Amended Budget Summary
All Divisions
(Revised for Reduced Appropriations June 23, 2014)
UNIVERSITY OF VIRGINIA
2014-2015 BUDGET SUMMARY
TABLE OF CONTENTS
2014-2015 AMENDED BUDGET SUMMARY (Revised for Reduced Appropriations June 23, 2014)…….….A-1
[Pages A-1 to A-7 reflect revised charts, graphs, and narrative that should
be referenced when reading similar sections in the Budget Summary]
CONSOLIDATED BUDGET SUMMARY ............................................................................................................. 1
ACADEMIC DIVISION
Budget and Planning Process .................................................................................................................. 13
Overview of Operating Sources of Funds ............................................................................................... 17
Overview of Operating Uses ................................................................................................................... 23
Major Academic & Administrative Budget Overviews
Executive Vice President and Provost .............................................................................................. 31
College and Graduate School of Arts & Sciences ............................................................................ 35
Curry School of Education................................................................................................................ 40
Darden School of Business ............................................................................................................... 45
Frank Batten School of Leadership and Public Policy ..................................................................... 48
McIntire School of Commerce.......................................................................................................... 51
School of Architecture ...................................................................................................................... 54
School of Continuing and Professional Studies ................................................................................ 58
School of Engineering and Applied Science..................................................................................... 62
School of Law ................................................................................................................................... 67
School of Medicine ........................................................................................................................... 70
School of Nursing ............................................................................................................................. 77
University Library............................................................................................................................. 82
President’s Office ............................................................................................................................. 86
Director of Athletic Programs ........................................................................................................... 89
Vice President and Chief Information Officer .................................................................................. 93
Vice President and Chief Officer for Diversity and Equity .............................................................. 97
Vice President for Research .............................................................................................................. 99
Vice President and Chief Student Affairs Officer .......................................................................... 104
Executive Vice President and Chief Operating Officer .................................................................. 107
Vice President and Chief Human Resources Officer ...................................................................... 110
Vice President for Management and Budget .................................................................................. 113
Senior Vice President for University Advancement ....................................................................... 118
COLLEGE AT WISE ..................................................................................................................................... 121
MEDICAL CENTER ...................................................................................................................................... 130
ANNUAL RENOVATION & INFRASTRUCTURE PROJECTS PLAN ............................................................... 136
RESOLUTION ............................................................................................................................................... 139
Cover photograph courtesy of Daniel Addison/U.Va. University Communications
UNIVERSITY OF VIRGINIA
2014-2015 AMENDED BUDGET SUMMARY
REVISED FOR REDUCED APPROPRIATIONS JUNE 23, 2014
OPERATING BUDGET SUMMARY
Since the Board of Visitors approved the University operating budget on June 6, 2014, the General
Assembly and Governor took actions to approve a final state budget that reduced the amount of state
funds appropriated to the University for fiscal year 2014-15. The information and tables that follow
are amended to reflect the final actions by the General Assembly and Governor.
The consolidated 2014-15 operating budget, revised to reflect $7.7 million of reduced appropriations
as approved by the General Assembly and Governor June 23, 2014, will now total $2.8 billion, an
increase of $92.3 million or 3.4 percent compared with the 2013-14 projection. The comparison to
fiscal year 2014 still uses the projection included with the budget approved the board in early June.
Actual results for 2013-14 will be presented to the board at its September meeting as part of the
regular financial report. The consolidated budget is comprised of the Academic Division (including
the schools of medicine and nursing) at $1.5 billion or 52.5 percent, the Medical Center at $1.3 billion
or 46.0 percent, and the College at Wise at $41.4 million or 1.5 percent. The consolidated budget
does not include capital or the activities of affiliated foundations.
SOURCES FOR THE OPERATING EXPENDITURE BUDGET
As shown below, the 2014-15 revised consolidated sources change nominally with patient revenues
(45.4 percent) funding the greatest proportion of the operating expenditure budget, followed by
tuition and fees (19.2 percent), sponsored programs (10.0 percent), sales and services and other
(including auxiliary revenue, investment income, short-term financing, and other miscellaneous
revenues) (8.6 percent), state general funds (5.6 percent), endowment distributions (5.6 percent), gifts
(4.5 percent), and accumulated investment balances (1.1 percent).
A ‐ 1 ACADEMIC DIVISION OPERATING SOURCES OF FUNDS
As demonstrated in the 2014-15 revised chart below, tuition and fees (36.6 percent) provides the
greatest proportion of the operating budget, followed by sponsored programs (19.4 percent), sales and
service revenue and other (including auxiliary sales and services, investment income, and other
miscellaneous revenues) (12.6 percent), endowment distributions (10.7 percent), state general funds
(9.9 percent, down from 10.3 percent originally planned), gifts (8.7 percent), and operating cash
balances (including carry forward balances ) (2.1 percent).
A ‐ 2 A ‐ 3 OPERATING USES BY EXPENDITURE CATEGORY AND PROGRAM
Because of state revenue shortfalls final action by the General Assembly which was approved by the
Governor on June 23, 2014 eliminated new general fund support for certain research/public service
initiatives (cancer, focused ultrasound, and the Virginia Foundation for the Humanities) and for
faculty and staff salary increases. To mitigate the elimination of state support for salary adjustments
in 2014-15 the University will defer implementation of the planned salary increases for faculty (4.75
percent merit pool) and University staff (3 percent merit pool) until October 1. Classified staff will
not receive a salary adjustment since the state must authorize all compensation actions for this
category of employee.
Actions taken by the University to adjust to the reduced state funding do not materially alter the
proportions of the budget by expenditure category. As the pie charts below indicate, 59.3 percent of
the Academic Division’s total operating budget will be expended on personal services. When
financial aid and auxiliary operations are excluded, 72.2 percent of educational expenditures are for
the compensation (including fringe benefits) of faculty, staff, wage employees, and graduate teaching
and research assistants. The impact of the revision is also immaterial when we look at uses by
activity.
A ‐ 4 A ‐ 5 A ‐ 6 A ‐ 7 STRATEGIC PRIORITIES
The academic program is the heart of the University of Virginia’s mission. From the time of Thomas
Jefferson until today, the University has aspired to define its own model for higher education, one that
continues to be widely respected for its originality. The University community seeks to be distinctive in
several ways. Its efforts are rooted in a set of core principles: excellence, honor and self-governance,
innovation and collaboration in the pursuit of knowledge, leadership for the public good, and a vibrant
breadth of academic offerings within and across schools. These defining principles were originally
expressed by Mr. Jefferson and continue to serve as the guideposts for the University’s future strategic
development. These principles shape how U.Va. chooses its academic strategies, how it teaches students
and prepares them for the future, and how it brings the knowledge, energy, and commitment developed in
the University to the benefit of society through service.
U.Va.’s faculty and schools continue to be ranked among the best in the nation. For 21 consecutive years,
the University’s overall undergraduate program has been ranked first or second among public institutions,
surpassed only by the flagship University of California institutions. The University’s School of Law, the
Darden School of Business, and the McIntire School of Commerce are all top fifteen schools. Rather than
relying on a star system, the University has achieved its rankings through strong teams of faculty, and the
whole has been greater than the sum of its parts.
Competitor public institutions are typically much larger. The University has foregone the economies of
scale these institutions can achieve in favor of an emphasis on smaller courses and closer faculty/student
interaction. Competitor private institutions are typically smaller, but they do not face the political
pressures to grow in service to the public that the University feels. One result of U.Va’s scale is that its
departments are typically smaller than those at most research universities (including private institutions).
Rankings are known to correlate with size. The University’s choice to remain relatively small requires
collaboration across the Grounds in order to achieve a critical mass of faculty in certain important areas
that is essential to ensuring continued academic recognition. The University’s decision to remain
relatively small may constrain some of the choices that it can make, but it underscores a commitment to
prioritize quality.
Defining the Future: The Cornerstone Plan
In 2013, the University of Virginia experienced a defining moment in its history with the unveiling of The
Cornerstone Plan, a five-year strategic plan for the University’s Academic Division that will equip the
University to move boldly into its third century. The Cornerstone Plan is organized around the theme of
leadership and focuses on the development of leadership among students, faculty and staff; leadership in
pedagogy, clinical care, and research; and leadership in higher education. In the process, it will bring
national and international recognition to the University and to the Commonwealth.
The strategic planning process, which began in fall 2012, was inclusive, bringing together faculty, staff,
alumni, parents, students, and Board of Visitors members to focus on seven distinct themes within the
broad effort: enhancing faculty recruitment, retention, and development; determining what it means to be
a public university in the 21st century; enhancing private support and understanding the University’s
financial constraints; streamlining business practices; examining student life at a residential college and
career services; creating synergy by identifying and aligning common interests across the University; and
examining the use of technology to enhance learning and research. After considering the multitude of
1
CONSOLIDATED BUDGET SUMMARY
UNIVERSITY OF VIRGINIA
2014-2015 CONSOLIDATED BUDGET SUMMARY
CONSOLIDATED BUDGET SUMMARY
ideas put forth by various working groups and stakeholders, the University identified five pillars to serve
as goals over the next five years:
Pillar 1: Enrich and strengthen the University’s distinctive residential culture;
Pillar 2: Strengthen the University’s capacity to advance knowledge and serve the Commonwealth
of Virginia, the nation, and the world through research, scholarship, creative arts, and
innovation;
Pillar 3: Provide educational experiences that deliver new levels of student engagement;
Pillar 4: Assemble and support a distinguishing faculty; and
Pillar 5: Steward the University’s resources to promote academic excellence and affordable access.
These pillars were approved by the Board of Visitors in November 2013. Each pillar is supported by a
number of strategies and initiatives for implementation, which include practical, measurable steps to
address the challenges confronting higher education and also reflect the University’s unique values. The
Cornerstone Plan also provides a clear framework for multiyear financial planning, allowing academic
leaders and administrators to tie resource allocation decisions to the strategic priorities detailed in the
plan.
Enriching and Strengthening the University’s Distinctive Residential Culture (Pillar 1)
Jefferson’s academical village is the foundation of U.Va.’s residential culture. With its unique size and
close relationship between faculty and students, U.Va. prepares citizen-leaders who are imaginative,
globally aware, and ready for public service. The Cornerstone Plan seeks to enrich and strengthen this
residential culture by intensifying its work in developing students as leaders, advising students to be
successful in their work at the University and beyond, and engaging alumni as a vital part of U.Va.’s
residential culture. While the University has a long track record of success in all three of these areas, The
Cornerstone Plan provides an opportunity for U.Va. to recommit itself to the things that make it
distinctive, and to make these key components of its residential culture a high priority for resources and
innovation. Accordingly, this budget reflects a number of such investments through significant
enhancements to academic and career advising activities and resources, funding for student diversity
initiatives, and planning for renovated spaces to meet the changing needs of UVa’s residential culture.
Strengthening the University’s Capacity to Advance Knowledge (Pillar 2)
The University of Virginia has remained true to the philosophy of its founder by constantly adapting to
the contours of new knowledge and by shaping those contours through cutting-edge research and
scholarship. The Cornerstone Plan calls for major investments in interdisciplinary research institutes and
research infrastructure and services to support the research and scholarship of faculty and students
throughout the institution and to bring the perspectives and strengths represented in the disciplines of the
University’s eleven schools to bear in advancing knowledge and creative expression to solve today’s most
challenging problems. This budget reflects a number of initiatives related to this Pillar, including the
ongoing development of a research institute and a new graduate major related to “big data,” significant
investments in UVa’s research infrastructure and libraries, and ongoing support for innovation and
technology commercialization.
Providing Educational Experiences that Deliver New Levels of Student Engagement (Pillar 3)
The Cornerstone Plan calls for educational experiences that encourage students to internalize knowledge
and for innovative programs whose effectiveness can be measured by the impact they have on students’
lives. By melding the curricular, the cocurricular, and the extracurricular into a coherent and powerful
educational experience, the University will leverage its distinctive residential culture and highest-quality
2
Assembling and Supporting a Distinguishing Faculty (Pillar 4)
Faculty hiring and compensation is a critical area of emphasis. Attracting and retaining the best faculty is
more than just a financial issue. Hiring the right people is the most critical resource decision the
University makes. Supporting, evaluating, and rewarding the current faculty is equally important. The
University projects significant retirements over the next five to ten years, with the possibility that half of
the faculty who will be at the University in 2020 are not on Grounds today. Many peer schools face
similar demographic challenges. To succeed in hiring the right people, the University must be vigilant in
the search and recruitment process and have the resources necessary to compete with peer schools. U.Va.
desires not simply to replace retiring faculty members, but to use the occasion to elevate the quality of
faculty in ways that are consistent with the University’s dual focus on education and research. The goal is
to recruit faculty members who combine leadership in their field with a commitment to educational
innovation. Without question, the highest strategic priority reflected in this budget is to the University’s
faculty, with significant resources being allocated to recruiting and retaining top faculty, and to providing
faculty with the resources they need to succeed and to do their part to advance the other goals of The
Cornerstone Plan. While the majority of the funds required to do so come from reallocations within units
and the use of revenues associated with enrollment growth, this budget includes a significant investment
in building and supporting U.Va.’s faculty.
Steward the University’s Resources to Promote Academic Excellence and Affordable Access (Pillar 5)
Maintaining Access and Affordability
The University is focused on developing an integrated tuition and financial aid model in an effort to
attract and retain a diverse student body of the highest caliber while also providing the appropriate level
of resources for investment in programs, faculty, and staff. The University’s robust financial aid
program, AccessUVa, is fundamental to fulfilling the University’s public mandate as the University
admits students on a need-blind basis and is committed to meeting 100% of demonstrated financial
need. As a result of the economic downturn, the proportion of the student population qualifying for needbased aid has increased – the percentage of in-state students qualifying for need-based aid rose from 24
percent in 2004 to 34 percent in 2014. The University is taking steps to mitigate additional investment in
the program from unrestricted institutional resources, including an emphasis on fundraising targeted to
meeting the financial need of students. An early success included the establishment of the Blue Ridge
Scholarships to benefit the entering class of fall 2014, seeded by a $2.5 million challenge gift. A more indepth discussion of AccessUVa can be found on page 8.
Organizational Excellence - “Engage. Simplify. Enable the Mission.”
The Organizational Excellence (OE) program, established in August 2013, is a key strategy in The
Cornerstone Plan, and seeks to deliver high-quality support for the advancement of institutional priorities
and goals – excellence in education, research, and scholarship. It is a comprehensive program to enhance
the organization’s resource capacity by aligning and optimizing processes, technologies, human capital,
and funds with mission.
3
CONSOLIDATED BUDGET SUMMARY
academic programs to provide educational experiences that engage the whole student in a deeper inquiry
of the world in all of its complexities. In doing so, U.Va. will not rely on mere platitudes, but will engage
in continuous improvement of its programs and become a model for assessing and disseminating new
models of teaching and learning for the globally engaged student. This budget reflects these commitments
through the establishment of global initiatives intended to provide opportunities for students and faculty
to incorporate global perspectives into existing teaching, research, service, and leadership activities.
Furthermore, this budget reflects an ongoing commitment to using evidence about learning outcomes as a
way to assess and improve academic programs and initiatives.
CONSOLIDATED BUDGET SUMMARY
Although a specific strategy under Pillar 5 – Steward the University’s Resources to Promote Academic
Excellence and Affordable Access – the outcomes of the program will support and benefit, directly and/or
indirectly, all of the strategies in the plan. Thus, the program supports the enhancement of student
experiences, strengthening capacity for research and scholarship, assembling a distinguished faculty,
developing leaders, and revitalizing fundraising.
The program is founded on the following guiding principles:
 Academic and administrative collaboration
 Data-driven and results-oriented
 Structure for ongoing impact, not episodic
 Long-term, strategic focus
The program is governed by a Leadership Council of faculty and administrators and has executive
sponsorship from the Executive Vice President and Chief Operating Officer, the Executive Vice President
and Provost, the Vice President for Management and Budget, and a Dean from an academic school. The
Leadership Council and Executive Sponsors partner with the University community to develop, facilitate,
coordinate, and sequence a portfolio of initiatives across the organization.
In 2013-14, a foundational, comprehensive benchmarking study of six administrative functions – human
resources, information technology, procurement, finance, research administration, and student services was completed to assess current performance and acquire insight into how to design and deliver highquality administrative services that best support the University’s core activities of teaching, research,
patient care and public service. Benchmarking of other services, including facilities and development, is
currently underway. Several pan-institutional improvement efforts have been initiated to enhance
efficiency and effectiveness, and they are informed, aligned and integrated with the benchmarking study
findings. These include research administration, managerial reporting, strategic sourcing, travel and
expense management, leadership development and human resources services.
In 2014-15, OE leadership will continue to leverage the benchmarking study findings, as well as other
sources of information, to identify additional areas of opportunity. Specific initiatives will be defined,
prioritized, and coordinated into a portfolio of activity to be implemented over several years. Based on
work underway, measurable performance excellence is expected in several areas in FY15:
 Streamlined electronic grant proposal process and enhanced research infrastructure
 Realized cost savings on select supplies and services as a result of strategic sourcing pilot and
subsequent expansion to other commodities
 Improved space planning, leading to less reliance on leased space
 Enhanced workforce management and planning
 Increased integration of IT enablement for automation and support
Supporting the Objectives of the Higher Education Opportunity Act of 2011
A number of the University’s strategic initiatives are shaped by the Virginia Higher Education
Opportunity Act of 2011 (HEOA), which committed the Commonwealth and the University to goals for
degree attainment, economic opportunity, and affordable access. The overarching goal of the HEOA is to
produce 100,000 more degrees by 2025, particularly in science, technology, engineering, mathematics,
and health (STEM-H) fields. With a 93 percent graduation rate, the University’s response to this goal is
to increase the number of undergraduate students by 1,673 between 2011 and 2018. Beyond admitting
more students, the University has targeted ways to increase enrollment in STEM-H programs while
maintaining the strength of its liberal arts programs.
4
Medical Center
The Medical Center’s 2014-2015 budget was developed recognizing the challenge of providing patient
care, teaching, and research services in an increasingly changing health care industry. While the full
impact of the Affordable Care Act will not be realized for a number of years, many of its provisions have
already been implemented. To meet this challenge, the Medical Center utilized a priority-based budget
process to align resource allocations with Medical Center strategies and goals to achieve the Health
System’s strategic planning goal of becoming a top decile academic medical center based on quality
measures. The Medical Center budget development process is operationally focused and highly
participatory. Patient care service management, support function management, and physicians have
significant roles in the budget development cycle. The budget process begins with senior management
developing basic budget assumptions such as discharges, length of stay, and productivity standards which
drive the number of employees. The Medical Center’s budget is consistent with its Long Range Financial
Plan, and provides each operating unit a cumulative operating budget that contains service demand
forecasts, required full-time equivalent personnel, and non-labor expenses.
OPERATING BUDGET SUMMARY
The consolidated operating expenditure budget for the period July 1, 2014 through June 30, 2015 for the
University of Virginia will total $2.8 billion, an increase of $100.0 million or 3.7 percent compared with
the 2013-14 projection. The consolidated budget is comprised of the Academic Division (including the
schools of medicine and nursing) at $1.5 billion or 52.6 percent, the Medical Center at $1.3 billion or 45.9
percent, and the College at Wise at $41.5 million or 1.5 percent. The consolidated budget does not
include capital or the activities of affiliated foundations.
Operating Expenditure Budget
(in millions)
Academic Division
Medical Center
Wise
Total
2014-15
Budget
$ 1,466.9
1,280.7
41.5
$ 2,789.1
2013-14
Increase
Projection (Decrease)
$ 1,462.0 $
4.9
1,187.3
93.4
39.8
1.7
$ 2,689.1 $ 100.0
5
% Inc.
(Dec.)
0.3%
7.9%
4.3%
3.7%
2013-14
2012-13
Budget
Actual
$ 1,412.5 $1,345.2
1,215.8
1,135.1
38.6
36.9
$ 2,666.9 $ 2,517.2
CONSOLIDATED BUDGET SUMMARY
The HEOA legislation requires submission in odd-numbered years of a six-year plan by each higher
education institution that outlines how the institution will respond to furthering the objectives of the Act.
The most recent plan was submitted in July 2013 and not only projected efforts through 2020, but also
reported on progress toward achieving the strategies outlined in the previous report.
The University of Virginia’s College at Wise
The University of Virginia’s College at Wise is equally committed to a set of core principles: insight,
competence, sensitivity, and integrity necessary for living enriched lives and for enriching the lives of
others. Key strategic priorities reflected in this budget include addressing Teaching &Research (T&R)
faculty salary needs, the planning and development of the STEM Early College Academy, High Need
Degree funding to support the increased engagement of T&R faculty in student recruitment, investigating
the feasibility of an RN-to-BSN online program, and increased resources for the Healthy Appalachia
Institute in support of the Appalachian Prosperity Project. Further discussion and analysis of The College
at Wise’s strategic priorities and operating budget begins on page 122.
CONSOLIDATED BUDGET SUMMARY
SOURCES FOR THE OPERATING EXPENDITURE BUDGET
As shown below, patient revenues (45.2 percent) fund the greatest proportion of the operating expenditure
budget, followed by tuition and fees (19.2 percent), sponsored programs (10.0 percent), sales and services
and other (including auxiliary revenue, investment income, short-term financing, and other miscellaneous
revenues) (8.5 percent), state general funds (5.9 percent), endowment distributions (5.6 percent), gifts (4.5
percent), and accumulated investment balances (1.1 percent).
2014-15
2013-14 Projected
EMPLOYMENT LEVELS – ALL DIVISIONS
The University has planned for 15,989 full-time equivalent (FTE) positions for 2014-15, an increase of
2.6 percent or 400 FTEs over the 2013-14 revised budget levels as shown below. The Academic Division
is expecting 8,164 FTEs, an increase of 97 FTEs. This increase is driven primarily by College of Arts
and Sciences faculty searches underway, Vice President for Research hiring initiatives and a temporary
staffing increase associated with the managerial reporting effort.
The Medical Center is projecting 7,495 FTEs, an increase of 297 FTEs over current staffing levels.
Increased staffing for the Centers of Excellence and new initiatives account for an increase of 100 FTEs.
The remainder of the growth is to support facility expansion, including the Battle Building, and core
program growth for existing operations, including 44 additional FTEs to support bedside staffing ratios at
the Medical Center and the Transitional Care Hospital.
Wise plans to increase its employment by 6 FTEs to 330 FTEs, adding three self-funded positions in
auxiliary enterprises, two educational and general (E&G) support positions and one privately funded
instructional position.
6
In February 2013, the Board endorsed the University’s plan to improve the average faculty salary at each
rank to the 20th position of AAU peers. Assuming that these peers will raise their average faculty salary
by three percent each year through 2016-17, the University can attain the 20th rank with annual meritbased increases for continuing faculty of 4.75 percent from 2013-14 through 2016-17. AAU salary
results for 2013-14 prove the plan is working as the University climbed in the ranking from 34 to 27. The
2014-15 budget includes the second year of this multi-year. The University and its senior leadership are
committed to performance-based implementation of compensation increases to align the use of resources
with demonstrated achievement.
To approach generational faculty turnover from a position of strength, the University also will adjust the
distribution of faculty across ranks. Retiring faculty, primarily full professors, will be replaced largely
with assistant and associate professors at the appropriate competitive faculty salary as the University
returns to a more sustainable mix of 35 percent full professor, 40 percent associate professor, and 25
percent assistant professor.
This budget includes an average three percent merit-based salary increase for University staff, over which
the Board of Visitors has compensation authority. The 2014-15 operating budget assumes a bonus for
classified staff of 2 percent with the potential for an additional 1 percent based on exceptional
performance. This plan was included in the Governor’s introduced budget. The University will have to
adhere to whatever compensation increases are ultimately approved by the state for this classification of
employee. It is important that the University be in a position to recruit and retain talented staff to support
the primary mission of teaching, research, and service.
7
CONSOLIDATED BUDGET SUMMARY
KEY INVESTMENTS
Competitive Compensation
Attracting and retaining high-quality faculty and staff is critical to success in teaching, research, and
service. In 2003-04, the Board approved a resolution to increase the compensation of the University’s
faculty and staff to a competitive level. In 2004-05, the Board further refined that goal with a resolution
to move the University’s teaching and research (T&R) faculty average salary to a position between the
15th and 19th rank among Association of American Universities (AAU) institutions. State-authorized
salary increases, together with supplements approved by the Board, narrowed the gap between the T&R
faculty salary average at the University and at the institution holding the 19th position of AAU institutions
from $7,000 in 2002-03 to $700 in 2007-08. Unfortunately, that competitive position quickly eroded as a
result of several years of salary freezes.
CONSOLIDATED BUDGET SUMMARY
Enrollment Growth
In February 2011 the Board approved a 1,400 student increase in prior undergraduate enrollment
projections, bringing the total expected enrollment growth between fall 2011 and fall 2018 to 1,673. In
fall 2014, overall undergraduate enrollment is expected to increase by 375 students.
To support this larger enrollment, the 2014-15 budget includes $6.6 million from incremental tuition
revenues and $1.1 million in state support from the 2014 General Assembly. Representatives from the
Budget Office, the Provost’s Office, and the undergraduate schools collaborated to develop a funding
formula to ensure that new revenues are allocated to support new faculty hires and other critical support
functions. Out of the 2014-15 incremental revenue from enrollment growth, $4.8 million is distributed to
the undergraduate schools, $1.4 million is allocated to AccessUVa to fund need-based aid for the new
students, and $849,000 is reserved for non-academic requirements.
AccessUVa
The 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 students. In August 2013 the Board of Visitors
reauthorized the AccessUVa program by affirming the University’s policy of need-blind admissions and
of meeting 100 percent of demonstrated need while also standardizing aid packages and including loans
for all students with demonstrated need. There is a $14,000 cap on the amount of need-based loans for
low income in-state undergraduates may accumulate over a four-year period. For all other
undergraduates, this cap is $28,000 over a four-year period.
The projected 2014-15 full cost of AccessUVa will be $116.6 million, an increase of $10.8 million from
2013-14. This increase is related to three factors: $4.8M increase in need for existing students with need,
$3.7M increase due to more students having need; $1.4M increase due to enrollment growth; and $0.9M
increase due to tuition differentials.
About $68.8 million will be available from restricted gifts and endowments, athletic grants, state tax
funds, outside grants, federal grants and loans, and federal work study to award to students with
need. Given the University’s guarantee to meet undergraduate students’ demonstrated need, the
University will meet the remaining $47.8 million need from unrestricted resources, including tuition reallocated to financial aid and the unrestricted endowment.
Strategic Investment Fund
The University continuously reallocates internal funding to support new priorities, but typically it has
been done within a single school or department. As part of its multi-year financial planning process, the
University identified the need for a more formalized approach to ensure that reallocated funds are used for
strategic purposes and in a transparent manner. Accordingly, the University has established the Strategic
Investment Fund, a revolving investment fund that will support initiatives emerging from The
Cornerstone Plan and provide the flexibility to seize new opportunities that advance the University’s
academic mission and strategy.
When the Board of Visitors approved the 2013-14 operating budget it passed a resolution that recognizes
the need to fund one-time strategic investment priorities. As an interim measure, prior to finalizing the
long-term financial plan, the Board delegated to the Chair and Vice Chair of the Finance Committee the
authority to approve one-time strategic investment needs as presented by the President. There were no
allocations made from the strategic investment fund in 2013-14. The 2014-15 budget includes a number
of high priority items funded by the Strategic Investment Fund many of which adhere to the principles of
Organizational Excellence. They include expansion of digital materials in the library; a collaborative
8
Research and Innovation
As federal budget cuts impact traditional research funding agencies, the University seeks to diversify its
research base through collaboration across schools within the University; through partnerships with
industry; and in cooperation with institutions located throughout the nation and globally. Examples of
these types of activities are described below.
Rolls-Royce Partnership: In 2007, British-based Rolls-Royce announced plans to build a new jet engine
manufacturing plant in Prince George County, offering significant educational and research opportunities
for the University. As part of Rolls-Royce's decision to locate its facility in Virginia, the University
became part of an innovative partnership that includes Virginia Tech, Virginia State University, and the
Virginia Community College System (VCCS) to collaborate with the company on a variety of fronts. The
state allocated $40 million to the University, Virginia Tech, and the VCCS over five years as incentive for
the company’s location and research activities; the University’s share is $23.5 million. In 2012-13, the
University received its fourth installment, totaling $4.8 million and its final installment of $4.3 million in
2013-14: $3.8 million to establish new endowed professorships in the McIntire School of Commerce and
provide graduate student support and, in the Engineering School, $200,000 to support the new
manufacturing minor and $250,000 to match research awards from Rolls-Royce. In April 2014 RollsRoyce announced that the University of Virginia is joining the global Rolls-Royce University Technology
Centers network, comprising research groups in world-class universities identified to develop long-term
research and technology programs. Creating such a center provides each party with mutual benefits
through funding of fundamental, collaborative research to advance key aerospace technologies critical to
Rolls-Royce.
AstraZeneca Collaboration: Through a strategic research collaboration established in 2009, the
University and AstraZeneca are working together to develop innovative treatments for cardiovascular
disease. Already, over $8 million in funding has been committed to U.Va. The partnership supports
preclinical to clinical research projects that work to identify disease mechanisms and biological targets
with the potential to lead to successful and commercially viable treatments. Leveraging the strengths of
both partners, funded principal investigators from the University are matched with AstraZeneca
researchers to accelerate the translation of research into new drugs for patient care. The alliance has the
potential to greatly speed up the development of novel drugs to treat diseases in several targeted areas,
taking these projects years ahead in some cases. Those targeted areas include coronary artery disease
(CAD), peripheral vascular disease (PAD), myocardial infarction, atherosclerosis, and abdominal aortic
aneurysms. In aggregate, these diseases account for nearly half of all deaths in the United
States. Another exciting development with the AstraZeneca-U.Va. Research Alliance is that several
projects that were initially started with modest seed grants have now been expanded into much larger
grants.
Sustainability: U.Va. has distinctive strengths in environmental sustainability research and education
distributed throughout many academic and operating units. Sustainability projects include the U.Va. Bay
Game -- a large-scale participatory computer simulation of the Chesapeake Bay watershed -- a powerful
tool with real-world applications and impact. It has been described by federal and state agencies, nongovernmental organizations, and corporate and education leaders as "the first of its kind" and “simply the
best watershed management tool that exists.” U.Va. has the potential to become the global leader in
shallow water coastal ecosystem research. The institution’s collaborative research activities can make a
difference in how decisions and policies are developed that impact the health of the world’s ecosystems
9
CONSOLIDATED BUDGET SUMMARY
collection sharing initiative to eliminate duplicate journal holdings among research libraries; a managerial
reporting project that will ensure data integrity, simplify reporting, and allow more robust financial
analysis and long term planning; a support structure for projects that will improve processes and identify
efficiencies; and an investment in communications in support of The Cornerstone Plan.
CONSOLIDATED BUDGET SUMMARY
and associated societal and economic well-being.
Data Science: Society’s most pressing challenges frequently involve large, complex systems. The
behavior of these systems is best understood by handling large amounts of data. To solve these
challenges, we need to develop new ways to acquire, analyze, and make sense out of big data. The U.Va.
Data Science Institute is an institute for large scale, complex data analysis. It is a unique confluence of
computation, science, engineering, mathematics, statistics, commerce, social science, humanities, law, &
more. Its mission is to achieve recognized excellence in research and education in the interdisciplinary
field of data science that crosses disciplines, departments, schools and colleges to leverage U.Va.’s
combined capabilities in data science. Don Brown was appointed to lead the Institute, which already has
developed curricula: Masters and Certificate for graduate students; Minors for undergraduates; and
Courses for general data literacy (non-specialists) minors and classes. The Institute has also secured a
$10 million private foundation gift to support its efforts with the possibility of additional philanthropy on
the near horizon.
U.Va. Innovation: U.Va. Innovation manages a new set of growing programs designed to enhance the
University’s ability to disseminate knowledge and know-how via commercialization and corporate
partnerships. These programs support and link with school-based efforts to enhance entrepreneurship in
Commerce (entrepreneurship), Darden (new I-lab), Engineering (entrepreneurship courses), and Medicine
(translational medicine). The University has recently received funding for three exemplary programs
supporting this effort:

One of only seven multi-institution initiatives to win federal funding as part of the U.S.
Department of Commerce’s i6 Challenge in 2012, the Virginia Innovation Partnership, led by
UVa, brings together universities, community colleges, corporations, investment capital and other
resources to drive promising research discoveries forward. The Virginia Innovation Partnership
is unique in the U.S. because it creates a network that links talent, ideas, and capital together
across an entire state. The Virginia Innovation Partnership received $1 million in federal funding
over two years as part of the i6 Challenge, with additional matching funds provided by corporate
participants, university partners, and other entities.

In partnership with the Commonwealth, the University established the U.Va. Economic
Development Accelerator (UVEDA), a program to enhance proof-of-concept research, promote
economic development, and accelerate university innovations toward new products, services, and
companies. Private, federal, and foundation contributions will match a $1 million investment by
the Commonwealth to develop 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 public-private partnership created by the
UVEDA will enable students, faculty, corporate partners, entrepreneurs, and others to
experiment, collaborate, develop products and services, attract investments, build companies, and
create jobs.

OpenGrounds (OG) serves as a catalyst for creative cross-disciplinary scholarship at the
University and connects the University and the global community, addressing critical challenges
through collaborative engagement. OpenGrounds connects fellows, faculty, students, and
partners across disciplines to collaborate in new ways, share knowledge, and inspire creative
action that makes impact on the world. A new state-of-the-art studio space on the Corner was
launched in March 2012 and has hosted over 300 events, to date, with diverse groups from across
Grounds and the external community. Additional programming space, adjacent to the current
location, is slated to be renovated in 2014-2015. The OG initiative has already secured
significant private funding (Vonage corporate challenge on designing the future of mobile
10
U.Va. Applied Research Institute (ARI): ARI was created to enlarge the scope of projects that University
researchers can participate in with government intelligence agencies and private companies. The
institute, located at the U.Va. Research Park, has secured $1 million in contracts for projects to date and
has hired its first full-time director. ARI leverages the University’s human and capital assets to support
applied research, education, and training, with a focus on homeland security, national intelligence, and
defense challenges with a particular emphasis on opportunities related to operations at Fort Belvoir’s
Rivanna Station in northern Albemarle County. ARI’s mission is to create additional unique, traditional,
and non-traditional research opportunities for faculty, staff, and students; develop and provide education
and training programs relevant to ARI partners; foster pan-University research initiatives; provide U.Va.
students unique analytical, research, and development opportunities and facilitate faculty/scientist
exchanges with industry and government.
NSF ASSIST Grant: U.Va. and three other universities are partnering on a national nanotechnology
research effort to create self-powered devices to help people monitor their health and better understand
how their environment affects it. The National Science Foundation (NSF) Nanosystems Engineering
Research Center for Advanced Self-Powered Systems of Integrated Sensors and Technologies, or
ASSIST includes four partner schools plus five other affiliated universities and about 30 industry partners
in its global research consortium. ASSIST is funded by an initial five-year, $18.5 million NSF
grant. ASSIST researchers are using nanomaterials and nanostructures to develop self-powered health
monitoring sensors and devices that use body heat and motion as power sources. These devices could be
worn on the chest like a patch, on the wrist like a watch, as a cap that fits over a tooth, or in other ways,
depending on the biological system that is being monitored. New devices created from this partnership
could transform health care by improving the way doctors, patients, and researchers gather and interpret
uninterrupted streams of health data.
11
CONSOLIDATED BUDGET SUMMARY
significant private funding (Vonage corporate challenge on designing the future of mobile
communications). Based on peer benchmarking including Stanford, Harvard, Michigan,
Columbia, and others, OpenGrounds is a comprehensive university program distinguished from
any other in the nation. It could be rapidly expanded to studios in other schools and other
external locations nationally and internationally.
12
ACADEMIC DIVISION
BUDGET AND PLANNING PROCESS
The 2013-14 fiscal year marks the final stage of
planning for the new financial model. The
University has constructed the academic division
budget that this document describes with an eye
to translating it into the new model’s terms in
the earliest days of 2014-2015. When that
process is complete, the University will have
taken a major step toward a core principle of The
Cornerstone Plan: aligning resources with its
aspirations.
The new model enables leaders to more directly
shape the financial destinies of the schools and
units they lead, while at the same time holding
them more clearly accountable for their
performance. In the past, some revenues that the
schools and units generated were aggregated by
the University and allocated through decisions
of central leaders. In the new model, revenue
flows directly to the schools and units that
generate it, while, at the same time, costs for
central services that were covered through that
same type of central decision-making will be
allocated to schools and units by estimates of
their usage of those services, based on such
drivers as numbers of faculty, staff and/or
students. Often, for the first time, schools and
units will see their entire financial picture and
will be able to plan with a clear understanding of
the financial implications of their decisions.
The entire system is designed to reward
academic-values-driven creativity while
providing the transparency of financial planning
and decision-making. This will help ensure that
we gain the maximum value from the financial
resources we have, proving that academic
excellence and affordable access can indeed be
complementary goals.
Although this academic division budget
anticipates translation into the new model, it is
the last that will have been assembled mainly
using the University’s traditional processes and
terms of reference. Schools and units will enter
the coming fiscal year with the familiarity of a
budget built the “old way,” but will participate
in its conversion into the new framework. Few
of our academic schools are able to directly
generate more funding in a year than they spend,
nor do University leaders expect them to do so.
As such, the University will provide additional
operating support, from resources such as
unrestricted state funding and unrestricted
private funding, to those schools and units that
may require it. In the first year, support will
take the form of hold-harmless funds; in later
years, this support will evolve into a
combination of base operating support (ongoing)
and strategic operating support (limited in
duration).
As the academic division budget is translated
into the terms of the new University financial
model early in 2014-2015, planning that is
conducted exclusively in the new model’s terms
will begin for 2015-2016 and beyond. Pillar 5
of The Cornerstone Plan, which focuses on
stewardship of the University’s resources to
promote both academic excellence and
affordable access, will guide that planning
toward strategic priorities such as enriching the
residential student experience and supporting
faculty excellence. By October, the early steps
of the budget-construction cycle for the next
fiscal year, using the new model’s terms, will be
well under way, and the transition to the new
model will be complete by spring 2015, when
the 2015-2016 budget is presented to the Board
of Visitors.
Reflecting the final transition to a new financial
model, this document focuses on the strategic
priorities of the institution and its constituent
units and service centers (beginning on page 30).
Strategic direction, key trends, and budget
analysis are included for each school and major
administrative area.
13
ACADEMIC DIVISION
A New University Financial Model: The Final
Step from Concept to Reality
BUDGET AND PLANNING GUIDELINES
The Academic Division utilized the following
revenue assumptions in the development of the
proposed budget:
1. Tuition: For planning purposes, schools
developed plans assuming no increase in
undergraduate tuition and fees. Actual
tuition and fee charges for 2014-15 reflect
rates approved by the Board of Visitors in
February and April.
ACADEMIC DIVISION
2. Research: Grants and contracts revenues are
based on historical spending patterns and
known new awards with the presumption of
a slight decrease in base federal research
spending. The Facilities and Administrative
cost rate is 58 percent for contracts awarded
beginning July 1, 2012.
The Academic Division utilized the following
expenditure assumptions in the development of
the proposed budget:
1. Enrollment: Schools assumed planned
enrollment growth for fall 2014 would be
supported by allocating incremental revenue
related to enrollment growth to those
schools with additional students according
to a formula that supports the cost of faculty
as well as academic, student, and
administrative support.
2. Financial aid: The Academic Division’s
contribution from unrestricted resources to
AccessUVa will increase to $47.8 million in
2014-15.
3. Compensation:
a. All budgets will account for the
annualized cost of the July 2013 stateauthorized salary increases.
3. Auxiliary enterprises: Schools developed
plans assuming a moderate increase in
student mandatory fees. Actual revenues
and fee charges for 2014-15 are based on
activity volumes and reflect rates approved
by the Board of Visitors in February.
b. The 2014-15 budget includes a 4.75
percent merit based salary pool for
teaching and research faculty; a 3
percent merit pool for University staff;
and funds for a bonus for classified staff
as directed by the Commonwealth.
4. State appropriations: For planning purposes,
schools and units assumed no growth in the
state appropriations. This budget reflects
the state appropriation that was presented in
the Governor’s introduced budget since at
this time the General Assembly has yet to
act on a final budget for 2014-16.
c. 2014-15 fringe benefit rates are
estimated at:
Pooled Fringe Benefit Rates
FT Faculty and University
Staff-Executive
FT Classified Staff; University
Staff-Managerial/Professional,
and University Staff
Operational/Administrative
Part-time Faculty and Staff
with benefits
Part-time Faculty and Staff
without benefits and Wage
employees
5. Endowment and interest payout: The
University’s approved endowment spending
policy will govern the endowment
distribution for 2014-15. Return on cash
balances invested in the University shortterm pool will reflect market-based rates as
described in the University’s Internal
Investment Program policy.
6. Philanthropy: Estimates for annual giving
are projected for each school and unit based
upon estimates developed in consultation
between University Advancement and
school officials.
Projected
2014-15
27.7%
36.5%
27.7%
6.0%
4. Operations and maintenance costs: The
University commits to funding operating
and maintenance costs for new facilities and
proactively addressing deferred
maintenance. Debt service includes
14
5. The Darden School of Business and the Law
School financial self-sufficiency models and
the McIntire School of Commerce and
School of Continuing and Professional
Studies revenue-sharing agreements
continue in 2014-15.
6. Auxiliary enterprises, the Medical Center,
and the University Physicians Group include
a general and administrative charge on the
adjusted 2012-13 expenditure base to cover
their share of central services.
7. Self-supporting units will continue to
comply with the Board of Visitors Capital
and Operating Reserves Policy established
in April 2006. Schools and units will also
plan for appropriate contingency reserves.
HIGHER EDUCATION EQUIPMENT TRUST
The 1986 General Assembly established a
statewide Higher Education Equipment Trust to
meet the high-priority equipment needs of
higher education. In 2014-15, the University
expects to receive approximately $13 million
and will utilize the funds strategically to assist in
new faculty start-up packages, purchase critical
research equipment, and replace obsolete
equipment. This funding comes to the
University as reimbursement of purchases, so
neither the allocation nor the related purchases
are included in the University's 2014-15 budget.
COMPARISON OF THE OPERATING BUDGET TO
AUDITED FINANCIAL RESULTS
The annual operating budget reflects budget
allocation decisions necessary to accomplish
University goals and ensure physical and
financial resources are appropriately preserved
for the future. It is the responsibility of the
University’s administration to propose annual
plans which keep expenditures and revenues in
balance.
The University’s 2014-15 operating budget
serves as its financial plan and is developed on a
basis that is different than the basis for preparing
audited financial statements. The University
prepares its financial statements in conformity
with accounting principles generally accepted in
the United States. As a public institution, the
University adheres to standards promulgated by
the Governmental Accounting Standards Board
(GASB).
The Statement of Revenues, Expenses, and
Changes in Net Assets from the audited financial
statements most closely relates to the operating
budget, but there are different rules and
conventions employed. Several of these
differences include:

GASB financial statements classify general
fund appropriations as non-operating
income, while the operating budget
classifies them as operating income.

GASB financial statements are prepared on
an accrual basis, while the operating budget
is prepared on a cash basis, consistent with
the state’s operating budget.

GASB financial statements recognize
depreciation expense for capitalized
buildings and equipment. In the Academic
Division’s operating budget, depreciation
expense is not funded, and capital purchases
of less than $2 million are expensed rather
than spread over the useful life of the capital
asset. This is, in part, due to the state
funding a portion of maintenance as a
capital outlay appropriation. Academic
Division expenditures for major repair or
renovation work occur within the reserve
accounts, which are not part of the operating
budget. Alternatively, the Medical Center’s
operating budget includes funded
depreciation for buildings and equipment.

GASB financial statements reflect actual
endowment investment performance. The
operating budget reflects endowment
distributions – funds available for
expenditure.

GASB financial statements accrue certain
pledged gifts in the year the pledge is made.
The operating budget includes only cash
15
ACADEMIC DIVISION
principle payments as well as the blended
internal borrowing rate of 4.75 percent.

received for gifts – again, funds available for
expenditure.
ACADEMIC DIVISION
Management reports on the fiscal condition of
the University on a cash/budgetary basis as well
as the modified GASB principles.

PERFORMANCE MEASUREMENT
Under the 2005 Restructured Higher Education
Financial and Administrative Operations Act
and the 2006 and 2009 Management
Agreements, the University’s performance on a
set of pre-defined measures has been subject to
review annually by the State Council of Higher
Education for Virginia (SCHEV). The Higher
Education Opportunity Act of 2011 (HEOA)
suspended the Restructuring Act’s requirement
that institutions submit performance measure
reports until new measures were defined in
accordance with the goals and objectives of the
HEOA, and further provided that any institution
certified by SCHEV as having met its
institutional performance benchmarks for fiscal
year 2010-11 would be eligible to receive the
related financial benefits in subsequent years
until new measures were defined and assessed
by SCHEV.
The 2013 General Assembly approved six new
education related performance measures against
which all institutions of higher education will be
assessed beginning in October 2014. Each
institution must:




Meet at least 95 percent of its State
Council approved biennial projections
for in-state undergraduate headcount
enrollment.
Meet at least 95 percent of its State
Council approved biennial projections
for the number of in-state associate and
bachelor degree awards.
Meet at least 95 percent of its State
Council approved biennial projections
for the number of in-state STEM-H
associate and bachelor degree awards.
Meet at least 95 percent of its State
Council approved biennial projections
for the number of in-state, upper level –
sophomore level for two-year
institutions and junior and senior level
for four-year institutions – program
placed, full-time equivalent students.
Maintain or increase the number of instate associate and bachelor degrees
awarded to students from underrepresented populations.
Maintain or increase the number of instate two-year transfers to four-year
institutions.
Meeting these performance measures entitles the
institution to receive interest on its tuition
balances and rebates of certain procurement
fees.
16
ACADEMIC DIVISION OVERVIEW OF OPERATING SOURCES OF FUNDS
The Academic Division’s projected operating sources are summarized on the next page. This
schedule provides available operating resources based on projected cash inflows from state
general funds, tuition and fees, sponsored research and F&A cost recoveries, endowment
distributions, gifts, sales and service revenues, and other sources.
As demonstrated in the 2014-15 chart below, tuition and fees (36.4 percent) provides the greatest
proportion of the operating budget, followed by sponsored programs (19.3 percent), sales and
service revenue and other (including auxiliary sales and services, investment income, and other
miscellaneous revenues) (12.5 percent), endowment distributions (10.7 percent), state general
funds (10.3 percent), gifts (8.7 percent), and operating cash balances (including carry forward
balances ) (2.1 percent).
2014-15
2013-14 Projected
17
ACADEMIC DIVISION
Available resources for the operating budget are $1.47 billion for 2014-15, a 0.5 percent increase
from the revised projection of sources in 2013-14. A more detailed discussion follows over the
next few pages, but the relatively flat resources are primarily related to one-time carry forward
balances included in the revised 2013-14 sources, expected reduced sponsored program activity,
and lower anticipated sales and services revenue, including gain-share revenue in the School of
Medicine, which was budgeted at $16 million in 2013-14, but is not in included in the 2014-15
proposed budgets. These are, in turn, offset by increases in tuition and state general funds. For
the most part, cash balances carried forward from one year to the next are related to purchase
commitments spanning the fiscal year, multi-year strategic commitments, one-time balances used
for one-time expenses such as start-up packages, and departmental contingency reserves to be
used in the event of revenue shortfalls or unanticipated expenditures.
University of Virginia - Academic Division
Projected Operating Sources
($)
Sources Amount
FY Resources Category
2014‐R Appropria ons: State
Tui on
Less: Tui on to Financial Aid
Student Fees
Sales & Services
Grants & Contracts
F&A ‐ Cost Recoveries
Endowment Distribu on
Endowment Admin Fee
Gi s
Gi s‐Via Affil Fdns
Investment Income
Opera ng Cash Balances
MBU Totals
2015‐O Appropria ons: State
Tui on
Less: Tui on to Financial Aid
Student Fees
Sales & Services
Grants & Contracts
F&A ‐ Cost Recoveries
Endowment Distribu on
Endowment Admin Fee
Gi s
Gi s‐Via Affil Fdns
Investment Income
Opera ng Cash Balances
MBU Totals
1
2
3
4
5
6
Tui on and GF
Appropria on
Grants & Contracts, F&A
Private Unrestricted
Private Restricted
Local Sales, Services,
Other
Auxiliary
145,514,784
468,006,581
‐33,494,827
30,604,060
21,773,601
‐
16,600,000
‐
‐
‐
‐
‐
27,237,096
676,241,295
152,447,668
501,228,013
‐40,704,158
31,865,413
5,778,961
‐
16,600,000
‐
‐
‐
‐
‐
9,269,187
676,485,084
‐
‐
‐
‐
‐
228,389,684
43,200,000
‐
‐
‐
‐
‐
4,100,001
275,689,685
‐
‐
‐
‐
‐
224,876,980
43,000,000
‐
‐
‐
‐
‐
1,250,001
269,126,981
‐
‐
‐
‐
‐
‐
‐
41,502,295
16,220,050
‐
302,000
‐
7,871,932
65,896,277
‐
‐
‐
‐
‐
‐
‐
42,297,000
16,548,050
‐
314,000
‐
6,957,076
66,116,126
18
‐
‐
‐
‐
‐
‐
‐
96,483,206
‐
25,434,000
98,075,897
‐
10,529,815
230,522,918
‐
‐
‐
‐
922,564
‐
‐
98,281,113
‐
26,451,407
100,940,813
‐
5,482,683
232,078,580
‐
57,000
‐
2,104,341
10,384,491
‐
‐
‐
‐
‐
‐
1,231,638
4,088,886
17,866,357
‐
57,000
‐
1,734,874
10,671,961
‐
‐
‐
‐
‐
‐
367,439
5,528,290
18,359,564
‐
‐
‐
40,508,462
160,085,901
‐
‐
‐
‐
‐
‐
‐
1,259,599
201,853,961
‐
‐
‐
42,188,842
167,791,129
‐
‐
‐
‐
‐
‐
‐
1,990,631
211,970,602
Total‐Amount
145,514,784
468,063,581
‐33,494,827
73,216,863
192,243,993
228,389,684
59,800,000
137,985,501
16,220,050
25,434,000
98,377,897
1,231,638
55,087,330
1,468,070,493
152,447,668
501,285,013
‐40,704,158
75,789,129
185,164,615
224,876,980
59,600,000
140,578,113
16,548,050
26,451,407
101,254,813
367,439
30,477,867
1,474,136,937

$133.1 million in general operating
appropriation, a $9.8 million increase over
2013-14. This increase includes base
operating support, as well as funding for
enrollment growth and faculty and staff
salary increases;

$7.7 million, an increase of $2.0 million, for
bioengineering, biosciences, cancer
research, and the focused ultrasound
program. The new money is designated for
cancer research and the focused ultrasound
program;


the 14,985 undergraduate students, it is expected
that 69 percent will be Virginians. The offGrounds enrollment projection for fall 2014 is
2,606 students.
The following chart demonstrates the trends in
undergraduate, graduate, and professional
(graduate programs in McIntire, Darden, Law,
and the School of Medicine) enrollment.
The 2014-15 budget reflects tuition increases
approved by the Board of Visitors in February
and April, as summarized below:
TUITION AND E&G FEES
In-State
$1.0 million for the economic development
accelerator; and
$10.5 million for student financial aid.
The following chart shows the University’s
standing among peer public institutions using
the 2013-14 state appropriation for each school:
School
University of North Carolina
University of Maryland
University of Michigan
University of Virginia
Tuition and Fees
The 2014-15 tuition and fees budget was
developed using the approved enrollment growth
plan, which reflects a total of 21,384 onGrounds headcount students for fall 2014. Of
Undergraduate
Graduate - Engineering
Graduate – Ph.D. Arts &
Sciences
Graduate –Master’s Degree
Arts & Sciences
4.3%
2.9%
2.4%-2.5%
5.7%
1.7%
2.1%-2.4%
2.5%
2.4%
Graduate – Biomedical
Sciences
Graduate - Other
1.6%-2.5%
1.6%-2.4%
3.0%
1.8%
4.9%
6.3%
19.6%
1.2%-3.1%
19.2%
1.2%-3.1%
2.6%-8.0%
4.0%21.3%
1.6%
2.4%-3.7%
3.6%-7.2%
Batten MPP Program
2013-14 General
Funds per Instate Student
$ 22,131
$19,014
$13,887
$9,518
Out-ofState
Nursing CNL Program
Graduate - Commerce
(tuition and all fees)
Darden (includes all fees)
Law (includes all fees)
Medicine (includes all fees)
1.5%
Tuition and fees revenue, net of financial aid, is
expected to increase by $28.6 million or 5.6
percent to $536.4 million. The chart on the
following page provides the detail.
19
ACADEMIC DIVISION
FUNDING SOURCES
State General Fund Appropriation
State general funds are tax revenues
appropriated by the General Assembly to the
institution. The $152.4 million budgeted general
fund appropriation for 2014-15 reflects an
increase of approximately $6.9 million over the
revised 2013-14 budget of $145.5 million.
Because the General Assembly has not yet
passed a final state budget for 2014-16, this
operating budget reflects the general funds as
introduced by the Governor. The state general
fund appropriation is comprised of:
ACADEMIC DIVISION
Approximately $19.9 million of the tuition and
fees increase relates to increases in
undergraduate tuition rates and undergraduate
enrollment growth. Undergraduate tuition
revenues include the Board-approved $5,000
tuition differential charged to students in the
McIntire School of Commerce, expected to
generate approximately $3.5 million, and the
Board-approved $2,000 tuition differential
charged to first- and second-year students in the
School of Engineering and Applied Science,
expected to generate approximately $1.2 million.
Increases in tuition rates and enrollment in
graduate programs account for another $2.5
million of the increase in total tuition and fees.
About $2.2 million of the incremental revenue is
allocable to tuition from Law and Darden, and
another $0.7 million is attributable to the School
of Medicine. Miscellaneous undergraduate
programs such as the Bachelor of
Interdisciplinary Studies, Semester at Sea, Mt.
Lake, and music lessons account for about $0.8
million in incremental tuition and fees.
2013-14
Revised
2014-15 Tuition and Fees
Revenue (in 000s)
2014-15
Projected
Undergraduate – Out-of-state
Less: Tuition to financial aid
Net Undergraduate Tuition
Graduate
Less: Tuition to financial aid
$
100,320 $
111,439
11.1%
169,178
184,857
9.3%
(32,375)
(39,516)
22.1%
237,123
256,780
8.3%
56,694
59,273
4.5%
(28,469)
(30,788)
8.1%
Net Graduate Tuition
28,225
28,485
0.9%
Professional
94,455
96,705
2.4%
(7,450)
(7,758)
4.1%
Net Professional Tuition
87,005
88,947
2.2%
Medical School
28,739
29,442
2.4%
(510)
(510)
0.0%
Net Medical School Tuition
28,229
28,932
2.5%
Other Tuition
18,677
19,569
4.8%
(1,120)
(1,188)
6.1%
Net Other Tuition
17,557
18,381
4.7%
Student Fees
73,217
75,789
3.5%
$ 471,357
$ 497,314
5.5%
Less: Tuition to financial aid
Less: Tuition to financial aid
Less: Tuition to financial aid
Total Tuition and Fees
In 2014-15, $79.8 million, 13.8 percent of
tuition revenue, will be applied to
undergraduate, graduate, and professional
financial aid. The University re-allocates tuition
revenues to support financial aid through the
following programs:

$41.8 million to support AccessUVa.

$30.8 million to fund the cost of in-state
tuition and fees and a healthcare voucher for
eligible graduate teaching assistants, and to
provide the differential between in-state and
out-of-state tuition and fees for out-of-state
graduate students employed in a significant
academic capacity and earning at least
$5,000 annually.

$7.8 million for graduate fellowships,
including Law and Darden students.

$1.2 million for summer session, January
term, study abroad, and academic transition.
% Change
from 2013-14
Tuition
Undergraduate – In-state
program fees such as the School of Nursing and
School of Medicine clinical services fees, the
School of Nursing laboratory fee, and the School
of Engineering and Applied Science lab fee, and
mandatory student fees assessed by auxiliary
(i.e., non-academic) programs such as athletics,
bus services, student union, student health, and
other activities.
Grants, Contracts, and F&A Recoveries
Direct expenditures reimbursed from grants and
contracts are expected to be $224.9 million, a
decrease of $3.5 million or 1.5 percent as
compared to the 2013-14 revised budget. This
decrease is based on the concerns about future
federal investment in research, as evidenced by a
real decline in new sponsored program awards
during the period July 2013 through March 2014
in comparison to July 2012 through March 2013.
The following graph demonstrates the trend in
research awards for the University, including the
temporary impact of ARRA research awards in
fiscal years 2010-2012.
Approximately $2.5 million of the additional
revenue is related to E&G fees, application fees,
20
A 0.5 percent administrative fee (based on the
endowment’s June 30 market value for the
preceding fiscal year) will be assessed to each
endowment. One-half of the assessment will be
held centrally, while the other half will be
returned as unrestricted funds to the schools and
units that hold the endowment accounts. The
2014-15 fee will be based on the endowment
market value as of June 30, 2014 and is expected
to provide $15.5 million to the 2014-15 budget.
Endowment Income and Gifts
The endowment spending policy adopted by the
Board allows the endowment spending
distribution to increase each year by an
inflationary factor, as long as the resulting
distribution falls between four and six percent of
the preceding June 30 market value of the
endowment. Accordingly, the 2014-15
endowment distribution will increase by an
inflationary measure of 1.8 percent, based on the
five year average of the Higher Education Price
Index. This places the 2014-15 distribution at
4.68 percent of the June 30, 2013 market value
as reflected in the budget assumptions reviewed
with the Board in November 2013. The 2014-15
distribution will be made in two installments
(July 2014 and January 2015) and is expected to
provide $157.1 million to the 2014-15 budget,
an increase of 1.9 percent over 2013-14.
Sales and Services and Other Sources of Funds
Remaining sources of funds for the 2014-15
operating budget include sales and services
($185.2 million), operating cash balances ($30.5
million), and investment income ($.3 million).
Sales and services includes revenues generated
from housing rents, dining contracts and retail
sales, bookstore sales, parking permits and fines,
athletic conference revenues and gate receipts,
and other activities. Sales and services revenue
is expected to decrease by 4.1 percent from
2013-14. The change is largely driven by the
fact that the 2014-15 budget does not reflect the
Medical Center’s shared funding of medical
education due to uncertainty around the amount
while the 2013-14 budget includes a $16.0
million contribution. Increases in the auxiliary
operations serve to mitigate the full impact of
this change.
The $30.5 million in operating cash balances for
2014-15 includes $11.2 million in accumulated
investment earnings to meet expenditure
commitments made from unrestricted
institutional private funds. The accumulated
investment earnings were the result of a Board
action years ago to invest a portion of current
funds in the pooled endowment fund.
21
ACADEMIC DIVISION
In conjunction with the decrease in expected
grants and contracts, the budget includes a $.2
million or .3 percent decrease in the
reimbursement of indirect costs by grants and
contracts. The percentage decrease in F&A
recoveries is slightly smaller than that for grants
and contracts due to the increase in the
University’s F&A rate effective July 2012. The
University successfully renegotiated the F&A
rate to 58 percent, which is applied to new
contracts awarded after July 2012. F&A
recoveries are expected to comprise $59.6
million of the 2014-15 funding sources.
Total gifts from annual giving and transferred
from foundations available for the operating
budget is projected at $127.7 million, a $3.8
million increase over revised 2013-14. This
projection excludes philanthropic cash flow that
will not be available for the operating budget
(i.e., it is deposited with University affiliated
foundations, invested in the endowment,
transferred to capital projects, or made in the
form of non-cash gifts-in-kind).
time balances used for such things as start-up
packages, vacancy and turnover savings, and
departmental contingency reserves to be used in
the event of revenue shortfalls or to meet
unanticipated expenditures.
ACADEMIC DIVISION
The revised 2013-14 operating budget includes
operating cash balances of $55.1 million. This
reflects unexpended funds carried forward from
2012-13 which are available for expenditure
during 2013-14. For the most part, cash
balances that carry forward from year to year are
related to purchase commitments that span fiscal
years, multi-year strategic commitments, one-
22
ACADEMIC DIVISION OVERVIEW OF OPERATING USES
This Budget Summary document includes two views of the Academic Division’s projected
operating uses by fund source: by expenditure category on page 26, which summarizes
expenditures for personal services, other than personal services (OTPS), and financial aid, and by
activity on page 28, which summarizes total expenditures by instruction, research,
administration, and so forth. The projected operating uses are net of revenues and recoveries that
internal service providers (such as Printing and Copying Services and Facilities Management)
receive from other University departments to offset their expenses, as well as funds that are
transferred to reserves.
The spending plan includes several funds held in a central account for specific strategic needs,
which will be allocated during the 2014-15 fiscal year, and for unexpected contingencies.
Additionally, each vice president and dean manages reserves related to anticipated vacancies and
contingencies. The central reserves include:
$20,000,000 Strategic Investment Fund
$22,490,301 Funds for July compensation adjustments
$ 8,806,200 Reserve related to unanticipated tuition shortfalls, weather-related utility
usage, and other contingencies
23
ACADEMIC DIVISION
The Academic Division’s projected spending plan comes to $1.47 billion for 2014-15, an
increase of $4.9 million or .5 percent as compared to the revised projection for the 2013-14
budget. This very slight increase is due to a reduction of expenditures from sponsored research
awards and one-time carry forward balances included in the revised 2013-14 uses. As compared
to the projected available sources of $1.47 billion, the 2014-15 operating plan generates a surplus
of $7.2 million. The surplus is comprised of operating cash reserves set aside for future years
and restricted gifts and endowment income not expected to be expended in 2014-15.
OPERATING USES BY EXPENDITURE CATEGORY
As the pie chart below indicates, 59.3 percent of the Academic Division’s total operating budget
will be expended on personal services. When financial aid and auxiliary operations are
excluded, 72.2 percent of educational expenditures are for the compensation (including fringe
benefits) of faculty, staff, wage employees, and graduate teaching and research assistants.
ACADEMIC DIVISION
2014-15
Compensation
Compensation, as shown in the above pie charts,
includes both salaries and a fringe benefit
assessment. Salary expenses are burdened with
a fringe rate, which is collected in a pooled
fringe account that covers expenses for the
employer share of FICA/Medicare; retirement
(whether VRS or Optional Retirement Plan);
health, dental, disability, and life insurance;
unemployment insurance; supplemental benefit
credit for University staff paid $42,000 or less;
the faculty and employee assistance program;
WorkMed (occupational health); and employee
professional development.
Fringe benefit rates must be approved by the
Department of Health and Human Services
(DHHS) in order to be assessed to salary
expenditures from grant sources. Fringe rates
used in this Budget Summary are outlined in the
following chart. The “Approved 2013-14” rates
were approved by DHHS and are reflected in the
2013-14 revised budgets. The “Projected 201415” rates were used by sales and services units
when developing their 2014-15 budgets.
Revised fringe benefit rates were subsequently
developed reflecting savings in the University’s
Health plan. These rates were submitted to
2013-14 Projected
DHHS, and are used to budget fringe benefits in
non-sales and services units.
Pooled Fringe
Benefit Rates
Approved
2013-14
Projected
2014-15
Submitted
2014-15
FT Faculty and
University StaffExecutive
24.9%
29.9%
27.7%
FT Classified
Staff;
University StaffManagerial/Prof
essional, and
University Staff
Operational/Ad
ministrative
32.1%
39.5%
36.5%
Part-time
Faculty and
Staff with
benefits
24.9%
29.9%
27.7%
Part-time
Faculty and
Staff without
benefits and
Wage
employees
6.0%
6.0%
6.0%
24
In the 2014-16 introduced state budget, there is a
provision for a one-time bonus of 2% for all
state employees who meet expectations on their
most recent performance evaluations, and an
additional 1% one-time bonus for all state
employees who receive an exceptional rating.
While the final budget had not been passed at
the time this budget was developed, it assumes
that these one-time funds will be allocated to the
institution.
This budget includes provision for the following
salary increases effective in July 2014:


4.75% of salary budgets authorized for
merit increases for T&R Faculty;
3% of salary budgets authorized for
merit increases for Administrative and
Professional Faculty, Graduate Teaching
and Research Assistants, and University
Staff; and
2% one-time bonus for classified staff
with a rating of meets expectations or
better, and an additional 1% one-time
bonus for those classified staff receiving
exceptional evaluations.
ACADEMIC DIVISION

Under the University’s Restructuring Agreement
with the Commonwealth, the Board may
authorize compensation adjustments for faculty
and University staff. However, the Board is not
authorized to grant base salary increases for
classified staff; only the General Assembly may
do so.
25
University of Virginia - Academic Division
Projected Operating Uses - By Expenditure Category
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
4
Private Unrestricted
Amount
FTE
Amount
5
Private Restricted
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
1,599.5 230,478,262
579.2
70,457,271
70.7
11,042,751
454.2
67,150,435
27.0
3,230,760
97.2
12,043,713
2,827.7
394,403,192
3,037.4 197,170,119
553.7
37,820,655
185.9
15,311,517
344.4
25,100,208
158.5
9,741,860
556.7
36,824,081
4,836.6
321,968,440
‐
27,553,810
‐
11,038,803
‐
600,699
0.0
10,974,064
‐
1,351,166
‐
9,286,318
0.0
60,804,860
167.9
11,592,000
220.0
11,637,290
‐
15,000
13.5
855,725
0.9
64,998
‐
‐
402.2
24,165,013
1,352.8 130,954,019
‐ 109,412,211
256.6
0.0
26,969,967
32,731,869
812.1 104,080,432
0.0 47,358,656
186.4
‐
14,388,784
17,180,461
4,804.8 466,794,190
0.0 709,637,623
653.9 58,154,112
0.0 110,435,097
8,066.6
801,341,504
0.0 1,026,755,917
0.0
47,040,147
‐
22,107,984
0.0
12,749,133
0.0
57,129,014
0.0
49,953
‐
‐
0.0
Central Assessment
‐
‐14,800,589
‐
‐
‐
‐2,664,027
‐
‐
‐
‐
‐
‐
‐
‐17,464,616
Recoveries
Internal Debt Service
‐ ‐546,370,335
‐
‐2,525,377
‐
‐227,950
‐
‐1,056
‐
‐14,239,110
0.0
‐15,175,333
0.0
‐578,539,161
‐
9,121,049
‐
14,545,936
‐
2,935,035
‐
17,279,197
‐
34,800
‐
18,942,142
‐
62,858,159
Transfers
‐
4,818,210
‐
1,171,846
‐
‐6,942,850
‐
70,000
‐
336,949
‐
28,492,314
‐
27,946,469
144,712,600
1,352.8 275,666,619
561.4 69,721,434
0.0
256.6
58.3
38,581,210
65,551,177
9,545,557
0.0 121,835,811
812.1 225,916,243
415.0 68,272,209
0.0
186.4
15.3
3,363,053
17,751,837
2,355,704
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
0.0 209,446,105
4,804.8 676,240,295
1,705.8 267,093,863
3,070.6 222,417,349
139,076,231
0.0 142,694,220
653.9 200,848,332
91.0 12,164,899
0.0
660,632,999
8,066.6 1,461,974,504
2,846.9
429,153,667
534.4
37,926,294
229.3
21,290,929
384.4
30,262,039
156.1
9,858,300
564.4
39,798,182
4,939.3
361,553,094
0.0
26,520,086
0.0
9,717,715
0.0
609,873
0.0
7,313,343
0.0
904,778
0.0
10,954,281
0.0
56,020,075
138.4
10,284,489
217.7
11,220,022
‐
15,000
21.6
1,515,025
0.4
79,300
‐
‐
378.1
23,113,836
1,313.6 128,585,465
‐ 106,865,747
287.6
0.0
31,461,359
29,728,870
821.0 107,362,616
0.0 50,802,625
171.7
0.0
13,198,082
14,316,250
655.4 62,917,362
0.0 114,703,979
8,164.2
0.0
869,840,672
924,884,232
139,188,783
4,914.8 526,315,788
0.0 608,466,761
0.0
49,731,955
0.0
21,306,107
0.0
9,904,785
0.0
58,159,732
0.0
86,204
‐
‐
0.0
Central Assessment
0.0
‐14,700,415
‐
‐
0.0
‐2,694,186
‐
‐
‐
‐
‐
266,000
0.0
‐17,128,601
Recoveries
Internal Debt Service
0.0 ‐501,599,032
‐
‐3,398,482
‐
‐194,950
‐
4,000
0.0
‐10,995,984
0.0
‐15,510,486
0.0
‐531,694,934
Transfers
Subtotal
MBU Totals
‐
8,239,460
‐
14,604,557
‐
2,934,660
‐
13,070,270
‐
270,100
‐
19,460,500
‐
58,579,547
‐
30,567
‐
1,131,574
‐
‐9,044,950
‐
697,776
‐
1,191,096
‐
29,255,209
‐
23,261,272
0.0 140,509,503
1,313.6 269,094,968
0.0
287.6
30,634,229
62,095,588
0.0 122,734,403
821.0 230,097,019
0.0
171.7
4,867,666
18,065,748
0.0 150,169,296
4,914.8 676,485,084
26
0.0 148,175,202
655.4 211,092,565
0.0
597,090,300
8,164.2 1,466,930,972
OPERATING USES BY ACTIVITY
The schedule of the Academic Division’s projected operating uses by activity on page 28
summarizes total expenditures by program: direct instruction, research, public service, academic
support, student services, general administration, O&M of physical plant, scholarships and
fellowships, and auxiliary/self-supporting. The following charts show the percentage of the total
operating budget dedicated to each major activity:
2013-14 Projected
in faculty and direct instructional support.
E&G BUDGET
E&G is a term used to describe operations that
are directly related to the University's
educational objectives, including the programs
of direct instruction, research, public service,
academic support, student services, general
administration, and O&M of physical plant.
Direct Instruction
Instruction includes the teaching faculty, support
staff, instructional equipment, and operating
costs directly related to instruction, as well as
departmental research. The 2014-15 direct
instruction budget is $381.6 million, a $21.6
million or 6.0 percent increase over the 2013-14
revised forecast.
The increased budget results from additional
investments funded from tuition rate increases,
incremental enrollments, the phase in of the
tuition differential in the School of Engineering
and Applied Science, and differential tuition for
several graduate programs. The schools all
expect to utilize the incremental funds to invest
The University recommends the use of the Pratt
Fund, a gift from John Lee Pratt that is intended
“to supplement salaries of the professors of the
Departments of Biology, Chemistry,
Mathematics and Physics, to purchase
equipment for these departments as suggested by
the heads of the departments and approved by
the President and the Board of Visitors, and to
provide for scholarships in these departments for
outstanding students." Mr. Pratt’s will provides
further that these funds could be used "to
support research in the School of Medicine and
to provide scholarships for medical students."
The will stipulates that the Pratt endowment
reverts to Washington and Lee University if the
University of Virginia does not comply with the
provisions of the will. The original Pratt
endowment has been split into two equal
endowments, with 50 percent of the original
principal assigned to the College of Arts and
Sciences and the remaining 50 percent assigned
to the School of Medicine.
27
ACADEMIC DIVISION
2014-15
University of Virginia - Academic Division
Projected Operating Uses - By Activity
1
2
Tui on and GF
Appropria on
Amount
Fte
Subtotal
Program
for
Sort
Program Name 1
FY
Program Name
2014‐R 1 Direct Instruc on
1 Research
1 Public Service
1 Academic Support
1 Student Services
1 General Administra on
1 O&M of Physical Plant
E&G Programs Total
1 Scholarships & Fellowships
Student Financial Aid Total
8 Auxiliary/Self-Suppor ng
Auxiliary Enterprises Total
4 Internal Debt Service
Transfers
Transfers Total
MBU Totals
2015‐O 1 Direct Instruc on
1 Research
1 Public Service
1 Academic Support
1 Student Services
1 General Administra on
1 O&M of Physical Plant
E&G Programs Total
1 Scholarships & Fellowships
Student Financial Aid Total
8 Auxiliary/Self-Suppor ng
Auxiliary Enterprises Total
4 Internal Debt Service
Transfers
Transfers Total
MBU Totals
3
Grants & Contracts,
F&A
Fte
Amount
4
Private Unrestricted
Amount
Fte
8,904,272
4,044,468
547,625
6,641,305
3,648,600
29,690,524
3,638,867
57,115,661
12,416,831
12,416,831
26,500
26,500
2,935,035
-6,942,850
‐4,007,815
65,551,177
9,179,628
4,159,123
280,573
6,432,222
4,872,359
30,772,162
2,809,026
58,505,093
9,700,785
9,700,785
-
362.4
244.8
62.4
62.9
12.4
42.7
9.5
797.1
0.0
0.0
15.0
15.0
-
284,916,945
19.3
29,645,946 1,174.3
5,501,032
59.4
106,409,684
56.5
36,418,972
0.0
51,070,472
36.3
101,262,571
7.0
615,225,621 1,352.8
47,075,415
47,075,415
-
3,554,814
203,159,741
10,369,431
13,335,944
3,362
4,599,757
2,817,804
237,840,853
22,107,984
22,107,984
-
22.6
9.0
0.0
16.5
15.3
187.2
6.0
256.6
0.0
0.0
-
-
9,121,049
4,818,210
13,939,259
676,240,295 1,352.8
303,036,685
16.9
20,866,731 1,130.2
5,122,122
58.0
104,499,175
62.9
36,195,033
0.0
47,407,950
38.4
101,689,322
7.4
618,817,018 1,313.6
49,398,039
0.0
49,398,039
0.0
-
14,545,936
1,171,846
15,717,782
275,666,619
3,124,082
198,249,057
9,755,519
15,460,444
3,389
5,028,733
431,506
232,052,730
21,306,107
21,306,107
-
-
8,239,460
30,567
8,270,027
676,485,084 1,313.6
14,604,557
1,131,574
15,736,131
269,094,968
4,914.8
Private Restricted
Fte
1,712.9
84.8
40.1
881.0
310.4
492.7
1,278.7
4,800.6
4.3
4.3
-
4,804.8
1,840.1
115.9
43.3
834.0
315.2
491.7
1,273.5
4,913.6
1.3
1.3
-
5
256.6
13.3
10.1
0.1
21.7
27.0
208.3
6.0
286.5
1.1
1.1
287.6
2,934,660
-9,044,950
‐6,110,290
62,095,588
812.1
341.7
215.5
69.1
101.7
13.2
49.2
16.6
807.0
0.0
0.0
14.0
14.0
821.0
28
Amount
63,065,521
40,942,862
9,611,498
16,086,225
2,272,100
6,672,932
2,972,755
141,623,893
57,119,014
57,119,014
9,824,139
9,824,139
17,279,197
70,000
17,349,197
225,916,243
66,151,042
40,461,913
10,955,039
20,813,552
2,538,726
7,746,057
4,593,298
153,259,627
58,149,732
58,149,732
4,919,614
4,919,614
13,070,270
697,776
13,768,046
230,097,019
6
Local Sales, Services,
Other
Fte
Amount
1.5
33.6
32.2
83.0
6.7
26.7
2.7
186.4
0.0
0.0
-
1,162,326
1,296,635
5,002,597
2,955,711
2,351,133
4,238,507
338,226
17,345,135
34,953
34,953
-
-
34,800
336,949
371,749
17,751,837
92,902
1,237,678
4,197,115
2,708,148
2,143,869
5,819,371
329,265
16,528,348
76,204
76,204
-
186.4
0.5
9.7
16.1
102.0
6.5
34.6
2.4
171.7
0.0
0.0
171.7
270,100
1,191,096
1,461,196
18,065,748
Auxiliary
Amount
Fte
653.9
653.9
653.9
655.4
655.4
655.4
7,000
7,000
153,406,876
153,406,876
18,942,142
28,492,314
47,434,456
200,848,332
7,000
7,000
162,369,856
162,369,856
19,460,500
29,255,209
48,715,709
211,092,565
Total‐Fte
Total‐Amount
2,118.7 361,603,877
1,546.5 279,089,653
194.2
31,032,183
1,099.9 145,428,868
344.8
44,701,167
785.6
96,272,192
1,303.9 111,030,223
7,393.5 1,069,158,164
4.3 138,754,197
4.3 138,754,197
668.9 163,257,515
668.9 163,257,515
62,858,159
27,946,469
90,804,628
8,066.6 1,461,974,504
2,212.5 381,584,339
1,481.3 264,974,502
186.4
30,310,368
1,122.3 149,913,541
361.8
45,760,376
822.2
96,774,273
1,305.9 109,852,417
7,492.4 1,079,169,816
2.4 138,630,867
2.4 138,630,867
669.4 167,289,470
669.4 167,289,470
58,579,547
23,261,272
81,840,819
8,164.2 1,466,930,972
Research and Public Service
The 2014-15 research and public service budget
will decrease by $14.8 million or 4.8 percent as
compared to the revised 2013-14 budget. This
category includes both University and externallyfunded research and public service. Universityfunded research and public service includes
support for research faculty, as well as the Center
for Public Service, the Center for Advanced
Studies, the Center for Politics, the Institute of
Nuclear and Particle Physics, the Virginia Center
for Diabetes Professional Education, the Virginia
Foundation for the Humanities, the Institute of
Government, the Women’s Center, the Virginia
Film Festival, Blandy Farm, and non-credit
course offerings.
The Commonwealth’s expected investment in
research of $8.7 million in 2014-15 is included in
this program. Of this amount, $1.6 million has
been set aside for the University’s highest
science and technology priorities, $4.4 million
has been allocated for cancer research in the
School of Medicine, $1.0 million has been
earmarked for an economic development
accelerator, and $1.75 million has been allocated
for focused ultrasound research. The 2013-14
revised budget includes nearly $6.4 million of
unexpended funds carried forward from 2012-13.
These represent one-time funds that are not
repeated in the original 2014-15 budget.
Academic Support
The academic support program encompasses the
libraries, academic computing, and academic
administration. The $149.9 million budget for
2014-15 is an increase of $4.5 million or 3.1
percent, primarily related to $8.8 million of new
funding for the library, academic advising,
enhanced IT security, and salary and fringe
increases related to this activity. Additionally
$2.3 million of incremental enrollment growth
revenue which will be used to meet support costs
of the additional students is held in this activity.
These 2014-15 increases are offset by the
elimination of $7.7 million of prior year cash
balances included in the projected 2013-14
budget.
Student Services
The student services program includes those
activities whose primary purpose is to contribute
to the students' emotional and physical wellbeing and to their intellectual, cultural, and social
development outside of the classroom. The
2014-15 student services budget is $45.7 million,
which is an increase of $1.1 million or 2.4
percent from the revised 2013-14 budget.
General Administration
This category includes executive, financial,
administrative, logistical, and fundraising
activities. The 2014-15 general administration
budget is $96.8 million, which represents an
increase of $.5 million or .5 percent primarily
related to $7.9 million of new funding which
includes short-term funding for the managerial
reporting project; university communications and
branding strategy; a support structure for
organizational excellence projects expected to
increase efficiencies, reduce costs, and increase
quality; and salary and fringe benefit increases.
When adjusted for the one-time carry forward
balance included in the 2013-14 projected
budget, the 2014-15 budget reflects a 7.7 percent
increase.
O&M of Physical Plant
The O&M program category includes all
expenditures for maintaining and operating
facilities, leasing space, and police and security,
net of amounts charged to auxiliary enterprises
and the Medical Center. The 2014-15 O&M
budget of $109.9 million, including items held in
reserve, is projected to decrease $1.2 million or
1.1 percent as compared to the 2013-14 revised
budget. The decrease is attributable to the
inclusion of carry forward balances in the 201314 revised budget.
STUDENT FINANCIAL AID
The student financial aid budget, $138.6 million
in 2014-15, includes graduate and undergraduate
student scholarships, fellowships, and other
forms of student assistance supported from state
29
ACADEMIC DIVISION
For 2014-15, $5.1 million is recommended for
the School of Medicine to provide direct research
support. For the College of Arts and Sciences,
$3.58 million will support the departments of
Biology, Chemistry, Mathematics, and Physics in
compliance with the terms of Mr. Pratt’s will.
ACADEMIC DIVISION
general funds, endowment income, gifts, and
federal sources. This budget excludes loans, or
aid provided directly to students by third parties.
Aid funded from tuition is presented as a
discount to tuition revenues earlier in this
document.
Financial aid awards to undergraduate students
primarily are based on current federal
methodology and packaged according to the
principles of AccessUVa. For graduate students,
the University is committed to working with
schools to improve the flexibility and
attractiveness of the University’s graduate
support packages in order to become more
competitive in attracting top graduate students.
Support to graduate students is based upon both
employment as a graduate teaching or research
assistant and merit.
reserves for the rational and systematic renewal
and replacement of equipment and facilities.
Detailed budget information, including projected
expenditures from reserves, for the major
auxiliary enterprise units is included in the
following sections.
The 2014-15 financial aid budget includes
funding from central unrestricted private
resources of $2.6 million for an undergraduate
merit scholarship program, the University
Achievement Awards.
STAFFING
The Academic Division projects an increase of
97 FTE positions to 8,164 in 2014-15. An
increase of 110 FTEs is expected from state and
tuition sources primarily directed to faculty
searches in Arts and Sciences, Engineering, and
the School for Continuing and Professional
Studies.
AUXILIARY ENTERPRISES
An auxiliary enterprise is an entity that exists to
furnish goods or services to students, faculty, or
staff and charges a fee to recover the cost of the
service. Auxiliary enterprises are expected to be
self-supporting, with revenues fully supporting
the operating and capital expenditures of the
enterprise. Emphasis is placed on providing
safe, effective, and efficient enterprises that are
compatible with, and facilitate the
accomplishment of, the University's primary
mission. The Commonwealth requires that
auxiliaries be charged an overhead rate to
support the general and administrative services
provided by E&G operations. In 2014-15, the
auxiliaries will be charged an average of 6.2
percent of their operating expenditures. A total
of $6.4 million will be recovered by central
administration. In return, auxiliaries are credited
with interest earned on their cash balances.
INTERNAL DEBT SERVICE
The internal debt service category reflects debt
service payments made by schools/units related
to borrowings from the University’s internal
bank. The 2014-15 budget includes internal debt
service payments of $58.6 million, a decrease of
6.8 percent from the 2013-14 budget of $63.2
million. This decrease is primarily attributed to
debt satisfied for the Scott Stadium
Waterproofing project and the Batten School’s
pay down on its debt.
With decreasing federal research dollars, a
decrease of 39 FTEs, or 2.9 percent is expected
in positions funded from grants and contracts.
Positions funded from private sources are
expected to increase by 27 FTEs or 2.2 percent,
largely in support of the managerial reporting
initiative, while positions funded from auxiliaries
are expected to increase by one position. Of the
8,166 positions budgeted, 48 percent (3,880
positions) are involved directly in the primary
programs of instruction, research, and public
service.
(rounded
to nearest
FTE)
2013-14
Revised
2014-15
Change
% Chng
Disbursements from auxiliaries are expected to
total $224.6 million, including amounts to be
transferred to reserves for renewal, replacement,
and debt service. The University continues to
place emphasis on the maintenance of prudent
30
State
4,805
4,915
110
2.3%
Grants &
Contracts Private
1,353
1,314
(39)
(2.9%)
1,255
1,280
25
2.2%
Auxiliary
654
655
1
0.2%
Total
8,067
8,164
97
1.2%
MAJOR ACADEMIC AND ADMINISTRATIVE BUDGET OVERVIEWS
The following pages (through page 120) provide an overview of each school and administrative/service
center area. The overview includes a description of the unit’s operations and strategic direction; an
explanation of the 2014-15 budget; and a summary of projects currently on the capital plan, as well as any
anticipated changes.
Overview of Operations
The Executive Vice President and Provost is the chief
academic officer of the University of Virginia and is
charged with overseeing the education, research, and
public service in the schools of the University, in the
University’s libraries and museums, and in a number of
other academically-related units. In addition to the
eleven schools and University Libraries, the Executive
Vice President and Provost (EVPP) maintains
responsibility for other academic units including
Undergraduate Admissions, Center for Liberal Arts,
Teaching Resource Center, Center for Politics, Virginia
Foundation for the Humanities, the Weldon Cooper
Center for Public Service, the University of Virginia
Press, the Applied Research Institute, the Data Science
Institute, and the Shannon Center for Advanced Studies.

Overseeing global academic activities, including
foreign study, global internships, Universitas 21,
international exchange of scholars, and the
promotion of international study; and

Overseeing academic planning, building on current
strategies for advancing academic programs and
efficient resource allocations, and nurturing
innovations in all programs.
Strategic Direction
The major goals for the EVPP in 2014-15 include:
1.
Recruit, retain, and develop academic personnel.
Conduct or oversee searches for senior academic
leaders and advise the University president on
appointments. Strengthen faculty recruitment
and advancement with particular attention to
recruiting, promoting, and retaining high-quality
faculty from diverse backgrounds who
demonstrate potential as outstanding scholars
and who share a commitment to the University’s
goals.
2.
Work with senior leaders to set the University’s
academic priorities and align resources and
technologies in service to the University’s
strategic plan. Academic program and
curriculum review is integral to this work.
3.
Advance the University’s core functions of
teaching, research, and service by supporting the
work of the deans and fostering collaboration
across schools and academic units, especially as
related to the arts, international programs,
science, and research.
4.
Develop and sustain the infrastructure necessary
to support the University's academic mission,
including management of data and data systems
in service to faculty and students, effective use of
academic space, and compliance with the
Commonwealth’s higher education coordinating
body and the University’s regional accrediting
The EVPP’s major responsibilities include:

Appointing deans and overseeing their evaluations;

Working with deans and directors to maintain
excellence and realize the academic aspirations of
the individual schools and of the University as a
whole;

Serving as the chief personnel officer for faculty,
overseeing faculty hiring and the promotion,
tenure, and peer review processes for faculty;

Managing the University’s academic budget, in
cooperation with the president and the chief
operating officer;

Promoting interdisciplinary and innovative
approaches to education and research, as well as
fostering diversity of faculty, students, and staff;

Developing and implementing a thoughtful vision
for the future of the University and its relationship
to other societal, governmental, and economic
institutions, and to society at large;
31
MAJOR BUDGET UNIT OVERVIEWS
EXECUTIVE VICE PRESIDENT AND PROVOST
agency. Through the deans, supervise the work
of personnel responsible for preparing (in
collaboration with the Executive Vice President
and Chief Operating Officer) all academic
revenue and expenditure budgets.
MAJOR BUDGET UNIT OVERVIEWS
The EVPP has oversight of all initiatives emanating
from the 2007 strategic planning effort. Three of the
six initiatives established are administered by the
EVPP, who manages each respective program budget
and is responsible for coordinating and advancing
these priorities and affiliated core values. The
following are overviews of those three initiatives.
Jefferson Public Citizens (JPC) and the Student
Experience: JPC is a comprehensive academic
public service program that integrates students’
service and research experiences throughout their
time at the University. The program deepens student
learning by integrating academic and public service
experiences and seeks to inspire students to act as
engaged citizens through community partnerships,
research service projects, and scholarly reflection.
Institute for Faculty Advancement and Academic
Leadership includes the following components:
1.
The Leadership in Academic Matters Program,
which prepares faculty to become the next
generation of department heads, directors, and
other University administrative leaders;
2.
The Professors as Writers Program, conducted
by the Teaching Resource Center, provides
support to faculty in their academic and
professional writing;
3.
The Institute for Leadership Excellence in
Academic Departments, which targets faculty
serving as department chairs or directors of
academic centers, provides workshops and other
programs to facilitate discussion of common
cross-departmental issues, and encourages
progress towards a diverse faculty and staff; and
4.
The Teaching Technology Support Partners
Program, which provides the opportunity for
qualified graduate students to work with faculty
to foster integration of technology and
innovation into their teaching.
Global Affairs: The Office of Global Affairs
advances U.Va.’s international research, learning,
and outreach to prepare students, the University, and
the Commonwealth to thrive in an interconnected
world. Global Affairs anticipates support for several
new initiatives in 2014-15 including:
1.
Creating a new cross-school Global Studies
major that will enhance international teaching,
learning, and research.
2.
Supporting the director of the UVA China Office
to manage programs, admissions, development,
engagement with alumni and friends, and to
serve as a potential base for distance learning
programs.
3.
Identifying and nurturing a small number of
programs of outstanding cross-disciplinary or
cross-school international research that are areas
of excellence for the University.
4.
Fostering an international internship program
that significantly expands opportunities for
experiential learning abroad, particularly by
drawing on the support of alumni and parents.
The Center for International Studies will continue to
serve as a focal point for University-wide global
research and education. Critical to the Center’s
mission is the formation of interdisciplinary faculty
efforts. The Center supports: research initiatives,
working groups, and seminars that address significant
international issues; development of new courses
with a significant international/global perspective or
which develop “global classrooms” involving
collaboration with similar courses at universities
abroad; visiting international scholars and
practitioners whose presence on Grounds will
contribute to the promotion of research and learning;
and individual faculty and graduate student projects
that require supplemental aid because of their
international scope.
Other strategic initiatives the dovetail with the
University’s Cornerstone Plan include:
The Applied Research Institute (ARI):
The institute’s mission is to create research
opportunities for faculty, staff and students; develop
and provide education and training programs relevant
to its partners; foster pan-University research
initiatives; provide U.Va. students unique analytical,
research and development opportunities; and
facilitate faculty/scientific exchanges with industry
and government.
The Data Science Institute
The Data Science Institute is an institute for large
scale, complex data analysis. It is a unique
confluence of computation, science, engineering,
32
mathematics, statistics, commerce, social science,
humanities, law, & more. Its mission is to achieve
recognized excellence in research and education in
the interdisciplinary field of data science through
interdisciplinary collaboration. The Master of
Science in Data Science (MSDS) is an 11‐month
professional masters program, designed to meet the
increasingly data‐intensive needs of industry and
government. Core program courses will be taught by
faculty from the Departments of Computer Science,
Statistics, and Systems and Information Engineering.
Capital Plan
Projects included in the Major Capital Projects Plan
under the EVPP area which are not directly related to
the schools or the library include: 1) the Fralin Art
Museum Addition ($28 million), for which a concept
design and fundraising package is being prepared,
and 2) the Contemplative Sciences Center (currently
authorized at $13.68 million).
Total Advising
A new comprehensive advising system led by the
vice provost for educational innovation and
interdisciplinary studies.
MAJOR BUDGET UNIT OVERVIEWS
2014–15 Operating Budget
The EVPP is currently funded through a centralized
budget target, as well as self-generated private
resources, grants and contracts, and sales and services
activities for the University Press.
As shown on the pie chart below, excluding the
schools and the library, for 2014–15, 65 percent of
the EVPP’s operating budget is from tuition and state
general funds. Private funds (endowment
distributions and gifts) represent 16 percent of
funding. Grants, contracts, and F&A constitute 15
percent, while sales and services make-up 4 percent.
Excluding the schools and the library, the EVPP’s
2014-15 operating budget (see the following page) is
$60.5 million, primarily allocated to faculty and staff
compensation (56 percent) and academic support
activities.
The EVPP’s 2014-15 operating budget includes an
allocation of $24,334 related to fall 2014 enrollment
growth for USEMs. Funding will be allocated to the
target budgets for compensation adjustments as
authorized by the state or the Board of Visitors.
Including the schools and the library, the operating
budget for all areas reporting to the EVPP will be
$912 million in 2014–15.
33
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: <All>
Excluding Schools & Library
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
96.3
10,120,829
12.2
1,215,256
11.9
1,377,865
10.8
1,135,740
5.8
478,000
0.4
38,953
137.2
14,366,643
144.8
9,241,565
21.9
1,296,893
7.8
562,808
21.8
1,520,356
6.3
363,846
10.6
594,271
213.1
13,579,739
‐
3,244,090
‐
767,596
‐
41,500
‐
462,579
‐
61,000
‐
11,677
‐
4,588,442
10.3
635,850
‐
‐
‐
15,000
‐
247
‐
‐
‐
‐
10.3
651,097
251.4
‐
23,242,334
20,850,505
34.1
‐
3,279,745
1,810,354
19.6
‐
1,997,173
5,991,170
32.6
‐
3,118,922
2,236,161
12.0
‐
902,846
673,956
11.0
‐
644,901
962,017
360.6
‐
33,185,921
32,524,163
Financial Aid
Central Assessment
‐
12,000
‐
25,785
‐
373,132
‐
477,471
‐
15,000
‐
‐
‐
903,388
‐
197,590
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
197,590
Recoveries
‐
‐
‐
550,000
‐
‐
‐
‐
‐
‐507,000
‐
‐
‐
43,000
Internal Debt Service
Transfers
‐
‐
‐
4,333,227
‐
‐
‐
‐
‐
‐
‐
‐
‐
4,333,227
‐
‐72,334
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐72,334
251.4
86.5
20,987,761
44,230,096
9,166,760
34.1
10.0
6,719,366
9,999,111
1,192,332
19.6
10.9
6,364,302
8,361,475
1,379,129
32.6
10.3
2,713,632
5,832,554
1,083,725
12.0
‐
181,956
1,084,802
‐
11.0
0.4
962,017
1,606,918
41,263
360.6
118.0
37,929,034
71,114,956
12,863,210
153.3
10,204,963
20.5
1,380,519
10.3
699,819
25.3
1,996,470
1.0
73,935
10.6
657,763
221.0
15,013,469
0.0
4,885,385
‐
544,296
‐
5,000
‐
472,149
‐
8,000
0.0
11,355
0.0
5,926,185
‐
‐
‐
10,000
‐
15,000
‐
‐
‐
‐
‐
‐
‐
25,000
239.8
0.0
24,257,109
14,659,255
30.5
‐
3,127,147
1,479,116
21.2
0.0
2,098,948
1,526,378
35.6
‐
3,552,344
2,454,705
1.0
‐
81,935
336,665
11.0
0.0
710,381
1,111,818
339.0
0.0
33,827,864
21,567,937
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Central Assessment
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
‐
‐
‐
25,785
0.0
224,000
0.0
326,410
‐
10,000
‐
‐
0.0
586,195
0.0
216,478
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0.0
216,478
‐
‐
‐
‐
‐
33,000
‐
‐
‐
‐7,000
‐
‐
‐
26,000
‐
‐
‐
4,338,558
‐
‐
‐
‐
‐
‐
‐
‐
‐
4,338,558
‐
‐64,680
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐64,680
0.0
239.8
14,811,053
39,068,161
30.5
5,843,459
8,970,606
0.0
21.2
1,783,378
3,882,326
0.0
35.6
2,781,115
6,333,459
1.0
339,665
421,600
0.0
11.0
1,111,818
1,822,199
0.0
339.0
26,670,488
60,498,351
34
on four areas of emphasis fundamental to the
College’s success and aspirations:
Overview of Operations
The College and Graduate School of Arts & Sciences
is the largest of the University of Virginia’s eleven
schools and is the institution’s intellectual core.
Offering more than 50 undergraduate majors and
concentrations and more than two dozen graduate
programs, Arts & Sciences spans the liberal arts,
stretching from the study of the birth of the universe
to the latest scientific and technological advances and
encompassing the literatures and languages, history
and arts, economics, and politics of the world's
cultures. The College and Graduate School comprise
more than 11,600 students taught by approximately
700 full-time regular faculty members.

First, the College will reimagine, reinvigorate,
and extend the undergraduate experience, taking
advantage of our distinctive scale and residential
environment to prepare students to lead,
contribute, and compose meaningful lives.

Second, acknowledging the constraints of its
relatively small scale for a major research
university, the College will emphasize
connections across disciplines and target
investments toward areas of research that are
both critical for the future and aligned with
traditional or emerging strengths.

Third, the College will seize the opportunities
afforded by the large volume of faculty hiring
during this period to remap its intellectual
terrain. This also requires addressing the eroding
competitiveness of faculty salaries and securing
funding for start-up support for new hires,
particularly in the sciences.

Finally, the College’s aspirations are limited by
infrastructure constraints, requiring that we
address several facilities and administrative
needs to ensure the beauty and functionality of
the College physical spaces.
Strategic Direction
The College enters a decisive moment in its history in
a strong position, poised to grow in new directions
with greater vitality. The years ahead will witness the
confluence of several critical issues that will affect
the strength and stature of the College, and by
extension the University. Replacing retiring faculty
and expanding the overall size of the faculty to
enhance the undergraduate experience and seize
intellectual opportunities will lead the College to hire
as many as 230 new faculty members by 2020. This
will mean a new College, new scholarship, and new
ways of teaching. The choices and judgments made
now will define the College for decades.
Planning in the College envisions a contemporary
form of Jefferson’s Academical Village as the
College’s defining advantage—one that stresses high
levels of student-faculty interaction, collaboration of
scholars, and opportunities for engaged learning. The
College seeks to heighten the stature of its
departments and programs with regard to research
and graduate education while maintaining its longstanding reputation for excellence in undergraduate
education and exceptional teaching. The plan rests
The College’s initiatives and directions are ambitious
yet very much within grasp. The College’s planning
priorities are supported by a detailed financial plan,
integrated into the College’s fundraising priorities
and aligned with the capital plan.
Success will require substantial investment of new
resources during a period of continuing budgetary
uncertainty. The College will continue to update its
long-term financial planning model to incorporate
priority initiatives into the annual operating budget.
Projections estimate the aggregated cost of
implementing the College’s planning priorities during
the current three-year cycle ending June 2016 to be
approximately $35 million in base budget plus $21
million of non-base investments, excluding capital
projects. The base budget increase represents growth
of approximately 20% relative to the current
operating budget (excluding sponsored programs).
The projected base budget growth through 2015-16
does not capture other pressures on the College’s
operating budget beyond specific planning initiatives
during this period, such as for benefits rate changes,
staff salary increases, inflationary adjustments, etc.
35
MAJOR BUDGET UNIT OVERVIEWS
COLLEGE AND GRADUATE SCHOOL OF ARTS &
SCIENCES
The College will strive to manage the incremental
costs beyond the strategic initiatives largely through
aggressive reallocation and achieved efficiencies in
operations.
Most of the base budget increase through the plan can
be attributed to four major initiatives:
(1) strategic growth in the size of the tenured and
tenure-track faculty to 600 FTE.
(2) enhancements to the undergraduate curriculum
and student experience, such as additional seminars,
improved advising, and the infusion of global
perspectives and experiences;
period ending June 2015. These amounts are before
the effects of faculty salary increases for 2014-15.
2014-15 Operating Budget
The College is funded through a traditional
centralized budget target and self-generated grants,
contracts, and private resources.
For 2014-15, 64 percent of the College’s operating
budget is from tuition and state general funds, while
grants, contracts, and F&A recoveries constitute 15
percent and provide an important source of revenue
for the College. Private funds (endowment
distributions, gifts, and transfers from the College
Foundation) represent 21 percent of funding.
MAJOR BUDGET UNIT OVERVIEWS
(3) targeted investment in areas of research, such as
computational sciences, that will further distinguish
the College’s stature as a place of discovery and also
converge with emerging curricular opportunities; and
(4) restoration of the competitiveness of faculty
salaries.
Start-up packages for new faculty hires and
infrastructure investments related to the
computational sciences initiative account for 84% of
the non-base spending during the three-year period of
the plan.
The College has developed a diversified and
attainable strategy for funding the projected budget
increases. Anticipated sources of funding for the
approximately $35 million in base budget growth
associated with planning initiatives include
enrollment growth, tuition increases, philanthropy,
and reallocations. Much of the $21 million projected
in non-base investments toward the strategic
initiatives will come from existing funding streams
available to the College to support start-up needs for
new faculty hires, such as the Pratt Endowment, F&A
cost recoveries, and the Equipment Trust Fund. We
expect new and recently received gifts to contribute
an additional $3.4 million, with the remainder funded
from the College’s accumulated reserves.
The College has already made significant progress
implementing the priorities laid out in its plan
through internal reallocations, prioritized allocation
of enrollment growth and other state funds,
philanthropic and other restricted funds, and tapping
reserve balances. With the proposed budget for
2014-15, the College will have invested more than
$16 million in new base budget commitments and
approximately $12 million in non-base commitments
related to its planning priorities during the two-year
The following graph demonstrates the trend in grant
support, as well as the diversity of sponsors.
The following graph shows a similar trend in F&A cost
recoveries generated by the school.
36
The following chart provides the student:faculty ratio
over the past several years.
The College’s 2014-15 operating budget includes an
allocation of $2.5 million related to fall 2014 enrollment
growth. Funding will be allocated to the target budgets
for compensation adjustments as authorized by the state
or the Board of Visitors.
In anticipation of the new University financial model,
the College has set aside a contingency reserve to
ensure future financial stability. In anticipation of the
selection of a new dean, the College has also set aside
undesignated reserves related to future initiatives as of
2014-15. Current reserves also include $3.4 million
designated for the College’s planning priorities during
2014-15 and 2015-16 as well as a modest gift-funded
pool to support minor capital renovations. The
College’s various reserves are reflected in the 2013-14
revised budget, but are not yet included in the 2014-15
original budget since they represent one-time funds and
are not part of the permanent base budget. This
explains the substantial decrease in OTPS budget from
one year to the next.
Recruiting and retaining faculty will be a continued
emphasis, requiring additional investments in
compensation and start-up packages. The following
graph demonstrates the average College faculty salary
compared to the 60th and 75th percentile of AAU peers.
Capital Plan
Construction is ongoing for the New Cabell Hall
Renovation, to be completed in two phases by
September 2014.
Currently, the highest priority project not in
construction is the renovation of Gilmer Hall and the
Chemistry Building, the College’s longstanding
workhorse buildings in the sciences. The renovations
are on the Major Capital Projects Plan at an estimated
$134 million, proposed to be funded in full from state
general funds. The 2013 General Assembly provided
$1.8 million for pre-planning (programming and
concept design phase) of this critical project.
Other projects on the long-term capital program
include the construction of a new music building
($59.5 million); construction of a drama building
addition ($25.5 million); renewal of Old Cabell Hall
($65 million), expansion of the Anheuser-Busch
Coastal Research Center ($6 million); and a Science
and Engineering Teaching and Research Facility
shared with the School of Engineering and Applied
Science ($147.3 million). The College also
anticipates significant renovation needed for the
37
MAJOR BUDGET UNIT OVERVIEWS
The College’s 2014-15 operating budget (see page 39)
is $203.9 million, with compensation and graduate
fellowships accounting for 83 percent of the budget,
including faculty compensation (49 percent),
GTA/GRA stipends and graduate fellowship support
(21 percent), and staff compensation (12 percent). The
College’s budget is allocated almost entirely toward
academic core activities (teaching, research, and
service), with very little toward administrative services.
The majority of administrative services are incurred in
the central University budgets.
MAJOR BUDGET UNIT OVERVIEWS
Physics Building over the next five years. The
recently completed STEM Facilities Study completed
initial work towards recommending strategies for
much needed renovations. As part of the first phase
of the Gilmer Hall and Chemistry Building
renovation project, kicking off this spring 2014, the
College will identify program and renovation needs
for Gilmer, Chemistry, and also the Physics Building.
38
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2010 MBU: AS-College of Arts & Sciences
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
556.3
69,336,507
95.2
9,301,995
13.8
2,206,337
101.3
12,744,699
0.2
13,000
‐
‐
766.8
93,602,538
181.3
11,705,300
38.7
2,043,779
‐
‐
44.5
2,643,720
4.8
413,740
‐
‐
269.3
16,806,539
‐
3,950,607
‐
2,568,017
‐
18,671
‐
1,116,869
‐
81,777
‐
‐
‐
7,735,941
114.4
8,514,187
37.4
2,779,834
‐
‐
1.9
138,841
0.1
9,000
‐
‐
153.8
11,441,862
852.1
‐
93,506,601
23,173,762
171.2
‐
16,693,625
13,137,737
13.8
0.0
2,225,008
1,204,078
147.6
‐
16,644,129
6,942,284
5.1
‐
517,517
1,503,804
‐
‐
1,189.9
0.0
129,586,880
45,961,666
0.0
19,673,227
‐
2,989,614
0.0
1,659,250
0.0
8,508,216
0.0
19,100
‐
‐
0.0
32,849,407
Recoveries
‐
‐221,854
‐
‐
‐
‐
‐
‐
‐
‐770,364
‐
‐
‐
‐992,218
Internal Debt Service
Transfers
‐
‐
‐
‐
‐
‐
‐
19,000
‐
‐
‐
‐
‐
19,000
‐
‐93,617
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐93,617
0.0 42,531,518
852.1 136,038,119
607.1 76,124,896
171.2
85.3
16,127,351
32,820,976
8,742,732
0.0
13.8
7.0
2,863,328
5,088,336
1,088,804
0.0
147.6
111.9
15,469,500
32,113,629
14,722,394
0.0
5.1
0.2
752,540
1,270,057
14,700
77,744,238
207,331,118
100,693,526
‐
‐
0.0
1,189.9
811.5
193.4
12,748,146
26.8
1,496,663
‐
‐
51.6
3,237,462
4.3
393,203
‐
‐
276.1
17,875,474
0.0
2,494,079
‐
3,023,563
‐
9,501
‐
820,584
‐
125,202
‐
‐
0.0
6,472,929
98.1
7,382,220
28.3
2,108,361
‐
‐
3.8
282,418
0.1
9,300
‐
‐
130.3
9,782,299
898.5
‐
98,749,340
10,847,790
140.5
‐
15,371,319
13,153,987
7.0
0.0
1,098,305
1,118,115
167.3
‐
19,062,858
10,808,883
4.7
‐
542,405
1,555,414
‐
‐
1,217.9
0.0
134,824,227
37,484,189
Financial Aid
‐
21,326,845
‐
2,144,325
‐
980,285
‐
7,805,384
‐
‐
‐
‐
‐
32,256,839
Recoveries
Internal Debt Service
‐
‐236,956
‐
‐
‐
‐
‐
4,000
‐
‐840,300
‐
‐
‐
‐1,073,256
‐
‐
‐
‐
‐
‐
‐
406,333
‐
‐
‐
‐
‐
406,333
Transfers
‐
18,988
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
18,988
140.5
15,298,312
30,669,631
0.0
7.0
2,098,400
3,196,705
167.3
19,024,600
38,087,458
4.7
715,114
1,257,519
0.0
1,217.9
69,093,093
203,917,321
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Subtotal
MBU Totals
31,956,667
898.5 130,706,007
39
CURRY SCHOOL OF EDUCATION
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
For the Curry School of Education, the past two years
have been a time of transition, innovation, and
investment that positions the School well for the
coming years. Since 2012, Curry has, among many
other things:

Begun renovation of Ruffner Hall, scheduled for
completion in the summer of 2014;

Strengthened interdisciplinary partnerships with
the Darden School, the Batten School, the
School of Medicine, the College of Arts &
Sciences, the School of Continuing and
Professional Studies and others;

Taken full ownership of its courses and
programs offered online and outside of
Charlottesville;

Successfully launched its first massive open
online course (MOOC) through Coursera;

Converted one of its two undergraduate
programs to a four-year, direct-admit program;

Obtained approval for a new undergraduate
major, which will enroll its first students in the
fall of 2014;

Grown its undergraduate courses and programs
in order to have more balanced enrollments
across all degree levels;

Increased the number of online and hybrid
course and program offerings; and

Established a new department of Kinesiology,
which enables faculty to engage more fluidly in
the kind of cross-unit, interdisciplinary research
that further advances the aims of the School and
University.
Curry has benefitted from these changes, moving
from 23rd to 22nd in national rankings and increasing
the number of ranked graduate specialties – from
seven to eight – and the number of ranked specialties
in the top ten in the nation – from three to five,
recruiting and hiring top faculty candidates, and
helping to drive the recognition of the University as
one of the top three institutions in the nation that
influence education policy.
Strategic Direction
Curry has four strategic foci: enrollment, research,
sustaining program quality, and stewardship of
resources. As evidenced below, the School’s strategic
direction is in line with the University’s newlyapproved Cornerstone Plan. In developing and
refining its strategic direction, Curry has paid close
attention to the needs of the University and to the
Commonwealth as it strives to meet its obligations
under the Higher Education Restructuring Act as
outlined in SCHEV’s institutional performance
standards and the goals of the 2011 Higher Education
Opportunity Act.
Enrollment
Curry began the 2012-13 academic year with its first
class of directly admitted first-year undergraduate
students, its first fully-online graduate programs, its
first dual-degree program with another professional
school (Darden), and its full ownership of Curry
courses and degree and certificate programs at offGrounds sites. Curry will begin the 2014-15
academic year with a new, interdisciplinary
undergraduate major, increasing its total to three
undergraduate programs.
Enrollment trends through 2013-14 are shown below.
Curry’s students now span the full range of student
experiences from first-year undergraduates to Ph.D.
candidates and from full-time students in residence in
Charlottesville to adult professional learners
throughout the Commonwealth and, increasingly, the
world.
The goals for Curry for the next five years are:

40
Focus on growth of targeted master’s degree
level programs, as enrollment in its
undergraduate programs is currently at the
capacity allowed by the University;
Improve student marketing, recruitment, and
advising expertise to enroll top students at all
levels;

Conduct market analyses and develop and
implement marketing and recruitment plans
based on student demand;

Increase emphasis on student enrollment in its
undergraduate programs as second majors;

Increase undergraduate course and minor
offerings;

Work with other schools of the University to
anchor a Grounds-wide collaboration in STEM
education at U.Va., in preK-12 schools and
school divisions, and in community colleges;

Develop more courses and programs for delivery
to select audiences online;

Explore streamlining master’s degree programs
and other strategies to preserve excellence and,
where appropriate, create more options for
undergraduates to earn master’s degrees in the
“3+1” model, and postgraduate students can
complete them in as little as 12 months;

Increase capacity to respond to requests for
expertise in teacher preparation and professional
development across preK-12 education; and

Continue to work with the Law School to create
and launch a dual MEd/JD degree program.
Research
As demonstrated in the following graph, Curry has
seen a decline in its research base since fiscal year
2011. Since 2011-2012, research expenditures as a
proportion of the Curry budget have decreased by
nearly twenty percent.
Curry faces challenges in sustaining and growing its
research base and integrating its research into
academic programs and faculty innovation, as much
of the sponsored research Curry performs occurs at
off-Grounds sites, away from most faculty and
students, and at reduced F&A rates. The effect of the
decreased F&A returns associated with the use of offGrounds sites will diminish somewhat with the
reopening of Ruffner Hall in the summer of 2014 and
plans to move some research activities back to
Grounds. Overall F&A cost recoveries generated by
Curry over the past 10 years are shown below.
Competitive start-up packages for new faculty are
becoming more expensive. Curry is in the process of
updating the infrastructure for research
administration to ensure that the faculty are not
encumbered by bureaucracy when proposing and
conducting research and that research activities are in
compliance with federal law and sponsors’
regulations.
Finally, Curry is working to better coordinate its
various research activities, particularly those with
other schools and other institutions, to ensure that its
research program is comprehensive, well-planned,
appropriately-resourced, and of consistently high
quality; that faculty, particularly new hires, have
adequate opportunity to develop their individual
41
MAJOR BUDGET UNIT OVERVIEWS

portfolios; and that all of the School’s research is
represented in Curry’s various doctoral programs.

Develop functions and processes that ensure
course sizes and schedules, as well as faculty
workloads, are high quality, efficient, and
interdisciplinary;

Continue to update Curry’s largest and most
highly-regarded program, Teacher Education, to
be more evidence-based, innovative, and
competitive for top students;

Coordinate enrollment growth to ensure that the
experiences of students are not compromised and
that growth can be supported and sustained; and

Revise expectations regarding doctoral students
to include an increased role in instruction to
support enrollment growth and provide doctoral
students valuable teaching experiences.
The research goals for Curry for the next five years
are:


MAJOR BUDGET UNIT OVERVIEWS

Consolidate and add to existing research
administrators to better coordinate Curry’s
various research activities under the lead of
Curry’s Associate Dean for Research and
Faculty Development;
In collaboration with the University Library and
other schools, continue to develop an initiative to
establish U.Va. as a model of providing
advanced data services and mentoring related to
research in the social sciences;
Collaborate to identify additional space for
research activities to take place on-Grounds, in
closer proximity to faculty and students, and to
develop a multi-year research space plan;

Refine a multi-year plan for the use of indirect
cost recoveries to fund school- and departmentlevel research administration and infrastructure
and to create investment and incentive funds; and

Identify funding for research centers to become
self-sustaining.
Sustain High-Quality Programs
Curry recognizes the relationship between academic
program quality and the long-term financial health of
the School. The School strives to improve its overall
academic reputation of its diverse specialties through
sustained attention to the quality of its programs and
services for students.
In order to progress toward these goals, Curry plans
to implement the following key initiatives over the
next five years:

Conduct comprehensive academic program
reviews, resulting in multi-year plans for
enrollment, curricula, research, and faculty
development;

Perform reviews of administrative offices,
resulting in more efficient and higher quality
service for faculty, staff, and students;

Ensure the School has adequate faculty expertise
and administrative infrastructure to support highquality programs, both on- and off-Grounds;
Resources
Curry’s all-funds budget has grown from $33 million
to $40 million from 2010-11 to 2013-14 despite years
of general fund budget reductions and declining
research support. The School continues to work
toward generating additional revenue to support its
strategic vision. Curry has great potential to expand
enrollment-related revenues both in on-Grounds
undergraduate courses and graduate, non-doctoral
degree programs and in off-Grounds and online
degree and certificate programs; to grow research and
clinical revenues and revenues from existing and new
sales and services activities such as summer camps,
professional conferences, and professional
development workshops; and to create entirely new
revenue streams from faculty innovations that are
brought to market.
Curry must balance these opportunities with a
realistic analysis of sustainability, opportunity cost,
and fidelity to mission, along with the need to be
accountable to the University for the full cost of its
operations.
While much of what Curry plans to do with regard to
resources is woven throughout the initiatives already
listed above, Curry will also:

42
Continue to develop and refine administrative
infrastructure and expertise for working in an
activity-based environment to best optimize
Curry’s potential to meet its mission and to be a
responsible and significant part of fulfilling the
University’s mission and strategic direction;
Continue to develop and refine a comprehensive
system of multi-year planning to effectively
manage and coordinate existing and new revenue
streams and cost structures with the goal of
achieving financial sustainability, increasing
quality, and attaining appropriate levels of
reserves;

Continue phasing in plans to move all units to a
“full-cost” model of operations through rate
adjustments, a three-year phase-in of G&A
recoveries, and a five-year phase in of project
reserves;

Work with central administrators and other
schools to ensure that Curry has, and will
continue to have, enough space to meet teaching
and service missions along with its research
mission; and

Serve as a model for the rest of the University of
a data-driven approach to resource planning that
is integrated into academic planning efforts.
2014-15 Operating Budget
For 2014-15, 51 percent of Curry’s operating budget is
from tuition and state general funds. Grants, contracts,
and F&A constitute 36 percent. Private funds
(endowment distribution, gifts, and transfers from the
Curry Foundation) represent 7 percent of funding.
The following graph demonstrates the average Curry
faculty salary as compared to the 60th and 75th
percentile of AAU peers.
Capital Plan
Curry’s only project on the Major Capital Projects Plan
is the $23.7 million renovation of Ruffner Hall, which is
financed by the state and which began construction in
January 2013. Completion is expected in the summer of
2014 with the building available for full use before fall
semester 2014.
Curry continues to engage central administrators in a
conversation about building on-Grounds, generalpurpose research space that can be shared by “dry-lab”
researchers throughout the University.
.
.
The School’s 2014-15 operating budget is $40.4
million. The primary spending initiatives are faculty
compensation (42 percent), staff salaries and wages
(23 percent), and GTA/ GRA stipends and graduate
fellowship support (13 percent).
Curry’s 2014-15 operating budget includes an allocation
of $372,804 related to fall 2014 enrollment growth.
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state or
the Board of Visitors.
43
MAJOR BUDGET UNIT OVERVIEWS

University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1640 MBU: CU-Curry School
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
93.6
10,180,452
49.0
4,641,401
2.4
484,254
4.5
718,296
3.2
395,288
‐
‐
152.7
16,419,691
52.8
3,611,007
25.4
1,703,100
‐
‐
0.3
66,901
3.2
215,955
‐
‐
81.7
5,596,963
‐
1,754,565
‐
889,501
‐
‐
‐
61,400
‐
528,493
‐
‐
‐
3,233,959
12.3
500,399
6.6
371,400
‐
‐
‐
‐
0.8
55,998
‐
‐
19.6
927,797
158.6
‐
16,046,422
3,263,664
81.0
‐
7,605,402
4,837,000
2.4
‐
484,254
8,819
4.8
‐
846,597
353,905
7.2
‐
1,195,734
1,290,885
‐
‐
254.0
‐
26,178,409
9,754,274
‐
2,973,843
‐
1,040,800
‐
‐
‐
584,700
‐
‐
‐
‐
‐
4,599,343
Central Assessment
‐
12,735
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
12,735
Recoveries
Internal Debt Service
‐
‐150,300
‐
‐
‐
‐
‐
‐
‐
‐105,000
‐
‐
‐
‐255,300
‐
‐
‐
‐
‐
‐
‐
208,497
‐
‐
‐
‐
‐
208,497
158.6
86.7
6,099,942
22,146,365
10,309,177
81.0
50.2
5,877,800
13,483,202
5,093,300
2.4
1.4
8,819
493,073
123,500
4.8
7.1
1,147,102
1,993,699
1,219,296
7.2
2.4
1,185,885
2,381,619
309,858
‐
‐
254.0
147.8
14,319,549
40,497,958
17,055,131
55.3
4,199,901
26.7
1,955,600
‐
‐
3.4
266,783
4.0
226,561
‐
‐
89.4
6,648,845
0.0
1,538,291
‐
912,300
‐
‐
‐
56,501
0.0
449,312
‐
‐
0.0
2,956,404
7.1
411,930
6.8
380,700
‐
‐
‐
‐
0.3
70,000
‐
‐
14.1
862,630
149.1
0.0
16,459,299
1,977,921
83.7
‐
8,341,900
4,895,300
1.4
0.0
123,500
2,000
10.5
0.0
1,542,580
422,000
6.6
0.0
1,055,731
1,438,667
‐
‐
251.3
0.0
27,523,010
8,735,888
Financial Aid
0.0
2,846,540
‐
1,098,300
‐
‐
0.0
599,700
0.0
74,227
‐
‐
0.0
4,618,767
Recoveries
Internal Debt Service
0.0
‐608,870
‐
‐
‐
‐
‐
‐
0.0
‐115,000
‐
‐
0.0
‐723,870
‐
‐
‐
‐
‐
‐
‐
208,497
‐
‐
‐
‐
‐
208,497
0.0
149.1
4,215,591
20,674,890
83.7
5,993,600
14,335,500
0.0
1.4
2,000
125,500
0.0
10.5
1,230,197
2,772,777
0.0
6.6
1,397,894
2,453,625
0.0
251.3
12,839,282
40,362,292
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Subtotal
MBU Totals
44
DARDEN SCHOOL OF BUSINESS
Strategic Direction
Darden’s goals for the next year continue to build on
the school’s “Six Pillars” strategy: Top Students,
Top Programs, Top Faculty/Staff, Top Infrastructure,
Top Brand, and Top Resources. The School believes
that becoming a more globally relevant school is
critical to sustaining its top standing as a graduate
business school. During the 2011-12 academic year,
Darden launched a Global Executive MBA program.
In the 2014-15 academic year, the School’s goal is to
grow this program, continuing the development of a
globally relevant curriculum and increasing Darden’s
international standing through branding and outreach.
Since 2012-13, four MOOCs (Massive Open Online
Courses) have been launched and, due to their
success, they will be offered for a second time. The
School plans to continue to offer future courses in
this format and to increase other options for online
learning. Additionally, Darden is in the process of
recruiting several academic faculty to succeed
retiring faculty and other similar transitions.
The following graph shows the trend in student:
faculty ratio at Darden.
2014-15 Operating Budget
Financial self-sufficiency was first endorsed by the
Board of Visitors in 1995 and formalized by
memorandum of understanding in 2001. As a
financially self-sufficient school, Darden retains its
tuition revenues and receives a subsidy for each instate student. This subsidy (which represents 50
percent of the differential between in-state and outof-state tuition), is currently $2,500 but will decline
to $1,500 as the differential between in-state and outof-state tuition changes. The School is responsible
for generating sufficient revenues to cover all of its
operating and capital expenditures. Under selfsufficiency, other than the in-state student subsidy
($240,000 in the 2014-15 budget), the only central
allocations to Darden are $70,000 from state general
funds for financial aid to in-state students and
$40,000 from private funds for financial aid.
Approximately 64 percent of the School’s operating
budget is funded from tuition; 33 percent from
endowment distributions, gifts, and transfers from the
Darden School Foundation; and the remainder from
other sources.
45
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
The Darden School of Business improves the world
by developing and inspiring responsible leaders and
by advancing knowledge. Darden follows a threepronged approach to achieving its mission: studentcentered learning, thought leadership, and active
engagement with the business community. The
school offers a Master of Business Administration
(MBA) in three formats: a traditional residencybased program (641 students anticipated in 2014-15),
an Executive MBA (132 students anticipated in 201415), and a Global Executive MBA (58 students
anticipated in 2014-15). In addition, the School has a
small cohort of PhD students (10 students anticipated
in 2014-15). The overall trend in headcount
enrollment is shown below. The School also offers
executive education programs through the Darden
School Foundation.
MAJOR BUDGET UNIT OVERVIEWS
Darden’s 2014-15 operating budget (see the
following page) is $75.3 million, with approximately
55 percent spent on faculty and staff compensation.
The 2014-15 budget provides for a 4.75 percent
average salary increase for teaching faculty and a 3.0
percent average salary increase for administrative
faculty and staff. Darden continues to face
competitive pressures among its peers with regards to
faculty and staff compensation. As demonstrated on
the graph below, the average Darden salary trails
both the 60th and 75th percentile of AACSB peers.
expenses. Remaining budgeted expenses include
library collections, equipment, and travel.
Capital Plan
Darden does not have any capital projects on the
Major Capital Projects Plan.
As a self-supporting school, Darden is required by the
Board of Visitors Capital and Operating Reserves
Policy to have operating reserves equivalent to three
months of operating expenses. Per the same policy, the
School must demonstrate annual capital expenditures or
contributions to capital reserves of at least 1.5 percent
of replacement value of buildings and equipment.
Darden currently meets both requirements.
The salary challenge is compounded by the wave of
faculty retirements and the expected compression the
School anticipates over the next five years. One
strategy to manage this will be to explore phased
retirement arrangements, but overall, a more
structured and permanent solution is among the
School’s highest priorities.
Student financial aid and scholarships comprise
approximately 12 percent of budgeted expenditures
in 2014-15. Darden will continue to invest in
scholarships to attract top students, online learning to
diversify its product portfolio, hire five new faculty
to fill vacant and retiring faculty positions, and
sustain investments related to the newly launched
Global Executive MBA program. The School is
proposing a modest increase in new staff but will not
pursue these hires until there is greater certainty
about the School’s economic outlook for 2014-15.
Finally, Darden plans to set aside an additional $1
million to reserve against potential losses on student
loans.
Under the self-sufficiency agreement, Darden is
directly responsible for facilities maintenance and
operations (O&M). In addition, the School returns
10 percent of tuition and fees ($4.5 million in the
2014-15 budget) to the University to cover overhead
46
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1825 MBU: DA-Darden School
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
79.0
17,192,320
‐
‐
‐
‐
28.0
5,584,353
1.0
164,032
‐
‐
108.0
22,940,705
105.4
8,299,778
‐
‐
‐
‐
14.0
1,196,614
15.0
926,434
‐
‐
134.4
10,422,826
‐
4,548,215
‐
‐
‐
‐
‐
196,451
‐
26,712
‐
‐
‐
4,771,378
184.4
‐
30,040,313
12,084,267
‐
‐
‐
303,655
42.0
‐
6,977,418
4,177,609
16.0
‐
1,117,178
829,883
‐
‐
242.4
‐
38,134,909
17,395,414
Financial Aid
Central Assessment
‐
973,658
‐
‐
‐
‐
‐
5,862,871
‐
‐
‐
‐
‐
6,836,529
‐
4,180,102
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
4,180,102
Internal Debt Service
‐
‐
‐
‐
‐
‐
‐
3,143,808
‐
‐
‐
‐
‐
3,143,808
Transfers
‐
1,227,500
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,227,500
184.4
69.0
18,465,527
48,505,840
17,435,648
‐
‐
‐
303,655
303,655
‐
42.0
40.0
13,184,288
20,161,706
7,759,158
16.0
1.0
829,883
1,947,061
134,946
‐
‐
242.4
110.0
32,783,353
70,918,262
25,329,752
105.1
9,146,599
‐
‐
‐
‐
19.0
1,798,803
15.0
712,005
‐
‐
139.1
11,657,407
‐
3,991,153
‐
‐
‐
‐
‐
561,853
‐
25,200
‐
‐
‐
4,578,206
174.1
0.0
30,573,400
10,829,350
‐
‐
‐
303,655
59.0
‐
10,119,814
3,961,204
16.0
‐
872,151
850,635
‐
‐
249.1
0.0
41,565,365
15,944,844
Financial Aid
Central Assessment
‐
1,170,399
‐
‐
‐
‐
‐
7,719,494
‐
‐
‐
‐
‐
8,889,893
‐
4,480,405
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
4,480,405
Internal Debt Service
‐
‐
‐
‐
‐
‐
‐
3,139,343
‐
‐
‐
‐
‐
3,139,343
Transfers
‐
1,260,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,260,000
0.0
174.1
17,740,154
48,313,554
59.0
14,820,041
24,939,855
16.0
850,635
1,722,786
0.0
249.1
33,714,485
75,279,850
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Subtotal
MBU Totals
303,655
303,655
47
MAJOR BUDGET UNIT OVERVIEWS
FRANK BATTEN SCHOOL OF LEADERSHIP AND
PUBLIC POLICY
Overview of Operations
The University of Virginia established the Frank
Batten School of Leadership and Public Policy in
2007 as part of its strategic plan and as an expression
of its Jeffersonian heritage. Through its instructional,
research, and outreach programs, the Batten School
contributes in important ways to public
understanding and deliberation of the great domestic
and international issues of each age. The Batten
School’s mission is to generate useful knowledge and
educate leaders who are prepared to serve
communities of all sizes and lead necessary and
sustainable change. The Batten School trains
students in critical leadership skills and in the
analytics and substance of policy. Its programs
inspire students to act vigorously, effectively, and
ethically on behalf of the common good. Faculty are
committed to teaching the use of rigorous analysis;
the subtle understanding of political, social and
economic context; and the exercise of creative
personal and organizational leadership to initiate
change in an increasingly diverse world.
May 2014 will mark the end of the Batten School’s
seventh year of existence. The School’s academic
offerings continue to grow and mature. In May 2014,
the first cohort of undergraduate students will receive
their Bachelor’s degrees. Enrollments in the
accelerated and two-year MPP programs and the
undergraduate program are strong and continue on an
upward trajectory.
Strategic Direction
The Batten School’s goals for 2014-15 are to:
1.
Conduct two national faculty searches and make
multiple tenure-track hires from these searches;
2.
Complete a formal review of the Master of
Public Policy (MPP) curriculum and produce a
report that includes specific recommendations
and proposed future directions;
3.
Further articulate our school-wide approach to
leadership education and research by adopting
initial core leadership competencies, reviewing
the substance and sequencing of our leadership
curriculum, aligning our co-curricular
programming with our competencies and
curriculum, and planning for hiring a chaired
professor in leadership, as well as the future
development of a leadership center;
4.
Develop and fully implement the Undergraduate
Capstone Project requirement;
5.
Continue improving student development
opportunities, and specifically focus on graduate
and undergraduate co-curricular student
leadership development;
6.
Engage alumni and friends of the School through
an annual giving campaign;
7.
Develop a framework for the Batten School’s
communications infrastructure and begin to
adequately resource this function by hiring a
communications director;
8.
Track and implement provisions of the
University’s new financial model;
9.
Study opportunities and articulate options for
Batten School physical expansion and Garrett
Hall improvements to accommodate planned
growth.
An enduring University of Virginia core value is to
train students to exercise leadership responsibilities
in a democratic society. Carrying forward this
Jeffersonian tradition, the Batten School takes an
expansive approach to public policy education -- one
that prepares students to be effective, ethical, and
enlightened leaders not only in government, but also
in their professions and local communities.
The School has strengthened the student experience
by featuring capstone experiences as a key
component of the undergraduate and graduate
programs. These capstones inspire students to
become engaged citizens who take on significant
challenges through academic projects and scholarly
reflection. The graduate capstone projects occur
within real-world organizations in public policy
arenas and the undergraduate capstones are
completed by groups, helping students further
develop their leadership and collaboration skills. The
School emphasizes the idea that students must see
connections between academic learning and public
service by requiring MPP students to complete
summer internships. Many undergraduates will seek
internships as well.
The Batten School continues to build its faculty, now
13 strong, representing diverse interests and
backgrounds in economics, political science, and
48
psychology. The faculty includes nine tenure track
and four practitioners, and it will grow to about 16
scholars in FY15-16. Interdisciplinary collaboration
is a cornerstone of the Batten faculty and student
experience.
Finally, the Batten School expanded its commitment
to the University’s efforts to diversify research to
include the promotion of economic growth. The
continuing partnership with the Curry School of
Education that supports the joint Center on Education
Policy and Workforce Competitiveness has proven
successful. Batten also partners with the School of
Medicine’s Department of Public Health Services to
establish the University of Virginia Center for Health
Policy.
The Batten School’s 2014-15 operating budget (see
the following page) is $10.74 million. The primary
spending initiatives are faculty compensation (47
percent), staff salaries (13 percent), wages (9
percent), OTPS (12 percent), debt service (5 percent),
and student fellowships (14 percent).
The school’s 2014-15 operating budget includes an
allocation of $372,909 related to fall 2014 enrollment
growth. Funding will be allocated to the target budgets
for compensation adjustments as authorized by the state
or the Board of Visitors.
The School will continue to fill its planned faculty
positions, add academic programs, and build the
infrastructure required to aggressively search for and
identify new markets and diverse revenue streams.
Capital Plan
No additions, deletions, or modifications for the next
update of the Major Capital Projects Plan are
planned.
2014-15 Operating Budget
The Batten School has a hybrid budget model, with
the majority of its budget coming from a
decentralized source – the endowment funded from
the original gift that established the School. The
School receives an allocation of tuition generated, net
of undergraduate financial aid.
Gifts and endowments provide 61 percent of the
2014-15 operational budget, with 36 percent from
tuition and the remainder from grants and contracts
and F&A.
49
MAJOR BUDGET UNIT OVERVIEWS
The School promotes the University’s objective of
expediting degree completion by offering an
accelerated BA/ MPP program, which allows
University undergraduates to receive both a
bachelor's degree and the MPP degree in one year
less than is normally required to earn both degrees.
Batten accepts approximately 45 students per year
into this program. Student demand is high and
admission competitive. Most students complete the
two degrees in five years (rather than the normal six),
but some students are able to earn the degrees in four
years. In addition, Batten has recently launched new
dual degree graduate programs including MPP/JD,
MPP/MBA, MPP/Master of Public Health, and
MPP/Master of Urban and Environmental Planning.
These programs train future professionals for
leadership and analytic careers in the legal, health
care, business, and environmental sectors. All of the
programs allow students to pursue two graduate
degrees in an expedited manner, typically saving a
year of study.
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1361 MBU: BA-Frank Batten School
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
10.1
2,037,805
0.2
25,084
‐
‐
8.0
1,900,000
‐
‐
‐
‐
18.2
3,962,889
1.1
113,000
1.0
45,000
‐
‐
10.8
885,366
‐
‐
‐
‐
12.9
1,043,366
‐
252,200
‐
75,000
‐
101,550
‐
303,640
‐
‐
‐
‐
‐
732,390
1.6
150,000
0.3
17,000
‐
‐
‐
‐
‐
‐
‐
‐
1.9
167,000
12.7
‐
2,553,005
100
1.4
‐
162,084
28,000
‐
101,550
50,000
18.8
‐
3,089,006
1,345,468
‐
7,560
‐
‐
33.0
‐
5,905,645
1,431,128
‐
271,461
‐
7,440
‐
‐
‐
724,000
‐
‐
‐
‐
‐
1,002,901
‐
‐
‐
‐
‐
‐
‐
4,526,330
‐
‐
‐
‐
‐
4,526,330
12.7
13.9
271,561
2,824,566
2,931,980
1.4
0.3
35,440
197,524
46,300
‐
50,000
151,550
‐
18.8
9.5
6,595,798
9,684,804
2,117,300
‐
7,560
7,560
‐
‐
‐
33.0
23.7
6,960,359
12,866,004
5,095,580
Staff Salaries and benefits
Wages and benefits
1.2
123,401
1.3
78,400
‐
‐
12.2
1,141,800
‐
‐
‐
‐
14.6
1,343,601
0.0
224,600
‐
126,200
‐
87,270
‐
355,063
‐
‐
‐
‐
0.0
793,133
GTA/GRA
2.0
198,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
2.0
198,000
17.0
0.0
3,477,981
500
1.6
‐
250,900
38,000
‐
87,270
48,500
21.6
‐
3,614,163
1,149,611
0.0
8,500
‐
‐
40.2
0.0
7,430,314
1,245,111
0.0
404,250
‐
‐
‐
‐
‐
1,132,500
‐
‐
‐
‐
0.0
1,536,750
‐
‐
‐
‐
‐
‐
‐
530,231
‐
‐
‐
‐
‐
530,231
0.0
17.0
404,750
3,882,731
1.6
38,000
288,900
21.6
2,812,342
6,426,505
0.0
0.0
8,500
8,500
0.0
40.2
3,312,092
10,742,406
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Internal Debt Service
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Subtotal
OTPS
Financial Aid
Internal Debt Service
Subtotal
MBU Totals
48,500
135,770
50
Overview of Operations
Established in 1921 through a gift from Paul Goodloe
McIntire, the McIntire School of Commerce offers an
undergraduate degree (697 students in 2013-14) and
three Master of Science graduate degrees (233
students in 2013-14) in Commerce, Management of
Information Technology, and Accounting.
McIntire’s projected 2014-15 enrollment is 695
undergraduate and 236 graduate students.
The below graph shows changes to the School’s
student:faculty ratio over time.
In addition to its degree programs and through its
McIntire School of Commerce Foundation, the
School offers the McIntire Business Institute, a nondegree, general business certificate program in the
summer and during the academic year, as well as
other custom-designed, executive education
programs.
2.
Recruiting and retaining high-quality faculty and
staff by offering competitive compensation, as
well as adequate research and teaching support to
encourage innovation, through the development
of significant and diverse funding sources;
3.
Investing in revenue-generating programs,
examining options to expand existing programs
and launch new programs, and hiring and
retaining the necessary professional staff ; and
4.
Providing value-added student services by
expanding use of technology, providing the
highest levels of student and career services, and
collaborating with students to establish new
student organizations and areas of interest.
McIntire raises funds and offers programs through its
research centers as a way to enhance the intellectual
capital of faculty, students, business professionals,
and corporate partners. Throughout the year,
McIntire research centers sponsor popular symposia,
panels, and other programs for faculty, practitioners,
and students, discussing both current topics in
business and the very best of practice.
2014-15 Operating Budget
The McIntire School operates within a hybrid
funding model, with the undergraduate programs
funded through a traditional centralized budget target
plus an allocation of differential undergraduate
tuition generated, net of a 10 percent assessment and
a share of undergraduate financial aid. The graduate
programs operate on a revenue-sharing basis. Under
the revenue sharing agreement established in 1990,
the McIntire School retains its graduate tuition
revenues, less a 15 percent assessment ($1.1 million
in the 2014-15 budget) to the University to cover
overhead expenses.
Approximately 68 percent of the School’s operating
budget is funded from tuition, while 32 percent is
funded from endowment distributions, gifts, and
transfers from the McIntire School Foundation.
Strategic Direction
McIntire’s strategic plan is focused on:
1.
Maintaining and enhancing high-quality
programs offered by a world-class faculty, with
students selected through a very competitive
admissions process, and emphasizing innovative
global programming;
51
MAJOR BUDGET UNIT OVERVIEWS
MCINTIRE SCHOOL OF COMMERCE
In 2014-15, full-time McIntire undergraduate
students will pay a tuition rate that is $5,000 higher
than full-time undergraduate tuition. The differential
tuition rate generates funds that are critical in the
areas of faculty compensation and retention; student
services, career services, and technology; and
building and enhancing programs. Tuition and fees
for McIntire graduate programs will increase by 1.03.0 percent in 2014-15.
Through its Foundation, McIntire maintains
sufficient operating reserves to meet the Board of
Visitors Capital and Operating Reserves Policy
requirement that self-supporting schools/departments
maintain operating reserves equivalent to three
months of operating expenses.
MAJOR BUDGET UNIT OVERVIEWS
McIntire’s 2014-15 operating budget (see the
following page) is $29.5 million, with approximately
82 percent spent on faculty and staff compensation,
11 percent on other than personal services, and 3
percent on student financial aid.
The School’s 2014-15 operating budget includes an
allocation of $59,000 related to projected fall 2014
enrollment growth. McIntire received a total of
$321,000 to support enrollment growth in fall 2011
through fall 2013. Funding will be allocated to the
target budgets for compensation adjustments as
authorized by the state or the Board of Visitors.
McIntire anticipates hiring five or six new faculty in
2014-15. The School faces stiff competition from
peers to retain the best, most productive faculty and
recruit new faculty at competitive compensation
levels. The following graph shows the average
McIntire salary as compared to the 60th and 75th
percentile of AAU peers:
In the short-term, McIntire obtained additional
private support to address faculty compensation
issues. It is critical, however, that a sustainable
source of revenue be identified.
Capital Plan
Currently, McIntire does not have any capital
projects on the Major Capital Projects Plan, but one
is under consideration.
52
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2375 MBU: MC-McIntire School
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
60.6
12,524,916
‐
‐
0.9
88,054
15.6
2,780,876
‐
‐
‐
‐
77.0
15,393,846
37.9
3,079,403
‐
‐
‐
‐
5.9
377,803
‐
‐
‐
‐
43.8
3,457,206
‐
990,080
‐
3,000
‐
‐
‐
1,373,000
‐
‐
‐
‐
‐
2,366,080
98.5
‐
16,594,399
1,469,777
‐
3,000
‐
0.9
‐
88,054
‐
21.5
‐
4,531,679
1,355,000
‐
75,322
‐
‐
120.8
‐
21,217,132
2,900,099
‐
494,273
‐
‐
‐
‐
‐
597,098
‐
‐
‐
‐
‐
1,091,371
‐
1,094,702
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,094,702
98.5
69.3
3,058,752
19,653,151
14,720,734
5,086,172
26,303,304
17,951,278
Staff Salaries and benefits
4.1
365,445
3,786,689
Wages and benefits
0.0
1,191,948
73.4
0.0
Financial Aid
Central Assessment
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Central Assessment
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Subtotal
OTPS
Transfers
Subtotal
MBU Totals
‐
3,000
‐
0.9
0.6
88,054
117,109
21.5
14.7
1,952,098
6,483,777
3,113,435
‐
75,322
75,322
‐
‐
‐
120.8
84.5
‐
‐
‐
‐
37.9
3,421,244
‐
‐
‐
‐
42.0
‐
3,000
‐
‐
‐
1,214,168
‐
‐
‐
‐
0.0
2,409,116
16,278,127
2,061,633
‐
3,000
‐
0.6
‐
117,109
‐
52.6
‐
7,748,847
1,218,490
0.0
71,350
‐
‐
126.5
0.0
24,147,083
3,351,473
0.0
554,700
‐
‐
‐
‐
0.0
317,664
‐
‐
‐
‐
0.0
872,364
0.0
1,135,362
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0.0
1,135,362
‐
0
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0.0
73.4
3,751,695
20,029,822
117,109
0.0
52.6
1,536,154
9,285,001
0.0
0.0
71,350
71,350
3,000
0.6
53
‐
0
0.0
126.5
5,359,199
29,506,282
SCHOOL OF ARCHITECTURE
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
The School of Architecture is considered among the
top comprehensive environmental design schools in
the nation. Each of its four disciplines—architecture,
landscape architecture, architectural history, and
urban and environmental planning—is ranked among
the top 10 percent nationally, while collectively the
School is known for its faculty’s and students’
interdisciplinary design, scholarly, and planning
efforts. Graduates of the programs are frequent
national award winners and populate or lead many of
the best professional offices around the world.
For over 20 years, the School of Architecture has
been a recognized leader in sustainability in the built
environment. In the past three years, the School
collaboratively has sought to refine this important
distinction by selecting six interdisciplinary research
themes, considered to be six ways to sustainability:
1.
2.
3.
4.
5.
6.
Design and Health;
Design and community engagement;
Regenerate: cultural preservation and
sustainability;
Design representation and material practices;
Adaptive infrastructures; and
Global Cultures and the Constructed
Environment
The student:faculty ratio, over time, is provided on
the graph below.
The School of Architecture has hosted study abroad
programs in northern Italy and China for 35 and 25
years, respectively, making these among the longestrunning such programs nationally. In recent years,
offerings have been expanded to a summer program in
Falmouth, Jamaica; Ghana; and New Delhi, India.
Strategic Direction
The School of Architecture’s strategic direction
includes:
1.
Support and formalize the School’s six research
themes described earlier. The Center for Design
and Health, one of the six themes, has been
created; a $2 million endowment has been
established for a professorship. The Center’s codirectors are establishing an advisory board and
fellows program and are seeking additional
research funding. Additionally, the Community
Design and Research Center was established last
year to support the design and community
engagement theme. Faculty are working
collaboratively on other research themes at
different paces to create symposia, exhibits, and
classes and to further their independent
scholarship. The School will continue to support
these faculty and student efforts through funding.
2.
Expand interdisciplinary Ph.D. program. The
School includes best-in-class designers and
scholars. To deepen their efforts and allow them
to contribute to a new generation of researchers,
the School has created its first Ph.D., an
interdisciplinary degree in the Constructed
Environment. This program will align the
School with national peers in having a Ph.D.
program and will perhaps make the School
Each theme includes faculty members from across
the School and has been opened to the larger
University community. These themes provide focus
for faculty and student recruiting, organize schoolwide symposia and publications, and fine tune
research proposals and philanthropic requests. These
themes seek to organize knowledge into fields of
action rather than into an exhaustive taxonomy.
The School has a full-time faculty of approximately
45, teaching about 500 students each year across four
disciplines. Approximately two-thirds of its students
are undergraduates, and approximately two-thirds are
architecture students. The most recent enrollment
trends are displayed below.
54
3.
4.
Streamline existing academic and administrative
processes. The School’s leadership is
methodically working to understand these
processes and subsequently revise them, with the
goals of fairness, efficiency, and transparency.
The processes will be based, when possible, on
national best practices.
Enhance the School’s teaching and research
offerings internationally by extending and
concentrating international efforts in the
Mediterranean basin, Asia, and Africa in
diaspora. To this end, a faculty member was
appointed to the Weedon Chair in Asian
Architecture, reinforcing efforts in Asia,
specifically China. In addition, a visiting faculty
member from New Delhi served as the Shure
Professor. His exhibit, Golconde, demonstrated
the power of early modernism in an Indian
context. Following this extended effort, he has
agreed to host a studio in New Dehli for the next
several years.
of applied technology through traditional coursework
and hands-on projects such as those done in the
Elmaleh Fabrications Lab or as part of the ECO-Mod,
ReCOVER, and Learning Barge projects.
The School of Architecture has a long history of
providing global education. In recent years, efforts
have resulted in faculty hired from China, Austria,
the Netherlands, and Spain, and faculty visiting from
Australia, Romania, and Egypt. Funded student
travel in this 12-month period includes trips to China,
New Dehli, and Barcelona. In addition, recent
symposia have introduced students to scholars from
every continent but Antarctica.
2014-15 Operating Budget
The School of Architecture is funded through a
traditional centralized target budget and selfgenerated grants, contracts, and private resources.
For 2014-15, 74 percent of the School’s operating
budget is from tuition and state general funds.
Private funds (endowment distribution, gifts, and
transfers from the School of Architecture
Foundation) represent 24 percent of funding, while
grants, contracts, and F&A constitute 2 percent.
5. Refine and implement Architectural Design
Thinking concentration. This concentration is
for students interested in interdisciplinary
problem solving through exploratory design
processes. The curriculum offers a strong core in
the design of the built environment while
offering broader studios and electives designed
to collaborate across the University. The degree
is listed as B.S. Architecture with a
concentration in design thinking.
As one of the University’s smallest schools, and
given the studio tradition, Architecture students form
deep, life-long bonds with each other and with their
professors during their time at the University. In the
School of Architecture, many students work around
the clock to accomplish demanding comprehensive
assignments, and faculty and staff work to honor their
commitment. Students often arrive with a passion to
serve, and courses organized around community
engagement, such as the recent all-school Rivanna
River competition, satisfy this desire. Alumni
outreach is robust, and the School’s alumni are fully
engaged in supporting each other and young
graduates.
The School of Architecture’s 2014-15 operating
budget (see page 57 ) is $11.7 million, with the
primary spending initiatives being faculty
compensation (52 percent), staff salaries and wages
(19 percent), and GTA/ GRA stipends and graduate
fellowship support (13 percent).
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state or
the Board of Visitors.
The below graph demonstrates the average
Architecture faculty salary as compared to the 60th
and 75th percentile of AAU peers.
All the disciplines housed in the School of
Architecture are considered STEM [science,
technology, engineering, and mathematics] subjects,
and the School works to advance this understanding
55
MAJOR BUDGET UNIT OVERVIEWS
among the first to offer a newly-conceived Ph.D.
for the 21st century.
MAJOR BUDGET UNIT OVERVIEWS
In 2014-15, the School will examine how to
streamline current processes to maximize available
resources to meet the research and instructional goals
outlined above. Additionally, the School will be
evaluating new revenue sources and improving
recruitment efforts to increase enrollment. The
School is in the final stages of hiring the Deshong
Professor in Design and Health and will be moving
forward with expanding the collaborative efforts of
the center and further integrating the concepts into
the curriculum. The School will continue to devote
the efforts of faculty and staff towards the
implementation of the Ph.D. in the Constructed
Environment program.
Capital Plan
The School of Architecture has no current or upcoming
capital projects planned.
56
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1565 MBU: AR-Architecture School
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
41.3
4,822,730
0.3
26,000
0.9
110,831
3.5
651,988
‐
‐
‐
‐
46.0
5,611,549
18.9
1,412,283
0.3
16,000
‐
‐
2.0
157,000
0.1
5,550
‐
‐
21.3
1,590,833
Wages and benefits
‐
637,621
‐
60,000
‐
‐
‐
20,000
‐
5,400
‐
‐
‐
723,021
GTA/GRA
‐
30,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
30,000
60.2
‐
6,902,634
1,061,883
0.6
‐
102,000
154,000
0.9
‐
110,831
49,805
5.5
‐
828,988
677,897
0.1
‐
10,950
307,978
‐
‐
67.3
‐
7,955,403
2,251,563
‐
690,538
‐
‐
‐
‐
‐
646,250
‐
‐
‐
‐
‐
1,336,788
60.2
40.9
1,752,421
8,655,055
5,197,763
0.6
0.3
154,000
256,000
25,000
0.9
0.3
49,805
160,636
46,192
5.5
3.5
1,324,147
2,153,135
654,988
0.1
2.0
307,978
318,928
205,242
‐
‐
67.3
47.1
3,588,351
11,543,754
6,129,185
19.9
1,536,461
0.3
15,000
‐
‐
2.0
160,000
1.0
75,861
‐
‐
23.1
1,787,322
‐
398,553
‐
50,000
‐
‐
‐
20,000
0.0
5,400
‐
‐
0.0
473,953
1.3
125,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
1.3
125,000
62.0
‐
7,257,777
678,735
0.6
‐
90,000
144,000
0.3
‐
46,192
47,471
5.5
‐
834,988
677,200
3.0
0.0
286,503
231,628
‐
‐
71.5
0.0
8,515,460
1,779,034
‐
766,613
‐
‐
‐
‐
‐
676,250
‐
‐
‐
‐
‐
1,442,863
62.0
1,445,348
8,703,125
0.6
144,000
234,000
0.3
47,471
93,663
5.5
1,353,450
2,188,438
0.0
3.0
231,628
518,131
0.0
71.5
3,221,897
11,737,357
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
57
SCHOOL OF CONTINUING AND PROFESSIONAL
STUDIES
MAJOR BUDGET UNIT OVERVIEWS
SCPS serves nearly 6,000 students (unduplicated
headcount) each fiscal year. Over the past decade,
an increasing number of public, private, and forprofit schools have entered into the academic
outreach market. This increased competition has
contributed to a continuous decline in SCPS’s offGrounds credit enrollments; also contributing to the
decline in enrollments are budget cuts to SCPS and
the Curry School of Education and eroding local
support for K-12 educators seeking graduate degrees.
As of fall 2013, SCPS no longer administered Curry
degree programs or courses. However, SCPS
continues to deliver a small portfolio of academic
programs for K-12 educators that are requested by
the K-12 market but not offered through Curry.
Although SCPS has experienced declines in credit
registrations, some of these declines generally have
been offset by increases in non-credit programming
and tuition rates.
The following graphs show the trends in SCPS’s
annual enrollment and total revenues.
Annual Total Revenues
$20,000,000
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
2003‐04
2004‐05
2005‐06
2006‐07
2007‐08
2008‐09
2009‐10
2010‐11
2011‐12
2012‐13
Overview of Operations
The School of Continuing and Professional Studies
(SCPS) responds to the academic and professional
needs of adult learners for useful knowledge. SCPS
operates seven regional outreach centers located
throughout the Commonwealth of Virginia. Each of
these centers offers noncredit and credit professional
development and certificate programs. Additionally,
SCPS offers a part-time Bachelor of Interdisciplinary
Studies (BIS) degree program in Charlottesville, as
well as other sites, in partnership with Tidewater
Community College and Northern Virginia
Community College (NVCC). In 2012-13, SCPS
expanded the BIS program to NVCC’s Loudoun
campus and to the residents of the Greater Richmond
region.
In addition to academic offerings, SCPS operates a
conference center, a satellite uplink facility, and a
television studio.
Strategic Direction
SCPS has implemented a set of guiding principles to
ensure that resource commitments are aligned to
support the School’s mission, the University’s
Cornerstone Plan, and the Commonwealth’s TJ21
priorities. Given this context, faculty and staff will
be initiating a process to review and refine SCPS’s
strategic plan to ensure tighter alignment with these
important planning documents.
SCPS has developed and implemented a multi-year
program review calendar, which enables SCPS to
evaluate the curriculum, courses, and faculty of its
programs and, ultimately, to identify strategic
priorities and drive resource allocations. In order to
effectively complete the program reviews and
improve decision-making, processes and systems
have been implemented to become more data driven.
Data is analyzed from the enrollment funnel,
including data associated with inquiries, prospects,
applicants, enrolled students, matriculated students,
students on leave, and so forth. SCPS also analyzes
(1) student retention rates for existing programs; (2)
assessments of marketing activities and investments;
and (3) fiscal reporting by program.
An integral part of SCPS’ strategic planning has been
the implementation of cross-functional teams to
complete program analyses for about 20 academic
programs. The results of these reviews have
enhanced curriculum, will drive resource allocations
and reallocations in 2014-15, and allowed SCPS to
classify its “brand-building” academic programs as
Tier 1, Tier 2, or Tier 3 programs. Resources will be
58
Key programs that will be supported from additional
resources reallocated through these efforts include
the Bachelor of Professional Studies - Health
Sciences Management (BPHM) undergraduate
degree program, Business and Professional graduate
and undergraduate certificate programs, and
continuance of professional education programs in a
variety of fields (Environmental Management, K12,
and Higher Education) for Chinese professionals
through the Triway International Group.
SCPS’s Strategic Marketing Plan encompasses
tactical efforts that continue to build upon the SCPS
web presence, as well as commitments to
publications, engagement communications, and
recruitment advertising. The plan focuses on both
single-year and multi-year approaches that allow for
ongoing tactics that continue to demonstrate return on
investments, while allowing for the introduction of
new efforts that can be tested and evaluated before
further expenditure investments are made.
Performance metrics for the marketing and
communications efforts include: web analytics, due
to a robust set-up of Google Analytics; tracking of all
print and electronic recruitment advertising;
measuring click-thru rates of electronic marketing
and communications efforts; and survey data from
prospective and current students.
Another data collection and analysis initiative to
support strategic decision-making has been the
development and implementation of an Outreach and
Contracts Database system. This is the system of
record for tracking and reporting of contacts and
opportunities with SCPS’s clients and is used to
generate and track the status of revenue contracts.
This system assists SCPS in providing reports of
revenues as well as clients and students served.
Also supporting strategic planning and program
initiatives is the new Chart of Accounts, which
provides financial information and reporting by
program, program area, and location.
SCPS is uniquely poised to assist the University in
contributing to the HEOA goal to award an additional
100,000 degrees over the next 15 years through
expanding its BIS degree program. Beginning fall
2012, SCPS expanded delivery of the BIS program to
the Richmond metropolitan area and its partnership
with NVCC by delivering the program to students at
the NVCC Loudoun campus. SCPS has begun
discussions to continue to expand the BIS offering at
others areas within the state, including responding to
interest from Thomas Nelson Community College to
bring the BIS degree program to its adult students in
the Williamsburg area once academic approvals are
completed.
SCPS has responded to the Medical Center’s demand
for bachelor-credentialed health science professionals
by developing a new BPHM degree program in
conjunction with Piedmont Virginia Community
College (PVCC) and other community colleges
throughout the Commonwealth. SCHEV approval
was received in January 2014, and the initial cohort
will matriculate in spring 2015. This program will
support the HEOA and the University’s six-year plan.
SCPS continues to offer noncredit, customized
education programs and professional training at its
seven regional outreach centers, including its center
at the Southwest Virginia Higher Education Center.
Furthermore, SCPS is continuing its strategic
partnership with China to provide customized
professional development programs for visiting
higher education faculty and working professionals.
2014-15 Operating Budget
SCPS’s primary revenue source is the tuition and fees
generated by its regional outreach centers. The
School has a hybrid budget model, with a portion of
funds allocated from the University and a portion
directly related to tuition revenues generated, as
governed by a revenue-sharing agreement that has
been in place since 1998. Under the agreement,
SCPS shares in 90 percent of revenues collected in
excess of budget and also returns to the University 90
percent of any revenue shortfall.
Approximately 98 percent of the School’s operating
budget is funded from tuition and state general funds.
One percent of the operating budget is funded from
local sales and services, with the remainder from
grants and contracts, private funds, and auxiliary
activities.
59
MAJOR BUDGET UNIT OVERVIEWS
allocated accordingly amongst these priorities and in
a manner that will increase enrollment growth
through allocation of marketing resources,
administrative support of the programs, program
delivery changes, academic content changes, etc. As
a result of these program reviews, up to 13 programs
have been identified for sun-setting or have been
retired, which will allow resources to be reallocated
to grow enrollments in Tier 1 and Tier 2 programs
and/or to develop new or emerging programs over the
next several years. SCPS’s program review is a
multi-year effort and will involve review of
additional programs and reassessment of
recommendations and results during 2014-15 and
beyond.
Board of Visitors Capital and Operating Reserves
Policy.
MAJOR BUDGET UNIT OVERVIEWS
SCPS’s 2014-15 operating budget (see the following
page) totals $13.1 million, of which approximately 77
percent relates to faculty and staff compensation.
SCPS has unique costs due to its statewide operation,
which include lease payments for regional outreach
centers and travel costs to provide services at each of
the seven centers.
Primary spending initiatives for 2014-15 represent
the direct educational costs of SCPS programs and
the supporting administrative costs for these
programs and the School. The 2014-15 budget
includes additional resources to support outreach
staff; enrollment growth in the BIS degree program;
additional resources to grow Business and
Professional Development academic programs; and
development of online versions of current courses in
order to provide additional opportunities for adult
learners across the entire state. These additional
investments are critical to fund SCPS’s strategic
priorities and to expand SCPS’s academic portfolio.
The budget reflects support to the implementation of
the BPHM in partnership between the UVA Medical
Center, PVCC, and other community colleges
throughout the Commonwealth.
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state or
the Board of Visitors.
SCPS anticipates up to $457,000 of advertising and
media expenses will be paid from non-recurring
funds.
Capital Plan
SCPS currently does not have any capital projects on
the Major Capital Projects Plan. The School maintains
a reserve associated with its satellite transmission
auxiliary; this reserve has been established as a
replacement fund for the future maintenance and/or
replacement of satellite technology. The operating
reserve for the satellite transmission auxiliary is
projected to have a balance at June 30, 2014 of
$1,000,000, which exceeds the requirement of the
60
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1915 MBU: CP-School of Cont/Prof Studies
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
22.1
2,942,407
0.2
9,981
‐
‐
‐
‐
1.0
116,060
‐
‐
23.3
3,068,448
65.5
4,732,898
0.2
10,519
‐
‐
‐
‐
1.6
102,422
0.3
18,516
67.4
4,864,355
Wages and benefits
‐
2,768,937
‐
24,382
‐
‐
‐
‐
‐
341,070
‐
‐
‐
3,134,389
GTA/GRA
‐
1,400
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,400
87.6
‐
10,445,642
4,980,567
0.4
‐
44,882
73,469
‐
74,038
‐
700
2.6
‐
559,552
135,524
0.3
‐
18,516
38,271
90.8
‐
11,068,592
5,302,569
‐
79,518
‐
‐
‐
‐
‐
82,600
‐
‐
‐
‐
‐
162,118
‐
‐650,089
‐
‐
‐
‐
‐
‐
‐
‐45,000
‐
‐7,000
‐
‐702,089
87.6
26.2
4,409,996
14,855,638
3,127,391
0.4
‐
73,469
118,351
‐
‐
74,038
74,038
‐
‐
83,300
83,300
‐
2.6
0.1
90,524
650,076
6,870
0.3
‐
31,271
49,787
‐
90.8
26.2
4,762,598
15,831,190
3,134,261
66.2
4,752,320
‐
‐
‐
‐
‐
‐
0.4
22,354
0.5
42,272
67.1
4,816,946
‐
2,134,640
‐
39,220
‐
‐
‐
‐
‐
25,440
‐
‐
‐
2,199,300
‐
15,550
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
15,550
92.4
‐
10,029,901
3,101,447
‐
39,220
30,501
‐
‐
‐
1,000
0.5
‐
54,663
102,550
0.5
‐
42,272
38,270
93.4
‐
10,166,056
3,273,768
‐
79,518
‐
‐
‐
‐
‐
67,000
‐
‐
‐
‐
‐
146,518
‐
‐408,769
‐
‐
‐
‐
‐
‐
‐
‐45,000
‐
‐7,000
‐
‐460,769
92.4
2,772,196
12,802,097
68,000
68,000
0.5
57,550
112,213
0.5
31,270
73,542
93.4
2,959,517
13,125,573
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
30,501
69,721
61
MAJOR BUDGET UNIT OVERVIEWS
SCHOOL OF ENGINEERING AND APPLIED
SCIENCE
Overview of Operations
Founded in 1836, the University of Virginia School
of Engineering and Applied Science (SEAS)
combines excellence in undergraduate and graduate
studies in a robust research institution with
educational opportunities in nine academic
departments. These departments are biomedical
engineering; chemical engineering; civil and
environmental engineering; computer science;
electrical and computer engineering; engineering and
society; materials science and engineering;
mechanical and aerospace engineering; and systems
and information engineering. In addition to
engineering, the undergraduate program offers
courses in ethics, mathematics, business,
entrepreneurship, and the humanities. The program
also places great emphasis on leadership and service.
Faculty and graduate student research addresses
societal challenges, including creation of a
sustainable future, improved health, cyber and
physical infrastructure, and personal and societal
security. This research is often conducted in
collaboration with the University's other schools.
The SEAS has 138 tenured and tenure-track faculty,
50 non-tenure-track instructional and research
faculty, 83 research professionals, a professional staff
of 126, and an on-grounds and off-grounds student
body of 2,612 undergraduates and 656 graduate
students.
The SEAS is ranked by U.S. News & World Report in
the top 40 among engineering schools in the U.S.
overall and in the top 25 among engineering schools
within public institutions.
Strategic Direction
The SEAS strategic plan advances many of the
University’s strategic objectives as outlined in The
Cornerstone Plan, and also supports the objectives of
the Commonwealth of Virginia’s Higher Education
Opportunity Act and Top Jobs Act.
The SEAS has always been highly committed to a
student education that delivers new levels of student
engagement through hands-on learning, global
experiences, and the opportunity to engage in
collaborative and self-directed research. Engineers
learn by doing; and by promoting a high-impact
educational experience, the SEAS students leave the
University much better prepared to take on the
challenges of the 21st century. The recognized value
of an engineering degree from the SEAS is reflected
in the significant growth in applications to the
School. A total of 642 first-year students enrolled in
the SEAS in the fall of 2013.
High-Impact Experiential Programs
The SEAS aspires to offer every undergraduate
student the opportunity to participate in a sustained,
high-impact experience before they graduate. This
will enable students to do such things as conduct
independent research in tissue engineering, undertake
a service project related to water and sanitation in
South Africa, or study engineering in Madrid. These
experiences improve student learning, retention, and
engagement. They expand students' understanding of
how technical problem solving relates to, impacts,
and is influenced by, societal needs and cultural
norms.
International Experiences
Engineering is a global activity; there is a good
chance that all Engineering School graduates will be
employed with a global company or will be involved
with people of other nations and cultures. The
SEAS’s Office of International Programs is engaged
with developing all types of international experiences
such as study abroad programs, summer internships,
January Term programs, and other special programs.
Approximately 20 percent of the undergraduate
62
Undergraduate Student Participation in Research
The opportunity for undergraduate students to
participate in research is a requirement for top-ranked
engineering schools. All SEAS students are
encouraged to conduct research either independently
or as part of the research program of a faculty
member at some point during the student’s
undergraduate experience. The opportunity for
participating in a research experience is enhanced
because of the undergraduate thesis requirement of
every SEAS student. This thesis requirement
contains all of the attributes of a good research
experience including a proposal, a background study,
a technical paper, presentations, and the actual
conduct of experiments. It has been determined by
experience that the best mechanism for an
undergraduate student to get into a top graduate
school is for the student to participate in the research
program of a SEAS faculty member.
Graduate Student Experience
The SEAS is committed to a larger graduate student
body and an outstanding graduate student experience.
For its graduate students to lead in their chosen field,
whether in academia or industry, the School must
provide a thriving, competitive environment that
values and encourages internationally-recognized
scholarship. The environment should stimulate
connections across the SEAS, the University, and
beyond. A larger, better connected, and more
productive graduate student body will increase the
School’s research and scholarly productivity, provide
support for its undergraduate program, and enhance
the visibility and reputation of the School.
Strengthening the University’s Capacity to Advance
Knowledge
Over the next decade, faculty size will increase to about
170 tenured and tenure-track, and productivity will
increase to offer larger, more effective educational
programs at both the undergraduate and graduate levels.
The additional faculty will also enable the SEAS to
continue expanding collaborative research programs of
significant benefit to society, and to promote universitybased collaborative research that produces outside
investment in Virginia and fuels economic advances.
The Commonwealth Center for Advanced
Manufacturing (CCAM) is a partnership between
Virginia’s leading engineering schools and industrial
partners. The CCAM is an applied research center
that bridges the gap between fundamental research
typically performed at universities and product
development routinely performed by companies. The
CCAM accelerates the transition of research
innovation from the laboratory to commercial use.
The CCAM is the only collaboration of its kind in
North America and it promises its member
companies significant business benefits. By pooling
resources to pursue university research authorized by
member companies, the CCAM increases the value
of the R&D dollar. R&D risks and costs are shared
by members – away from live production floors – and
research results are shared with all members,
allowing each company to capitalize on new,
breakthrough developments that emerge from the
CCAM’s research.
The Commonwealth Center for Advanced Logistics
Systems (CCALS) is a partnership with Longwood
University, Virginia State University and others. The
CCALS is a unique collaboration between industry,
government and universities designed to deliver
transformational improvements to logistics systems.
The CCALS will develop solutions that significantly
improve the ability to move goods and services from
the point of creation to the point of consumption.
The research focus of the CCALS is on the integrated
logistics system and its economic cost and
dependability. The underlying technologies that will
be used and developed to support the CCALS
research focus include modeling and simulation, and
global public policies and practices.
The Department of Civil and Environmental
Engineering continues to collaborate with the
Virginia Center for Transportation Innovation and
Research (VCTIR), an initiative of the Virginia
Department of Transportation (VDOT). The VCTIR
is one of the nation’s leading transportation research
centers. The University of Virginia benefits from the
partnership through the use of the VCTIR’s state-ofthe-art labs and equipment, teaching expertise of the
VCTIR’s scientists, and financial support for the
School of Engineering and Applied Science’s faculty
and students. The VDOT, in turn, gains from the
broad array of academic resources at U.Va. that can
be applied to the complex problems and issues that
characterize transportation in the 21st century.
The Curry-SEAS Engineering Education Initiative
works to stimulate regular dialogue between the
Engineering School and the Curry School. The
Curry-SEAS Initiative sponsors speakers, brown-bag
seminars, and working groups to discuss topics of
mutual interest ranging from research funding
opportunities to cooperative training and instructional
pursuits. These meetings focus around engineering
education at the PK-12 levels, the undergraduate
63
MAJOR BUDGET UNIT OVERVIEWS
student body uses the resources of the International
Office.
experience, and informal and continuing educational
contexts.
The Department of Biomedical Engineering was
established as a joint program between the School of
Medicine and the School of Engineering and Applied
Science. The department is home to a Wallace H.
Coulter Foundation Translational Partnership Award,
which draws on the joint strengths of the School of
Engineering, School of Medicine, Darden School of
Business, and Health Sciences Center around
engineering education at the PK-12 levels, the
undergraduate experience, and informal and
continuing educational contexts.
MAJOR BUDGET UNIT OVERVIEWS
2014-15 Operating Budget
The SEAS is funded through a traditional centralized
budget target and self-generated grants, contracts,
and private resources.
For 2014-15, 45 percent of the School’s operating
budget is funded from grants, contracts, and F&A
distributions. Approximately 46 percent is provided
from tuition and state general funds, while private
funds (endowment distribution, gifts, and funds
transferred from the Engineering Foundation)
represent 8 percent of the budget.
Funding nearly half of the School’s operations, grants
and contracts, along with the accompanying return of
F&A cost recoveries, are a critical source. The
following graphs demonstrate grant and F&A support
to the SEAS, as well as the diversity of sponsors.
The School’s 2014-15 operating budget (see page 66) is
$93.1 million; the primary spending initiatives are
faculty compensation (41 percent), GTA/ GRA stipends
and graduate fellowship support (18 percent), and staff
salaries and wages (13 percent).
The School’s 2014-15 operating budget includes an
allocation of $1,326,716 related to fall 2014 enrollment
growth. The School’s budget also includes an
allocation of $318,000 to support the hiring of two new
faculty, which was committed as a part of the dean’s reappointment. Funding will be allocated to the target
budgets for compensation adjustments as authorized by
the state or the Board of Visitors.
Recruiting and retaining faculty will be a continued
emphasis, in compensation as well as start-up packages.
The below graph demonstrates the average SEAS
faculty salary as compared to the 60th and 75th percentile
of AAU peers.
64
MAJOR BUDGET UNIT OVERVIEWS
The following graph illustrates the School’s
student:faculty ratio over the past several years.
Capital Plan
Construction was completed for the SEAS Student
Projects Facility, Lacy Hall (shared with Facilities
Management shop space), and was fully occupied by
students in the fall of 2013. Lacy Hall provides a space
that links an engineering student’s desire to be hands-on
with the opportunity to be hands-on.
Currently, projects on the long term Capital Program
include the renovations of Thornton Hall D-Wing and
B-Wing ($27 million) and a placeholder for a new lab
building possibly shared with the College of Arts &
Sciences ($147 million). All projects on the longterm plan are proposed to be funded from state
general funds or a combination of state general funds
and gifts.
65
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1665 MBU: EN-Engr School
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
143.9
19,841,608
105.4
11,490,015
1.1
307,584
15.4
2,795,545
‐
‐
‐
‐
265.7
34,434,752
67.8
4,796,891
55.3
2,665,219
‐
‐
3.8
183,378
‐
‐
‐
‐
126.9
7,645,488
‐
672,502
‐
2,413,308
‐
‐
‐
461,976
‐
‐
‐
‐
‐
3,547,786
20.1
1,342,144
94.1
5,544,875
‐
‐
6.9
439,130
‐
‐
‐
‐
121.0
7,326,149
231.8
‐
26,653,145
12,507,900
254.8
‐
22,113,417
16,341,115
1.1
‐
307,584
158,822
26.0
‐
3,880,029
1,788,909
‐
630,080
‐
‐
513.6
‐
52,954,175
31,426,826
0.0
5,138,004
‐
2,991,797
‐
‐
‐
1,253,815
‐
‐
‐
‐
0.0
9,383,616
Central Assessment
‐
837,455
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
837,455
Internal Debt Service
Transfers
‐
66,420
‐
‐
‐
‐
‐
950,000
‐
‐
‐
‐
‐
1,016,420
‐
‐
‐
1,500
42,665,817
95,619,992
38,414,333
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Central Assessment
Internal Debt Service
Subtotal
MBU Totals
‐
1,500
‐
‐
‐
‐
‐
‐
‐
0
0.0
231.8
162.4
18,551,279
45,204,424
23,761,557
254.8
104.4
19,332,912
41,446,329
11,758,211
1.1
0.1
158,822
466,406
15,753
26.0
15.4
3,992,724
7,872,753
2,878,812
‐
630,080
630,080
‐
‐
‐
0.0
513.6
282.3
76.2
5,645,596
55.3
2,718,521
‐
‐
3.8
187,046
‐
‐
‐
‐
135.3
8,551,163
‐
657,200
‐
2,413,308
‐
‐
‐
461,976
‐
‐
‐
‐
‐
3,532,484
20.1
1,447,200
94.1
5,544,875
‐
‐
6.9
439,130
‐
‐
‐
‐
121.0
7,431,205
258.8
‐
31,511,553
5,783,817
253.8
‐
22,434,915
16,338,132
0.1
‐
15,753
158,822
26.0
‐
3,966,964
1,788,909
‐
215,029
‐
‐
538.6
‐
57,929,185
24,284,709
0.0
5,035,861
‐
2,991,797
‐
‐
‐
1,230,919
‐
‐
‐
‐
0.0
9,258,577
‐
691,869
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
691,869
‐
‐
‐
‐
‐
‐
‐
919,483
‐
‐
‐
‐
‐
919,483
0.0
258.8
11,511,547
43,023,100
253.8
19,329,929
41,764,844
0.1
158,822
174,575
26.0
3,939,311
7,906,275
0.0
538.6
35,154,638
93,083,823
66
215,029
215,029
SCHOOL OF LAW
2014-15 Operating Budget
Financial self-sufficiency was first endorsed by the
Board of Visitors in 1995 and formalized by
memorandum of understanding in 2002. As a
financially self-sufficient school, the Law School
retains its tuition revenues, receives a small subsidy
for each in-state student (the University and the Law
School split the cost of the differential between instate and out-of-state tuition), and is responsible for
generating sufficient revenues to cover all of its
operating and capital expenditures. Under selfsufficiency, other than the in-state student subsidy
($622,000 in the 2014-15 budget), the only central
allocations to the Law School are $105,000 from
state general funds for financial aid to in-state
students and $130,000 from private funds for
financial aid.
Approximately 89 percent of the School’s operating
budget is funded from tuition, 10 percent from gift
and endowment distributions (including transfers
from the Law School Foundation), and the remainder
from grants and contracts and other sources.
The Law School instills in its students a commitment
to leadership, integrity, and community service. The
Law School is known for its collegial environment
that bonds students and faculty, and student
satisfaction is consistently cited as among the highest
in American law schools. At the University, law
students share their experiences in a cooperative
spirit, both in and out of the classroom, and build a
network that lasts well beyond their time at the
University.
Strategic Direction
The Law School’s strategic goals for 2014-15
include:
1.
Maintaining the quality and diversity of its
student body while managing the challenges
presented by a substantial nation-wide decline in
applications to law schools;
2.
Continuing to improve faculty quality;
3.
Continuing to refine and improve the placement
services provided to students through the Career
Services and Public Service offices; and
4.
Managing leadership transitions in key student
services offices.
The Law School’s net tuition revenue is projected to
decline by 1.3 percent in 2014-15. Tuition and fees
for non-residents will increase by 3.6 percent; the
increase for returning residents will be 4.0 percent.
These are the second-lowest increases in almost 20
years. Tuition and fees for new resident students will
increase by 8.1 percent. Total enrollment is projected
to decline slightly.
The Law School’s 2014-15 operating budget (see
page 69) is $62.9 million, with approximately 60
percent spent on faculty and staff compensation. The
Law School is pleased with the progress that has been
made on improving its student:faculty ratio, so the
focus now is on maintaining, rather than increasing,
the relative size of the faculty.
67
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
Founded by Thomas Jefferson in 1819, the
University of Virginia School of Law is a worldrenowned training ground for distinguished lawyers
and public servants. Consistently ranked among the
top law schools in the nation, the Law School enrolls
approximately 1,050 students in a three-year J.D.
program, approximately 55 students in a one-year
L.L.M. program, and approximately 5 students in an
S.J.D. program. The following graph shows the Law
School’s enrollment trend for the J.D. program.
As a self-supporting school, the Law School is
required by the Board of Visitors Capital and
Operating Reserves Policy to have operating reserves
equivalent to three months of operating expenses.
Per the same policy, the Law School must
demonstrate annual capital expenditures or
contributions to capital reserves of at least 1.5 percent
of replacement value of buildings and equipment.
The Law School meets both requirements.
MAJOR BUDGET UNIT OVERVIEWS
The following graph shows the average Law School
salary as compared to the 60th and 75th percentile of
all AAU peers, which is a broader peer group than
the Law School uses internally to measure the
competitiveness of its compensation.
The Law School continues to face stiff competition
from its smaller group of top ten peer institutions for
first-rate faculty. Pursuant to the President’s plan,
the Law School will be aggressive in recruiting and
retaining talented faculty in the coming years.
Student financial aid and scholarships comprise
approximately 18 percent of the 2014-15 operating
budget.
Under the self-sufficiency agreement, the Law
School is directly responsible for building
maintenance and utilities. In addition, the School
returns 10 percent of tuition and fees ($5.4 million in
the 2014-15 budget) to the University to cover
overhead expenses. Remaining budgeted expenses
include library collections, equipment, and travel.
Capital Plan
The Law School has no projects on the Major Capital
Projects Plan.
68
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1620 MBU: LW-Law School
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
108.8
25,935,730
2.0
561,200
‐
‐
1.5
350,000
‐
‐
‐
‐
112.3
26,846,930
60.0
4,247,805
0.5
42,000
‐
‐
3.0
180,000
6.0
361,100
‐
‐
69.5
4,830,905
‐
4,314,000
‐
15,200
‐
‐
‐
155,000
‐
‐
‐
‐
‐
4,484,200
168.8
‐
34,497,535
8,231,228
2.5
‐
618,400
‐
‐
8,000
4.5
‐
685,000
500,000
6.0
‐
361,100
245,000
‐
‐
181.8
‐
36,162,035
8,984,228
Financial Aid
Central Assessment
‐
6,654,844
‐
‐
‐
‐
‐
4,771,169
‐
‐
‐
‐
‐
11,426,013
‐
5,468,430
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
5,468,430
Recoveries
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐229,100
‐
‐
‐
‐229,100
Transfers
‐
‐781,075
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐781,075
168.8
106.6
19,573,427
54,070,962
25,876,583
2.5
2.5
618,400
500,000
‐
8,000
8,000
‐
4.5
3.2
5,271,169
5,956,169
828,000
6.0
‐
15,900
377,000
‐
‐
‐
181.8
112.2
24,868,496
61,030,531
27,204,583
63.4
4,897,000
0.5
40,000
‐
‐
3.0
331,000
6.0
361,100
‐
‐
72.8
5,629,100
‐
4,717,000
‐
30,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
4,747,000
169.9
‐
35,490,583
8,741,500
3.0
‐
570,000
30,000
‐
8,000
6.2
‐
1,159,000
500,000
6.0
‐
361,100
245,000
‐
‐
185.1
‐
37,580,683
9,524,500
Financial Aid
Central Assessment
‐
6,762,844
‐
‐
‐
‐
‐
4,495,377
‐
‐
‐
‐
‐
11,258,221
‐
5,375,425
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
5,375,425
Recoveries
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐229,100
‐
‐
‐
‐229,100
Transfers
‐
‐621,875
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐621,875
169.9
20,257,894
55,748,477
3.0
30,000
600,000
6.2
4,995,377
6,154,377
6.0
15,900
377,000
185.1
25,307,171
62,887,854
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Subtotal
MBU Totals
8,000
8,000
69
SCHOOL OF MEDICINE
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
The School of Medicine (SOM), the tenth medical
school to be established in the United States, was
authorized by the Board at its first meeting in 1819.
The SOM was established in 1824 as one of the
University's original eight schools and opened in
March 1825. The first degree offered at the
University was the Doctor of Medicine in 1828. The
School’s primary mission mirrors that of the
University – to help people achieve healthy
productive lives and to advance knowledge through
education, research, and public service/patient care in
the medical sciences.
Education
The SOM is changing how medicine and science are
learned. Its innovative undergraduate medical
education Next Generation "Cells to Society”
curriculum eschews the traditional split of basic and
clinical sciences and, instead, employs an organ
system learning experience in which students learn
science in the context of its clinical application. The
approach uses the best evidenced-based models for
medical education to foster student learning. The
curriculum contains a careful balance of active and
experiential activities, clinical cases, problem-based
learning, small group and team-based experiences,
hands-on laboratories, self-directed learning, lectures,
and hospital- and community-based clinical
experiences. The SOM has established a
developmental approach to student assessment using
validated tests of student knowledge and skills to
ensure readiness for graduation and residency
education.
The graduate school curriculum for PhD students
similarly has been revamped to a more nimble and
modular approach to classes and increasing
opportunities to hone fundamental skills of oral and
written presentations, primary data evaluation, and
critique. The school’s primary PhD program is the
Biomedical Sciences (BIMS) Graduate Program, an
interdisciplinary graduate program designed to train
PhD candidates in becoming the next generation of
scientific leaders. The first-year curriculum launches
students into a “culture of learning” through highly
interactive and problem-based teaching modalities.
In parallel, students are offered a broad spectrum of
research opportunities from which they select a thesis
advisor and area of study. Throughout their tenure in
the BIMS program, students are exposed to state-ofthe-art technologies and collaborative science as
active members of research teams. Upon completion
of their degree, graduates choose traditional
postdoctoral positions in academia or industry, teach,
or pursue careers in government.
The following graph shows the enrollment trend for
medical students as well as basic medical sciences
graduate students.
The Department of Public Health Sciences is the
administrative and academic home of the Master in
Public Health and the Master in Clinical Research
degree programs granted through the University's
Graduate School of Arts and Sciences. The
department also offers a Graduate Certificate in
Public Health Sciences and an undergraduate degree
Global Public Health Major.
The Master in Public Health program is a nationally
accredited degree program that provides graduate
public health professional training in quantitative and
qualitative research methodologies; health policy,
law, and ethics; and translational and communityengagement strategies. The program focuses on the
competencies professionals need to improve the
health of individuals and populations, and has two
tracks, "Health Policy, Law. & Ethics," and
"Research in Practice." The individualized and
interdisciplinary curriculum includes courses in the
five core areas of public health and a wide range of
interdisciplinary courses. Students complete a
minimum of 42 credit hours of course work: core
courses, courses in a chosen track, a field placement
in a community health setting, and a culminating
experience project. The following dual degrees
options are available: MD-MPH, JD-MPH, MBAMPH and MPP-MPH. Graduates are prepared for a
variety of positions in health care and research,
community health, and health policy.
The Master of Science Program in Clinical Research
(MS-CR) in the Department of Public Health
Sciences is an interdisciplinary graduate degree
program that provides training to health and medical
professionals who desire and need quantitative and
70
Another central activity of the school is resident
education, also known as graduate medical education.
This is the continued training of future physicians
who have graduated from medical school but have
not yet achieved independence within a specialty.
The Health System has approximately 720 physician
residents and fellows participating in 100 training
programs, plus approximately 60 non-physician
residents (e.g., chaplains, dentists).
The Office of Continuing Medical Education of the
SOM/Health System is an ACCME (Accreditation
Council for Continuing Medical Education)
accredited sponsor of continuing medical education
(CME) for physicians and other health professionals.
U.Va.-sponsored CME programs include specialty
and sub-specialty departmental conferences; special
seminars; international, national, and regional
meetings; activities developed with other
organizations and specialty societies; mini-fellowship
opportunities; and enduring materials (self-paced
learning). Through the CME program and the Center
for Telehealth, U.Va. offers access to educational and
clinical resources for physicians, other health
professionals, and patients, regardless of geographic
location.
Access to knowledge, both traditional and in
increasingly new forms and technologies, is essential
for the research, education, and patient care missions
of the Health System. The Claude Moore Health
Sciences Library (HSL) monitors and seeks out
potentially important trends and makes them
available to the community through education, handson experience, or general awareness. Information
about changing publication impact metrics, access to
innovative education material, and data management
resources are examples of expertise that librarians
provide for the Health System. By forming
collaborative relationships, such as providing a home
for the Bioinformatics Core, the HSL becomes a
nexus of knowledge-based services. The HSL plays
a role in stimulating collaboration by providing
useful spaces, seating, and equipment that offer a
fruitful and attractive environment for reflection and
interaction.
Patient Care
The SOM, with its partners in the Health System,
provides excellence, innovation, and superlative
quality in the care of patients, the training of health
professionals, and the creation and sharing of health
knowledge. SOM faculty are innovators in offering
new treatments to patients, bringing research
breakthroughs to patient care, harnessing new
technologies to reach out to underserved populations,
and restructuring clinical approaches and facilities to
better meet patients’ needs. Revenue from the
clinical mission provides necessary support for the
education and research missions – which, in turn,
provide the physicians with knowledge and new and
more effective treatments in the clinical arena.
Research
Research at the SOM is based on a collaborative
model and built around multidisciplinary teams of
basic and clinical scientists who are organized to
answer disease- or organ-based problems. This
approach builds upon the strength of the basic
science departments, three of which rank among the
top 10 in the nation in National Institutes of Health
funding, and on several areas of research excellence
within the clinical departments. The School ranks
#26 in the Spring 2014 U.S. News & World Report
annual rankings of research medical schools.
Discoveries being made in these laboratories fuel a
translational research effort aimed at bridging the gap
between bench and bedside and translating promising
laboratory findings rapidly into clinical applications
for patients in the Medical Center and wherever
medicine is practiced. As an example of this effort,
Dr. Christopher Kramer is studying how to develop
better risk predictors for hypertrophic
cardiomyopathy with the long-term goal of enabling
more focused therapies. He is co-principal
investigator of a consortium of institutions, led by
71
MAJOR BUDGET UNIT OVERVIEWS
analytic skills in patient-oriented and translational
research, as well as more traditional clinical
investigation. Using an interdisciplinary blend of
biostatistics, epidemiology, clinical trial design,
medical informatics, and health services research, the
MS-CR program equips clinical researchers with the
statistical and data management tools needed to
conduct translational clinical and comparative
effectiveness studies in medical care.
MAJOR BUDGET UNIT OVERVIEWS
U.Va., which has received a $14.4 million NIH grant
for this research. Another example is the alliance
formed by the Cardiovascular Research Center with
pharmaceutical company AstraZeneca to promote
novel discovery research and the translation of
important findings to humans. AstraZeneca helps to
fund U.V. scientists doing key research related to
coronary artery disease, heart failure, diabetic
nephropathy, and islet cell health..
Strategic Direction
The Decade Plan is a planning effort implemented in
2002 as a collaboration of the SOM, the Medical
Center, the University Physician’s Group (UPG), the
HSL, and the School of Nursing. It provided the
framework for “Move as One,” a consolidated initiative
that focuses on Health System-wide collaboration for
development and innovation in areas such as patient
service, translational research, professionalism in
teaching, and service to the community. Under this
umbrella, clinical strategic plan has been developed
with a focus on advancing the care provided to patients
through exceptional medical skill, the most advanced
medical technology, and greater access to U.Va. health
professionals through community outreach activities
and increasing clinical activities on Grounds.
The SOM has undertaken a comprehensive academic
planning effort with the consulting services of Navigant.
The planning process is expected to continue through
June 2014 and will link the academic plan to the Health
System clinical strategy. Implementation of the plan
will begin immediately.
In 2013-14, progress was noted in several important
areas:




The SOM, Medical Center, and UPG
collaborated on a Gallup survey to assess the
level of employment engagement. The survey
results are leading to positive revisions in the
ways in which teams, supervisors, and
employees interact.

The SOM, UPG, and Medical Center
collaborated to develop and implement a
streamlined clinical faculty hiring process. The
new process has been redesigned to increase
satisfaction for clinical faculty and staff working
to hire them, reduce cycle time from 72 to 25
business days, and reduce defects and rework.

The recently formed SOM Diversity Consortium
has developed a strategic plan and has begun
implementing steps to foster a diverse SOM
faculty.

The SOM purchased 560 Ray C. Hunt Drive,
which will be the Ivy Clinical and Translational
Research Building. The Ivy Building will house
the Virginia Center for Translational and
Regulatory Sciences, several multidisciplinary
research teams, and a clinical research unit.
The Fund for the Future, established in 2007-08
through agreement between the Medical Center and
the SOM, has provided a mechanism for the Medical
Center to invest directly in the SOM. Actual and
planned disbursements from the Fund through the
remainder of 2013-14 and current outstanding
commitments include:
Anticipated Funding From SOM Funds for the Future (in
Millions )
The fourth year of the Next Generation
curriculum was implemented.
A new director of the Cancer Center was hired.
Thomas Loughran, Jr., MD, has extensive
experience as a researcher and clinician, and he
brings an impressive team who will extend the
SOM’s capacity in trials, population studies,
immunology, and other areas related to curing
and treating cancer.
Department of Medicine Block Grant Support
($5M)
$4.90
Cancer Center Director Package ($5.0 Million)
$4.60
Microbiology chair package ($6.7 Million)
$4.75
Public Health Sciences chair package ($3
Million)
$3.00
Jordan Hall HVAC Renovation & Contingency
The SOM collaborated with its Health System
partners to launch Well Virginia, an accountable
care organization. Well Virginia will emphasize
primary care, prevention, and wellness through
seamless coordination of care, the timely and
accurate sharing of information, and effective
transitions of care across the healthcare
continuum.
Department of Surgery Chair Renewal
$0.70
Radiology Research Infrastructure Support
$0.70
Biochemistry Chair Package
$0.40
Medical Education Building Debt Service
$1.57
Cyclotron Renovations
$0.30
Orthopaedics
$0.20
Total
72
$24.80
$45.92
2014-15 Operating Budget
The SOM operating budget, which is consolidated in
the University budget, excludes clinical operations
and is funded through a traditional centralized budget
target and self-generated grants, contracts, and
private resources.
Excluding the UPG clinical operations, the SOM’s
2014-15 operating budget (see page 75) is $267.7
million. The primary spending initiatives are faculty
compensation (41 percent), other than personal
services, net of recoveries (35 percent), staff salaries
and wages (20 percent), and GTA/ GRA stipends and
graduate fellowship support (7 percent).
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state or
the Board of Visitors.
The recent trend in F&A generated by the School is
exhibited below:
As part of the clinical strategy, the SOM and Medical
Center are jointly investing in the Clinical Centers of
Excellence, clinical research programs, and in
clinical research infrastructure.
The SOM’s planned investments of over $50 million
in VCTRS and the Ivy translational research center
support the goals to right-size its research portfolio
and enhance its basic science –translational
partnerships. These investments are funded primarily
from endowments and restricted gifts.
The SOM plans to invest $5 million over the next
four years in clinical outreach initiatives and an
additional $1 million in the year thereafter.
If the clinical operations of the UPG are included, the
funding picture of the SOM changes dramatically.
The below chart demonstrates that when clinical
operations are included, clinical operations are the
primary funding source of the SOM (53 percent). In
this view, grants, contracts, and F&A recoveries
generate 25 percent; private resources comprise 13
percent; and tuition and state general funds provide 9
percent.
The SOM is providing the Department of Medicine
with $5 million over three years beginning with fiscal
year 2014, which will be matched with a contribution
from the Medical Center. This strategic investment
in the Department of Medicine will support the goals
of expanding the School’s clinical footprint.
Finally, the SOM and Medical Center faculty and staff
are all committed to achieving improved quality and
safety rankings. Most notably, the department chairs
pledged to put their chair support funding from the
School and the Medical Center at risk, contingent on the
achievement of specific quality (Q17) goals by each
department. The School and Medical Center have
collectively pledged an additional $1.05 million towards
this initiative.
73
MAJOR BUDGET UNIT OVERVIEWS
For 2014-15, 52 percent of the SOM operational
budget, exclusive of clinical operations, is funded
from grants, contracts, and F&A distributions.
Approximately 28 percent is provided from
endowment distribution and gifts, while 19 percent is
from tuition and state general funds.
MAJOR BUDGET UNIT OVERVIEWS
Capital Plan
In March 2014 SOM will purchase 560 Ray C. Hunt
Drive in the Fontaine Research Park to house the Ivy
Translational Research Program. Significant
investments are planned during this upcoming fiscal
year to convert the space into a premier facility for
translational research. These renovations, along with
the cost of the purchase, will be funded primarily
from a gift from the Ivy Foundation. Additionally,
the School continues to commit to renovating and
optimizing current space on the primary campus
The renovation of the Microbiology lab space in Old
Jordan Hall continues and is anticipated to be
completed in fiscal year 2014. The School also
renovated a portion of the Old Medical School
Barringer wing to create permanent space for the
Clinical Research Unit and provide the Department
of Neurosurgery with updated administrative space.
With a strong focus on investing in translational
research, the SOM intends for these investments to
provide the necessary space to foster translational
research and facilitate the shift in its research
portfolio towards clinical and translational programs.
74
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2485 MBU: MD-School of Medicine
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
161.6
29,298,075
291.5
40,371,120
2.1
856,974
229.4
33,919,614
14.0
1,580,524
‐
‐
698.7
106,026,307
151.7
8,657,459
311.9
22,580,016
2.9
214,463
195.6
14,172,201
30.5
1,685,413
‐
‐
692.5
47,309,552
‐
242,524
‐
2,573,627
‐
42,711
‐
1,854,079
‐
24,501
‐
‐
‐
4,737,442
5.0
57,500
78.6
2,725,400
‐
‐
4.2
244,242
‐
‐
‐
‐
87.8
3,027,142
318.3
0.0
38,255,558
31,684,594
682.1
‐
68,250,163
62,113,987
4.9
0.0
1,114,148
3,076,849
429.3
‐
50,190,136
15,312,481
44.4
‐
3,290,438
2,171,022
‐
‐
1,479.0
0.0
161,100,443
114,358,933
‐
2,347,291
‐
5,225,370
‐
125,834
‐
8,056,304
‐
15,853
‐
‐
‐
15,770,652
Recoveries
‐ ‐18,460,008
‐
‐26,895
‐
‐
‐
‐
‐
‐3,242,749
‐
‐
‐
‐21,729,652
Internal Debt Service
Transfers
‐
1,817,230
‐
7,984,173
‐
2,234,275
‐
‐
‐
‐
‐
‐
‐
12,035,678
‐
‐1,273,322
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐1,273,322
0.0
318.3
222.4
16,115,785
54,371,343
40,286,338
75,296,635
682.1 143,546,798
284.7 39,341,428
0.0
4.9
3.3
5,436,958
6,551,106
1,121,949
429.3
164.0
23,368,785
73,558,921
28,315,354
44.4
5.8
‐1,055,874
2,234,564
935,458
‐
‐
0.0
1,479.0
680.1
119,162,289
280,262,732
110,000,527
172.9
14,967,749
296.6
21,843,241
4.5
338,375
180.1
13,770,697
12.5
938,677
‐
‐
666.6
51,858,739
‐
240,851
‐
863,554
‐
27,939
‐
266,426
‐
1,264
‐
‐
‐
1,400,034
5.1
124,053
81.5
2,934,812
‐
‐
10.2
748,524
‐
‐
‐
‐
96.8
3,807,389
400.4
0.0
55,618,991
8,342,792
662.8
‐
64,983,035
62,118,019
7.8
‐
1,488,263
3,553,589
354.2
‐
43,101,001
17,670,366
18.3
‐
1,875,399
1,028,452
‐
‐
1,443.6
0.0
167,066,689
92,713,218
Financial Aid
‐
3,540,665
‐
5,117,535
‐
76,800
‐
6,318,872
‐
1,977
‐
‐
‐
15,055,849
Recoveries
Internal Debt Service
‐ ‐18,182,630
‐
‐
‐
‐
‐
‐
‐
‐1,070,793
‐
‐
‐
‐19,253,423
‐
1,817,231
‐
8,028,119
‐
2,233,900
‐
‐
‐
‐
‐
‐
‐
12,079,250
Transfers
‐
0
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0
0.0
400.4
‐4,481,942
51,137,049
7.8
5,864,289
7,352,552
354.2
23,989,238
67,090,239
18.3
‐40,364
1,835,035
0.0
1,443.6
100,594,894
267,661,583
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Subtotal
MBU Totals
75,263,673
662.8 140,246,708
75
University of Virginia - MBU Summary
Exec Level: R0215 VP: HS-EVP for Health Affairs, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Subtotal
MBU Totals
9.3
911,756
2.4
117,302
‐
‐
2.2
180,547
‐
‐
‐
‐
13.9
1,209,605
13.2
768,390
2.0
123,985
‐
‐
2.0
123,863
‐
‐
‐
‐
17.2
1,016,238
‐
‐
‐
4,026
‐
‐
‐
14,575
‐
‐
‐
‐
‐
18,601
22.5
‐
1,680,146
450,160
4.4
‐
245,313
745,617
‐
‐
4.2
‐
318,985
1,352,847
‐
3,100
‐
‐
31.0
‐
2,244,444
2,551,724
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐3,100
‐
‐
‐
‐3,100
22.5
8.6
450,160
2,130,306
958,695
4.4
2.2
745,617
990,930
166,830
‐
‐
4.2
2.2
1,352,847
1,671,832
189,046
‐
0
0
‐
‐
‐
31.0
13.0
2,548,624
4,793,068
1,314,571
14.0
826,265
2.0
112,253
‐
‐
2.0
133,653
‐
‐
‐
‐
18.0
1,072,171
‐
‐
‐
16,192
‐
‐
‐
16,192
‐
‐
‐
‐
‐
32,384
22.6
‐
1,784,960
344,678
4.2
‐
295,275
891,267
0.0
3,000
4.2
‐
338,891
1,091,655
‐
31.0
0.0
2,419,126
2,333,700
22.6
344,678
2,129,638
4.2
891,267
1,186,542
0.0
0.0
3,000
3,000
4.2
1,091,655
1,430,546
0.0
31.0
2,333,700
4,752,826
76
‐
3,100
3,100
3,100
‐
Overview of Operations
The School of Nursing (SON) has a 113-year legacy
of nurturing compassionate nurse leaders who excel
as independent clinicians and as members of health
care teams, and who understand the critical role
resilience plays in safe, high quality care. Part of the
University of Virginia Health System, which includes
the Medical Center, School of Medicine, and the
Claude Moore Health Sciences Library, the SON is
ranked by U.S. News & World Report among the top
two percent of nursing schools in the nation.
The School currently enrolls 755 students -- a five
percent increase from a year ago -- including 396
undergraduates and 359 graduate students. Programs
of undergraduate study include the traditional
Bachelor of Science in Nursing (BSN) and
Registered Nurse to Bachelor of Science in Nursing
(RN to BSN) degrees. The School also offers a
variety of Master of Science in Nursing (MSN)
degrees, several post-master’s programs, and two
doctoral degree programs, the Doctorate of Nursing
Practice (DNP) and PhD.
A pioneer in establishing novel and responsive
curricula, the SON established the Clinical Nurse
Leader (CNL) master’s program in 2005 for
bachelor’s degree-holding non-nurses, the first such
degree in the country and the only program of its
kind in Virginia and Washington, D.C., and plans to
double this program’s size by 2015, thanks to a
transformative $5 million gift. The DNP offers nurses
a route to the terminal clinical degree on a variety of
tracks, including a MSN to DNP track and a new
BSN to DNP track established in 2013. The RN to
BSN program – which fortifies the skills and
education of practicing nurses with associate’s
degrees – will accommodate more students under a
2013 agreement with the Virginia Community
College System (VCCS) guaranteeing entry to
VCCS-educated nurses. Post-master’s programs are
offered in primary care, acute care, psychiatricmental health, and wound, ostomy, and continence.
Two largely online master’s degree tracks include
certificates in community and public health
leadership and health systems management.
Among the current 114 full- and part-time faculty at the
School, there are 22 American Academy of Nursing
fellows, eight National Academy Fellows, and 12
endowed professorships that have attracted an
internationally recognized group of scholars from a
wide cross-section of disciplines. Yet, with a wave of
recent and pending retirements, the SON – like many of
the nation’s top nursing schools – is increasingly reliant
on single-course and adjunct faculty even as it conducts
intensive searches for additional tenure-track faculty.
These trends have caused a swell in the student-tofaculty ratio, as shown on the following graph:
Following its $2.2 million renovation and expansion of
the 9,200-square foot Mary Morton Parsons Clinical
Simulation Learning Center (CSLC) in late 2012, the
SON has continued to modernize its McLeod Hall
facilities. The CSLC’s facilities include a mock ICU, a
physical assessment lab, a mock OR suite, a labor and
delivery unit as well as a mock isolation unit designed
to teach students the critical steps of infection control.
Strategic Direction
The SON’s Strategic Plan through 2015 was
developed in partnership with faculty, staff, students,
and community partners, and includes goals to:
1.
77
Cultivate the SON’s multicultural community of
scholars and researchers;
MAJOR BUDGET UNIT OVERVIEWS
SCHOOL OF NURSING
2.
Create innovative models of education and
practice; and
3.
Foster well-being and a collegial spirit in a
healthy work environment.
MAJOR BUDGET UNIT OVERVIEWS
The SON also aims to be ranked among the nation’s top
ten programs, to double both its external research
funding and external funding for innovative academic
programs by the year 2020.
The SON’s goals are well aligned with those of the
University and the Health System at large in terms of
work on Grounds, at sites throughout the community,
and on projects around the world. The School urges a
collaborative approach, regularly tackles crossdisciplinary projects, and fosters among its students
the understanding that health care partnerships are the
best way to deliver safe, high quality, compassionate
care. By expanding key program areas – including
the RN to BSN program, the CNL and doctoral-level
programs – the SON and the University are
addressing the nation’s need for more STEM-H
graduates to address professional shortages. The SON
acknowledges the need for more baccalaureateprepared nurses and nursing faculty and, accordingly,
is working to assuage the national nursing shortage
and the national shortage of nursing professors by
interacting with and guiding the study of current and
prospective students.
COLLABORATIVE: Long a leader in promoting
the science, understanding, practice and measurement
of interprofessional education (IPE), the SON is
home to the new Center for ASPIRE (Academic
Strategic Partnership for Interprofessional Research
and Education), an effort to buoy the skills of current
clinicians and future nurses- and physicians-to-be in
respectful communication and the practice of teambased collaborative care. The School’s IPE program,
already a national leader, has expanded in concept
since its 2011 $750,000 Macy grant. Today, the
Center for ASPIRE unites the Schools of Nursing and
Medicine, along with partners in the Health Sciences
Library to further the mission of interprofessional
education.
The SON has taken to heart the 2010 Institute of
Medicine (IOM) mandate that team-based approaches
be taught to all health care professionals, and its IPE
courses are growing in strength, size, and clarity of
vision.
Through the web-based platform Blackboard
Collaborate, students throughout Virginia access
graduate nursing content and “live classroom
experiences” from home. This platform increases
access and generates growth in a variety of the SON
programs. The School’s largely online programs,
however, all require a monthly in-person interaction
because students polled considered such time to be a
critical ingredient to their success. Onerous as travel
can be, online students choose the School’s program
because of the combination of flexible online
coursework and periodic face-to-face interactions.
Additionally, the School offers a wide variety of
courses, certifications, and professional development
for current UVA Medical Center nurses. These
regular interactions encourage practicing RNs to
consider earning a baccalaureate degree with solid
support from the Medical Center’s chief nursing
officer. By 2014, the School aims to double the size
of the RN to BSN program in recognition that 21st
century health care requires continuing education
while respectfully acknowledging an RN’s rich onthe-job knowledge.
RESEARCH-CENTERED: The School offers
students a multitude of opportunities to conduct
research. Its undergraduate Distinguished Majors
students conceive of and carry out a wide variety of
research studies under the careful guidance of nursing
mentors, and its STAR program links doctoral and
undergraduate students in research teams to address
pertinent, current Medical Center issues. Research
opportunities for undergraduates will continue to
expand, while graduate level capstone projects – a
required “thesis” written during students’ last year –
offer master’s, post-master’s, and doctoral degree
students a chance to flesh out relevant research topics
of their own. Given their work with people and
groups at hospitals and clinics throughout the
Commonwealth, SON students have a unique vantage
that enables their examination of big questions in
health care as well as the ability to offer fresh
perspective. Internships and international experiences
(more than 12 percent of SON students currently
study and serve abroad) are integral parts of the most
well-rounded undergraduate and graduate study.
SON students do what they see faculty doing:
meaningful, relevant nursing research. Targeted
around six research cluster areas – including rural
health, integrative compassionate care, nursing
history, oncology, aging, and child, young adult, and
family health – SON faculty members conduct a wide
variety of research on critical topics. Current funded
research includes work on decision aids for lung
cancer patients and incontinence among Alzheimer’s
patients to help for pregnant teens and tablet
computers as a means of detecting domestic violence.
78
COMPASSIONATE: In a profession where
burnout and compassion fatigue are rampant, the
SON urges its students and colleagues in the Health
System to practice resilience, deal with grief and
grieving, and, most critically, to care for themselves
as a means of becoming more compassionate
caregivers. The School’s Compassionate Care
Initiative (CCI) brings together nursing and medical
students, faculty, working nurses, chaplains,
physicians, and others to discuss meaningful,
concrete ways to promote compassion and nurture
resilience. The CCI also offers methods of coping –
through resilient activities that include deep breathing
exercises, meditation, yoga and other mindful
practices – to faculty, clinicians and student nursesto-be. Contemplative practices and exercises (part of
the School’s work with the Contemplative Sciences
Center that includes retreats, keeping journals, and
learning meditation) are woven into a wide variety of
nursing curricula for undergraduates to graduate
students.
GLOBAL: Every UVA nurse must become
culturally competent to appreciate the wide variety of
patients they’ll care for. The SON boasts a revolving
door to the international community, both through an
ethnically diverse faculty and the tight-knit
collaborations established with programs in a wide
variety of countries around the world. The
perspectives gathered from such work – a global
understanding of health and health care – remains an
essential ingredient for all nursing students practicing
in an increasingly diverse society. The Rural and
Global Health Care Center, founded in 2013,
provides a central place for information about study
abroad programs and international research
opportunities. The School currently enjoys
partnerships with sites in Australia, China, Columbia,
Denmark, Grand Bahamas Island, Guatemala,
Honduras, India, Malawi, New Zealand, Nicaragua,
and South Africa, and has established a “virtual
exchange” program with the University of Lund in
Sweden and the University of Venda in South Africa.
Nursing students are also regular participants in the
Semester at Sea program.
A number of PhD and DNP students focus their
research on global health issues, and the School often
hosts visiting scholars from Denmark, Hong Kong,
Sweden, Taiwan, Thailand, and Indonesia who
provide intimate knowledge of health issues and
perspectives from abroad. Here in Charlottesville, the
School’s undergraduates volunteer for a wide variety
of extracurricular service projects that give them
perspective on vulnerable and underserved
populations at Madison House, Nursing Students
without Borders, and the Remote Area Medical
Clinic in Wise County, among many others.
HEALTHY WORK ENVIRONMENT: We
acknowledge that nurses must look and sound like
those people they treat. Given this, the SON actively
recruits racially diverse faculty and staff and
continues to cultivate more racially diverse students
to join our ranks.
As nursing professors have grown scarcer and
increasingly sought-after, the School strives to offer a
work environment that is healthy, balanced and
flexible. The School’s Roberts Scholars Program, a
mentoring program for junior faculty that provides
protected time and funding to develop individual
research programs and areas of study, is one route to
such balance. The School also offers grant
development resources to support the preparation of
National Institutes of Health proposals.
The SON places a keen emphasis too on an
environment that is collegial, supportive, and
collaborative as it works to make the School a place
that is student-centered, focuses on research and
practice, and serves Charlottesville, the
Commonwealth, and the world. Ample opportunities
for dialogue and contributions, coupled with the
dean’s open-door policy, have made the SON a work
environment that is respectful, caring, and warm.
2014-15 Operating Budget
The SON is funded through a traditional centralized
budget, self-generated grants, contracts and private
resources, as well as support from UVA Medical
Center.
For fiscal year 2014-15, 60 percent of the SON
operating budget is from tuition and state general
funds. Private funds from endowment distribution
and gifts provide 33 percent of funding, while grants,
contracts, and F&A constitute 7 percent.
79
MAJOR BUDGET UNIT OVERVIEWS
The newly-christened Eleanor Crowder Bjoring
Center for Nursing Historical Inquiry, one of just two
such nurse history centers in the U.S. and four around
the world, offers a central repository for important
nursing artifacts; a dynamic, often digitized
collection of journals, photographs, articles; and
various memorabilia that may be pored over by
students, professors, and researchers for generations
to come. The history center offers students, clinicians
and others a sense of what nursing programs worked
in times past – and what didn’t – lessons that
ultimately inform today’s programs and health care
reform as a whole.
The following graph demonstrates that the average SON
faculty salary falls below the 60th and 75th percentile of
AAU peers.
The following two charts provide the recent trend on
(1) grant funding to the SON and (2) F&A generated:
MAJOR BUDGET UNIT OVERVIEWS
Capital Plan
The SON has no current or upcoming capital projects
planned.
The School’s 2014-15 operating budget is $14.4 million
(including recoveries) and its operating budget is $15.8
million (excluding recoveries). The School’s biggest
expenditures include faculty compensation (53 percent),
staff salaries and wages (26 percent), and GTA/ GRA
stipends, graduate fellowships, and undergraduate
scholarships (16 percent).
The School’s 2014-15 operating budget includes an
allocation of $140,474 related to fall 2014 enrollment
growth. The actual distribution will be made based on
enrollment in the classes this fall. Funding will be
allocated to the target budgets for salary increases as
authorized by the state or Board of Visitors.
80
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R2465 MBU: NR-Nursing School
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
47.3
4,915,924
2.4
337,021
0.7
74,810
9.0
1,125,982
0.2
23,820
‐
‐
59.6
6,477,557
27.6
1,640,455
4.4
172,841
4.0
260,963
4.3
536,589
‐
‐
‐
‐
40.2
2,610,848
‐
367,796
‐
207,288
‐
‐
‐
‐
‐
‐
‐
‐
‐
575,084
4.3
275,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
4.3
275,000
79.1
‐
7,199,175
1,697,483
6.8
‐
717,150
363,889
4.7
‐
335,773
‐
13.3
‐
1,662,571
833,296
0.2
‐
23,820
50,878
‐
‐
104.1
‐
9,938,489
2,945,546
‐
1,086,038
‐
71,832
‐
‐
‐
965,027
‐
‐
‐
‐
‐
2,122,897
Central Assessment
‐
92,945
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
92,945
Recoveries
‐
‐1,437,600
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐1,437,600
79.1
52.0
1,438,866
8,638,041
5,450,356
6.8
3.0
435,721
1,152,871
411,848
4.7
0.1
335,773
7,937
13.3
10.0
1,798,323
3,460,894
1,776,692
0.2
0.2
50,878
74,698
19,431
‐
‐
104.1
65.3
3,723,788
13,662,277
7,666,264
25.4
1,784,489
2.0
145,260
4.7
325,439
4.0
579,753
‐
‐
‐
‐
36.1
2,834,941
Wages and benefits
0.0
665,576
‐
145,983
‐
4,505
‐
‐
‐
‐
‐
‐
0.0
816,064
GTA/GRA
4.3
250,000
4.0
61,788
‐
‐
‐
‐
‐
‐
‐
‐
8.2
311,788
81.6
‐
8,150,421
968,474
9.0
‐
764,879
232,168
4.8
‐
337,881
‐
14.1
‐
2,356,445
829,337
0.2
‐
19,431
25,000
‐
‐
109.6
‐
11,629,057
2,054,979
‐
795,766
‐
15,000
‐
‐
‐
1,223,065
‐
‐
‐
‐
‐
2,033,831
‐
83,113
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
83,113
0.0
‐1,439,402
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0.0
‐1,439,402
0.0
81.6
407,951
8,558,372
9.0
247,168
1,012,047
4.8
337,881
14.1
2,052,402
4,408,847
0.2
25,000
44,431
0.0
109.6
2,732,521
14,361,578
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
Central Assessment
Recoveries
Subtotal
MBU Totals
81
UNIVERSITY LIBRARY
Overview of Operations
The University Library’s established Strategic
Directions are:
1.
2.
3.
MAJOR BUDGET UNIT OVERVIEWS
4.
Develop collections, services and spaces that
foster preeminent academic programs and
research.
Ensure that important content in all formats is
preserved in perpetuity.
Make new forms of scholarly engagement
central to the Library’s collections and service
models.
Position the Library for future success.
The University Library (UL) enables research,
teaching, and learning through strong collections,
versatile spaces, and exceptional public services in
support of faculty and students. The UL serves
UVa’s faculty, undergraduates, and graduate students
from all disciplines and is also open to the public and
to scholars worldwide. The UL is also nationally
recognized as a leader in collaborations with peer
institutions to solve some of the big challenges faced
by all academic libraries, such as preservation of
scholarship in all formats. It is also known for
innovation, especially in digital scholarship.
Collections
The UL provides access to a rich array of digital and
physical scholarly materials that include archives, 5
million print and digital books, over 180,000
journals, hundreds of thousands of non-text materials
such as images, videos, databases, etc., and over 16
million manuscripts. The world-class collection of
rare and unique materials is exceptionally strong in
American history, literature, and culture. The UL
actively develops the Library’s online catalog
(VIRGO) to maximize the discovery and use of both
physical and digital resources.
Spaces
The UL’s multiple libraries offer spaces for
collaboration and study, discipline-specific physical
collections and access to digital collections, and
specialized expertise and tools for using Library
resources. Undergraduates are especially heavy users
of library spaces, and six libraries offer evening and
weekend access, including Clemons Library, a 1,500
seat facility that closes only between midnight and
early morning on Saturday and Sunday when classes are in session. Services
Library staff contribute daily to the academic
endeavor, from building innovative programs for the
digital humanities to answering a research question
texted by a student. Library staff members often
collaborate with faculty on their research and teach
students how best to use and evaluate collections.
The Scholars’ Lab, Digital Media Lab, and Data
Research Services group offer specialized expertise
and tools for many forms of digital scholarship
including digital humanities, rich media, and dataintensive research. In addition to face-to-face
services, the UL actively develops virtual services
that maximize the use of web-accessible content and
ensure the preservation of born-digital material. The
UL is nationally recognized as a leader in innovative
services; examples include LEO (faculty delivery
service), Hydra and Fedora (open-source
technologies to support repositories for digital
content), and Praxis (graduate student fellowship
program in the digital humanities). Contributions to
born-digital content and new tools and models for
digital scholarship have also brought the UL
recognition.
Strategic Directions
The UL’s Strategic Directions align with the
University’s strategic planning. Our collections,
services, and spaces directly support the core mission
of the University by providing the resources
necessary for faculty and student teaching, learning
& research. To help position the University as a
leader in the next decade, the UL priorities support
University-wide objectives and align with school
missions:
Data-intensive scholarship – Responding to the
growth in data-intensive research across disciplines,
the UL has realigned existing resources and hired
new expertise to support the acquisition, use, and
management of complex data sets. New services will
be developed to complement the activities of related
initiatives such as the College’s Quantitative
Collaborative, and to expand the available corpus of
data resources.
Digital Humanities programs --Since the early 1990s,
the UL has nurtured and invested in the projects,
programs, and centers that establish UVa as a world
leader in digital humanities (DH). This field has seen
explosive growth in the age of big data, as
technology transforms research agendas in core
liberal arts disciplines and enables new forms of
interpretation and exchange. Moving outward from
82
Support for new forms of teaching and learning -Through technology-rich spaces like the Robertson
Media Center, the Library promotes innovative
teaching by offering support for and training in
educational technologies with the potential to
transform the classroom experience. Offering new
services that improve research skills in the digital age
and enable original and creative coursework in many
forms of media enhance student learning and success.
As steward of the University’s scholarship, the UL
must also respond to changes in the research library
landscape that affect access to scholarly resources,
and pursue innovative paths to ensure the
preservation of important scholarship for future
generations:
Collection development – To address the ever-rising
cost of publications, especially STEM journals, the
Library is exploring partnerships with peer research
libraries, to see if we can develop an economically
sustainable model for funding the acquisition of
materials to support the University’s teaching,
learning and research.
Institutional repository for UVa scholarship -- The
Library is expanding its efforts to provide online
access to the scholarship created by the UVa
community through Libra, the institutional
repository. Electronic deposit of theses and
dissertations into Libra has replaced paper deposit for
SEAS (Spring 2012); Graduate School of Arts &
Sciences (Summer2013); School of Nursing (Doctor
of Nursing Practice) (Fall 2013); School of
Architecture (MA Theses) (Spring 2014); Curry
School of Education (Spring 2014). Libra is poised
to grow as a repository for datasets and open access
scholarship, aligning UVa with national and
international trends in digital scholarship and the
growing trend for funders to require open access to
the results of funded research.
effective at ensuring the preservation of the growing
corpus of digital scholarship and ephemera.
Copyright, proprietary software, and rapidly
changing formats and technologies create significant
challenges for both access and authenticity of digital
content. The UL is developing and implementing
policies to ensure preservation and access to our most
valuable materials regardless of format. We also
collaborate with other institutions to investigate
multiple solutions for preservation to prevent single
points of failure.
Chief among these collaborations is the Academic
Preservation Trust (APTrust), a multi-institutional
effort led by the University Library to build an
aggregate repository solution for the preservation of
digital content from multiple institutions
(www.aptrust.org). Incubated in 2012-13, APTrust
garnered funds and, initial support from 11 peer
institutions to build a prototype for digital
preservation in the cloud and serve as a founding
node for the Digital Preservation Network (DPN). .
In its second year, APTrust moved out of incubation
into production mode, providing a secure
preservation environment for digital content, and
laying a foundation for a new model of collaborative
service development by 16 academic institutions.
Space renewal – Over the next 10 years, the UL will
continue to pursue funding to renew spaces essential
to our strategic goals. Renewing the aging Alderman
Library is the top priority. This will provide an up-tocode, beautiful and productive facility that shows
commitment to sustainability, and will enhance
recruiting and retaining the very best scholars.
Additionally, renewing the Fiske Kimball Fine Arts
Library will improve the learning environment in the
University’s thriving Arts Grounds area to better
support research, collaborative work, and the use of
technology.
2014-15 Operating Budget
The UL is funded through a centralized budget target
and self-generated private resources, grants, and
contracts.
Preservation strategies -- In addition to preserving
physical materials that are essential to research,
teaching, and scholarship, we must be equally
83
MAJOR BUDGET UNIT OVERVIEWS
the Library’s Scholars' Lab, with its strong emphasis
on experimental humanities and methodological
training for the next generation of digital scholars, the
Library aims to re-energize faculty leadership in DH
at UVa through renewed focus on cross-Grounds
research collaborations, and developing its role as a
crossroads and laboratory for practitioners from all
areas of the University. While there are many Digital
Humanities initiatives underway, better coordination
will enable UVa to achieve distinction.
The UL’s 2014-15 operating budget is $29.1 million,
with 84 percent from tuition and state general funds.
Private funds (endowment distribution, gifts) represent
14 percent of funding, while grants, contracts, and F&A
constitute 2 percent.
MAJOR BUDGET UNIT OVERVIEWS
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state or
the Board of Visitors.
Successful fundraising will continue to be essential to
ensure strong collections and services while retaining
the flexibility to innovate. One-half of the UL’s total
budget is spent on collections and staff who select,
acquire, describe, and preserve materials so they are
accessible now and will remain so in the future. Strong
collections are essential to the University’s standing in
the scholarly community and often play a significant
role in the successful recruitment and retention of
faculty. Another one-third of the budget covers direct
services to faculty and students, including services for
digital scholarship and online access to digital content.
Facility support and basic staffing for the UL’s 10
spaces (physical facilities) is currently a small part of
the budget. Administrative costs make up the remaining
10 percent of the budget.
University Library Expenditures
Collections
 Purchase/lease of materials
 Selection/Curation
 Metadata
 Digital & physical storage
 Preservation
Services
 Interlibrary loan and scanning services
 Information services
 Online services
 Technology and research services
Spaces
 Staffing
 Technology support
 Facility support
Administration
 Senior leadership
 Finance & HR staff
 Development & Communications
Total Library Budget
14-15 Budget
(% of total)
$14,549,242
(50%)
2012-13 University Library Expenditures
Institution
Total
Expenditures
Full-time
students
Expenditure/
student
University of Michigan
$67,289,114
40,966
$1643
Cornell University
$51,287,542
22,335
$2,296
Pennsylvania*
$44,396,070
21,344
$2077
UNC, Chapel Hill
$41,369,630
24,498
$1689
Duke University
$ 51,551,807
14,924
$3,454
Indiana University
$33,204,272
37,609
$883
Emory University
$40,276,565
13,061
$3084
Johns Hopkins
University
$37,319,899
13,521
$2,760
University of Virginia
$32,696,,918
20,984
$1558
Includes libraries in Darden, Health Sciences, and Law
Data from Association of Research Libraries 2012 ARL Statistics
*Penn data is from FY12 (FY13 not yet posted)
Capital Plan
There are no ongoing projects in construction.
Currently, projects in the capital program include the
renewals of Alderman Library ($120 million) and
Fiske-Kimball Fine Arts Library ($19 million). Both
projects are contingent on state funding, with the
Alderman Library slated for consideration by the 2015
General Assembly session and we anticipate planning to
start this year.
$8,438,560
(29%)
$3,200,834
(11%)
$2,909,848
(10%)
$29,098,484
Together, the UL and the professional school libraries
(Darden, Health Sciences, and Law) spend less per
full-time student than the library systems at many peer
institutions, as the chart below demonstrates.
84
University of Virginia - MBU Summary
Exec Level: R1380 VP: PV-VP/Provost, Mbu Level: R1530 MBU: LB-Library-UVa
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
60.3
5,414,000
0.1
6,048
0.5
76,592
2.0
149,500
‐
‐
‐
‐
62.8
5,646,140
172.8
10,379,971
0.6
39,443
‐
‐
4.0
341,000
‐
‐
‐
‐
177.4
10,760,414
Wages and benefits
‐
168,800
‐
4,000
‐
‐
‐
65,000
‐
‐
‐
‐
‐
237,800
GTA/GRA
‐
30,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
30,000
233.1
‐
15,992,771
7,265,148
0.7
‐
49,491
756,349
0.5
‐
76,592
1,364,140
6.0
‐
555,500
2,300,000
‐
235,701
‐
‐
240.3
‐
16,674,354
11,921,338
‐
‐
‐
‐
‐
‐
‐
91,000
‐
‐
‐
‐
‐
91,000
233.1
55.0
7,265,148
23,257,919
5,100,000
0.7
‐
756,349
805,840
‐
0.5
0.5
1,364,140
1,440,732
77,271
6.0
2.0
2,391,000
2,946,500
152,000
‐
235,701
235,701
‐
‐
‐
240.3
57.5
12,012,338
28,686,692
5,329,271
176.0
10,704,598
‐
‐
‐
‐
4.0
359,000
‐
‐
‐
‐
180.0
11,063,598
‐
50,615
‐
‐
‐
‐
‐
68,000
‐
‐
‐
‐
‐
118,615
231.0
‐
15,855,213
8,565,510
‐
715,000
0.5
‐
77,271
254,490
6.0
‐
579,000
2,631,000
‐
331,000
‐
‐
237.5
‐
16,511,484
12,497,000
‐
‐
‐
‐
‐
‐
‐
90,000
‐
‐
‐
‐
‐
90,000
231.0
8,565,510
24,420,723
0.5
254,490
331,761
6.0
2,721,000
3,300,000
237.5
12,587,000
29,098,484
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
715,000
715,000
85
331,000
331,000
MAJOR BUDGET UNIT OVERVIEWS
MAJOR BUDGET UNIT OVERVIEWS
PRESIDENT
Overview of Operations
The mission of the President’s Office is to create an
environment in which the time, leadership, and
influence of the president, vice presidents, deans,
and senior leaders are used to the greatest possible
effect— with the ultimate goal of propelling the
University into the top tier of universities, public and
private, in the country and in the world.
4.
Strategically allocating staff, time, and other
resources to align with mission of the
University and the vision of the president;
5.
Advocating funding for science agencies
and education toward the goal of making
U.Va. one of the nation’s top research
universities; and
This mission is best achieved by pursuing strategic
goals, re-deploying resources from lower to higher
priorities, and improving productivity and
efficiency. Core functions include
communications, external relations, event
management, and strategic resource management.
6. Using the president’s home at Carr’s Hill to
cultivate internal and external constituents, with
the home open for more than 100 days annually.
The President’s Office includes Federal Relations,
the Office of Equal Opportunity Programs, the
Office of the Board of Visitors, General Counsel,
and the Miller Center. The President’s Office also
includes units that provide services to the University
community, such as Major Events (which oversees
Fall Convocation, Graduation, and Founder’s Day),
ExecTech (which provides technology and computer
maintenance for the President’s Office and 23 other
administrative areas), University Communications
(which formulates and implements communication
strategies), and Executive Search Group (which
recruits executive and senior leadership talent to the
University).
Strategic Direction
The President’s Office strives for excellence and
common ground with other University units while
positioning U.Va. as one of the top universities in
the nation and the world. Overall strategic goals
include:
1.
Using the broad University view afforded
by the President’s Office to make
connections among units and individuals on
behalf of the president and the University;
2.
Positioning the president as a thought
leader in higher education, nationally
and globally;
3.
Providing the necessary support for the
University to recruit and retain top
faculty who have the capacity to
distinguish U.Va. in teaching, research,
and scholarship;
Goals and strategies in the President’s Office align
with and advance the priorities identified in the
University’s strategic plan---the Cornerstone
Plan. For example, a key focus for the core function
of communications is to position the president to
articulate the plan’s priorities and strategies to
multiple internal and external audiences. The core
function of strategic resource management advances
the principles of organizational excellence in the
plan. The Executive Search Group supports the
plan’s focus on building a distinguished faculty
through innovative recruitment practices. Funds
reallocated from past downsizing are being invested
in additional staffing to enhance “overall student
advising” and cultivate relationships with
prospective students and families and to support the
planning and execution of Major Events, primarily
Graduation.
2014-15 Operating Budget
The President’s Office and reporting areas are
funded through a traditional centralized budget
target, as well as self-generated private resources.
Excluding the vice presidential areas reporting
directly to the president, 44 percent of the
President’s Office 2014-15 operating budget is
from tuition and state general funds. Private
restricted funds (endowment distributions and
gifts) represent 27 percent of funding, while
private unrestricted funds (endowment distribution
and gifts) represent 28 percent.
86
For the President’s Office and direct reporting
units excluding vice presidents, the 2014-15
operating budget (see page 88) is $21.3 million,
with the primary spending on compensation (78
percent). The remaining expenditures are
primarily in OTPS expenditures and include
communications, equipment, special events, and
travel for presidential trips and donor cultivation.
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state
or the Board of Visitors.
MAJOR BUDGET UNIT OVERVIEWS
For the President’s Office and all reporting units
including vice presidents, the 2014-15 operating
budget is $231.8 million. This includes all areas
reporting to the vice presidents for Diversity and
Equity, Student Affairs, Research, and
University Advancement, as well as to the
Director of Athletics.
The president also oversees the President’s
Fund for Excellence, which was authorized by
the Board as an emergency measure in response
to the loss of $52 million in state general funds
in 2002 and later made permanent as a means to
provide one-time, short-term funding when base
budget is not available for significant priorities.
The Fund, $3 million annually, is allocated
from the University’s unrestricted endowment
distribution and used at the president’s
discretion.
Capital Plan
The Miller Center retains its commitment to “Phase
III” in the 2016-18 cycle, without amendment at this
time. The Rotunda project has been partially funded
by the General Assembly.
87
University of Virginia - MBU Summary
Exec Level: R0005 VP: PR-President's Office, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Recoveries
Subtotal
MBU Totals
25.9
3,311,840
0.5
42,717
6.0
1,001,812
12.8
2,056,719
‐
‐
‐
‐
45.1
6,413,088
40.3
2,567,720
0.9
60,382
24.7
1,960,481
17.7
1,435,809
6.0
667,000
‐
‐
89.5
6,691,392
‐
81,421
‐
22,100
‐
253,926
‐
379,171
‐
30,000
‐
‐
‐
766,618
66.1
‐
5,960,981
5,448,981
1.4
‐
125,199
31,381
30.7
‐
3,216,219
6,065,352
30.4
‐
3,871,699
1,183,970
6.0
‐
697,000
105,122
‐
‐
134.6
‐
13,871,098
12,834,806
‐
‐
‐
‐
‐
2,217
‐
206,100
‐
‐
‐
‐
‐
208,317
‐
‐930,562
‐
‐
‐
‐
‐
‐
‐
‐787,000
‐
‐
‐
‐1,717,562
66.1
24.9
4,518,419
10,479,400
4,270,118
1.4
0.7
31,381
156,580
49,923
30.7
5.8
6,067,569
9,283,788
1,102,879
30.4
12.2
1,390,070
5,261,769
2,118,603
6.0
‐
‐681,878
15,122
‐
‐
‐
134.6
43.6
11,325,561
25,196,659
7,541,523
41.3
3,490,588
0.3
27,450
25.1
1,994,238
21.3
1,848,654
9.0
981,000
‐
‐
96.9
8,341,930
0.0
199,714
‐
17,440
0.0
185,026
‐
361,288
‐
‐
‐
‐
0.0
763,468
66.1
0.0
7,960,420
2,442,366
1.0
‐
94,813
76,337
30.9
0.0
3,282,143
2,733,416
33.5
‐
4,328,545
1,153,750
9.0
0.0
981,000
100,000
‐
‐
140.5
0.0
16,646,921
6,505,869
‐
‐
‐
‐
‐
‐
‐
180,000
‐
‐
‐
‐
‐
180,000
0.0
‐1,001,732
‐
‐
‐
‐
‐
‐
0.0
‐1,081,000
‐
‐
0.0
‐2,082,732
0.0
66.1
1,440,634
9,401,054
1.0
76,337
171,150
0.0
30.9
2,733,416
6,015,559
33.5
1,333,750
5,662,295
0.0
9.0
‐981,000
0
0.0
140.5
4,603,137
21,250,058
88
DIRECTOR OF ATHLETIC PROGRAMS
Athletics
Athletics is an integral part of the University's
commitment to educational excellence. Its mission is
to enhance and support the intellectual purpose of the
University and its exemplary academic standards and
traditions. Critical to the Athletics mission are high
academic achievement; nationally competitive and
successful teams; comprehensive integration of
student athletes within the University and local
communities; a strict adherence to NCAA, ACC, and
University rules and regulations; fiscal integrity,
which is embodied through the generation and
efficient use of resources; and the attraction and
retention of the highest quality student athletes and
staff, which includes equitable opportunities for
women and minorities.
Athletics pursues its mission by uniting the varied
constituencies of the University community through its
intercollegiate and intramural programs. These
programs are designed to build support for, and add
value to, the academic purposes of the institution while
developing students with strong values of leadership,
sportsmanship, equity, citizenship, physical fitness,
teamwork, and a commitment to excellence.
recreational context, while also offering meaningful
opportunities for personal development and the
acquisition of leadership, management, and technical
skills. In addition, IM-Rec Sports programs and
facilities provide the opportunity for interaction
among undergraduate students, graduate students,
and faculty/staff.
The University operates four venues -- the Aquatic
and Fitness Center (AFC), Slaughter Recreation
Center (SRC), Memorial Gym, and North Grounds
Recreation Center (NGRC), which total over 300,000
square feet -- and over 30 acres of sports fields and
courts for students and employee members. These
locations offer a variety of equipment, multipurpose
space, services, and classes.
IM-Rec Sports membership sales have been
relatively flat the past few years, with increases
expected in 2014-2015. The completion of the
expansion and renovation of the NGRC in early 2014
will reduce the use burden on the AFC, as well as
create new demand for lap swimming, aquatic
programming, drop-in fitness, fitness programming,
and squash.
Strategic Direction
Athletics
Athletics’ focus is on excellence -- in both academics
and on the field or court of play -- in a fiscally
responsible way. Athletics’ goals include:
The operating principles of Athletics require that in
pursuing its mission, it will consistently provide
exemplary service to all of its internal and external
constituencies. Athletics’ operations support 12
intercollegiate sports for men and 13 for women,
providing competition opportunities for 651 student
athletes, 244 of whom receive scholarship support.
Intramural-Recreational Sports
The Department of Intramural-Recreational Sports
(IM-Rec Sports) addresses student and faculty/staff
life outside the classroom as it relates to health,
wellness, fitness, and overall quality of life through
enriching and supporting healthy lifestyles and aiding
in employee recruitment/retention. IM-Rec Sports
serves the diverse needs of the entire University
community, fostering fellowship and meaningful
interactions through high-quality programs, facilities,
equipment, and personnel; this encourages ethically
responsible behavior, sportsmanship, and
cooperation. IM-Rec Sports educates participants in
the worthy use of leisure time through development
of lifetime sports skills and self-awareness in a
89
•
Graduate 100 percent of its student athletes;
•
Win 12 national championships and 70
conference championships;
•
Fully endow all of its scholarships and provide
operational support required to meet other
stated goals;
•
Build and maintain the highest quality facilities
in the country, with the purpose of attracting
and developing the best student athletes to the
University annually;
•
Attract top prospective student athletes to the
University annually; and
•
Fully comply with Title IX.
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
The Director of Athletic Programs oversees the
University’s Intercollegiate Athletics Programs and
Intramural-Recreational Sports.
MAJOR BUDGET UNIT OVERVIEWS
IM-Rec Sports
The overall strategic plan of IM-Rec Sports focuses
on critical and secondary functions such as creating
student and faculty interaction outside the classroom;
offering positive, alternative solutions to underage
drinking and substance abuse concerns; providing
leadership opportunities for student staff that teach
personnel management, risk management, customer
service, business operations, safety considerations,
event management, and staff development; and
preparing students for career opportunities.
Opportunities for collaboration with other University
departments, individuals, and initiatives enable both
IM-Rec Sports employees and customers to realize
IM-Rec Sports does more than just play -- it provides
an important community building, quality of life, and
experiential educational component to the University
life for students, faculty/staff, and dependents. Most
importantly, IM-Rec Sports provides positive outlets
to learn how to use leisure time wisely; how to stay
active, healthy, well, and fit for life; and how to
develop self-directed skills to maintain wellness
habits and choices after graduation.
The McArthur Squash Center at the Boar’s Head
Sports Club, a ground lease property, opened for play
in April 2013. This 33,000-square-foot venue
significantly expanded the squash services and
programs at the University, providing a new home for
the sport, which is currently played at the club level.
At no additional cost to U.Va. students and IM-Rec
Sports members, the McArthur Squash Center is
available for informal use as well as departmental
tournaments, clinics, and classes. As a collaborative
venue, members of the Boar’s Head Sports Club and
guests of the Boar’s Head Inn will also utilize the
courts per Boar’s Head Sports Club operational
policies. Budgetary impact on IM-Rec Sports is
limited, with other University funding balancing the
operating costs for the facility.
Overall strategic goals for IM-Rec Sports include the
following:


Continue implementation of the findings of the
facilities planning effort completed in February
2010.

In continual collaboration with UHR, University
executives, deans, department heads, and
supervisors, create a culture of wellness and fitness
on Grounds for University employees and students
to maximize utilization of existing fitness,
wellness, competitive sports, and recreation venues.
2014-15 Operating Budget
Athletics and IM-Rec Sports primarily operate as a
self-supporting auxiliary, with a small portion of IMRec Sports funded through a traditional centralized
budget target. In 2012-13, the University began
transitioning IM-Rec Sports to a fully self-supporting
basis and have successfully transitioned 100 percent
of the North Grounds Recreational Center with its
2014-15 budget proposal.
Units classified as auxiliary units (an entity that
exists to furnish goods or services to students,
faculty, or staff and charges a fee to recover the cost
of the service) are expected to be fully selfsupporting for both operating and capital purposes.
As an auxiliary unit, Athletics and IM-Rec Sports
will retain revenues generated (student fees,
conference revenue, gate receipts, and corporate
sponsorships) and will be held responsible for
generating sufficient revenues to cover planned
expenditures. In addition, the unit is required to pay
a general and administrative overhead to the
University for support services; for 2014-15, that
amount will be $2.9 million for Athletics and IM-Rec
Sports.
For 2014-15, 68 percent of the Athletics and IM-Rec
Sports operating budget is from auxiliary sales and
services. Private funds (endowment distributions,
gifts, and transfers from the Virginia Athletics
Foundation) represent 31 percent of funding.
Support the total development and well-being of
the University community through educational,
intramural, recreational and social programs
within a financially successful operating
business model while delivering excellent
customer service based on the core values of
teamwork, accountability, and uncommon
integrity.
90
waterproofing and debt service on the indoor football
practice facility, and several other venue
improvements, including Klockner and University
Hall (men’s soccer locker room). In addition to the
balances reflected above, Athletics holds several true
endowments valued at $9.4 million as of April 2014.
IM-Rec Sports
(in thousands)
Projected Balance,
7/1/14
Plus: Transfers from
Operating
Less: Planned
Expenditures
Projected Balance,
6/30/15
Funding will be allocated to the target budgets for
salary increases and compression adjustments as
authorized by the state and Board of Visitors.
Capital Plan
Construction of the NGRC expansion and renovation
was completed in December 2013 ($17.2 million from
debt and student fees). The Indoor Football Practice
Facility ($13 million in gifts) was completed in spring
2013, impacting operational costs.
Two projects on the Capital Plan for the long term
represent the next phases in the IM-Rec Sports’
Program Planning and Project Formulation Study, with
a renovation and expansion of Slaughter Recreational
Center and a renovation of Memorial Gymnasium.
The below schedules outline the expected activity in
the Repair & Renewal (R&R) and Expansion
reserves for both Athletics and IM-Rec Sports. IMRec Sports will meet the Board reserve policy of reinvesting at least 1.5 percent of replacement value of
the facilities. Athletics relies on the stadium
endowment to meet the Board’s reserve policy. The
Athletics quasi-endowment principal balances
totaling $31.3 million comprise athletic reserves.
Projected Balance, 7/1/14
Less: Transfers to
Operating
Less: Planned
Expenditures
Projected Balance,
6/30/15
R&R
Reserve
$34,150
68
Expansion
Reserve
$-
Total
$34,150
68
2,806
-
2,806
$31,276
$-
$31,276
Expansion
Reserve
$753
Total
$2,851
1,678
2,103
3,781
(1,775)
(2,010)
(3,785)
$2,001
$846
$2,847
IM-Rec Sports plans for the following expenditures
from the reserves in 2014-2015: $2.0 million for
debt service, and approximately $1.55 million for
various facility and pool repairs and equipment
replacement.
At this time, Athletics does not have any projects on the
capital plan. The Director of Athletics anticipates the
possible need to update its Capital Plan; however any
update to the plan for new projects will be dependent on
fundraising progress.
Athletics (in thousands)
R&R
Reserve
$2,098
Athletics plans for the following expenditures from
the reserves in 2014-2015: $0.25 million for softball
improvements, $1.75 million for JPJ Arena
91
MAJOR BUDGET UNIT OVERVIEWS
The 2014-15 operating budget for Athletics and IM-Rec
Sports (see the following page) is $97.6 million, with 39
percent related to compensation, 16 percent related to
athletic grants-in-aid (fully funded by Virginia Athletics
Foundation gifts), 10 percent related to debt service on
facilities, and 6 percent related to transfers to reserves
(described in detail below). Approximately 29 percent
of the budget falls into the OTPS category, which
includes O&M of facilities, equipment, uniforms, and
other supporting expenses.
University of Virginia - MBU Summary
Exec Level: R0825 VP: AT-Athletics Department, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
4.0
291,885
‐
‐
‐
‐
6.0
456,174
‐
‐
63.8
7,470,720
73.8
8,218,779
10.0
628,714
‐
‐
‐
‐
9.0
778,427
‐
‐
173.0
15,985,916
192.0
17,393,057
‐
‐
‐
‐
0.0
4,057,611
‐
‐
‐
6,546,922
0.0
10,604,533
5,292,212
4,531,927
‐
‐
236.8
0.0
30,003,558
23,930,667
265.8
0.0
36,216,369
29,074,597
15,590,930
‐
‐
14.0
‐
920,599
‐
‐
‐
‐
612,003
15.0
0.0
Financial Aid
Recoveries
‐
‐
‐
‐
‐
‐
0.0
15,590,930
‐
‐
‐
‐
0.0
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐152,947
‐
‐152,947
Internal Debt Service
‐
‐
‐
‐
‐
‐
‐
8,431,562
‐
‐
‐
1,110,821
‐
9,542,383
Transfers
‐
‐
‐
‐
‐
108,050
‐
‐
‐
‐
‐
4,373,175
‐
4,481,225
0.0
15.0
5.0
28,554,419
33,846,631
646,443
29,261,716
59,265,274
7,598,737
0.0
265.8
68.0
58,536,188
94,752,557
8,558,085
Wages and benefits
Subtotal
OTPS
14.0
4.0
920,599
312,905
‐
‐
‐
720,053
720,053
‐
‐
‐
0.0
236.8
59.0
8.0
586,691
‐
‐
‐
‐
9.0
528,076
‐
‐
179.0
17,351,326
196.0
18,466,093
‐
23,154
‐
‐
‐
‐
0.0
2,152,900
‐
‐
0.0
8,466,851
0.0
10,642,905
12.0
‐
922,750
‐
‐
‐
0.0
612,003
14.0
0.0
3,327,419
1,592,195
‐
‐
238.0
0.0
33,416,914
26,335,712
264.0
0.0
37,667,083
28,539,910
Financial Aid
Recoveries
‐
‐
‐
‐
‐
‐
0.0
16,234,579
‐
‐
‐
‐
0.0
16,234,579
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐152,947
‐
‐152,947
Internal Debt Service
‐
‐
‐
‐
‐
‐
‐
7,866,383
‐
‐
‐
1,676,000
‐
9,542,383
Transfers
‐
‐
‐
‐
‐
108,050
‐
697,776
‐
‐
0.0
0.0
720,053
720,053
0.0
14.0
26,390,933
29,718,352
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Subtotal
MBU Totals
12.0
922,750
92
‐
4,949,300
‐
5,755,126
0.0
238.0
32,808,065
66,224,979
0.0
264.0
59,919,051
97,586,134
CHIEF INFORMATION OFFICER
IT at the University operates in a rapidly-changing
external IT environment—technology change itself,
along with user expectations for that technology,
creates significant challenges in delivering IT
services. It is as if IT were a car driving down the
road, with IT staff changing the tires, all while the
road is under constant construction with dirt being
changed to asphalt and the direction re-routed at a
moment’s notice. IT must continually re-invent itself
to remain relevant in the environment in which it
operates and to the constituency it serves.
services at either direct cost or indirect cost (cost
allocation) to the revenue-generating schools. This
model will drive increasing transparency,
accountability, and ultimately more efficient and
effective service from central IT, along with other
central service providers. This pressure provides an
opportunity for central IT to help schools make
choices for IT spending that optimize the use of IT,
both for the types of services provided and the
economies of scale with which it can be provided.
Finally, IT will play a significant role in enabling
initiatives within the University Cornerstone Plan’s
articulated strategic direction for teaching and
research, supported by organizational excellence.
Areas of Focus
Given the current environment and strategic needs of
the University, central IT will be focused on the
following primary areas in the coming fiscal year:
1.
Speaking recently to a Wall Street Journal IT
conference, a CEO of a large software company
observed:
“When we think about this period that we’re
in—the combination of cloud, mobile, and
big data disrupting both consumer IT and
enterprise IT—we are in the period of the
greatest tectonic shift in the IT industry in
the last 30 years. We think about the
internet wave, the mainframe, the
minicomputer, this is the granddaddy of
them all. And the companies that we’ve
seen fall so far, these are the minor tremors
of the things that are going to happen over
the course of the next few years.”1
External forces also increase the need for security
(preventing loss of data or compromised systems
with thousands of daily attempts by entities all over
the world), compliance, and records management
(especially dealing with increasing FOIA and other
legal requests efficiently).
In addition to the external environment, the
University’s internal environment will be shaping
services provided by central IT. The new financial
model positions central IT as a cost center, providing
1 Pat Gelsinger, CEO, VMWare, Inc., The Wall
Street Journal, February 11, 2014, p. R1.
93
Organizational Excellence, in support of the
University’s mission and Cornerstone Plan.
This focus includes ensuring:
 Operational Excellence--ensuring that
central IT is better, faster, and cheaper
than other alternatives for IT services.
Operational excellence will be
accomplished by continuing to develop
the following:
o IT Service Management: continuing
to implement Information
Technology Infrastructure Library
(ITIL) best practices
o IT project management: continuing
to establish and maintain project
management best practices for all IT
projects
o Agility: in the ever-changing IT
environment, ensure that central IT
becomes more agile. This will be
accomplished by fostering an
environment that rewards learning
and staff willingness to change, hiring
to bring in new skills, and partnering
with vendors and others to facilitate
changing to new technologies.
o Staff development: emphasize
succession planning, acquisition of
new skills, and cross-training
o Shoring up operational foundations:
continue to become more
operationally stable and efficient
(examples include consolidating
back-up systems, standardizing
MAJOR BUDGET UNIT OVERVIEWS
Background
Central Information Technology (IT) supports both
strategic and routine operational needs for the
University. The daily activities of the University
depend on having a robust, efficient, and predictable
IT infrastructure. This support includes providing
over 120 different IT services to the University
community, including network services, messaging
services, storage, data center services, administrative
services, classroom support, application
development, help desk, and server management.
MAJOR BUDGET UNIT OVERVIEWS




2.
storage, updating disaster recovery
plans, performing capacity planning,
implementing production-readiness
checklists, and implementing more
formal portfolio management)
o Automation vs. labor-intensive
solutions: automate monitoring, and
ensure streamlined, standardized IT
solutions (and less custom, one-off
solutions which are labor-intensive
and inefficient)
o As savings are accrued from
operational efficiencies, central IT
will pursue prudent reinvestment of
human and other resources
Leveraging scale—ensuring that the
University can take advantage of
standardization and scale where it
makes sense (for example, server
management, data centers, standard
desktop services, web & small
application development). This will
result in greater efficiency and savings
for the University.
Providing State-of-the-Art Technology-ensuring key technology refreshes on
reasonable cycles. Upcoming refreshes
in the next 12-20 months include large
scale storage replacement, an upgrade
to the wireless network, and
implementation of a new VoIP
telephone system.
Organizational alignment, enabling
success of schools and other units-central IT must be viewed as a “trusted
partner” to schools and units in the
University. Projects and services must
be aligned to support strategic and
operational initiatives, and this will be
accomplished through stronger
governance as well as increased
interaction at the cabinet and individual
school and unit levels.
Partnering with other units—working
with other business units to further
organizational excellence. Current
initiatives in this area include working
with the Office of Sponsored Programs
to streamline research administration
operations and supporting the
University’s Managerial Reporting
initiative.


3.
Data Science Initiative as well as
schools with data-intensive research
programs to develop a robust high
performance computing (HPC)
environment, which includes compute
power, storage, and network bandwidth
tailored to research activities across the
University.
Other Strategic plan support—as other
strategies in the Cornerstone Plan are
developed, central IT will partner as
appropriate with the strategy leaders to
help enable their initiatives. Among the
strategies that will likely include
significant IT components are Total
Advising and teaching (online/hybrid)
strategies.
Organizational excellence—as
mentioned above, central IT can be a
significant enabler of University
organizational excellence, centralizing,
standardizing, and automating, helping
the University administrative operations
to be more efficient and effective. As
data from external benchmarking is
supplemented and validated, IT will be
able to support targeted strategies for
technology-enabled organizational
improvements.
Strengthening IT Security, Policy, and
Records Management
 The University faces growing
challenges with cyber security,
compliance, and records management.
With additional funding, the University
will be able to enhance its ability to
operate effectively in this ever-changing
environment.
2014-15 Operating Budget
The CIO and Information Technology Services (ITS)
are funded in a hybrid model, with Communications
Services operating as a self-supporting auxiliary.
The remainder of the unit is funded through a
traditional centralized budget target and a direct
allocation of 2.27 percent of all generated F&A cost
recoveries.
Additional Strategic Plan Alignment:
 Big data/research infrastructure--central
IT will partner with the director of the
94
Capital Plan
In 2014-15, Communication Services plans to
transfer $2.9 million from operations into its reserve.
The Voice over Internet Protocol (VoIP)
implementation project is underway, and is scheduled
to conclude in September 2015.
Communications Services
(in thousands)
Projected Balance, 7/1/13
R&R Reserve
$3,209
Plus: Transfers from Operating
2,863
Less: Planned Expenditures
4,048
Projected Balance, 6/30/14
.
For 2014-15, 63 percent of the CIO’s operating
budget is from tuition and state general funds.
Communication Services’ sales and services revenue
(including student fees) will provide 34 percent,
while distributions from the University’s F&A cost
recoveries will provide another 3 percent.
For regular session students, the 2014-15 fees are set
at $24 for debt service related to the new data center
and $20 for the University-wide Microsoft licensing
agreement.
For CIO/ITS, the 2014-15 operating budget (see page
96) is $46.2 million, with the primary spending
initiatives being compensation (56 percent),
Communication Services’ non-personal services
expenditures, such as equipment and licensing (22
percent), and other non-personal services and strategic
initiatives (14 percent). Funding will be allocated to the
target budgets for salary increases and compression
adjustments as authorized by the state.
The 2014-15 budget includes $850,000 allocated from
state general funds in support of U.Va.’s participation in
the 4-VA program initiative with George Mason
University, James Madison University, and Virginia
Tech. This funding has been received since 2011-12.
In 2014-15, the CIO will use student fee revenue to
cover internal debt service of $480,000 for the
students’ share of the new data center.
95
$2,024
MAJOR BUDGET UNIT OVERVIEWS
Units classified as auxiliary units (an entity that
exists to furnish goods or services to students,
faculty, or staff and charges a fee to recover the cost
of the service) are expected to be fully selfsupporting for both operating and capital purposes.
An auxiliary unit, Communications Services will
retain revenues generated (charges to Academic
Division and Medical Center units and fee
assessments to students) and will be held responsible
for generating sufficient revenues to cover its planned
expenditures. In addition, the unit is required to pay
a general and administrative overhead to the
University for support services; in 2014-15, that
amount will be $244,000.
The 10 Year Plan demonstrates that we can replace
much of our most expensive system, our telephone
infrastructure, via cash from the Medical Center and
debt service with no planned fee increases in the near
term.
University of Virginia - MBU Summary
Exec Level: R1250 VP: IT-VP/CIO, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
16.0
2,503,040
‐
‐
‐
‐
‐
‐
‐
‐
‐
108,323
16.0
2,611,363
212.8
19,342,251
4.1
431,745
1.0
280,878
‐
‐
‐
‐
46.5
2,854,322
264.4
22,909,196
Wages and benefits
‐
221,352
‐
‐
‐
‐
‐
‐
‐
‐
‐
91,225
‐
312,577
GTA/GRA
‐
24,758
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
24,758
228.8
‐
22,091,401
17,964,904
4.1
‐
431,745
1,385,177
1.0
‐
280,878
218,012
‐
‐
‐
‐
46.5
‐
3,053,870
9,825,025
280.4
‐
25,857,894
29,393,118
‐
7,774
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
7,774
Recoveries
‐
‐1,097,450
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐1,097,450
Internal Debt Service
Transfers
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
480,000
‐
480,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
2,863,267
‐
2,863,267
228.8
15.0
16,875,228
38,966,629
2,403,954
4.1
‐
1,385,177
1,816,922
‐
1.0
‐
218,012
498,890
‐
‐
‐
‐
‐
46.5
‐
13,168,292
16,222,162
‐
280.4
15.0
31,646,709
57,504,603
2,403,954
210.8
19,735,718
4.0
459,060
1.0
128,454
‐
‐
‐
‐
38.0
2,769,317
253.8
23,092,549
0.0
196,664
‐
‐
‐
‐
‐
‐
‐
‐
0.0
107,125
0.0
303,789
225.8
0.0
22,336,336
7,792,449
4.0
‐
459,060
1,070,940
1.0
0.0
128,454
64,184
‐
‐
‐
‐
38.0
0.0
2,876,442
10,395,510
268.8
0.0
25,800,292
19,323,083
0.0
33,962
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0.0
33,962
0.0
‐1,275,246
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0.0
‐1,275,246
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
480,000
‐
480,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,812,856
‐
1,812,856
0.0
225.8
6,551,165
28,887,501
4.0
1,070,940
1,530,000
0.0
1.0
64,184
192,638
0.0
38.0
12,688,366
15,564,808
0.0
268.8
20,374,655
46,174,947
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
96
VICE PRESIDENT AND CHIEF OFFICER FOR
DIVERSITY AND EQUITY
The University is committed to a diverse and inclusive
environment in which differences are welcomed and
valued. Collaboration with student groups, alumni,
faculty, individuals, and organizations from the local
community helps to enrich the appreciation for diversity
within the community. Together, an institutional
infrastructure can be built that will sustain what has
been set in motion and take the University to the next
level.
ODE’s vision is to maximize and leverage diversity,
equity, and inclusion to create welcoming, engaging,
and productive learning environments for faculty, staff,
students, and community.
Strategic Direction
ODE’s mission is to promote an inclusive, welcoming,
and respectful environment by embracing diversity as a
core value tied inextricably to the University’s
priorities.
In 2014-15, the ODE will strive to:

The UVA IDEA (inclusion, diversity, equity, access)
Fund trustees will enhance and support the Office for
Diversity and Equity initiatives.
2014-15 Operating Budget
The ODE is funded through a traditional centralized
budget target and self-generated grants, contracts and
F&A.
For 2014-15, 73 percent of ODE’s operating budget
is funded by the University’s unrestricted endowment
fund, with the remaining 27 percent from the
National Science Foundation’s Louis Stokes
Alliances for Minority Participation grant, a fiveyear, $3.5 million mid-level alliance grant (1 of 9
institutions) and F&A.
For the ODE, the 2014-15 operating budget (see the
following page) is $1.1 million, with the primary
spending initiatives being compensation (69 percent),
non-personal services, and strategic initiatives.
OTPS expenditures include providing support for a
wide range of student, faculty, and community
activities. These engagements are manifestations of
efforts to increase communication and interaction
across lines of race, ethnicity, gender, religion, class,
sexual orientation, and physical condition.
Encourage commitment to diversity and equity in
all aspects of academics, extracurricular activities,
the workplace, and within the surrounding
communities;
Funding will be allocated to the target budgets for
salary increases and compression adjustments as
authorized by the state.

Enhance the student experience academically and
culturally;
Capital Plan
The ODE does not have any projects on the Major
Capital Projects Plan.

Enhance staff relations in collaboration with the
Vice President and Chief Human Resources
Officer; and

Enhance faculty relations in collaboration with the
Vice Provost for Faculty Recruitment and
Retention.
97
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
The Office for Diversity and Equity (ODE) provides
leadership, information, consultation, coordination, and
assistance to the various units and constituencies within
the University in an effort to embrace diversity and
equity as pillars of excellence, synergize actions at all
levels of the institution, and cultivate inclusiveness and
mutual respect throughout the community. ODE also
reaches beyond the University to establish beneficial
relationships with individual and institutional partners
who share mutual goals and interests.
University of Virginia - MBU Summary
Exec Level: R0061 VP: DE-VP/Diversity and Equity, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
Amount
4
Private Unrestricted
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
‐
‐
‐
5,992
1.0
388,120
‐
‐
‐
‐
‐
‐
1.0
394,112
‐
‐
1.3
61,941
4.0
299,294
‐
‐
‐
‐
‐
‐
5.3
361,235
Wages and benefits
‐
‐
‐
3,814
‐
20,517
‐
‐
‐
‐
‐
‐
‐
24,331
71,747
277,372
5.0
‐
707,931
111,392
‐
‐
‐
‐
‐
‐
6.3
‐
779,678
388,764
‐
‐
‐
‐
‐
‐
‐
‐
‐
7,719
‐
‐
‐
‐
‐
‐
6.3
1.0
396,483
1,176,161
398,805
363,503
OTPS
‐
‐
1.3
‐
Financial Aid
‐
‐
‐
7,719
5.0
1.0
111,392
819,323
398,805
Subtotal
‐
‐
1.3
‐
285,091
356,838
‐
Staff Salaries and benefits
‐
‐
1.3
61,308
4.0
302,195
‐
‐
‐
‐
‐
‐
5.3
Wages and benefits
‐
‐
‐
1,908
0.0
10,600
‐
‐
‐
‐
‐
‐
0.0
12,508
‐
‐
1.3
‐
63,216
203,389
5.0
0.0
711,600
109,931
‐
‐
‐
‐
‐
‐
6.3
0.0
774,816
313,320
‐
‐
‐
36,054
‐
‐
‐
‐
‐
‐
‐
‐
1.3
239,443
302,659
0.0
5.0
109,931
821,531
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
98
‐
36,054
0.0
6.3
349,374
1,124,190
Overview of Operations
The Office of the Vice President for Research (VPR)
supports five main ongoing strategic functions: 1)
research enhancement; 2) graduate studies and
postdoctoral programs; 3) research compliance; 4)
U.Va. innovation, external research partnerships, and
technology commercialization; and 5) research
fundraising and development.
We expect the resultant outcomes to include the
generation of new external research support, including
philanthropy; new interdisciplinary, multi-school
recruiting; higher performance from existing faculty;
enhanced experiential learning opportunities for
students; and extraordinary leadership in creating new
ideas and solutions to complex world challenges.
The role of VPR is to enhance academic excellence by
creating, catalyzing and nurturing early-stage,
collaborative, high-value, cross-school, multidisciplinary research, scholarship and innovation
opportunities that distinguish the University, and by
providing service to school and non-school units to
integrate, align and realize the vision set forth in the
University’s Cornerstone Plan and the President’s
priorities of faculty retention and recruitment,
curriculum enhancement, and research. The VPR’s
strategic and service missions are linked, and equip us
with a University-wide landscape view to explore, seed,
and enhance distinctive collaborative research
opportunities.
Sustainability and the Environment
Offices that report to the VPR include Environmental
Health and Safety (EHS), the Center for Comparative
Medicine (CCM) and the Virginia Quarterly Review
(VQR).
Strategic Direction
Our financial planning incorporates the continued
investment of funds to support strategic efforts that
move the institutional research mission and President’s
priorities forward and further distinguish the University.
To that end, the VPR Office will anticipate future
opportunities and continuously explore and seed the
research landscape in fiscal year 14-15, including
investing in proof-of-concept projects, matching funds
for distinctive grant proposals, lab bridge and gap funds
for research-active faculty, and awards for faculty
excellence, so that opportunities, when they arise, can
be assessed and seized rapidly.
The VPR Office also continuously catalyzes several
early-stage pan-University initiatives, similar in
approach to that used in early stages of the Big Data
initiative . Fiscal year 2014-15 goals for these initiatives
are outlined below and will advance and reinforce the
five pillars of the Cornerstone Plan and the President’s
priorities to bring distinction to U.Va. through highvalue collaborations and the resulting impact on the
world.
Sustainability initiatives will focus on developing
innovative pan-university cross-disciplinary research
and education collaborations that will bring together
colleagues from UVa’s eleven schools. Initiatives will
build on current project-based collaborations in the
Schools of Architecture, Arts & Sciences, Commerce,
Business, Medicine, Education, Engineering, Law and
Nursing, and will develop new partnerships across
grounds and with external partners, as follows:
1.
2.
3.
4.
5.
Hold Sustainability Summit, bringing together
thought leaders from U.Va. and partner
institutions to discuss the vision and
opportunities for a pan-university initiative in
sustainability research.
Establish and enhance collaborations with
external partners including corporations, private
individuals, universities, NGOs and foundations.
Examples include The Brookings Institution, the
National Fish and Wildlife Foundation (NFWF),
the Security and Sustainability Forum and The
Nature Conservancy.
Increase opportunities for high-impact student
engagement in sustainability research in local,
regional, and global settings.
Continue to develop the Global Water Games
template for wide application and distribution.
Establish a global center for Coastal
Sustainability and Resilience by expanding
UVa's Coastal Reserve Long-Term Ecological
Research program.
Quantitative Systems Biosciences
1.
2.
99
Continue to promote potentially distinguishing
areas in the biosciences identified jointly with
Deans, unit leadership and faculty. Current area of
focus is an interdisciplinary cognitive science
initiative which conjoins the College of Arts &
Sciences, the Schools of Medicine, Education and
Engineering.
Seed fund 2-3 collaborations under cognitive
science to generate follow-on funding.
MAJOR BUDGET UNIT OVERVIEWS
VICE PRESIDENT FOR RESEARCH
Energy Systems Prototyping, Research, Innovation
and Translation, or ESPRIT
1.
2.
MAJOR BUDGET UNIT OVERVIEWS
3.
Create a Max Planck Institute-UVA Joint
Laboratory at UVA in Chemical Energy
Sciences, involving faculty and students from the
College of Arts and Science and the School of
Engineering, in collaboration with scientists
from the Max Planck Institute for Chemical
Energy Conversion.
Create a competition for seed ESPRIT
design/initial prototyping Capstone projects
focused upon grand challenge problems, in
partnership with Schools. Topical areas might
include the energy/water/environment nexus, and
prototype systems to substantially capture and
utilize waste heat for energy generation.
In collaboration with U.Va. Licensing and
Ventures Group, the Darden School iLab, and
Central Development, establish external funding
opportunities for ESPRIT and i6 energy systems
seed projects which have matured beyond proofof-concept and have developed initial IP.
U.Va. – Latin America Initiative or INSPIRE-LA
Catalytic VPR initiatives in Latin America will be
enhanced, in collaboration with the Executive Vice
President and Provost, and the Vice Provost for
Global Affairs.
1.
2.
3.
4.
Establish new research partnerships, expand
funded research, and increase exchange of
graduate and post-doc trainees with top-10
ranked Latin American universities, leading
institutes and industry in Brazil, Chile, Mexico
and Colombia, particularly in grand challenge
areas of U.Va. strategic focus, including Big
Data, Sustainability, Energy, Water, Food,
Democratic Institutions, Life Sciences and
Health, and Humanities and Social Sciences.
Engage U.Va. alumni living in Latin America,
with initial emphasis in Brazil, to engender
support and financial contributions in support of
INSPIRE-LA through "friends and family"
events.
Establish a Latin America Leadership Speakers
Series, hosting Latin American national leaders
to visit and speak at U.Va.
Translate recently established bilateral research
partnerships between U.Va. and Brazil into
multilateral U.Va.-Brazil-other nation networks
focused upon global challenge multidisciplinary
topics. Near-term focus is on sustainable cities
(U.Va.-Federal U Rio de Janeiro, BR-Tsinghua
U, China), Astronomy (with Chile and Brazil),
and Public Health.
OpenGrounds
In the Cornerstone Plan, strategy 5 calls for the
expansion of OpenGrounds space in year 1, increased
faculty and staff participation in year 2 and further
expansion of interior and exterior spaces in years 3-5.
OpenGrounds is currently in the design process for
the initial space expansion, with construction
scheduled for Summer 2014. Key goals for 14-15
include:
1.
2.
3.
4.
5.
6.
Prototype new models of university-wide student
challenges at a range of time frames, for both
internal and external partnerships.
Complete the expansion of the Corner Studio
space in the corner building.
Prototype the on-Grounds virtual network and
platform with capacity to extend nationally.
Work with student interns to link collaborative
culture fostered at OpenGrounds to first year
dorms.
Develop "Friends of OpenGrounds" program to
reach and involve a broad array of alumni and
supporters of the mission of OpenGrounds.
Enhance partnerships with university
organizations that provide student experiences,
for example, Jefferson Public Citizens, Center
for Global Health, Art Scholars, Undergraduate
research network, Global Grounds research
initiative, and Morven/Presidential precinct
partnerships.
We next discuss the primary goals for 2014-15 of each
VPR operational unit.
U.Va. Innovation
1.
2.
100
Enhance customer service by providing educational
opportunities in innovation for U.Va. faculty, staff
and students; simplifying the invention disclosure
process, and establishing event-based and open
feedback channels for stakeholders.
Improve target pursue rates by increasing the
number of strategic technology investments and
investing in select technologies; providing highquality support for U.Va. translational research and
related initiatives within and outside U.Va.
Innovation; and implementing consistent diligence
and invention processing timelines.
Graduate Studies and Postdoctoral Programs
Virginia Quarterly Review (VQR)
1.
1.
3.
Environmental Health and Safety
1.
Expand the University’s laboratory safety program
beyond those highly-regulated areas by
emphasizing the better-management of chemicals
to ensure safe labs and compliance with the state’s
fire codes; create a group of laboratory safety
consultants who will assist laboratories with
reviewing their programs to make procedures safer
and assist in the development of training specific to
the equipment and procedures of each research
group; implement a more rigorous laboratory
inspection program to meet the expectations of the
State Fire Marshal; and more efficiently identify
new faculty, new programs, and new specialized
equipment early in the planning stages of
renovations, installations, etc. to ensure safe,
efficient and timely operations.
2.
3.
4.
Research Fundraising and Development
1.
2.
3.
Center for Comparative Medicine (CCM)
1.
2.
3.
Ensure that veterinary care and animal husbandry
are performed and documented in compliance with
federal and Commonwealth regulations to maintain
the accreditation of the University’s animal use
program by the Association for the Assessment and
Accreditation of Laboratory Animal Care, Intl
(AAALAC), and the Animal Welfare Act (CFR 9).
Ensure that the needs of UVa’s basic sciences,
biomedical research, preclinical testing and
translational medicine and continuing medical
education communities and activities are met in
advance of changes in requirements for research
animal models.
Facilitate the generation of highly reproducible data
from biomedical research through the provision and
validation of disease-free animals.
Produce editorially excellent, visually engaging
print content for the VQR magazine. A targeted
direct mail campaign will be implemented to attract
new subscribers and to retain existing ones.
Continue award-winning editorial strategy by
focusing VQR’s content in five areas: (1) literature,
(2) long-form journalism, (3) photojournalism, (4)
commentary, and (5) multimedia.
Engage the national audience and university
community through public events and partnerships
with organizations and venues with shared interests
to create conversations around VQR's content and
to advance the goal of intellectual inquiry for
societal benefit. Engage student interns in the
process.
Promote the new VQR digital magazine to
maximize VQR’s reach and impact.
Double annual philanthropic commitments to $4
million and double the size of the prospective
donor pool for the following pan-university
initiatives: bioscience proof-of-concept funds,
ESPRIT, graduate fellowships, Latin America,
OpenGrounds, and sustainability.
Enhance communication and engagement strategies
by updating research giving Web pages and
evaluating the FY13-14 translational research
crowd-funding pilot and making a recommendation
to University Advancement regarding a broader
phase focused on Presidential-, School- and unitbased priorities.
Raise funds for a new partnership with the School
of Engineering and the Graduate School of Arts
and Sciences involving a joint laboratory with the
Max Planck Institute for Chemical Energy
Conversion.
2014-15 Operating Budget
The Office of the Vice President for Research has a
hybrid budget model, funded through a traditional
centralized budget target, a direct allocation of 10.9
percent of all generated F&A cost recoveries, private
funds (endowment distributions and gifts), and
assessments and recoveries for services (including
assessment of animal husbandry per diem rates and
recoveries of research compliance expenditures).
For 2014-15, 59 percent of the Vice President for
Research’s expenditure budget (net of $9.3 million in
recoveries from schools for animal husbandry,
veterinary care services, and research compliance) is
101
MAJOR BUDGET UNIT OVERVIEWS
2.
Increase opportunities for interdisciplinary and
problem-based research and engagement of
graduate students and faculty collaborations by
replicating the successful model followed last year
under the Big Data area with the support of the
Jefferson Trust and the new Data Science Institute.
Working in partnership with Schools and personnel
from Development and Corporate and Foundation
Relations, increase the number of externally-funded
fellowship opportunities for graduate students,
especially in areas related to goal #1 above.
Enhance career development support and career
opportunities for postdoctoral researchers and
scholars.
MAJOR BUDGET UNIT OVERVIEWS
from distributed F&A cost recoveries, while 28 percent
is from tuition, state general funds and state-restricted
funds. Private funds (endowment distributions and
gifts) represent 13 percent of funding.
For the Office of the Vice President for Research, the
2014-15 operating budget (see the following page) is
$17.8 million, which includes compensation as the
primary expenditure category (57 percent of budget).
Other than personal service expenditures include
support of strategic and operational initiatives
outlined earlier in the summary; additionally, debt
service and O&M (a total of $1.6 million in 2014-15)
will be paid for the Carter-Harrison Medical
Research Building and the Sheridan G. Snyder
Translational Research Building. Expenses of $9.3
million related to animal husbandry, veterinary care
services, and research compliance are reimbursed by
schools, so the corresponding expenses appear in
those units’ budgets.
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state or
the Board of Visitors.
Capital Plan
The Vice President for Research does not have any
projects on the Major Capital Projects Plan.
102
University of Virginia - MBU Summary
Exec Level: R1350 VP: RS-VP/Res&Public Svc, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
Amount
4
Private Unrestricted
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
5.3
982,550
17.6
2,238,070
1.0
124,639
0.6
109,540
0.7
324,036
‐
‐
25.2
3,778,835
23.5
1,916,517
52.0
3,984,242
3.0
362,028
0.9
164,032
59.7
2,804,198
‐
‐
139.0
9,231,017
Wages and benefits
‐
27,193
‐
228,248
‐
8,250
‐
384,178
‐
109,540
‐
‐
‐
757,409
GTA/GRA
‐
‐
3.1
198,781
‐
‐
0.3
19,764
‐
‐
‐
‐
3.4
218,545
28.8
‐
2,926,259
1,950,766
72.6
‐
6,649,341
4,366,326
4.0
‐
494,917
367,796
1.8
‐
677,514
441,503
60.4
‐
3,237,774
4,096,500
‐
‐
167.6
‐
13,985,805
11,222,891
‐
513,937
‐
240,503
‐
‐
‐
239,095
‐
‐
‐
‐
‐
993,535
Recoveries
‐
‐90,000
‐
‐2,650,000
‐
‐
‐
‐
‐
‐7,489,440
‐
‐
‐
‐10,229,440
Internal Debt Service
‐
‐
‐
1,572,472
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,572,472
28.8
4.4
2,374,703
5,300,962
976,604
72.6
17.8
3,529,301
10,178,642
2,393,530
4.0
1.0
367,796
862,713
123,405
1.8
0.8
680,598
1,358,112
127,544
60.4
0.6
‐3,392,940
‐155,166
209,786
‐
‐
167.6
24.6
3,559,458
17,545,263
3,830,869
19.6
1,792,215
61.6
4,799,599
2.5
364,446
0.8
145,713
74.8
3,480,025
‐
‐
159.3
10,581,998
0.0
26,500
‐
244,579
0.0
10,424
‐
421,103
0.0
77,780
‐
‐
0.0
780,386
‐
‐
3.0
179,486
‐
‐
0.5
31,452
‐
‐
‐
‐
3.5
210,938
24.0
0.0
2,795,319
1,749,308
82.4
‐
7,617,194
4,433,380
3.5
0.0
498,275
131,206
2.1
0.0
725,812
666,589
75.4
0.0
3,767,591
2,030,000
‐
‐
187.4
0.0
15,404,191
9,010,483
0.0
625,781
‐
179,500
‐
‐
0.0
292,078
‐
‐
‐
‐
0.0
1,097,359
0.0
‐100,000
‐
‐3,000,000
‐
‐
‐
‐
0.0
‐6,198,534
‐
‐
0.0
‐9,298,534
‐
‐
‐
1,581,816
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,581,816
0.0
24.0
2,275,089
5,070,408
82.4
3,194,696
10,811,890
0.0
3.5
131,206
629,481
0.0
2.1
958,667
1,684,479
0.0
75.4
‐4,168,534
‐400,943
0.0
187.4
2,391,124
17,795,315
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Recoveries
Internal Debt Service
Subtotal
MBU Totals
103
MAJOR BUDGET UNIT OVERVIEWS
VICE PRESIDENT AND CHIEF STUDENT AFFAIRS
OFFICER
Overview of Operations
The Division of Student Affairs supports the
University’s primary goal of developing citizen leaders
by promoting the intellectual, cultural, personal and
social growth of students while encouraging their
physical and psychological well-being. In practice,
Student Affairs: 1) seeks to ensure all students are safe
and well so that they can focus on academics; 2)
promotes ways for students to apply what they learn in
the classroom outside the classroom, which is
exemplified by how they govern themselves and hold
themselves responsible and accountable (student selfgovernance); and 3) provides structures and programs
that support development of skills and knowledge,
including those that align with career development and
that help the students forge institutional and community
connections. All Student Affairs programs and services
are shaped by the core values that define the student
experience– self-governance, academic rigor, honor,
public service, health and wellness, and
multiculturalism and diversity.
The Office of the Vice President and Chief Student
Affairs Officer (VP&CSAO) provides leadership and
direction to the units that comprise the Division.
Offices reporting to the VP&CSAO include the Dean of
Students and its units (i.e., Orientation and New Student
Programs, Residence Life, Newcomb Hall, Fraternity
and Sorority Life), the Office of African-American
Affairs, Student Health and University Career Services
(UCS). The VP&CSAO works collaboratively with the
major unit heads to ensure that all Divisional areas
render programs and services in the most effective and
efficient manner in support of the Student Experience
and the University’s overall mission. In particular
Student Affairs programs and services align with the
vision set forth in the Cornerstone Plan, specifically in
Pillar 1 (Extend and Strengthen the University’s
Distinctive Residential Culture) and Pillar 3 (Provide
Educational Experiences that Deliver New Levels of
Student Engagement):
Strategic Direction
Student Affairs plays a unique role in engaging
students in University life by supporting students’
social, physical, psychological and aspirational
development, and connecting their experiences across
schools in ways that shape their connection to the
University of Virginia during their tenure on Grounds
and beyond.
As reflected in the VP&CSAO annual goals, Student
Affairs’ strategies relate to the Division’s
five core functions: student behavior, student
involvement, student climate, residence life, and
health and wellness. The VP&CSAO works closely
with the major unit heads to systematize individual
unit planning so that it is consonant with Divisional
planning; a process that enables the Division to direct
resources in ways that support major strategies and to
identify initiatives that could be supported through
fundraising.
The Division maximizes operating efficiencies and
uses available resources creatively to meet its core
objectives in support of the University’s mission.
The FY15 base budgets of all major units align with
this practice. Consistent with the vision articulated in
the Cornerstone Plan, Student Affairs FY15 budget
proposals – specifically its plan to move forward with
a new vision for career development, to benefit from
new partnerships between Student Health and
internal and external partners, to pursue new
strategies that strengthen prevention in Sexual
Misconduct, and to collaborate with the Deans of the
Batten School of Public Policy and the McIntire
School of Commerce to implement a distinctive,
year-round student leadership development program
that integrates curricular, co-curricular and
extracurricular opportunities - are examples of
initiatives that advance the President’s priorities to
Extend and Strengthen the University’s Distinctive
Residential Culture, Provide Educational Experiences
that Deliver New Levels of Student Engagement, and
Steward the University’s Resources to Promote
Academic Excellence and Affordable Access.
.
2014-15 Operating Budget
The VP&CSAO areas are funded on a hybrid model.
Student Health, Newcomb Hall, and Student
Programming operate as self-supporting auxiliaries,
while New Student Orientation functions as a selfsupporting, non-auxiliary activity. The remaining
units are funded through a traditional centralized
budget target and self-generated grants and contracts
and private resources.
Units classified as auxiliary units (an entity that
exists to furnish goods or services to students,
faculty, or staff and charges a fee to recover the cost
of the service) are expected to be fully selfsupporting for both operating and capital purposes.
As auxiliary units, Student Health, Newcomb Hall,
and Student Programming retain revenues generated
(primarily fee assessments to students) and are held
104
As a self-supporting activity, the Office of
Orientation and New Student Programs retains the
revenues generated through student payments and is
held responsible for meeting direct expenditures
(including salary increases). However, the unit does
not pay a general and administrative assessment.
As shown on the pie chart, approximately 58 percent of
the VP&CSAO’s 2014-15 operating budget comes from
student fees paid to the auxiliary activities. For regular
session students, the 2014-15 fees are set at $417 for
Student Health, $208 for Newcomb Hall, and $27 for
Student Programming.
Approximately 22 percent of the operating budget is
from tuition and state general funds (including new
student orientation revenues), while 14 percent is
provided from endowment distributions and gifts.
Approximately 6 percent of the budget is related to
activity fees assessed to students and managed by
students for student-initiated programs (including the
student activity fee managed by Student Council and the
programming fees collected by each residential
college).
Capital Plan
The VP&CSAO does not have any projects on the
Major Capital Projects Plan.The charts below
demonstrate the Repair & Renewal (R&R) activities for
Newcomb Hall, the Newcomb Hall Expansion Reserve
and the Repair & Renewal for Student Health. The
Newcomb Hall Expansion Reserve planned
expenditures includes $1.2 million in annual debt
service for the Newcomb Hall Expansion and $1.4
million in debt service for the Central
Grounds/Alderman Clemons Library Chiller.
Both units are in compliance with the Board reserve
requirement for reinvesting in facilities at 1.5 percent
annually:
Newcomb Hall (in thousands)
Projected Balance, 7/1/14
Plus: Transfers from Operating
Less: Planned Expenditures
Projected Balance, 6/30/15
R&R Reserve
$3,116
1,468
1,600
$2,984
Newcomb Hall (in thousands)
Projected Balance, 7/1/14
Plus: Transfers from Operating
Less: Planned Expenditures
Projected Balance, 6/30/15
Expansion Reserve
$2,770
2,515
3,589
$1,696
Student Health (in thousands)
Projected Balance, 7/1/14
Plus: Transfers from Operating
Less: Planned Expenditures
Projected Balance, 6/30/15
For the VP&CSAO, the 2014-15 operating budget (see
page 106) is $28.3 million, primarily related to
compensation (59.7 percent of budget). OTPS
expenditures include support for the strategic and
operational initiatives outlined earlier in the summary.
The University proposes to allocate $48,664 to
Residence Life in support of net increases in housing
and dining rates for residence staff; $16,284 for
additional residence staff and restructured pay plan.
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state or
the Board of Visitors.
105
R&R Reserve
$1,341
125
110
$1,356
MAJOR BUDGET UNIT OVERVIEWS
responsible for generating sufficient revenues to
cover their planned expenditures. In addition, the
units are required to pay a general and administrative
overhead to the University for support services; for
2014-15, that amount will total $0.9 million.
University of Virginia - MBU Summary
Exec Level: R1140 VP: SA-VP/Student Affairs, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
17.2
2,187,303
0.4
68,069
4.1
443,074
3.6
490,862
‐
‐
28.9
3,740,013
54.3
6,929,321
34.6
2,151,549
1.0
59,116
11.0
685,925
3.0
227,399
5.8
327,081
68.0
4,327,492
123.4
7,778,562
Wages and benefits
‐
233,115
‐
16,843
‐
86,398
‐
38,240
‐
55,844
‐
1,105,139
‐
1,535,579
GTA/GRA
‐
‐
‐
‐
‐
‐
0.3
13,501
‐
‐
‐
‐
0.3
13,501
51.8
‐
4,571,967
2,183,288
1.4
‐
144,028
23,862
15.1
‐
1,215,397
1,863,598
6.8
‐
770,002
327,915
5.8
‐
382,925
1,446,132
96.9
‐
9,172,644
4,558,963
177.9
‐
16,256,963
10,403,757
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
‐
‐
‐
‐
‐
‐
‐
20,368
‐
‐
‐
‐
‐
20,368
Recoveries
‐
‐
‐
‐
‐
‐
‐
‐1,056
‐
‐
‐
‐319,701
‐
‐320,757
Internal Debt Service
Transfers
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,000
‐
1,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
2,996,622
‐
2,996,622
51.8
16.2
2,183,288
6,755,255
2,192,360
1.4
‐
23,862
167,890
‐
15.1
3.6
1,863,598
3,078,995
396,599
6.8
3.4
347,227
1,117,229
562,619
5.8
‐
1,446,132
1,829,057
‐
96.9
27.6
7,236,884
16,409,528
3,779,344
177.9
50.8
13,100,990
29,357,953
6,930,922
36.3
2,455,262
1.0
60,475
12.3
748,441
3.0
240,515
5.5
327,297
70.0
4,733,415
128.1
8,565,406
‐
177,482
‐
16,903
‐
120,958
‐
37,240
0.0
71,968
‐
995,550
0.0
1,420,100
‐
‐
‐
‐
‐
‐
0.3
13,501
‐
‐
‐
‐
0.3
13,501
52.6
0.0
4,825,103
1,365,607
1.0
‐
77,378
23,334
15.9
0.0
1,265,998
1,661,791
6.6
‐
853,875
291,879
5.5
0.0
399,265
1,234,240
97.6
‐
9,508,309
4,188,282
179.2
0.0
16,929,929
8,765,133
Financial Aid
‐
‐
‐
‐
‐
‐
‐
9,940
‐
‐
‐
‐
‐
9,940
Central Assessment
Recoveries
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
266,000
‐
266,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐292,305
‐
‐292,305
Transfers
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
2,668,522
‐
2,668,522
0.0
52.6
1,365,607
6,190,710
1.0
23,334
100,712
0.0
15.9
1,661,791
2,927,789
6.6
301,819
1,155,694
0.0
5.5
1,234,240
1,633,505
97.6
6,830,499
16,338,809
0.0
179.2
11,417,290
28,347,219
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
Subtotal
OTPS
Subtotal
MBU Totals
106
EXECUTIVE VICE PRESIDENT AND CHIEF
OPERATING OFFICER
Overview of Operations
The Executive Vice President and Chief Operating
Officer (EVP-COO) is charged by the Board of
Visitors and President with overseeing the financial
operations of the University, including the Medical
Center, and supporting special initiatives that have a
University-wide impact.
The EVP-COO Office upholds the charge to embrace
the UVa brand of "quality" and to deliver the skills,
energy, and credibility needed to translate aspirations
into established programs. We value the creativity of
employees at all levels and strive to empower them to
lead and excel , whether they teach, care for patients,
or maintain the services on which the University
relies, now and in the future.
Most importantly, the job of the EVP-COO is to
enable the work of others in the support of the
University’s mission and strategic priorities. Work to
accomplish these goals reflects the leadership and
close collaboration of the entire Executive Vice
President and Chief Operating Officer (EVP-COO)
team including Finance, Management and Budget,
Human Resources, Athletics, Police, Emergency
Preparedness, Audit, Office of the Chief Information
Officer, Organizational Excellence, Strategic
Initiatives, Compliance/ERM and Treasury. The
EVP-COO also works closely with the University of
Virginia Investment Management Company and the
University of Virginia Foundation.

Develop and refine:
o the pricing of strategic plan priorities
(integrating them into the 2014-2015 budget
process) while supporting their
implementation;
o a holistic tuition and financial aid model;
and
o an updated six-year operational, capital and
financial forecast – Financing Academic
Excellence

Work closely with the Executive Vice President
and Provost to foster greater partnerships
between academic and administrative areas by:
o Supporting the funding and implementation
of the strategic plan pillars and strategies;
o continuing to facilitate cross-Grounds
collaboration on the AccessUVa program;
and
o supporting the new financial model by
service level agreements and performance
benchmarks for all central service units that
are charged to schools;

Re-energize Enterprise Risk Management
(ERM) efforts and incorporate ERM principles
into the strategic plan to document how related
risks will be identified and mitigated;
Work with the Executive Vice President for
Health Affairs, to implement the Health System
Strategic Plan transition to a new organizational
structure with a focus on achieving targeted
improvement in health care quality and patient
safety while sustaining solid financial
performance in the face of many changes in the
health care industry. .

Strategic Direction
To ensure sustainable support for the desired growth
and aspirations of the University and Health System,
the EVP-COO will:

Promote a culture of excellence and wisely
steward all resources (human, financial,
facilities, technology, etc.) by overseeing the
implementation and execution of the Strategic

107
Advance the implementation of institutional
goals as expressed by the five pillars of the
Cornerstone Plan:
1. Enrich and strengthen the University’s
distinctive residential culture.
MAJOR BUDGET UNIT OVERVIEWS
The EVP-COO partners with the Provost and others
to foster strong relationships between academic and
administrative areas, ensuring strong and sustainable
resources to finance academic excellence. Current
priorities focus on achieving Organizational
Excellence across academic and administrative areas,
shifting to a new financial model that fosters
entrepreneurial and collaborative actions in all
schools and units, and funding and implementing the
University’s strategic plan.
Plan’s Pillar 5, “Steward the University’s
resources to promote academic excellence and
affordable access” related to:
1. Affordable Excellence
2. Leadership in Promoting Staff Excellence
3. Organizational Excellence
4. Philanthropy in Service to Strategic
Priorities
2.
MAJOR BUDGET UNIT OVERVIEWS

Strengthen the University’s capacity to
advance knowledge and serve the
Commonwealth of Virginia, the nation, and
the world through research, scholarship,
creative arts, and innovation.
3. Provide educational experiences that deliver
new levels of student engagement.
4. Assemble and support a distinguishing
faculty.
5. Steward the University’s resources to
promote academic excellence and affordable
access.
Develop the Strategic Corporate Partners
program to pursue major, pan-University
corporate partnerships that will help the
University achieve its strategic goals.
When consolidated with the vice presidential areas
overseen by the EVP-COO, the area’s 2014-15
operating budget totals $364.3 million.
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state
or the Board of Visitors.
Capital Plan
The EVP-COO does not anticipate changes to the next
update of the Major Capital Projects Plan
2014-15 Operating Budget
The EVP-COO and direct reporting areas are
primarily funded through a traditional centralized
budget target. Other fund sources support several
areas within the EVP-COO, including Treasury
Management (funded through sales and services of its
internal bank and capital financing program); the
Associate Vice President for Finance (funded through
F&A support for work associated with grant and
contract activity and F&A rate development); and
Student Financial Services (receives private funding,
largely in support of scholarships and fellowships).
Excluding the vice presidential areas reporting
directly to the EVP-COO, 65 percent of the 2014-15
operating budget is from tuition and state general
funds, 17 percent from private funds, 13 percent from
grants and contracts and F&A, and 5 percent from
sales and services and other, including auxiliary
activity.
For the EVP-COO and direct reporting units
(excluding vice presidential areas reporting to the
EVP-COO), the 2014-15 operating budget (see the
following page) is $103.9 million, with the primary
spending on student financial aid ($73 million) and
compensation ($25.6 million).
108
University of Virginia - MBU Summary
Exec Level: R0205 VP: CO-Exec VP/COO, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
14.8
2,153,464
‐
‐
‐
‐
‐
‐
1.0
136,000
1.0
153,716
16.8
2,443,180
257.3
17,290,413
32.3
2,484,434
3.8
532,950
‐
‐
4.0
484,000
4.0
331,008
301.3
21,122,805
Wages and benefits
‐
395,800
‐
1,143,953
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,539,753
GTA/GRA
‐
16,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
16,000
272.1
‐
19,855,677
7,745,487
32.3
‐
3,628,387
426,537
3.8
‐
532,950
871,823
‐
‐
5.0
‐
620,000
1,974,312
5.0
‐
484,724
6,265,905
318.1
‐
25,121,738
17,284,064
‐
39,359,350
‐
9,507,124
‐
10,588,700
‐
8,452,000
‐
‐
‐
‐
‐
67,907,174
Recoveries
‐
‐2,988,485
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐6,481,629
‐
‐9,470,114
Transfers
‐
355,792
‐
‐355,792
‐
‐
‐
‐
‐
‐362,500
‐
‐
‐
‐362,500
272.1
11.8
44,472,144
64,327,821
1,595,524
32.3
‐
9,577,869
13,206,256
‐
3.8
‐
11,460,523
11,993,473
‐
‐
8,452,000
8,452,000
‐
5.0
3.0
1,611,812
2,231,812
519,414
5.0
1.0
‐215,724
269,000
167,514
318.1
15.8
75,358,624
100,480,362
2,282,452
266.9
17,600,516
33.4
2,680,585
2.7
515,002
‐
‐
4.5
628,920
4.0
352,920
311.5
21,777,943
Wages and benefits
0.0
278,718
0.0
1,269,269
‐
‐
‐
‐
‐
‐
‐
‐
0.0
1,547,987
GTA/GRA
0.5
16,736
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
0.5
16,736
279.2
0.0
19,491,494
4,869,326
33.4
‐
3,949,854
469,737
2.7
0.0
515,002
266,710
‐
‐
7.5
0.0
1,148,334
2,377,420
5.0
0.0
520,434
6,556,600
327.8
0.0
25,625,118
14,539,793
0.0
46,242,369
0.0
9,697,811
0.0
8,623,700
0.0
8,400,000
‐
‐
‐
‐
0.0
72,963,880
0.0
‐2,988,485
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐6,808,034
0.0
‐9,796,519
‐
393,056
‐
‐393,056
‐
‐
‐
‐
‐
578,246
‐
‐
‐
578,246
0.0
279.2
48,516,266
68,007,760
0.0
33.4
9,774,492
13,724,346
0.0
2.7
8,890,410
9,405,412
0.0
0.0
8,400,000
8,400,000
0.0
7.5
2,955,666
4,104,000
0.0
5.0
‐251,434
269,000
0.0
327.8
78,285,400
103,910,518
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Subtotal
OTPS
Financial Aid
Recoveries
Transfers
Subtotal
MBU Totals
109
VICE PRESIDENT AND CHIEF HUMAN
RESOURCES OFFICER
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
University Human Resources (UHR) supports the
mission of the University of Virginia by creating a
work environment that attracts, develops, and retains
an outstanding and diverse workforce.
UHR is responsible for all human resource (HR)
functions for the Academic Division of the
University, including recruitment, compensation,
employee relations, employee development, benefits
administration, employee wellness, payroll,
recruitment and placement of temporary and wage
personnel, and compliance and immigration services.
The Vice President and Chief Human Resources
Officer (CHRO) also has oversight responsibility for
human resources at the College at Wise and for
health and retirement benefits for the University’s
Medical Center, as well as non-academic aspects of
the faculty personnel system.
Strategic Direction
UHR strives to make the University of Virginia a
place people want to work—where careers can grow,
employees are passionate about contributing to the
mission of the University, and employees are
equipped to meet the challenges of the workplace and
beyond. UHR is committed to promoting and
achieving the behaviors, culture, and competencies
needed to support and enhance the University’s
strategy and goals. To do this, UHR is guided by
three overarching themes:
1.
2.
3.
A Culture of Leadership:
Strengthen leadership capability of individual
contributors and those who lead others to
encourage high levels of performance and
productivity, promote diversity, and sustain
organizational excellence.
Health and Wellbeing:
Create a best-in-class work environment that
supports the overall health of employees, faculty
and staff.
Efficiency and Effectiveness:
Increase operational effectiveness and
efficiencies to be responsible stewards of
University resources.
These priorities, and their related deliverables,
dovetail with the strategic direction outlined in the
Cornerstone Plan. Most notably, UHR is poised to
create a Center for Leadership Excellence in support
of Pillar 5, Strategy 13 of the Plan: Promoting
Academic Excellence. The Center will advance a
culture of excellence at the University, helping
employees see themselves as leaders. Existing
resources within UHR will be redirected to support
the Center of Leadership Excellence start-up.
Achieving the full potential of the strategic initiatives
in the Center will require additional resources.
UHR is well into a service delivery project,
examining its processes in order to deliver “One
HR”, where there are clear roles and responsibilities
for field and central HR, workflow is streamlined,
and appropriate accountability and meaningful
metrics for success are in place. UHR will reallocate
resources, gaining efficiencies from service
improvements to support initial programming.
UHR looks forward to collaborations across Grounds
on related initiatives where its expertise can be
employed, such as faculty onboarding and leadership
development.
Two critical issues that represent the most significant
human resource-related financial challenges to the
University are competitive staff compensation and
the cost of fringe benefits.
The University’s ability to maintain academic
excellence is directly linked to its ability to attract
and retain top quality faculty and staff. The graph
below shows the dramatic decrease in staff turnover
going into the recent recession. Turnover is
gradually increasing again. This trend, combined
with recent reports of continuing declines in the
Central Virginia unemployment rates, makes it
essential for the University to offer competitive
compensation.
An investment in staff compensation is critical to
ensure support for new initiatives in research and
teaching and reverse the trend in employee
dissatisfaction with pay. The graph below shows the
110
As part of its strategic financial planning process,
UHR has outlined an aggressive five-year staff salary
plan that will continue this trend and position U.Va.
competitively.
Fringe benefits represent a large institutional
investment, approaching $250 million per year.
Fringe benefits also represent an essential component
of faculty and staff total compensation and for many
is a key consideration in making employment
decisions.
2014-15 Operating Budget
The VP/CHRO and reporting areas are funded
through a traditional centralized budget target, as
well as self-generated sales and services revenues.
For 2014-15, 81 percent of the VP/CHRO operational
budget is from tuition and state general funds. Sales
and services activities (Temporary Search Group and
Compliance and Immigration Services) represent 16
percent of funding, while an allocation from private
unrestricted represents 3 percent of funding.
For the VP/CHRO, the 2014-15 operating budget
(see the following page) is $8.9 million, with the
primary spending on compensation (97 percent). The
remaining expenditures are primarily OTPS
expenditures.
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state or
the Board of Visitors.
Capital Plan
The VP/CHRO does not have any projects on the
Major Capital Projects Plan.
.
A recent study by Aon Hewitt shows that the
University’s benefits are highly competitive in health,
vision, and dental coverage compared to peers. At a
time when employee benefits across the country are
seriously eroding, the graph below shows that U.Va.
has been able to improve benefits while controlling
costs. This is an area of distinction for the
University. Fringe costs are expected to increase 4%
over the next four years due to several factors,
including state mandated retirement contribution
increases.
111
MAJOR BUDGET UNIT OVERVIEWS
initial goal for staff is a salary average at the 50th
percentile of the market range. With the
implementation of the University Staff HR Plan,
which allows for market and merit pay increases, the
average market range penetration for staff was first
tracked in 2010 at 34.9%. Preliminary projections
for 2014 indicate market range penetration of 41%,
still short of a 50th percentile goal.
University of Virginia - MBU Summary
Exec Level: R0800 VP: HR-Human Resources, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
76.3
6,839,732
‐
‐
‐
‐
‐
‐
15.7
1,385,121
‐
‐
92.0
‐
49,350
‐
‐
‐
15,870
‐
5,795
‐
86,829
‐
‐
‐
157,844
76.3
‐
6,889,082
891,404
‐
‐
‐
15,870
299,008
‐
5,795
‐
15.7
‐
1,471,950
760,045
‐
‐
92.0
‐
8,382,697
1,950,457
Recoveries
‐
‐264,548
‐
‐
‐
‐
‐
‐
‐
‐1,060,357
‐
‐
‐
‐1,324,905
Transfers
‐
‐150,000
‐
‐
‐
150,000
‐
‐
‐
‐
‐
‐
‐
0
76.3
76.1
476,856
7,365,938
6,825,388
‐
‐
‐
449,008
464,878
‐
‐
5,795
‐
15.7
18.1
‐300,312
1,171,638
1,637,362
‐
‐
92.0
94.2
625,552
9,008,249
8,462,750
‐
‐
‐
7,000
‐
5,900
‐
115,212
‐
‐
‐
173,012
18.1
‐
1,752,574
1,096,122
8,635,762
1,910,969
‐1,645,693
2014‐R Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Subtotal
MBU Totals
2015‐O Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Transfers
Subtotal
MBU Totals
8,224,853
‐
44,900
76.1
‐
6,870,288
706,405
‐
‐
‐
7,000
108,442
‐
5,900
‐
‐
‐
94.2
‐
‐
‐236,436
‐
‐
‐
‐
‐
‐
‐
‐1,409,257
‐
‐
‐
‐
‐122,000
‐
‐
‐
122,000
‐
‐
‐
‐
‐
‐
‐
0
76.1
347,969
7,218,257
18.1
‐313,135
1,439,439
94.2
265,276
8,901,038
230,442
237,442
5,900
112
VICE PRESIDENT FOR MANAGEMENT AND
BUDGET
Collectively, the Management and Budget service
units perform the following core functions:

Develop, implement, and monitor the annual
operating budget, capital budget, and the
biennial state budget;

Provide financial planning to assist in
identifying and allocating resources required to
achieve strategic goals;

Lead integrated, physical planning, including the
design of new facilities, renovations, and land
use for effective, efficient, and sustainable
capital development and historic preservation;

Manage the construction program for the
Academic Division, Medical Center, and
College at Wise, with $200 million of
construction work in place anticipated for the
current fiscal year;

Maintain and operate the academic and health
system physical plant, including maintenance,
utilities, custodial services, and grounds care for
16.7 million gross square feet in 561 buildings;

Direct the purchasing of goods and services
(120,000 purchase orders through the
Marketplace and 85,400 p-card transactions) and
accounts payable operations (312,000 payable
transactions);



Broaden and diversify the supply chain for
goods and services;
Develop and maintain effective state relations
with the Executive Branch and the General
Assembly in order to advance legislative,
operating, and capital priorities;
Coordinate the implementation of the provisions
in the Restructuring Act, the Management
Agreement, and the Virginia Higher Education
Opportunity Act of 2011;

Develop space planning strategies and policies;

Review and coordinate the purchase and sale of
real estate and manage a portfolio of 101
expense leases and 34 income leases; and

Deliver housing, dining, transit, and other
auxiliary services to support the University’s
living and learning community.
Strategic Direction
The Management and Budget vision statement is “to
be a prudent steward of University resources and a
valued partner in achieving teaching, research,
service, and health care excellence.”
In 2014-15, Management and Budget service units
will:

Continue to enhance the organizational capacity
for financial decision-making through robust
analytics and regular reporting;

Support multi-year financial planning by
projecting cost drivers, monitoring
commitments, and modeling sources and uses;

Further the stewardship of financial, physical,
and human assets through continuous
improvement of business processes and the
redesign of business models to achieve an
improved level of service and efficiencies;

Transition the budget to the new financial model;

Provide innovative approaches, support services,
and infrastructure to advance institutional
priorities; and

Focus on meeting the needs of customers
(faculty, staff, students, and general public) with
competitive, high-quality services.
2014-15 Operating Budget
The Management and Budget service units are
primarily funded through a traditional centralized
budget target, with the exception of Facilities
113
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
The Vice President for Management and Budget
portfolio includes: the Budget Office, Business
Operations, Facilities Management, Office of the
Architect, Procurement and Supplier Diversity
Services, Real Estate and Leasing Services, and State
Governmental Relations.
Management and Business Operations, both of which
operate on a cost recovery basis.
The operating budget (see page 116), net of
recoveries from internal customers, totals $202.4
million in 2014-15.
Hall, North Grounds Mechanical Plant, Rugby
Administration Building, Emmet-Ivy Corner
Landscaping, and Bryant Hall). Funding will be
allocated to the target budgets for compensation
adjustments as authorized by the state or the Board of
Visitors.
Central University Reserves
The University holds reserves centrally to: 1)
manage contingencies, 2) temporarily hold funds that
will be allocated during the fiscal year, 3) pay debt
service, and 4) meet institutional expenses that are
not assigned to any one operating unit.
MAJOR BUDGET UNIT OVERVIEWS
Examples of items held in central reserves for 201415 include:
Auxiliary activity comprises 53.9 percent of the
budget. Auxiliaries are responsible for supporting
both their operating and maintenance costs, as well as
meeting reserve requirements for the long-term
maintenance of their facilities. Auxiliary activities
include housing, dining, parking and transportation,
bookstores, printing and copying, mail services, child
care, management of the John Paul Jones Arena, and
leasing activity related to the National Radio
Astronomy Observatory and the Judge Advocate
General’s Legal Center and School.
With the auxiliaries making up the majority of the
budget, other than personal services is the
predominant expenditure category including
inventory purchases, supplies, utilities, and
maintenance of facilities. Within the auxiliary
budgets, 30.9 percent is comprised of transfers in
support of repair and renovation, expansion reserves,
and debt service.
Forty percent of the budget is funded from tuition and
state general funds. Facilities Management is
provided with resources to fund the cost of E&Grelated utilities ($38 million), custodial services ($8.8
million), and maintenance ($30.2 million) for those
E&G buildings in the Academic Division. While
these numbers are reflected in the net operating
budget, a holistic picture of the scope of Facilities
Management operations includes the gross activity
for both the Academic Division and the Medical
Center, which is projected to total $473.7 million in
2014-15.
In 2014-15, the University proposes to allocate to
Management and Budget service units: $115,000 for
utility increases for E&G space; $335,709 for
operations and maintenance of new facilities (Ruffner

$12.8 million for employee salary increases and
associated fringe benefits, including the Boardapproved 4.75 percent increase for T&R faculty
and a 3.0 percent increase for administrative and
professional faculty and University staff paid
from centrally-allocated funds. This estimate
also includes an assumption of a two percent
bonus for classified staff, subject to the state’s
approved compensation increases for this
classification of employee;

$9.7 million associated with increased fringe
benefit costs, largely associated with VRS and
the University health plan;

$10.7 million for repayment of institutional debt
related to the Student Information System, Rouss
Hall, the South Lawn Project, purchase of 2400
Old Ivy Road; and the Emmet-Ivy parking
garage, as well as for anticipated real estate
acquisitions;

$17.2 million for high-priority funding requests
addressed during the budget development
process;

$3.0 million for the President’s Fund for
Excellence;

$2.2 million specifically designated by the state
to fund cancer research, focused ultrasound
activities, the Virginia Foundation for the
Humanities, and the state’s performance
budgeting system;

$1.1 million for O&M costs for new facilities
coming on line and utility increases. ;
114
$5.8 million in fees collected from out-of-state
students, required by the Commonwealth to be
remitted to cover a proportionate share of capital
project and Equipment Trust Fund debt service;
and

$8.8 million reserved for general contingencies,
uncollectible tuition, and unexpected cold
weather and higher utility rates.
Capital Plan
After replacing the roof on the Rotunda, the
remaining scope of renovation work began
immediately after Final Exercises ($43.5 million
from state and gift funds).Planning is complete for
the North Grounds Mechanical Plant ($13.1 million
in debt and utility infrastructure reserves), Newcomb
Road Chiller Plant ($11.6 million from debt, utility
infrastructure reserves, and auxiliary funding), and
Facilities Management Shop Support Building ($6.0
million from debt and facilities management
operating reserves) all of which will be under
construction in 2014-15. Planning will continue for
the renovation of Gilmer Hall and the Chemistry
Building.
Business Operations units, as auxiliaries, manage their
own capital budgets. Construction is underway for the
sixth new Alderman Road Residence Hall to be
completed for occupancy in the fall 2015.
For Housing, planned 2014-15 expenditures
totaling $8 million include the Gooch/Dillard
Phase I renovation to Building 381; Brown
College roof replacement and bathroom repairs;
Hereford flooring replacement; and the balance
toward numerous other safety and security and
repair and renovation projects addressing
deficiencies identified in the facilities audit.

For Dining, planned 2014-15 expenditures
include $2.4 million earmarked for facility
repairs and improvements to dining facilities,
including New Cabell.

For Parking and Transportation, planned
2014-15 expenditures from the reserves include
$1.8 million for the purchase of 5 transit buses,
$843,000 for parking lot and garage repairs and
lighting upgrades, and other needs.

For Printing and Copying Services, planned
2014-15 planned reserve expenditures include
$489,000 for equipment, and system purchases.

The University Bookstore’s planned 2014-15
reserve expenditures include $100,000 for the
computer system replacement. Additionally,
$135,000 is earmarked for Bookstore and
Cavalier Computers unforeseen facility repairs
and improvements and equipment and computer
system upgrades.

Other repair and renovation reserves are held for
the Child Development Centers, the Cemetery,
Mail Services, JPJ Arena, Business Operations,
and Cavalier Advantage. Planned expenditures
from the reserves in 2014-15 include: Cemetery
Expansion, Child Development Center roof
replacement, JPJ Arena equipment and
furnishing replacements, and Mail Services
processing equipment.
The below schedule outlines expected activity in the
R&R and expansion reserves for the Business
Operations auxiliary units. It is expected that all
units, except for Housing, will meet the Board
reserve policy of re-investing at least 1.5 percent of
replacement value of the facilities. Housing
continues to work towards meeting the contribution
target of 1.5 percent by transferring $9.3 million or 1
percent of replacement value. Business Operations
(in thousands)
Projected Balance,
7/1/14
Plus: Transfers from
Operating
Less: Planned
Expenditures
Projected Balance,
6/30/15
R&R
Reserve
Expansion
Reserve
Total
$24,782
$12,907
$37,689
$10,472
$7,217
$17,689
($13,724)
($3,031)
($16,755)
$21,530
$17,093
$38,623
115
MAJOR BUDGET UNIT OVERVIEWS


University of Virginia - MBU Summary
Exec Level: R0280 VP: MB-VP/Mgmt & Budget, Mbu Level: <All>
Excludes MB-University Reserves and MB-General Institutional
1
2
Tui on and GF
Appropria on
FTE
Amount
3
Grants & Contracts,
F&A
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
GTA/GRA
26.0
3,573,121
‐
‐
0.5
105,100
‐
‐
‐
‐
3.0
531,988
29.5
4,210,209
1,282.0
73,747,019
‐
‐
2.0
213,457
‐
‐
‐
‐
252.4
12,576,706
1,536.4
86,537,182
‐
2,633,641
‐
‐
‐
6,306
‐
‐
‐
‐
‐
1,525,355
‐
4,165,302
‐
14,762
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
14,762
324,863
3,167,239
14,634,049
65,486,599
1,565.9
0.0
94,927,455
606,675,357
1,308.0 79,968,543
0.0 534,041,939
‐
2,483,139
2.5
‐
‐
1,477,341
‐
19,100
255.4
‐
Recoveries
Internal Debt Service
‐ ‐518,788,632
‐
‐
‐
‐
‐
‐
‐
‐
0.0
‐8,214,056
0.0
‐527,002,688
‐
5,314,325
‐
‐
‐
‐
‐
‐
‐
34,800
‐
17,350,321
‐
22,699,446
Transfers
‐
‐5,314,325
‐
‐
‐
‐
‐
‐
‐
‐
‐
16,306,550
‐
10,992,225
0.0
1,308.0
23.0
15,253,307
95,221,850
4,027,360
‐
2,483,139
2,483,139
‐
2.5
‐
3,167,239
3,492,102
‐
‐
1,477,341
1,477,341
‐
‐
53,900
53,900
‐
0.0 90,929,414
255.4 105,563,463
3.0
578,041
0.0
1,565.9
26.0
113,364,340
208,291,795
4,605,401
1,284.5
77,586,014
‐
‐
2.5
325,695
‐
‐
‐
‐
260.3
13,745,459
1,547.3
91,657,168
0.0
2,383,064
‐
‐
0.0
1,650
‐
‐
‐
‐
0.0
1,353,400
0.0
3,738,114
327,345
1,758,534
15,676,900
67,222,064
1,573.3
0.0
100,000,683
550,895,695
Subtotal
OTPS
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
Wages and benefits
Subtotal
OTPS
Recoveries
Internal Debt Service
Transfers
Subtotal
MBU Totals
1,307.5 83,996,438
0.0 480,471,075
‐
‐
2.5
0.0
‐
1,423,722
0.0
20,300
263.3
0.0
0.0 ‐473,976,965
‐
‐
‐
‐
‐
‐
‐
‐
0.0
‐8,250,200
0.0
‐482,227,165
‐
5,314,325
‐
‐
‐
‐
‐
‐
‐
270,100
‐
17,304,500
‐
22,888,925
‐
‐5,314,325
‐
‐
‐
‐
‐
‐
‐
‐
‐
16,137,600
‐
10,823,275
0.0
1,307.5
6,494,110
90,490,548
0.0
2.5
1,758,534
2,085,879
1,423,722
1,423,722
0.0
0.0
290,400
290,400
0.0 92,413,964
263.3 108,090,864
0.0
1,573.3
102,380,730
202,381,413
116
University of Virginia - MBU Summary
Includes MB-University Reserves and MB-General Institutional
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
5
Private Restricted
Amount
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2014‐R Staff Salaries and benefits
‐
‐
‐
‐
‐
751,700
‐
‐
‐
‐
‐
‐
‐
751,700
751,700
181,439
‐
‐
‐
‐
‐
‐639,000
0.0
751,700
10,232,256
Subtotal
0.0
10,689,817
‐
‐
‐
Financial Aid
‐ ‐33,235,608
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐33,235,608
Central Assessment
‐ ‐26,684,548
‐
‐
‐
‐2,664,027
‐
‐
‐
‐
‐
‐
‐
‐29,348,575
Recoveries
Internal Debt Service
‐
‐1,290,807
‐
‐398,482
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐1,689,289
‐
1,923,074
‐
656,064
‐
700,760
‐
‐
‐
‐
‐
‐
‐
3,279,898
Transfers
‐
11,273,883
‐
1,171,846
‐
‐7,200,900
‐
70,000
‐
699,449
‐
1,952,700
‐
7,966,978
0.0 ‐37,324,189
0.0 ‐37,324,189
‐ 10,867,160
‐
1,429,428
1,429,428
‐
2.0
‐8,982,728
‐8,231,028
427,500
‐
70,000
70,000
‐
‐
699,449
699,449
‐
‐
1,313,700
1,313,700
‐
0.0
0.0
2.0
‐42,794,340
‐42,042,640
11,294,660
1.0
10,442,025
‐
‐
36.0
6,005,926
‐
‐
‐
‐
‐
‐
37.0
16,447,951
‐
313,800
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
313,800
1.0
0.0
21,622,985
32,166,823
‐
500,000
38.0
0.0
6,433,426
9,986,625
‐
212,500
‐
‐
‐
‐1,150,487
39.0
0.0
28,056,411
41,715,461
‐ ‐40,454,158
‐
‐
‐
‐
‐
1,040,500
‐
‐
‐
‐
‐
‐39,413,658
0.0 ‐26,683,067
‐
‐
0.0
‐2,694,186
‐
‐
‐
‐
‐
‐
0.0
‐29,377,253
OTPS
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Staff Salaries and benefits
GTA/GRA
Subtotal
OTPS
Financial Aid
Central Assessment
Recoveries
‐
‐1,143,540
‐
‐398,482
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐1,542,022
Internal Debt Service
‐
1,107,904
‐
656,064
‐
700,760
‐
‐
‐
‐
‐
‐
‐
2,464,728
Transfers
‐
4,874,459
‐
1,131,574
‐
‐9,275,000
‐
‐
‐
612,850
‐
3,686,931
‐
1,030,814
1,889,156
1,889,156
0.0
38.0
‐1,281,801
5,151,625
2,536,444
2,536,444
0.0
39.0
‐25,121,930
2,934,481
Subtotal
MBU Totals
0.0 ‐30,131,579
1.0 ‐8,508,594
1,253,000
1,253,000
117
612,850
612,850
SENIOR VICE PRESIDENT FOR UNIVERSITY
ADVANCEMENT
MAJOR BUDGET UNIT OVERVIEWS
Overview of Operations
The mission of University Advancement is to ensure
the University’s future by engaging alumni, parents
and friends, supporting the University’s strategic
priorities, and inspiring the minds, hearts and
generous support of both internal and external
partners. University Advancement is organized into
three major divisions—University Development,
Engagement and Annual Giving, and Advancement
Services, which includes WTJU, a non-commercial
radio station serving the University and surrounding
communities with 24-hour programming throughout
the year.
University Advancement consists of approximately
148 full-time professionals who work in partnership
with the University’s 11 schools, 15 Universityrelated fundraising foundations, and more than 300
members of the University’s advancement
community (administrators, fundraisers,
communicators, and alumni relations professionals)
to advance the strategic priorities of the University.
Strategic Direction
University Advancement’s fundraising divisions
(Pan-University Priorities, Regional, Reunions,
Corporate and Foundations, Planned Giving,
Principal Gifts and Annual Giving) provide direct
support for the University’s strategic plan by
soliciting gifts for identified priorities. Engagement
officers share information about institutional
priorities through numerous events featuring
university leaders and faculty speakers; its regional
officers also solicit annual gifts in support of the
same. WTJU reflects the broadest educational goals
of the University, serving as a communications link
between the University and the surrounding
community and bringing the resources of the
University to its neighbors.
University Advancement’s budget for 2014-15 aligns
directly with the University's strategic focus as it
continues to re-organize and re-deploy resources in
direct support of three identified institutional
priorities:



Faculty Support
AccessUVa
Historic Preservation and Restoration:
Jeffersonian Grounds Initiative
University Advancement also supports strategic
initiatives coming out of the University’s Strategic
Plan (i.e., data science). University Advancement
will continue to work closely with academic and
volunteer leadership to collaborate in support of
fundraising objectives that integrate with the
priorities of the University and its academic schools
and units.
2014-15 Operating Budget
University Advancement is predominately funded
through a traditional centralized budget target, with a
small auxiliary operation in WTJU Radio.
Units classified as auxiliary units (an entity that
exists to furnish goods or services to students,
faculty, or staff and charges a fee to recover the cost
of the service) are expected to be fully selfsupporting for both operating and capital purposes.
An auxiliary unit, WTJU will retain revenues
generated (student fees) and will be held responsible
for generating sufficient revenues to cover its planned
expenditures. In addition, the unit is required to pay
a general and administrative overhead to the
University for support services; for 2014-15, WTJU
will pay $10,000.
For 2014-15, 91 percent of University
Advancement’s operating budget is from private
unrestricted funds (endowment fee and endowment
distribution), while 9 percent is funded from other
school support for Health Sciences fundraising,
restricted gifts, grants, and WTJU’s student fees. All
development activities are funded from non-state
sources.
University Advancement’s 2014-15 operating budget
(see page 120) is $19.5 million, with the majority of
spending on compensation (67 percent). The
remaining expenditures are allocated around
completing the present fundraising initiatives, while
preparing to go further, faster, and with greater
intensity in programs for all aspects of the
University’s constituency (cultivation, solicitation,
stewardship, and recognition).
118
Funding will be allocated to the target budgets for
compensation adjustments as authorized by the state or
the Board of Visitors.
MAJOR BUDGET UNIT OVERVIEWS
Capital Plan
University Advancement does not have any projects on
the Major Capital Projects Plan but plays a significant
role in the fundraising needed for many projects in the
Capital Plan. University Advancement’s priority for
Historic Preservation and Restoration, as it relates to
required fundraising for both the Rotunda Renovation
and the Jeffersonian Grounds Initiative, will be key
factors for the success of both capital initiatives.
.
119
University of Virginia - MBU Summary
Exec Level: R0065 VP: DV-SVP University Advancement, Mbu Level: <All>
1
2
Tui on and GF
Appropria on
FTE
3
Grants & Contracts,
F&A
Amount
FTE
4
Private Unrestricted
Amount
FTE
Amount
5
Private Restricted
FTE
6
Local Sales, Services,
Other
Amount
FTE
Auxiliary
Amount
FTE
Amount
Total ‐ FTE
Total ‐ Amount
CS
FY CT
Category
2014‐R Faculty Salaries and benefits
Staff Salaries and benefits
‐
‐
‐
‐
23.8
3,396,705
‐
‐
‐
‐
‐
‐
23.8
3,396,705
‐
‐
‐
‐
121.8
9,186,570
2.0
109,750
‐
‐
2.0
135,850
125.8
9,432,170
Wages and benefits
‐
‐
‐
18,900
‐
5,000
‐
24,500
‐
‐
‐
6,000
‐
54,400
145.6
‐
12,588,275
6,684,831
2.0
‐
134,250
219,443
‐
618,557
2.0
‐
141,850
6,650
149.6
‐
12,883,275
7,586,381
‐
‐227,950
‐
‐
‐
‐
‐
‐
‐
‐227,950
2.0
0.1
219,443
353,693
6,800
‐
618,557
618,557
‐
2.0
‐
6,650
148,500
‐
149.6
20.9
7,358,431
20,241,706
3,125,525
9,856,339
OTPS
‐
‐
‐
18,900
56,900
Recoveries
‐
‐
‐
‐
145.6
20.8
6,456,881
19,045,156
3,118,725
Subtotal
‐
‐
‐
56,900
75,800
‐
Staff Salaries and benefits
‐
‐
1.0
52,360
123.8
9,542,899
2.0
115,370
‐
‐
2.0
145,710
128.8
Wages and benefits
‐
‐
‐
‐
‐
140,000
‐
22,000
‐
‐
0.0
20,000
0.0
182,000
‐
‐
1.0
‐
52,360
23,140
144.6
‐
12,801,624
5,272,008
2.1
‐
144,170
257,630
0.0
1,015,178
2.0
0.0
165,710
6,210
149.7
0.0
13,163,864
6,574,166
‐
‐
‐
‐
‐
‐227,950
‐
‐
‐
‐
‐
‐
‐
‐227,950
1.0
23,140
75,500
144.6
5,044,058
17,845,682
2.1
257,630
401,800
0.0
0.0
1,015,178
1,015,178
0.0
2.0
6,210
171,920
0.0
149.7
6,346,216
19,510,080
Subtotal
MBU Totals
2015‐O Faculty Salaries and benefits
Subtotal
OTPS
Recoveries
Subtotal
MBU Totals
120
THE UNIVERSITY OF VIRGINIA’S
COLLEGE AT WISE
121
THE UNIVERSITY OF VIRGINIA’S COLLEGE AT WISE
OPERATING BUDGET SUMMARY
The 2014-15 operating expenditure budget for the College at Wise is projected to total $41.5
million, representing an increase of 4.2 percent as compared to the revised 2013-14 budget. As
explained in more detail below, a conservative approach was taken for purposes of developing
the 2014-15 budget while the 2014 General assembly finalizes its work.
The College at Wise Advisory Board reviewed and approved this budget on March 21, 2014.
FUNDING SOURCES OF THE OPERATING BUDGET
Wise’s 2014-15 operating financial plan on page 125 projects $41.5 million in available
operating resources from state general funds, tuition and fees, sponsored research and F&A cost
recoveries, endowment distributions, gifts, auxiliary revenues, and other sources, a 4.2 percent
increase from the revised sources available for 2013-14 of $39.8 million. The charts below
demonstrate which operating revenues will provide the resources to fund the operating
expenditure budget.
UVA’S COLLEGE AT WISE
2014-15
In 2014-15, the general fund appropriation (38.6
percent) will continue to provide the greatest
proportion of the operating budget. Tuition and
fees revenue will comprise 26 percent of the
2014-15 funding sources, followed by sales and
services and other (including auxiliary revenues,
investment income, and other miscellaneous
revenue) (23.6 percent), endowment income (8.1
percent), grants and contracts (2 percent), and
gifts (1.7 percent).
FUNDING SOURCES
State General Fund Appropriation
The general fund appropriation for 2014-2015 is
projected to total $16.0 million. This represents
an increase of 0.6 percent as compared to the
revised 2013-14 budget, which included general
2013-14
funds provided for state-authorized salary
increases during 2013-14. The 2014-15
appropriation reflects a $350,000 increase for
undergraduate student financial aid, but does not
reflect expected incremental general funds for
related retirement and other fringe benefits
likely to result from approval of the 2014
General Assembly budget. State funded
financial aid is projected to total $2.4 million.
A general fund appropriation totaling $195,860
for the Southwest Virginia Public Education
Consortium (SVPEC) will continue in 2014-15.
This appropriation is through the Virginia
Department of Education. Wise serves as the
fiscal agent for the SVPEC.
122
Tuition and Fees
Tuition and fees, net of $50,000 for financial
aid, are projected to total $10.8 million in 201415. This represents a $1.2 million or 12.1
percent increase over revised projections and
includes both E&G and auxiliary fees. Wise’s
continued commitment to student affordability is
reflected in the recommendation of a 4.0 percent
increase in tuition for in-state students and a 4.0
percent increase for out-of-state students and all
foreign study courses. The Center for Teaching
Excellence will continue to offer dual
enrollment opportunities and professional
teaching training programs. The technology fee
will be $130 in 2014-15, an increase of $5 over
2013-14. The state-required out-of-state capital
fee assessed to all non-resident students will
remain at $632 per year in 2014-15.
Dining Commons, and the football stadium. No
state E&G funds are available to support these
programs and operations. Historically, Wise has
been in the middle of the 15 public higher
education institutions in Virginia in overall fees
and has been one of the lowest in total cost of
attendance in the Commonwealth. The student
service fee for full-time students will increase
4.0 percent from $3,708 in 2013-14 to $3,856 in
2014-15.
Planned enrollment, consistent with the Boardapproved projections, continues to aid in
providing incremental tuition and E&G revenue.
Actual full-time equivalent enrollment for the
fall 2013 semester totaled 1,636, a decrease of
4.2 percent as compared to fall 2012. Wise
continues to implement strategies to improve
retention, progression, and six-year graduation
rates, including the early alert retention program,
implemented in 2012-13. Through the support
of the entire College community, these strategies
and goals have resulted in improved student
success. The more selective process in the offer
of provisional admission to freshman and
transfer applicants has also impacted student
success. Wise continues to offer reduced tuition
rates for students residing in targeted counties in
Kentucky and Tennessee. Enrollment is
projected at 1,652 for fall 2014, a 1 percent
increase as compared to fall 2013.
Endowment Income and Gifts
Projected endowment distributions total $3.4
million in 2014-15, an increase of 9.6 percent as
compared to 2013-14. Private gifts, including
$67,000 of athletic gift revenue, are projected to
total $652,661 in 2014-15, representing a 22.8
percent increase over the 2013-14 revised
projection.
Sales and Services and Other Sources of Funds
Other sources of funds for the 2014-15 operating
budget represents sales and services, which
include non-academic revenues supporting
auxiliary services to students, faculty, and staff,
such as housing rents, board rates, bookstore
sales, parking passes and fines, athletic
conference revenues and gate receipts, and other
activities. Sales and services income is
estimated to total $9.8 million in 2014-15, an
increase of 0.4 percent as compared to 2013-14.
The 2014-15 operating budget reflects revenues
generated from increased housing rents, and
increased meal plan rates as a result of
implementing new meal plan options for
students. As explained in more detail on page
128, these revenues will be used to support
increased operating expenses of Wise’s auxiliary
enterprises.
The Graduate Medical Education Consortium
(GMEC) will receive estimated revenues in
2014-15 totaling $117,111 from the Virginia
123
UVA’S COLLEGE AT WISE
Student fees provide operating revenue for the
majority of Wise’s student life programs.
Activities receiving funds from student fee
revenue include the student government
association; student publications; intramural and
outdoor recreational activities; graduation fee;
student health services; athletics; student life
programs; operating, maintenance, and
housekeeping personnel assigned to Cantrell
Hall and the Slemp Student Center; and debt
service for the Slemp Student Center, Smith
Grants, Contracts, and F&A Recoveries
Sponsored research direct costs and indirect cost
recoveries are projected to decrease by $33,197
or 3.8 percent in 2014-15 as compared to the
revised 2013-14 budget. Grants ending in 201314 include the SEED Leadership Grant and the
Entrepreneurship Initiative.
UVA’S COLLEGE AT WISE
Department of Health (VDH). Prior to 2013-14,
Wise received funding from VDH as state
appropriation. This classification changed as a
result of the Attorney General’s report
concluding the GMEC program is only
permissible with a bona fide contract. The
GMEC entered into a contract with VDH
effective July 1, 2013 and as a result, Wise
submitted a 2014 Session Budget Amendment
request to change the language in Chapter 806 of
the 2013 Acts of Assembly; Item 297H to insert
“GMEC is a program of the University of
Virginia’s College at Wise.” For this reason,
these revenues are now reflected as Sales and
Services rather than state appropriations.
124
University of Virginia's College at Wise
Projected Operating Sources
($)
Sources Amount
FY Resources Category
2014‐R Appropria ons: State
Tui on
Less: Tui on to Financial Aid
Student Fees
Sales & Services
Grants & Contracts
F&A ‐ Cost Recoveries
Endowment Distribu on
Endowment Admin Fee
Gi s
MBU Totals
2015‐O Appropria ons: State
Tui on
Less: Tui on to Financial Aid
Student Fees
Sales & Services
Grants & Contracts
F&A ‐ Cost Recoveries
Endowment Distribu on
Endowment Admin Fee
Gi s
MBU Totals
1
2
3
4
5
6
Tui on and GF
Appropria on
Grants & Contracts, F&A
Private Unrestricted
Private Restricted
Local Sales, Services,
Other
Auxiliary
15,930,750
7,267,956
‐100,000
212,223
183,872
‐
10,191
‐
‐
‐
23,504,992
16,022,145
8,146,320
‐50,000
296,225
119,611
‐
‐
‐
‐
‐
24,534,301
‐
‐
‐
‐
‐
836,001
35,151
‐
‐
‐
871,152
‐
‐
‐
‐
‐
811,379
36,767
‐
‐
‐
848,146
‐
‐
‐
‐
‐
‐
‐
‐
95,261
‐
95,261
‐
‐
‐
‐
‐
‐
‐
‐
99,054
‐
99,054
125
‐
‐
‐
‐
‐
‐
‐
2,982,073
‐
531,340
3,513,413
‐
‐
‐
‐
‐
‐
‐
3,273,175
‐
652,661
3,925,836
‐
‐
‐
‐
72,600
‐
‐
‐
‐
‐
72,600
‐
‐
‐
‐
72,600
‐
‐
‐
‐
‐
72,600
‐
‐
‐
2,251,919
9,520,562
‐
‐
‐
‐
‐
11,772,481
‐
‐
‐
2,406,014
9,621,485
‐
‐
‐
‐
‐
12,027,499
Total‐Amount
15,930,750
7,267,956
‐100,000
2,464,142
9,777,034
836,001
45,342
2,982,073
95,261
531,340
39,829,899
16,022,145
8,146,320
‐50,000
2,702,239
9,813,696
811,379
36,767
3,273,175
99,054
652,661
41,507,436
OPERATING USES BY ACTIVITY
The schedule of Wise’s projected operating uses by activity on page 127 summarizes total
expenditures by program: direct instruction, research, public service, academic support, student
services, general administration, O&M of physical plant, scholarships and fellowships, and
auxiliary/self-supporting. The following charts show the percentage of the total operating budget
dedicated to each major activity:
UVA’S COLLEGE AT WISE
2014-15
2013-14
Direct Instruction
Direct instruction includes teaching and research
(T&R) faculty, support staff, equipment, and operating
costs associated directly with teaching. The 2014-15
instruction budget totals $11.4 million, an increase of
7.0 percent as compared to the revised 2013-14
budget. Wise will fund the third year of the six-year
plan to address T&R faculty salary needs, non-general
fund allocation for the planning and development of
the STEM Early College Academy, High Need Degree
funding to support the increased engagement of T&R
faculty in the recruitment process and to investigate
the feasibility of an RN-to-BSN online program, and
fund a new full-time position for the Healthy
Appalachia Institute in support of the Appalachian
Prosperity Project.
The 2014-15 general fund appropriation for the
SVPEC will total $196,000. From this amount,
$71,849 will be allocated to the William King
Regional Arts Center, a non-state agency located in
Abingdon, Virginia, for the Van Gogh outreach
program that serves the far southwest Virginia region.
The SVPEC also approved the allocation of $23,340
of its appropriation to the College’s E&G budget
during 2013-14.
GMEC will receive funding from the Virginia
Department of Health in the projected amount of
$117,111, a decrease of 30.7 percent as compared to
the revised 2013-14 budget. The GMEC mission will
continue, improving access to high-quality primary
care for the citizens of Virginia by forming
educational partnerships between rural and
underserved communities in Southwest Virginia.
Funding for the Pro-Art Association of Wise County
and the City of Norton will total $19,000 in 2014-15.
Research and Public Service
The SVPEC, GMEC, the Office of Economic
Development and the Pro-Art Association of Wise
County, and the City of Norton make up the public
service activities on the Wise campus. Sponsored
research, both state and federal grant funded, is also
included within this program. The 2014-15 operating
budget for research and public service decreases by
4.8 percent to $1. 1 million, primarily as a result of
completion of several sponsored program awards.
126
University of Virginia's College at Wise
Projected Operating Uses - By Activity
1
2
Tui on and GF
Appropria on
Subtotal
Program
for
Sort
Program Name 1
FY
Program Name
2014‐R 1 Direct Instruc on
1 Research
1 Public Service
1 Academic Support
1 Student Services
1 General Administra on
1 O&M of Physical Plant
E&G Programs Total
1 Scholarships & Fellowships
Student Financial Aid Total
8 Auxiliary/Self-Suppor ng
Auxiliary Enterprises Total
MBU Totals
2015‐O 1 Direct Instruc on
1 Research
1 Public Service
1 Academic Support
1 Student Services
1 General Administra on
1 O&M of Physical Plant
E&G Programs Total
1 Scholarships & Fellowships
Student Financial Aid Total
8 Auxiliary/Self-Suppor ng
Auxiliary Enterprises Total
MBU Totals
3
Grants & Contracts,
F&A
4
Private Unrestricted
Amount
5
Private Restricted
Fte
Amount
104.3
3.9
41.4
25.3
54.0
25.9
254.6
-
3.5
0.5
3.0
7.0
-
293,114
114,738
463,300
871,152
-
1.1
1.1
-
95,261
95,261
-
0.9
0.9
-
-
10,070,016
524,888
3,790,309
1,734,677
3,441,703
1,766,411
21,328,004
2,167,638
2,167,638
-
-
-
-
-
-
254.6
104.3
3.9
42.4
25.3
56.0
24.9
256.6
0.0
0.0
-
23,495,642
10,637,829
502,021
4,044,689
1,660,973
3,598,816
1,640,035
22,084,363
2,449,938
2,449,938
-
7.0
3.5
0.5
3.0
7.0
-
871,152
300,686
116,354
431,106
848,146
-
1.1
1.1
1.1
-
95,261
99,054
99,054
-
0.9
1.9
1.9
-
-
-
-
-
-
256.6
24,534,301
7.0
848,146
1.1
99,054
1.9
Fte
Amount
Fte
Amount
Fte
127
273,436
90
99,750
100,000
473,276
2,972,137
2,972,137
68,000
68,000
3,513,413
443,875
90
99,750
86,000
629,715
3,228,121
3,228,121
68,000
68,000
3,925,836
6
Local Sales, Services,
Other
Auxiliary
Amount
Fte
-
Amount
Fte
Total‐Fte
-
-
-
5,000
4,500
100
63,000
72,600
-
-
-
-
-
60.6
60.6
60.6
-
11,781,831
11,781,831
11,781,831
-
-
-
63.8
63.8
63.8
12,027,499
12,027,499
12,027,499
-
72,600
5,000
4,500
100
63,000
72,600
-
-
-
-
72,600
108.6
0.5
6.9
41.4
25.3
55.1
25.9
263.6
60.6
60.6
324.2
109.6
0.5
6.9
42.4
25.3
57.1
24.9
266.6
0.0
0.0
63.8
63.8
330.4
Total‐Amount
10,636,566
114,738
993,278
3,894,559
1,734,777
3,699,964
1,766,411
22,840,293
5,139,775
5,139,775
11,849,831
11,849,831
39,829,899
11,382,390
116,354
938,217
4,148,939
1,661,073
3,846,870
1,640,035
23,733,878
5,678,059
5,678,059
12,095,499
12,095,499
41,507,436
Academic Support
Academic support includes library services,
technological and computer services, and
general academic services to both students and
instructional faculty. Faculty development and
recruitment are also included within this
program. The 2014-15 academic support budget
totals $4.1 million, an increase of 6.5 percent as
compared to the revised 2013-14 budget.
Student Services
Student Services includes social and cultural
development activities, counseling and career
guidance, as well as general student affairs
services. Enrollment management, financial aid
services, registration services, publication costs
associated with student recruitment, and
programs designed to meet the guidelines of the
American Disabilities Act also are part of the
student services activity. The 2014-15 student
services budget totals $1.7 million, a 4.2 percent
decrease as compared to the revised 2013-14
budget. The decrease reflects one-time funding
in the 2013-14 budget for initiatives related to
recruitment and other student service initiatives.
UVA’S COLLEGE AT WISE
General Administration
Institutional support from executive
management, fiscal operations, logistical
services, development, public relations, and staff
training and development totals $3.8 million in
2014-15, an increase of 4 percent as compared to
the revised 2013-14 budget.
O&M of Plant
Physical plant services in housekeeping,
maintenance operations, utilities, landscaping
and grounds maintenance totals $1.6 million in
2014-15, a decrease of 7.2 percent as compared
to the revised 2013-14 budget. This decrease is
due to increased O&M recoveries and unfilled
positions.
Student Financial Aid
The student financial aid budget totals $5.7
million in 2014-15, an increase of 10.5 percent
as compared to the revised 2013-14 budget. The
general fund appropriation for student financial
aid in 2014-15 totals $2.4 million, reflecting
projected increased state support of $350,000
per Governor McDonald’s 2014 Introduced
Budget. Student financial aid from private funds
and grants totals $3.3 million in 2014-15, an
increase of 8.7 percent over the revised 2013-14
budget.
Auxiliary Enterprises
The 2014-15 auxiliary enterprise operating
budgets total $12.1 million. Self-supporting
activities include student housing operations,
conference events, bookstore, dining services,
fleet vehicle management, SWVA Tech Center
conferences, printing and copying services,
parking and transportation, student health
services, student union operations, athletics, and
debt service for residence halls, dining hall,
football stadium, student union buildings, and
the Winston Ely Health and Wellness Center.
Funded solely by revenue collected for services
provided to students, faculty, staff and the
general public, the auxiliary enterprise operating
budget comprises 29.1 percent of Wise’s total
operating budget.
Student Housing
Occupancy levels are projected to remain at 82
percent in 2014-15. The college recently
completed work with Noel-Levitz, a nationally
known higher education consulting firm to
identify creative solutions and programmatic
improvements to bring the occupancy rate to the
90 to 100 percent. To maintain and effectively
operate Wise’s residence halls, revenue must
reflect the cost of operation because the
Commonwealth does not provide operational
funding for residence halls. Continuing to
provide residence life opportunities to meet the
needs and expectations of the student body will
require a 3.2 percent increase in room rates.
This increase includes the funding stream to
maintain the financial model for the capital
outlay program that is currently underway. The
2014-15 operating budget for residence hall
programs totals $2.7 million.
Parking & Transportation
The 2014-15 operating budget for parking and
transportation services totals $159,150. Services
include parking management, along with
associated staffing including campus police.
128
Bookstore
The 2014-15 operating budget for the bookstore
will total $1.1 million. This represents a
$294,225 or 21.7% decrease as compared to
revised 2013-14 projections. External online
options for the purchase and rental of textbooks,
including sales from general merchandise and
changes to the Student Charge policy have
resulted in deceased revenue in the campus
bookstore.
Athletics
The 2014-15 operating budget for the
intercollegiate athletics program totals $2.6
million. In February 2013, the Mountain East
Conference (MEC), of which Wise is a charter
member, announced that its application for
membership had been approved by the NCAA
Division II Membership Committee. The MEC
officially became the 25th NCAA Division II
conference on September 1, 2013 and
immediately assumed active status. New
positions for 2014-15 include the Assistant
Women’s Lacrosse Coach, Trainer, and
Assistant Director of Sports Information.
Expenditures for intercollegiate athletic
programs include all athletic team travel and
meals, wages for student and part-time coaching
personnel, uniforms, and equipment, as well as
all expenses related to recruitment activities.
Staffing
FTE positions for 2014-15 have been allocated
as follows and reflect an increase of six
positions over revised staffing levels in 2013-14:
E&G
Auxiliary Enterprises
Sponsored Programs
Private Sources
Total
256.6
63.8
7.0
3.0
330.4
The increase of 3 FTEs in E&G over the revised
2013-14 budget is due to new positions in
Instructional Technology, College Services and
Public Relations & Development. Of the 3.25
additional auxiliary FTE positions, three have
been allocated to support Women’s Lacrosse,
Trainer, and Winston Ely Health & Wellness
Center. The remaining 0.25 auxiliary FTE is a
net reallocation of current athletic positions.
On average, FTE levels have increased about 9.6
positions each year over the past four years.
Increases have reflected the College’s efforts to
meet staffing needs related to new facilities, the
Graduate Medical Education Consortium
(GMEC), enhanced student services and student
activities including intercollegiate athletics, and
faculty positions needed for classroom
instruction.
FTE Levels, Fiscal Years 2011-12 to 2014- 15
400
300
200
100
0
2011‐2012 2012‐2013 2013‐2014 2014‐2015
129
UVA’S COLLEGE AT WISE
Dining Services
Projected 2014-15 expenditures in the dining
services operating budget will total $2 million.
To maintain and effectively operate Wise’s
dining services, revenue must reflect the cost of
operation. To continue providing meal
opportunities that meet the needs and
expectations of the student body, Wise must
keep its meal revenue in line with inflationary
increases and operational needs. The CPI for the
out-of-home food service for 2013 was 2.3
percent. Based on negotiations with Chartwells,
Wise’s dining service provider, the meal plan
rate for on-campus residents will increase 4
percent, with an increase of 5 percent for
optional meal plan contracts for commuting
students.
THE UNIVERSITY OF VIRGINIA
MEDICAL CENTER
130
UVA MEDICAL CENTER
.UNIVERSITY OF VIRGINIA MEDICAL CENTER
2014-2015 BUDGET SUMMARY
The Medical Center’s 2014-2015 fiscal plan has been developed while considering the challenge
of providing patient care, teaching, and research services in an increasingly changing health care
industry. The full impact of the Accountable Care Act will not be realized for a number of years;
however, many of its provisions have already been implemented. The impact will be decreased
reimbursements from government payors and an industry-wide erosion of pricing power with
private payors. Nationally and locally there has been downward pressure on inpatient utilization
and growth in demand for outpatient services. At the same time, costs associated with providing
quality patient care will continue to have upward pressure due to increases in medical supply,
pharmaceutical, and medical device expenses, growing administrative burden, and a shortage of
health care workers. These changes require proactive fiscal planning now to ensure meeting the
mission of the Health System in the future.
To meet these challenges, the Medical Center utilizes a priority-based budget process to align
resource allocations with Medical Center strategies and goals to achieve the Health System’s
strategic planning goal of becoming a top decile academic medical center based on quality
measures. The Medical Center budget development process is operationally focused and highly
participatory. Patient care service management, support function management, and physicians
have significant roles in the budget development cycle. The budget process begins with senior
management developing basic budget assumptions such as discharges, length of stay, and
productivity standards which drive the number of employees.
The budget is consistent with the Long Range Financial Plan. The final budget provides each
operating unit a cumulative operating budget that contains service demand forecasts, required
full-time equivalent personnel, and non-labor expenses.
BUDGET DEVELOPMENT ASSUMPTIONS
Market Conditions
For 2014-15, discharges are budgeted to grow
1.8 percent from 2013-14 projected levels.
Inpatient demand for healthcare services from
the existing population is expected to remain flat
and demand for outpatient services to grow by
Discharges - Medical Center
Discharges - Transitional Care Hospital
Adjusted Discharges
Average Length of Stay (ALOS) -Medical
Center
ALOS - Transitional Care Hospital
Patient Days – Medical Center
Patient Days – Transitional Care Hospital
Clinic & Emergency Room Visits
3.2 percent. The Medical Center is also
expected to capture additional market share in
high case mix index (CMI) services by
implementing the Centers of Excellence in the
strategic plan. The following table includes
historical and projected patient volumes:
Actual
2012-13
28,859
305
54,578
5.62
Projected
2013-14
28,120
303
55,218
5.74
Budget
2014-15
28,637
426
58,079
5.40
26.43
161,487
8,389
824,941
31.00
161,771
9,534
848,840
28.99
154,640
12,346
911,731
131
Medical Center volume growth is focused on
outpatient services with continued
implementation of the Centers of Excellence,
opening of the Battle Building for pediatric
services, expansion of the Outpatient Surgery
Center from eight operating rooms to twelve,
and the implementation of the outreach strategy.
Rate Changes
The Medical Center proposes an overall rate
increase of 5 percent to 7 percent, which is
commensurate with rate increases expected to be
implemented in the hospital industry.
Expenses
Expenses from operations are projected to
increase by $93.5 million from the 2013-14
projection. Expenses per CMI weighted
adjusted discharges are projected to increase,
going from $10,656 to $10,926 (excluding the
Transitional Care Hospital). The 2014-15
expense per adjusted discharge includes $11.8
million for implementation of the Centers of
Excellence Strategic Initiative, $4.5 million for
Accountable Care Organization, and $1.5
million for conversion to ICD-10 (10th revision
of the International Statistical Classification of
Diseases and Related Health Problems).
Without the items noted above, the 2013-14 cost
per adjusted discharge would be $10,626, and
2014-15 would be $10,771.
The Medical Center anticipates that expense per
CMI weighted adjusted discharge included in
the budget will be approximately equal to the
academic medical center median expense as
shown in the University Health System
Consortium Operational Data Base.
Previous increases in capital investment will
result in additional depreciation expense of $11
million for 2014-15. Interest on capital
investments is increasing by $2.5 million for
2014-15. The Medical Center’s 2014-15 fiscal
plan accounts for these additional expenses
while preserving its goal of providing highquality and cost-effective health care, education,
and research services.
The pay-for-performance pool has been
established at $8 million, which includes the
impact on benefit costs and is based on a 3
percent salary adjustment with an October
implementation date. Other salary adjustments,
such as market and compensation design
adjustments total $4 million, including the
impact on benefit costs.
Staffing
The Medical Center’s 2014-15 budget has been
benchmarked with comparable academic
medical centers. FTEs are planned at 7,495, an
increase of 297 FTEs from the current fiscal
year projection of 7,198 FTEs. Increased
staffing for the Centers of Excellence and related
patient care account for an increase of 100 FTEs.
The remainder of the growth is to support
facility expansion and core program growth for
existing operations, including 44 additional
FTEs to support bedside staffing ratios at the
Medical Center and the Transitional Care
Hospital.
OPERATING PLAN
The operating plan is presented on page 132 and
includes actual results from 2012-13, the
original 2013-14 budget, the 2013-14 projection,
and the 2014-15 budget. The Medical Center’s
2014-15 fiscal plan projects an operating margin
of $59.2 million or 4.4 percent. With nonoperating activities contributing $37.4 million,
net income is budgeted at $96.7 million. In
comparison, it is projected that the 2013-14
operating margin will be $66.9 million or 5.3
percent. Non-operating activities in 2013-14 are
expected to contribute $48.3 million, for a net
income of $115.2 million.
132
UVA MEDICAL CENTER
Revenues
The Medical Center has seen growth in volumes
over the last year, but a disproportionate share of
the growth has been Medicaid and Medicare
patients. One of the Medical Center’s largest
challenges is the unwillingness of government
payors to increase their payments commensurate
with the increases in medical delivery costs.
Growth in revenues will result from the impact
of increasing volume and negotiated contracts
that include rate increases.
UVA MEDICAL CENTER
University of Virginia Medical Center
Operating Financial Plan
(dollars in thousands)
2014-15
Budget
Operating Revenues
Total Gross Charges
2013-14
Projected
2013-14
Original Budget
2012-13
Actual
$4,429,896
$3,915,348
$3,980,437
$3,512,545
Less Deductions:
Indigent Care Deduction
Bad Debt
Contractual Deduction
Total Deductions
298,864
53,468
2,785,849
3,138,181
266,507
46,531
2,392,479
2,705,517
274,982
56,830
2,414,468
2,746,280
234,087
26,891
2,085,877
2,346,855
Net Patient Revenue
1,291,715
1,209,831
1,234,157
1,165,690
48,260
44,332
40,684
48,674
1,339,975
1,254,163
1,274,841
1,214,364
607,300
563,924
92,163
17,338
545,442
545,785
81,192
14,838
573,893
536,352
88,026
17,484
528,480
515,446
80,187
10,956
1,280,725
1,187,257
1,215,755
1,135,069
59,250
4.42%
66,906
5.33%
59,086
4.63%
79,295
6.53%
19,008
2,203
(13,547)
(800)
30,573
37,437
68,840
2,367
(8,547)
(3,889)
(10,447)
48,324
20,161
1,610
(7,000)
(800)
(636)
13,335
54,276
2,730
(5,629)
(372)
(27,672)
23,333
96,687
115,230
72,421
102,628
92,163
(14,817)
174,033
81,192
(11,582)
184,840
88,026
(26,685)
133,762
80,187
(23,003)
159,812
(107,419)
(59,469)
(106,692)
(55,841)
$66,614
$125,371
$27,070
$103,971
Miscellaneous Revenue
Total Operating Revenues
Operating Expenses
Compensation and Benefits
Supplies, Utilities, and Other
Depreciation and Amortization
Interest Expense
Total Operating Expenses
Operating Income
Operating Income Percent
Other Gains and Losses
Investment Income & Investment
Net Gain from Affiliates
Transfer to UVA
Loss on Fixed Assets
Other
Total Other Gains and Losses
Revenues and Gains in Excess of Expenses
:
Add back Depreciation and Amortization
Less Principal Payments on Debt
Cash Available for Capital and Other
Capital Funded from Operations
Additions to Cash and Reserves
133
The Medical Center financial objectives for the next fiscal year include:

Continuously improving quality to achieve recognition as a top decile provider of clinical care among
academic health centers;

Maintaining financial stability; defined as maintaining financial ratios used by rating agencies at a
level that supports a top rated bond;

Maintaining adequate working capital to foster growth in capacity, technology, and innovation to
meet healthcare needs in Virginia;

Continuing investment in the capital requirements of the Medical Center with the priorities of
maintaining the current patient care infrastructure, Electronic Medical Record, Emergency
Department Expansion and the Education Resource Center;

Maintaining market-driven and performance-based salaries for employees;

Funding the Strategic Investment Pool to grow the tri-partite mission of clinical care, education, and
research; and

Beginning to fund emerging activities around population health.
The major risk factors that impact the ability to accomplish the fiscal plan include:

Medicaid and Indigent Care Funding and whether the Commonwealth of Virginia participates;

Impact of federal healthcare reform including, mandatory coverage; further reductions to Graduate
Medical Education, Indirect Medical Education, and Facility Fees; and lack of resolution by Centers
for Medicaid and Medicare Services (CMS) of the sustainable growth rate issue for physicians;

Emerging highly competitive environment;

Medicare payments at risk due to value based purchasing, electronic health record meaningful use,
and hospital readmissions;

Centers of Excellence and Outreach fail to achieve market share and volume goals;

Inability to adapt to continued shifts in healthcare utilization trends from being inpatient-centric to a
balanced mix of inpatient and outpatient services; and

Changes in market dynamics from emerging Accountable Care Organizations and Clinically
Integrated Networks.
134
UVA MEDICAL CENTER
The rapidly changing health care environment will require continuous examination of budget
assumptions. Management will monitor budget versus actual performance on a monthly basis and, where
appropriate, make changes to operations. Also, management will continue to identify and implement
process improvement strategies that will allow for operational streamlining and cost efficiencies.
UVA MEDICAL CENTER
CAPITAL PLAN
Funds available to meet capital requirements are derived from operating cash flows, funded depreciation
reserves, philanthropy, and interest income. The Medical Center faces many challenges regarding capital
funding as continued pressures on the operating margin affect cash flow, while demand for capital has
increased significantly due to space requirements, technological advances, and aging of existing
equipment. Subject to funds availability, the Medical Center management recommends $107.4 million be
authorized for capital requirements, which includes $5.0 million for contingencies and $12.3 million for
the Strategic Investment Pool.
135
ANNUAL RENOVATION &
INFRASTRUCTURE PROJECTS PLAN
136
UNIVERSITY OF VIRGINIA ACADEMIC DIVISION AND MEDICAL CENTER
ANNUAL RENOVATION AND INFRASTRUCTURE PROJECTS PLAN
ANNUAL RENOVATION & INFRASTRUCTURE PROJECTS PLAN
Under Restructuring and the 2011 Acts of Assembly, Chapter 890, the Board has been delegated
the authority to approve all capital projects (acquisitions, capital leases, or new construction or renovation
projects costing more than $2 million and impacting more than 5,000 gross square feet) funded with nongeneral funds. To facilitate the consideration of certain projects, the Board considers the Annual
Renovation and Infrastructure Projects (ARIP) Plan each year.
With the Budget Summary presentation to the Board, the Academic Division and the Medical
Center will present a detailed list of renovation and infrastructure projects expected to cost between $2
million and $5 million, to be funded with non-general fund cash (no debt), and expected to be initiated
within the next fiscal year. This shorter, annual approval process allows these smaller projects to be
planned in a more appropriate timeline based on the nature of the project. For example, renovating a lab
for a new scientist is a project for which the need will arise during recruitment and which requires
completion before the scientist joins the faculty. The 2014-15 ARIP Plan is shown on the following page.
The Academic Division’s 2014-15 ARIP Plan incorporates projects totaling $10.7 million to
$12.8 million and addresses Brown College bathroom renovations; Faulkner kitchen and bathroom
renovations, flooring, air handling, and fire detection improvements; Jordan Hall Lab renovation for
Histology; and an increase to the previously authorized ARIP for the JPJ Arena water intrusion project.
All of the projects will be funded from maintenance cash reserves.
The Medical Center’s 2014-15 ARIP Plan adds one project for renovation of the Primary Care
Center with a budget range of $2.7 million to $3.3 million. This project will be funded from Medical
Center operating funds. The Medical Center is authorized to substitute a new project costing between $2
million and $5 million for a project included on the approved ARIP, provided that the total capital budget
as approved by the Board is not exceeded and that a report is provided at each Board meeting listing the
changes made to the original project list.
137
2014-15 Annual Renovation and Infrastructure Projects Plan
Total Project Budget Range
School/
Unit
Project Description
ACADEMIC DIVISION
Housing
Brown College - Bathroom renovation. Includes the
replacement of finishes and fixtures, asbestos abatement and
installation of exhaust. Construction to occur summer of 2014
and 2015.
Auxiliary
Reserve
Scope
Medical Center
Operating
Other
94,292 gsf
$
2,000,000 $
-
Housing
77,086 gsf
Faulkner: Renovation of kitchens and bathrooms in all
apartment units; replacement of all floor finishes; replacement of
air handling units; enhancement of fire detection system.
Construction to occur FY16 and FY17. Design to occur FY15
$
2,480,000 $
-
SOM
Jordan Hall Histology Laboratory Office Renovations / 2nd
Floor
$
-
$
-
$
Athletics
JPJ Arena Water Intrusion - Increase Existing Authorization of
$3.3M to $5.0M
$
5,000,000 $
-
$
$
-
$
3,000,000 $
3,715 gsf
TOTAL ACADEMIC DIVISION
MEDICAL CENTER
Med Ctr Primary Care Center Reoccupancy Renovation
TOTAL MEDICAL CENTER
$
20,000 gsf
9,480,000
$
-
$
$
-
$
138
3,000,000
$
$
Low
-
High
$
1,800,000
$
2,200,000
$
2,200,000
$
2,800,000
$
2,200,000
$
2,800,000
$
4,500,000
$
5,000,000
$
10,700,000
$
12,800,000
-
$
2,700,000
$
3,300,000
-
$
2,700,000
$
3,300,000
2,500,000
-
2,500,000
RESOLUTION
139
APPROVAL OF THE 2014-2015 OPERATING BUDGET AND ANNUAL
RENOVATION AND INFRASTRUCTURE PLAN FOR THE ACADEMIC DIVISION
RESOLVED, the 2014-2015 Operating Budget and Annual Renovation and
Infrastructure Plan for the Academic Division is approved as recommended by the President and
the Chief Operating Officer subject to any necessary revisions when a final state budget is
approved by the General Assembly and the Governor.
APPROVAL OF PRATT FUND DISTRIBUTION FOR 2014-2015
RESOLVED, the budget for the expenditure of funds from the Estate of John Lee Pratt is
approved to supplement appropriations made by the Commonwealth of Virginia for the School
of Medicine and the Departments of Biology, Chemistry, Mathematics, and Physics in the
College of Arts and Sciences. Departmental allocations, not to exceed $8,633,000 for 20142015, are suggested by the department chairs and recommended by the dean of each school; the
disbursement of each allotment will be authorized by the Executive Vice President and Provost.
To the extent the annual income from the endowment is not adequate to meet the recommended
distribution, the principal of the endowment will be disinvested to provide funds for the
approved budgets.
APPROVAL OF THE 2014-2015 OPERATING BUDGET FOR THE UNIVERSITY OF
VIRGINIA'S COLLEGE AT WISE
RESOLVED, the 2014-2015 Operating Budget for The University of Virginia’s College
at Wise is approved as recommended by the President and the Chief Operating Officer subject to
any necessary revisions when a final state budget is approved by the General Assembly and the
Governor.
RESOLUTION
APPROVAL OF THE 2014-2015 OPERATING AND CAPITAL BUDGETS AND
ANNUAL RENOVATION AND INFRASTRUCTURE PLAN FOR THE UNIVERSITY
OF VIRGINIA MEDICAL CENTER
RESOLVED, the 2014-2015 Operating and Capital Budgets and the Annual Renovation
and Infrastructure Plan for the University of Virginia Medical Center is approved as
recommended by the President, the Chief Operating Officer, and the Medical Center Operating
Board.
APPROVAL OF THE 2014-2015 OPERATING AND CAPITAL BUDGETS FOR THE
UNIVERSITY OF VIRGINIA TRANSITIONAL CARE HOSPITAL
RESOLVED, the 2014-2015 Operating and Capital Budgets for the University of
Virginia Transitional Care Hospital, presented as a component of the Medical Center Operating
Budget, is approved as recommended by the President, Chief Operating Officer, and the Medical
Center Operating Board.
140