September 20, 2013
MEMORANDUM
TO:
The Finance Committee:
Victoria D. Harker, Chair
John A. Griffin, Vice Chair
Frank B. Atkinson
Marvin W. Gilliam Jr.
Stephen P. Long, M.D.
Edward D. Miller, M.D.
Timothy B. Robertson
Linwood H. Rose
George Keith Martin, Ex Officio
Daniel M. Meyers, Consulting Member
Martin N. Davidson, Faculty Consulting Member
and
The Remaining Members of the Board and Senior Advisor:
Hunter E. Craig
Allison Cryor DiNardo
Helen E. Dragas
Kevin J. Fay
Frank E. Genovese
William H. Goodwin Jr.
Bobbie G. Kilberg
John L. Nau III
Blake E. Blaze
Leonard W. Sandridge Jr.
FROM:
Susan G. Harris
SUBJECT:
Minutes of the Finance Committee Meeting on September
20, 2013
The Finance Committee of the Board of Visitors of the University
of Virginia met, in Open Session, at 8:00 a.m. on Friday, September
20, 2013, in the Board Room of the Rotunda; Victoria D. Harker, Chair,
presided.
Present were Frank B. Atkinson, Marvin W. Gilliam Jr., John A.
Griffin, Stephen P. Long, M.D., Edward D. Miller, M.D., Timothy B.
Robertson, Linwood H. Rose, and Leonard W. Sandridge Jr.
Finance Committee
September 20, 2013
2.
Also present were Daniel Maxwell Meyers, the consulting member
from the Council of Foundations, and Martin N. Davidson, the faculty
consulting member.
Present as well were Patrick D. Hogan, John D. Simon, Paul J.
Forch, Susan G. Harris, Susan A. Carkeek, Donna Price Henry, R. Edward
Howell, Colette Sheehy, Melody S. Bianchetto, Lawrence Kochard, and
Robert Bruner.
_ _ _ _ _ _ _ _ _ _
The Finance Committee recommended approval to the full Board of
four action items:
1.
Operating Budget Requests for the 2014-2016 Biennial Budget for
the Academic Division, Medical Center and the College at Wise:
Every two years, the University submits its biennial budget
requests to the Department of Planning and Budget for review by the
Governor for his inclusion in the budget proposal. Proposed amendments
are drawn from the University’s six-year plan. Issues that cut across
higher education such as faculty and staff salary increases, base
budget adequacy, and undergraduate financial aid, will be addressed by
the state for all institutions.
For the Academic Division, the operating amendments total $16.5
million in General Funds (GF) in year one and $25.2 million in GF in
year two. For the Medical Center, they total $10.4 million in GF in
year one and $10.9 million in year two; and for the College at Wise,
they total $629,000 in GF in year one and $1.2 million in GF in year
two.
On motion, the committee approved the following resolution:
APPROVAL OF STATE OPERATING BUDGET AMENDMENTS FOR THE 2014-2016
BIENNIUM FOR THE ACADEMIC DIVISION, THE MEDICAL CENTER, AND THE
UNIVERSITY OF VIRGINIA’S COLLEGE AT WISE
WHEREAS, the proposed biennial budget requests represent the
highest priority initiatives and are aligned with the six-year plan
submitted to the Commonwealth on July 1, 2013;
RESOLVED, the Board of Visitors of the University of Virginia
approves the 2014-2016 biennial budget requests accompanying this
resolution; and
RESOLVED FURTHER, the Board of Visitors understands that to the
extent these initiatives are not included in the Governor’s 2014-2016
biennial budget, the University may want to pursue similar requests to
the Legislature; and
Finance Committee
September 20, 2013
3.
RESOLVED FURTHER, the President or her designee is authorized to
transmit to the General Assembly any request not funded by the
Governor as long as there are no material differences from the items
already endorsed by the Board of Visitors.
_ _ _ _ _ _ _ _ _ _
2.
2014-2020 State-Required Six Year Plan:
The Higher Education Opportunity Act of 2011 (HEOA) requires that
each institution develop, adopt, and submit biennially a six-year plan
addressing the institution’s academic, financial, and enrollment
plans. The HEOA further requires that each institution’s Board of
Visitors approve its plan.
The University submitted the 2014-20 Six-Year Institutional Plan
for the Academic Division on July 1. This plan is included as
Attachment A. The plan reflects programs and general strategies that
will advance the objectives outlined in the HEOA, as well as
initiatives that will enhance the quality of education, research, and
service at the University. The state has provided feedback the report
was adjusted to accommodate that feedback.
On motion, the committee approved the following resolution:
APPROVAL OF 2014-2020 STATE REQUIRED SIX-YEAR INSTITUTIONAL PLAN
WHEREAS, §23-38.87:17 of the Virginia Higher Education
Opportunity Act of 2011 requires the governing boards of all public
institutions of higher education to develop and adopt biennially an
institutional six-year plan and submit that plan to the State Council
of Higher Education (SCHEV), the Governor, and the Chairs of the House
Committee on Appropriations and the Senate Committee on Finance; and
WHEREAS, the University submitted its preliminary plan for the
Academic Division as required on July 1, outlining general strategies
to advance the objectives of the Act and to enhance teaching,
research, and service; and
WHEREAS, final institutional plans must be approved by the Board
of Visitors and submitted to SCHEV, the Governor, and the Chairs of
the House Committee on Appropriations and the Senate Committee on
Finance no later than October 1;
RESOLVED, the Board of Visitors approves the 2014-20 six-year
institutional plan for the Academic Division; and
RESOLVED FURTHER, the President is authorized to transmit the
six-year plan to SCHEV, the Governor, and the chairs of the House
Committee on Appropriations and the Senate Committee on Finance.
_ _ _ _ _ _ _ _ _ _
Finance Committee
3.
September 20, 2013
Capital Project Financing Plan:
4.
Rugby Road Office Building:
Renovation of the former faculty apartment building on Rugby
Road was approved as part of the multi-year capital plan in April
2013 and has been part of the multi-year plan since 2007 (2008-14
plan).
This project, a 25,000 GSF building (33,800 including the attic),
is a small piece in a larger series of actions to look at space more
critically – to evaluate the best location for back office operations,
reserving space on central grounds for functions critical to the core
mission, or for those that for other reasons need to be close to
Central Grounds, and to reduce space costs wherever possible. This
project is estimated to cost within $8.1 - $10.0 million and replaces
$750,000 annually in commercially and UVAF-leased space, roughly
equivalent to the total debt service and operating costs. It also
renovates a currently unusable, historically-significant asset;
vacates space to be allocated at a higher and better use as clinical
space in the Fontaine Research Park; and provides swing space for the
Rotunda renovation project.
The Finance Committee discussed the need for the administration
to consider carefully a strategic allocation of this prime, centrallylocated space once it is renovated.
On motion, the committee approved the following resolution:
APPROVAL OF THE FINANCIAL PLAN FOR THE RENOVATION OF THE RUGBY ROAD
OFFICE BUILDING
RESOLVED, the Board of Visitors endorses the financial plan for
the renovation of the Rugby Road Office Building with an expected
budget of $8.1 million to $10.0 million to be financed with $1-2
million in deferred maintenance funds and $7.1-8.0 million in
University bonds.
_ _ _ _ _ _ _ _ _ _
4.
Authorization of and Intent to Issue Tax-Exempt Debt:
This routine action allows the University to reimburse itself for
qualified expenditures through subsequent bond issues under IRS
rules. The “intent to issue” action does NOT authorize the University
to issue long-term debt. Prior to the issuance of long-term debt, the
Board of Visitors will be asked to consider a separate resolution.
Several projects, whose business plans have already been approved
by the Board, include the North Grounds Mechanical Plant, Alderman
Road Residence Area Building 6, Facilities Management Shop/Office
Building, Rugby Road Office Building and, in the Medical Center, the
Ambulatory Practice Space and the Education Resource Center.
Finance Committee
September 20, 2013
5.
On motion, the committee approved the following resolution:
AUTHORIZATION OF AND INTENT TO ISSUE TAX-EXEMPT DEBT
WHEREAS, the University intends to undertake certain capital
projects identified below (the “ Project”), and to finance the
Project through the issuance of tax-exempt debt, in the maximum
principal amount stated below for the Project:
ACADEMIC DIVISION
North Grounds Mechanical Plant - $334,000
Alderman Road Residence Area Replacement Housing, Phase 4, Building 6 $6,200,000
Facilities Management Shop Support/Office Building - $5,000,000
Rugby Road Office Building - $10,000,000
MEDICAL CENTER
Ambulatory Practice Space - $6,910,000
Education Resource Center - $25,400,000; and
WHEREAS, the University further intends to expend funds on the
Project and to reimburse such expenditures from the proceeds of the
tax-exempt debt; and
WHEREAS, to comply with the Internal Revenue Code of 1986, as
amended, and Section l.l50-2 of the Income Tax Regulations (the
“Regulations”), it is necessary, in order to reimburse such
expenditures incurred prior to the issuance of the tax-exempt debt with
the proceeds of such debt, that the University declare its official
intent to make such a reimbursement of expenditures; and
WHEREAS, prior to the issuance of long-term debt, the Board of
Visitors will be asked to consider a separate issuance resolution;
RESOLVED, short-term debt may be issued for the Project, but only
if the following conditions are met:
1. A comprehensive and detailed financial plan for the Project
is submitted to and approved by the Capital Outlay Executive Review
Committee; and
2. A school or unit shall remain responsible for repaying any
debt obligation incurred regardless of the status of such school’s or
unit’s Project; and
RESOLVED FURTHER, the Board of Visitors of the University of
Virginia declares its intent to expend funds on the Project and to
reimburse such expenditures from the proceeds of tax-exempt debt, in
accordance with the following:
Finance Committee
September 20, 2013
6.
1. This resolution is a declaration of official intent for
purposes of Section 1.150-2 of the Regulations; and
2. The University reasonably expects to issue tax-exempt debt
for the Project in the maximum principal amount stated in the recitals
above.
_ _ _ _ _ _ _ _ _ _
The Finance Committee also heard a report on the Academic
Division’s unaudited fiscal year-end financial results. According to
the unaudited, modified-GAAP basis financial statements, net assets
are up nearly $471 million or 9.1% versus last year. Operating
revenues up about 1.9% in total – or about $17 million. Operating
expenses are up $19 million as 1.6% compared to prior year, but nearly
flat if one-time bonus of $17.6 million is excluded. Looking at the
cash-basis, operating sources and uses statement for the Academic
Division, through June 30, actual net sources exceeded uses by $20.5
million more than planned, primarily due to timing of payments and
commitments. There was discussion around the importance of the
extremely robust long-term endowment performance, strong philanthropy,
and state support, as well as the overall decline in research funding.
Larry Kochard, the Chief Investment Officer of the University of
Virginia Investment Management Company, gave a report on the market
value and performance as the endowment as of June 30, 2013. The
endowment value stood at $5.96 billion. Members praised the
consistent long-term outperformance on benchmarks, recognizing that
this is often accompanied by short-term underperformance.
An annual report on the Employee Health Plan goals, cost to the
institution and the employee, results of the dependent audit, impact
of the Affordable Care Act, and changes to the UVa Health Plan for
2014 was given by Susan Carkeek, the Vice President and Chief Human
Resources Officer.
Dean Bruner of the Darden School reported on the School’s student
loan program.
The Executive Vice President and Chief Operating Officer, Pat
Hogan, briefly mentioned the results of the recent merit-based
compensation adjustments.
_ _ _ _ _ _ _ _ _
The Chair adjourned the Finance Committee meeting at 9:10 a.m.
SGH:dr
These minutes have been posted to the University of Virginia’s Board of
Visitors website. http://www.virginia.edu/bov/financeminutes.html
MISCELLANEOUS FINANCIAL REPORTS
Finance Committee
University of Virginia
September 20, 2013
Finance Committee
5.
September 20, 2013
UPDATE ON CURRENT FUNDRAISING INITIATIVES
University of Virginia
Capital Campaign Summary
as of 06/30/13
All Units
Expendable
1,207,925,895
146,863,357
97,001,538
271,163,546
107,525,588
Endowment
689,191,799
66,673,530
36,935,406
0
2,201,967
Total
1,897,117,695
213,536,887
133,936,944
271,163,546
109,727,555
Gift and Pledge Total
1,904,917,065
332,186,084
720,565,562
97,088,981
2,625,482,627
429,275,065
Campaign Total
2,237,103,149
817,654,543
3,054,757,692
-532,967,065
1,371,950,000
907,484,438
1,628,050,00
374,517,373
3,000,000,000
Gifts and Pledge Payments
Outstanding Pledge Balances
Deferred Gifts
Private Grants
Gifts in Kind
Future Support
Additional Amounts To Be Raised
(1)
Total
Rector & Visitors Gift Accounts Only
Expendable
540,669,392
78,965,314
59,109,813
0
59,502,513
Endowment
333,763,838
92,205,698
19,961,801
0
11,184
To
874,433,231
171,171,013
79,071,613
0
59,513,697
Gift and Pledge Total
Future Support
738,247,032
188,144,503
445,942,522
21,067,659
1,184,189,554
209,212,162
Campaign Total
Additional Amounts To Be Raised
Total
926,391,535
TBD
926,391,535
467,010,181
TBD
467,010,181
1,393,401,716
Gifts and Pledge Payments
Outstanding Pledge Balances
Deferred Gifts
Private Grants
Gifts in Kind
TBD
1,393,401,716
Rector & Visitors Unrestricted Giving
Gifts and Pledge Payments
Deferred Gifts
Outstanding Pledge Balances
Total
10,955,726
200,000
58,219
11,213,945
0
0
0
0
10,955,726
200,000
58,219
11,213,945
(1) Excludes future or revocable support
Source: Office of University Advancement
Date: August 23, 2013
Finance Committee
6.
September 20, 2013
UNIVERSITY OF VIRGINIA
Endowment/Long-Term Investments, Including Related Foundations
at June 30, 2013
(in thousands)
Rector and
Visitors Funds
The University of Virginia Medical School and related foundations
The College of Arts and Sciences and related foundations
The University of Virginia Law School and related foundation
Darden School and related foundation
Batten School of Leadership and Public Policy
School of Engineering and related foundation
The McIntire School of Commerce and related foundation
University of Virginia's College at Wise and related foundation
Graduate School of Arts and Sciences
School of Nursing
Curry School of Education and related foundation
School of Architecture and related foundation
School of Continuing and Professional Studies
$
858,441
390,274
47,234
119,542
118,825
100,474
46,844
48,305
57,628
47,246
14,256
18,477
2,078
Related
Foundation
Funds Invested
by UVIMCO
$
44,729
67,369
240,006
230,548
9,721
7,614
9,098
2,630
-
Alumni
Association
Funds Invested
by UVIMCO
Foundation
Funds Invested
by Direction of
Foundation
Board
$
$
9,790
12,602
42,098
2,532
2,478
429
52
University of Virginia Medical Center and related foundations
Centrally Managed University Scholarships
Athletics and related foundation
Alumni Association
Provost
University of Virginia Foundation and related entities
Miller Center and related foundation
Alumni Board of Trustees
University Libraries
463,898
186,060
43,220
97,334
55,438
56,196
60,249
62,977
66,705
10,592
57,981
-
1,286
450
74,560
100
University - Unrestricted but designated
University - Unrestricted Quasi and True Endowment
University - Unrestricted Other
336,412
175,457
162,477
-
-
All Other
229,637
233,720
52,434
$ 3,675,753
$ 1,103,939
*Includes funds on deposit for other areas/schools not individually listed.
**Excludes approximately $60.1 million of board designated pension funds.
$
198,811
3,788
104,771
10,560
1,764
661
1,333
2,139
719
28,663 **
272
31,170
198
-
*
$
Total
$
912,960
474,033
392,011
360,650
118,825
111,959
89,603
59,784
57,628
49,724
25,493
22,255
2,130
554,096
186,060
106,919
105,730
97,334
66,903
66,030
57,981
56,296
-
336,412
175,457
162,477
11,909
527,700
197,947
$ 5,176,450
SOURCE: AVP/Finance
DATE: August 22, 2013
Finance Committee
7.
September 20, 2013
USES OF FUNDS FROM PRATT ESTATE
For Year Ended June 30, 2013
6/30/12
Unexpended
Balance
Arts & Sciences
Biology
Student Support
Faculty Salary Support
Research & Equipment
2012-13
Allocations
6/30/13
2012-13
Unexpended
Balance
Expenditures
$
108
129,564
129,672
263,224 $
64,310
1,767
329,301
259,815 $
61,416
321,230
3,410
3,002
131,331
137,743
15,164
56,708
310,068
381,940
85,221
100,000
(14,522)
170,699
100,385
92,557
116,594
309,536
64,151
178,952
243,103
35,628
47,468
83,096
40,339
121,417
(11,756)
150,000
40,339
91,905
5,746
137,990
65,141
29,966
95,106
239,943
178,027
709,119
1,127,089
68,000
38,061
143,939
250,000
306,878
47,627
5,415
359,919
1,066
168,461
847,643
1,017,169
Presidential Science Initiative
Provost Faculty Start-Ups
Pratt Master - To be Allocated
Total Arts and Sciences
715,134
9,802,892
54,836
12,294,659
2,300,000
3,200,000
1,137,339
2,266,014
715,134
10,965,554
54,836
13,228,645
School of Medicine
Student Support
Research & Equipment
Decade Plan
Pratt Master - To be Allocated
Total School of Medicine
82,687
576,586
8,190,729
8,850,002
147,839
1,152,161
2,500,000
3,800,000
215,478
1,714,078
3,421,363
5,350,919
15,048
14,669
7,269,366
7,299,083
7,000,000 $
7,616,933 $
$
Chemistry
Student Support
Faculty Salary Support
Research & Equipment
Mathematics
Student Support
Faculty Salary Support
Research & Equipment
Physics
Student Support
Faculty Salary Support
Research & Equipment
TOTALS
$
21,144,661 $
20,527,727
1
Includes amounts approved by the Board of Visitors for 2010-11, less amounts that will not be needed for the original
aproved purpose and will be reverted to the endowment balance.
SOURCE: University Budget Office
DATE: July 3, 2013
Finance Committee
8.
September 20, 2013
UNIVERSITY OF VIRGINIA
Quasi-Endowment Actions
April 1, 2013 – June 30, 2013
The quasi-endowment actions listed below were approved by either (1) the Executive Vice President and Chief Operating Officer, under the
following Board of Visitors' resolutions or (2) the Assistant Vice President for Finance and University Comptroller, under the delegation
of authority from the Executive Vice President and Chief Operating Officer:
● In October 1990 and June 1996 the Board of Visitors approved resolutions delegating to the Executive Vice President and Chief
Operating Officer the authority to approve quasi-endowment actions, including establishments and divestments of less than $2,000,000,
with regular reports on such actions.
● In February 2006, the Board of Visitors approved a resolution permitting approval of quasi-endowment transactions, regardless of dollar
amount, in cases in which it is determined to be necessary as part of the assessment of the business plan for capital projects. Additionally, to
the extent that the central loan program has balances, they may be invested in the long term investment pool managed by UVIMCO or in
other investment vehicles as permitted by law.
Additions from Gifts
Access UVA Scholarships
Duffy, Brian R. Fellowship Fund - History Quasi-Endowment 1
Jones D. Lung Cancer Research Quasi-Endowment
President's Fund for Excellence Unrestricted Quasi-Endowment
University Quasi-Endowment Fund 2
UVA Bookstore Quasi-Endowment for Excellence
Total Additions from Gifts to Quasi-Endowments
Additions from Endowment Income (Capitalizations)
Antrim, Lottie C. Income Capitalization Quasi-Endowment
Athletics General Operations Quasi-Endowment
Chrysler, W. P. Fund for Engineering Library
Corcoran, W. W. Chair - History - Restricted Quasi-Endowment
Corcoran, W. W. Chair of History - Income Capitalization
Dermatology General Investment Fund
Hecht, Sidney M. Fellowship in Chemistry
Hecht-Cruachem Chemistry Quasi-Endowment #3
HOPE Physician Incentive Quasi-Endowment
Hughes Endowment Income Capitalization Quasi-Endowment
Jordan, Harvey E. Lectureship
Low, Emmet F. and N. Alyce Chair Quasi-Endowment
McIntire, Howard Quasi-Endowment in Neurology
Medical Center Capital Assets Quasi-Endowment 3
Miller, Mae W. Cancer Research Quasi-Endowment
Moyston, Vernah Scott Professorship in Ophthalmology Investment Quasi-Endowment
Plastic Surgery Quasi-Endowment Fund
Radiology Fund Special Diagnostic
Samuels, Bernard Ophthalmology Library Quasi-Endowment
School of Medicine Quasi-Endowment
Southwest-Dishner Gift Quasi-Endowment Fund
Taylor, Henry N. Fund
Virginia Quarterly Review - Anonymous
Total Additions from Endowment Income to Quasi-Endowments
Divestments
Mellon Prostate Cancer Research Quasi-Endowment Fund
McIntire School of Commerce Operations Fund
Thaler, Myles H. Quasi-Endowment for HIV Research
Total Divestments from Quasi-Endowments
$
Amount
139,000
250,000
125,000
113,870
104,170
400,000
$ 1,132,040
$
8,942
81,680
1,702
116,525
29,126
30,548
8,599
1,419
62,945
1,862
1,399
1,201
22,089
6,629,414
5,929
4,269
18,067
4,305
2,439
86,179
16,054
317
548
$ 7,135,558
$
400,000
898,758
25,000
$ 1,323,758
Notes:
1
Quasi-endowment newly established or originally funded since April 1, 2013.
Includes current unrestricted gifts to the University which, under a standing Board of Visitors resolution, are required to be added to the
University's Unrestricted Endowment Fund.
3
Per February 7, 2008 BOV authorization, additional amounts up to $300 million can be made to this fund without further BOV approval.
2
SOURCE: AVP Finance
DATE: August 22, 2013
Finance Committee
September 20, 2013
9.
UNIVERSITY OF VIRGINIA
SALARY AND COMPENSATION FOR FULL-TIME INSTRUCTIONAL FACULTY
AT AAU AND SCHEV PEER GROUP INSTITUTIONS
These reports provide average compensation and salary figures for institutions included
in the Association of American Universities, and average salary figures for the University's peer
institutions, as established by the State Council of Higher Education in Virginia. These figures
include instructional faculty paid on a full-time basis; all medical faculty have been excluded.
Salary figures for those faculty with 11- or 12-month duties have been converted to nine-month
figures by adjusting the total salaries by a factor of 9/11ths. The source for these figures is "The
Annual Report on the Economic Status of the Profession, 2012-2013," Academe, March-April,
2013, the bulletin of the American Association of University Professors.
Source: Institutional Assessment and Studies
Date: August 5, 2013
Finance Committee
September 20, 2013
10.
UNIVERSITY OF VIRGINIA FACULTY SALARY AND COMPENSATION AVERAGES
Salary at AAU Institutions
• AAU salary data includes all sources of funds.
•
The 59 institutions included in this year’s rankings are only the U.S. institutions. Two
Canadian institutions, the University of Toronto and McGill University, have been excluded.
The list was revised this year to account for the addition of Boston University to the AAU.
•
The UVa average in each of the years displayed represents the salary average as of December
1 of that year and reflects the merit increase of that date.
•
In 2012-13, for the fifth consecutive year, the state did not provide any increase in faculty
salaries. However, deans of the individual schools within the University were allowed to
give increases for promotions, retention, additional responsibilities, and for maintaining
equity if they had available funds. The distribution of the faculty by rank changed somewhat
in 2012-13. Compared to previous years, there were proportionally fewer full professors.
The result was a slight average salary decrease of 1.35%. The median increase among AAU
institutions was 2.4% and UVa’s rank among the AAU decreased by eight positions to 34th.
•
In 1989-90, before the first round of the Wilder budget cuts, UVa ranked 18th (69th
percentile) in the AAU. Since then, our ranking has varied, never rising above 18th,
dropping to its lowest level in 2012-13 (43rd percentile). During that 23-year period, the
University’s average salary increased from $54,100 in 1989-90 to $109,400 in 2012-13 (a
total increase of 102.2%, which is the equivalent of an annual 3.11% increase applied and
compounded each year).
•
The University’s current position in the AAU, 34th, is well short of the BOV new target of
20th. This gap represents $8,000 in average salary.
Compensation at AAU Institutions
• As in the case of the average salary, average compensation was reported as of December 1 of
those years. The average compensation includes both salary and benefits.
•
The UVa percentage compensation decreased 0.22% in 201-13, also caused by the fewer
numbers of full professors. This was well below the median for the AAU (2.14%) and
resulted in an decrease of three positions in our compensation ranking, from 29th to 32nd.
•
In 1989-90 UVa ranked 20th (65th percentile) in compensation. Since then our ranking has
varied, never rising above 20th nor falling below 33rd, and now stands at 32nd (47th
percentile) in 2012-13. During that 23-year period our average compensation increased from
$66,800 in 1989-90 to $138,400 in 2012-13 (a total increase of 107.2%, which is the
equivalent of an annual 3.22% increase applied and compounded each year).
Finance Committee
September 20, 2013
11.
State Salary at SCHEV Peer Institutions
• In the summer of 2007, SCHEV approved a new sample of peer institutions for the
University. The following table includes the salary averages of the new peer group in 200708 through 2012-13. Again, the UVa state salary average represents the salary average as of
December 1 each year. The UVa state salary averages listed in the table represent the
authorized state salary averages rather than the actual averages. They are intended to exclude
all UVa endowment funds.
•
Five consecutive years without state faculty salary increases has caused UVa’s rank among
the new sample peers to drop to the 20th position (20th percentile) in 2012-13.
•
In 1989-90, UVa ranked 10th in the State peer group that was in effect at that time. Two new
peer groups have been approved since then. In the current peer group, the University began
in 2007-08 at position 15, at the 41st percentile, and has dropped to 20th (20th percentile) in
2012-13.
Source: Institutional Assessment and Studies
Date: August 05, 2013
Finance Committee
12.
September 20, 2013
Average Salary for Full-Time Instructional Faculty at AAU Institutions, 2007-08 to 2012-13
Rank
2007-08
2008-09
2009-10
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
22
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
Stanford U
147,400
Harvard U
142,700
141,200
Cal Tech
134,700
U Penn
Princeton U
131,700
Duke U
125,700
Northwestern
124,200
Yale U
124,200
MIT
123,300
U Chicago
121,800
Columbia U
120,800
114,000
UCLA
UC Berkeley
113,800
Cornell-Endow 113,400
Emory U
112,400
Brown U
107,800
Washington U 107,500
NYU
106,300
UC San Diego 106,300
103,700
CMU
Rice U
103,700
103,000
USC
U Virginia
103,000
UNC
101,900
1 101,600
Johns Hopkins
Rutgers U
101,300
Vanderbilt
101,100
UC Santa Barb 100,300
UC Davis
99,800
UC Irvine
99,568
99,000
U Michigan
U Maryland
97,900
U Illinois
97,100
U Rochester
97,100
Ohio State
95,700
Brandeis U
93,500
U Texas
92,200
U Arizona
91,900
U Minnesota
91,700
Case Western
91,700
U Washington
91,200
U Iowa
90,800
U Wisconsin
89,300
SUNY StonyBrk 88,900
SUNY Buffalo
88,800
Mich St U
87,300
Purdue U
86,900
U Kansas
86,700
Indiana U
86,300
Syracuse U
85,400
U Colorado
84,500
Penn State
84,200
U Pittsburgh
83,300
Tulane U
83,300
Texas A&M
82,800
U Florida
82,500
82,200
U Nebraska
Iowa State
81,800
U Missouri
76,100
U Oregon
69,800
_____________
Stanford U
154,500
Harvard U
149,400
Cal Tech
147,300
U Penn
139,500
Princeton U
137,500
Duke U
132,700
Columbia U
131,100
Northwestern
130,700
MIT
130,600
Yale U
130,500
U Chicago
127,600
Emory U
119,600
Cornell-Endow 118,800
UCLA
116,800
UC Berkeley
116,500
Washington U 114,400
Rice U
111,100
Brown U
110,400
NYU
110,300
CMU
109,700
UC San Diego 107,200
Rutgers U
106,800
USC
106,000
UNC
106,000
1 105,900
Johns Hopkins
U Virginia
103,900
Vanderbilt
102,900
U Michigan
102,600
UC Santa Barb 102,300
U Rochester
102,100
U Maryland
102,000
UC Irvine
101,900
UC Davis
101,600
Ohio State
100,500
U Illinois
99,700
Brandeis U
96,400
U Washington
96,400
U Texas
96,100
SUNY Buffalo
94,800
U Iowa
94,100
SUNY StonyBrk 94,100
Case Western
93,900
U Minnesota
93,400
U Wisconsin
93,400
U Kansas
91,400
Mich St U
91,000
Purdue U
90,100
Indiana U
89,300
U Colorado
88,300
Syracuse U
88,200
Penn State
87,500
U Pittsburgh
87,300
U Arizona
87,200
Texas A&M
86,000
U Nebraska
85,900
U Florida
85,300
Iowa State
85,300
Tulane U
84,100
U Missouri
81,600
U Oregon
73,300
_____________
Stanford U
153,900
Harvard U
150,000
Cal Tech
145,600
Columbia U
141,400
Princeton U
140,300
U Penn
139,900
Northwestern
134,100
MIT
132,200
U Chicago
132,100
Duke U
131,400
Yale U
129,400
UCLA
121,800
Emory U
120,600
Cornell-Endow 119,900
UC Berkeley
118,800
Washington U 116,100
Rice U
113,400
NYU
111,400
CMU
110,900
UC San Diego 108,800
Brown U
108,300
USC
107,300
Rutgers U
107,100
Johns Hopkins 1 106,885
UC Santa Barb 105,500
UNC
105,500
UC Irvine
104,100
U Michigan
104,000
U Virginia
103,900
U Maryland
103,600
Ohio State
103,400
UC Davis
103,400
U Rochester
102,300
Vanderbilt
101,500
U Illinois
100,100
SUNY StonyBrk 97,700
SUNY Buffalo
97,400
Brandeis U
97,100
U Washington
96,500
U Texas
96,300
Case Western
94,700
U Wisconsin
94,500
U Iowa
94,100
Mich St U
93,100
U Minnesota
92,900
Indiana U
90,800
Purdue U
90,500
U Arizona
89,000
U Colorado
88,800
U Kansas
88,100
Syracuse U
87,900
Texas A&M
87,900
U Pittsburgh
87,600
U Nebraska
87,300
Penn State
86,700
Tulane U
86,600
U Florida
85,300
Iowa State
84,800
U Missouri
81,700
U Oregon
76,000
_____________
Median Increase: 4.05%
UVa Increase: 4.04%
Va Percentile Rank: 63rd
#
#
Median Increase: 4.24%
Median Increase: 0.93%
UVa Increase: 0.87%
UVa Increase: 0.00%
Va Percentile Rank: 58th UVa Percentile Rank: 53rd
2010-11
#
Stanford U
Harvard U
Cal Tech
U Penn
Columbia U
Princeton U
Northwestern
U Chicago
MIT
Yale U
Duke U
UCLA
UC Berkeley
Cornell-Endow
Emory U
Washington U
Rice U
NYU
Georgia Tech
CMU
Brown U
USC
UC San Diego
Johns Hopkins 1
Rutgers U
UC Santa Barb
Vanderbilt
U Virginia
U Michigan
Ohio State
UNC
U Rochester
UC Irvine
UC Davis
SUNY StonyBrk
U Illinois
U Maryland
SUNY Buffalo
U Texas
Brandeis U
U Wisconsin
Case Western
Purdue U
U Washington
U Iowa
Mich St U
U Minnesota
Indiana U
U Pittsburgh
Penn State
U Arizona
U Florida
Tulane U
Iowa State
U Kansas
U Colorado
Texas A&M
U Missouri
U Oregon
2011-12
159,500
151,300
150,900
144,300
143,800
142,700
137,300
136,300
135,800
134,400
133,300
126,100
123,000
122,800
120,800
118,900
116,000
113,200
112,900
112,500
112,200
111,400
110,400
109,553
108,900
107,700
107,200
106,300
106,000
105,500
105,400
105,300
104,900
104,500
103,800
103,500
102,700
102,100
100,000
98,500
97,400
97,000
96,400
95,300
95,000
94,500
92,400
91,000
90,500
90,000
89,800
89,400
89,200
88,300
87,600
86,700
85,200
81,300
76,600
#
Stanford U
Harvard U
Cal Tech
U Penn
Princeton U
Columbia U
Duke U
U Chicago
MIT
Northwestern
Yale U
UCLA
UC Berkeley
Cornell-Endow
Washington U
Emory U
NYU
Brown U
CMU
UC San Diego
Rice U
USC
Georgia Tech
UC Santa Barb
Johns Hopkins 1
U Virginia
UC Davis
Vanderbilt
Rutgers U
UC Irvine
U Michigan
U Rochester
Ohio State
U Illinois
UNC
SUNY StonyBrk
U Maryland
Brandeis U
SUNY Buffalo
U Texas
Case Western
Purdue U
U Wisconsin
U Washington
Indiana U
U Iowa
Mich St U
U Minnesota
Tulane U
U Colorado
U Pittsburgh
U Arizona
Penn State
U Florida
Iowa State
U Kansas
Texas A&M
U Missouri
U Oregon
2012-13
166,400
154,100
151,900
150,300
148,400
148,000
146,600
140,800
140,500
140,000
137,200
131,600
126,200
125,800
123,100
122,143
116,400
115,400
115,200
115,100
114,600
114,300
113,900
112,900
112,200
110,900
110,100
109,800
109,500
109,500
108,900
108,700
107,600
106,500
104,600
104,000
103,800
103,500
102,700
102,300
99,800
98,800
97,700
97,200
96,200
96,100
95,700
93,500
92,600
92,300
91,400
90,800
90,300
89,900
88,700
87,300
86,500
83,600
79,800
_____________
_____________
Median Increase: 2.29%
UVa Increase: 2.31%
UVa Percentile Rank: 53rd
Median Increase: 2.44%
UVa Increase: 4.33%
UVa Percentile Rank: 57th
#
Stanford U
Cal Tech
Columbia U
Harvard U
U Penn
Princeton U
Duke U
MIT
U Chicago
Northwestern
Yale U
UCLA
UC Berkeley
Washington U
Cornell-Endow
Emory U
Brown U
NYU
USC
Rice U
Vanderbilt
UC San Diego
Georgia Tech
CMU
UC Santa Barb
UC Irvine
UC Davis
Rutgers U
U Rochester
U Illinois
Ohio State
U Michigan
Boston U
U Virginia
UNC
U Maryland
SUNY StonyBrk
U Texas
Brandeis U
SUNY Buffalo
Case Western
Purdue U
U Wisconsin
U Washington
Indiana U
U Minnesota
U Iowa
Mich St U
Penn State
U Colorado
Tulane U
U Arizona
U Pittsburgh
U Florida
Iowa State
U Kansas
Texas A&M
U Missouri
U Oregon
Johns Hopkins 1
173,900
158,300
158,100
157,900
155,300
153,100
151,700
145,700
144,600
142,000
140,542
135,700
130,600
125,400
125,100
124,500
119,300
119,200
117,600
117,400
117,100
116,400
116,400
115,200
113,800
113,400
112,800
112,800
111,600
110,400
110,300
110,200
110,100
109,400
107,100
104,900
104,000
103,600
103,200
101,400
100,900
100,500
100,400
99,700
98,400
98,100
97,100
94,600
94,500
94,400
94,000
91,900
91,700
91,200
90,700
89,200
88,400
86,300
78,400
NA
Rank
4.51%
4.21%
6.82%
2.47%
3.33%
3.17%
3.48%
3.70%
2.70%
1.43%
2.44%
3.12%
3.49%
1.87%
-0.56%
1.93%
3.38%
2.41%
2.89%
2.44%
6.65%
1.13%
2.19%
0.00%
0.80%
3.56%
2.45%
3.01%
2.67%
3.66%
2.51%
1.19%
2.99%
-1.35%
2.39%
1.06%
0.00%
1.27%
-0.29%
-1.27%
1.10%
1.72%
2.76%
2.57%
2.29%
4.92%
1.04%
-1.15%
4.65%
2.28%
1.51%
1.21%
0.33%
1.45%
2.25%
2.18%
2.20%
3.23%
-1.75%
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
Median Increase: 2.39%
UVa Increase: -1.35%
UVa Percentile Rank:
43%
Notes: All medical faculty are excluded from the above salary averages. Only faculty who are 50% or more instructional are included.
Only U.S. instituions are included above. The University of Toronto and McGill University, although members of AAU, are not included.
In 2010-11, Georgia Tech was added to the list and Nebraska and Syracuse were deleted from the list because of changes in AAU membership. In 2012-13, Boston University was added.
Beginning in 1992, at the University of Virginia, salary increases were given on December 1 of each year. The above averages for UVa
include the December 1 increases each year.
Source: Academe, Bulletin of the American Association of University Professors
1
Data for Johns Hopkins for 2008-09 through 20011-12 were not available so the AAU median increase was used. Since they no longer
participate in the AAUP survey, they have been excluded from the calculations beginning in 2012-13
Institutional Assessment and Studies
April 9, 2013
Finance Committee
13.
September 20, 2013
Average Compensation for Full-Time Instructional Faculty at AAU Institutions, 2007-08 to 2012-13
Rank
2007-08
2008-09
2009-10
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
Stanford U
182,500
U Penn
179,400
Cal Tech
175,900
Harvard U
175,100
Princeton U
161,600
Northwestern
160,000
MIT
158,100
Duke U
155,400
Columbia U
151,700
Yale U
151,500
U Chicago
150,700
UCLA
150,300
UC Berkeley
149,900
Emory U
145,400
Cornell-Endow 141,600
USC
141,400
NYU
140,900
UC San Diego 140,500
Brown U
135,800
UC Santa Barb 133,000
UC Davis
132,400
UC Irvine
132,100
Washington U 131,200
Rutgers U
130,700
CMU
129,700
Rice U
129,100
U Virginia
129,000
Johns Hopkins 127,700
UNC
125,200
124,600
Vanderbilt
U Michigan
122,800
U Maryland
122,600
U Rochester
120,700
119,800
Ohio State
U Illinois
119,100
U Minnesota
118,700
Brandeis U
117,200
Mich St U
117,200
U Arizona
116,000
U Wisconsin
115,700
U Iowa
115,600
SUNY StonyBrk 115,500
SUNY Buffalo
115,200
Case Western 114,800
Purdue U
114,200
Syracuse U
113,800
U Washington 112,000
U Texas
110,800
Indiana U
109,700
U Kansas
107,200
U Pittsburgh
106,200
Iowa State
105,800
U Colorado
104,900
U Florida
104,400
Penn State
104,100
Tulane U
103,500
U Nebraska
102,300
Texas A&M
98,800
U Oregon
98,300
U Missouri
95,800
_____________
Stanford U
191,800
Harvard U
185,000
U Penn
184,500
Cal Tech
182,800
Princeton U
168,500
Northwestern
168,200
Duke U
163,700
MIT
163,200
Columbia U
161,500
Yale U
159,200
U Chicago
158,800
UCLA
155,000
UC Berkeley
154,600
Emory U
153,200
Cornell-Endow 148,100
NYU
146,300
UC San Diego 142,900
USC
141,000
Washington U 140,100
Brown U
139,800
Rice U
137,600
UC Santa Barb 136,900
CMU
136,500
UC Irvine
136,300
UC Davis
135,900
Rutgers U
134,900
1 132,800
Johns Hopkins
U Virginia
130,300
UNC
130,100
Vanderbilt
129,600
U Minnesota
127,300
U Michigan
127,100
U Maryland
127,100
U Rochester
126,200
Ohio State
124,900
U Wisconsin
123,300
U Illinois
123,100
SUNY Buffalo
122,100
Mich St U
121,600
Brandeis U
121,300
SUNY StonyBrk 121,000
U Iowa
119,800
Case Western 119,200
Purdue U
118,900
Syracuse U
117,000
U Washington 116,100
U Texas
115,500
Indiana U
113,900
U Kansas
112,500
U Colorado
111,300
U Pittsburgh
110,900
U Arizona
110,800
Iowa State
109,900
U Florida
109,200
U Nebraska
109,200
Tulane U
108,800
Penn State
108,100
U Oregon
103,200
Texas A&M
102,500
U Missouri
101,100
_____________
Stanford U
192,200
Harvard U
190,100
Cal Tech
181,800
U Penn
181,100
Columbia U
174,300
Princeton U
172,600
Northwestern
172,500
U Chicago
166,600
MIT
166,000
Duke U
163,600
UCLA
162,300
Yale U
160,000
UC Berkeley
158,500
Emory U
155,100
Cornell-Endow 149,900
NYU
147,800
UC San Diego 145,900
USC
144,500
Washington U 143,100
UC Santa Barb 141,800
Rice U
141,100
UC Irvine
139,900
UC Davis
139,200
CMU
138,200
Rutgers U
137,300
Brown U
136,900
1 134,800
Johns Hopkins
U Virginia
130,800
UNC
129,800
U Maryland
129,200
U Michigan
129,000
Ohio State
128,000
Vanderbilt
127,900
U Minnesota
127,600
U Rochester
127,100
U Wisconsin
125,900
U Illinois
125,700
SUNY StonyBrk 125,300
SUNY Buffalo
125,100
Mich St U
125,100
U Washington 121,600
U Iowa
120,500
Case Western 119,600
Purdue U
119,600
Syracuse U
117,800
Indiana U
117,000
U Texas
116,500
Brandeis U
114,600
U Arizona
113,600
U Pittsburgh
112,600
U Colorado
111,400
Tulane U
111,200
U Florida
110,800
U Nebraska
110,600
U Kansas
109,600
Iowa State
108,400
Penn State
108,400
U Oregon
105,100
Texas A&M
104,900
U Missouri
100,400
_____________
Median Increase: 4.27%
UVa Increase: 3.95%
Va Percentile Rank: 56th
Median Increase: 4.01%
Median Increase: 1.52%
Median Increase: 2.47%
Median Increase: 2.47%
UVa Increase: 1.01%
UVa Increase: 0.38%
UVa Increase: 1.76%
UVa Increase: 4.21%
Va Percentile Rank: 54th UVa Percentile Rank: 54th UVa Percentile Rank: 48th UVa Percentile Rank: 52nd
#
2010-11
31
Stanford U
Harvard U
U Penn
Cal Tech
Columbia U
Princeton U
Northwestern
U Chicago
MIT
UCLA
Yale U
Duke U
UC Berkeley
Emory U
Cornell-Endow
NYU
USC
UC San Diego
Washington U
UC Santa Barb
Rice U
UC Irvine
UC Davis
Rutgers U
Brown U
CMU
Georgia Tech
Johns Hopkins 1
Vanderbilt
SUNY StonyBrk
U Virginia
U Michigan
SUNY Buffalo
U Rochester
UNC
Ohio State
U Wisconsin
U Illinois
U Maryland
U Minnesota
Mich St U
Brandeis U
Case Western
Purdue U
U Washington
U Texas
U Iowa
Indiana U
U Arizona
U Pittsburgh
U Florida
Iowa State
Penn State
U Kansas
U Colorado
Tulane U
U Oregon
Texas A&M
U Missouri
2011-12
197,500
190,600
189,000
182,500
180,600
176,600
176,500
172,800
170,800
168,500
166,000
165,800
164,600
156,500
153,800
150,200
149,800
148,800
146,800
145,300
144,600
141,800
141,300
140,200
139,900
139,500
139,000
138,130
135,100
133,800
133,100
132,800
132,200
131,800
131,000
131,000
130,700
130,100
128,300
128,100
126,300
124,100
123,500
123,100
121,800
121,800
119,800
117,600
116,600
116,100
116,100
115,100
113,500
109,900
109,600
108,000
106,600
101,800
100,000
#
Stanford U
U Penn
Harvard U
Columbia U
Cal Tech
Princeton U
Duke U
Northwestern
U Chicago
MIT
UCLA
UC Berkeley
Yale U
Emory U
Cornell-Endow
UC San Diego
NYU
USC
UC Santa Barb
Washington U
UC Davis
UC Irvine
Brown U
Rice U
Rutgers U
Johns Hopkins 1
CMU
Georgia Tech
U Virginia
U Illinois
Vanderbilt
U Michigan
U Rochester
Ohio State
SUNY StonyBrk
U Maryland
SUNY Buffalo
UNC
Brandeis U
U Minnesota
Mich St U
Case Western
Purdue U
Indiana U
U Iowa
U Wisconsin
U Texas
U Washington
U Arizona
U Florida
Iowa State
U Colorado
Penn State
U Pittsburgh
U Oregon
Tulane U
U Kansas
U Missouri
Texas A&M
_____________
2012-13
207,500
196,500
195,100
193,700
182,100
180,800
180,300
179,900
177,200
176,800
176,700
169,900
168,700
158,600
157,600
156,000
154,600
153,400
153,200
152,000
149,700
148,900
145,900
144,800
143,900
141,500
141,300
140,100
138,700
137,500
137,300
135,600
135,500
134,500
133,400
133,400
132,100
131,300
131,300
129,600
128,100
127,200
126,000
124,000
123,800
123,500
122,900
121,100
118,500
117,100
115,500
115,500
114,900
114,600
113,700
111,900
110,500
104,100
103,000
_____________
#
Stanford U
213,400 2.84%
U Penn
205,300 4.48%
Columbia U
204,600 5.63%
Harvard U
200,400 2.72%
Duke U
192,300 6.66%
Cal Tech
190,100 4.39%
Princeton U
186,300 3.04%
MIT
184,100 4.13%
UCLA
183,200 3.68%
Northwestern
182,600 1.50%
U Chicago
181,400 2.37%
UC Berkeley
176,600 3.94%
Yale U
173,100 2.61%
Cornell-Endow 159,000 0.89%
UC San Diego 158,700 1.73%
USC
158,500 3.32%
NYU
158,200 2.33%
UC Santa Barb 155,500 1.50%
Washington U 154,900 1.91%
UC Irvine
154,900 4.03%
UC Davis
154,200 3.01%
Emory U
152,800 -3.66%
Brown U
151,400 3.77%
Rutgers U
151,100 5.00%
Rice U
147,900 2.14%
Boston U
144,100 3.59%
U Illinois
143,400 4.29%
U Rochester
142,100 4.87%
CMU
141,600 0.21%
Georgia Tech
141,600 1.07%
Vanderbilt
139,800 1.82%
U Virginia
138,400 -0.22%
Ohio State
138,100 2.68%
U Michigan
137,700 1.55%
SUNY StonyBrk 135,900 1.87%
U Minnesota
135,300 4.40%
134,400 2.36%
UNC 2
SUNY Buffalo
133,600 1.14%
U Maryland
132,000 -1.05%
Brandeis U
130,300 -0.76%
Case Western 129,000 1.42%
Purdue U
128,800 2.22%
Mich St U
127,300 -0.62%
U Wisconsin
127,000 2.83%
U Iowa
125,300 1.21%
Indiana U
124,700 0.56%
U Texas
124,500 1.30%
2 124,000
2.36%
U Washington
Penn State
120,900 5.22%
U Arizona
119,700 1.01%
U Colorado
119,400 3.38%
Iowa State
118,300 2.42%
U Florida
118,200 0.94%
U Pittsburgh
116,900 2.01%
Tulane U
113,600 1.52%
U Kansas
113,400 2.62%
U Oregon
111,500 -1.93%
U Missouri
109,500 5.19%
Texas A&M
105,200 2.14%
Johns Hopkins 1
_____________
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
Median Increase: 2.36%
UVa Increase: -0.22%
UVa Percentile Ranking:
47%
Notes: All medical faculty are excluded from the above salary averages. Only faculty who are 50% or more instructional are included.
Only U.S. instituions are included above. The University of Toronto and McGill University, although members of AAU, are not included.
In 2010-11, Georgia Tech was added to the list and Nebraska and Syracuse were deleted from the list because of changes in AAU membership. In 2012-13, Boston University was added.
Beginning in 1992, at the University of Virginia, salary increases were given on December 1 of each year. The above averages for UVa
include the December 1 increases each year.
Source: Academe, Bulletin of the American Association of University Professors
1
Data for Johns Hopkins for 2008-09 through 20011-12 were not available so the AAU median increase was used. Since they no longer
participate in the AAUP survey, they have been excluded from the calculations beginning in 2012-13
2
Data for UNC and the University of Washington for 20012-13 were not available so the AAU median increase was used.
Institutional Assessment and Studies
April 25, 2013
Finance Committee
14.
September 20, 2013
SCHEV Approved Institutional Peer Group Faculty Salaries
for the University of Virginia, 2007-08 to 2012-13
2007-08
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
19
21
22
23
24
25
26
U Penn
Duke U
UCLA
UC Berkeley
Cornell U
Emory U
Washington U
USC
UNC
Rutgers U
Vanderbilt U
U Michigan
U Maryland
U Illinois
U Virginia
U Texas
U Arizona
U Washington
U Iowa
U Wisconsin
SUNY Buffalo
U Colorado
U Pittsburgh
Tulane U
U Florida
U Nebraska
Mean
Mean Sal. (excl. UVa)
Mean Incr. (excl. UVa
Std Dev (excl. UVa)
UVa Increase
UVa Percentile
60th %tile Salary
2008-09
2009-10
2010-11
2011-12
92,200
91,900
91,200
90,800
89,300
88,800
84,500
83,300
83,300
82,500
82,200
99,200
U Penn
Duke U
Emory U
Cornell U
UCLA
UC Berkeley
Washington U
Rutgers U
USC
UNC
Vanderbilt U
U Michigan
U Maryland
U Illinois
U Washington
U Virginia
96,384
U Texas
96,100
SUNY Buffalo 94,800
U Iowa
94,100
U Wisconsin
93,400
U Colorado
88,300
U Pittsburgh
87,300
U Arizona
87,200
U Nebraska
85,900
U Florida
85,300
Tulane U
84,100
Mean
102,800
Salary
U Penn
139,900
Duke U
131,400
UCLA
121,800
Emory U
120,600
Cornell U
119,900
UC Berkeley
118,800
Washington U 116,100
USC
107,300
Rutgers U
107,100
UNC
105,500
U Michigan
104,000
U Maryland
103,600
Vanderbilt U
101,500
U Illinois
100,100
SUNY Buffalo 97,400
U Washington
96,500
U Virginia
96,384
U Texas
96,300
U Wisconsin
94,500
U Iowa
94,100
U Arizona
89,000
U Colorado
88,800
U Pittsburgh
87,600
U Nebraska
87,300
Tulane U
86,600
U Florida
85,300
Mean
103,700
Salary
U Penn
144,300
Duke U
133,300
UCLA
126,100
UC Berkeley
123,000
Cornell U
122,800
Emory U
120,800
Washington U 118,900
USC
111,400
Rutgers U
108,900
Vanderbilt U
107,200
U Michigan
106,000
UNC
105,400
U Illinois
103,500
U Maryland
102,700
SUNY Buffalo 102,100
U Texas
100,000
U Wisconsin
97,400
U Virginia
96,384
U Washington
95,300
U Iowa
95,000
U Pittsburgh
90,500
U Arizona
89,800
U Florida
89,400
Tulane U
89,200
U Colorado
86,700
U Nebraska
86,700
Mean
105,900
Salary
U Penn
150,300
Duke U
146,600
UCLA
131,600
UC Berkeley
126,200
Cornell U
125,800
Washington U 123,100
Emory U
122,143
USC
114,300
Vanderbilt U
109,800
Rutgers U
109,500
U Michigan
108,900
U Illinois
106,500
UNC
104,600
U Maryland
103,800
SUNY Buffalo 102,700
U Texas
102,300
U Wisconsin
97,700
U Washington
97,200
U Virginia
96,384
U Iowa
96,100
Tulane U
92,600
U Colorado
92,300
U Pittsburgh
91,400
U Arizona
90,800
U Florida
89,900
U Nebraska
88,100
Mean
108,500
99,328
4.05%
13,593
103,088
3.75%
14,548
104,040
0.95%
14,558
106,256
2.10%
15,224
108,970
2.33%
16,935
111,316
2.07%
17,989
4.00%
41%
102,794
0.00%
32%
106,798
0.00%
30%
107,752
0.00%
26%
110,138
0.00%
23%
113,288
0.00%
20%
115,903
Salary
134,700
125,700
114,000
113,800
113,800
112,400
107,500
103,000
101,900
101,300
101,100
99,000
97,900
97,100
96,384
Salary
139,500
132,700
119,600
118,800
116,800
116,500
114,400
106,800
106,000
106,000
102,900
102,600
102,000
99,700
96,400
2012-13
U Penn
Duke U
UCLA
UC Berkeley
Washington U
Cornell U
Emory U
USC
Vanderbilt U
Rutgers U
U Illinois
U Michigan
UNC
U Maryland
U Texas
SUNY Buffalo
U Wisconsin
U Washington
U Iowa
U Virginia
U Colorado
Tulane U
U Arizona
U Pittsburgh
U Florida
U Nebraska
Mean
Salary
155,300
151,700
135,700
130600
125,400
125,100
124,500
117,600
117,100
112,800
110,400
110,200
107,100
104,900
103,600
101,400
100,400
99,700
97,100
96,384
94,400
94,000
91,900
91,700
91,200
89,100
110,700
% Incr. Rank
3.33%
1
3.48%
2
3.12%
3
3.49%
4
1.87%
5
-0.56%
6
1.93%
7
2.89%
8
6.65%
9
3.01% 10
3.66% 11
1.19% 12
2.39% 13
1.06% 14
1.27% 15
-1.27% 16
2.76% 17
2.57% 18
1.04% 19
0.00%
20
2.28% 21
1.51% 22
1.21% 23
0.33% 24
1.45% 25
1.14% 25
1.99%
Notes:
UVa figures represent the authorized state salary average rather than the actual average. It is intended to exclude all endowment funds.
All medical faculty have been excluded from the above salary averages.
Source: Academe, Bulletin of the American Association of University Professors
Institutional Assessment and Studies, 4/25/13
Finance Committee
September 20, 2013
15.
UNIVERSITY OF VIRGINIA
Sponsored Programs Restricted Grant and Contract Activity
July 1, 2012 - June 30, 2013
As shown on the subsequent page, for fiscal year 2013, the University received sponsored
program awards totaling $275.7 million, with $216.6 million in direct research costs and $59.1
million in facilities and administrative indirect support. This is a decrease of 10.3% from fiscal
year 2012, which saw $307.3 million in total awards with $239.5 million for direct research and
$67.8 million for facilities and administrative indirect support.
This decline is primarily attributed to the uncertainty of the federal budget, with
Continuing Resolutions and Sequestration actions substituting for an official federal spending
bill. Federal agencies have been conservative thus far in making awards pending final
resolution, but further declines are almost assured. Federal support has declined across the board
with the University’s largest funding agencies, the Department of Health and Human Services
(DHHS) and the National Science Foundation (NSF) down 15% to 19%, respectively. Funding
from the National Aeronautics and Space Administration (NASA) has declined by 26%, while
Department of Education (DE) awards are down 24%. There was a modest 8% growth from the
Department of Defense (DoD).
In addition, this year’s report reflects the end of funding from the 2009 American
Reinvestment and Recovery Act (ARRA). ARRA awards accounted for $1.2 million in 2013. In
total since fiscal year 2009, the University has received $75.7 million in ARRA funding.
In non-federal awards, funding from industry has declined by 16%, while foundation
support has increased by 12%.
The School of Medicine was awarded 61% of all award dollars, followed by the School
of Engineering and Applied Sciences (17%) and the College of Arts and Sciences (14%). The
remaining 8% was distributed among various areas within the University.
Source: Associate Vice President for Finance
Date: August 22, 2013
Finance Committee
16.
September 20, 2013
UNIVERSITY OF VIRGINIA
Sponsored Programs Restricted Grant and Contract Activity
Fiscal Year 2013, as compared to Fiscal Year 2012
(in millions)
School
Dept. of
Health &
Human
Services
Medicine
$
Engineering
Arts & Sciences
Education
Nursing
Law
Other Schools/Depts.
Total FY 2013
% of FY 2013
Total FY 2012
% of FY 2012
% Inc (Dec)
$
$
Dept. of Nat'l Science Dept. Of
Found.
Energy
Defense
Dept. Of
Education
NASA
Other
Federal
Foundation,
Industry, and State and
Total
Total
% of
% Inc
% of
Subcontract
Local
FY 2013 FY 2013 FY 2012 FY 2012 (Dec)
98.5 $
1.9
8.7
0.3
1.0
-
4.2 $
17.6
1.6
-
0.6 $
6.5
9.9
0.2
2.1
0.5 $
0.7
8.0
0.1
$
1.1
4.2
1.0
$
1.2
1.6
-
$
0.7
2.4
0.5
1.1
56.5 $
14.4
4.8
5.3
0.5
0.7
2.3
7.5 $ 167.8
4.0
47.0
0.3
38.4
1.8
12.3
0.2
1.7
0.1
0.8
1.2
7.8
60.8% $ 176.7
17.0%
63.1
13.9%
44.7
4.5%
13.7
0.6%
2.7
0.3%
0.5
2.8%
5.9
110.4 $
40.0%
129.4 $
42.1%
-14.7%
23.4 $
8.5%
21.6 $
7.0%
8.3%
19.3 $
7.0%
23.8 $
7.7%
-18.9%
9.3 $
3.4%
9.5 $
3.1%
-2.1%
6.3 $
2.3%
8.2 $
2.7%
-23.2%
2.8 $
1.0%
3.8 $
1.2%
-26.3%
4.7 $
1.7%
7.5 $
2.4%
-37.3%
84.5 $
30.6%
88.2 $
28.7%
-4.2%
15.1 $ 275.8
5.5%
15.3
5.0%
-1.3%
$ 307.3
57.5%
20.5%
14.5%
4.5%
0.9%
0.2%
1.9%
-5.0%
-25.5%
-14.1%
-10.2%
-37.0%
60.0%
32.2%
-10.3%
Source: Associate Vice President for Finance
Date: August 22, 2013
ATTACHMENTS
Six-Year Plans – Part I (2013): 2014-16 through 2018-20
University of Virginia Academic and Financial Plan
ATTACHMENT A
ACADEMIC AND SUPPORT SERVICE STRATEGIES FOR SIX-YEAR PERIOD (2014-2020)
Priority
Ranking
Biennium 2014-2016 (7/1/14-6/30/16)
Biennium 2016-2018 (7/1/16-6/30/18)
Biennium 2018-2020 (7/1/18-6/30/20)
Strategies
Strategies
Cost: Incremental, Savings, Reallocation
Strategies (Short Title)
TJ21
Objectives
2014-2015
Amount
Enrollment Growth
1
Incremental:
E1, E6
Faculty: Compensation
2
D
Staff: Compensation
3
D
Faculty: Start-Up Packages
4
5
Affordable Access: Undergraduate Student
Financial Aid (AccessUVa)
A, E5
6
8
9
Research & Economic Development: PanUniversity Research Priorities
$0
$0
$12,234,000
$5,188,000
$25,218,000
Savings:
$0
$10,622,000 Continue Board approved faculty compensation plan. Measure Maintain competitive faculty compensation
salary averages by rank against 20th rank among AAU
$0 institutions and adjust plan accordingly.
$0
$0
$0
Reallocation:
$3,466,000
$0
$6,932,000
Incremental:
$9,117,000
$3,915,000
$18,294,000
$0
$0
$0
$0
Reallocation:
$0
$0
$0
$0
Incremental:
$7,000,000
$0
$14,000,000
$0
$0
$0
Savings:
Reallocation:
$9,698,076
$0
$22,538,130
Incremental:
see below
see below
see below
Savings:
$0
$0
$0
Complete Board approved enrollment growth in 2018-19.
$0
$0
$7,948,000 Staff: Compensation
$0 Faculty: Start-Up Packages
Staff: Compensation
Faculty: Start-Up Packages
$0
$0
see below Affordable Access: Undergraduate Student Financial Aid
(AccessUVa)
$0
Affordable Access: Undergraduate Student Financial Aid
(AccessUVa)
$0
$0
$0
$0
$0 Student Success: Total Advising
$0
$0
$0
$0
$0
$0
$0
$0
Incremental:
$0
$0
$0
Savings:
$0
$0
$0
$0 Research & Economic Development: Pan-University Research Research & Economic Development: Pan-University Research
Priorities
Priorities
$0
Reallocation:
$0
$0
$0
$0
Incremental:
$4,000,000
$0
$4,000,000
$0
$0
$0
$0 Research & Economic Development: Medical Translational
Research
$0
Reallocation:
$0
$0
$0
$0
Incremental:
$8,000,000
$0
$8,000,000
$0
$0
$0
E8, E10,
E11, E13
E13
Student Success: Student-Faculty Engagement
D
Student Success: Technology-Enhanced Instruction
Savings:
Savings:
E1, E2, E3,
E4, E6, E7,
E10, E13
B, E9, E12
$0 Research & Economic Development: Innovation Ecosystem
$0
$0
$0
Incremental:
$704,166
$704,166
$358,116
Savings:
$0
$0
$0
$0
Reallocation:
$0
$0
$0
$0
Incremental:
$0
$0
$0
$0 Student Success: Student-Faculty Engagement
Savings:
$0
$0
$0
$0
Reallocation:
$0
$0
$0
$0
Incremental:
$0
$0
$0
$0 Student Success: Technology-Enhanced Instruction
$0
$0
$0
$0
$0
$0
$0
Incremental:
$129,323
$129,323
$240,243
$0
$0
$0
Reallocation:
$42,977
$42,977
$42,977
Incremental:
$0
$0
$0
-$8,818,845
$0
-$17,637,689
$0
$0
$0
$0
$0
Savings:
Reallocation:
Research & Economic Development: Medical Translational
Research
Research & Economic Development: Innovation Ecosystem
$0
$358,116 Quality Enhancement: Self-Supporting Programs
Reallocation:
Savings:
Student Success: Total Advising
$0
Reallocation:
C, E1, E6, E10 Savings:
Efficiency and Continuous Improvement
14
$0
Incremental:
$5,412,960 Continue Board approved enrollment growth plan.
$0
Quality Enhancement: Self-Supporting Programs
13
$0
$0
E8, E12
Institutional Collaboration: The Virginia Community
College System (VCCS)
$7,769,160
$0
$0
Research & Economic Development: Innovation
Ecosystem
12
$4,729,600
$0
Reallocation:
E8
11
$5,804,517
Incremental:
D, E3, E5, E6,
Savings:
E8, E10, E12
Reallocation:
Research & Economic Development: Medical
Translational Research
10
Within Increase
Reallocation:
D, E1, E6, E8 Savings:
Student Success: Total Advising
7
Savings:
2015-2016
Amount
Within Increase
Quality Enhancement: Self-Supporting Programs
Student Success: Student-Faculty Engagement
Student Success: Technology-Enhanced Instruction
$0
$240,243 Institutional Collaboration: The Virginia Community College
System (VCCS)
$0
Institutional Collaboration: The Virginia Community College
System (VCCS)
$42,977
$0 Efficiency and Continuous Improvement
Six-Year Plans – Part I (2013): 2014-16 through 2018-20
University of Virginia Academic and Financial Plan
Attachment A - 1
Efficiency and Continuous Improvement
ACADEMIC AND SUPPORT SERVICE STRATEGIES FOR SIX-YEAR PERIOD (2014-2020)
Biennium 2014-2016 (7/1/14-6/30/16)
Priority
Ranking
Strategies (Short Title)
2014-2015
Amount
15
Biennium 2016-2018 (7/1/16-6/30/18)
Biennium 2018-2020 (7/1/18-6/30/20)
Strategies
Strategies
Cost: Incremental, Savings, Reallocation
TJ21
Objectives
Research & Economic Development: Southwest
Virginia Economic Development Partnership
(Appalachian Prosperity Project)
E13
2015-2016
Amount
Within Increase
Within Increase
Incremental:
$0
$0
$0
Savings:
$0
$0
$0
$0 Research & Economic Development: Southwest Virginia
Economic Development Partnership (Appalachian Prosperity
$0 Project)
Reallocation:
$0
$0
$0
$0
Total 2014-2016 Costs
Incremental (Included in Financial Plan line 61)
$46,989,006
$14,666,089
Savings
-$8,818,845
$0
Reallocation
$13,207,053
$42,977
$77,879,518
$24,581,319
-$17,637,689
$29,513,107
$0
$42,977
Six-Year Financial Plan for Educational and General Programs, Incremental Operating Budget Need
2014-2016 Biennium
(Assuming No Additional General Fund)
Items
Amount
3
Total Incremental Cost from Academic Plan
2
Increase Faculty Salaries
4
Faculty Salary Increase Rate
2014-2015
Within Increase
Amount
2015-2016
Within Increase
$24,581,319
$46,989,006
$14,666,089
$77,879,518
$0
$0
$0
$0
4.75%
4.75%
4.75%
4.75%
3
$0
$0
$0
$0
3
16.00
0.00
33.00
0.00
Increase Number of Full-Time Faculty ($)
Increase Number of Full-Time Faculty (FTE)
3
Increase Number of Part-Time Faculty ($)
3
Increase Number of Part-Time Faculty (FTE)
Increase Number of Support Staff ($)
Increase Number of Support Staff (FTE)
Library Enhancement ($)
Library Enhancement (FTE)
Technology Enhancement ($)
Technology Enhancement (FTE)
O&M for New Facilities ($)
O&M for New Facilities (FTE)
Utility Cost Increase
NGF share of state authorized salary increase/bonus
Fringe/health insurance benefits increase
VRS increase
Additional In-State Student Financial Aid From Tuition Revenue - UGrad + Grad
$0
$0
$0
$0
0.00
0.00
0.00
0.00
$0
$0
$0
$0
0.00
0.00
0.00
0.00
$875,000
$875,000
$1,750,000
$1,750,000
2.00
2.00
4.00
4.00
$900,000
$900,000
$1,200,000
$1,200,000
4.00
4.00
4.00
4.00
$920,477
$461,230
$1,762,653
$466,978
2.70
0.00
2.70
0.00
$1,142,000
$1,142,000
$2,318,000
$2,318,000
$0
$0
$0
$0
$13,873,000
$5,270,793
$19,150,000
$7,323,421
$3,300,000
$1,253,775
$3,300,000
$1,262,000
$751,000
$751,000
$2,216,000
$2,216,000
$1,865,000
$1,865,000
$4,853,000
$4,853,000
$100,000
$100,000
$200,000
$200,000
$1,500,000
$1,500,000
$3,000,000
$3,000,000
$72,215,483
$28,784,886
$117,629,171
$49,170,718
Others (Specify, insert lines below)
Additional Out-of-State Student Financial Aid From Tuition Revenue - UGrad +
Grad
Unavoidable contractual costs
Deferred Maintenance
Total Additional Funding Need
Attachment A - 2
Research & Economic Development: Southwest Virginia
Economic Development Partnership (Appalachian Prosperity
Project)
Six-Year Plans - Part I (2013): 2014-16 through 2018-20
University of Virginia
Six-Year Financial Plan for Tuition and Fee Increases and Nongeneral Fund Revenue Estimates
2012-2013 (Actual)
Items
Student
Charge
2013-2014 (Estimated)
Total
Revenue
Student
Charge
Rate
Increase
2014-2015 (Planned)
Total
Revenue
Student
Charge
Rate
Increase
2015-2016 (Planned)
Total
Revenue
Student
Charge
Rate
Increase
Total
Revenue
E&G Programs
Undergraduate, In-State *
$10,066 $110,045,000
$10,460
3.9% $118,324,000
$10,931
4.5% $127,300,000
$11,423
4.5% $137,071,000
Undergraduate, Out-of-State *
$36,078 $167,775,000
$37,846
4.9% $176,274,000
$39,549
4.5% $185,577,000
$41,329
4.5% $195,469,000
Graduate, In-State
$13,722
$34,874,000
$14,262
3.9%
$35,941,000
$14,902
4.5%
$37,301,000
$15,571
4.5%
$38,714,000
Graduate, Out-of-State
$23,728
$62,792,000
$24,268
2.3%
$70,482,000
$24,904
2.6%
$72,454,000
$25,557
2.6%
$74,484,000
Law, In-State
$44,420
$14,980,000
$45,862
3.2%
$14,882,000
$47,656
3.9%
$15,473,000
$49,511
3.9%
$16,087,000
Law, Out-of-State
$49,420
$38,623,000
$50,862
2.9%
$39,568,000
$52,656
3.5%
$40,965,000
$54,511
3.5%
$42,411,000
Medicine, In-State
$41,226
$13,747,000
$42,776
3.8%
$13,671,000
$43,627
2.0%
$14,012,000
$44,495
2.0%
$14,337,000
Medicine, Out-of-State
$51,330
$13,836,000
$53,238
3.7%
$16,365,000
$54,292
2.0%
$16,748,000
$55,366
2.0%
$17,119,000
Dentistry, In-State
$0
$0
$0
%
$0
$0
%
$0
$0
%
$0
Dentistry, Out-of-State
$0
$0
$0
%
$0
$0
%
$0
$0
%
$0
PharmD, In-State
$0
$0
$0
%
$0
$0
%
$0
$0
%
$0
PharmD, Out-of-State
$0
$0
$0
%
$0
$0
%
$0
$0
%
$0
Veterinary Medicine, In-State
$0
$0
$0
%
$0
$0
%
$0
$0
%
$0
Veterinary Medicine, Out-of-State
$0
$0
$0
%
$0
$0
%
$0
$0
%
Other NGF
$0
$34,296,000
$34,428,000
$34,671,000
$34,922,000
Total E&G Revenue - Gross
$490,968,000
$519,935,000
$544,501,000
$570,614,000
Total E&G Revenue - Net of Financial Aid
$428,822,000
$455,150,000
$475,125,000
$496,666,000
Auxiliary Program
Mandatory Non-E&G Fees
Undergraduate
$1,940
$1,998
3.0%
$2,041
2.2%
$2,069
1.4%
Graduate
$1,940
$1,998
3.0%
$2,041
2.2%
$2,069
1.4%
Law
$1,980
$2,038
2.9%
$2,081
2.1%
$2,109
1.3%
Medicine
$1,992
$2,050
2.9%
$2,093
2.1%
$2,121
1.3%
Dentistry
$0
$0
%
$0
%
$0
%
PharmD
$0
$0
%
$0
%
$0
%
Veterinary Medicine
$0
$0
%
$0
%
$0
%
Total Auxiliary Revenue (ALL including room and board)
$192,057,000
$200,415,000
$206,427,000
$210,556,000
Total Tuition and Fees
Undergraduate, In-State
$12,006
$12,458
3.8%
$12,972
4.1%
$13,492
4.0%
Undergraduate, Out-of-State
$38,018
$39,844
4.8%
$41,590
4.4%
$43,398
4.3%
Graduate, In-State
$15,662
$16,260
3.8%
$16,943
4.2%
$17,640
4.1%
Graduate, Out-of-State
$25,668
$26,266
2.3%
$26,945
2.6%
$27,626
2.5%
Law, In-State
$46,400
$47,900
3.2%
$49,737
3.8%
$51,620
3.8%
Law, Out-of-State
$51,400
$52,900
2.9%
$54,737
3.5%
$56,620
3.4%
Medicine, In-State
$43,218
$44,826
3.7%
$45,720
2.0%
$46,616
2.0%
Medicine, Out-of-State
$53,322
$55,288
3.7%
$56,385
2.0%
$57,487
2.0%
Dentistry, In-State
$0
$0
%
$0
%
$0
%
Dentistry, Out-of-State
$0
$0
%
$0
%
$0
%
PharmD, In-State
$0
$0
%
$0
%
$0
%
PharmD, Out-of-State
$0
$0
%
$0
%
$0
%
Veterinary Medicine, In-State
$0
$0
%
$0
%
$0
%
Veterinary Medicine, Out-of-State
$0
$0
%
$0
%
$0
%
Attachment A - 3
Student Financial Aid (Program 108)
$62,146,000
$64,785,000
$69,376,000
$73,948,000
Sponsored Programs (Program 110)
$286,409,000
$277,578,000
$274,959,000
$276,826,000
Unique Military Activities
$0
$0
$0
$0
Workforce Development
$0
$0
$0
$0
Other (Specify)
$0
$0
$0
$0
* THE FINANCIAL PLAN IS BUILT ON PRELIMINARY GUIDANCE FROM THE FINANCE COMMITTEE OF THE BOARD OF VISITORS AND REFLECTS FY15 AND FY16
UNDERGRADUATE TUITION INCREASES THAT WILL FALL WITHIN THE RANGE OF 3.5% TO 4.5%. THE ADMINISTRATION AND THE
BOARD WILL WORK OVER THE NEXT YEAR TO DEVELOP A SUSTAINABLE FINANCIAL MODEL FOR THE UNIVERSITY.
Attachment A - 4
Six-Year Plans - Part I (2013): 2014-16 through 2018-20
University of Virginia
FINANCIAL AID PLAN
Note: If you do not have actual amounts for Tuition Revenue for Financial Aid by student category, please provide
an estimate. If values are not distributed for Tuition Revenue for Financial Aid , a distribution may be calculated for
your institution.
Allocation of Tuition Revenue Used for Student Financial
2011-12 (Actual)
T&F Used for Financial Aid
Undergraduate, In-State
Undergraduate, Out-of-State
Graduate, In-State
Graduate, Out-of-State
First Professional, In-State
First Professional, Out-of-State
Total
In-State Sub-Total
Gross Tuition
Revenue
$103,156,000
$155,904,000
$35,642,000
$62,428,000
$28,361,000
$47,873,000
$433,364,000
$167,159,000
Tuition Revenue
for Financial Aid
(Program 108)
% Revenue for
Financial Aid
$15,437,000
$22,898,000
$6,304,000
$25,731,000
$2,206,000
$5,113,000
$77,689,000
$23,947,000
Distribution of
Financial Aid
$15,437,000
$22,898,000
$6,304,000
$25,731,000
$2,206,000
$5,113,000
$77,689,000
$23,947,000
See Note A
See Note A
See Note B
See Note B
See Note B
See Note B
2012-13 (Estimated)
T&F Used for Financial Aid
Undergraduate, In-State
Undergraduate, Out-of-State
Graduate, In-State
Graduate, Out-of-State
First Professional, In-State
First Professional, Out-of-State
Total
Total from Finance-T&F worksheet
In-State Sub-Total
Gross Tuition
Revenue
$110,045,000
$167,775,000
$34,874,000
$62,792,000
$28,727,000
$52,459,000
$456,672,000
$490,968,000
$173,646,000
Tuition Revenue
for Financial Aid
(Program 108)
$16,932,000
$23,231,000
$6,003,000
$24,909,000
$2,312,000
$6,931,000
$80,318,000
$62,146,000
$25,247,000
Attachment A - 5
% Revenue for
Financial Aid
Distribution of
Financial Aid
$16,932,000
$23,231,000
$6,003,000
$24,909,000
$2,312,000
$6,931,000
$80,318,000
$25,247,000
See Note A
See Note A
See Note B
See Note B
See Note B
See Note B
2013-14 (Planned)
T&F Used for Financial Aid
Undergraduate, In-State
Undergraduate, Out-of-State
Graduate, In-State
Graduate, Out-of-State
First Professional, In-State
First Professional, Out-of-State
Total
Total from Finance-T&F worksheet
In-State Sub-Total
Additional In-State
Gross Tuition
Revenue
Tuition Revenue
for Financial Aid
(Program 108)
$118,324,000
$176,274,000
$35,941,000
$70,482,000
$28,553,000
$55,933,000
$485,507,000
$519,935,000
$182,818,000
$9,172,000
% Revenue for
Financial Aid
$17,800,000
$24,900,000
$6,239,000
$25,476,000
$2,393,000
$7,161,000
$83,969,000
$64,785,000
$26,432,000
$1,185,000
Distribution of
Financial Aid
$17,800,000
$24,900,000
$6,239,000
$25,476,000
$2,393,000
$7,161,000
$83,969,000
See Note A
See Note A
See Note B
See Note B
See Note B
See Note B
$26,432,000
$1,185,000
2014-15 (Planned)
T&F Used for Financial Aid
Undergraduate, In-State
Undergraduate, Out-of-State
Graduate, In-State
Graduate, Out-of-State
First Professional, In-State
First Professional, Out-of-State
Total
Total from Finance-T&F worksheet
In-State Sub-Total
Additional In-State
Additional In-State from Financial Plan
Gross Tuition
Revenue
$127,300,000
$185,577,000
$37,301,000
$72,454,000
$29,485,000
$57,713,000
$509,830,000
$544,501,000
$194,086,000
$11,268,000
Tuition Revenue
for Financial Aid
(Program 108)
$18,200,000
$25,900,000
$6,519,000
$26,144,000
$2,464,000
$7,358,000
$86,585,000
$69,376,000
$27,183,000
$751,000
$751,000
Attachment A - 6
% Revenue for
Financial Aid
Distribution of
Financial Aid
$18,200,000
$25,900,000
$6,519,000
$26,144,000
$2,464,000
$7,358,000
$86,585,000
$27,183,000
$751,000
See Note A
See Note A
See Note B
See Note B
See Note B
See Note B
2015-16 (Planned)
T&F Used for Financial Aid
Undergraduate, In-State
Undergraduate, Out-of-State
Graduate, In-State
Graduate, Out-of-State
First Professional, In-State
First Professional, Out-of-State
Total
Total from Finance-T&F worksheet
In-State Sub-Total
Additional In-State
Additional In-State from Financial Plan
Gross Tuition
Revenue
$137,071,000
$195,469,000
$38,714,000
$74,484,000
$30,424,000
$59,530,000
$535,692,000
$570,614,000
$206,209,000
$12,123,000
Tuition Revenue
for Financial Aid
(Program 108)
$19,300,000
$28,000,000
$6,812,000
$26,830,000
$2,536,000
$7,560,000
$91,038,000
$73,948,000
$28,648,000
$1,465,000
$2,216,000
% Revenue for
Financial Aid
Distribution of
Financial Aid
$19,300,000
$28,000,000
$6,812,000
$26,830,000
$2,536,000
$7,560,000
$91,038,000
See Note A
See Note A
See Note B
See Note B
See Note B
See Note B
$28,648,000
$1,465,000
Note A: Tuition revenue is used for financial aid; however, the University does not separately track a tuition dollar paid to where it is expended. All undergraduate tuition
revenues are collected into a 0300 revenue project, then the amount required for financial aid is transferred to program 108. The University is committed to the principle
that in-state undergraduates will pay for in-state undergraduate financial aid, while out-of-state undergraduates will pay for out-of-state undergraduate financial aid.
Note B: The University does not separately track a tuition dollar paid to where it is expended. In addition, financial aid for graduate students is not awarded strictly on
the basis of need (although most all graduate students are needy since they are normally independent students), but rather it is packaged so as to attract the very best
students. Graduate teaching assistants (GTA) and graduate research assistants (GRA) who perform work for the University receive financial support from tuition. For
GTAs (regardless of residency), financial aid from tuition covers 100% of the cost of in-state tuition and fees. For GRAs (regardless of residency), the underlying grant
covers 100% of the cost of in-state tuition and fees. For all out-of-state GTAs and GRAs, financial aid from tuition covers the differential between in-state T&F and outof-state T&F. Gross tuition revenue from graduate students is distorted by the inclusion of Graduate Business (Darden) and graduate programs in the McIntire School
of Commerce, which are high tuition programs with virtually no tuition-funded financial aid.
Attachment A - 7
Six-Year Plans - Part I (2013): 2014-16 through 2018-20
University of Virginia
Foregone Tuition Revenue As A Result of Tuition Waivers (See references at bottom of tables for waiver programs)
Educational and General Programs
The values entered for 2011-12 must match those submitted on the SCHEV S1/S2.
2011-12 (Actual from S1/S2)
In-State
Out-of-State
Program
Total
Undergraduate
Graduate
Total
Undergraduate
Graduate
Total
Unfunded Scholarships
$0
$0
$0
$0
$0
$0
$0
Foreign exchange student waivers
$0
$0
$0
$0
$0
$0
$0
Virginia's military dependent waivers
$0
$0
$0
$0
$249,329
$249,329
$249,329
Virginia's military member waivers
$0
$0
$0
$0
$82,538
$82,538
$82,538
$0
$0
$0
$0
$0
$0
$0
Special arrangement contracts
$0
$0
$0
$0
$0
$0
$0
Academic Common Market
$0
$0
$0
$0
$0
$0
$0
Geographic waivers
$0
$0
$0
$0
$0
$0
$0
Other waivers associated with in-/out-of-state differential
$0
$0
$0
$96,408
$117,476
$213,884
$213,884
$72,293
$28,881
$101,174
$0
$0
$0
$101,174
$0
$0
$0
$0
$0
$0
$0
$101,997
$38,945
$140,942
$0
$0
$0
$140,942
Employee Waivers
$0
$0
$0
$0
$0
$0
$0
Other waivers of tuition/fees student would normally be charged
$0
$0
$0
$0
$0
$0
$0
$174,290
$67,826
$242,116
$96,408
$449,343
$545,751
$787,867
Virginia's military veteran waivers
Federal military member and dependent waivers
Virginia provision for other state's National Guard duty
Senior Citizen's Tuition and Fee Waivers
Certain Public Safety Personnel Child/Spouse Waivers
Virginia Military Survivors & Dependents Education Program
Total
Attachment A - 8
2012-13 (Estimated)
In-State
Out-of-State
Program
Total
Undergraduate
Graduate
Total
Undergraduate
Graduate
Total
Unfunded Scholarships
$0
$0
$0
$0
Foreign exchange student waivers
$0
$0
$0
$0
$0
$0
$0
Virginia's military dependent waivers
$0
$0
$0
$0
$211,930
$211,930
$211,930
Virginia's military member waivers
$0
$0
$0
$0
$70,157
$70,157
$70,157
Federal military member and dependent waivers
$0
$0
$0
$0
$0
$0
$0
Virginia provision for other state's National Guard duty
$0
$0
$0
$0
$0
$0
$0
Special arrangement contracts
$0
$0
$0
$0
$0
$0
$0
Academic Common Market
$0
$0
$0
$0
$0
$0
$0
Geographic waivers
$0
$0
$0
$0
$0
$0
$0
Other waivers associated with in-/out-of-state differential
$0
$0
$0
$20,000
$121,000
$141,000
$141,000
$83,137
$28,303
$111,440
$0
$0
$0
$111,440
$0
$0
$0
Virginia's military veteran waivers
Senior Citizen's Tuition and Fee Waivers
$0
$0
$0
$0
$0
$0
$0
$82,624
$37,384
$120,008
$0
$0
$0
$120,008
Employee Waivers
$0
$0
$0
$0
$0
$0
$0
Other waivers of tuition/fees student would normally be charged
$0
$0
$0
$0
$0
$0
$0
$165,761
$65,687
$231,448
$20,000
$403,087
$423,087
$654,535
Certain Public Safety Personnel Child/Spouse Waivers
Virginia Military Survivors & Dependents Education Program
Total
Attachment A - 9
2013-14 (Planned)
In-State
Out-of-State
Program
Total
Undergraduate
Graduate
Total
Undergraduate
Graduate
Total
Unfunded Scholarships
$0
$0
$0
$0
Foreign exchange student waivers
$0
$0
$0
$0
$0
$0
$0
Virginia's military dependent waivers
$0
$0
$0
$0
$212,000
$212,000
$212,000
Virginia's military member waivers
$0
$0
$0
$0
$70,000
$70,000
$70,000
Virginia's military veteran waivers
$0
$0
$0
$0
$0
$0
$0
Federal military member and dependent waivers
$0
$0
$0
$0
$0
$0
$0
Virginia provision for other state's National Guard duty
$0
$0
$0
$0
$0
$0
$0
Special arrangement contracts
$0
$0
$0
$0
$0
$0
$0
Academic Common Market
$0
$0
$0
$0
$0
$0
$0
Geographic waivers
$0
$0
$0
$0
$0
$0
$0
Other waivers associated with in-/out-of-state differential
$0
$0
$0
$20,000
$121,000
$141,000
$141,000
$87,000
$30,000
$117,000
$0
$0
$0
$117,000
$0
$0
$0
$0
$0
$0
$0
$83,000
$37,000
$120,000
$0
$0
$0
$120,000
Employee Waivers
$0
$0
$0
$0
$0
$0
$0
Other waivers of tuition/fees student would normally be charged
$0
$0
$0
$0
$0
$0
$0
$170,000
$67,000
$237,000
$20,000
$403,000
$423,000
$660,000
Senior Citizen's Tuition and Fee Waivers
Certain Public Safety Personnel Child/Spouse Waivers
Virginia Military Survivors & Dependents Education Program
Total
Attachment A - 10
$0
$0
$0
2014-15 (Planned)
In-State
Out-of-State
Program
Total
Undergraduate
Graduate
Total
Undergraduate
Graduate
Total
Unfunded Scholarships
$0
$0
$0
$0
Foreign exchange student waivers
$0
$0
$0
$0
$0
$0
$0
Virginia's military dependent waivers
$0
$0
$0
$0
$212,000
$212,000
$212,000
Virginia's military member waivers
$0
$0
$0
$0
$70,000
$70,000
$70,000
Virginia's military veteran waivers
$0
$0
$0
$0
$0
$0
$0
Federal military member and dependent waivers
$0
$0
$0
$0
$0
$0
$0
Virginia provision for other state's National Guard duty
$0
$0
$0
$0
$0
$0
$0
Special arrangement contracts
$0
$0
$0
$0
$0
$0
$0
Academic Common Market
$0
$0
$0
$0
$0
$0
$0
Geographic waivers
$0
$0
$0
$0
$0
$0
$0
Other waivers associated with in-/out-of-state differential
$0
$0
$0
$20,400
$123,000
$143,400
$143,400
$91,000
$31,000
$122,000
$0
$0
$0
$122,000
Senior Citizen's Tuition and Fee Waivers
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$83,000
$37,000
$120,000
$0
$0
$0
$120,000
Employee Waivers
$0
$0
$0
$0
$0
$0
$0
Other waivers of tuition/fees student would normally be charged
$0
$0
$0
$0
$0
$0
$0
$174,000
$68,000
$242,000
$20,400
$405,000
$425,400
$667,400
Certain Public Safety Personnel Child/Spouse Waivers
Virginia Military Survivors & Dependents Education Program
Total
Attachment A - 11
2015-16 (Planned)
In-State
Out-of-State
Program
Total
Undergraduate
Graduate
Total
Undergraduate
Graduate
Total
$0
$0
$0
$0
Foreign exchange student waivers
$0
$0
$0
$0
$0
$0
$0
Virginia's military dependent waivers
$0
$0
$0
$0
$212,000
$212,000
$212,000
Virginia's military member waivers
$0
$0
$0
$0
$70,000
$70,000
$70,000
Virginia's military veteran waivers
$0
$0
$0
$0
$0
$0
$0
Federal military member and dependent waivers
$0
$0
$0
$0
$0
$0
$0
Virginia provision for other state's National Guard duty
$0
$0
$0
$0
$0
$0
$0
Special arrangement contracts
$0
$0
$0
$0
$0
$0
$0
Academic Common Market
$0
$0
$0
$0
$0
$0
$0
Geographic waivers
$0
$0
$0
$0
$0
$0
$0
Other waivers associated with in-/out-of-state differential
$0
$0
$0
$21,000
$125,000
$146,000
$146,000
$95,000
$32,000
$127,000
$0
$0
$0
$127,000
Senior Citizen's Tuition and Fee Waivers
$0
$0
$0
Unfunded Scholarships
$0
$0
$0
$0
$0
$0
$0
$83,000
$37,000
$120,000
$0
$0
$0
$120,000
Employee Waivers
$0
$0
$0
$0
$0
$0
$0
Other waivers of tuition/fees student would normally be charged
$0
$0
$0
$0
$0
$0
$0
$178,000
$69,000
$247,000
$21,000
$407,000
$428,000
$675,000
Certain Public Safety Personnel Child/Spouse Waivers
Virginia Military Survivors & Dependents Education Program
Total
Attachment A - 12
Program
FA File Field
Authorization
Unfunded Scholarships
TUIWAIV, IN-1
Code of Virginia § 23-31
Foreign exchange student waivers
TUITION=H
Code of Virginia § 23-7.4:2 C 2
Virginia's military dependent waivers
TUITION=B
Code of Virginia § 23-7.4 E
Virginia's military member waivers
TUITION=M
Code of Virginia § 23-7.4:2 G
Virginia's military veteran waivers
TUITION=U
Code of Virginia § 23-7.4:2 H
Federal military member and dependent waivers
TUITION=R
Federal Higher Education Opportunity Act (Sec. 114)
Virginia provision for other state's National Guard duty
TUITION=T
Code of Virginia § 23-7.4:2 B
Special arrangement contracts
TUITION=I
Code of Virginia § 23-7.4:2 F
Academic Common Market
TUITION=C
Code of Virginia § 23-7.4:2 C 1
Virginia Community College System
TUITION=D
Code of Virginia § 23-7.4:2 D
University of Virginia's College at Wise
TUITION=E
Code of Virginia § 23-7.4:2 E
Old Dominion University's TELETECHNET sites/higher education centers; Radford’s Virginia Educators program
TUITION=P
Appropriation Act (ODU)
VCCS dual enrollment agreement
TUITION=F
Code of Virginia § 23-7.4:2 C 3
Nonresident employed full time in Virginia provision
TUITION=G
Code of Virginia § 23-7.4:2 A
One-year grace period for dependent whose parent or spouse abandons Virginia domicile
TUITION=L
Code of Virginia § 23-7.4 B
Graduate student employed at a contract rate of $4K+
TUITION=Q
Appropriation Act § 4-2.01 b 6
Senior Citizen's Tuition and Fee Waivers
TUIWAIV, IN-1
Code of Virginia § 23-38.54 et seq.
Certain Public Safety Personnel Child/Spouse Waivers
TUIWAIV, IN-1
Code of Virginia § 23-7.4:1 B
Virginia Military Survivors & Dependents Education Program
MSDTFW, IN-7
Code of Virginia § 23-7.4:1 A
Other waivers of tuition/fees student would normally be charged
TUIWAIV, IN-1
Appropriation Act § 4-2.01 b 9
Geographic waivers
Other waivers associated with in-/out-of-state differential
Attachment A - 13
PART II
University of Virginia
A. Institutional Mission
The University of Virginia’s mission is reflected in its Statement of Purpose and Goals. As part of its
ongoing strategic planning process, the University anticipates revising its mission statement. The
University anticipates submitting revisions to SCHEV during fall 2013 for review and approval.
Purpose
The central purpose of the University of Virginia is to enrich the mind by stimulating and sustaining a
spirit of free inquiry directed to understanding the nature of the universe and the role of mankind in it.
Activities designed to quicken, discipline, and enlarge the intellectual and creative capacities, as well as
the aesthetic and ethical awareness, of the members of the University and to record, preserve, and
disseminate the results of intellectual discovery and creative endeavor serve this purpose. In fulfilling it,
the University places the highest priority on achieving eminence as a center of higher learning.
Goals
The University of Virginia seeks to achieve its central purpose through the pursuit of the following
specific goals:
•
•
•
•
•
•
•
•
To offer instruction of the highest quality to undergraduates from all walks of life, not only by
transmitting established knowledge and skills, but by fostering in students the habits of mind
and character required to develop a generous receptivity to new ideas, from whatever source; a
disposition for applying the most rigorous criticism to all ideas and institutions, whether old or
new; an ability to test hypotheses and re-interpret human experience; and a desire to engage in
a lifetime of learning.
To sustain liberal education as the central intellectual concern of the University, not only in the
curricula of the College of Arts and Sciences, but also as a foundation for the professional
undergraduate programs.
To educate men and women for the professions in certain undergraduate and in graduate
programs leading to degrees in the School of Architecture, Business Administration, Commerce,
Education, Engineering and Applied Science, Law, Medicine, and Nursing.
To lead in the advancement and application of knowledge through graduate study and research
and to disseminate the results among scholars and the general public.
To attract and retain eminent faculty in order to provide the highest quality of instruction and
leadership in research.
To seek the ablest and most promising students, within the Commonwealth and without; and, in
keeping with the intentions of Thomas Jefferson, to attend to their total development and wellbeing; and to provide appropriate intellectual, athletic, and social programs.
To strive for diversity in the student body and in the faculty and to promote international
exchange of scholars and students.
To provide for students and faculty an atmosphere conducive to fellowship and understanding
and to their constructive participation in the affairs of the University and the community at
large.
Attachment A - 14
•
•
•
•
•
•
To expand educational opportunities for persons with special challenges such as minority status,
physical disability, ethnic heritage, or insufficient financial resources.
To engage in research in the medical sciences and to provide innovative leadership in health
care and medical services in the local community, the Commonwealth, and the nation.
To offer to the local community, the Commonwealth of Virginia, and the nation the various
kinds of public service and intellectual and cultural activities which are consonant with the
purposes of the University.
To provide continuing education programs of the highest quality to the Commonwealth and the
nation.
To cooperate with and assist other colleges, educational institutions, and agencies, especially in
the Commonwealth of Virginia, by making available to them the facilities of the University and
the experience and counsel of its members so as to contribute to education in the
Commonwealth and beyond.
To establish new programs, schools, and degrees, and to undertake such research as the needs
of the Commonwealth of Virginia and the nation may require.
Attachment A - 15
B. Strategies
The University of Virginia is in the midst of a strategic planning process, with a final strategic plan
scheduled to be considered by the Board of Visitors, at the same time as the Six-Year Plan, in September
2013. As of July 1, 2013, the draft strategic plan includes six pillars for the University. The six pillars and
a description of each are included below, followed by descriptions of Six-Year Plan strategies.
While many Six-Year Plan strategies will not be included in the final strategic plan – which, by nature,
will encompass a broader view of the University – the strategies include representative initiatives of the
University that further the goals of the Higher Education Opportunity Act (HEOA) and the pillars of the
draft strategic plan.
DRAFT STRATEGIC PLAN
Pillar #1 – Enrich and Strengthen the University’s Distinctive Residential Culture
Among other initiatives, this plan will target for investment programs that reinforce its cohesive yet
increasingly diverse academic community, encourage frequent faculty-student interactions, promote
student self-governance, and emphasize leadership, student research, experiential learning, and public
service. It also will concentrate on areas such as advising that fall short of student expectations and
support a virtual residential experience that includes non-traditional adult students and alumni.
Pillar #2 – Provide Educational Experiences that Deliver New Levels of Student Engagement
The University will enhance a broad range of high-impact educational experiences that encourage
students to internalize knowledge and make it their own. This may include conducting meaningful
research with faculty members, service learning, entrepreneurial experiences, internships, and learning
to see the world through a global lens.
Pillar #3 — Assemble and Support a Distinguishing Faculty
A high-quality faculty characterizes dynamic institutions and is essential to the missions of teaching,
research, patient care, and public service. It is the starting point for a virtuous cycle, fueled by
innovation, that leads to better undergraduate and graduate students, increased research funding, and
more engaged and committed alumni. Accordingly, the generational turnover in faculty, while providing
a remarkable opportunity to remake the University, must be managed with utmost care. The strategic
plan will provide a framework for assembling a distinctive faculty best suited to fulfill the University’s
aspirations as a collegiate research university and equipped to use its scale for advantage. This is a
faculty that welcomes collaboration and that combines a commitment to innovation in education with
intellectual leadership.
Pillar #4 – Strengthen the University’s Capacity to Advance Knowledge and Serve the Public Through
Creativity, Scholarship, and Research
The University will identify areas where its strengths intersect with new disciplines and technologies.
This is essential in an age where solving the great challenges requires multiple perspectives. An
important priority will be to leverage current talent and new faculty hiring opportunities to focus
research strategically and build interdisciplinary scholarship and research that will contribute to the
Attachment A - 16
important issues facing the Commonwealth, the nation, and the world. The University will create highpotential cross-Grounds initiatives in areas of critical intellectual significance, particularly where they
overlap with the needs of the Commonwealth; engage corporate, government, and academic partners
in these efforts; and develop a new process for periodic sunset review of all centers, institutes, and
other units.
Pillar #5 – Make Ethical Leadership and Leadership Preparation a Common Purpose Uniting the
University Community
The University will elevate its efforts to promote leadership development among students, faculty, and
staff. The ability of faculty and staff to create innovative research and educational programs and to
guide the University through a difficult period for higher education will be essential not only for its
continued preeminence, but also for its ongoing ability to serve the Commonwealth. The University also
will share its growing proficiency in leadership preparation.
Pillar #6 – Steward the University’s Resources to Promote Academic Excellence and Affordable Access
Academic excellence is possible only if it rests on a solid foundation of continuous improvement and
organizational excellence. Organizational excellence in the context of academic excellence, however, is
far more than cost-cutting. It entails the most efficient allocation and investment of resources so that
the University can continue to offer a distinctive educational experience – residential in nature and
global in outlook, uniting the best students and faculty, harnessing emerging technologies, and ensuring
accessibility and affordability for all qualified students. To achieve these ends, this strategic plan will call
for the University to adopt a multi-year organizational excellence initiative. The focus of this initiative
will be to achieve any and all benefits of streamlining, including quality, speed, feedback, accountability,
savings, and innovation.
SIX-YEAR PLAN STRATEGIES
Priority 1 – Enrollment Growth
To increase enrollment of Virginia students, implement BOV-approved plan for enrollment growth with
approximately 33 to 40 percent of growth targeted in STEM-H disciplines. Undergraduate enrollment
growth targets are 256 in 2014-15 and 280 in 2015-16. The University’s current undergraduate
enrollment growth plan extends to 2018-19. For 2014-16, graduate and professional enrollment growth
target is 169 students.
Note: The University's enrollment growth plan is contingent upon receiving the appropriate state share
of funding per Virginia student.
TJ21 OBJECTIVES: E1, E6
PILLARS: 1
Priority 2 – Faculty: Compensation
To increase quality and enhance recruitment and retention, implement BOV’s four-year plan to address
the competitiveness of faculty salaries. The University, along with other institutions of higher learning,
faces a dramatic generational turnover in faculty during the coming decade. To approach the
Attachment A - 17
generational turnover from a position of strength, the University will improve the average faculty salary
at each rank to the 20th position of its Association of American Universities (AAU) peers. Assuming that
these peers will raise their average faculty salary by three percent each year, the University projects that
it can attain the 20th rank with annual merit-based increases for continuing faculty of 4.75 percent.
Across the University, if the current mix of faculty (assistant vs. associate vs. full professors) remained
unchanged, these increases would require new annual resources of $32,150,000 by the second year of
the plan. However, the University plans that the generational turnover of faculty will result in a more
even distribution of assistant vs. associate vs. full professors, whereas now more than half are full
professors. Reprogramming savings from retiring full professors into enhancing the average salaries of
associate and assistant professors will result in a reallocation of existing funds of $6,932,000 by the
second year. The remaining new cost will be $25,218,000, of which $10,622,000 will be funded from
incremental tuition (undergraduate, graduate, and professional) increases and the remaining
$14,596,000 will be funded from other sources of faculty salaries such as grants and contracts and
private resources.
TJ21 OBJECTIVES: D
PILLARS: 3
Priority 3 – Staff: Compensation
To increase quality and enhance recruitment and retention, improve compensation for University and
classified staff. The long-term plan is to move to competitive ranges for all University staff. Total
incremental costs assumes no state-authorized salary increase for classified staff since instructions
direct institutions to assume no incremental general funds. A three percent BOV-authorized merit
increase for University staff and administrative/professional faculty is included in the budget for the
two-year period.
TJ21 OBJECTIVES: D
PILLARS: 6
Priority 4 – Faculty: Start-Up Packages
To increase degree production in STEM-H disciplines, implement plan to provide sufficient start-up
packages and space to accommodate new STEM-H faculty associated with enrollment growth and
retirement turnover.
At a research university like U.Va., the costs associated with the recruitment of STEM-H faculty go
beyond salary and fringe benefits. Such faculty require start-up packages which support the renovation
of laboratories, purchase of equipment, hiring of research staff, and training of graduate students,
among others, while the research program is being established. It is the expectation that, within a few
years, extramural funding will provide support for ongoing costs. Start-up packages do not include base
salary support or signing bonuses for faculty.
TJ21 OBJECTIVES: D, E1, E6, E8
PILLARS: 3
Attachment A - 18
Priority 5 – Affordable Access: Undergraduate Student Financial Aid (AccessUVa)
The BOV authorized AccessUVa in February 2004 to ensure that an undergraduate education at the
University would be available to all students regardless of their financial circumstances. The program
has been successful in increasing socioeconomic diversity, reducing student loan debt, and meeting 100
percent of need for undergraduate students. This program has brought the University significant
notoriety as the premier need-based aid program for a public institution in the United States.
There are four main components to the program:
•
•
•
•
Offer 100 percent of financial need to all undergraduates;
Provide all-grant aid and eliminate need-based loans to low-income students;
Cap need-based loans for all undergraduate students; and
Include financial literacy education and debt management strategies.
Section C includes additional information on the structure of AccessUVa and how aid is distributed to
families of different income levels.
The University engaged an external consultant in 2012 to review the current AccessUVa program and
suggest changes that would moderate future cost increases. The results of the report are being
discussed with the BOV; modifications will be approved by September 2013 in order to adequately
inform prospective students. In the meantime, the University has made a number of administrative
changes (e.g. require a work component, require a student contribution, etc.), the result of which has
been to hold in check the increase in the total cost of the program.
Note: Incremental costs for in-state students are included in the “Additional In-State Student Financial
Aid From Tuition Revenue - UGrad and Grad” line item in the “Academic and Financial Plan.” Incremental
costs for out-of-state students are included in the “Additional Out-of-State Student Financial Aid From
Tuition Revenue - UGrad and Grad” line item in the “Academic and Financial Plan.”
TJ21 OBJECTIVES: A, E5
PILLARS: 6
Priority 6 – Student Success: Total Advising
To improve retention and graduation rates, the University will pioneer “total advising,” a
multidimensional process that combines high-quality academic advising, career advising, and coaching,
includes an online portfolio, and capitalizes on relationships with U.Va. alumni.
Supporting initiatives include, but are not limited to:
•
•
•
•
Continued growth of the College Advising Fellows and College Advising Seminars (COLAs),
concurrent with enrollment growth.
Expansion of the Center for Undergraduate Excellence to enhance student access to and
awareness of academically-related curricular and co-curricular interests.
Reconsideration of the University’s approach to career advising and career development.
Enhanced academic advising to facilitate growth of the 3+1 program, in which undergraduates
with advanced standing will earn a bachelor’s degree and master’s degree in four years. In
Attachment A - 19
addition, continue to evaluate existing graduate degree programs for conversion to accelerated
programs.
Note: There are likely to be incremental costs or reallocations associated with these initiatives.
However, as part of the ongoing strategic planning process, details are still being formulated.
TJ21 OBJECTIVES: D, E3, E5, E6, E8, E10, E12
PILLARS: 1, 2
Priority 7 – Research & Economic Development: Pan-University Research Priorities
To increase research, including regional and public-private collaboration, continue development of and
support for pan-University research priorities: (1) systems bioscience and bioengineering, (2)
computational systems science and modeling (i.e. “Big Data”), (3) sustainability, (4) systems energy, and
(5) the OpenGrounds multidisciplinary innovation collaborative. Pursue additional pan-University or
school-specific research priorities, not included above, when faculty expertise converges with
opportunities presented by private enterprise, local and state government, the federal government,
and/or other strategic initiatives.
Supporting initiatives include, but are not limited to:
•
•
•
Increasing research support from large corporations, small businesses, NGOs, foundations,
venture capitalists, state government, local government, and non-traditional federal agencies.
o Continuing and expanding partnership with Rolls-Royce, and other related companies,
through Commonwealth Center for Advanced Manufacturing (CCAM).
o Continuing and expanding partnership with the Defense Intelligence Agency (DIA).
o Continuing and expanding partnership with the Commonwealth Center for Advanced
Logistics Systems (CCALS).
o Expanding the statewide i6 proof-of-concept innovation program with funds to match
U.S. Department of Commerce support.
Capitalizing on existing expertise within the Center for the Advanced Study of Teaching and
Learning-Higher Education (CASTL-HE), Institutional Assessment and Studies (IAS), and the
Teaching Resource Center (TRC) to position the University as a leader in evidence-based study of
teaching and learning in higher education. The University will apply best practices to produce
measurable gains in student learning.
Increasing library support for collaborative research, particularly with respect to “Big Data.”
TJ21 OBJECTIVES: E8, E10, E11, E13
PILLARS: 2, 3, 4, 5
Priority 8 – Research & Economic Development: Medical Translational Research
To increase research, expand medical translational research, including cancer clinical trials and focused
ultrasound surgery, so that laboratory discoveries are converted into new methods to diagnose and
treat illness and augment cancer outreach and prevention activities.
TJ21 OBJECTIVES: E8
PILLARS: 3, 4, 5
Attachment A - 20
Priority 9 – Research & Economic Development: Innovation Ecosystem
To increase research and promote economic development, enhance the innovation ecosystem.
Supporting initiatives include, but are not limited to:
•
•
•
Continuing implementation of the U.Va. Economic Development Accelerator (UVEDA), a publicprivate partnership designed to facilitate knowledge transfer and business development around
University research and innovation, including a proof-of-concept fund.
Continuing implementation of a new relationship between U.Va. and the Licensing and Ventures
Group to increase deal flow.
Increasing the number of successful start-up companies generated from U.Va. research.
TJ21 OBJECTIVES: E8, E12
PILLARS: 3, 4, 5, 6
Priority 10 – Quality Enhancement: Self-Supporting Programs
To maintain and enhance programmatic quality, incremental revenue generated by self-supporting
programs (business, graduate commerce, and law) will be used to fund increases in financial aid, utilities
and facility maintenance, electronic library resources, and academic programs.
TJ21 OBJECTIVES: E13
PILLARS: 1, 2, 3, 6
Priority 11 – Student Success: Student-Faculty Engagement
As part of the University’s strategic plan, continue support for select initiatives of the University’s
Quality Enhancement Plan (QEP), submitted to the Southern Association of Colleges and Schools
Commission on Colleges (SACSCOC) in 2007. “Enhancing Student-Faculty Engagement” was the topic of
the QEP. The University submitted a QEP Impact Report to SACSCOC in March 2013, documenting
progress-to-date.
Supporting initiatives include, but are not limited to:
•
•
Improving the student-to-faculty ratio in the College of Arts and Sciences, the School of
Engineering and Applied Science, and the School of Architecture.
Increasing the range of high-impact educational experiences for undergraduates, during the
academic year and summer session, that includes meaningful research with faculty, service
learning, entrepreneurial experiences, and internships.
Note: There are likely to be incremental costs or reallocations associated with these initiatives.
However, as part of the ongoing strategic planning process, details are still being formulated.
TJ21 OBJECTIVES: D
PILLARS: 1, 2, 3, 5
Attachment A - 21
Priority 12 – Student Success: Technology-Enhanced Instruction
To increase access, continue growth and development of academic programs and coursework using
technology-enhanced instruction. At present, the University offers 17 certificate programs and 13
degree programs that meet the distance education definition of the Southern Association of Colleges
and Schools Commission on Colleges (SACSCOC). In 27 of these 30 programs, students may earn more
than 50 percent of the program through distance education. In addition, the University is heavily
focused on enhancing the use of technology in its residential curriculum.
Supporting initiatives include, but are not limited to:
•
•
•
•
•
•
•
•
•
Continued graduate program offerings through the Commonwealth Graduate Engineering
Program (CGEP).
Continued undergraduate program offerings through the Engineers PRODUCED in Virginia
program. Implement the University’s first ABET-accredited online degree program – the B.S. in
Mechanical Engineering.
Continued partnership with George Mason University, James Madison University, and Virginia
Tech through the 4-VA course-sharing initiative using Cisco TelePresence technology.
Continued partnership, initiated in fall 2013, with Duke University through a course-sharing
initiative using Cisco TelePresence technology.
Continued institutional support for development of hybrid technology-enhanced courses and
the conversion of courses in select degree and certificate programs – such as the Bachelor of
Interdisciplinary Studies – to an online format.
Continued development of online methodologies, in the School of Nursing and the School of
Medicine, for virtual clinical learning activities.
Continued partnership with Coursera to offer massive open online courses (MOOCs), including
expansion into professional development coursework for educators and courses targeted
towards University alumni. Two such courses scheduled for fall 2013 include a course on the
administration of John F. Kennedy (to be taught by Larry Sabato) and a course on the life of
Thomas Jefferson (to be taught by Peter Onuf) .
Investing in production facilities and classrooms required to place the University at the forefront
of efforts that enrich traditional in-class activities with Web-based or digital technologies.
Assessing the feasibility of a course-sharing initiative, in graduate engineering, with Oak Ridge
National Laboratory (ORNL) core universities – Duke University, Florida State University, Georgia
Institute of Technology, North Carolina State University, University of Tennessee, Vanderbilt
University, and Virginia Tech.
Note: There are likely to be incremental costs or reallocations associated with these initiatives.
However, as part of the ongoing strategic planning process, details are still being formulated.
TJ21 OBJECTIVES: C, E1, E6, E10
PILLARS: 1, 2, 6
Priority 13 – Institutional Collaboration: The Virginia Community College System (VCCS)
•
To increase degree completion for Virginians with partial credit:
Attachment A - 22
o
o
o
o
o
o
Expand the Bachelor of Interdisciplinary Studies (BIS) program to Thomas Nelson
Community College, effective fall 2014 (current sites include Charlottesville, Tidewater
Community College, Northern Virginia Community College, and the Richmond Center).
Negotiate a guaranteed admission agreement (GAA) with the VCCS for the Bachelor of
Interdisciplinary Studies (BIS) program, effective fall 2015.
Implement the Bachelor of Professional Studies in Health Sciences, an online degree
program developed in cooperation with the VCCS, effective fall 2014 (pending SCHEV
approval).
Negotiate a guaranteed admission agreement (GAA) with the VCCS for the Bachelor of
Professional Studies in Health Sciences program, effective fall 2015.
Implement the guaranteed admission agreement (GAA) with the VCCS for the RN to BSN
program.
Implement the RN to BSN distance learning initiative with Germanna Community
College (GCC).
TJ21 OBJECTIVES: E1, E2, E3, E4, E6, E7, E10, E13
PILLARS: 1, 2, 6
Priority 14 – Efficiency and Continuous Improvement
Building upon the success of the institution’s formal improvement program established in 1994, the
University will launch a more comprehensive effort, Organizational Excellence, to enhance effectiveness
and efficiency in academic and administrative areas. Institutional and departmental unit efforts will
result in resource optimization, streamlining, reorganizations and partnerships, and improved quality.
The goal is to redirect at least one percent of the operating budget annually.
Supplemental information, appended to the end of this section, provides specific examples of the
University’s most significant approaches and accounts for a projected savings/reallocation/cost
avoidance of $17.6 million over the biennium.
TJ21 OBJECTIVES: B, E9, E12
PILLARS: 6
Priority 15 – Research & Economic Development: Southwest Virginia Economic Development
Partnership (Appalachian Prosperity Project)
Continue and enhance the University’s Southwest Virginia Economic Development Partnership, the
Appalachian Prosperity Project, with a continued focus on (1) K-12 education support, (2) business
support/entrepreneurship, and (3) access to healthcare.
TJ21 OBJECTIVES: E13
PILLARS: 4, 5
Attachment A - 23
Priority 14: Efficiency and Continuous Improvement
Specific Examples
TJ21 Objectives:
E9: Other efficiency reforms to reduce total institutional cost.
E12: Innovation and continuous improvement.
As one of the nation’s premier public universities, the University of Virginia seeks to be a leader in the
development of innovative strategies and continuous improvement through the effective stewardship of
its public and private resources. Ongoing cost-containment efforts, enhanced efficiencies, and process
improvement are foundational. Both the academic departments and administrative offices benchmark
best practices in higher education and other industries and regularly monitor performance to ensure
continued improvement. Accordingly, the University’s most significant approaches to efficiency and
improvement are described below and the associated cost avoidance and savings projections.
These strategies and approaches are differentiated into one of six categories: Consolidation,
Realignment, or Redesign of Units; Cost Cutting Initiatives; New Models of Service; Partnerships and
Collaborations; Revenue Generation; Energy Conservation and Sustainability.
The estimated savings and reallocation total for the 2014-16 biennium is $17,637,689, or approximately
$8,818,845 on an annual basis.
Consolidation/Realignment/Redesign of Units
Biennial Estimated Savings and Reallocated Dollars: $1,251,955
Many of our academic programs and administrative offices have developed strategies to consolidate or
realign units to promote greater efficiencies and cost effectiveness. Examples include:
• Academic departments seek to optimize the effectiveness and efficiency of administrative
functions through the use of employed faculty and less-costly administrators. For example, the
Curry School has decided to redistribute operational functions to staff members and focus
faculty efforts on quality teaching and research (estimated to save $420,000 over the biennium).
The Law School is reducing its administrative support in order to reallocate funds to student
financial aid, resulting in an estimated $50,000 in annual aid.
• Several efforts to redesign the function of the Student Affairs units will result in substantial
savings for the University. New funding models for two Associate Deans and administrative staff
will enable better services to the increased student population and University Admissions while
reducing the overall cost to Student Affairs. The merger of the fiscal and program coordinator
positions will provide cost reductions and resource optimization in light of rising costs regarding
summer orientation. Finally, Student Affairs will consolidate housekeeping and maintenance
operations, providing a 5% guaranteed annual savings. In total, these strategies are estimated to
provide an estimated $504,000 over the biennium.
• Several strategies to retrain existing employees to perform additional duties normally
performed by a separate unit or contractor will result in additional savings. Examples include the
repurposing of a debt accountant position in the Comptroller’s Office to increase the analysis of
business intelligence, developing efficiencies and increasing capabilities of the office. WTJU, the
University’s noncommercial educational radio station, will train existing staff members to
Attachment A - 24
•
perform work installing, repairing, and maintaining equipment: practices normally contracted
out. In total, strategies to retrain employees to perform additional duties are estimated to
provide $206,000 in savings over the biennium.
The Intramural and Recreational Sports unit has committed to reduce the number of employees
hired and reduce operating hours to reduce total unit cost, resulting in $21,000 in savings
annually. In addition, IM-Rec Sports will hold open any full-time staff vacancies that arise in the
foreseeable future, resulting in additional savings over-and-beyond that already estimated.
New Models of Service
Biennial Estimated Savings and Reallocated Dollars: $519,000
In addition to the redesign of units, processes and models of service are being revamped to encourage
greater savings and increased efficiencies. While decreased costs are realized, the University is careful to
ensure that these new models of service are not only necessary but efficacious. Examples include:
• The Law School is expanding their collection of digital library materials (and access to these
materials) while reducing expenditures on the Law Library’s print materials. Reallocation of
funds from the print collection to digital content, in light of the lower cost of digital content and
reduced maintenance costs of the print collection, will have a substantial effect on student
access to information. The reduction of funding for print materials is estimated to be $125,000
annually.
• The Architecture School will establish an in-house printing press, eliminating the need to
contract printed materials outside of the school while at the same time expanding the quality
and variety of printed promotional materials. The school projects savings totaling $37,000
annually.
• The office of the Comptroller will continue to direct resources from a reduced emphasis on the
Agency Risk Management and Internal Controls Standards (ARMICS) to more emphasis on
Recon@UVA, a system that provides an electronic solution for the documentation of
reconciliations for all organizational units at the University of Virginia. Recon@UVA provides at
the same time more accurate information and an easier reporting service than that of ARMICS.
The reallocation of these efforts to improve efficiency and effectiveness is estimated to be
$180,000 over the biennium.
• Student Affairs will consolidate the Summer Orientation program from 8 to 5 weeks, resulting in
significant savings regarding staffing and O&M costs.
• The Virginia Quarterly Review magazine will begin a campaign to increase the percentage of
digital subscribers as a percentage of total magazine subscribers from 2% to 15% by 2015,
resulting in lowered printing and mailing costs totaling savings of $15,000 over the biennium.
Cost Cutting Initiatives
Biennial Estimated Savings and Reallocated Dollars: $12,395,700
Important to the ongoing improvement of the University is the reduction of incurred cost on behalf of
the student. The University thus seeks ways to cut costs when possible to reduce overhead while
providing optimal benefits to its constituencies.
• Implementation of objectives that align with the Affordable Care Act and other health plan
changes will realize savings of $4,003,700 over the biennium. Strategies to realize these goals
Attachment A - 25
•
•
•
include improved wellness screenings for employees and spouses, implementation of consumer
driven health plans with health savings accounts, disease management programs, and eligibility
modifications for varying levels of healthcare.
The office of Risk Management will continue to self-insure the first $100,000 of each property
and equipment breakdown loss, and self-insure the first $20,000 of vehicle losses. This is
estimated to save the University $280,000 each biennium.
Our Space and Real-Estate Management office estimates savings totaling $112,000 over the
biennium through the negotiation for lower total real estate lease costs at lease
commencement and at each renewal or extension opportunity.
The Procurement office estimates 5% savings of total contract spend, nearly $8,000,000 over
the biennium, to be achieved through negotiations over the time period. Several large
expenditure contracts to be negotiated include the dining services contracts, office supplies,
contract facilities repair and maintenance items, and several scientific contracts. The office of
Procurement will continue to realize savings from projects either recently negotiated or
currently under contract renegotiation: several projects include the procurement of new fiber
optic cable with longer shelf-life ($194,055 savings per biennium), consolidation of retirement
vendors from three to two, reducing faculty and staff costs by $600,000 per year, and the
renegotiation of the beverage contract which includes a yearly signing bonus of $100,000.
Partnerships/Collaborations
Biennial Estimated Savings and Reallocated Dollars: $230,000
The University of Virginia seeks to create partnerships with local business and corporations in order to
invest in the community while leveraging collaborative efforts. In doing so, the University is able to not
only invest in the community, but also attain real savings.
• Examples include the development of an auxiliary sales-and-services unit to market Curry
innovations and a contract with local businesses for enhanced surplus property functions.
Revenue Generation
Biennial Estimated Savings and Reallocated Dollars: $245,000
Multiple avenues exist for the University to leverage their assets and products to generate revenue.
Examples include:
• The Virginia Quarterly Review will create a multi-day writing workshop / conference taught by
nationally distinguished authors and journalists, realizing $20,000 in revenue over the biennium.
• The Procurement Office seeks to increase their analysis of spending, payment, and cash flow
strategies. Other strategies include the use of the University Purchasing Card to drive rebates,
applying the Fee for Service Model to increase revenue from catalog suppliers, and expanding
the vendor rebate/discount and Publicly Accessible Contract programs. Revenue estimates for
the biennium total $200,000.
Energy Conservation and Sustainability
Biennial Estimated Savings and Reallocated Dollars: $2,996,000
Attachment A - 26
The University seeks to provide leadership toward achievement of the University’s sustainability
resolution endorsed by the Board of Visitors in June 2011.
• This includes developing and implementing additional initiatives to contain costs and promote
environmental stewardship, such as retro-commissioning of systems in high-energy intensity
buildings, and the embedding of green practices through LEED certification, housekeeping
initiatives, and landscaping practices. Estimated savings are approximately $3,000,000 over the
biennium.
Attachment A - 27
C. Financial Aid
The University of Virginia’s Board of Visitors authorized AccessUVa in February 2004 to ensure that an
undergraduate education at the University would be available to all students regardless of their financial
circumstances. The program has been successful in increasing socioeconomic diversity, reducing
student loan debt and meeting 100 percent of need for all of the University’s undergraduate students.
This program has brought the University significant notoriety as the premier need-based aid program for
a public institution in the United States.
There are four main components to the program:
• Offer 100 percent of financial need to all undergraduates;
• Provide all-grant aid; eliminate need-based loans to low-income students;
• Cap need-based loans for all undergraduate students; and
• Include financial literacy education and debt management strategies;
The following table highlights examples of how aid is awarded through the AccessUVa program to
students from families of different income levels (low = less than 200 percent of federal poverty
guidelines; middle = 200 to 400 percent of federal poverty guidelines; and high = greater than 400
percent of poverty guidelines):
AccessUVa
AY2013 - 2014
Low Income
Family Income < $47K
(200% of Poverty or Less)
(Example Income $0K)
Middle Income
Family Income $47K - $94K
(200% - 400% of Poverty)
(Example Income $70K)
High Income
Family Income > $94K
(Greater than 400% of
Poverty)
(Example is $100K)
Current
Current
Current
Instate
Total Cost of Attendance
Less Expected Family Contribution
Total Need
26,300
26,300
1,600
13,600
26,300
19,000
24,700
12,700
7,300
7,000
7,000
How Need is Met
Subsidized Loans
Work Expectation
Grants from State, Federal and
Private Sources
3,000
10,850
2,850
Grants from Tuition
10,850
2,850
Unmet Need
0
Out of State
Current
Total Cost of Attendance
Less Expected Family Contribution
Total Need
0
300
0
Current
0
Current
54,500
54,500
54,500
1,600
13,600
19,000
52,900
40,900
35,500
7,000
7,000
4,000
4,000
How Need is Met
Subsidized Loans
Work Expectation
Grants from State, Federal and
Private Sources
4,000
14,670
8,970
7,350
Grants from Tuition
34,230
20,930
17,150
Unmet Need
0
Assumptions: Family of four, no assets, one in college
Attachment A - 28
0
0
The following table shows the various sources of funding that comprise the AccessUVa budget, which
reached approximately $95 million in 2012-13. Institutional grants comprise about $40.2 million of the
budget and are taken from unrestricted institutional funds. The remainder of the funding comes from
state, federal, and private funds as well as athletics grants-in-aid.
Attachment A - 29
D. Evaluation of Previous Six-Year Plan (2012-13)
The University of Virginia received $800,000 in general funds in 2012-13 to address the objectives of the
Higher Education Opportunity Act of 2011. In addition to progress on strategies, the narrative below
describes how those funds have been used and are noted as “HEOA funding.”
Priority 1 – Enrollment Growth
The University’s on-Grounds undergraduate enrollment projection for fall 2012, approved by SCHEV in
June 2011, was 14,620. Actual enrollment totaled 14,641 or 100.1 percent of the projection. For
Virginia residents, the University met 98.7 percent of its on-Grounds undergraduate enrollment
projection for fall 2012 (10,203). The University’s actual total annual FTE is estimated to meet 97.6
percent of its target of 24,396 and 98.0 percent of its in-state FTE target (13,888). In the School of
Medicine, fall 2012 headcount met 100.3 percent of its target of 612. For 2012-13, 33.3 percent of
bachelor’s degrees awarded were in STEM-H fields (based on the SCHEV definition of STEM-H for U.Va.).
Among Virginia residents, 35.4 percent were in STEM-H fields.
The College of Arts and Sciences received $45,000 in HEOA funding. This funding was utilized to
purchase 20 rotary evaporators in organic chemistry classroom laboratories. This investment allowed
for adequate fume hood capacity in CHEM 2411 and CHEM 2421 which supports the HEOA objective to
increase degree production in STEM-H disciplines.
Priority 2 – Faculty Start-Up Packages
The College of Arts and Sciences (CLAS) and the School of Engineering and Applied Science (SEAS)
represent the two undergraduate schools of the University that will absorb the greatest proportion of
undergraduate enrollment growth. In addition to hiring new faculty to accommodate enrollment
growth, the University is experiencing significant faculty turnover due to retirements. At a research
university like U.Va., the costs associated with the recruitment of STEM-H faculty go beyond salary and
fringe benefits. Such faculty require start-up packages which support the renovation of laboratories,
purchase of equipment, hiring of research staff, and training of graduate students, among others, while
the research program is being established. It is the expectation that, within a few years, extramural
funding will provide support for any ongoing costs. Start-up packages do not include base salary support
or signing bonuses for new faculty.
The University has previously submitted budget amendments for faculty start-up packages that were
not funded by the Commonwealth. In 2012-13, the College of Arts and Sciences hired 13 faculty with
associated start-packages while the School of Engineering and Applied Science hired five faculty with
associated start-up packages. Start-up packages were supported through reallocation of funds during
2012-13. However, funding for faculty start-ups is an ongoing need with insufficient base operational
resources to maintain long-term competitiveness.
Priority 3 – Faculty and Staff Bonus
In December 2012, the University implemented the state-authorized three percent bonus for eligible
faculty and staff. For state-funded positions, one third of the cost of the bonus was supported by state
general funds, one third by tuition, and one third was reallocated by departments and schools.
Attachment A - 30
Priority 4 – Faculty Compensation
In December 2011, the University implemented a BOV-authorized strategic salary adjustment for faculty
equivalent to two percent of the faculty salary base. In February 2013, the Board of Visitors approved a
four-year plan to address the competitiveness of faculty salaries. The plan calls for an average 4.75
percent salary increase in each of the four years through 2016-17. Modeling assumptions included a
peer annual average increase of three percent and a state-authorized increase of two percent annually.
The University’s 2013-14 budget includes funding for the 4.75 percent increase using a combination of
the three percent salary increase authorized by the state with an additional 1.75 percent reallocated
from base budget savings.
Priority 5 – Staff Compensation
The University has an overall goal of reaching the 50th percentile of market-based salaries for its staff
employees. Classified staff are bound by the state-authorized salary increase while the Board of Visitors
has greater flexibility with regard to University staff salaries. In 2013-14, the operating budget includes
the two percent across-the-board salary increase for classified staff who “meet expectations” and the
$65 per year of service compression adjustment. The budget includes an average three percent salary
increase for University staff which will be awarded based on merit. This increase is roughly equivalent
to the average increase awarded to classified staff when both the two percent increase and the
compression adjustment are considered.
Priority 6 – Pan-University Research Priorities
The University identified five pan-University research priorities in its Six-Year Plan: (1) systems
bioscience and bioengineering, (2) computational systems science and modeling (Big Data), (3)
sustainability, (4) systems energy, and (5) the OpenGrounds multidisciplinary innovation collaborative.
Each of these initiatives has made great strides forward during 2012-13 with significant private and
federal collaborations associated with each effort. Select examples include:
•
•
•
Systems Bioscience and Bioengineering
o Supported key recruitment and retention efforts in neuroscience, biomedical
engineering, and cardiovascular medicine.
o Assessed capabilities of all bioscience departments to develop areas where new
opportunities exist, such as neuroscience, microbiome, drug discovery, and
computational modeling.
Computational Systems Science and Modeling (Big Data)
o The new "Big Data" initiative brought together the computational, analytic, and big data
research communities at U.Va. More than 170 faculty and the University’s executive
leadership have been involved in the planning stages for this emerging effort.
o Plans are proceeding to develop a master's degree, a graduate certificate, and an
undergraduate minor with associated curriculum development. The University is
formulating a strategy for cluster hires of new faculty across the institution and to
pursue opportunities for new funding with corporate partners, including IBM, SAP,
Microsoft, and Micron.
Sustainability
o The U.Va. Bay Game, a model of the Chesapeake Bay watershed, the nation's largest
estuary, involves eight different schools at the University. In May 2013, it received the
Attachment A - 31
•
•
Leveraging Excellence Award from the National Consortium for Continuous
Improvement in Higher Education. A general template has been developed, the Global
Water Game.
o The U.Va. Bay Game has been described by federal and state agencies, NGOs, and
corporate and education leaders as "the first of its kind" and "simply the best watershed
management tool that exists."
o U.Va. has the potential to become the global leader in shallow water coastal ecosystem
research. Many universities are now just beginning to name "water" and related studies
as essential strategic themes. U.Va. has been a leader.
Systems Energy
o Designed and built the first two affordable homes in the United States meeting "Passive
Energy" standards.
o Seeded revolutionary concept for intensive cooling of computer chips for data centers
which extracts extreme levels of waste heat, which can then be utilized as energy
source.
OpenGrounds
o Since opening in 2012, the OpenGrounds Studio has hosted 241 events. The space has
created a place in the University culture among students and faculty that serves an
essential role in building networks outside the boundaries of existing units.
o OpenGrounds launched its first “challenge program” in partnership with Vonage,
supporting University student and faculty research (funding level at $120,000).
o The second student challenge will be offered in fall 2013, with sponsorship from Hearst
Business Media (funding level at $50,000+).
Priority 7 – Undergraduate Financial Aid: AccessUVa
The University continues to support its signature financial aid program, AccessUVa. In 2012-13, the total
cost increase was $2.9 million, which included $156,040 additional funding from the state, $1.8 million
from tuition, and the remainder from private, federal, and external sources. The University has
implemented several administrative modifications to the program, effective in 2013-14, in order to hold
down the cost of the program. A study by an external consultant is being analyzed and will be discussed
by the Board of Visitors to determine the future direction of the program.
Priority 8 – Medical Translational Research
In 2012-13, the University received a general fund allocation of $1,500,000 to support cancer research
and $750,000 to support focused ultrasound research. Select examples of progress on these activities
and other medical translational research efforts include:
•
•
Overall, School of Medicine extramural funding for clinical research in 2012-13 increased more
than 16 percent over the previous year; the research portfolio has increased the translational
and clinical focus in neuroscience and cancer.
Cancer Center subjects on trials increased 27 percent over the past year. Faculty searches are
underway for outcomes researchers, including in the area of cancer prevention and control.
Successful searches have been completed for a new director of the Cancer Center and for the
inaugural director of the Virginia Center for Translational and Regulatory Studies.
Attachment A - 32
•
•
•
Funded projects include a focused ultrasound trial for Parkinson’s disease and a genomics trial
for relapsed pediatric cancers. A successful trial for treatment of essential tremor with focused
ultrasound has been completed.
Launched a strategic clinical plan that includes funds for clinical research grants and
infrastructure funding for genomics and imaging and clinical effectiveness/outcomes research.
Launched the “Cancer Center Without Walls,” the goal of which is to increase access for the
citizens of the Tobacco Region to the revolutionary advances in cancer care, including clinical
research, that are available only at NCI-designated cancer centers.
o The “Cancer Center Without Walls” helps build a healthy citizenry by enhancing access
to the full spectrum of cutting-edge cancer prevention, risk management, and
treatment. It also helps build a healthy economy by expanding the health and IT
workforce, investing in local healthcare delivery, and retaining clinical expenditures in
the Tobacco Region.
o The $1 million grant began January 1, 2013 and lasts 18 months. To date, U.Va. has
launched efforts in mobile mammography and telemedicine video colposcopy and a
prostate cancer trial has opened at two sites in Southwest Virginia. The University is
now launching the Health Heritage project, which will examine cancer risk and
prevention among this population.
Priority 9 – Self-Supporting Programs
The University utilized incremental tuition revenue from self-supporting programs (business, graduate
commerce, and law) to maintain and enhance programmatic quality. Incremental tuition revenue was
allocated to financial aid, utility and facilities maintenance, electronic library resources, and academic
programs. In addition, the Darden School of Business reallocated $200,000 to invest in curriculum
innovations related to the assessment of student learning, as well as investing in behavioral research.
Priority 10 – Economic Development
In partnership with the Commonwealth, the University established the U.Va. Economic Development
Accelerator (UVEDA), a public-private partnership designed to facilitate knowledge transfer and business
development around University research and innovation. The new $2 million program ($1 million from
the state in 2013-14, plus a U.Va. match) will enhance proof-of-concept research, promote economic
development, and accelerate university innovations toward new products, services and companies.
These funds will leverage external dollars. The University expects a 7:1 return on investment, which will
generate new research and proof-of-concept funding, business development and product development,
and associated jobs.
The new relationship with the Licensing and Ventures Group is progressing with new staff hired and a
revised incentive-based licensing revenue distribution formula in place. In addition, the University
initiated the first "Entrepreneur-in-Residence" initiative, bringing in a seasoned executive with
experience in launching and securing funding for startup companies, to work with high-potential U.Va.
projects and innovators to accelerate the development and launch of new companies to commercialize
discoveries.
Attachment A - 33
Priority 11 – Student-Faculty Ratio
The University maintains an aspirational goal of a 15:1 student-faculty ratio. In fall 2012, using the
methodology of the Common Data Set, the student-faculty ratio, was 15.8:1. This represents a
deterioration from 15.6:1 in fall 2011 and 15.3:1 in fall 2010. In the University’s largest school, the
College of Arts and Sciences, the student-faculty ratio was 17.4:1 in fall 2012. This represents an
improvement from 17.7:1 in fall 2011, but a deterioration from 17.2:1 in fall 2010. Despite not meeting
its aspirational goal, the University maintains a competitive position with respect to AAU institutions. As
of fall 2011, the University ranked fourth – tied with five other institutions – among AAU public
institutions on this measure.
Priority 12 – Graduate Student Financial Aid
The School of Engineering and Applied Science reallocated $122,000 to increase support for graduate
teaching assistants (GTAs). GTAs are a critical instructional means by which to accommodate
undergraduate enrollment growth in STEM-H disciplines.
Priority 13 – Library
The University Library received $178,500 in HEOA funding and reallocated $105,602. These funds were
utilized to expand collaborative efforts enabling data-intensive research across disciplines. In addition
to existing efforts in this arena, the University Library has reallocated 2.0 FTE to focus on data support
services. Incremental and reallocated revenue has provided the resources to complement disciplinespecific research agendas, help faculty obtain grants, and build a community of diverse scholars
interested in similar research issues. In addition, funding is being utilized to expand training initiatives
to prepare students for data-intensive career opportunities. This funding meets the HEOA objectives to
increase research and increase technology-enhanced instruction.
Priority 14 – Technology Enhancement
The University made a number of enhancements with respect to information technology (IT) operations
and infrastructure, which are clustered around “major themes,” including:
Major Theme: Improving central IT’s operational efficiency.
• Implemented components of IT service management best practices (ITIL), improving both
customer service and operational efficiency;
• Published a service catalog of 113 services with promised service levels;
• Implemented a robust incident management process leading to significant decrease in mean
time to resolution of system outages;
• Continued to negotiate and publish service level agreements with a variety of customers; and
• Undertook a comprehensive storage inventory and analysis and procured a new storage solution
from a single vendor. Implementation of this solution will allow more streamlined provisioning
of services to the University and more efficient – and less costly – management and operation.
Major Theme: Continue to modernize our enterprise IT architecture and policy.
• Procured dark fiber of up to 40Gb capacity, with 10Gb operationalized. This provides the
University with a significant increase in its ability to support bandwidth-intense research activity.
Attachment A - 34
Major Theme: Continue to invest in strategic initiatives.
• Digital preservation – Developed active national partner communities for APTrust and the Digital
Preservation Network (DPN), preservation initiatives aimed at medium-term and long-term
scholarly preservation. Both initiatives are in early system design and development stages, with
APTrust expected to deliver Phase 1 in December 2013; and
• Created and equipped the new VizLab in Rice Hall and collaborated with the University Library
on the new Viz Wall in Clemons Library.
Priority 15 – Increase Research Support from Non-Traditional Sources
The University made great strides in diversifying its research portfolio over the past year by creating
partnerships with multiple sponsors. Select examples include:
•
•
•
•
U.Va. and AstraZeneca are working together to develop innovative treatments for
cardiovascular disease. Over $8 million in funding has been committed to the University,
supporting preclinical research projects that identify disease mechanisms and biological targets
for commercially viable treatments.
The Virginia Innovation Partnership, led by U.Va., is one of only seven multi-institution initiatives
nationwide to receive federal funding as part of the U.S. Department of Commerce’s 2012 “i6
Challenge.” With more than $1 million in matching funds, the program brings together
universities, community colleges, corporations, investment capital, and other resources to drive
promising research discoveries forward.
As part of a strategic partnership with Nike, the University designed a participatory simulation
game based on the sustainable manufacture of t-shirts. (Funding level at more than $400,000.)
Through the Commonwealth Research Commercialization Fund, U.Va. faculty were awarded
more than $530,000 in support for the life sciences, cybersecurity, and energy research efforts.
An additional $150,000 was awarded to faculty-led local start-up companies.
Priority 16 – Bachelor of Interdisciplinary Studies
The Bachelor of Interdisciplinary Studies (BIS), a part-time undergraduate degree program for adults,
was expanded to the University’s Richmond Center in fall 2012. The University is in discussions with
Thomas Nelson Community College (TNCC) to expand the program to TNCC, effective fall 2014. The
expansion of the BIS program to the Richmond Center was partially supported through a reallocation of
funds from administrative to instructional areas, as well as a restructuring of BIS administrative
functions.
Priority 17 – Technology-Enhanced Instruction
The University offers 17 certificate programs and 13 degree programs that meet the distance education
definition of the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC). In 27
of these 30 programs, students may earn more than 50 percent of the program through distance
education. In addition, the University is heavily focused on enhancing the use of technology in its
residential curriculum. Items of note during 2012-13 include:
•
Course-sharing initiative with 4-VA – The University continued its partnership with George
Mason University, James Madison University, and Virginia Tech to utilize Cisco TelePresence
Attachment A - 35
•
•
•
•
•
•
•
•
technology in a course-sharing initiative. Since inception, the University has participated in
three courses through 4-VA.
Course-sharing initiative with Duke University – The University signed an MOU with Duke
University to utilize Cisco TelePresence technology in a course-sharing initiative. Initial course
offerings will focus on less commonly taught languages (LCTLs), including Creole and Tibetan.
Coursera – To date, the University has offered six massively open online courses (MOOCs) with a
combined enrollment of 411,000 and 25,000 participants receiving “Statements of
Accomplishment.” In addition, it joined a team of Coursera partner institutions to begin offering
professional development coursework for K-12 educators.
Commonwealth Graduate Engineering Program (CGEP) – CGEP successfully completed the
transition from site-based distance education to desktop delivery of graduate engineering
courses.
PRODUCED in Virginia – The PRODUCED program received $75,000 in HEOA funding to design
laboratory activities that can be completed through distance education. At present, only the
B.S. in Engineering Science, which is not an ABET-accredited program, is offered through
PRODUCED. The development of distance learning laboratory activities, that meet ABET
accreditation requirements, will allow the University to expand the engineering programs
offered through PRODUCED. This funding supports the HEOA objectives to increase enrollment
of Virginia students, increase degree completion for Virginia residents, enhance community
college transfer programs, increase degree production in STEM-H disciplines, and increase
technology-enhanced instruction, including course redesign and online instruction.
Bachelor of Interdisciplinary Studies (BIS) – The BIS program received $45,000 in HEOA funding
to convert five existing courses to an online format. These courses may be taken by students in
both the BIS and BPS part-time degree programs (cross-reference priority 16). This funding
supports the HEOA objectives to enhance community college transfer programs and increase
technology-enhanced instruction, including course redesign and online instruction.
Bachelor of Professional Studies (BPS) in Health Sciences – The BPS program received $70,000 in
HEOA funding to create two new online courses for the BPS and to initiate marketing and
outreach to feeder institutions within the VCCS (cross-reference priority 23). This funding
supports the HEOA objectives to increase enrollment of Virginia students, increase degree
completion for Virginia residents, enhance community college transfer programs, increase
degree production in STEM-H disciplines, and increase technology-enhanced instruction,
including course redesign and online instruction.
Hybrid Technology-Enhanced Courses – During 2012-13, the Office of the President and the
Teaching Resource Center awarded 10 grants for faculty to develop hybrid courses that
incorporate the use of digital technology. A second round of proposals was solicited in April
2013 for courses being offered in 2013-14.
Distance Education Initiative with Germanna Community College (GCC) –The University signed
an MOU with GCC to develop a distance education initiative for students admitted to the RN to
BSN program. Students residing in the vicinity of GCC may complete the first-year of
coursework, via synchronous distance education, on the campus of GCC rather than travelling to
Charlottesville.
Priority 18 – 3+1
In 2012-13, 82 students earned a bachelor’s degree in three years or less, representing 2.6 percent of
the Class of 2013 (80 students did so in 2011-12). In addition, 14 students graduated with a bachelor’s
Attachment A - 36
and master’s degree in four years. Currently, the following University master’s programs are amenable
to the 3+1 program: commerce, Middle Eastern and South Asian studies, public policy, statistics, and
teacher education. As the University looks to expand the 3+1 program, it is exploring the development
of professional master’s degree programs in chemistry, environmental sciences, French, and religious
studies. The Curry School of Education reallocated $25,000 to shift from a 9-month to a 12-month
teaching model in support of more timely degree completion.
Priority 19 – Deferred Maintenance
Despite the investment included in the Six-Year Plan, the University is behind on funding the deferred
maintenance plan presented to the Board of Visitors, extending the time it will take to commit the
required funding included in the plan. The operating budget for 2013-14 includes an additional $1.5
million for operating budget maintenance in accordance with the Board approved multi-year plan. The
goal is to reach a reinvestment rate of two percent of plant value and a Facilities Condition Index (FCI) of
five percent.
Priority 20 – Internships and Research Experiences
The School of Nursing received $50,000 in HEOA funding to expand undergraduate research
opportunities in STEM-H disciplines. Such opportunities include the establishment of an academic-year
undergraduate research assistantship program, a summer undergraduate research internship program,
an undergraduate research poster competition, and a travel program for undergraduates to present
with faculty at research conferences. This funding supports the HEOA objectives to improve retention
and graduation rates and optimize year-round use of institutional and instructional facilities.
Priority 21 – Summer Session and January Term
In 2005, the University established a January Term, or J-Term, as an opportunity for students to take an
intensive two-week course and earn three credits. Enrollment in J-Term courses has grown from 267 in
2005 to 1,225 in 2013, a 359 percent increase. In J-Term 2013, classes met in 15 different facilities on
Grounds, resulting in better utilization of facilities. Likewise, hundreds of students advance their
academic standing through summer school courses, which use U.Va. facilities during the summer
months.
Priority 22 – Medical and Nursing Curriculum
The School of Medicine continued implementation of its redesigned curriculum, which includes
extensive use of instructional technology through the “Learning Studio,” the Medical Simulation Center,
and the Clinical Skills Center.
The School of Nursing received $96,500 in HEOA funding for two initiatives:
•
$47,000 for the Inter-Professional Education (IPE) Initiative – In partnership with the School of
Medicine, the IPE initiative is designed to train the next generation of health care providers in an
environment that fosters collaboration to provide patient-centered care. This funding supports
the HEOA objectives to increase degree production in STEM-H disciplines and develop new
programs or initiatives, including quality enhancements.
Attachment A - 37
•
$49,500 for the Virtual Clinical Learning Initiative – In partnership with the School of Medicine,
this initiative is designed to provide online methodologies for virtual clinical learning activities.
Such activities provide a richer educational experience, reach a wider student population, and
expand the IPE initiative referenced above. This funding supports the HEOA objectives to
increase degree production in STEM-H disciplines and increase technology-enhanced
instruction, including course redesign and online instruction.
Priority 23 – Bachelor of Professional Studies
The Bachelor of Professional Studies (BPS) in Health Sciences is a proposed degree completion program
for graduates of the Virginia Community College System (VCCS). The Board of Visitors approved the
degree program on May 21, 2013. A draft program proposal is under review by the State Council of
Higher Education for Virginia. If the proposal proceeds expeditiously through the SCHEV program
approval process, the expected initiation date is fall 2014.
In 2012-13, the BPS program received $70,000 in HEOA funding to create two new online courses for
the BPS and to initiate marketing and outreach to feeder institutions within the VCCS. In addition, the
School of Continuing and Professional Studies (SCPS) and the U.Va. Medical Center reallocated $32,000
to assist with developmental costs related to the BPS program. This funding supports the HEOA
objectives to increase enrollment of Virginia students, increase degree completion for Virginia residents,
enhance community college transfer programs, increase degree production in STEM-H disciplines, and
increase technology-enhanced instruction, including course redesign and online instruction.
Priority 24 – Comprehensive Wellness Plan
The comprehensive wellness program, known as Hoo’s Well, is designed to help employees get healthy
and stay healthy by improving their general fitness and reducing their risk for heart disease, cancer,
diabetes, and other chronic conditions. The program includes education, wellness activities, goal
setting, outreach programs and referrals, and monetary incentives. As a result of preventing illness and
improving the health of University employees, healthcare claim expenses and personal healthcare
expenses should decrease. The program was launched in September 2011 and now includes:
•
•
•
•
Individual employee biometric screenings (blood pressure, blood glucose, cholesterol, waist
circumference) and online health assessment (health history, lifestyle and habits, and health
screenings) to understand level of wellness.
An employee action plan for improvement, including a customized to-do list.
A variety of wellness programs for employees:
o On-Grounds examples include Hoo’s Well Eats Well, Steps@UVa, Lunch and Learn,
Igniting Positive Change, Nutritional Consultants, Fitness Consultations, Walking
Program, and Weight Watchers.
o Aetna online offerings include healthy eating, relaxation, overcoming depression, and
overcoming insomnia.
Incentives for taking recommended actions to stay healthy.
The savings related to the comprehensive wellness program are incorporated in Priority 38 – Academic
and Administrative Efficiencies.
Attachment A - 38
Priority 25 – Preservation of Historically Significant Buildings
During the summer of 2012 the University undertook a project to repair the fireplaces and replace the
flues in 105 chimneys in the Lawn and Range student rooms after cracks and deterioration were found
during an inspection which resulted in a prohibition of fires in the fireplaces until the repairs could be
executed. The work went a step further by including a fire suppression system in all of the rooms. The
total cost of the project was $3.7 million.
The University also completed the first phase of renovation and repair to the Rotunda by replacing the
roof, repairing the windows, and repointing the brick. The state has provided $24 million for the
balance of the renovation project and the University will match this amount with private fundraising.
Priority 26 – University Community Partnership for Next Generation Innovation
Phase II of the University Community Partnership for Next Generation Innovation (Gig-U) is nearing
completion, and planning is under way for a possible Phase III. As a result of the work done by this
partnership, the critical importance of advanced broadband connectivity for national competitiveness
on the global economic field has become a regular part of the national conversation. (For example, see
the recent White House announcement at www.whitehouse.gov/the-pressoffice/2013/06/06/president-obama-unveils-connected-initiative-bring-america-s-students-di.) A
number of Gig-U research university communities have launched Gig-U-catalyzed initiatives.
Priority 27 – Increase in Virginia Retirement System (VRS) Contribution
The legislature passed a bill to put the VRS system back on sound financial footing by increasing the
percentage of the VRS board recommended contribution rate that is funded each biennium. The first
step increase occurred in FY13 and was funded from incremental general funds and tuition for those
employees paid from state funds. All other costs were borne by the fund source that pays the
employee’s salary.
Priority 28 – Academic Facility Scheduling
The University routinely engages in best practices related to academic facility scheduling. The University
has a central classroom system administered by the University Registrar serving the seven schools with
undergraduate students. In its most recent public report, using fall 2010 data, SCHEV reported a 70.49
percent classroom occupancy rate for the University’s main campus (VCU had the highest classroom
occupancy rate at 76.83 percent) and a laboratory occupancy rate of 86.94 percent for the University’s
main campus (the highest in the state). According to institution-specific data recently provided to the
University by SCHEV, the fall 2012 classroom occupancy rate increased to 73.93 percent while the fall
2012 laboratory occupancy rate increased to 94.24 percent.
By 2018, the University has committed to the Commonwealth to increase enrollment by 1,673 students.
The University is planning for 33 to 40 percent of undergraduate enrollment growth to be in the STEM
disciplines, with the largest growth in biology and chemistry. U.Va. is planning to modernize its labs in
chemistry and biology, increase their number, and redesign them to support planned changes in
pedagogy. Over the past year, significant effort has been expended surrounding space utilization and
planning for STEM-H facilities. Section E includes a more detailed discussion of efforts to maximize
space utilization in upcoming capital projects, particularly for STEM-H facilities.
Attachment A - 39
Priority 29 – College Advising Fellows and College Advising Seminars
As part of its Quality Enhancement Plan (QEP) for the Southern Association of Colleges and Schools
Commission on Colleges (SACSCOC), the University has continued to invest in College Advising Seminars
(COLAs), including through reallocation. COLAs are one-credit, graded seminars open to new first-year
students and new second-year transfer students in which approximately 20 percent of course content is
devoted to advising issues. Between 2007-08 and 2012-13, both enrollment and course sections offered
increased by more than 450 percent.
Priority 30 – Operations and Maintenance (O&M) for New Facilities
New O&M support was funded based on expected occupancy rates. For 2012-13, this included Lacy Hall
(School of Engineering and Applied Science/Facilities Management), Jordan Hall, ITC Data Center, UPS
maintenance contract, Newcomb Hall’s dining expansion, and the Caplin Theatre. For 2013-14, projects
incurring either new or incremental O&M include New Cabell Hall (HVAC system), Lawn and Range
Room sprinkler systems, and the North Grounds Recreation Center expansion.
Priority 31 – General Fund Share of 2005-10 Undergraduate Enrollment Growth
In response to the Restructured Higher Education Financial and Administrative Operations Act, U.Va.
submitted a Six-Year Plan (2006-12) that included enrollment growth of 1,100 additional undergraduate
students. By 2010, U.Va. had increased undergraduate enrollment by 614 students over 2005. This
increase included 417 in-state students.
Per §23-38.87:14.B. of the Virginia Higher Education Opportunity Act of 2011, “The Governor shall
consider and recommend as he deems appropriate and the General Assembly shall consider and provide
as it deems appropriate additional general fund appropriations to address the unfunded enrollment
growth that occurred between the 2005-2006 fiscal year and the enactment of this chapter.”
U.Va. requested $3,480,000 (417 in-state students * $8,346 state support per in-state student based on
the 2010 base budget adequacy formula) in general funds in each year of the 2012-14 biennium and
going forward to support enrollment growth that occurred between 2005 and 2010. To date, this
request has not been funded by the General Assembly.
Priority 32 – Restructuring of Graduate Programs
The Graduate School of Arts and Sciences (GSAS) continued to implement the restructuring of its
graduate programs with the goal of improving quality, enhancing recruitment, and increasing the
competitiveness of individual programs. 2012-13 represented the second year of restructuring with a
focus on STEM disciplines. Restructuring has focused on reducing cohort sizes, enhancing financial
support, and more active use of metrics to monitor success (e.g. admission strength and demand,
completion rates, placement rates, etc.)
Priority 33 – Center for the Advanced Study of Teaching and Learning (CASTL)
The Center for the Advanced Study of Teaching and Learning (CASTL), as well as its postsecondary
counterpart (CASTL-HE), was identified as an institutional priority during the last strategic planning
process. CASTL-HE has also emerged as an institutional priority in the current strategic planning process
Attachment A - 40
to enhance the University’s leadership with respect to the assessment of student learning. Select
initiatives of CASTL and CASTL-HE, which included a reallocation of funding, include:
•
•
•
•
Continuing development of the Center on Education Policy and Workforce Competitiveness;
Building a multi-school STEM education center;
Developing a data services initiative with the University Library and the College of Arts and
Sciences to support research in the social sciences; and
Enhancing CASTL-HE partnerships throughout the University to increase assessment of student
learning within University programs.
Priority 34 – Rolls-Royce Partnership
The Commonwealth Center for Advanced Manufacturing (CCAM), a new 62,000 square foot research
facility, held its grand opening event in March 2013. CCAM is a public-private collaborative research
center that undertakes research critical to the surface technology and advanced manufacturing
industries. CCAM currently has 15 industrial partners and three university members. The physical
facility is owned by the University of Virginia Foundation. Construction was financed with a $2.5 million
grant from the Virginia Tobacco Indemnification and Community Revitalization Commission, a $4 million
grant from the federal Economic Development Administration, and a portion of $15 million in state
Recovery Act bonds. U.Va. has hired seven of eight faculty identified in the original recruitment plan
into multiple departments and is in the final stages of recruiting the eighth faculty member. Over the
past three years, U.Va. has received nearly $10.5 million in sponsored research funding in support of the
Rolls-Royce initiative awarded to 13 different principal investigators.
Priority 35 – Partnership with the Defense Intelligence Agency (DIA)
U.Va. secured a facility clearance from the federal government to expand its research capabilities. In
addition, a director was hired to lead the University’s Applied Research Institute (ARI) and pursue
additional funding, internship, and training opportunities.
Priority 36 – Accelerated Graduate Programs
As the University looks to expand the 3+1 program, as well as implement efficiencies in academic
programs, it has been reviewing the duration of a number of graduate programs. The McIntire School of
Commerce experienced savings of $70,000 when it condensed the Northern Virginia section of the M.S.
in Management of Information Technology from 16 to 12 months. The Curry School of Education
reallocated $25,000 to shift from a 9-month to a 12-month teaching model in support of more timely
degree completion. In addition, the Graduate School of Arts and Sciences is exploring the development
of one-year professional master’s degree programs in chemistry, environmental sciences, French, and
religious studies.
Priority 37 – Veterans Services
In 2011-12, the University hired a veterans’ affairs coordinator to serve the needs of students who are
members/veterans of the uniformed services. This individual, housed in the Office of the University
Registrar, assists military-related students and ensures compliance with guidelines, rules, and
regulations set forth by the U.S. Department of Veterans Affairs and other regulatory agencies.
Attachment A - 41
In addition, an associate dean in the Office of the Dean of Students has been charged with serving as the
primary student services resource for student veterans. This position assists veterans by serving as a
triage point for a broad range of issues and concerns with which they may present. The Office of the
Dean of Students also is collaborating with a researcher in the Curry School of Education (whose
research interest pertains to veterans and their families) to develop content for a comprehensive
veteran’s information Web site. This Web site, when complete, will house student services, compliance
and benefits, and regional and national resources for student veterans and their families.
The University is an active participant in SCHEV’s Military Education Advisory Committee (MEAC). In
May 2013, the Board of Visitor’s passed Guidelines on Priority Course Enrollment for Military-Related
Students. Each year, the University provides, to the Department of Veterans Services, an overview of its
activities that support the goals of Executive Order 29 (Serving Virginia’s Veterans).
Priority 38 – Academic and Administrative Efficiencies
The University continued its efforts to achieve academic and administrative efficiencies. The following
represent select examples of savings achieved – and generally reallocated to other school/unit priorities
– or costs avoided:
•
•
•
•
Health Plan Modifications – $1.4 million.
o Comprehensive wellness program to improve employee health through education,
wellness activities, goal setting, outreach programs and referrals, and monetary
incentives.
o Implemented tobacco cessation and chronic disease management programs.
o Completed pilot dependent eligibility verification audit and in the process of conducting
a full audit to ensure only eligible dependents are covered by the U.Va. Health Plan.
Reorganization
o The Curry School of Education redirected resources from low-productivity programs to
higher demand programs – $342,000.
o Vacant positions – $1.1 million.
o Merger of positions – $128,000.
o Activities previously outsourced retained internally, such as external mailing, HVAC
maintenance, and biosafety equipment certification – $163,000.
o Sunset an institute – $290,000.
o Reduced services, such as discontinuing Saturday morning clinics at Student Health and
discontinuing clinics between Christmas and New Year’s Day – $65,000.
o Optimize occupancy of University-owned space and reduce dependency on
commercially leased space – $391,000.
Conservation
o Recycling efforts result in the sale of recyclable material and avoidance of trash
collection – $530,000.
o Energy conservation and retro commissioning of inefficient, high-energy buildings – $4.8
million.
Procurement
o Recoveries from procurement transactions, including rebates, catalog and logo sales,
and sales volume discounts – $1.6 million.
o Negotiated contract savings. For example:
 Voice infrastructure trunking service – $490,000.
Attachment A - 42
o
o
 Benefit vendor contracts – $500,000.
 Life insurance premium reductions – $1.3 million.
 Beverage contract – $130,000.
 Consolidation of retirement vendors – $600,000.
 Videographer for online courses – $175,000.
Outsourcing surplus property operations – $109,000.
Conversion of 103 non-catalog vendors to electronic purchase order delivery, thereby
eliminating the manual delivery of 5,400 orders to these vendors, which will save staff
time and expedite orders.
Priority 39 – Southwestern Virginia Economic Development Partnership
This partnership, commonly known as the Appalachian Prosperity Project (APP), continued during 201213. The partnership uses a systems approach to simultaneously advance the inextricably linked fields of
education (Appalachians Building Capacity), health (Healthy Appalachia Institute), and prosperity
(Appalachian Ventures). Select examples of successes during 2012-13 include:
•
•
•
•
•
Helped to secure $1 million in new funding to bring programs and services to the residents of
Southwest Virginia. Over the past four years the total is $10.9 million. This includes funding to
create the University’s “Cancer Center Without Walls” to extend U.Va. Health System resources
into the region, for downtown revitalization efforts in the Town of Appalachia, and advancing
the Clinch River Valley Initiative to bring new economies to the region.
Created a research center that provides evidence-based research to Planning Districts 1 and 2 to
guide community economic development strategy, inform priorities, assess impact, and create a
compelling asset-based narrative that helps attract new jobs to the region.
Continued the specialty clinical services and health education of the U.Va. Office of
Telemedicine throughout Southwest Virginia using an extensive network of telemedicine sites.
There are now more than 25 active telemedicine sites in the region, with a substantial growth in
providing child and family psychiatric resources. With support from the Tobacco Commission,
U.Va. updated the aging technology at three sites to establish what is emerging as a state-ofthe-art high definition network. In addition, two new clinics were offered in Southwest Virginia one for cystic fibrosis and one for ostomy patients.
U.Va., the College at Wise, and the Southwest Virginia Public Education Consortium (SVPEC,
comprised of 16 school systems) continued to work together to improve knowledge of
traditional American history on the part of the region’s teachers and children. This year saw the
completion of one federal “Teaching American History” grant, continuing work under the
auspices of another, and a joint $2.4 million proposal by U.Va. and SVPEC to extend such work in
the region in other subject areas.
Created a regional blueprint for a vibrant entrepreneurial community in Southwest Virginia
using input from over 50 people representing 37 organizations during a series of workshops. The
blueprint identifies strategies that will accelerate growth for both new ventures and established
companies and to lay the groundwork for future investments by external agencies. Recognized
by the following:
o The National Association of Development Organizations (NADO) awarded APP with the
NADO 2012 Innovation Award.
o The APP-authored "Blueprint for Entrepreneurial Growth and Economic Prosperity in
Southwest Virginia" was cited by the Governor's Rural Jobs Council as a model for rural
entrepreneurship that should be replicated across the Commonwealth.
Attachment A - 43
o
The Center for Telehealth at U.Va. was selected as the first member of Cisco's new
Healthcare Center of Excellence program, in part for their innovative work and extensive
health coverage in Southwest Virginia.
Each September, the University provides, to the Commonwealth, an annual report detailing the
partnership’s scope of activities over the previous year.
Priority 40 – Increased Utility Costs
FY13 E&G utility expenses are six percent lower than FY12, a reduction of $2.1 million. The savings are
attributable to four major factors: (1) the FY13 average utility rate did not increase over FY12; (2) FY13
natural gas prices were nine percent lower than originally projected, resulting in lower heating costs; (3)
FY13 cooling degree days were five percent lower than FY12, resulting in lower cooling costs; and (4)
extensive energy conservation efforts.
Priority 41 – Unavoidable Contractual Cost Increases
As reflected in the 2012-13 Six-Year Plan, the University experienced unavoidable contractual increases
in rent, E-911, fire services, and other high-priority needs.
Priority 42 – Incremental Tuition Revenue, Endowment Income, and AccessUVA
In 2010-11, the University used non-recurring endowment income to fund an unusually large increase in
financial aid from 2009 to 2011 due to the growing number of University undergraduates demonstrating
need. The University met its commitment to these students, but with one-time balances. Over a threeyear period, the University will need to transfer the ongoing obligation for this undergraduate needbased aid to a sustainable funding source, most likely tuition. The first transfer of $1.85 million occurred
in 2012-13. The 2013-14 operating budget includes an additional $1.5 million funded from tuition even
though the total investment from institutional funds remains the same as in 2012-13.
Priority 43 – Strategic Institutional Priorities
Funds generated from lower than anticipated fringe benefit and utility rates were set aside to provide
funding for the University’s highest priority of addressing faculty compensation in FY14.
Commonwealth Center for Advanced Logistics Systems (formerly the Virginia Logistics Research
Center)
SCHEV has asked that the Commonwealth Center for Advanced Logistics Systems (CCALS) be submitted
as a separate report because it involves multiple institutions. Longwood University has taken
responsibility for drafting the report. In 2012-13 the University invested $240,000 in HEOA funding,
with $150,000 of that amount continuing as base budget support in 2013-14 and beyond. The separate
report describes the progress made in the Center’s first year of operation.
Attachment A - 44
E. Capital Outlay
Capital projects proposed in the Six-Year Plan, with significant strategic impact, include those helping to
address 1) enrollment growth and STEM-H learning, and 2) investment in the maintenance of facilities.
Enrollment Growth and STEM-H
A number of projects in the six-year capital outlay program are planned as part of a strategic response
to increases in the University’s undergraduate enrollment and changes in its academic and research
enterprise and its business practices. Projects in this group include: Gilmer Hall and Chemistry Building
renovations (2012-14 and 2014-16), Science and Engineering Teaching and Research Facility (2016-18),
Physics Building renewal (2018-20), Thornton Hall D-Wing and B-Wing renovation (2018-20), and in a
contributing manner Alderman Library renewal (2014-16). The Alderman Library renewal project will
strengthen the University Library’s support of education and research by increasing the amount of study
space and by providing enhanced technology. While Alderman Library provides approximately 14
percent of the building for individual and group study space, 25 percent is the standard for a research
library. Growing enrollments and the expanding STEM-H offerings will hinder further the Library’s
efforts to respond to the increasing demands. The library houses a robust technology center that
supports research in both the humanities and STEM-H disciplines, but the building’s current
infrastructure has been stretched to the limit, and is hard pressed to meet the high energy and cooling
demands of these spaces.
The University has undertaken an integrated planning effort to develop a strategy for these projects
under the rubric of “Planning for Science, Technology, Engineering, Mathematics, and Healthcare
(STEM-H) Facilities.” The purpose of the STEM-H planning effort is to define and articulate a common
understanding of STEM-H learning and research goals for U.Va., and to identify, through facilitated
conversations, collaborative and interdisciplinary program development strategies. The proposed
planning process will insure that adequate consultation with constituent groups and/or stakeholders
takes place and that appropriate standards for the use of University resources are developed and
applied.
The STEM-H planning study will address and develop facility responses to the following significant
challenges:
•
•
•
Increased enrollment. The University has committed to undergraduate enrollment growth of
1,673 students between fall of 2010 and 2018, of which 390 will go to the School of Engineering
and Applied Science and roughly 817 to the College of Arts and Sciences. In addition the College
will provide STEM-H course hours to non-art and sciences students equivalent to an additional
enrollment of 200. Forecasts indicate the added enrollment cannot be accommodated by
continuing to teach in the same way in the present facilities.
Increased undergraduate demand for STEM-H courses. The share of enrollment growth going to
majors in the STEM-H disciplines has increased significantly over the last five years and the trend
is expected to accelerate as the 1,673 growth commitment is realized. Increasing demand for
STEM-H will exacerbate pressure to increase the capacity of teaching facilities and develop
alternate pedagogies.
STEM-H faculty retirements, replacements, and new hires. The College of Arts and Sciences
anticipates more than 50 replacement hires and roughly 25 new hires by 2018, while the School
of Engineering and Applied Science anticipates 60 replacement hires and 28 new hires. New
Attachment A - 45
•
•
faculty will need sufficient, quality lab space for aggressive research programs, making it urgent
that the research space has adequate infrastructure and be configured to allow efficient
allocation.
Pedagogy, technology, and curriculum. Some STEM-H faculty are already testing and adopting
pedagogies, many of them technology-enabled, which facilitate more effective learning or
greater class size, or both. Project-based labs, lectures punctuated with group learning
breakouts, virtual lab experiments, and synchronous distance participation in class are all in use
at small scale by individual faculty. At the dean and department chair level, planning efforts
have begun to adapt curriculum to larger enrollments in the STEM-H fields and to test and scaleup adoption of emerging pedagogies and technologies where the evidence supports it. These
advances will change the kind and quantity of spaces needed for instruction, class laboratory
sections, team learning, and individual class work; and facilities need to be planned accordingly.
Facility condition and configuration. Thornton Hall, the Physics Building, Gilmer Hall, and the
Chemistry Building, date from the 1930s, 50s, and 60s. Together, they constitute roughly
800,000 GSF of space, and house electrical engineering, civil/environmental engineering, and
materials science and engineering, physics, biology, psychology, and chemistry departments, as
well as a variety of core facilities, classroom laboratories, and instructional classrooms.
o Infrastructure: Much of the mechanical, electrical, and plumbing systems in the
buildings is original or at the end of its useful life. These older systems are energy
intensive (Gilmer and Chemistry consume $4 million in combined energy use each year),
are stretched past their designed limits, lack flexibility and capacity for increased
demand and are at risk of failure. Most importantly, key systems: electricity, steam, air
and exhaust, lack capacity or reliability to support research. The buildings have become
a major limiting constraint on the research of the departments they house.
o Configuration: Much of the research and teaching space in these buildings is in its
original configuration and poorly suited for present uses. Labs tend to be separate
rooms offering little opportunity for collaborative work or flexible space assignment.
Many teaching labs are sized wrong for present section numbers and have no provisions
for technology, team learning, or multiple instruction methods.
o Supply: The 390 additional students in the School of Engineering and Applied Science
represent a roughly 17 percent increase over their 2010 enrollment, with an anticipated
increase of 28 faculty. In the College of Arts and Sciences, the new enrollment creates
an anticipated 40 percent increase in STEM-H students between 2011 and 2019 and
faculty hires will increase STEM-H faculty by 20 to 25. The space needs will be
significant, and the University is challenged to maximize efficiency and flexibility in its
use of the space in these existing STEM buildings.
The STEM-H study has been formulated around a goal of integrated planning, and some key themes
have emerged as having primary importance:
•
•
Academics drive planning. Although the deliverable of this study will be a roadmap of facility
projects, and the facility issues are complex and important; the academic needs of enrollment
growth, hiring, pedagogy, and technology will be the drivers of what spaces are needed and how
they will be used. Facility planning and academic planning must advance in tandem.
Engage multiple schools of the University. Issues of undergraduate STEM-H instruction and
faculty research extend over multiple schools: The College of Arts and Sciences and the School
of Engineering and Applied Science are the dominant providers of instruction. Students in
engineering, education, nursing, architecture, and medicine also use the basic science courses
Attachment A - 46
•
•
•
provided by the College of Arts and Sciences. Opportunities for collaborative research exist
between all the schools of the University. The planning process will center on the College of
Arts and Sciences and the School of Engineering and Applied Science, but will engage the other
schools too.
Engage with the schools’ planning for enrollment growth, pedagogy, and technology. Planning is
at different stages in the various schools and ranges from well-organized initiatives of the dean’s
office to individual faculty practice and research. The STEM-H study should engage widely and
facilitate advancing plans for academic as well as facility issues.
Emphasize collaboration. It is a distinguishing aspect of the undergraduate experience and a key
strategy for how U.Va. will compete as a research university, despite its relatively small size.
Designing for collaboration is a guiding principle.
Develop robust data to inform planning decisions. The relevant data for this study are unusually
complex. It involves multiple schools, multiple buildings, measures of both the instruction and
research enterprise, and many areas of change. The University launched the STEM-H study in
May 2013 and expects to complete it by calendar year end.
Investment in Maintenance of Facilities
Recent capital initiatives funded by a combination of state funding and/or gift funds include the Ruffner
Hall renovation, New Cabell Hall renovation, Rotunda restoration, and maintenance reserve. Continued
investment in maintenance of aging facilities is reflected in the 2014-20 six-year capital outlay plan.
The University’s board-approved capital plan includes a $125 million multi-year Jeffersonian Grounds
Initiative to address building, site, and infrastructure needs of the Academical Village. The Academical
Village is the "heart" of the University. It is listed on the Virginia Landmarks Register, is a National
Historic Landmark, and is listed by UNESCO, with Monticello, as a World Heritage Site. The project
continues and accelerates the renovation, restoration, and repair program initially begun in the late
1980s. The current Rotunda renovation project is the most recent in this program. While the University
has made significant progress with its stewardship of the Academical Village, it has become clear that an
accelerated program is a significant component of the strategic response to strengthen a distinctive
residential culture and attract the highest quality faculty. A major private fundraising effort is planned
to support the work that needs to be done in the Academical Village. Recognition by the state of the
special needs to preserve the historic assets in the original Jeffersonian-designed university would boost
the ability to attract private support and to accomplish the work on a reasonable schedule. A suggested
avenue might be a supplemental state maintenance reserve appropriation designated for the
Academical Village renovation.
Attachment A - 47
ATTACHMENT B
SUMMARY OF CAPITAL PROJECTS
FOR THE INTENT TO ISSUE TAX-EXEMPT BOND DEBT
ACADEMIC DIVISION
North Grounds Mechanical Plant - This project completely
replaces all equipment at the North Grounds Mechanical Plant,
which consists of two 15 MMBTUH boilers and two 800-ton
chillers, as well as their accompanying auxiliaries, with
adequate capacity to meet current and anticipated minor growth
in the North Grounds precinct. The current chillers and boilers
are over 33 years old and significantly exceed the twenty-year
typical life. Over the past few years, the boilers and chillers
have experienced increasingly higher rates of failure. The
project will upgrade the plant to current code requirements
including the physical separation of boilers and chillers and a
state-of-the-art refrigerant detection and oxygen monitoring
system.
Alderman Road Residence Area, Bldg. 6 - This building will be
five stories, 74,898 gsf, and will include 211 beds, common
space, and an office wing. Housing and Residence Life staff
currently located in 24,400 square feet distributed across five
buildings in the McCormick Road housing area will be
consolidated at this site making them more accessible to
students. Debt for this project will be paid with housing
revenues and is included in Housing and Residence Life’s tenyear pro forma.
Facilities Management Shop/Office – The project will construct a
two-story, 14,000 gsf facility, to the west of the Leake
Building at 575 Alderman Road. The building will be a simple
structure consisting of shop support space and office space for
Facilities Management employees replacing 11,635 gsf currently
in leased space and in trailers which are substandard, all of
which will be vacated. It provides for more modern and
efficient shop and office space, supporting a larger effort to
update workspace, reorganize the yard providing much needed
parking and staging for service vehicles and changes in work
flows.
Rugby Road Office Building - This project will renovate 25,000
gsf of the old faculty apartment building on Rugby Road into
usable office space. The proposed project would rehabilitate
the vacant space providing needed office administrative space,
Appendix B – Page 1
and allows for flexible office space and conference rooms on
each floor. The rehabilitation includes replacement of HVAC,
electrical and plumbing systems, installation of security and
fire suppression systems, abatement of hazardous materials,
installation of an elevator and entrance accessibility
improvements.
MEDICAL CENTER
Ambulatory Practice Space - Carried forward from the current
Capital Plan, this umbrella renovation authorization will enable
the Medical Center to move more expeditiously to renovate
outpatient facilities in response to federal healthcare
legislation and its subsequent effect on the healthcare market
in this region of the State. The projects to be completed under
this umbrella will span a seven-year timeframe consistent with
the duration of the Medical Center Long Range Plan.
Education Resource Center - The Education Resource Center
project provides approximately 30,000 to 35,000 gsf for graduate
medical and patient education, a relocated outpatient pharmacy,
and an outpatient imaging center. It replaces a project of
limited scope included in the current approved plan. These
functions are directly responsive to the Health System’s stated
mission to provide excellence and innovation in the care of
patients, the training of health professionals and the creation
and sharing of health knowledge. It provides new conferencing
space for resident and patient education and much needed
dedicated resident workspace. The project site is adjacent to
the Emily Couric Clinical Cancer Center and the new elevator and
stair tower for the Lee Street Garage, providing convenient
access to the pharmacy for patients and staff leaving the
Medical Center via the 11th Street or Lee Street garages. In
addition, this project provides space for a new outpatient
imaging center that significantly improves patient access and
fulfills the need for diagnostic imaging services convenient to
the Couric Cancer Center and the Battle Building. This new
center, located in the lower level, will connect directly with
the Couric Cancer Center.
Appendix B – Page 2