citizens of Virginia by forming educational
partnerships between rural and underserved
communities in Southwest Virginia. Funding for
the Pro-Art Association of Wise County and the
City of Norton will total $19,000 in 2012-13.
114
University of Virginia's College at Wise
Projected Operating Uses - By Activity
1
Subtotal
Program
for
Sort
Program Name 1
FY
Program Name
2012‐R Direct Instruc on
Research
Public Service
Academic Support
Student Services
General Administra on
O&M of Physical Plant
E&G Programs Total
Scholarships & Fellowships
Student Financial Aid Total
Auxiliary/Self-Suppor ng
Auxiliary Enterprises Total
MBU Totals
2013‐O Direct Instruc on
Research
Public Service
Academic Support
Student Services
General Administra on
O&M of Physical Plant
E&G Programs Total
Scholarships & Fellowships
Student Financial Aid Total
Auxiliary/Self-Suppor ng
Auxiliary Enterprises Total
MBU Totals
2
Tui on and GF
Appropria on
3
Grants & Contracts,
F&A
4
Private Unrestricted
Amount
Private Restricted
Fte
Amount
102.1
3.0
41.6
24.3
50.5
25.6
247.0
0.0
0.0
-
8,862,867
410,835
3,633,197
1,556,932
3,481,066
1,768,100
19,712,997
1,911,488
1,911,488
-
3.5
0.5
3.1
0.0
7.1
-
338,027
63,920
538,607
7,440
947,994
-
1.0
1.0
-
54,445
54,445
-
-
-
-
-
247.0
104.8
2.0
42.6
24.3
52.7
25.1
251.4
-
7.1
3.5
0.5
3.1
7.1
-
947,994
302,222
35,468
446,416
784,106
-
1.0
1.0
1.0
-
54,445
88,616
88,616
-
-
21,624,485
10,009,082
425,619
3,589,272
1,546,184
3,296,861
1,752,184
20,619,202
1,986,202
1,986,202
-
-
-
-
-
251.4
22,605,404
7.1
784,106
1.0
88,616
Fte
Amount
Fte
5
Fte
0.7
0.0
0.0
0.0
0.7
0.0
0.0
0.0
0.0
0.7
0.7
0.0
0.0
0.0
0.7
0.0
0.0
0.0
0.0
0.7
Amount
95,148
5,050
47,800
280,000
427,998
1,771,693
1,771,693
271,909
271,909
2,471,600
93,736
500
48,550
280,000
422,786
1,768,210
1,768,210
272,000
272,000
2,462,996
6
Local Sales, Services,
Other
Auxiliary
Amount
Fte
Amount
Fte
Total‐Fte
0.0
0.0
-
2,500
500
500
66,000
69,500
-
-
-
-
-
-
-
0.0
0.0
0.0
-
69,500
5,000
4,500
100
63,000
72,600
-
49.7
49.7
49.7
-
9,506,607
9,506,607
9,506,607
-
-
-
-
-
0.0
72,600
55.1
55.1
55.1
10,347,539
10,347,539
10,347,539
106.3
0.5
6.1
41.6
24.3
51.5
25.6
255.8
0.0
0.0
49.7
49.7
305.5
109.0
0.5
5.1
42.6
24.3
53.7
25.1
260.2
0.0
0.0
55.1
55.1
315.3
Total‐Amount
9,296,042
63,920
956,992
3,688,937
1,557,432
3,881,511
1,768,100
21,212,934
3,683,181
3,683,181
9,778,516
9,778,516
34,674,631
10,405,040
35,468
877,535
3,642,322
1,546,284
3,728,477
1,752,184
21,987,310
3,754,412
3,754,412
10,619,539
10,619,539
36,361,261
115
UVA’S COLLEGE AT WISE
Academic Support
Academic support includes library services,
technological and computer services, and
general academic services to both students and
instructional faculty. Faculty development and
recruitment are also included within this
program. The 2012-13 academic support budget
totals $3.6 million, a decrease of 1.3 percent as
compared to the revised 2011-12 budget.
Student Services
Student Services includes social and cultural
development activities, counseling, and career
guidance, as well as general student affairs
services. Enrollment management, financial aid
services, registration services, publication costs
associated with student recruitment, and
programs designed to meet the guidelines of the
American Disabilities Act also are part of the
student services activity. The 2012-13 student
services budget totals $1.5 million, a 0.7 percent
decrease as compared to the revised 2011-12
budget.
General Administration
Institutional support from executive
management, fiscal operations, logistical
services, development, public relations, and staff
training and development totals $3.7 million in
2012-13, a decrease of 3.9 percent as compared
to the revised 2011-12 budget. This decrease
reflects $700,000 of E&G recoveries from the
auxiliaries, an increased recovery of $100,000.
O&M of Plant
Physical plant services in housekeeping,
maintenance operations, utilities, landscaping,
and grounds maintenance will total $1.8 million
in 2012-13, a decrease of 0.9 percent as
compared to the revised 2011-12 budget.
Student Financial Aid
The general fund appropriation for student
financial aid in 2012-13 will total $2.0 million.
Student financial aid from private funds and
grants totals $1.8 million in 2012-13. The total
student financial aid budget will total $3.8
million, an increase of 1.9 percent as compared
to the revised 2011-12 budget.
Auxiliary Enterprises
The 2012-13 auxiliary enterprises operating
budget will total $10.3 million. Self-supporting
activities include student housing, conference
events, bookstore, dining services, fleet vehicle
management, SWVA Tech Center conferences,
printing and copying services, parking and
transportation, student health services, student
union operations, athletics, and debt service for
residence halls, the dining hall, the football
stadium and student union buildings. Funded
solely by revenue collected for services provided
to students, faculty, staff, and the general public,
the auxiliary enterprise operating budget
comprises 29.2 percent of Wise’s total operating
budget.
Student Housing
Occupancy levels are projected to remain
between 92 to 100 percent in 2012-13. To
maintain and effectively operate Wise’s
residence halls, revenue must reflect the cost of
operation because the Commonwealth does not
provide operational funding for residence halls.
Continuing to provide residence life
opportunities that meet the needs and
expectations of the student body will require a 7
percent increase in room rates. This increase
includes the funding stream to maintain the
financial model for the capital outlay program
that is currently underway. The 2012-13
operating budget for residence hall programs
totals $2.6 million. The 2012-13 operating
budget for conference events totals $165,000.
Parking & Transportation
The 2012-13 projected operating budget for
parking and transportation services will total
$151,000. Services include parking
management, along with the associated staffing
including campus police.
Dining Services
Projected 2011-12 expenditures in the dining
services operating budget will total $1.8 million.
To maintain and effectively operate Wise’s
dining services, revenue must reflect the cost of
operation. To continue providing meal
opportunities that meet the needs and
expectations of the student body, Wise must
keep its meal revenue in line with inflationary
116
to support other auxiliary enterprise programs
and five for intercollegiate athletics, moving
part-time coaching staff to full-time. One
position supported by the unrestricted
endowment has been allocated to support the
Development office staff.
UVA’S COLLEGE AT WISE
increases and operational needs. The Consumer
Price Index for the out-of-home food service for
2011 was 4.7 percent. Based on negotiations
with Chartwells, Wise’s dining service provider,
the meal plan rate for on-campus residents will
increase 5 percent, with an increase of 5 percent
for optional meal plan contracts for commuting
students.
Bookstore
The 2012-13 operating budget for the bookstore
will total $1.3 million, an 11 percent increase as
compared to revised 2011-12 projections. The
projected increase is related to a new retail area
in the David J. Prior Convocation Center, as
well as expanded merchandise, offering greater
variety, improved selection, and more student
friendly goods for sale.
Athletics
The 2012-13 operating budget for the
intercollegiate athletic program totals $1.6
million, an increase of 2 percent as compared to
2011-12. Wise joined the Mid-South Athletic
Conference beginning with the fall 2010
semester. Division I competition for men’s and
women’s basketball necessitated an increase in
scholarship award offerings for students
participating in each of these programs. To
supplement these awards totaling $115,000 per
year, expenditures normally allocated to private
athletic gifts will be allocated to student fees.
These expenditures include all athletic team
travel and meals, wages for part-time coaching
personnel, and recruitment.
Staffing
FTE positions for 2012-13 have been allocated
as follows:
E&G
Auxiliary Enterprises
Sponsored Programs
Private Sources
Total
251.4
55.1
7.1
1.7
315.3
Two additional E&G FTE positions have been
allocated to instruction, funding T&R faculty
positions in the Natural Science and Social
Science departments. Of the seven additional
auxiliary FTE positions, two have been allocated
117
118
The Medical Center’s 2012-13 fiscal plan has been developed while considering the challenge of
providing patient care, teaching, and research services in an increasingly changing health care
industry. The full impact of the Accountable Care Act will not be realized until fiscal year 2015;
however, a number of its provisions have already been effectuated. The impact will be decreased
reimbursements from government payors and an industry wide erosion of pricing power with
private payors. At the same time, cost associated with providing quality patient care will
continue to have upward pressure due to increases in medical supply, pharmaceutical and
medical device expenses, as well as a shortage of health care workers. These changes require
fiscal planning now to ensure meeting the mission of the Health System in the future.
To meet these challenges, the Medical Center has adopted a priority based budget process to
align resource allocations with Medical Center strategies and goals to achieve the Health System
strategic planning goal to become a top decile academic medical center. The Medical Center
budget development process is operationally focused and highly participatory. Patient care
service management, support function management, and physicians have significant roles in the
budget development cycle. The budget process begins with senior management developing basic
budget assumptions such as discharges, length of stay, and productivity standards which drive
the number of employees. An effort is made to maintain overall consistency with the Long
Range Financial Plan. The final budget provides each operating unit a cumulative operating
budget that contains service demand forecasts, required full-time equivalent personnel, and nonlabor expenses.
BUDGET DEVELOPMENT ASSUMPTIONS
Market Conditions
For 2012-13, discharges are budgeted to grow
2.0 percent from 2011-12 projected levels. The
growth will be facilitated by improved patient
flow resulting from bed expansion as bed
capacity is increased from 589 to 661 inpatient
beds by June 30, 2013. Outpatient service
demand is budgeted to grow 0.4 percent from
Discharges-Medical Center
Discharges-Transitional Care
Adjusted Discharges
Average Length of Stay (ALOS)Medical Center
ALOS-Transitional Care
Patient Days
Clinic & Emergency Room Visits
2011-12 projected levels. The budget
recognizes the addition of two Outpatient
Surgery Center operating rooms increasing total
operating room capacity from 34 to 36 for fiscal
year 2013. Additionally, the Transitional Care
Hospital has 40 beds that will be fully
operational by June 30, 2013. The following
table includes historical and projected patient
volumes:
Budgeted
2011-12
28,004
276
51,102
Revised
2011-12
28,182
182
52,024
Budgeted
2012-13
28,750
360
54,274
5.61
5.84
5.50
29.00
157,047
778,081
34.00
165,074
816,070
29.00
158,125
819,365
119
UVA MEDICAL CENTER
UNIVERSITY OF VIRGINIA MEDICAL CENTER
2012-2013 BUDGET SUMMARY
UVA MEDICAL CENTER
Revenues
The Medical Center has seen growth in volumes
over the last year; however, a disproportionate
share of the growth has been Medicaid and
Medicare. One of the Medical Center’s largest
challenges is the unwillingness of government
payors to increase their payments commensurate
with the increases in medical delivery costs.
Growth in revenues will result from the impact
of increasing volume and negotiated contracts
that include rate increases.
Staffing
The Medical Center’s 2012-13 budget has been
benchmarked with comparable academic
medical centers. FTEs are planned at 7,009, an
increase of 321 over the 2011-12 projection of
6,688 FTEs. Increased staffing in inpatient care
services and ambulatory clinics account for an
increase of 279 FTEs, which includes 42
additional FTEs at the Transitional Care
Hospital. The remainder of the growth is
primarily for program and facility expansion.
Rate Changes
The Medical Center proposes an overall rate
increase of 7.0 percent to 9.9 percent, which is
commensurate with rate increases expected to be
implemented in the hospital industry.
OPERATING PLAN
The operating plan is presented on the following
page and includes actual results from 2010-11,
the original 2011-12 budget, the 2011-12
projection, and the 2012-13 budget. The
Medical Center’s 2012-13 fiscal plan projects an
operating margin of $58.6 million or 4.7 percent.
With non-operating activities contributing $16.3
million, net income is budgeted at $74.8 million.
In comparison, it is projected that the 2011-12
operating margin will be $57.7 million or 5.0
percent. Non-operating activities in 2011-12 are
expected to contribute $13.3 million, for a net
income of $71.0 million.
Expenses
Expenses from operations are projected to
increase by $99.0 million. Expenses per case
mix index (CMI) weighted adjusted discharges
are projected to increase from $10,696 to
$11,118. It is anticipated that the expense per
CMI weighted adjusted discharge included in
the budget will be approximately equal to the
academic medical center median expense as
shown in the University Health System
Consortium Operational Database.
Previous increases in capital investment will
result in additional depreciation expense of $9.1
million for 2012-13. Additionally, interest cost
on capital investments is increasing by $9.6
million for 2012-13. The Medical Center’s
2012-13 fiscal plan accounts for these additional
expenses while preserving its goal of providing
high-quality and cost-effective health care,
education, and research services.
The pay-for-performance pool has been
established at $8.0 million, which includes the
impact on fringe benefit costs, and is based on a
3.0 percent salary adjustment to be implemented
in October 2012. Other salary adjustments, such
as market and compensation design adjustments,
total $5.0 million, including the impact on
benefit costs.
The rapidly-changing health care environment
will require continuous examination of budget
assumptions. Management will monitor budget
versus actual performance on a monthly basis
and, where appropriate, make changes to
operations. Management will continue to
identify and implement process improvement
strategies that will allow for operational
streamlining and cost efficiencies.
The Medical Center’s major strategic initiatives
encompassed in the 2012-13 fiscal plan include:
•
The continuation of the collaborative effort
between the Medical Center and the School
of Medicine faculty on documentation of
clinical care and its coding;
•
The continuation of the collaborative effort
between the Medical Center and the School
of Medicine faculty on supply cost;
120
University of Virginia Medical Center
Operating Financial Plan
(dollars in thousands)
Operating Revenues
Total Gross Charges
2011-12
Projected
2011-12
Original Budget
2010-11
Actual
$3,524,144
$3,145,032
$3,216,218
$2,840,663
Less Deductions:
Indigent Care Deduction
Contractual Deduction
Total Deductions
227,688
2,087,488
2,315,176
202,988
1,820,459
2,023,447
210,583
1,869,742
2,080,325
195,645
1,602,918
1,798,563
Net Patient Revenue
1,208,968
1,121,585
1,135,893
1,042,100
48,089
35,606
29,950
29,751
1,257,057
1,157,191
1,165,843
1,071,851
540,334
509,722
79,761
16,622
48,220
494,526
490,756
70,641
7,059
36,509
498,880
486,677
71,939
13,771
36,859
454,518
426,077
63,428
7,725
25,838
1,198,491
1,099,491
1,108,126
984,021
Operating Income
Operating Income Percent
58,565
4.7%
57,700
5.0%
57,718
5.0%
87,830
8.2%
Other Gains and Losses
Investment Income & Inve stment FMV
Net Gain from Affiliates
Loss on Fixed Assets
State Appropriation
Other
Total Other Gains and Losses
17,530
1,351
(800)
0
(2,108)
16,273
11,001
3,459
81
0
(1,239)
13,302
6,774
1,367
(800)
0
(288)
7,053
79,173
3,222
717
0
(9,460)
73,652
74,839
71,002
64,770
161,482
79,761
(23,003)
131,585
70,641
(21,050)
120,593
71,939
(20,988)
115,721
63,428
(17,450)
207,460
96,384
53,725
88,345
66,178
$35,201
$66,868
$27,376
$141,282
Miscellaneous Revenue
Total Operating Revenues
Operating Expenses
Compensation and Benefits
Supplies, Utilities, and Other
Depreciation and Amortization
Interest Expense
Bad Debt
Total Operating Expenses
Reve nues and Gains in Excess of Expenses
:
Add back Depreciation and Amortization
Less Principal Payments on Debt
Cash Available for Capital and Other
Capital Funded from Operations
Additions to Cash and Reserves
121
UVA MEDICAL CENTER
2012-13
Budget
•
The continuation of efforts to better engage
employees and enhance patient satisfaction;
•
The impact on operations from the
completion of construction of the hospital
bed expansion;
UVA MEDICAL CENTER
•
•
The impact on operations from increased
volumes at the Transitional Care Hospital
and the Emily Couric Clinical Cancer
Center;
Continued integration of information
technology services through the Electronic
Medical Record project;
•
Acceleration of patient progression in the
Medical Center’s inpatient units, operating
rooms, and emergency department; and
•
Integration of the HOPE physician practice
into the University Health System.
The major risk factors that impact the ability to
accomplish the fiscal plan include:
•
Changes in healthcare reform, including
maintaining the timeline for reduced
reimbursement while delaying mandatory
coverage;
•
The Supreme Court ruling on health care
reform expected in June 2012;
•
Debt ceiling cuts that would impact
government payors’ ability to cover services
to Medicare and Medicaid patients;
•
Conversion of the government payors
coding system from ICD 9 to ICD 10, which
provides more specific diagnosis codes that
may impact the reimbursement of services;
•
Maintaining and growing a superior
workforce in an environment where
workforce shortages are projected;
•
At-risk Medicare payments due to valuebased purchasing, electronic health record
meaningful use, and hospital readmissions;
•
Further cuts in Graduate Medical Education,
Indirect Medical Education, and Facility
Fees by the Centers for Medicare &
Medicaid Services;
•
Reduced Medicaid funding for Virginia’s
Academic Health Centers type one
hospitals; and
•
Marketplace changes that create a highly
competitive environment.
DEFERRED MAINTENANCE AND CAPITAL
PLAN
Funds available to meet capital requirements are
derived from operating cash flows, funded
depreciation reserves, philanthropy, and interest
income. The Medical Center faces many
challenges regarding capital funding as
continued pressures on the operating margin
affect cash flow, while demand for capital has
increased significantly due to space
requirements, technological advances, and the
aging of existing equipment. Subject to funds
availability, Medical Center management
recommends $96.4 million for capital
requirements, which includes $11.3 million for
the Strategic Investment Pool to invest in high
priority initiatives related to the Medical
Center’s new strategic plan, $8.0 million for
Culpeper Regional Hospital investments, and
$5.0 million for contingencies.
The Medical Center, Facilities Planning and
Construction, and Health System Physical Plant
have developed a building-by-building and
system-by-system evaluation of the
infrastructure of all Medical Center
facilities. The Medical Center Operating Board
and the Buildings & Grounds Committee have
approved this program of infrastructure
enhancement over a period of 10 to 15 years
based on need and available resources from the
Medical Center’s routine yearly capital
expenditures.
122
Under Restructuring and the 2011 Acts of Assembly, Chapter 890, the Board has been delegated
the authority to approve all capital projects (acquisitions, capital leases, or new construction or renovation
projects costing more than $2 million and impacting more than 5,000 gross square feet) funded with nongeneral funds. To facilitate the consideration of certain projects, the Board considers the Annual
Renovation and Infrastructure Projects (ARIP) Plan each year.
With the Budget Summary presentation to the Board, the Academic Division and the Medical
Center will present a detailed list of renovation and infrastructure projects expected to cost between $2
million and $5 million, to be funded with non-general fund cash (no debt), and expected to be initiated
within the next fiscal year. This shorter, annual approval process allows these smaller projects to be
planned in a more appropriate timeline based on the nature of the project. For example, renovating a lab
for a new scientist is a project for which the need will arise during recruitment and which requires
completion before the scientist joins the faculty.
The 2012-13 ARIP Plan for the Academic Division is shown on the following page. It
incorporates potential projects totaling $24.2 million to $30.0 million for the Academic Division,
including an Old Jordan Hall 7th Floor Renovation and several utility upgrade projects. All of the projects
will be funded from E&G maintenance cash reserves.
The Medical Center’s 2012-13 ARIP Plan includes $7.6 to $9.2 million in various renovation
projects and infrastructure upgrades. All projects will be funded from Medical Center operating funds.
Additionally, the Medical Center is authorized to substitute a new project costing between $2 million and
$5 million for a project included on the approved ARIP, provided that the total capital budget as approved
by the Board is not exceeded and that a report is provided at each Board meeting listing the changes made
to the original project list.
123
ANNUAL RENOVATION & INFRASTRUCTURE PROJECTS PLAN
UNIVERSITY OF VIRGINIA ACADEMIC DIVISION AND MEDICAL CENTER
ANNUAL RENOVATION AND INFRASTRUCTURE PROJECTS PLAN
2012-13 Annual Renovation and Infrastructure Projects Plan
School/
Unit
Project Description
ACADEMIC DIVISION
SOM
Old Jordan Hall - 7th Floor
E&G
Funds
Scope
8,000 gsf
$
Auxiliary
Reserve
3,000,000
$
$
$
-
3,600,000
Low
High
$
2,700,000
$
3,300,000
$
3,200,000
$
4,000,000
Housing
Lambeth Field Interior Renovation and Fire
Detection System
FMgt
Heat Plant Upgrades
$
4,500,000
$
-
$
-
$
4,000,000
$
5,000,000
FMgt
Chiller Plant Upgrades
$
4,500,000
$
-
$
-
$
4,000,000
$
5,000,000
FMgt
Electrical Distribution Upgrades
$
3,000,000
$
-
$
-
$
2,700,000
$
3,300,000
FMgt
Heating Distribution Upgrades
$
4,500,000
$
-
$
-
$
4,000,000
$
5,000,000
$
4,000,000
$
-
$
-
$
3,600,000
$
4,400,000
$ 23,500,000
$
$
-
$
24,200,000
$
30,000,000
$
$
$
3,600,000
4,000,000
7,600,000
$
$
$
4,400,000
4,800,000
9,200,000
FMgt
Renewable Energy & Energy Efficiency Various Locations
Total
MEDICAL CENTER
Med Ctr
KCRC and Kirtley Warehouse Renovations
Med Ctr
University Hospital West Complex Renovations
Total
Renov: 7
bldgs,
49,400 gsf;
Fire: 25 bldgs
-
Total Project Budget Range
Medical
Center
Operating
25,000 gsf $
21,000 gsf $
$
-
$
$
$
3,600,000
-
$
$
$
4,000,000
4,400,000
8,400,000
124
APPROVAL OF THE 2012-13 OPERATING BUDGET AND ANNUAL RENOVATION
AND INFRASTRUCTURE PLAN FOR THE ACADEMIC DIVISION
RESOLVED, the 2012-13 Operating Budget and Annual Renovation and Infrastructure
Plan for the Academic Division is approved, as recommended by the President and the Chief
Financial Officer.
RESOLVED, the 2012-13 Operating Budget for The University of Virginia’s College at
Wise is approved, as recommended by the President and the Chief Financial Officer.
APPROVAL OF THE 2012-13 OPERATING AND CAPITAL BUDGETS AND ANNUAL
RENOVATION AND INFRASTRUCTURE PLAN FOR THE UNIVERSITY OF
VIRGINIA MEDICAL CENTER
RESOLVED, the 2012-13 Operating and Capital Budget and Annual Renovation and
Infrastructure Plan for the University of Virginia Medical Center is approved, as recommended
by the President, the Chief Financial Officer, and the Medical Center Operating Board.
APPROVAL OF PRATT FUND DISTRIBUTION FOR 2012-13
RESOLVED, the budget for the expenditure of funds from the Estate of John Lee Pratt is
approved to supplement appropriations made by the Commonwealth of Virginia for the School
of Medicine and the Departments of Biology, Chemistry, Mathematics, and Physics in the
College of Arts and Sciences. Departmental allocations, not to exceed $7,000,000 for 2012-13,
are suggested by the department chairs and recommended by the dean of each school; the
distribution of each allotment will be authorized by the Executive Vice President and Provost.
To the extent the annual income from the endowment is not adequate to meet the recommended
distribution, the principal of the endowment will be disinvested to provide funds for the
approved budgets.
125
RESOLUTION
APPROVAL OF THE 2012-13 OPERATING BUDGET FOR THE UNIVERSITY OF
VIRGINIA'S COLLEGE AT WISE
126
Office of the President ................................................................................................................................. A1
Board of Visitors ......................................................................................................................................... A2
Miller Center for Public Affairs .................................................................................................................. A3
Equal Opportunity Programs ....................................................................................................................... A4
General Counsel .......................................................................................................................................... A5
Office of the Director of Athletics Programs .............................................................................................. A6
Intramurals and Recreational Sports ........................................................................................................... A7
Office of the Vice President and Chief Information Officer ....................................................................... A8
Information Technology Services – Enterprise Applications ...................................................................... A9
Information Technology Services ............................................................................................................. A10
Communication Services ........................................................................................................................... A11
Office of the Vice President of Diversity and Equity ................................................................................ A12
Office of the Vice President for Research ................................................................................................. A13
Virginia Quarterly Review ........................................................................................................................ A14
Environmental Health and Safety .............................................................................................................. A15
Office of the Vice President and Chief Student Affairs Officer ................................................................ A16
Office of African American Affairs .......................................................................................................... A17
Office of the Dean of Students .................................................................................................................. A18
Student Health ........................................................................................................................................... A19
University Career Services ........................................................................................................................ A20
Office of the Executive Vice President and Provost ................................................................................. A21
Center for Liberal Arts .............................................................................................................................. A22
Center for Politics ...................................................................................................................................... A23
Admissions ................................................................................................................................................ A24
Virginia Foundation for the Humanities.................................................................................................... A25
Center for Public Service........................................................................................................................... A26
Center for Advanced Studies ..................................................................................................................... A27
Associate Provost for Academic Support .................................................................................................. A28
Vice Provost for the Arts ........................................................................................................................... A29
Vice Provost for International Programs ................................................................................................... A30
Vice Provost for Academic Programs ....................................................................................................... A31
Vice Provost for Administration ............................................................................................................... A32
College and Graduate School of Arts & Sciences ..................................................................................... A33
Curry School of Education ........................................................................................................................ A34
Darden School of Business........................................................................................................................ A35
Frank Batten School of Leadership and Public Policy .............................................................................. A36
McIntire School of Commerce .................................................................................................................. A37
School of Architecture............................................................................................................................... A38
School of Continuing and Professional Studies ........................................................................................ A39
School of Engineering and Applied Science ............................................................................................. A40
School of Law ........................................................................................................................................... A41
School of Medicine ................................................................................................................................... A42
School of Nursing ...................................................................................................................................... A43
University Library ..................................................................................................................................... A44
Office of the Executive Vice President and Chief Operating Officer ....................................................... A45
University Police ....................................................................................................................................... A46
Audit Department ...................................................................................................................................... A47
127
APPENDIX
APPENDIX
MAJOR BUDGET UNIT SUMMARIES
TABLE OF CONTENTS
APPENDIX
Emergency Preparedness ........................................................................................................................... A48
University Architect .................................................................................................................................. A49
Office of the Vice President and Chief Financial Officer ......................................................................... A50
Treasury Operations .................................................................................................................................. A51
Comptroller ............................................................................................................................................... A52
Business Operations .................................................................................................................................. A53
Dining Services ......................................................................................................................................... A54
Housing Division ....................................................................................................................................... A55
Parking and Transportation ....................................................................................................................... A56
Printing and Copy Services ....................................................................................................................... A57
University Bookstore ................................................................................................................................. A58
Child Development Center ........................................................................................................................ A59
Mail Services ............................................................................................................................................. A60
Sponsored Programs .................................................................................................................................. A61
Risk Management ...................................................................................................................................... A62
Office of the Vice President and Chief Human Resources Officer ........................................................... A63
Office of the Vice President for Management and Budget ....................................................................... A64
University Reserves ................................................................................................................................... A65
General Institutional .................................................................................................................................. A66
Department of Space and Real Estate Management .................................................................................. A67
University Budget Office .......................................................................................................................... A68
State Governmental Relations ................................................................................................................... A69
Procurement and Supplier Diversity Services ........................................................................................... A70
Facilities Management .............................................................................................................................. A71
University Development Office ................................................................................................................ A72
Public Affairs ............................................................................................................................................ A73
Associate VP-Health System..................................................................................................................... A74
WTJU Radio .............................................................................................................................................. A75
128
University of Virginia - MBU Summary
Exec Level: R0005 VP: PR-President's Office, Mbu Level: R0007 MBU: PR-President's Office
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
7.0
1,433,556
9.6
1,620,924
7.0
601,354
12.5
761,797
34,985
14.0
OTPS
Recoveries
2,069,895
1,215,558
22.1
2,566,942
2,872,860
14.0
5.4
22.1
5.2
2,872,860
5,439,802
1,042,103
7.3
658,031
10.8
795,123
0.0
29,000
0.0
249,941
Subtotal
OTPS
12.7
0.0
1,756,594
873,428
15.9
0.0
2,087,167
2,291,366
Subtotal
MBU Totals
0.0
12.7
873,428
2,630,022
0.0
15.9
2,291,366
4,378,533
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
0.1
Amount
6
Local Sales, Services,
Other
FTE
Amount
51,600
4,000
184,221
1,215,558
3,285,453
1,069,563
Subtotal
MBU Totals
5
Private Restricted
0.1
0.1
0.1
16,000
26,000
67,600
5,000
30,000
55,000
5,000
72,600
65,000
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
16.7
3,106,080
19.5
1,367,151
36.2
4,734,437
4,148,418
261,206
‐60,000
‐60,000
‐5,000
25,000
36.2
10.7
4,088,418
8,822,855
2,176,666
18.0
1,453,154
16,000
0.0
294,941
0.1
0.0
81,000
2,500
0.0
5,000
28.7
0.0
3,924,761
3,172,294
0.0
0.1
2,500
83,500
0.0
0.0
5,000
5,000
0.0
28.7
3,172,294
7,097,055
A1
University of Virginia - MBU Summary
Exec Level: R0005 VP: PR-President's Office, Mbu Level: R0020 MBU: PR-Board Office
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
2.0
365,221
6.0
691,682
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Recoveries
Subtotal
MBU Totals
FTE
Amount
4
Private Unrestricted
FTE
1.5
Amount
96,003
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
8.0
1,056,903
131,169
1.5
115,747
118,420
Total ‐ Amount
2.0
365,221
7.5
787,685
9.5
1,172,650
249,589
19,744
OTPS
Recoveries
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
19,744
‐818,682
‐818,682
‐687,513
369,390
397,772
1.5
118,420
234,167
6.0
711,241
1.5
123,952
7.5
835,193
8.0
0.0
1,109,013
60,352
1.5
0.0
123,952
110,215
9.5
0.0
1,232,965
170,567
0.0
‐869,741
0.0
‐869,741
0.0
8.0
‐809,389
299,624
0.0
1.5
110,215
234,167
0.0
9.5
‐699,174
533,791
8.0
2.0
9.5
2.0
‐569,093
603,557
397,772
A2
University of Virginia - MBU Summary
Exec Level: R0005 VP: PR-President's Office, Mbu Level: R0025 MBU: PR-Miller Center
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Amount
31,416
Staff Salaries and benefits
Wages and benefits
Subtotal
3
Grants & Contracts,
F&A
FTE
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Amount
FTE
Amount
FTE
Amount
Total ‐ FTE
13.0
1,906,274
13.9
2,021,156
20.0
1,502,042
20.6
1,553,433
34.5
3,922,009
1,467,050
1.5
157,789
27,111
324,488
32.9
200,000
3,732,804
1,239,331
347,420
608
104,700
31,416
Total ‐ Amount
51,391
1.5
0.3
27,111
184,900
22,466
0.1
19,043
200,000
200,000
32.9
13.7
1,344,031
5,076,835
2,083,552
21.2
1,670,189
3,710
0.3
45,219
0.3
45,219
104,700
608
608
34.5
13.9
1,571,750
5,493,759
2,106,018
21.3
1,689,232
35.2
4,240,208
1,615,100
441,248
34.9
OTPS
Financial Aid
Subtotal
MBU Totals
FTE
Auxiliary
83,466
22,932
31,416
Amount
6
Local Sales, Services,
Other
0.6
Wages and benefits
Subtotal
FTE
5
Private Restricted
0.9
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
4
Private Unrestricted
34.9
4,194,989
1,615,100
444,958
164,000
164,000
1,779,100
5,974,089
1,779,100
6,019,308
35.2
A3
University of Virginia - MBU Summary
Exec Level: R0005 VP: PR-President's Office, Mbu Level: R0030 MBU: PR-EOP Office
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
Amount
FTE
Amount
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
382,438
3.5
382,438
259,974
4.0
259,974
7.5
642,412
176,475
7.5
642,412
214,482
176,475
818,887
380,526
4.0
OTPS
7.5
0.0
Subtotal
MBU Totals
0.0
7.5
Subtotal
Amount
5
Private Restricted
4.0
7.5
3.5
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
4
Private Unrestricted
3.5
OTPS
Subtotal
MBU Totals
3
Grants & Contracts,
F&A
38,007
38,007
38,007
7.5
3.5
214,482
856,894
380,526
269,302
4.0
269,302
649,828
58,434
0.0
36,941
7.5
0.0
649,828
95,375
58,434
708,262
0.0
0.0
36,941
36,941
0.0
7.5
95,375
745,203
A4
University of Virginia - MBU Summary
Exec Level: R0005 VP: PR-President's Office, Mbu Level: R0035 MBU: PR-General Counsel
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
7.5
1,302,068
2.0
103,849
9.5
1,405,917
105,621
OTPS
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Amount
9.5
7.5
105,621
1,511,538
1,304,709
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
1.0
1.0
Amount
99,107
99,107
222,322
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
8.5
Total ‐ Amount
1,401,175
2.0
103,849
10.5
1,505,024
327,943
1.0
1.0
222,322
321,429
99,538
10.5
8.5
327,943
1,832,967
1,404,247
2.0
128,972
2.0
128,972
Subtotal
OTPS
9.5
0.0
1,433,681
41,427
1.0
0.0
99,538
57,908
10.5
0.0
1,533,219
99,335
Subtotal
MBU Totals
0.0
9.5
41,427
1,475,108
0.0
1.0
57,908
157,446
0.0
10.5
99,335
1,632,554
A5
University of Virginia - MBU Summary
Exec Level: R0825 VP: AT-Athletics Department, Mbu Level: R0827 MBU: AT-Athletics
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Subtotal
OTPS
Financial Aid
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
186,473
9.0
888,841
76.9
8,774,704
89.9
9,850,018
0.5
22,371
6.0
501,208
135.3
11,432,293
141.8
11,955,872
31,650
0.0
2,557,558
5,799,444
0.0
8,388,652
4.5
240,494
11,118
15.0
0.0
3,947,607
3,241,926
212.2
26,006,441
16,895,202
231.7
0.0
30,194,542
20,194,302
0.0
13,745,488
0.0
13,745,488
46,056
Internal Debt Service
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
6
Local Sales, Services,
Other
4.0
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
5
Private Restricted
22,000
68,056
68,056
400,000
5,725,193
3,369,169
10,476,729
32,789,336
36,736,943
706,797
212.2
65.0
20,664,371
46,670,812
7,567,420
0.0
231.7
76.0
53,532,881
83,727,423
8,458,077
14,362,614
9,116,362
4.5
4.0
11,118
251,612
183,860
0.5
21,811
9.0
486,109
153.0
13,854,694
162.5
0.0
31,800
0.0
2,396,650
0.0
5,454,930
0.0
7,883,380
4.5
0.0
237,471
8,146
16.0
0.0
3,589,556
1,145,675
218.0
0.0
26,877,044
19,251,432
238.5
0.0
30,704,071
20,451,309
0.0
14,639,371
0.0
14,639,371
0.0
46,056
0.0
15.0
7.0
10,076,729
10,732,018
95,505
0.0
4.5
8,146
245,617
0.0
0.0
141,561
141,561
2,040,557
7,897,835
0.0
16.0
34,414,899
38,004,455
12,772,575
621,900
0.0
218.0
21,913,889
48,790,933
8,615,240
0.0
238.5
56,478,495
87,182,566
A6
University of Virginia - MBU Summary
Exec Level: R0825 VP: AT-Athletics Department, Mbu Level: R1020 MBU: AT-IM-Sports
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Staff Salaries and benefits
Wages and benefits
Subtotal
367,350
8.0
418,347
13.4
785,697
415,506
20.0
852,458
28.0
1,267,964
13.4
880,806
97,950
1,044,066
28.0
122,947
13.4
3.4
880,806
234,328
10.0
610,323
122,947
122,947
13.4
‐152,947
‐152,947
2,914,100
41.4
9.4
5,239,100
8,434,777
567,486
22.0
1,030,616
32.0
1,640,939
28.0
Recoveries
Transfers
122,947
122,947
3,195,677
2,477,947
2,914,100
1,035,000
885,210
885,210
1,142,016
41.4
5,116,153
7,431,024
333,158
122,947
13.4
2,314,871
2,355,000
28.0
6.0
40,559
OTPS
Subtotal
MBU Totals
Total ‐ Amount
8.0
Transfers
2013‐O Faculty Salaries and benefits
Total ‐ FTE
5.4
OTPS
Recoveries
Subtotal
MBU Totals
Amount
28.0
2,398,774
2,546,800
1,075,559
41.4
3,283,984
2,669,747
‐152,947
‐152,947
3,072,500
3,072,500
5,466,353
7,865,127
41.4
5,589,300
8,873,284
A7
University of Virginia - MBU Summary
Exec Level: R1250 VP: IT-VP/CIO, Mbu Level: R1252 MBU: IT-CIO
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
1.0
264,733
120,543
1.0
385,276
1.0
111,106
245,420
1.0
356,526
490,839
2,781,471
365,963
299,037
2.0
2.0
1.0
2,781,471
3,272,310
293,131
299,037
665,000
1.0
150,206
OTPS
2.0
0.0
443,337
1,644,332
0.0
Subtotal
MBU Totals
0.0
2.0
1,644,332
2,087,669
0.0
0.0
Staff Salaries and benefits
Wages and benefits
Subtotal
115,000
2.0
OTPS
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
115,000
856,802
3,080,508
2.0
1.0
3,080,508
3,937,310
293,131
1.0
150,206
15,000
2.0
0.0
443,337
1,659,332
15,000
15,000
0.0
2.0
1,659,332
2,102,669
A8
University of Virginia - MBU Summary
Exec Level: R1250 VP: IT-VP/CIO, Mbu Level: R0240 MBU: IT-IT-ITS Enterprise Applications
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
Amount
FTE
Amount
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
932,614
6.0
932,614
5,931,526
59.1
5,931,526
65.1
6,864,140
7,713,312
65.1
6,864,140
7,732,894
7,713,312
14,577,452
280,862
62.1
OTPS
64.1
0.0
Subtotal
MBU Totals
0.0
64.1
Subtotal
Amount
5
Private Restricted
6.0
65.1
2.0
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
4
Private Unrestricted
59.1
OTPS
Subtotal
MBU Totals
3
Grants & Contracts,
F&A
19,582
19,582
19,582
65.1
2.0
7,732,894
14,597,034
280,862
6,730,290
62.1
6,730,290
7,011,152
3,829,241
0.0
20,758
64.1
0.0
7,011,152
3,849,999
3,829,241
10,840,393
0.0
0.0
20,758
20,758
0.0
64.1
3,849,999
10,861,151
A9
University of Virginia - MBU Summary
Exec Level: R1250 VP: IT-VP/CIO, Mbu Level: R1253 MBU: IT-ITS
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
14.0
1,950,405
147.2
10,618,332
161.2
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
FTE
4.1
Amount
4
Private Unrestricted
FTE
Amount
388,285
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
14.0
1,950,405
151.3
11,006,617
401,918
401,918
94,000
94,000
13,064,655
5,889,567
4.1
388,285
1,550,000
165.3
115,201
13,452,940
7,554,768
15,140
15,140
‐796,463
‐796,463
161.2
13.0
5,108,244
18,172,899
1,950,310
4.1
1,550,000
1,938,285
149.2
11,429,169
4.1
420,974
0.0
370,736
162.2
0.0
13,750,215
1,989,450
0.0
‐849,379
0.0
162.2
1,140,071
14,890,286
4.1
4.1
115,201
115,201
420,974
1,709,026
0.0
5,380
1,709,026
2,130,000
0.0
0.0
5,380
5,380
165.3
13.0
6,773,445
20,226,385
1,950,310
153.3
11,850,143
0.0
370,736
166.3
0.0
14,171,189
3,703,856
0.0
‐849,379
0.0
166.3
2,854,477
17,025,666
A10
University of Virginia - MBU Summary
Exec Level: R1250 VP: IT-VP/CIO, Mbu Level: R1305 MBU: IT-ITS Comm Svcs
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Staff Salaries and benefits
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
46.5
46.5
OTPS
Internal Debt Service
Transfers
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Internal Debt Service
2,612,430
10,922,581
Total ‐ Amount
46.5
2,525,925
46.5
2,612,430
10,922,581
86,505
347,439
347,439
1,182,709
1,182,709
46.5
22.0
12,452,729
15,065,159
107,100
46.5
22.0
12,452,729
15,065,159
107,100
24.5
2,791,891
24.5
2,791,891
0.0
91,225
0.0
91,225
46.5
0.0
2,990,216
11,020,763
46.5
0.0
2,990,216
11,020,763
Transfers
Subtotal
MBU Totals
2,525,925
Total ‐ FTE
86,505
Wages and benefits
Subtotal
Amount
0.0
46.5
480,823
480,823
1,230,831
1,230,831
12,732,417
15,722,633
0.0
46.5
12,732,417
15,722,633
A11
University of Virginia - MBU Summary
Exec Level: R0061 VP: DE-VP/Diversity and Equity, Mbu Level: R0063 MBU: DE-VP/Diversity and Equity
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
0.2
15,061
2.0
465,797
2.2
480,858
1.5
77,037
2.0
140,340
3.5
217,377
49,533
9,500
59,033
5,708
1.7
OTPS
147,339
752,842
5,708
4.0
615,637
158,675
5.7
20,466
Financial Aid
762,976
911,517
20,466
1.7
773,308
920,647
0.1
6,324
3.0
193,733
3.1
1,600
0.0
5,300
0.0
6,900
OTPS
7,924
54,652
5.0
0.0
674,913
125,787
5.1
0.0
682,837
180,439
Financial Aid
19,500
Subtotal
MBU Totals
74,152
82,076
0.0
5.0
125,787
800,700
0.0
5.1
199,939
882,776
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
0.1
0.1
4.0
2.0
158,675
774,312
475,880
5.7
2.0
931,983
1,694,959
475,880
200,057
19,500
A12
University of Virginia - MBU Summary
Exec Level: R1350 VP: RS-VP for Research, Mbu Level: R1354 MBU: RS-VP for Research
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
7.6
1,470,907
10.5
1,201,596
1.0
120,845
0.8
136,209
1.0
232,485
20.8
3,162,042
4.4
561,727
30.3
2,640,813
0.5
28,597
0.2
36,386
57.9
2,332,064
93.3
5,599,587
0.0
254,374
487,806
0.0
90,097
0.0
1,006,104
0.1
7,931
0.5
30,654
0.8
55,547
12.1
0.0
2,294,939
1,423,153
41.3
4,031,548
1,163,747
114.9
0.0
9,823,280
6,859,394
0.0
158,485
691,228
55,431
‐108,000
‐2,600,000
15,342
1.5
0.0
164,784
344,600
0.3
16,962
1.3
677,363
259,998
58.9
2,654,646
3,667,896
232,500
0.0
‐6,322,042
656,065
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
0.0
12.1
5.6
2,006,381
4,301,320
994,590
6.0
774,981
0.0
152,000
11.6
0.0
1,921,571
512,658
656,065
41.3
10.5
0.0
1.5
1.0
344,600
509,384
123,757
1.3
0.7
31.1
3,011,349
0.5
28,304
0.2
255,000
0.0
15,813
1.5
0.0
167,874
122,317
0.5
30,000
4,557,195
1,513,231
0.0
625,781
285,367
0.0
‐100,000
‐2,800,000
492,498
1,169,861
117,479
58.9
0.8
‐2,654,146
500
220,769
0.0
114.9
18.6
363,105
10,186,385
2,717,441
39,717
60.4
2,626,049
98.2
6,480,400
504,400
0.0
89,500
0.0
1,016,713
1.0
60,000
61.2
0.0
2,936,318
3,777,932
117.7
0.0
10,274,554
6,214,386
0.0
‐6,709,250
0.5
30,000
1.4
0.0
691,596
288,248
0.0
250,000
0.0
1,161,148
0.0
‐9,609,250
656,064
656,064
907,336
Transfers
Subtotal
MBU Totals
898,529
173,772
4,205,320
1,260,846
42.1
0.0
11.6
1,038,439
2,960,010
42.1
561,998
5,119,193
979,159
‐9,030,042
898,529
Subtotal
MBU Totals
Total ‐ Amount
907,336
0.0
1.5
122,317
290,191
0.0
1.4
538,248
1,229,844
0.0
61.2
‐2,931,318
5,000
0.0
117.7
‐670,316
9,604,238
A13
University of Virginia - MBU Summary
Exec Level: R1350 VP: RS-VP for Research, Mbu Level: R0055 MBU: RS-VA Quarterly Review
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
1.0
186,155
1.0
186,155
2.0
100,052
2.0
245,686
0.9
86,382
4.9
432,120
3.0
286,207
2.0
245,686
146,529
0.9
86,382
50,000
5.9
618,275
196,529
3.0
1.0
286,207
175,111
2.0
146,529
392,215
0.9
50,000
136,382
0.4
55,468
1.4
241,961
2.2
Subtotal
OTPS
1.4
0.0
230,579
40,000
1.4
0.0
241,961
86,268
2.2
0.0
Subtotal
MBU Totals
0.0
1.4
40,000
270,579
0.0
1.4
86,268
328,229
0.0
2.2
Staff Salaries and benefits
Subtotal
OTPS
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
5.9
1.0
196,529
814,804
175,111
198,880
4.0
496,309
198,880
50,000
5.0
0.0
671,420
176,268
50,000
248,880
0.0
5.0
176,268
847,688
A14
University of Virginia - MBU Summary
Exec Level: R1350 VP: RS-VP for Research, Mbu Level: R1360 MBU: RS-Envir Health/Safety
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
2.5
353,624
15.4
1,064,720
17.9
1,434,169
328,967
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Subtotal
MBU Totals
FTE
Amount
4
Private Unrestricted
FTE
Amount
18.8
1,064,000
18.8
1,089,440
380,000
73,266
73,266
73,266
15,825
OTPS
Recoveries
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
2.0
123,075
2.0
130,495
17,000
25,440
Auxiliary
FTE
Amount
Total ‐ FTE
2.5
353,624
36.2
2,251,795
38.7
2,654,104
799,233
7,420
48,685
‐147,495
17.9
2.7
328,967
1,763,136
397,772
18.8
380,000
1,469,440
15.2
1,085,480
18.8
0.0
26,500
0.0
17.8
0.0
1,509,752
255,623
18.8
0.0
17.8
255,623
1,765,375
18.8
2.0
‐130,495
0
1,158,221
2.0
26,500
0.0
1,184,721
350,000
0.0
55,000
350,000
1,534,721
0.0
0.0
55,000
55,000
Total ‐ Amount
‐147,495
38.7
2.7
651,738
3,305,842
397,772
141,522
36.0
2,385,223
7,420
0.0
60,420
2.0
0.0
148,942
21,000
38.6
0.0
2,843,415
681,623
0.0
‐169,942
0.0
‐169,942
0.0
2.0
‐148,942
0
0.0
38.6
511,681
3,355,096
A15
University of Virginia - MBU Summary
Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: R1143 MBU: SA-VP Office
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
4.7
667,382
2.3
336,742
2.5
207,720
7.9
471,534
2.0
281,390
1.0
55,403
23,340
12.6
OTPS
1,162,256
644,451
14,632
4.3
632,764
278,320
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
3.0
Amount
FTE
Amount
180,592
Total ‐ FTE
0.3
15,500
3.8
295,623
164,287
12.6
4.7
8.9
453,323
4.3
3.2
278,320
911,084
334,335
4.0
254,573
23,340
9.5
1,211,844
988,919
54,972
3.0
180,592
842,579
416,390
416,390
416,390
0.3
15,500
23.6
2,271,235
2,346,027
13.6
1,201,579
437,831
7.2
0.0
603,540
294,307
8,800
3.8
2.5
173,087
468,710
275,134
3.0
842,579
1,023,171
1.0
63,427
3.0
178,137
14,632
23.6
10.4
2,354,827
4,626,062
1,334,385
16.9
949,460
6,739
0.3
13,500
3.8
358,800
172,931
44,711
3.0
0.3
13,500
2,342,056
1,966,672
1,970,672
4,312,728
178,137
841,603
220,000
27.5
0.0
841,603
1,019,740
220,000
220,000
0.0
27.5
4,000
13.6
437,831
1,639,410
0.0
7.2
294,307
897,847
3.8
176,931
535,731
Total ‐ Amount
13.9
8,800
644,451
1,806,707
724,916
OTPS
Financial Aid
Subtotal
MBU Totals
FTE
Auxiliary
17,000
Financial Aid
Subtotal
MBU Totals
Amount
6
Local Sales, Services,
Other
4,000
3.0
A16
University of Virginia - MBU Summary
Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: R1150 MBU: SA-African American Affairs
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
FTE
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
369,117
3.9
369,117
83,100
2.0
83,100
5.9
458,217
123,666
6,000
5.9
458,217
103,691
6,000
19,975
103,691
561,908
398,393
2.0
86,171
5.9
OTPS
490,564
69,951
17,510
Subtotal
MBU Totals
69,951
560,515
17,510
17,510
Subtotal
Amount
Auxiliary
2.0
5.9
3.9
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
6
Local Sales, Services,
Other
3.9
OTPS
Subtotal
MBU Totals
5
Private Restricted
19,975
19,975
5.9
3.9
123,666
581,883
398,393
2.0
86,171
5.9
490,564
87,461
6,000
5.9
6,000
5.9
87,461
578,025
A17
University of Virginia - MBU Summary
Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: R1155 MBU: SA-Dean of Students
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Subtotal
FTE
Amount
637,251
4.8
381,962
451,732
5.5
264,803
177,349
14.3
1,266,331
972,354
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
1.0
Amount
46,655
Auxiliary
FTE
668,765
1,332,764
Total ‐ FTE
4.0
318,172
14.6
1,337,384
1,021,446
32.5
1,784,636
47.1
3,705,584
4,532,908
384,215
1.0
121
46,655
116,445
21.5
1,723,833
2,111,224
583,564
57,500
13,437
14.3
4.8
985,791
2,252,122
576,761
10.3
3.2
1,390,264
2,059,029
214,673
8.5
451,881
7.5
408,589
173,556
13.3
1,202,198
834,713
121
121
1.0
116,445
163,100
1.0
47,150
645,762
1,162,957
‐99,625
‐99,625
2,836,400
2,849,837
21.5
3.6
4,847,999
6,571,832
325,763
47.1
11.6
7,340,620
11,046,204
1,117,197
17.5
1,071,959
34.5
1,979,579
46.1
0.0
3,674,906
4,201,063
22,500
10.7
0.0
382,074
1.0
47,150
125,950
21.1
1,779,796
2,077,443
578,130
60,000
60,000
‐118,287
‐118,287
2,850,800
13.3
834,713
2,036,911
0.0
10.7
1,222,957
1,868,719
Total ‐ Amount
17.5
22,000
10.3
Amount
57,500
OTPS
Financial Aid
Recoveries
Transfers
Subtotal
MBU Totals
Amount
8.5
Recoveries
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
4
Private Unrestricted
5.8
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
1.0
125,950
173,100
21.1
4,809,956
6,589,752
2,850,800
0.0
46.1
6,993,576
10,668,481
A18
University of Virginia - MBU Summary
Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: R1195 MBU: SA-SH-Student Health
1
2
Tui on and GF
Appropria on
FTE
Amount
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
3
Grants & Contracts,
F&A
FTE
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Total ‐ FTE
17,000
3.5
321,408
31.1
3,504,917
35.2
3,843,325
52,000
3.0
88,554
45.5
2,626,801
49.5
2,767,355
25,000
809,473
844,473
12,000
1.6
79,000
227,821
6.5
446,962
212,500
12,000
76.6
131,060
6,941,191
1,978,684
84.7
‐215,410
Recoveries
Transfers
31,975
31,975
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
1.6
0.6
227,821
306,821
20,000
6.5
3.5
212,500
659,462
291,000
1.1
55,000
3.0
77,000
10,000
1.6
Subtotal
OTPS
Recoveries
Transfers
17,500
Subtotal
MBU Totals
17,500
17,500
Total ‐ Amount
1.1
31,975
Subtotal
MBU Totals
Amount
0.6
10,000
Subtotal
OTPS
Amount
4
Private Unrestricted
1.6
85,000
241,000
241,000
326,000
131,060
131,060
6.5
398,000
235,500
235,500
633,500
‐215,410
125,000
125,000
76.6
28.3
1,888,274
8,829,465
3,547,422
84.7
32.3
2,491,630
9,958,783
3,858,422
48.5
3,029,723
52.5
3,161,723
84.9
7,816,946
2,553,436
30,000
6.5
756,801
76.7
12,250
12,250
12,250
7,467,153
2,582,040
76.7
7,333,946
2,047,186
796,801
‐221,489
‐221,489
143,022
143,022
1,968,719
9,302,665
84.9
2,474,969
10,291,915
A19
University of Virginia - MBU Summary
Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: R1240 MBU: SA-Career Services
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Amount
6.0
403,097
8.6
544,981
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
14.6
996,108
199,293
14.6
3.0
199,293
1,195,401
297,980
11.6
Total ‐ Amount
6.0
403,097
2.0
92,115
10.6
637,096
2.0
92,115
67,406
16.6
1,088,223
278,759
48,030
OTPS
Subtotal
MBU Totals
3
Grants & Contracts,
F&A
48,030
12,060
12,060
12,060
2.0
67,406
159,521
785,213
2.0
99,474
16.6
3.0
278,759
1,366,982
297,980
13.6
884,687
0.0
676
0.0
37,242
0.0
37,918
Subtotal
OTPS
14.6
0.0
1,083,869
57,565
7,345
2.0
0.0
136,716
80,934
16.6
0.0
1,220,585
145,844
Subtotal
MBU Totals
0.0
14.6
57,565
1,141,434
7,345
7,345
0.0
2.0
80,934
217,650
0.0
16.6
145,844
1,366,429
A20
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1385 MBU: PV-Ofc of Exec VP & Provost
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Wages and benefits
Subtotal
OTPS
Financial Aid
Internal Debt Service
Subtotal
MBU Totals
Amount
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
6,110,391
0.1
30,000
2.0
378,088
6.1
630,000
40.8
7,148,479
17.4
1,069,170
1.3
147,800
0.1
18,250
0.1
100,000
18.9
1,335,220
663,679
49.9
7,843,240
6,090,182
84,000
76,374
1.0
21,400
71,386
0.1
8,000
1.1
100,786
2.4
283,200
38,000
544,098
6,014,649
6.3
803,000
510,000
60.8
0.0
9,473,538
12,652,831
32,727
Financial Aid
Internal Debt Service
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
4
Private Unrestricted
32.5
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
2.1
0.0
184,000
65,000
91,725
889,052
240,000
548,452
1,281,279
1,281,279
‐26,720
49.9
32.5
6,096,188
13,939,428
4,275,201
17.4
1,106,912
0.0
403,351
49.8
0.0
5,785,464
1,213,968
0.0
31,021
0.0
49.8
1,244,989
7,030,453
‐26,720
2.4
1,503,279
1,786,479
0.0
2.1
1.4
6,106,374
6,650,472
218,800
1.2
165,000
0.1
10,820
6,000
0.0
32,010
171,000
20,000
1.5
0.0
261,630
1,735,998
37,082
0.0
0.0
1.5
1.2
6.3
5.3
750,000
1,553,000
705,000
0.0
60.8
39.2
14,455,841
23,929,379
5,199,001
1.1
127,000
19.8
1,409,732
75,000
0.0
516,361
6.4
907,000
520,000
58.9
0.0
7,125,094
3,489,966
545,000
0.0
200,000
0.0
813,103
2,280,998
2,542,628
0.0
6.4
720,000
1,627,000
0.0
58.9
1,229,739
1.2
1,286,821
1,457,821
1,229,739
5,532,808
12,657,902
A21
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1370 MBU: PV-Ctr for Liberal Arts
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
81,863
1.0
102,179
2.0
184,042
1.0
52,600
0.5
25,312
1.5
77,912
18,560
2.0
153,023
38,532
28,264
2.0
1.0
38,532
191,555
87,563
0.0
59,186
1.0
0.0
146,749
20,985
0.0
1.0
20,985
167,734
46,824
0.8
52,200
0.8
52,200
2.3
207,955
50,000
4.3
360,978
88,532
500
500
2.3
1.5
50,500
258,455
103,000
4.3
2.5
89,032
450,010
190,563
0.5
26,000
0.5
26,000
24,000
0.0
83,186
0.8
53,000
0.8
53,000
2.8
206,000
65,000
3.8
0.0
352,749
85,985
0.0
3.8
86,485
439,234
Financial Aid
2013‐O Faculty Salaries and benefits
FTE
5
Private Restricted
1.0
OTPS
Subtotal
MBU Totals
Amount
4
Private Unrestricted
500
2.8
65,500
271,500
500
A22
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1375 MBU: PV-Ctr Politics
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Amount
2.0
236,347
9.0
509,679
FTE
1.0
500
11.0
OTPS
Subtotal
MBU Totals
3
Grants & Contracts,
F&A
746,526
506,752
11.0
2.0
506,752
1,253,278
292,401
8.0
465,410
0.0
500
Subtotal
OTPS
10.0
0.0
758,311
99,630
Subtotal
MBU Totals
0.0
10.0
99,630
857,941
Amount
84,112
4
Private Unrestricted
FTE
1.0
1.0
85,812
114,640
114,640
200,452
94,466
1.0
Amount
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
327,231
3.8
647,690
1.0
108,460
10.0
618,139
28,724
1.8
464,415
468,585
1.8
0.8
468,585
933,000
331,138
2.0
1,000
1.0
FTE
6
Local Sales, Services,
Other
0.8
1,700
1.0
Amount
5
Private Restricted
30,924
0.6
15,049
0.6
15,049
0.6
15,049
68,501
14.3
1,311,802
1,158,478
14.3
3.8
1,158,478
2,470,280
718,005
186,462
10.0
651,872
23,738
0.0
25,238
95,466
152,699
2.8
0.0
541,338
120,863
152,699
248,165
0.0
2.8
120,863
662,201
0.6
68,501
83,550
0.5
12,000
0.5
12,000
0.5
12,000
55,850
14.3
0.0
1,407,115
429,042
55,850
67,850
0.0
14.3
429,042
1,836,157
0.5
A23
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1390 MBU: PV-Admissions-Undergrad
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
12.0
989,147
12.0
989,147
22.3
974,335
22.3
974,335
34.3
2,062,386
1,225,567
98,904
34.3
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
98,904
2,062,386
1,135,704
34.3
9.7
1,135,704
3,198,090
781,486
28.3
1,383,446
80,000
9,863
80,000
80,000
9,863
9,863
34.3
9.7
1,225,567
3,287,953
781,486
28.3
1,383,446
0.0
85,557
0.0
85,557
Subtotal
OTPS
38.0
0.0
2,250,489
665,406
0.0
80,000
10,000
38.0
0.0
2,250,489
755,406
Subtotal
MBU Totals
0.0
38.0
665,406
2,915,895
0.0
0.0
80,000
80,000
10,000
10,000
0.0
38.0
755,406
3,005,895
A24
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1395 MBU: PV-VA Fnd/Humanities
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Amount
FTE
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
595,390
4.8
549,429
0.3
34,299
12.0
1,179,118
8.0
539,684
10.0
443,315
1.0
64,558
19.0
1,047,557
31.0
2,444,702
1,007,634
585
15.0
1,135,659
403,084
203,375
14.8
14,067
1,196,119
455,000
1.3
115,000
112,924
34,550
218,027
1,500
15.0
7.0
403,084
1,538,743
613,865
14.8
5.0
456,500
1,652,619
605,753
8.0
534,788
10.0
579,331
0.0
585
1,500
115,000
115,000
1.3
0.5
34,550
147,474
45,000
31.0
12.5
1,009,134
3,453,836
1,264,618
2.0
122,440
20.0
1,236,559
16,880
0.0
471,424
2,995,361
841,314
844,314
3,839,675
453,959
22,760
15.0
0.0
1,149,238
350,563
15.0
1,639,043
475,751
2.5
207,080
22,760
0.0
15,000
32.5
0.0
0.0
0.0
15,000
15,000
0.0
32.5
3,000
Financial Aid
Subtotal
MBU Totals
Amount
4
Private Unrestricted
7.0
OTPS
Financial Aid
Subtotal
MBU Totals
3
Grants & Contracts,
F&A
0.0
15.0
350,563
1,499,801
15.0
478,751
2,117,794
3,000
2.5
207,080
A25
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1400 MBU: PV-Ctr for Public Svc
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
FTE
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
5.0
472,668
2.0
209,220
5.5
572,146
30.0
1,943,848
641,038
2.3
209,803
2.0
110,659
5.8
288,474
21.8
1,249,974
82,403
29.3
61,558
8,000
0.5
37,910
1,421,255
299,636
7.8
781,939
322,118
35,736
4.0
355,615
250,000
158,250
11.3
1,018,870
553,130
337,947
0.5
45,910
52.3
3,577,679
1,424,884
15,667
29.3
17.8
299,636
1,720,891
1,306,341
11.3
728,883
7.8
5.3
337,785
1,119,724
525,000
2.3
220,000
134,181
29.0
OTPS
Financial Aid
Subtotal
MBU Totals
FTE
Auxiliary
689,814
GTA/GRA
Subtotal
Amount
6
Local Sales, Services,
Other
11.8
Financial Aid
Recoveries
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
5
Private Restricted
17.5
OTPS
Subtotal
MBU Totals
Amount
4
Private Unrestricted
2,169,405
234,973
15,667
40,000
8.0
851,000
345,501
234,973
2,404,378
8.0
367,101
1,218,101
52.3
31.1
21.0
1,367,270
4.0
2.0
11.3
6.1
551,130
1,570,000
602,934
2.0
112,000
5.5
306,387
45,000
4.0
21,600
29.0
‐2,000
1,438,551
5,016,230
2,644,275
250,000
605,615
210,000
66,000
0.5
‐2,000
367,000
262,501
245,181
11.6
909,321
548,879
0.5
40,000
52.6
4,296,726
1,391,854
10,000
4.0
272,501
639,501
31,600
11.6
548,879
1,458,200
52.6
1,423,454
5,720,180
A26
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1405 MBU: PV-Ctr for Adv Studies
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
2013‐O Faculty Salaries and benefits
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
0.2
44,655
0.2
1.3
57,409
1.3
57,409
1.4
102,064
181,130
1.4
102,064
181,130
OTPS
Subtotal
MBU Totals
Amount
5
Private Restricted
1.4
1.3
Subtotal
1.3
Subtotal
MBU Totals
1.3
OTPS
181,130
283,194
61,102
61,102
200,000
200,000
261,102
1.4
1.3
1.3
1.3
44,655
181,130
283,194
61,102
61,102
200,000
200,000
261,102
A27
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1410 MBU: PV-Assoc Prov-Acad Support
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
10.3
1,124,419
3.0
190,320
36.1
2,290,157
1.0
51,257
1,356,340
9.5
569,665
55.9
5,340,580
1,473,476
OTPS
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
FTE
Amount
5
Private Restricted
FTE
2.0
28,243
4.0
269,820
105,723
Amount
106,930
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
1,314,739
39.1
2,448,344
30,860
8,528
2.0
137,790
46,051
55.9
11.3
1,473,476
6,814,057
1,187,950
4.0
3.0
118,283
388,103
184,620
8,528
8,528
2.0
46,051
183,841
36.7
2,218,751
1.0
56,937
0.0
2,990,713
1.0
9.5
11,700
57.5
0.0
6,409,114
963,614
1,415,443
9.5
569,665
61.9
5,748,190
1,633,778
0.0
57.5
963,614
7,372,728
12,560
36,951
4.0
278,508
99,501
1.0
61.9
14.3
1,646,338
7,394,529
1,372,570
55,270
38.7
2,330,958
47,000
0.0
3,074,664
9.5
11,700
102,270
59,300
62.5
0.0
6,789,892
1,122,415
59,300
161,570
0.0
62.5
1,133,400
7,923,292
10,985
4.0
110,486
388,994
Total ‐ Amount
13.3
12,560
Financial Aid
Subtotal
MBU Totals
Amount
4
Private Unrestricted
10,985
1.0
A28
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1423 MBU: PV-Vice Prov for the Arts
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
Amount
4
Private Unrestricted
FTE
Amount
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
5
Private Restricted
FTE
900
Financial Aid
Transfers
5,000
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
141,680
1.0
141,680
1.8
92,187
1.8
92,187
360
42,865
42,865
9,176
9,176
285,908
627,991
2.8
6,500
2.8
1.0
634,491
920,399
141,680
2.8
1.0
640,841
926,749
141,680
1.8
92,187
2.8
154,524
90
990
990
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
5,000
5,000
1.0
62,337
360
360
17,640
44,000
61,640
9,176
GTA/GRA
1.0
Subtotal
OTPS
Financial Aid
0.0
Subtotal
MBU Totals
0.0
0.0
4,000
79,977
22,659
2.8
287,043
627,374
9,176
0.0
7,000
3.8
0.0
6,500
4,000
4,000
285,908
634,251
6,500
90
Subtotal
MBU Totals
Total ‐ Amount
1.0
2.8
Subtotal
OTPS
Amount
6
Local Sales, Services,
Other
1.0
22,659
102,636
2.8
633,874
920,917
367,020
661,033
6,500
0.0
0.0
7,000
7,000
0.0
3.8
667,533
1,034,553
A29
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1465 MBU: PV-Vice Prov-International
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Subtotal
OTPS
Financial Aid
Recoveries
Transfers
Subtotal
MBU Totals
Amount
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
2.3
274,225
2.3
274,225
715,842
15.8
715,842
18.1
1,719,777
4,691,262
18.1
705,710
24,000
1,695,777
4,596,262
24,000
63,000
32,000
40,881
Recoveries
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
4
Private Unrestricted
15.8
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
729,710
10,000
50,881
‐11,000
‐11,000
62,000
86,000
18.1
2.3
4,941,700
6,661,477
220,466
17.3
781,548
210,557
210,557
18.1
2.3
4,806,819
6,502,596
220,466
72,881
72,881
17.3
781,548
0.0
646,214
0.0
9,000
0.0
655,214
19.6
0.0
1,648,228
5,351,541
34,000
0.0
0.0
9,000
103,000
19.6
0.0
1,657,228
5,488,541
30,250
0.0
10,000
0.0
40,250
0.0
‐20,200
0.0
‐20,200
0.0
0.0
92,800
101,800
0.0
19.6
5,699,119
7,356,347
190,528
0.0
19.6
5,542,069
7,190,297
190,528
64,250
64,250
A30
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1485 MBU: PV-Vice Prov-Acad Prog
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
GTA/GRA
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
1,380,120
1.3
161,418
12.6
829,354
4.2
277,567
238,360
4
Private Unrestricted
FTE
7.5
277,554
Amount
753,692
5
Private Restricted
FTE
26.6
2,491,684
786,000
5.6
716,539
661,300
761,192
454,214
FTE
Amount
Auxiliary
FTE
1.9
736,910
25.6
3,111,691
12.5
724,758
30.3
1,885,225
2.0
277,342
800,756
5,000
48,850
415,438
673,052
14.3
1,461,668
1,384,907
55.9
117,733
724,800
3,216,484
1,402,503
5.6
1.2
671,300
1,387,839
139,922
11.6
834,398
1.8
137,516
0.0
255,320
0.0
43,850
26.1
0.0
2,536,071
448,348
242,094
7.5
8.5
454,214
1,215,406
829,937
0.0
7,500
2.0
1.0
1.0
519,532
663,163
8.5
0.0
837,437
190,680
2.0
10,000
3.0
673,163
1,192,695
‐522,432
790,785
1,206,223
105,700
14.3
0.3
923,675
2,385,343
32,740
55.9
25.4
3,564,773
9,411,295
2,510,802
52,517
13.0
721,152
27.4
1,745,583
303,682
0.0
11,082
0.0
819,678
20,332
3.0
482,231
581,710
13.3
0.0
764,974
1,036,930
0.0
64,182
52.9
0.0
5,140,245
2,920,831
152,000
0.0
8.5
190,680
1,028,117
2.0
5,846,522
3,959,472
127,733
‐461,232
26.6
14.5
Total ‐ Amount
53,546
10,000
448,348
2,984,419
Total ‐ FTE
79,550
‐61,200
0.0
26.1
Amount
1.0
7,500
7.5
Amount
6
Local Sales, Services,
Other
1.0
43,850
Financial Aid
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
14.0
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
733,710
1,215,941
162,000
0.0
13.3
1,036,930
1,801,904
0.0
52.9
3,082,831
8,223,076
A31
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1505 MBU: PV-VP for Administration
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R OTPS
Subtotal
MBU Totals
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
67,144
67,144
0.0
67,144
67,144
56,200
0.0
67,144
67,144
56,200
0.0
0.0
56,200
56,200
0.0
0.0
56,200
56,200
Subtotal
MBU Totals
2013‐O OTPS
Amount
3
Grants & Contracts,
F&A
A32
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2010 MBU: AS-College of Arts & Sciences
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
639.2
72,390,209
112.9
10,770,624
14.8
1,840,870
90.7
10,845,897
857.5
95,847,600
175.0
10,261,436
53.2
2,720,142
15.4
771,742
43.8
2,338,301
287.4
16,091,621
3,423,219
4,635,256
117.3
8,433,429
55.0
3,871,012
931.5
94,508,293
6,051,609
221.0
21,997,034
15,661,723
OTPS
16,809,472
Financial Aid
Recoveries
Internal Debt Service
13,900
30.2
3,460,572
2,626,512
1,691,201
1,245,000
1,000
9,318,375
5.2
366,200
0.3
20,300
177.7
12,690,941
139.7
14,795,398
7,166,901
0.3
21,300
2,058,321
1,322.7
133,948,537
32,629,755
351,088
4,257,684
‐234,834
2,000
24,880,815
‐799,800
‐1,034,634
345,075
345,075
24,500
Transfers
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
Total ‐ Amount
22,650,747
931.5 117,159,040
626.2 67,624,995
175.7
10,488,673
24,500
221.0
113.5
19,122,295
41,119,329
10,830,500
56.2
2,899,303
30.2
15.8
2,042,289
4,668,801
2,025,537
2,926,700
15.4
767,879
4,658,000
0.0
1,500
31.2
0.0
2,794,916
869,144
118.4
8,630,951
56.2
3,959,201
920.3
0.0
89,643,922
7,835,793
225.9
22,374,401
15,536,200
16,309,545
3,461,000
139.7
97.8
11,769,660
26,565,058
11,991,561
46.6
2,516,101
0.3
1.0
1,260,521
1,281,821
49,500
1,322.7
854.3
56,845,511
190,794,049
92,522,093
0.2
10,000
294.1
16,709,353
1,200
0.0
8,811,003
1,251,000
5.1
367,000
0.1
9,300
179.7
12,966,452
149.4
16,125,662
6,300,000
1.3
70,000
1,582,753
1,328.1
0.0
131,008,901
32,123,890
910,000
5,489,876
‐231,000
1,500
26,171,921
‐775,253
‐1,006,253
106,332
106,332
13,000
0.0 23,927,338
920.3 113,571,260
13,000
225.9
18,997,200
41,371,601
0.0
31.2
1,779,144
4,574,060
149.4
11,896,208
28,021,870
1.3
809,000
879,000
0.0
1,328.1
57,408,890
188,417,791
A33
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1640 MBU: CU-Curry School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
8,231,606
57.2
5,629,302
36.4
2,212,939
22.2
1,364,900
738,285
4
Private Unrestricted
FTE
Amount
405,126
0.7
5
Private Restricted
FTE
526,199
10.5
589,000
121.3
11,709,029
2,000,744
89.9
8,829,202
4,431,600
2,718,108
Amount
6
Local Sales, Services,
Other
FTE
Amount
Total ‐ FTE
10.5
795,155
144.6
15,833,965
53,000
10.8
631,713
70.4
4,262,552
5.0
1,110,000
851,276
131,351
443,043
2,452,828
0.3
22,800
23.5
1,154,999
21.6
1,892,711
1,396,302
238.5
23,704,344
8,065,233
505,000
4,333,108
‐156,600
‐127,500
‐284,100
238.5
140.7
12,156,741
35,861,084
15,603,677
42,500
121.3
80.9
4,562,252
16,271,281
9,305,087
44.1
2,809,057
0.0
1,249,799
12.0
481,399
9.6
535,501
137.0
0.0
13,845,342
1,211,212
82.8
8,203,803
4,106,000
0.0
2,661,892
0.0
‐150,300
42,500
89.9
52.1
5,584,100
14,413,302
5,131,700
0.7
105,235
527,361
21.1
1,399,301
0.7
124,461
5.0
4.2
636,351
1,487,627
756,380
21.6
3.4
1,268,802
3,161,513
410,510
0.3
55,000
3.5
186,914
69.7
4,574,733
27,600
0.0
585,390
0.0
3,000,090
21.6
1,016,900
232.0
0.0
24,195,400
6,841,428
0.0
4,165,392
0.0
‐268,700
1,137,301
0.7
0.0
124,461
2,000
1,010,500
4.5
0.0
838,980
157,000
0.0
493,000
6.9
0.0
1,182,814
1,365,216
0.0
‐118,400
100,000
100,000
14,442
0.0
137.0
3,737,246
17,582,588
Total ‐ Amount
772,776
17,000
422,126
105,235
FTE
0.3
25,500
0.7
Amount
Auxiliary
4.7
1,246,000
12.8
Financial Aid
Recoveries
Internal Debt Service
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
72.2
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
14,442
82.8
5,216,500
13,420,303
0.0
0.7
2,000
126,461
0.0
4.5
650,000
1,488,980
0.0
6.9
1,246,816
2,429,630
0.0
232.0
10,852,562
35,047,962
A34
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1825 MBU: DA-Darden School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
98.0
16,951,822
99.5
7,395,780
197.5
Subtotal
OTPS
Financial Aid
Transfers
Subtotal
MBU Totals
Amount
FTE
Amount
63,364
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
63,364
257,772
FTE
Amount
Total ‐ FTE
4,654,867
1.0
164,843
123.0
21,834,896
826,359
16.0
942,778
127.5
9,164,917
0.3
21,760
36.2
7,120,843
1,445,217
15,900
17.0
1,123,521
827,600
3,146,195
0.3
21,760
250.7
34,167,768
13,261,623
5,830,971
6,596,158
5,006,850
5,006,850
197.5
80.0
16,503,071
42,363,111
17,247,878
105.0
7,972,788
12.0
952,691
1,773,136
0.0
1,575,790
26,993,802
10,860,766
36.0
0.0
7,254,800
1,327,308
0.0
6,625,280
185.0
0.0
257,772
321,136
0.0
270,983
765,187
36.2
24.0
7,276,188
14,397,031
4,726,319
17.0
1.0
827,600
1,951,121
167,045
250.7
105.0
24,864,631
59,032,399
22,141,242
15.0
910,966
132.0
9,836,445
15,900
0.0
3,364,826
1,093,911
593,647
237.0
0.0
35,342,513
13,052,704
0.0
7,390,467
16.0
5,186,025
0.0
185.0
16,811,978
43,805,780
Total ‐ Amount
12.0
1,617,857
25,860,040
10,731,034
Amount
Auxiliary
24.0
765,187
Financial Aid
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
4
Private Unrestricted
1,512,438
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
5,186,025
0.0
0.0
270,983
270,983
0.0
36.0
7,952,588
15,207,388
16.0
593,647
1,687,558
0.0
237.0
25,629,196
60,971,709
A35
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1361 MBU: BA-Frank Batten School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
3.7
GTA/GRA
Subtotal
OTPS
Financial Aid
Internal Debt Service
Subtotal
MBU Totals
0.2
2,286
Amount
FTE
Amount
30,900
5
Private Restricted
FTE
Amount
760,000
272,000
5.7
1,038,300
21,000
0.4
120,900
8,000
18.1
2,974,000
920,000
15,800
147,469
10,600
1.0
76,600
0.5
35,000
5.5
0.0
627,252
15,300
0.7
161,800
18,000
0.0
78,140
31,000
0.0
5.5
93,440
720,692
49,000
210,800
75,000
349,286
1.5
89,600
24.1
4,133,200
951,000
2,000
459,146
23,800
144,700
51,800
0.0
532,990
0.0
18.1
15.0
1,912,136
4,886,136
3,425,700
10.0
50,000
50,000
40,000
25.0
552,086
0.0
532,990
0.0
24.1
18.2
2,036,076
6,169,276
3,870,083
895,000
11.5
1,042,469
291,000
0.0
426,600
4,611,700
920,800
2,000
2,000
0.0
5,250
741,300
1.5
111,600
31.2
0.0
5,450,752
999,350
0.0
850,440
0.0
31.2
2,763,487
8,214,239
913,697
0.7
40,000
90,000
Total ‐ Amount
2,934,314
12,000
0.0
Total ‐ FTE
9.9
0.2
1.5
Amount
12.8
15,000
0.4
0.2
FTE
760,000
0.3
5.7
3.0
Amount
1,930,000
62,600
98,140
1,136,440
392,583
FTE
Auxiliary
8.9
75,000
77,140
6
Local Sales, Services,
Other
9.0
1.0
Financial Aid
Internal Debt Service
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
973,414
FTE
4
Private Unrestricted
1.0
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
25.0
2,575,797
7,187,497
913,697
0.0
0.0
5,250
5,250
A36
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2375 MBU: MC-McIntire School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
101.1
12,105,268
30.4
1,780,261
131.4
OTPS
Financial Aid
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Internal Debt Service
Transfers
Subtotal
MBU Totals
FTE
Amount
4
Private Unrestricted
FTE
1.8
983,153
5,392
14,868,682
2,488,616
5,392
Amount
254,394
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
1,465,141
111.1
13,824,803
4.3
273,334
34.6
2,053,595
145.7
17,766,943
3,310,466
900,000
1.8
254,394
12.5
1,888,545
2,638,475
750,000
71,850
527,706
707,587
3,595,035
3,595,035
1,158,602
131.4
56.6
3,827,099
18,695,781
10,521,525
40.4
2,843,202
0.0
990,531
97.0
0.0
14,355,258
1,821,683
0.0
609,115
1,158,602
0.1
5,392
8,735
1.8
2.0
254,394
285,394
12.5
16.0
4,872,741
7,511,216
2,881,900
145.7
74.6
8,771,690
26,538,633
13,697,554
4.6
294,275
45.0
3,137,477
725,000
0.0
1,726,315
20.6
3,901,175
750,000
119.6
0.0
18,561,346
2,643,633
0.0
557,148
0.0
1,166,263
10,784
0.1
19,519
2.0
285,394
71,850
71,850
0.0
71,950
3,595,035
3,595,035
1,111,889
0.0
97.0
3,542,687
17,897,945
Total ‐ Amount
8.2
179,881
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
1,111,889
0.1
19,519
2.0
285,394
0.0
20.6
4,902,183
8,803,358
0.0
0.0
71,950
71,950
0.0
119.6
8,516,820
27,078,166
A37
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1565 MBU: AR-Architecture School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
46.2
5,203,053
14.7
986,205
0.6
30,000
61.5
6,221,378
1,669,501
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
0.8
Amount
107,300
4
Private Unrestricted
FTE
1.1
Amount
95,108
5
Private Restricted
FTE
209,300
77,000
61.5
39.8
2,347,070
8,568,448
4,755,438
18.9
1,258,402
0.0
388,670
1.3
30,000
59.9
6,432,510
662,526
0.0
672,344
0.0
59.9
1,334,870
7,767,380
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
509,887
51.0
5,915,348
53,709
15.7
1,039,914
115,000
1.1
95,108
49,997
3.9
219,120
678,596
268,757
0.6
30,000
67.3
7,204,382
2,368,254
302,999
452,115
0.8
0.8
77,000
286,300
78,000
1.1
1.4
49,997
145,105
97,633
3.9
3.6
720,872
1,399,468
535,404
1.0
67,709
70,000
0.8
0.8
1,129,684
302,999
302,999
0.1
95,000
148,000
75,000
1.4
0.0
97,633
47,471
75,000
223,000
0.0
1.4
47,471
145,104
Total ‐ Amount
1.0
102,000
0.8
Amount
6
Local Sales, Services,
Other
2.9
677,569
Financial Aid
2013‐O Faculty Salaries and benefits
FTE
2,120
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
4.6
0.0
698,113
265,000
0.0
473,450
0.0
4.6
738,450
1,436,563
0.1
0.1
67.3
45.5
3,497,938
10,702,320
5,466,475
6,485
20.0
1,332,596
20,000
0.0
573,670
26,485
281,669
281,669
308,154
1.3
30,000
66.8
0.0
7,402,741
1,331,666
0.0
1,145,794
0.0
66.8
2,477,460
9,880,201
A38
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1915 MBU: CP-School of Cont/Prof Studies
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
41.0
4,319,745
0.8
56,223
1.0
113,778
65.4
3,827,939
0.6
25,736
2.4
139,449
3,415,772
0.5
11,250
106.8
11,574,706
5,787,031
OTPS
196,758
1.4
104,000
Financial Aid
Recoveries
Internal Debt Service
278,717
422,109
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
1.1
Amount
92,620
Total ‐ FTE
3.4
76,693
42,000
2,000
684,722
224,176
42.8
4,489,746
69.4
4,085,744
1.1
92,620
58,862
0.5
11,250
112.7
12,630,765
6,570,871
100,000
246,000
‐100,000
‐387,487
394,521
394,521
61,200
106.8
28.2
5,919,065
17,493,770
3,217,069
1.4
0.5
464,109
742,826
29,891
71.0
4,292,320
0.4
14,061
0.0
3,045,552
99.2
0.0
10,556,341
3,233,550
0.0
183,518
76,693
76,693
102,000
102,000
‐17,800
3.4
1.3
285,376
970,098
281,010
1.1
‐41,138
51,482
1.8
110,242
0.3
17,933
69,730
502,406
112.7
30.0
6,806,105
19,436,869
3,527,971
73.4
4,434,556
0.0
3,617,688
103.3
0.0
11,581,614
3,589,964
1,400
1,400
0.9
113,682
97,664
3.0
1,000
15,005
90,000
3,256,666
13,813,008
893,658
210,479
0.3
0.0
‐45,000
0.9
112,669
226,351
91,000
91,000
17,933
47,271
0.0
‐160,402
0.0
99.2
Total ‐ Amount
4,044,025
‐287,487
Transfers
2013‐O Faculty Salaries and benefits
FTE
431,495
‐79,000
Subtotal
MBU Totals
Amount
Auxiliary
3.0
165,479
1,059,137
‐7,000
0.0
0.3
40,271
58,204
288,523
‐212,402
0.0
103.3
3,666,085
15,247,700
A39
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1665 MBU: EN-Engr School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Internal Debt Service
Subtotal
MBU Totals
FTE
Amount
147.0
18,333,343
103.0
11,033,860
65.6
4,303,626
59.5
2,857,296
135,421
4
Private Unrestricted
FTE
0.1
Amount
311,053
5
Private Restricted
FTE
1,016,678
98.0
5,871,315
229.9
0.0
23,789,068
5,030,559
260.6
22,724,813
15,614,755
5,272,552
Amount
14.3
2,513,170
3.3
156,267
2,962,342
17.2
Financial Aid
Internal Debt Service
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
0.1
311,053
175,000
7.9
467,994
25.4
3,684,146
2,242,164
1,011,692
78,471
830,250
10,303,111
34,092,178
20,289,991
260.6
106.1
18,872,821
41,597,634
11,327,431
68.9
4,648,721
58.5
0.0
370,500
0.0
17.2
1,260,100
235.4
0.0
26,569,312
2,088,714
FTE
0.3
Amount
13,821
Auxiliary
FTE
Amount
Total ‐ FTE
32,191,426
128.7
7,331,010
3,644,478
0.3
13,821
804,199
123.1
7,355,987
516.2
0.0
50,522,901
23,866,677
1,395
9,465,234
908,721
25.4
14.4
4,084,106
7,768,252
2,543,580
2,782,646
3.3
156,267
2,962,342
0.0
546,715
98.0
5,871,315
7.9
471,515
123.2
7,602,930
262.6
0.0
22,943,734
15,614,755
25.6
0.0
3,718,077
2,371,402
524.0
0.0
53,555,997
20,297,910
4,577,936
0.1
0.1
0.1
175,000
486,053
311,053
311,053
3,179,595
0.3
805,594
819,415
0.0
516.2
269.9
34,240,632
84,763,533
34,472,055
0.3
13,821
130.9
7,601,455
0.0
3,879,557
0.3
0.0
1,006,793
13,821
223,039
1,395
8,765,719
950,000
0.0
235.4
6,666,650
33,235,962
Total ‐ Amount
264.4
546,715
3,179,595
0.0
229.9
149.3
6
Local Sales, Services,
Other
0.0
262.6
18,794,350
41,738,084
0.1
311,053
0.0
25.6
4,328,195
8,046,272
950,000
0.0
0.3
224,434
238,255
0.0
524.0
30,013,629
83,569,626
A40
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1620 MBU: LW-Law School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
Amount
FTE
Amount
2.0
400,000
10.5
3,144,000
3,106,864
1.0
33,501
5.0
203,000
2,737,855
42,200
6
Local Sales, Services,
Other
FTE
3.4
302,805
Amount
146,758
Auxiliary
FTE
Amount
Total ‐ FTE
180.4
31,208,784
9,384,967
28,845,425
64.9
3,490,123
2,954
3,085,814
62,640
3.0
475,701
222,400
15.5
179,600
6,257,082
3,649,805
465,800
3.4
149,712
247,545
202.3
3,894,653
‐236,838
4,765,689
4,765,689
180.4
99.4
20,407,738
51,616,522
25,182,000
3.0
4.0
222,400
698,101
650,000
64.5
4,073,066
1.0
35,000
4,208,000
33,463,066
8,200,400
179,600
179,600
15.5
9.5
4,360,453
8,010,258
2,890,000
3.4
10,707
160,419
5.0
200,000
6.0
6.0
42,000
5.0
727,000
250,000
202.3
112.9
25,180,898
60,664,900
28,722,000
324,000
76.5
4,632,066
324,000
245,000
189.4
0.0
37,804,066
9,153,400
200,000
14.5
0.0
8,000
6,267,082
3,290,000
450,000
4,450,000
3,795,377
10,062,459
‐224,000
‐224,000
4,548,896
Transfers
163.9
19,016,378
52,479,444
35,484,002
10,500,312
10,151,735
‐236,838
163.9
Total ‐ Amount
137.4
62,640
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
FTE
25,301,425
Wages and benefits
Subtotal
Amount
5
Private Restricted
55.5
Financial Aid
Recoveries
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
4
Private Unrestricted
124.9
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
4,548,896
5.0
250,000
977,000
0.0
0.0
8,000
8,000
14.5
4,245,377
7,535,377
6.0
21,000
345,000
0.0
189.4
23,540,755
61,344,821
A41
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2485 MBU: MD-School of Medicine
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Amount
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
37,770,802
549.9
53,984,424
24.0
1,978,726
154.2
24,386,622
9.7
972,902
1,003.1
119,093,476
166.4
8,387,868
382.9
25,200,657
18.0
1,200,705
153.0
10,025,143
26.1
1,500,596
746.4
46,314,969
171,085
2,700,372
6.0
204,200
147.5
4,455,779
437.7
0.0
46,533,956
21,971,035
1,080.3
86,341,232
59,769,243
1,981,786
9,275,365
‐11,123,658
93,284
1,309,125
11,333,067
0.0
437.7
274.3
14,138,288
60,672,244
37,122,833
80,470,959
1,080.3 166,812,191
543.1 54,005,586
161.5
10,423,797
382.9
164,210
27,158,421
64,176
42.0
200,000
147.5
4,455,779
442.3
0.0
47,910,840
16,148,749
1,073.5
88,320,158
59,769,243
1,914,883
9,275,365
‐10,489,154
93,284
2,588,351
7,606,963
3,243,607
841,829
1,956,354
35,484
4,927,471
9.7
340,496
0.5
14,084
163.6
5,014,559
316.9
36,708,615
18,294,038
36.3
2,523,066
3,636,349
1,913.1
0.0
175,350,476
104,512,494
59,496
6,567,713
49,066
17,933,426
12,888
‐3,119,419
‐14,136,904
36.3
15.7
565,996
3,089,062
1,576,069
0.0
1,913.1
1,012.7
120,951,208
296,301,683
119,491,413
25.7
1,688,149
738.8
51,273,471
12,642,192
42.0
23.9
901,325
4,144,932
1,965,678
316.9
155.7
24,874,639
61,583,254
24,821,247
15.6
1,137,296
153.1
10,865,808
2,700,372
6.5
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
FTE
4
Private Unrestricted
265.3
Financial Aid
Recoveries
Internal Debt Service
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
64,176
39.5
3,167,150
164,990
1,956,354
35,484
4,920,596
9.7
340,496
0.4
14,084
164.0
5,010,359
318.4
37,983,905
18,294,038
41.8
3,313,786
2,446,449
1,915.5
0.0
180,695,839
96,823,469
59,496
6,567,416
49,066
17,866,226
12,888
‐3,561,185
‐13,944,167
10,195,314
4,708,351
0.0
442.3
14,871,180
62,782,020
4,708,351
76,744,855
1,073.5 165,065,013
39.5
224,486
3,391,636
318.4
24,874,342
62,858,247
41.8
‐1,065,670
2,248,116
0.0
1,915.5
115,649,193
296,345,032
A42
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2465 MBU: NR-Nursing School
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
Amount
4,955,180
7.0
846,243
25.6
1,520,008
2.4
119,295
284,776
264,138
4.3
275,000
9,580
71.0
7,034,964
1,210,840
9.4
909,888
Financial Aid
Recoveries
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
41.2
OTPS
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
1,239,256
928,182
4
Private Unrestricted
FTE
3.0
Amount
317,001
5
Private Restricted
FTE
Amount
2.6
505,625
5.0
292,351
6
Local Sales, Services,
Other
FTE
0.4
30,934
3.0
317,001
7.6
498,687
828,910
693,160
Amount
30,700
Auxiliary
FTE
Amount
Total ‐ FTE
54.2
6,654,749
33.0
1,931,654
4,204
0.4
34,904
29,882
584,052
4.3
284,580
91.4
9,455,035
2,862,064
984,350
2,392,925
‐1,444,400
‐1,444,400
71.0
44.2
676,328
7,711,292
4,492,394
9.4
2.9
1,426,869
2,666,125
316,030
3.0
0.4
317,001
45,636
7.6
1.8
1,677,510
2,506,420
377,912
24.9
1,408,986
1.8
105,556
3.5
274,019
3.3
321,098
393,621
172,609
4.3
275,000
36,065
73.4
0.0
6,570,001
1,143,199
4.7
873,445
630,260
751,224
0.4
0.4
29,882
64,786
30,700
91.4
49.7
3,810,589
13,265,624
5,262,672
33.5
2,109,659
566,230
3.9
319,655
5.0
699,010
620,124
257,045
784,115
1,008,269
1,638,529
1,404,239
2,103,249
0.4
30,700
26,181
4.3
311,065
87.4
0.0
8,249,626
2,540,728
1,914,605
‐1,372,600
0.0
73.4
644,044
7,214,045
Total ‐ Amount
‐1,372,600
4.7
3.9
319,655
5.0
0.4
26,181
56,881
0.0
87.4
3,082,733
11,332,359
A43
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1530 MBU: LB-Library-UVa
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
FTE
Amount
67.0
5,122,103
3.1
183,400
181.5
8,739,891
4.1
352,776
20,615
248.5
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
13,882,609
6,996,448
4
Private Unrestricted
FTE
0.8
Amount
76,332
5
Private Restricted
FTE
604,176
1,087,278
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
76,980
71.8
5,458,815
3.0
193,500
188.6
9,286,167
260.4
14,918,597
12,209,780
85,000
0.8
76,332
1,600,554
4.0
173,615
355,480
2,086,000
439,500
30,000
248.5
66.4
6,996,448
20,879,057
5,457,595
7.2
0.8
1,087,278
1,691,454
98,739
157.6
8,467,385
5.0
486,058
0.0
20,615
224.0
0.0
13,945,595
6,518,005
0.0
224.0
6,518,005
20,463,600
0.8
0.8
1,600,554
1,676,886
75,573
4.0
1.0
2,116,000
2,471,480
77,501
3.0
208,493
50,000
5.8
634,797
600,000
30,000
439,500
439,500
1.0
82,380
85,000
0.8
75,573
1,595,000
4.0
370,994
2,450,000
260.4
69.0
12,239,780
27,158,377
5,709,408
166.6
9,244,316
0.0
155,615
1.0
0.0
82,380
263,620
235.6
0.0
15,109,339
11,426,625
0.0
1.0
263,620
346,000
0.0
235.6
11,456,625
26,565,964
30,000
5.8
600,000
1,234,797
0.8
1,595,000
1,670,573
Total ‐ Amount
1.0
68,000
7.2
Amount
6
Local Sales, Services,
Other
4.0
2,480,000
2,850,994
30,000
A44
University of Virginia - MBU Summary
Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: R0210 MBU: CO-Exec VP/COO
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
2.0
642,624
3.7
157,650
0.2
Subtotal
5.7
0.0
800,274
1,910,185
0.2
Subtotal
MBU Totals
0.0
5.7
2.0
1,910,185
2,710,459
260,947
2.7
Subtotal
OTPS
4.7
0.0
Subtotal
MBU Totals
0.0
4.7
Staff Salaries and benefits
OTPS
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Amount
324,643
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
2.0
Total ‐ Amount
967,267
3.9
157,650
324,643
278,204
5.9
0.0
1,124,917
2,188,389
0.2
278,204
602,847
0.0
5.9
2.0
2,188,389
3,313,306
260,947
539,537
0.3
142,650
3.0
682,187
800,484
443,190
0.3
0.0
142,650
89,856
5.0
0.0
943,134
533,046
443,190
1,243,674
0.0
0.3
89,856
232,506
0.0
5.0
533,046
1,476,180
A45
University of Virginia - MBU Summary
Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: R0225 MBU: CO-Police Dept
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Staff Salaries and benefits
143.0
143.0
OTPS
Recoveries
Subtotal
MBU Totals
2013‐O Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Subtotal
MBU Totals
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
7,831,476
Total ‐ FTE
7,831,476
143.0
7,982,226
2,882,952
150,750
7,982,226
2,576,249
2,387
40,816
263,500
‐3,302,539
143.0
146.0
‐726,290
7,255,936
7,613,079
0.0
156,812
146.0
0.0
7,769,891
1,740,290
0.0
‐2,988,485
0.0
146.0
‐1,248,195
6,521,696
Total ‐ Amount
143.0
150,750
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
‐3,302,539
2,387
2,387
40,816
40,816
263,500
263,500
0.0
2,000
0.0
1,000
0.0
269,000
0.0
0.0
2,000
2,000
0.0
0.0
1,000
1,000
0.0
0.0
269,000
269,000
143.0
146.0
‐419,587
7,562,639
7,613,079
0.0
156,812
146.0
0.0
7,769,891
2,012,290
0.0
‐2,988,485
0.0
146.0
‐976,195
6,793,696
A46
University of Virginia - MBU Summary
Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: R0230 MBU: CO-Audit Dept
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
3.0
460,756
3.0
460,756
14.0
1,333,330
14.0
1,333,330
17.0
1,794,086
467,029
17.0
1,794,086
467,029
OTPS
17.0
3.0
467,029
2,261,115
491,857
17.0
3.0
467,029
2,261,115
491,857
14.0
1,336,037
14.0
1,336,037
Subtotal
OTPS
17.0
0.0
1,827,894
84,865
17.0
0.0
1,827,894
84,865
Subtotal
MBU Totals
0.0
17.0
84,865
1,912,759
0.0
17.0
84,865
1,912,759
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
A47
University of Virginia - MBU Summary
Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: R0233 MBU: CO-Emergency Preparedness
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
2.0
239,652
2.0
1.0
60,345
1.0
60,345
3.0
299,997
389,241
3.0
299,997
389,241
OTPS
239,652
389,241
689,238
248,625
3.0
2.0
1.0
58,936
1.0
58,936
Subtotal
OTPS
3.0
0.0
307,561
213,736
3.0
0.0
307,561
213,736
Subtotal
MBU Totals
0.0
3.0
213,736
521,297
0.0
3.0
213,736
521,297
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
3.0
2.0
389,241
689,238
248,625
A48
University of Virginia - MBU Summary
Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: R0295 MBU: CO-Architect-Uva
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
3
Grants & Contracts,
F&A
Amount
FTE
Amount
4
Private Unrestricted
FTE
FTE
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
1,076,881
7.0
1,076,881
474,168
6.0
474,168
13.0
1,551,549
365,007
500
13.0
500
1,551,549
341,048
23,959
341,048
1,892,597
1,068,803
6.0
491,580
OTPS
13.0
0.0
1,560,383
67,636
0.0
Subtotal
MBU Totals
0.0
13.0
67,636
1,628,019
0.0
0.0
Subtotal
Amount
Auxiliary
6.0
13.0
7.0
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
6
Local Sales, Services,
Other
7.0
OTPS
Subtotal
MBU Totals
Amount
5
Private Restricted
23,959
23,959
13.0
7.0
365,007
1,916,556
1,068,803
6.0
491,580
2,425
13.0
0.0
1,560,383
70,061
2,425
2,425
0.0
13.0
70,061
1,630,444
A49
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0660 MBU: FI-VP&CFO
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
3.0
569,507
0.1
18,668
1.0
92,095
25.3
2,036,189
4.0
669,271
76,974
25.4
2,148,541
742,650
7,669
OTPS
4
Private Unrestricted
FTE
0.6
Amount
78,880
78,880
324,013
25.4
742,650
2,891,191
1.0
75,732
29.5
2,482,460
4.0
29.5
OTPS
685,380
12,130
2,563,332
649,616
143,488
Subtotal
MBU Totals
12,130
697,510
649,616
3,212,948
143,488
143,488
Subtotal
10,138
4.0
Amount
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
3.7
667,055
26.3
2,128,284
30.0
2,896,692
1,143,637
0.6
324,013
402,893
30.0
3.0
1,143,637
4,040,329
599,510
30.5
2,558,192
33.5
3,248,712
805,234
80,872
29.5
Total ‐ Amount
101,353
0.6
76,974
746,245
599,510
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
6
Local Sales, Services,
Other
93,684
4.0
3.0
Subtotal
MBU Totals
5
Private Restricted
91,010
33.5
805,234
4,053,946
A50
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0664 MBU: FI-Treasury Management
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
0.4
53,000
0.4
53,000
3.0
439,350
3.0
439,350
3.4
492,350
1,882,000
3.4
492,350
1,882,000
OTPS
Transfers
0
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
0
3.4
1.0
1,882,000
2,374,350
135,000
3.4
1.0
1,882,000
2,374,350
135,000
3.0
407,000
3.0
407,000
4.0
542,000
2,051,000
4.0
542,000
2,051,000
OTPS
Transfers
Subtotal
MBU Totals
Total ‐ Amount
4.0
0
0
2,051,000
2,593,000
2,051,000
2,593,000
4.0
A51
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0665 MBU: FI-Comptroller
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Subtotal
OTPS
Financial Aid
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
6.8
685,239
0.1
17,475
6.9
702,714
4,500,697
1.9
187,002
73.7
4,687,699
78.6
5,490,413
424,032
2.0
0.0
204,477
1,060,523
80.6
0.0
5,694,890
2,317,599
5,000
0.0
64,364,827
304,477
33,563,125
304,477
0.0
701,524
131,520
9,623,642
12,969,060
8,204,000
6,000,000
Internal Debt Service
Transfers
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
4
Private Unrestricted
71.8
OTPS
Financial Aid
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
329,999
78.6
7.0
34,317,156
39,807,569
829,653
71.6
4,559,507
0.0
276,000
78.6
0.0
5,665,160
164,787
0.0
37,440,851
‐329,999
0.0
0.0
9,995,167
9,995,167
13,100,580
13,100,580
1.7
0.0
9,734,755
8,204,000
8,204,000
188,000
1.7
0.0
188,000
13,200
0.0
11,528,300
854,285
0.0
2.0
115,523
320,000
854,285
854,285
2.0
140,000
2.0
0.0
6,000,000
‐6,950,000
140,000
949,000
8,324,000
‐6,095,715
0.0
80.6
7.0
66,586,711
72,281,601
829,653
75.3
4,887,507
0.0
276,000
82.3
0.0
5,993,160
1,126,987
0.0
67,027,906
6,000,000
0.0
78.6
37,605,638
43,270,798
0.0
0.0
9,734,755
9,734,755
0.0
1.7
11,541,500
11,729,500
0.0
0.0
8,324,000
8,324,000
2.0
6,000,000
‐7,089,000
313,606
‐140,000
0
313,606
313,606
‐6,775,394
0.0
82.3
67,379,499
73,372,659
A52
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0705 MBU: BU-Business Operations
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
2.3
124,267
Auxiliary
FTE
OTPS
Recoveries
Total ‐ FTE
246,800
1.0
246,800
5.8
365,900
8.0
490,167
9.0
744,967
339,959
5,600
126,667
142,450
6.8
800
‐5,900
618,300
196,709
8,000
‐553,400
Transfers
Total ‐ Amount
1.0
2,400
2.3
Amount
‐559,300
29,200
‐113,809
‐84,609
30,000
30,000
6.8
1.0
‐470,500
147,800
238,800
9.0
1.0
‐303,950
441,017
238,800
527,950
2.3
136,550
263,217
2.3
129,000
5.8
398,950
8.0
0.0
6,500
0.0
23,400
0.0
29,900
2.3
0.0
135,500
95,623
6.8
0.0
661,150
494,250
9.0
0.0
796,650
591,273
Recoveries
Transfers
0.0
‐6,200
0.0
‐509,200
0.0
‐515,400
Subtotal
MBU Totals
0.0
2.3
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
0.0
1,400
420,100
89,423
224,923
0.0
0.0
421,500
421,500
‐469,200
0.0
6.8
‐484,150
177,000
‐49,100
0.0
9.0
26,773
823,423
A53
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0725 MBU: BU-Dining Svcs
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Staff Salaries and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
25.0
Transfers
Total ‐ Amount
25.0
25.0
OTPS
Total ‐ FTE
25.0
546,400
546,400
4,168,300
4,168,300
25.0
23.0
4,714,700
4,714,700
0
25.0
23.0
4,714,700
4,714,700
0
Subtotal
23.0
0.0
0
617,100
23.0
0.0
0
617,100
Subtotal
MBU Totals
0.0
23.0
Subtotal
MBU Totals
2013‐O Staff Salaries and benefits
OTPS
Transfers
4,160,200
4,777,300
4,777,300
4,160,200
0.0
23.0
4,777,300
4,777,300
A54
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0730 MBU: BU-Housing Div
1
2
Tui on and GF
Appropria on
FTE
Amount
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Transfers
11,147
Subtotal
MBU Totals
11,147
11,147
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
0.5
189,000
0.5
189,000
35.5
2,613,500
35.5
2,613,500
0.0
208,000
0.0
208,000
36.0
0.0
3,010,500
17,449,000
36.0
0.0
3,010,500
17,460,147
17,469,500
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
17,469,500
0.0
36.0
0.5
34,918,500
37,929,000
21,675
0.0
36.0
0.5
34,929,647
37,940,147
21,675
36.5
2,708,392
36.5
2,708,392
0.0
179,000
0.0
179,000
2,909,067
18,296,395
37.0
0.0
2,909,067
18,307,542
OTPS
Transfers
0.0
11,147
37.0
0.0
Subtotal
MBU Totals
0.0
0.0
11,147
11,147
0.0
37.0
Subtotal
Total ‐ Amount
17,436,500
35,732,895
38,641,962
17,436,500
0.0
37.0
35,744,042
38,653,109
A55
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0750 MBU: BU-Parking and Transportation
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Wages and benefits
Subtotal
OTPS
Recoveries
120,839
1.0
120,839
3,478,201
77.0
3,478,201
1,124,160
78.0
4,723,200
7,986,800
1,124,160
78.0
4,723,200
7,986,800
‐7,417,000
‐7,417,000
7,761,200
7,761,200
78.0
79.0
8,331,000
13,054,200
3,885,500
78.0
79.0
8,331,000
13,054,200
3,885,500
0.0
1,129,800
0.0
1,129,800
79.0
0.0
5,015,300
8,479,900
79.0
0.0
5,015,300
8,479,900
0.0
‐7,616,800
0.0
‐7,616,800
7,348,600
Transfers
Subtotal
MBU Totals
Total ‐ Amount
1.0
Transfers
2013‐O Staff Salaries and benefits
Total ‐ FTE
77.0
OTPS
Recoveries
Subtotal
MBU Totals
Amount
0.0
79.0
8,211,700
13,227,000
7,348,600
0.0
79.0
8,211,700
13,227,000
A56
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0770 MBU: BU-Printing and Copy Services
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
1.0
96,000
1.0
96,000
30.8
1,562,000
30.8
1,562,000
0.0
126,000
0.0
126,000
31.8
1,784,000
1,711,000
31.8
1,784,000
1,711,000
OTPS
Transfers
497,000
497,000
31.8
1.0
2,208,000
3,992,000
100,000
31.8
1.0
2,208,000
3,992,000
100,000
31.8
1,735,000
31.8
1,735,000
0.0
96,000
0.0
96,000
Subtotal
32.8
0.0
1,931,000
1,735,000
32.8
0.0
1,931,000
1,735,000
Subtotal
MBU Totals
0.0
32.8
2,291,000
4,222,000
0.0
32.8
2,291,000
4,222,000
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
OTPS
Transfers
556,000
556,000
A57
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0775 MBU: BU-University Bookstore
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
1.0
169,500
1.0
169,500
88.0
3,654,600
88.0
3,654,600
89.0
4,039,300
26,904,500
89.0
4,039,300
26,950,214
215,200
Subtotal
OTPS
Transfers
45,714
Subtotal
MBU Totals
45,714
45,714
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
215,200
2,630,100
2,630,100
89.0
1.0
29,534,600
33,573,900
168,900
89.0
1.0
29,580,314
33,619,614
168,900
88.0
3,782,100
88.0
3,782,100
0.0
197,300
0.0
197,300
4,148,300
26,229,600
89.0
0.0
4,148,300
26,292,600
28,494,900
32,643,200
0.0
89.0
28,557,900
32,706,200
OTPS
Transfers
0.0
63,000
89.0
0.0
Subtotal
MBU Totals
0.0
0.0
63,000
63,000
0.0
89.0
Subtotal
Total ‐ Amount
2,265,300
2,265,300
A58
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0790 MBU: BU-Child Development Ctr
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2012‐R OTPS
50,000
50,000
Transfers
‐50,000
‐50,000
0
0
41,400
0
0
41,400
Subtotal
MBU Totals
2013‐O OTPS
0.0
Transfers
Subtotal
MBU Totals
0.0
‐41,400
0.0
0.0
0
0
‐41,400
0.0
0.0
0
0
A59
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0795 MBU: BU-Mail Services
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
CS
FY CT
Category
2012‐R OTPS
Recoveries
Transfers
Subtotal
MBU Totals
Total ‐ FTE
Total ‐ Amount
2,757,200
2,757,200
‐785,000
‐785,000
19,300
19,300
0.0
1,991,500
1,991,500
2,795,300
0.0
1,991,500
1,991,500
2,795,300
0.0
‐785,000
0.0
‐785,000
0.0
0.0
2,040,000
2,040,000
0.0
0.0
2,040,000
2,040,000
Subtotal
MBU Totals
2013‐O OTPS
Recoveries
Transfers
Amount
29,700
29,700
A60
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0815 MBU: FI-Sponsored Programs
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
FTE
Amount
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
129,000
1.0
129,000
1,121,981
4.0
377,213
1,110
20.0
1,500,304
17.0
1,250,981
61,816
4.0
377,213
4,762
1,110
5,204
21.0
1,629,304
71,782
5,204
6,314
61,816
1,312,797
133,875
4.0
4,762
381,975
16.0
1,166,370
4.0
1,300,245
17,866
4.0
OTPS
17.0
0.0
Subtotal
MBU Totals
0.0
17.0
17,866
1,318,111
Subtotal
Amount
6
Local Sales, Services,
Other
1.0
17.0
1.0
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
FTE
5
Private Restricted
16.0
OTPS
Subtotal
MBU Totals
4
Private Unrestricted
4.0
21.0
1.0
71,782
1,701,086
133,875
384,117
20.0
1,550,487
384,117
1,684,362
24,984
24,984
1,709,346
384,117
0.0
7,118
21.0
0.0
0.0
0.0
7,118
7,118
0.0
21.0
A61
University of Virginia - MBU Summary
Exec Level: R0655 VP: FI-VP&CFO, Mbu Level: R0820 MBU: FI-Risk Management
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Recoveries
1,651,423
Subtotal
MBU Totals
1,651,423
1,651,423
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Total ‐ FTE
500
500
1,651,423
500
1,651,423
1,651,423
500
500
Total ‐ Amount
137,256
1.0
137,256
4.0
284,295
4.0
284,295
5.0
421,551
5,987,600
5.0
421,551
7,639,523
‐6,409,151
Subtotal
‐6,409,151
5.0
1.0
‐421,551
0
155,020
5.0
1.0
1,230,372
1,651,923
155,020
4.0
329,651
4.0
329,651
5.0
484,671
5,987,600
5.0
484,671
7,639,523
‐6,472,271
Recoveries
Subtotal
MBU Totals
Amount
1.0
500
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
OTPS
5
Private Restricted
5.0
‐484,671
0
‐6,472,271
5.0
1,167,252
1,651,923
A62
University of Virginia - MBU Summary
Exec Level: R0800 VP: HR-Human Resources, Mbu Level: R0805 MBU: HR-Human Resources
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Transfers
Subtotal
MBU Totals
Amount
FTE
Amount
5
Private Restricted
FTE
Amount
1.0
147,828
6,717,000
42,300
6,659
3,391
80.5
6,907,128
867,399
6,659
219,299
3,391
‐158,300
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
1.0
147,828
97.4
8,179,329
1,464,329
541,478
98.4
0.0
8,381,507
1,628,176
0.0
‐1,087,310
0.0
‐1,245,610
0.0
17.9
0.4
‐545,832
918,497
61,827
0.0
98.4
2.0
382,566
8,764,073
321,926
8,137,828
17.9
1,462,329
17.9
0.0
2,000
54,350
‐158,000
158,000
80.5
1.7
551,099
7,458,227
260,099
377,299
383,958
3,391
73.6
6,327,788
22.1
1,810,040
95.8
0.0
42,612
0.0
7,000
3,000
0.0
28,852
0.0
81,464
75.3
0.0
6,630,499
548,428
0.0
0.0
7,000
106,942
3,000
22.5
0.0
1,900,719
391,912
97.8
0.0
8,541,218
1,047,282
0.0
‐201,029
0.0
‐1,244,796
0.0
‐1,445,825
0.0
22.5
‐852,884
1,047,835
0.0
97.8
‐398,543
8,142,675
Transfers
2013‐O Faculty Salaries and benefits
FTE
4
Private Unrestricted
79.5
OTPS
Recoveries
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
‐150,000
0.0
75.3
197,399
6,827,898
0
150,000
0.0
0.0
256,942
263,942
0
3,000
A63
University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0285 MBU: MB-VP/Mgmt & Budget
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
2.0
495,371
2.0
495,371
3.0
223,308
3.0
223,308
5.0
0.0
729,399
2,464,560
0.0
5.0
2.0
2,464,560
3,193,959
531,420
10,720
5.0
OTPS
10,720
729,399
638,351
576,209
0.0
1,250,000
576,209
576,209
0.0
0.0
1,250,000
1,250,000
5.0
2.0
638,351
1,367,750
531,420
2.0
176,045
2.0
176,045
0.0
19,101
0.0
19,101
0.0
15,479
0.0
15,479
Subtotal
OTPS
4.0
0.0
742,045
41,082
0.0
25,395
0.0
500,000
4.0
0.0
742,045
566,477
Subtotal
MBU Totals
0.0
4.0
41,082
783,127
0.0
0.0
25,395
25,395
0.0
0.0
500,000
500,000
0.0
4.0
566,477
1,308,522
Subtotal
MBU Totals
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
A64
University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0300 MBU: MB-University Reserves
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
Internal Debt Service
1.0
130,000
1.0
90,825
2.0
0.0
220,825
11,713,714
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Internal Debt Service
Transfers
Subtotal
MBU Totals
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
38,100
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
1.0
38,100
188,000
Total ‐ Amount
168,100
1.0
90,825
2.0
0.0
258,925
11,901,714
‐59,852,434
‐59,852,434
234,347
656,064
700,760
1,591,171
‐3,871,245
1,247,194
731,000
‐1,893,051
0.0 ‐51,775,618
2.0 ‐51,554,793
4.3
8,502,062
1,903,258
1,903,258
Transfers
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
0.0
1,619,760
1,657,860
268,600
14.2
11,016,225
0.0
562,200
14.2
0.0
77,500
0.0
700
0.0
78,200
18.5
0.0
19,595,787
20,721,282
0.0
0.0
831,500
4,000,000
22.0
0.0
21,827,287
27,221,282
3.5
3.5
0.0
1,400,000
1,400,000
2,500,000
0.0
2.0
7.8
‐48,252,600
‐47,993,675
10,170,662
11,578,425
‐62,825,612
‐62,825,612
656,064
700,760
1,356,824
‐7,216,605
1,256,002
603,000
‐5,357,603
0.0 ‐49,320,935
18.5 ‐29,725,148
1,912,066
1,912,066
0.0
0.0
5,303,760
6,135,260
0.0
3.5
2,500,000
3,900,000
0.0
22.0
‐39,605,109
‐17,777,822
A65
University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0301 MBU: MB-General Institutional
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
CS
FY CT
Category
2012‐R Staff Salaries and benefits
Amount
Amount
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
7,530,561
614,333
6,530,033
‐1,101,045
1,070,000
Financial Aid
Recoveries
Internal Debt Service
1,070,000
‐14,039,530
‐398,482
‐2,575,632
‐17,013,644
467,904
467,904
‐5,604,250
Transfers
669,449
‐10,575,315
‐10,575,315
Subtotal
MBU Totals
‐398,482
‐398,482
2013‐O Staff Salaries and benefits
Subtotal
0.0
7,691,956
0.0
250,000
0.0 ‐13,684,419
0.0
‐398,482
0.0
‐2,475,115
‐1,860,782
510,500
0.0
0.0
510,500
99,000
0.0
‐2,266,193
‐4,934,801
669,449
669,449
‐1,101,045
‐1,101,045
0.0
‐1,110,588
0.0
‐13,880,508
‐13,266,175
510,500
0.0
0.0
510,500
6,680,368
0.0
250,000
0.0
‐16,349,094
467,904
Internal Debt Service
Transfers
467,904
‐1,214,959
0.0
0.0
‐6,489,518
‐6,489,518
Total ‐ Amount
614,333
614,333
100,517
Subtotal
Subtotal
MBU Totals
FTE
6
Local Sales, Services,
Other
614,333
OTPS
OTPS
Financial Aid
Recoveries
5
Private Restricted
265,000
0.0
0.0
‐398,482
‐398,482
0.0
0.0
‐2,167,193
‐1,656,693
265,000
265,000
‐949,959
0.0
0.0
‐1,110,588
‐1,110,588
0.0
0.0
‐9,900,781
‐9,390,281
A66
University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0302 MBU: MB-Dept of Space & RE Mgmt
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
Staff Salaries and benefits
Subtotal
OTPS
Recoveries
FTE
Amount
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
375,188
3.0
375,188
150,602
3.0
150,602
6.0
525,790
30,000
6.0
525,790
30,000
‐201,155
‐201,155
5,314,326
5,314,326
‐5,314,326
‐5,314,326
6.0
3.0
‐171,155
354,635
377,991
6.0
3.0
‐171,155
354,635
377,991
2.6
159,383
2.6
159,383
5.6
0.0
537,374
23,047
5.6
0.0
537,374
23,047
‐204,000
0.0
0.0
5,314,325
Internal Debt Service
Transfers
Subtotal
MBU Totals
Amount
5
Private Restricted
3.0
Transfers
2013‐O Faculty Salaries and benefits
FTE
4
Private Unrestricted
3.0
OTPS
Recoveries
Internal Debt Service
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
‐5,314,326
0.0
5.6
‐180,954
356,420
‐204,000
5,314,325
‐5,314,326
0.0
5.6
‐180,954
356,420
A67
University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0303 MBU: MB-Budget Office-UVA
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Staff Salaries and benefits
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
8.0
891,000
8.0
891,000
8.0
8.0
OTPS
891,000
72,670
891,000
73,640
Recoveries
‐81,000
Subtotal
MBU Totals
8.0
8.4
‐8,330
882,670
908,199
8.4
0.0
908,199
13,112
0.0
‐81,599
0.0
8.4
‐68,487
839,712
Subtotal
2013‐O Staff Salaries and benefits
Subtotal
OTPS
Recoveries
Subtotal
MBU Totals
970
‐81,000
970
970
0.0
970
0.0
0.0
970
970
8.0
8.4
‐7,360
883,640
908,199
8.4
0.0
908,199
14,082
0.0
‐81,599
0.0
8.4
‐67,517
840,682
A68
University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0305 MBU: MB-State Gov Relations-UVa
1
2
Tui on and GF
Appropria on
FTE
Amount
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
1.5
255,996
1.5
255,996
1.0
58,523
1.0
92,803
2.0
151,326
Subtotal
1.0
58,523
1,847
2.5
348,799
31,846
3.5
407,322
33,693
Subtotal
MBU Totals
1.0
1,847
60,370
1.0
58,844
Staff Salaries and benefits
OTPS
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
2.5
1.5
31,846
380,645
212,334
3.5
1.5
33,693
441,015
212,334
1.0
92,889
2.0
151,733
0.0
12,740
0.0
12,740
Subtotal
OTPS
1.0
0.0
58,844
1,526
2.5
0.0
317,963
32,761
3.5
0.0
376,807
34,287
Subtotal
MBU Totals
0.0
1.0
1,526
60,370
0.0
2.5
32,761
350,724
0.0
3.5
34,287
411,094
A69
University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0310 MBU: MB-Procurement and Supplier Diversity Services
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Transfers
Subtotal
MBU Totals
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Total ‐ Amount
1.0
192,761
1.0
192,761
40.0
2,572,607
40.0
2,572,607
41.0
2,817,428
977,250
41.0
2,817,428
1,018,886
52,060
OTPS
Recoveries
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
52,060
9,636
‐8,000
40,000
9,636
9,636
‐8,000
‐8,000
40,000
40,000
‐487,211
41.0
1.0
490,039
3,307,467
195,272
40.0
41.0
0.0
‐487,211
41.0
1.0
531,675
3,349,103
195,272
2,790,452
40.0
2,790,452
2,985,724
‐40,160
2,985,724
‐30,858
0.0
6,790
0.0
2,512
41.0
0.0
0.0
0.0
6,790
6,790
0.0
0.0
2,512
2,512
0.0
41.0
600,000
0.0
41.0
559,840
3,545,564
600,000
569,142
3,554,866
A70
University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: R0330 MBU: FM-Facilities Management
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
11.0
1,610,000
11.0
1,610,000
60,442,255
1,206.5
60,442,255
1,217.5
62,052,255
500,186,218
1,217.5
62,052,255
509,124,279
2,502,756
1,737,838
316,700
18,900
4,361,867
‐489,730,000
‐489,730,000
2,502,756
2,502,756
817,321
1,217.5
11.0
67,083,201
67,083,201
1,206.5
0.0
2,454,000
0.0
2,454,000
1,217.5
71,115,201
523,567,625
1,217.5
71,115,201
532,313,221
0.0
‐520,167,000
0.0
1,217.5
12,819,530
83,934,731
256,700
18,900
18,900
20,211,600
82,263,855
1,578,000
1,206.5
1,650,193
316,700
316,700
817,321
1,217.5
11.0
2,205,000
1,737,838
1,737,838
5,179,188
5,179,188
10,456,218
72,508,473
1,578,000
18,900
4,614,803
0.0 ‐520,167,000
673,309
Internal Debt Service
Subtotal
MBU Totals
Auxiliary
1,206.5
OTPS
Recoveries
Internal Debt Service
Subtotal
MBU Totals
Amount
3
Grants & Contracts,
F&A
0.0
1,217.5
3,400,625
74,515,826
2,205,000
2,205,000
1,650,193
1,650,193
256,700
256,700
18,900
18,900
5,288,112
5,288,112
673,309
A71
University of Virginia - MBU Summary
Exec Level: R0065 VP: DV-VP/Dev & UR, Mbu Level: R0067 MBU: DV-VP Office
1
2
Tui on and GF
Appropria on
FTE
Amount
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
26.0
3,613,157
117.7
8,160,925
143.7
Subtotal
OTPS
Recoveries
19,073
Subtotal
MBU Totals
19,073
19,073
Amount
5
Private Restricted
FTE
Amount
6
Local Sales, Services,
Other
FTE
0.2
142,338
35,000
11,916,420
6,878,788
35,000
60,000
Amount
18,000
Auxiliary
FTE
Amount
Total ‐ FTE
26.0
3,613,157
117.9
8,178,925
143.9
11,984,420
7,180,177
15,000
0.2
33,000
222,316
192,338
‐231,925
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
143.7
24.5
6,646,863
18,563,283
3,503,536
119.1
8,509,556
Wages and benefits
Subtotal
OTPS
Recoveries
6,629
Subtotal
MBU Totals
6,629
6,629
143.6
0.0
12,013,092
5,588,270
‐231,925
60,000
95,000
0.2
222,316
255,316
143.9
24.5
6,948,252
18,932,672
3,503,536
119.1
8,509,556
0.0
35,000
0.0
35,000
0.0
0.0
35,000
60,000
0.0
162,477
143.6
0.0
12,048,092
5,817,376
0.0
0.0
60,000
95,000
0.0
0.0
162,477
162,477
0.0
143.6
5,587,376
17,635,468
‐230,000
0.0
143.6
5,358,270
17,371,362
Total ‐ Amount
‐230,000
A72
University of Virginia - MBU Summary
Exec Level: R0065 VP: DV-VP/Dev & UR, Mbu Level: R0175 MBU: DV-Public Affairs
1
2
Tui on and GF
Appropria on
FTE
CS
FY CT
Category
2012‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
7.0
657,098
2.0
150,495
9.0
807,593
1,208,348
8.8
559,676
4.0
252,409
30.8
2,020,433
25.0
1,871,824
439,662
10.8
710,171
685,577
4.0
252,409
40,000
39.8
2,834,404
1,165,239
6,378
6,378
25.0
5.0
439,662
2,311,486
413,368
10.8
1.0
685,577
1,395,748
82,420
4.0
40,000
292,409
20.0
1,384,363
9.8
642,540
4.0
Subtotal
25.0
1,804,091
51,200
10.8
728,460
287,393
Subtotal
MBU Totals
25.0
287,393
1,015,853
2013‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
FTE
Auxiliary
18.0
OTPS
Subtotal
MBU Totals
6
Local Sales, Services,
Other
6,360
OTPS
51,200
1,855,291
39.8
6.0
1,165,239
3,999,643
495,788
258,286
33.8
2,285,189
4.0
0.0
258,286
34,123
39.8
0.0
2,790,837
372,716
0.0
4.0
34,123
292,409
0.0
39.8
372,716
3,163,553
3,500
10.8
9,860
A73
University of Virginia - MBU Summary
Exec Level: R0065 VP: DV-VP/Dev & UR, Mbu Level: R0201 MBU: DV-Assoc VP-HS
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
Amount
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
Amount
CS
FY CT
Category
2012‐R Staff Salaries and benefits
Wages and benefits
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
Subtotal
Subtotal
MBU Totals
110,246
112,026
1,000
Total ‐ Amount
1.0
50,730
1.0
50,730
1.0
50,730
167,423
1.0
52,510
277,669
1,780
1,780
110,246
OTPS
6
Local Sales, Services,
Other
1,780
1.0
167,423
218,153
1.0
OTPS
1,000
107,100
0.0
216,963
0.0
1,000
324,063
Subtotal
MBU Totals
107,100
108,100
0.0
0.0
216,963
216,963
0.0
0.0
324,063
325,063
2013‐O Wages and benefits
Subtotal
277,669
330,179
1,000
A74
University of Virginia - MBU Summary
Exec Level: R0065 VP: DV-VP/Dev & UR, Mbu Level: R1245 MBU: DV-WTJU Radio
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
Amount
CS
FY CT
Category
2012‐R Staff Salaries and benefits
4
Private Unrestricted
FTE
Amount
5
Private Restricted
FTE
2.0
Amount
103,500
6
Local Sales, Services,
Other
FTE
Amount
Auxiliary
FTE
Amount
Total ‐ FTE
2.0
137,500
4.0
241,000
2.0
137,500
11,150
4.0
250,500
135,500
9,500
Wages and benefits
2.0
Subtotal
OTPS
74,350
Subtotal
MBU Totals
74,350
74,350
2013‐O Staff Salaries and benefits
Wages and benefits
2.0
2.0
113,000
50,000
50,000
163,000
113,120
9,500
2.0
2.0
11,150
148,650
136,080
121,120
46,880
2.0
0.0
46,880
168,000
0.0
2.0
8,000
2.0
Subtotal
OTPS
71,225
Subtotal
MBU Totals
71,225
71,225
2.0
Total ‐ Amount
4.0
4.0
135,500
386,000
249,200
141,180
10,595
4.0
0.0
262,300
128,700
10,595
151,775
0.0
4.0
128,700
391,000
5,100
13,100
A75