Download Annual Report on the University of Virginia, 2011-2012

Annual Report on the University of Virginia, 2011-2012
Prepared for the Board of Visitors
by Teresa A. Sullivan, President
Introduction
This was an unusual year for the University because my resignation and subsequent
reinstatement sharply focused national and international attention on the University. The
University had continuous coverage in both print and electronic media for over a month. The
effect on our stakeholder groups was significant, with many faculty, staff, students, alumni,
parents, and donors both alarmed and energized, in varying degrees. Going forward, we have a
major task of reassuring key constituencies, and especially our major donors. But we also have a
unique opportunity to capitalize on this national platform and heightened awareness.
Academic Matters
Academic Quality Assurance: Assessment and Accreditation
In March 2013, we will submit our Fifth-Year Interim Report to the Southern Association of
Colleges and Schools (SACS), the regional accrediting agency. This report includes an
abbreviated compliance certification and a Quality Enhancement Plan (QEP) impact report. The
QEP is a required but relatively new portion of the accreditation process, in which the University
picks an area for improvement and is judged based on its accomplishments in the specified area.
We are implementing our QEP, which was approved by SACS in late 2007. This plan‘s two
major goals are to (1) make research a fundamental part of the student experience, and (2)
incorporate public service into the curriculum.
During 2011-12, we formed the Undergraduate Research Assessment Committee (URAC). This
faculty committee is providing oversight of the assessment of learning outcomes related to
undergraduate research, which is required as part of the core competencies program administered
by the State Council of Higher Education for Virginia (SCHEV). The assessment was designed
and administered during the 2011-12 academic year. Results will be available this fall. In
addition to meeting state requirements, the findings of the undergraduate research assessment
will be incorporated into the Fifth-Year Interim Report to SACS.
A key element of the QEP is the Jefferson Public Citizens Program (JPC), which the Board of
Visitors approved in October 2008. Through JPC, student teams work with faculty advisors and
community partners to complete academically based service projects, locally and abroad. The
JPC‘s 2011-2012 year was highly successful, as evidenced by the publication of the JPC journal
Public. The journal includes the culminating research of JPC students. The success of JPC this
year is reflected also in the quality of projects that will be funded in 2012-13. For the upcoming
year, 59 undergraduates received awards to complete 14 projects, in conjunction with 15 faculty
advisors and eight graduate mentors. These teams are working in numerous locations throughout
Charlottesville and Albemarle County, as well as in Guatemala, India, Nicaragua, Panama, South
Africa, and St. Kitts and Nevis.
Page 1 of 33
Source: Office of the President
During 2011-12, a number of individual programs received initial accreditation or reaffirmation
of accreditation: the master‘s of public health (Council on Education for Public Health); the
master‘s of education in school counseling (Council for the Accreditation of Counseling and
Related Programs); undergraduate programs in the School of Engineering and Applied Science,
Accreditation Board for Engineering and Technology (ABET); the J.D. (American Bar
Association); the master of landscape architecture (Landscape Architectural Accreditation
Board); and the Ph.D. in Psychology in the Graduate School of Arts & Sciences (American
Psychological Association).
In 2011-12, reviews of academic program quality were initiated for the following areas in the
College and Graduate School of Arts and Sciences: American Studies, East Asian Languages and
Cultures, English/Creative Writing, Music, Politics, Sociology, and Statistics. During 2012-13,
the following areas in the College and Graduate School of Arts and Sciences will participate in
the program review process: Anthropology, Biology, Economics, Mathematics, Media Studies,
Middle Eastern and South Asian Languages and Cultures, and Women, Gender, and Sexuality.
Academic program reviews consist of on-going, high-quality peer reviews of all the University's
academic units and programs on a five-year cycle. The purpose of program reviews is to foster
academic excellence, to determine how to raise the quality of every department, and to provide
guidance for faculty and administrative decisions in support of continual future improvement.
Global Programs and Activities
In May, I made my first international trip on behalf of the University to East and Southeast Asia.
I traveled to Hong Kong, Beijing, Shanghai and Singapore between May 25 and May 30,
meeting with University partners from Hong Kong University of Science and Technology
(HKUST) and high-level education officials from the Ministry of Education and the State
Administration of Foreign Affairs Experts. I spoke at receptions in all four cities; each one was
filled to capacity with students, parents, alumni and friends of the University. McIntire School of
Commerce Dean Carl Zeithaml attended the events in Hong Kong, Beijing and Singapore, and
School of Continuing and Professional Studies Dean Billy Cannaday attended the receptions in
Beijing and Shanghai. Numerous faculty members who were already in the region teaching and
working also attended some of the events. While in Beijing, I spoke at a luncheon to celebrate
the 20th anniversary of the Architecture School's summer course, ―Architecture, Urbanism and
Culture of China in Beijing and Shanghai, China,‖ which is offered in affiliation with Peking
University. These meetings and events in Asia were initial steps in what will be a sustained panUniversity effort to create and strengthen connections in this region of the world.
During the past year we continued our efforts on multiple fronts to enhance our position and
reputation as a global university. The Office of International Programs continued to develop and
deepen three broad strategies:
 Build global knowledge. Build a curriculum that offers diverse multicultural perspectives,
that encompasses the viewpoints from disparate societies and cultures; and provides
insights from multiple disciplines.
Page 2 of 33
Source: Office of the President


Bring the world to the Grounds of UVa. Accomplish this through ‗internationalization‘ of
the curriculum, emphasis on the teaching of foreign languages and the enrichment of each
student‘s experience through exposure to international activities, and hosting visitors and
cultural activities.
Take UVa to the world. Enhance the global experience through study and work
experience internationally.
Various units of the Office of International Programs worked toward fulfillment of these
strategies in a variety of ways, as follows.
Center for International Studies
The Center offered its Seminar Series focused on topics related to the ―Arab Spring‖ in the first
semester, and topics related to changes occurring in the Eurozone during the second. Each of
these series hosted foreign scholars to provide insight from outside the University. Videos of the
seminars are posted on the Center‘s website at www.virginia.edu/cis. Center Interim Director
Majida Bargach continued to oversee interdisciplinary research groups convened to discuss and
publish on broad topics—Human Rights, Migration, Global Change, Crime, and others. Planning
is underway for upcoming conferences and outreach programs in the Charlottesville community.
In November, The Center represented the University at the Indo-Global Education Summit at
three locations: New Delhi, Bangalore, and Mumbai. A number of linkages were explored
between UVa and Indian institutions concerning research collaboration and student and faculty
exchange. Conversations concerning these and other topics are ongoing.
The Ambassadors Forum again hosted a number of dignitaries to speak to students, faculty, and
community members about their countries and current events around the world.
The Center‘s Office of Research was responsible for promoting and sponsoring research among
faculty that relates to international issues. Through the Office, the Center assisted in sponsorship
of the Nursing School‘s international conference on Intimate Partner Violence Against Women,
and the Art History Department‘s international conference on The Legacy of Leonardo da Vinci.
International Studies Office (ISO)
All of the University‘s schools are approaching the development of new inter-institutional
relationships or alliances with increased care. Any new proposed relationship requires the
endorsement of a dean or deans. McIntire and Darden have been evaluating their relationships—
continuing with some, ending others, and pursuing new partners strategically; e.g., McIntire has
a new partnership with Universidad Torcuato Di Tella in Argentina.
The College and Graduate School of Arts and Sciences has continued to encourage new faculty
collaborations with peers at Hong Kong University of Science and Technology (HKUST) and
Peking University (PKU), along with both undergraduate and graduate student mobility which,
in turn, is tied to degree programs. McIntire also has an active relationship with both HKUST
and PKU, and UVa‘s School of Engineering and Applied Science has a relationship with
HKUST. Because of our multiple relationships with HKUST, it was the only university that I
visited on my recent trip to Asia. HKUST is an up-and-coming research university and a widely
acknowledged success story in Asia.
Page 3 of 33
Source: Office of the President
Other examples of new student-exchange relationships tied to majors and degree programs are
the multi-school relationship with Seoul National University (Darden, Law, the College) and the
new relationship with Bogazici University in Istanbul (Middle Eastern and South Asian Studies
& Politics). The International Studies Office (ISO) continues to identify academic programs at
universities around the world that may appeal to UVa faculty and students.
Our developing relationship with the provincial education office in Jiangsu Province is of
considerable importance. Several hundred Chinese professionals and students came to UVa for
short-term training through this new relationship in 2011-12. It was because of this relationship
that I met with Ministry of Education officials in Beijing during my Asia trip.
We continue our efforts to integrate education abroad into the curriculum. McIntire and the
School of Architecture continue to excel in this area. Global themes and student mobility are
embedded in McIntire‘s and Darden‘s new graduate degree programs. The School of
Engineering and Applied Science has continued its work to identify pathways within majors for
students to study abroad. Engineering students‘ rate of participation in study abroad has risen
considerably these last few years. The Curry School of Education has two relatively new
overseas teaching practicum sites, and overall the Curry curriculum continues to develop more
global themes. The School of Nursing has recently completed a curriculum integration exercise
with ISO. The results should make it easier for Nursing undergraduate students to go abroad. The
Law School continues to offer short programs and exchanges.
Of course, the College of Arts and Sciences is home to many endeavors. A faculty committee has
been reviewing ways to integrate education abroad into the College student experience and
considering ways to encourage more semester study abroad. The committee delivered its report
in May. The report included multiple recommendations that, if implemented, will create
opportunities for study abroad within each major, development of a global studies minor,
creation of semester programs for second-year students (pre-declaration of major), and more.
International Student Scholar Program
In an effort to improve outreach and communication, the International Student Scholar Program
(ISSP) inaugurated an Advisory Council comprised of representatives from offices and programs
across the University that works with international students. The Advisory Council serves as a
mechanism to share information on programs and activities relevant to international students as
well as to offer advice in improving programs and services currently offered.
In recognition of the unique challenges faced by spouses of our international students, the ISSP
implemented an orientation program specifically for the spouses and families of our international
students. The program served to introduce spouses to programs and services available to them,
and provide them with a network of support as they settle into Charlottesville.
The 2011-12 academic year saw an increase in the number of international students enrolled at
the University, with a total of 2,141 international students from 111 countries. In 2011-12, we
also saw an increase in the number of visiting international scholars. We welcomed over 180
new visiting international scholars to the University community.
Page 4 of 33
Source: Office of the President
Education Abroad
The Institute of International Education (IIE) collects and publishes data on international
students and scholars studying or teaching at U.S. higher education institutions, and U.S.
students studying abroad. IIE is currently collecting data for the report that will be published next
fall. Our 2010-11 education-abroad numbers were up by 8% over our 2009-10 numbers as a
result of major growth in student participation in short-term programs. January Term
participation was up by 30% over the previous year, and short-term programs during the
academic year (Darden Global Business Experiences, McIntire Global Immersion Experiences,
etc.) were up by 75%.
In the same time period, the introduction of a short-term voyage by Semester at Sea more than
doubled UVa student participation during the summer (from 28 students in Summer 2010 to 62
students in Summer 2011). Semester participation of UVa students in Semester at Sea rose by a
modest 8%, and summer participation held stable, while full academic year participation was
down by 14 %.
IIE data collection focuses solely on U.S. citizens receiving academic credit for their studies
abroad. As such, it does not fully reflect UVa student participation, which includes students who
are foreign nationals or students conducting independent academic research abroad. Although
general trends remain the same, the overall numbers of UVa students going abroad are higher
than reflected in the IIE report by 200-300 every year.
UVa study-abroad programs continue to attract students from colleges and universities across the
country. In 2011-2012, 147 students from other institutions chose to study abroad on a UVa
program. The leaders in attracting non-UVa students are UVa in Valencia and UVa in Jordan;
however, more than a dozen UVa programs enroll students from other institutions. New UVa
faculty-led education abroad programs were launched in Bangladesh, India (one from the
McIntire School of Commerce and one from the School of Architecture), Paris, Greece, and
Turkey. A second student teaching program was launched in Belfast, Ireland, in collaboration
with the Institute for Study Abroad (IFSA) at Butler University. The student teaching program in
Cambridge, England, is in its third year.
C.O.R.E is a joint endeavor of the Global Development Studies Program, Department of
Anthropology, and the ISO, and is staffed through a Fellowship, awarded competitively to
advanced graduate students. Fellows form a learning community where they explore theories
and issues of intercultural development, contribute to the evolution of the C.O.R.E. curriculum,
and teach the C.O.R.E. offerings.
ISO-Education Abroad continued its partnership with the Teaching Resource Center (TRC) in
delivering a series of faculty development workshops on education abroad pedagogy. In Fall
2011, ISO and TRC offered ―Exploring and Applying Intercultural Competence in Education
Abroad: A Developmental, Experiential & Holistic Workshop for UVa Faculty & Staff.‖
Our work on assessing outcomes of education abroad continued in 2011-2012. The SelfAssessment Questionnaire designed by the Center for Survey Research was deployed for the
third time, this time for Spring 2012 programs. This complemented the data collected during the
Page 5 of 33
Source: Office of the President
previous academic year on short-term programs (January and Summer). Analysis of the data
indicates that students across the board perceive advances in their knowledge, skills, and
attitudes articulated in the Education Abroad Learning Outcomes to be significant. Development
of a direct qualitative measure of student learning is on the way. The ISO has received a grant
from the Office of Institutional Assessment and the Teaching Resource Center to develop an
applicable rubric. The College of Arts and Sciences has started requiring that all new College
courses taught abroad address Education Abroad Learning Outcomes. ISO and IAS have
conducted a workshop for departmental Assessment Coordinators, briefing them on the
Education Abroad Learning Outcomes and generating buy-in.
Research
Over the past year we have worked in various ways to improve both the quality and quantity of
research conducted at UVa. We have sustained areas of existing strength in basic sciences and
engineering while strategically expanding research programs in promising new pan-University
areas and in areas of innovation led by faculty of all schools. The broad areas include
environmental sustainability, biosciences, systems approaches to energy, big data and
computational systems science and modeling, and innovation. For example, we created the new
UVa Innovation initiative and introduced new programs designed to enhance the activities of the
University's researchers and entrepreneurs to maximize the impact of innovative University
discoveries on the global population and economy. The OpenGrounds studio space opened in
March and has hosted world-class partners from a range of fields in over forty separate events
with students and faculty of all schools. The goal of OpenGrounds is to stimulate crossdisciplinary collaboration that creates impact on issues of major social relevance.
On a related note, I have just completed my service as chair of the National Research Council
(NRC) Panel on Measuring Higher Education Productivity and as a member of the NRC Panel
on Research Universities. These policy efforts are highly visible in Washington and in higher
education circles. Staff members with the Vice President for Research serve on related panels at
the Association of American Universities (AAU) and the Association of Public and Land-grant
Universities (APLU).
The most recent annual National Science Foundation (NSF) research expenditure rankings
(FY10) place us 54th in total federal research and development (R&D) expenditures. Our
countable external federal R&D expenditures are $229 million, and have increased over 50%
since 2002. Our ranking as to scale among all research universities for total research
expenditures is 75th, including both state funds and local institutional funds. UVa is 3rd in the
nation among all public universities for the ratio of federal to local research funding (UVa‘s ratio
is 8.7, compared with average ratio of all higher ranked public universities of only 2.9. That is,
UVa researchers gained $8.70 in federal funds for every dollar of state or University research
funds). This illustrates that our faculty are highly competitive and leverage our local support at
the national, peer-reviewed level. Our total research expenditures are $276 million, and have
increased some 51% since 2002. It also indicates how poorly the Commonwealth supports
research, in comparison with other states.
In the recent NRC rankings, a majority of Science, Technology, Engineering, Mathematics and
Health (STEM-H) programs in the School of Medicine (five of eight) and Engineering (six of
Page 6 of 33
Source: Office of the President
nine) and several in the College (two of eight) ranked in the top 15% nationally for research
activity. In the humanities and social sciences, five of eleven programs in the College ranked in
the top 15. Across UVa, a third of our programs ranked as high as the top 10 in one of the two
overall NRC rankings, including English, Spanish, Religious Studies, Kinesiology, the Ph.D.
program in Nursing, Microbiology, Pharmacology, Physiology, Systems Engineering, and
Biomedical Engineering.
University researchers received significant new funding in the past year. Researchers at the
University have received a $25 million grant from the National Institutes of Health (NIH) to lead
a national clinical trial investigating a promising new treatment that could greatly benefit
thousands of acute ischemic stroke patients every year. The trial involves more than 50 centers
across the country.
The University received a $2.5 million grant from the Virginia Tobacco Commission
Indemnification & Community Revitalization Commission to help transform industry in
Southside Virginia utilizing affordable and energy-efficient housing designs created through the
University's School of Architecture.
Research at UVa and Johns Hopkins University is beginning to demonstrate that a battery of
innovative techniques may be able to break though the blood-brain barrier and someday allow
the effective treatment of glioblastoma. NIH awarded a $3.3 million grant to support this
research involving brain cancer treatment.
UVa environmental sustainability researchers renewed a major NSF grant for over $5 million to
study the shallow water ecosystems along the Virginia coasts, making UVa a world leader in this
field. The group showed this year that sea grasses may be a significant location for carbon
sequestration, creating beneficial impacts on many aspects of the world‘s climate and its
ecosystem diversity.
Faculty Recruitment, Retention, and Development
Faculty Recruitment Status Report (as of 6/8/12):
The graph below represents tenured and tenure-track faculty (TTT) members with a start date in
a given fiscal year. While most TTT faculty members receive their offer sometime in the spring
prior to the year in which they start, there are always a few who will receive an offer and start in
the same year.
Page 7 of 33
Source: Office of the President
Number of New Tenured and Tenure-Track (TTT) Faculty Members Starting, by Year
83
80
83
85
94
78
57
38
35
02-'03
03-'04
24
00-'01
01-'02
04-'05
05-'06
06-'07
07-'08
08-'09
09-'10
49
46
10-'11
11-'12
To date, we have extended at least 119 offers for tenured and tenure-track faculty positions
during fiscal year 2011-12 (an increase from the previous three years). Seventy-nine (66%) of
those offers have been accepted, nine are still pending, and 31 (26%) have been declined.
Although this is a decrease in yield rate relative to the previous few years, it is not significantly
different from the average for all years on record (FY 2005-2006 through FY 2011-2012).
We expect that the total number of offers will grow slightly over the next few weeks as we
continue to work with the schools to reconcile institutional system data.
Faculty Recruitment Status Report by Gender (as of 6/8/12): Of the offers extended, 61 (51%)
were extended to men and 57 (48%) were extended to women. One person declined to identify
their gender. This represents a significant increase in the percentage of offers made to women
relative to the average for all years on record (FY 2005-2006 through FY 2011-2012). On
average 36% of the candidate offers are extended to women. Excluding pending offers, 67% of
the offers made to men were accepted, while 77% of the offers made to women were accepted.
Page 8 of 33
Source: Office of the President
FY 2011–2012 Distribution of Offers by Gender
Extended
Accepted
Refused
Pending
Gender
N
%
n
%
n
%
n
%
Men
61
51%
38
48%
19
61%
4
44%
Women
57
48%
40
51%
12
39%
5
56%
Unknown
1
1%
1
1%
0
0%
0
0%
119
100%
79
100%
31
100%
9
100%
Total
Faculty Recruitment Status Report by Race/Ethnicity (as of 6/8/12): Forty-three percent of the
offers extended in 2011-12 were made to people who self-identified as white. Seventy-nine
percent of the offers made to persons who self-identified as white were accepted, compared to
82% of the offers made to persons from underrepresented groups. As of June 8, 2012 we were
not able to confirm the race and/or ethnicity of 45 individuals who received an offer from UVa in
2011-12. As we continue to work with the schools to reconcile institutional system data we
expect the percentages in the table below to change.
FY2011–2012 Distribution of Offers by Race/Ethnicity
Extended
Accepted
Refused
Pending
n
%
n
%
n
%
N
%
White
51
43%
38
48%
10
32%
3
33%
African Am.
4
3%
3
4%
1
3%
0
0%
Asian Am.
18
15%
14
18%
3
10%
1
11%
Hispanic/Latino
1
1%
1
1%
0
0%
0
0%
American Indian
0
0%
0
0%
0
0%
0
0%
Two +
0
0%
0
0%
0
0%
0
0%
Unreported
45
38%
23
29%
17
55%
5
56%
Total
119
100%
79
100%
31
100%
9
100%
Race/Ethnicity
Page 9 of 33
Source: Office of the President
Faculty Recruitment, Faculty Finalist Survey Report (as of 6/1/12): Faculty candidate data are
collected annually through a survey administered by the vice provost for faculty recruitment and
retention (VPFRR). The analysis described below is cumulative, based on respondents who were
offered a tenured or tenure-track position from fall 2003 through spring 2011. Accordingly, these
results include both candidates who accepted a position at UVa, and those who declined. To date,
the response rate to the survey is 52%; of the 629 individuals invited to participate, 329
responded. Thirty-one percent of the respondents were women; 55% were men, 14% declined to
indicate their gender; 65% were white; 19% were from an underrepresented group, and 16%
declined to indicate their race and/or ethnicity. Fifty-nine percent of the survey participants
accepted a position at UVa, 28% declined, and 13% declined to indicate a final outcome.
Seventy percent of the respondents indicated that they had at least one competing offer at the
same time they were contemplating the offer from UVa.
In the table below are the five factors deemed most important by survey participants: quality of
life, department faculty, spouse/partner career opportunities, research support, and salary. Since
there are clear discrepancies in which factors were selected as important by the final outcome of
the offer (i.e. whether or not some accepted or declined a position), participant responses are
divided by outcome in the table below.
Factors Candidates Identified as Important, by Offer Outcome
Attribute
1. Quality of Life
2. Department Faculty
3. Spouse/Partner Career
4. Research Support
5. Salary
Percent respondents who indicated that the specified
attribute was important
Acceptances
Declinations
60%
25%
52%
31%
37%
56%
36%
38%
31%
30%
Participants were also asked to compare UVa‘s offer to their best competing offer. The graph
below charts the comparison scores and the importance rankings side-by-side for the four areas
in which the greatest disparity appeared. In each instance, the average rating for UVa‘s offer was
the same or worse in comparison to the other offer. Consistent with previous reports, there are
three critical areas in which participants report that UVa‘s offer and the Charlottesville area were
less competitive: dual careers, salary, and research support.
Page 10 of 33
Source: Office of the President
Average Importance & Competitive Scores for Select Factors Identified by Individuals who
Declined a TTT Position from UVa
How did U.Va. Compare?
How Important
2.2
Spouse/Partner Career
4.6
2.8
Research Support
4.5
2.5
Salary
4.5
0
1
2
3
4
5
6
In FY 2010-2011, the VPFRR interviewed individuals who received an offer in FY 2009-2010.
Over the course of the past year these interviews were analyzed.
Many of the issues that were identified on the survey as important were likewise considered
important by our interviewees. On the survey, the most important factor was dual careers. In the
interviews, dual-career issues were one of the most frequently discussed issues. Interview
participants frequently mentioned dual careers as an impetus for applying to a specific institution
(UVa or other) or as a ―make-or-break‖ factor in their recruitment. Another important finding is
the importance of treating faculty candidates holistically. For the participants in this study,
coming to the decision to accept or decline a position was not simply a matter of the right salary,
or the right teaching load, or even the availability of a position for their spouse or partner.
Rather, accepting a position was about being convinced that this was the right place to be at the
right time for a whole variety of personal and professional reasons, sometimes in spite of some
very serious misgivings and/or doubts.
The VPFRR and the University continue to address dual-career placement in multiple ways. The
executive vice president and provost continues to allocate monetary resources to supplement
spouse placement assistance and/or short-term funding for additional faculty lines as appropriate.
University Human Resources and the VPFRR also provide placement assistant to spouses. The
VPFRR meets directly with candidates, spouses, or accompanying partners to discuss
employment and other areas of concern and works closely with schools to identify and negotiate
dual-career placements. In addition, the VPFRR shares resources, information, and maintains
active networks with surrounding academic institutions, both fellow Higher Education
Recruitment Consortium (HERC) members and those that have yet to join.
Page 11 of 33
Source: Office of the President
Separations (as of 6/8/12)
Total TTT Faculty Departures by Fiscal Year, FY 2003-2004 through FY 2011-2012 (as of
6/8/12)
69
67
64
63
60
64
'07-'08
'08-'09
'09-'10
55
47
'03-'04
'04-'05
'05-'06
'06-'07
71
'10-'11
'11-'12
Seventy-one tenured and tenure-track faculty members separated from the University during the
fiscal year ending June 2012. As can be seen in the graph above, this is an increase relative to
totals reported for all previous fiscal years on record. This number may climb slightly as final
numbers come in during the summer. The stated reasons for these separations include retirement
(32; 45%), resignation (34; 48%), death (3; 4%), and termination from inactive payroll (2; 3%).
The 34 tenured and tenure-track faculty retirements represent a 30% increase over the previous
year. Out of the 34 who resigned, 24 (71%) were white; 10 (29%) were from an
underrepresented group; 24 (71%) were men, and 10 (29%) were women.
TTT Faculty Resignations and Retirements by Fiscal Year, FY 2003-2004 through FY
2011-2012 (as of 6/8/12)
47
45
34
35
20
21
38
41
31
27
18
'03-'04
18
'04-'05
16
'05-'06
'06-'07
'07-'08
Resignation
20
'08-'09
34
32
24
18
'09-'10
'10-'11
'11-'12
Retirement
Page 12 of 33
Source: Office of the President
Distribution of FY 10–11 Separations by tenure status, gender, and race/ethnicity (as of
5/27/11).
Tenured (T)
Race/Ethnicity
Tenure-Track (TT)
Total
Men
Women
Total
Men
Women
Total
n
%
White
35
11
46
10
4
14
60
85%
African Am.
1
0
1
0
1
1
2
3%
Asian Am.
3
0
3
1
3
4
7
10%
Hispanic/Latino
0
0
0
1
1
2
2
3%
TOTAL
39
11
50
12
9
21
71
100%
Faculty Mentoring and Career Development: Multiple programs and resources throughout the
University provide faculty with various kinds of support. The vice provost for faculty
development coordinates various programs for faculty members, including ―Getting Started at
UVa,‖ a year-long series of activities for early-career academic faculty. Composed of 12
workshops/events, this program continues to attract upwards of 200 participants per year. Funded
as part of the Commission on the Future of the University, the relatively new Institute for Faculty
Advancement (IFA) provides programming for mid-career and senior faculty as well as chairs.
IFA programs include the Institute for Leadership Excellence in Academic Departments
(ILEAD) and Leadership in Academic Matters (LAM). Participants in both programs enhance
their leadership and management expertise, increase their knowledge of University organization
and fiscal policies, establish relationships with other leaders across the University, and learn to
develop solutions for effective departments. Sixty faculty members and academic administrators
from eight schools, the University Library, and the administration participated in LAM in 201112. In addition, the IFA works with the Teaching Resource Center to facilitate early and midcareer mentoring opportunities through the Faculty Mentoring Initiative.
Other kinds of support and training are available for faculty members through the Teaching
Resource Center (TRC), the University Library, and the Office of the Vice President and Chief
Information Officer. These programs include TRC‘s Excellence in Diversity Fellowships, which
provide mentoring to new faculty, and its Professors as Writers Program (PAW), funded by the
VPFRR, which gives 12 to 13 faculty members the opportunity to improve their writing skills
through workshops, editorial or coaching support, and peer writing groups.
UVa’s College at Wise
The University of Virginia‘s College at Wise suffered a great loss in February with the sudden,
unexpected death of Chancellor David Prior. David was a very effective leader both within the
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Source: Office of the President
UVa-Wise community and in Southwest Virginia generally. Finding a top-notch successor is the
highest priority for UVa-Wise now. I have appointed a 15-member search committee to assist in
the selection of the next chancellor. Marcia Gilliam, chair of the UVa-Wise Board, is chairing
the search committee. The committee is comprised of faculty, staff, UVa representatives, UVaWise Board members, a parent, and a student. The committee membership includes Board of
Visitors member Marvin Gilliam and UVa Provost John Simon. The search committee‘s role is
to recruit, screen, and recommend the best candidate for the position of chancellor, with the
search firm Greenwood/Asher and Associates assisting the committee. Ms. Gilliam convened the
first committee meetings in Wise in April, the day we dedicated the new convocation center in
David Prior‘s name. Ideally, I would like the search committee to forward its recommendation to
me in time to appoint a new chancellor to begin service in January 2013.
Student Matters
The renovation and expansion of UVa‘s student center, Newcomb Hall, continues, with a new
exterior courtyard and walkways, a fully renovated ballroom, main lounge and other third-floor
gathering spaces, and substantial progress on renovation and expansion of the theater, meeting
rooms, and U.S. Post Office, all to be completed in early fall 2012. The final phase of the
project, expansion of a fully renovated Dining Hall, will be completed in winter 2012-13. Usage
of the new Ern Commons in the Alderman Road residential area has exceeded expectations,
rapidly becoming a focal point for a variety of first-year student meetings and events.
As part of our ongoing commitment to student safety, the Office of the Dean of Students
(ODOS) worked in collaboration with University Police, Human Resources, Student Health and
Emergency Preparedness to create the ―Hoos Creating a Safer Community‖ online safety training
program for all students, focusing on recognizing signs of distress or potential risks of harm, as
well as information on available resources and ways to avoid passive bystander behavior. We
announced the program in an e-mail directing students to a dedicated web page
(www.virginia.edu/safercommunity) containing a link to the interactive training program. A
companion online safety training was rolled out to University faculty and staff at the same time.
In summer 2012, ODOS continued with eight, two-day Summer Orientation sessions. In
response to feedback received from parents after the shift in 2011 to only one day devoted to
parent activities, we expanded parent-focused offerings to cover both days of each session.
Preliminary registrations (as of June 21) for Summer Orientation totaled 3,900 students and
3,497 parents and guests.
Building on the pilot program launched last year for a split-day move-in process for the
Alderman Road first-year living areas, in August 2012 ODOS expanded the split-day move-in
process to include the McCormick Road first-year residence halls. Residents of four McCormick
Road halls moved in on Friday, August 24, and the remaining four moved in on Saturday,
August 25. First-year students were assigned their move-in day when they receive their housing
assignments.
Two new residence halls in the Alderman Road area – Balz-Dobie and Watson-Webb – came
online in fall 2011, and we will complete construction of three additional new (as yet unnamed)
Page 14 of 33
Source: Office of the President
residence halls in the Alderman Road area during 2012-13. Architects have been selected for the
construction of a seventh new Alderman Road residence hall, with construction to commence in
2014.
Student Health. A 10-year study of declining alcohol-related consequences as a result of
educational initiatives was presented to the Board of Visitors in November. Federal regulations
(Title 11/ADA) regarding retention of students who are a threat to themselves are being revised,
making it much more difficult for universities to use a medical withdrawal for these
cases. Student Health underwent a strategic planning process that will address several space and
service needs, better coordinate common missions among sections, and enhance service delivery
and the research functions of Student Health. Funded by a grant from the Centers for Disease
Control, the National Social Norms Institute has developed the first-ever college health
surveillance network (aggregated clinical data from de-identified electronic health records)
including 20 RU/VH (very high research activity) institutions, comprising more than 600,000
enrolled students.
University Career Services (UCS). Students participating in the On-Grounds Interviewing
Program conducted a total of 6,666 individual interviews with employers from the business,
government, and non-profit sectors during 2011-12. Although this represented a slight decrease
in comparison to 2010-11 (-2%), the number of interviews was still 9% higher than in 20092010, indicating that employers‘ interest in UVa students remains strong. The number of unique
organizations recruiting via the On-Grounds Interviewing Program in 2011-12 also remained
consistent at 314, in comparison with 313 the previous year. The strongest representation of
employers, in terms of total individual student interviews, continued to be financial services
(including investment and commercial banking) and business services (including consulting,
accounting, and technology). In terms of individual direct service provided to students, UCS
counselors conducted 5,026 individual student appointments in 2011-12.
Office of African-American Affairs. The office reported significant progress toward the rise of
students‘ GPAs, a critical factor in helping achieve a vision of more African-American students
entering graduate school and accepting competitive offers from employers upon graduation.
Students are starting their time at UVa with strong GPAs. In the Class of 2015, 47.48% were
above a GPA of 3.0 after one semester. Within the Class of 2012, 30.2% of African-American
students graduated with a GPA above 3.4, and the class as a cohort graduated with a GPA of
3.033. These figures reflect a more desirable alignment between high graduation rates and
correspondingly high GPAs. The capacity to sustain a strong GPA, beginning with the first year
of study at UVa, is the decisive factor in overall sustainability of a high GPA among AfricanAmerican students. Achieving that sustainability has begun.
Athletics. Virginia finished 15th in the Learfield Sports Director‘s Cup. Teams or individuals in
22 of Virginia‘s 25 sports advanced to postseason competition in 2011-12, highlighted by the
rowing team‘s second National Collegiate Athletic Association (NCAA) Championship in three
years. Other top finishes in NCAA postseason competition included a second place finish in the
NCAA Tournament by the men‘s tennis team and a fourth place finish at the NCAA
Championships by the women‘s golf team.
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Source: Office of the President
Virginia won four Atlantic Coast Conference (ACC) Championships in 2011-12 and has now
won 51 ACC Championships in the last 10 years. UVa won ACC Championships in rowing (12th
in 13 years), men‘s swimming and diving (fifth consecutive and 13th in 14 years), women‘s
swimming and diving (fifth consecutive) and men‘s tennis (sixth consecutive and eighth in the
last nine years).
Three Virginia coaches earned ACC Coach of the Year Awards in 2011-12, including Mike
London (football), Kevin Sauer (rowing), and Brian Boland (men‘s tennis). Sauer was also
named the National and South Region Coach of the Year by the Collegiate Rowing Coaches
Association, and London was honored as the Fellowship of Christian Athletes Grant Teaff
National Coach of the Year.
Women‘s soccer player Morgan Brian was Soccer America’s Freshman of the Year, and men‘s
tennis player Mitchell Frank was the Intercollegiate Tennis Association National Rookie of the
Year. Football player Chase Minnifield received the Pop Warner National College Football
Award as that organization‘s Player of the Year, and men‘s lacrosse player Steele Stanwick
received the Jack Turnbull Award from the United States Intercollegiate Lacrosse Association as
the top collegiate attackman in the nation.
Diversity and Equity
Under the leadership of Dr. Marcus Martin, the Office for Diversity and Equity team coordinated
the second annual Community MLK Celebration in January 2012. During the two-week
celebration, over 30 events took place on Grounds and in the Charlottesville community to honor
the life and legacy of Dr. Martin Luther King, Jr. In July 2011, the office coordinated the
Charlottesville Community Health Fair, which brings together UVa students and employees,
local health care agencies, and the community at large to distribute information and provide free
health screenings.
UVa leads the Virginia-North Carolina Alliance for Minority Participation, which is designed to
increase the quality and quantity of students, particularly underrepresented minority students,
who pursue degrees and careers in science, technology, engineering, and mathematics (STEM).
The Alliance is a consortium of eight partner schools, including four major research institutions
in Virginia, and four Historically Black Colleges and Universities in North Carolina. In its first
four years the VA-NC Alliance increased enrollment of underrepresented minorities in the
STEM fields by 23%. The number of degrees obtained by underrepresented minorities in
STEM increased by 32%.
The first phase of the VA-NC Alliance was scheduled to end April 30, 2012; however, approval
was received for a no-cost extension for year five until April 30, 2013. Dr. Martin and the VANC Alliance team applied to the National Science Foundation for a $700,000 grant to become a
Mid-level Alliance and are awaiting word from the program officer on the status of the
application. The anticipated start date for the Mid-level Alliance was July 1, 2012.
During year five, the annual symposium was hosted at Johnson C. Smith University with over
120 registrants and participation from each of the eight partner schools. The face-to-face annual
Page 16 of 33
Source: Office of the President
meeting was held at that time with sixteen faculty and staff representatives. Group teleconference
meetings and individual calls supplement the annual meetings. The governing board convened
for conference calls three times during year five. The graduate school preparation retreat was
hosted by Virginia Polytechnic Institute and State University with representatives from three of
the partner schools attending. UVa is currently hosting the third summer research program for
eight weeks with representatives from six of the eight partner schools as well as a student from
Piedmont Virginia Community College.
The Office for Diversity and Equity applied for and was awarded a grant from the Jefferson
Trust for $32,000 to support the 2012 VA-NC Alliance Summer Research Program. The
program, a collaborative effort with Astrochemistry, the National Radio Astronomy Observatory,
and the UVa Department of Systems Information and Engineering, will host nine students from
six Alliance institutions in June and July. Students will conduct research and original
experiments in chemistry and engineering, and will learn about lab safety, ethics in science,
approaches to scientific writing and references, and intellectual property considerations.
In April, the last in an informal dinner series organized by the Office for Diversity and Equity
took place. Since 2007, about 1,600 faculty, staff, students, and community members have come
together at 60 dinners featuring Civil Rights icon Julian Bond, who retired from the University of
Virginia faculty this May. Based on anonymous feedback from participants collected by the
office, these dinners achieved the goal of fostering connections among UVa and Charlottesville
community members who might not otherwise cross paths.
The Office for Diversity and Equity assisted with fundraising for the Julian Bond Professorship
in Civil Rights and Social Justice, a permanent position within the College of Arts & Sciences to
continue Mr. Bond‘s scholarly legacy. Daisy Lovelace, director of development of
programming, worked with a group of alumni and friends who organized the Julian Bond
Celebration Gala on May 2, 2012 at the Plaza Hotel Ballroom in New York. Approximately half
of the $3 million fundraising goal was met as of June 2012 due to the efforts of this group.
The Office for Diversity and Equity continued to coordinate monthly meetings of the Diversity
Council throughout the 2011-2012 academic year. In September, Dr. Martin established the
LGBT (Lesbian, Gay, Bisexual, Transgender) Committee of the Diversity Council, and charged
the group with addressing items of interest to the LGBT community at UVa and providing
insights and recommendations, where appropriate, to the Diversity Council and senior
administration.
From a personal standpoint, I was involved in several programs and activities that promoted
diversity and inclusiveness within the University and within the larger community. I spoke at the
annual Culturefest event that takes place during Family Weekend in October. In that same
month, Marcus Martin hosted a gathering of Virginia higher education diversity officers in
Charlottesville, and I met with and spoke to this group. I spoke at three events that were part of
the Community MLK Celebration in January, and later that same month I had a lunch at Carr‘s
Hill for the Office of African American Affairs‘ Parents‘ Advisory Association. On June 10, I
delivered remarks at Mt. Zion First African Baptist Church in a special service honoring the
church‘s high school and college graduates.
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Source: Office of the President
Sustainability
As sustainability initiatives continue to grow, we have expanded collaborative efforts with state
and national organizations to measure, recognize, and validate UVa‘s progress. In February, we
published our first Sustainability Tracking and Rating System (STARS) report, earning a Silver
STARS rating for our documented efforts in 139 areas distributed among categories of Education
and Research, Operations, and Planning, Administration & Engagement. The STARS tool was
designed by the Association for the Advancement of Sustainability in Higher Education
(AASHE) to serve as a standardized metric for measuring the sustainability performance of
North American colleges and universities. UVa has been a member of AASHE for five years and
was a charter member of STARS.
In the built environment, we have required that all new construction and major renovations
achieve LEED certification from the U.S. Green Building Council. Since 2007, the University
has certified 12 completed buildings and registered an additional 20 unfinished projects. Seven
buildings have outperformed the base certification requirement to earn LEED silver, gold, or
even platinum ratings. New certifications in the past year have included LEED Gold ratings for
the Emily Couric Clinical Cancer Center and the renovated Garrett Hall, home to the Frank
Batten School for Leadership and Public Policy.
The University was again included in The Princeton Review's Guide to 322 Green Colleges,
which lauded our efforts in energy efficiency, green building, recycling, and more. The
Department of Parking and Transportation was awarded a 2012 Governor‘s Environmental
Excellence Silver Award for UVa‘s Transportation Demand Management Program, the third
such award earned by UVa since 2008. P&T was also recently recognized for reaching the
Exemplary Environmental Enterprise (E3) level in the Virginia Environmental Excellence
Program, becoming the third UVa department to achieve this status. The University beat out 74
participating colleges and universities to take home the top prize in two of five categories of the
Environmental Protection Agency‘s ―2011 Game Day Challenge‖ football recycling and waste
reduction program. We have avoided $3.5 million in cumulative energy costs through the work
of UVa‘s Delta Force retro-commissioning team since 2008.
We continue to see flourishing sustainability efforts in teaching and research. In April, a team of
UVa students aiming to improve water quality and the local economy in a rural South African
province took home the grand prize, and $20,000, in Walmart‘s Better Living Business Plan
Challenge. The spring 2012 semester featured over 150 sustainability-related courses, with
courses offered in at least 33 of UVa‘s 72 departments. The 2011 UVa Sustainability Assessment,
released in September, provides a comprehensive inventory of the University's progress towards
sustainability in the last five years. The assessment and information on sustainability-related
events and activities at UVa is available here: www.virginia.edu/sustainability/.
University Finances
Budget. The BOV approved a $2.6 billion operating budget for fiscal year 2012-13, covering
the Academic Division, UVa Medical Center, and the College at Wise. Of this amount, $1.4
Page 18 of 33
Source: Office of the President
billion (52.4%) relates to the Academic Division, $1.2 billion (46.2%) to the Medical Center, and
$36.3 million (1.6%) to the University of Virginia‘s College at Wise. The budget will grow 4.2
percent compared with the current fiscal year, attributable almost solely to projected growth in
the Medical Center's inpatient and outpatient activity. Overall, patient revenues provide the
largest source of University revenues. Some 45 percent of the overall operating budget, or $1.21
billion, is revenue from patient care.
The 2012-13 fiscal year budget total of $1.36 billion for the Academic Division represents a 0.3
percent increase from the current fiscal year. The budget development process was focused on
faculty hiring and compensation and academic innovation through cross-disciplinary initiatives.
The 2012-13 state appropriation now totals $139.5 million, an $8.0 million increase over the
revised FY2011-12 budget. This appropriation funds educational and general (E&G) programs,
research, and financial aid and represents a 6.1% increase in state support. In addition to
technical adjustments, this increase includes base operating support as well as funding for
enrollment growth and Six Year Academic Plan initiatives.
The budget continues the University's commitment to the Virginia Higher Education Opportunity
Act of 2011, which committed the Commonwealth and the University to goals for degree
attainment, economic opportunity and affordable access.
Tuition. Meeting the goals for affordable access and degree attainment requires holding down the
net cost of a college degree for families while ensuring sufficient net resources after financial aid
to support high-quality teaching, research and student life.
In April 2012, the Board of Visitors approved a 3.7 percent increase in in-state tuition and
mandatory fees for the coming academic year, the lowest increase in a decade. In-state
undergraduate students will pay $430 more in tuition and required fees in the fall of 2012 than
they paid last fall. Out-of-state undergraduate students will pay $1,448 more, a 4.0% increase.
Full-time graduate students, excluding those in the School of Engineering and Applied Science
(SEAS) and the Batten School‘s Master of Public Policy (MPP) Post Graduate Program, will pay
$564 more in in-state tuition and required fees (a 3.7% increase) and $574 more in out-of-state
tuition and required fees (a 2.3% increase). Separate tuition rates that are competitive with
similar programs were established for full-time graduate students in the SEAS and the Batten
School‘s MPP Post Graduate Program. These tuition increases result in tuition representing a
higher percentage of the funding available, 32.4%, or $444.7 million, for 2012-13, up from
30.5% in the revised 2011-12 budget.
State appropriations represent a slightly increased share of the funding available in 2012-13 at
10.2%, up from 9.5% in 2011-2012. Over the past few years, there has been a shift in funding
for in-state students, from general funds to tuition, as reflected in the chart below. (Dollar figures
in the chart below are stated in 2011 constant dollars, inflation-adjusted.)
Inflation Adjusted GF per in-state FTE
In-State Tuition and E&G Fees
$
$
2008-09
2009-10
2010-11
2011-12 2012-13
10,333 $ 9,238 $ 9,069 $ 7,998 $ 8,336
7,498 $ 7,873 $ 8,780 $ 9,684 $ 10,066
Page 19 of 33
Source: Office of the President
This year, based on the state‘s calculated base budget adequacy cost of an undergraduate
education, Virginia undergraduates have paid 70%, while the state has funded the remaining
portion. Non-Virginia undergraduates paid 252%.
For 2012-13, funding for AccessUVa, the University's financial aid program, is projected to
exceed $95.4 million. UVa expects to continue to meet the full need of students who qualify for
financial aid in the coming academic year.
Other major revenue components of the 2012-13 operating budget include:
•
•
•
Research grants and contracts: $310.3 million, or 22.6 percent of the operating budget,
projected to decline 3.7 percent from the 2011-12 fiscal year, as grants fueled by the 2009
American Recovery and Reinvestment Act are spent down;
Private funds, including endowment income distributions and gifts: $267.2 million, or
19.4 percent of the operating budget;
State appropriations, $139.5 million, or 10.2 percent of the operating budget, an increase
of 6.1% over the prior year.
Endowment. As of May 31, 2012, UVIMCO manages $5.3 billion, including the University‘s
endowment, foundation assets, and current operating funds invested in the Long-Term
Pool. These totals do not include other assets such as the Boar‘s Head Inn properties and the
Kluge lands, both sold and still-retained.
Fiscal year to date, the Long Term Pool has returned 3.4% for the eleven months ending May 31,
2012, outpacing the policy portfolio benchmark‘s -3.9% return by over 7 percent. The past
eleven months have provided a very challenging investment environment as macro-economic
uncertainties impeded the rallies of global markets. UVIMCO‘s policy portfolio continues to be
an allocation of 60% global public equity, 10% global public real estate, and 30% global
investment grade fixed income. This portfolio is designed to provide long-term growth from
equities, an inflation hedge from real assets, and deflation hedge from fixed income. The Long
Term Pool continues to be positioned defensively versus the policy portfolio benchmark, with
less market risk. The Long Term Pool‘s portfolio tilts remain unchanged: a relative overweight
to quality equities, a low duration bond portfolio, a relative underweight to real estate, and a
meaningful allocation to natural resources.
The University‘s endowment is invested to achieve long-term returns in excess of endowment
spending. Over the twenty years ending May 31, 2012, the Long Term Pool‘s annualized return
of 11.9% has exceeded both the policy portfolio benchmark return of 7.2% and the annual
spending rate, which ranges from 4% to 6%.
Internal budget model. The close of the academic year is an opportune time to reflect on our
progress and goals for the University's new financial planning process. The new internal
financial model for the University of Virginia will be a unique version of a model common to
many universities known by terms such as responsibility center management (RCM) or activitybased budgeting. The goal of the new financial model is to decentralize authority and
accountability for resource planning in the university environment, empowering and increasing
Page 20 of 33
Source: Office of the President
the self-reliance of schools and other major units. The model will associate institutional revenues
and expenditures with the activities that generate them. Financial restructuring and greater
transparency are critical to the success of our mission in teaching, research, patient care and
service. Achieving our mission requires that we migrate from an appropriations-based model to
one that fosters entrepreneurial and collaborative actions, in which revenues flow based on the
activities that generate them, and where accountability is a feature of planning.
Significant progress was made during the 2011-12 academic year in migrating to the new
planning process. Enrollment growth revenue was distributed based on activity, and there was
greater shared data and transparency in discussion of the state budget and tuition-setting. More
thorough and proactive financial reporting and an adjusted budget cycle better enabled facilitated
strategy and resource planning within and across schools, administrative units and the
University. Deans and vice presidents met regularly as a steering committee to shape governance
and shared expectations across the University, within schools and between academic and
administrative/finance professionals. The steering committee is now utilizing a customized
budget simulation tool to test a full range of financial model scenarios to allow decision making
in the coming year. In addition, management is focused on communications and training to
support the significant changes implicated by the new financial model.
Medical Center Finances. The Medical Center operating budget for the 2012-13 fiscal year is
$1.2 billion – up by $99 million, or 9 percent, compared with the current fiscal year. The budget
projects modest contraction in the operating margin to 4.7 percent, or $58.6 million, as all health
care entities face greater uncertainty over the financial impact of federal health-care reforms;
reduction in federal funding for graduate-level education; increased regional competition; and
decreases in Medicaid reimbursements.
The Medical Center budget includes a 3 percent salary increase pool, two-thirds of it targeted for
performance-based merit increases to be awarded in October and one-third to address market
adjustments, given the continued competitive market for attracting and retaining health care
professionals.
The Medical Center budget is the first since the recent approval of the new strategic plan for the
Health System, which includes the schools of Medicine and Nursing in the Academic Division.
The budget includes investments to advance the quality of and access to care, as well as in key
areas of strength such as cancer care, neurology and cardiology.
The budget also includes $20 million in a strategic investment pool to fund future proposals that
would best advance the center's strategies and goals.
Debt and AAA Ratings. Since 2003, Standard & Poor, Moody‘s, and Fitch have awarded our
long-term debt AAA or equivalent ratings. Among public universities, only the University of
Texas System has the same profile. The University of Michigan is rated AAA by two of these
rating agencies. Our ―triple-AAA‖ rating continues to be a major asset in the financial markets.
Prior to 2003, University debt was issued via the state‘s Virginia College Building Authority
(VCBA) program for debt financing. In 2003 we implemented a new debt portfolio
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Source: Office of the President
program. Our new debt program uses a portfolio of floating-rate and fixed-rate bonds of varying
maturities and repayment structures, as well as commercial paper (CP). Introducing the portfolio
approach to replace the former single-mode approach has cut our cost of borrowing from over
5% in 2002 to 4.15% today. On an over $1 billion debt portfolio, this amounts to savings of over
$8 million per year.
To manage the increased market risk of the portfolio approach, the University began in 2003 to
build a reserve against the volatility of floating rates. This reserve, called the Capital Renewal
Pool (―CRP‖), is designed to manage internal and external debt with the primary objective of
accumulating adequate reserves to cover future debt service payments. In addition, we hoped to
amass enough reserves to extract a portion for University priorities. In 2010, we made the first
transaction of this kind, contributing $41 million toward the cost of constructing Rice Hall, the
Engineering research building and the Arts & Sciences research building..
Impact of the 2007 Investment Legislation. A Code amendment that went into effect on July 1,
2007, allows us to invest all University funds except tuition revenues and state appropriations in
equities and long-term corporate bonds. Previously, investment of funds other than gifts or
investment income was dictated by the Investment of Public Funds Act (IPFA), which limited
investments to government securities and short-term corporate notes. This legislation allowed
the University to create an ―Operating Cash Pool‖ and effectively utilize the same pooling
principles employed with the CRP. Together, the Operating and Capital Pools form the
University‘s Internal Bank.
By pooling unit cash balances and reserves, the Operating Pool sets aside a portion of aggregate
funds to meet annual liquidity requirements, thereby reducing the necessity of holding all these
reserves in overnight funds. Using newly developed cash models and forecasts, we can now
invest some of these reserves for an extended period in higher-return vehicles, as the 2007
investment legislation allows. This mechanism has begun accumulating new revenues to fund
central University priorities.
Internal Bank Background. The University‘s Internal Bank includes elements of debt,
investment, and cash management. The Internal Bank programs seek to achieve positive
operating margins by capitalizing on the timing differences between the accumulation of internal
reserves and the settlement of capital or operating liabilities. These activities are grouped into
two pools, an operating pool and a capital pool.
The Operating Pool is designed to manage external and internal investment and cash
management activities. The goals of the Operating Pool are to (1) provide for adequate liquidity
for departments and the University as a whole, (2) realize economies of scale regarding
investable asset balances, and (3) streamline and net-settle financial transactions for University
departments.
The Capital Pool, or Capital Renewal Pool (―CRP‖) is designed to manage internal and external
debt management. With the issuance of the Series 2003 bonds, the CRP created a pool of bond
proceeds from which loans have been made to departments for capital projects. The goals of the
CRP are to (1) create budget stability for units by reducing fluctuating debt-financing costs by
Page 22 of 33
Source: Office of the President
providing a blended borrowing rate and (2) build sufficient reserves to meet future debt service
requirements.
In 2011, Internal Bank guidelines were developed to establish a framework on how unrestricted
resources from the Internal Bank may be distributed for University priorities.
Ongoing Financial Effects of Restructuring. The restructuring legislation allows us to invest
certain non-general-fund reserves that were previously invested by the State Treasurer, who
distributed the earned interest to us and other state agencies. Now, earnings on tuition revenue
must be escrowed with the state and are returned to us if we meet the performance measures
established as part of restructuring. For fiscal years 2010 and 2011, the state chose to delay the
return of the interest escrow to the restructured schools. This delay was related to the state‘s
budget issues. In June 2012, the state returned the escrowed interest for the two years to the
University. Additionally in fiscal years 2011 and 2012, the state stopped paying interest on
auxiliary balances to all schools and required restructured schools to make an interest payment
quarterly to the state based on their balances held locally for auxiliary funds. This payment will
not be required in fiscal year 2013.
Facilities and Administrative (F&A) Rate. Every few years, we negotiate our facilities and
administrative (F&A) rate (i.e., overhead rate) with the Department of Health and Human
Services (DHHS), which is our cognizant federal agency for federally-sponsored research
awards. (Each university that receives federal R&D funding is assigned a cognizant agency as a
means to verify consistent treatment of programs supported by multiple agencies.) The F&A rate
is used to calculate the amount that sponsors will reimburse the University for F&A costs
attributable to the sponsor-funded programs. By challenging assumptions of the long-standing
model, optimizing cost practices and developing a negotiation strategy tailored to UVa, we have
increased the pre-2003 rate of 48% (the national average for state universities) over the past ten
years. The rate was between 51.5 and 52.5% each year since then through FY09. We negotiated
another step-increment to 54% for FY10 and FY11. F&A negotiations concluded in February
2012, and resulted in an increase of 4 points to the Organized Research rate, from 54% to
58%. The new agreement covers four years, with FY12 closing out at 54%, and the new rate of
58% going into effect on 7/1/12, and covering FY13 through FY15.
Through 5/31/12, F&A revenue is down $3.9 million, or 5.6%, compared to the same point in
time last year. Looking at the full year, we had a record $73 million in F&A recoveries last year.
We are behind this level for FY12, and project that the current year will end with about $69
million in F&A recoveries. The primary driver of this decrease is the exhaustion of funds from
the American Recovery and Reinvestment Act (ARRA), also known as federal stimulus funds.
Last year, ARRA F&A recoveries accounted for over $8 million, while projected F&A from
ARRA for the current year will be a little more than $4 million.
This downward trend in F&A recoveries is expected to continue through next year (FY13) as the
remaining ARRA funds are expended. In addition, overall grant funding has not recovered to
pre-ARRA levels, which will result in less F&A recoveries. The four-point increase in the F&A
rate will most likely not be enough to offset these two factors in FY13. The impact of the rate
Page 23 of 33
Source: Office of the President
increase will be gradual, with previously awarded grants continuing at the 54% rate, and only
new grants subject to the new 58% rate.
Development and fund-raising. Fiscal year 2011-2012 (FY12) proved to be another inspiring and
productive year. Development and Public Affairs (DPA) continued to support me by bringing me
– and my messages about the University to alumni, parents, prospects, and donors as one of the
most important elements of the strategy for the last part of the Capital Campaign. Public Affairs
and Engagement remain crucial to fund raising success and positioning the University and its
fund raising efforts with key internal and external constituents.
Fostering collaboration between and among schools and units remained a focus in FY12. Recent
gifts to the University that highlight this collaboration include a $12.4 million gift to create a
state-of-the-art squash facility at the Boar‘s Head Sport Club that support men‘s and women‘s
clubs squash at UVa, and a $15 million gift that established the Contemplative Sciences Center,
which I announced at the Tibetan Medicine and Meditation Symposium at the School of Nursing
in April. Five schools (the College, Curry, Nursing, Medicine and Architecture) worked together
to create the concept plan that made this gift possible.
Philanthropic cash flow was $209,234,820.53 through May 2012, reflecting an increase of 2.8%,
or $5,701,133.04 over the same period in FY11 and an increase of 18%, or $31,941,111.05, over
the same period in FY10.
Reunions 2012 continued to function as a core element of the University‘s annual giving efforts.
At this writing, Reunions has raised $44,058,409, an increase of $19,732,883 over these same
classes at Reunions 2007 ($24,325,526). The overall participation rate is 21% (5,164 reunion
donors), an increase of 15% over the Reunions 2007 (4,491). Five year pledges increased 349%
over Reunions 2007, and 372 alumni served as giving volunteers this Reunion as compared to 58
in 2007.
The campaign total was $2.7 billion at the end of May 2012. This figure includes $2.359 billion
in gifts and pledges and $348 million in future support. Ninety percent of the $3 billion goal has
been achieved, with twelve (12) out of twenty-eight (28) schools/units reaching or exceeding
individual campaign goals.
Significant gifts received since the May Board of Visitors meeting include the Quantitative
Foundation pledge payment of $2,000,000 to the Department of Athletics for the construction of
squash court facilities; the estate of David W. Thompson deferred gift of $1,500,000 to the
McIntire School of Commerce for the David W. Thompson Professorship in Public Accounting;
and the estate of Jeannette L. Bricault bequest of $1,000,000 for the School of Medicine for its
unrestricted use.
Significant pledges received since the May Board of Visitors meeting include the Stamps Family
Charitable Foundation, Inc. pledge of $1,821,596 to the Darden School of Business for the
Penelope W. and E. Roe Stamps IV Leadership Fellowship Awards, and Mr. J. Sanford Miller
pledge of $1,069,902.12 to the College and Graduate School of Arts and Sciences for the J.
Sanford Miller Family Fund for Arts Scholars.
Page 24 of 33
Source: Office of the President
A full list of significant gifts in FY12 appears in an appendix at the end of the narrative portion
of this report.
AccessUVa. This program continues to be a national model of effectiveness in ensuring access to
students from all economic backgrounds. For academic year 2011-12, 4,912 (or 33.5%) of our
undergraduate students participated in AccessUVa, at a total cost of $46,197,000 to the
University ($38,334,000 from tuition; $7,863,000 from endowment and other University
sources). As we have continued to feel the effects of the recession and the subsequent sluggish
recovery, with families facing unemployment, frozen wages, and other financial strains, the
number of students qualifying for AccessUVa support has increased. Because of this and other
effects, the program has expanded significantly since its inception in 2004. The Board has
formed a special committee to review AccessUVa and is currently working with a consultant,
Art & Science Group. These consultants are conducting a full review of AccessUVa,
specifically assessing the effects of financial aid on the admissions process and outcome. We
believe that it is imperative to thoughtfully review the history of the program, re-examine its
priorities to be consistent with the University's priorities, and consider the best options for its
future.
President’s Fund for Excellence. This fund 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 support is not
available for significant activities.
Very few new authorizations were made during my first year as president as I gained a better
understanding of how budget reductions had impacted budgets and developed an understanding
of priorities. This approach positioned me to identify several new authorizations toward the end
of 2010-11 for distribution in 2011-12. A large portion of this funding supported established
priorities identified by the Commission on the Future of the University (COFU). These
disbursements provided funding for COFU priorities: research, the undergraduate experience,
and international programs. In addition, the funds have enabled us to retain top faculty in key
disciplines.
A one-time distribution was made to support the Virginia Foundation for the Humanities‘ radio
program ―Back Story,‖ which features UVa professors Peter Onuf and Brian Balogh and former
College dean Ed Ayers discussing historical perspectives on current events. One-time funding of
the Miller Center‘s Debate Series on ABC‘s ―This Week,‖ program was provided to support this
televised debate series with prominent public intellectuals. In support of the Governor‘s
priorities to optimize space and facilitate degree attainment, we invested in a more robust
January Term for 2012. A two-year commitment commencing in 2011-12 was provided for a
portion of the funds to support the services of a consulting firm to conduct a two-year study of
AccessUVa.
Other disbursements in the past year included support the School of Engineering‘s 175th
anniversary celebration activities, which included a seminar series and other select school
priorities. Additionally a one-time commitment was made to support key personnel decisions for
the Office of Diversity and Equity. Other disbursements supported administrative cost for the
Page 25 of 33
Source: Office of the President
4VA partnership with Cisco and the final year of a three-year commitment to provide research
and operational support for the Rare Book School. An additional commitment was made to
support the proposal for a two-phase renovation project for space for the Rare Book School in
the University Library. Continuing commitments for 2011-12 include funding for networked
infrastructure for 19th-century electronic scholarship; the Flowerdew Hundred collections; and
other commitments made or approved by the Provost in support of faculty work.
Alumni Board of Trustees Foundation – President’s Contingency Fund. This fund allows the
president to make discretionary disbursements to support key projects and programs. In the past
year, I used these funds in the amount of $1 million to provide scientific equipment for the
College of Arts & Sciences and the School of Engineering; $10,000 to support a peer-review
team visit for Public Affairs; and $15,000 to support the presidential poster competition.
Commitment from the prior administration continues to support the Flowerdew Hundred
collections. Other ongoing commitments supported the Lincoln Perry Cabell Hall murals, the
annual President‘s Report that we distribute externally, the capital campaign, the Festival of the
Book, the Governor‘s Fellows program, and the Thomas Jefferson Awards for Excellence.
The State Budget and Salaries
The state budget for FY12 provided for a mandated 5% increase for employees participating in
the Virginia Retirement System, Plan 1 (a defined-benefit plan for employees hired prior to July
1, 2010). These employees are now required, in turn, to pay a 5% employee contribution towards
their retirement. The University budget for FY12 included a special allocation of funds set aside
for the vice presidents and deans to address strategic faculty and University staff recruitment and
retention issues in their school/unit. These funds were used for merit-based salary adjustments to
retain our highest performers. Additional funds were set aside to provide special salary
adjustments for our lowest-paid University staff. These special allocations allowed the
University to respond to the most critical salary needs; however, it does not redress the
accumulated impact of four years of no general salary increase.
The state‘s budget for 2012-13 includes a 3 percent one-time bonus for state employees
(effective December 1, 2012), contingent on 2012 General Fund revenue surpluses. While a
welcome influx of income for many of our employees, it does not have the lasting effect of a
base salary increase, and in fact delays progress in reaching our long-term goal of more
competitive base salaries. We will need to resume a commitment to salary increases to continue
to retain our best faculty and staff.
The University of Virginia recognizes that people are its biggest investment, responsible for
delivering excellence in teaching, research and patient care. One area where the University has
been able to make significant lasting progress is for its lowest-paid employees. Last year, the
University increased its minimum hiring rate by 5 percent and provided an average 8.7 percent
increase to the lowest-paid employees at a time when the Consumer Price Index (CPI-U)
increased only 3.2 percent.
This year, the University‘s budget again includes funds targeted at salary increases for the
lowest-paid employees. This includes increasing the minimum hiring rate by 6.1 percent – from
$10.65 an hour to $11.30 – compared with a CPI-U increase of only 1.5 percent so far this
Page 26 of 33
Source: Office of the President
calendar year.
Targeted funds will also be used to reward those making progress through their career paths. In
this way, the University will continue to balance the competing goals of providing entry-level
job opportunity while remaining an employer that attracts the best talent with strong and
competitive compensation.
Faculty and Staff Compensation. In 2003-04, the Board adopted the goal of increasing faculty
compensation to market levels by 2006-07. In FY05, the Board defined market level as a
position between the 15th and 19th ranks among AAU universities. Salary supplements were
approved by the Board that allowed us to close the gap between our average teaching and
research faculty salary and the average paid at the university ranked 19th in salaries among AAU
universities from $7,000 in 2002-03 to $700 in 2007-08. 1
The state-mandated block on salary increases since October 2007 has erased the compensation
gains that we made in prior years. By 2008-09, the University‘s average faculty salary had fallen
to the 29th position, and the gap between the University and the 19th ranked institution increased
to $7,000. Deans of the individual schools within the University were allowed to give increases
for promotions, retention, additional responsibilities, and for maintaining equity if they could
find the funds. The result was an average salary increase of 2.3%. The median increase among
AAU institutions was also 2.3%; our rank among the AAU jumped up two positions, to
27th. The only faculty salary increases provided in the state budget for 2011-12 was to cover a
mandated 5% increase for employees participating in the Virginia Retirement System (VRS).
These faculty are required, in turn, to pay a 5% employee contribution towards their retirement
each year. Few faculty participate in the VRS, so that increase only resulted in a 0.2% bump in
the overall faculty salary average. However, as in 2010-11, deans of the individual schools
within the University were allowed to give increases funded from within their school budgets.
The end result, including the VRS bump, was an average salary increase of 4.3%. The median
increase among AAU institutions was 2.4%; as a result our rank among the AAU jumped up one
position, to 26th. The University‘s current position of 26th in the AAU remains short of the BOV
target range of 15th through 19th. This gap represents $4,300 in average salary.
Improving the market competitiveness of University staff salaries has also been a high priority.
FY12 marked the first year that the University was able to make good on its promise to offer
merit-based pay to University staff along with the faculty. The Board of Visitors‘ special
allocation of funds to address strategic salary adjustments—a total of three million dollars— was
used selectively for merit-based salary adjustments to retain our highest performers. For the first
time, funds were allocated through the performance management process in place for University
staff.
1
These benchmark numbers differ from those in the Six-Year Plan that we presented to the state, because the
Six-Year Plan uses the 60th percentile of SCHEV-defined peers as the benchmark, whereas we have used the
BOV-defined market level (between 15th-19th of AAU institutions) in this annual report. In putting together
the Six-Year Plan, the work group discussed using the BOV-defined peer set. Because the state uses the 60th
percentile of SCHEV peers, however, the work group deemed it more appropriate to use the state-defined
benchmark in a state submission.
Page 27 of 33
Source: Office of the President
A performance metric to assess progress with University staff salaries is reported annually to the
Board of Visitors. The initial goal for staff is a salary average at the 50th percentile of the market
range. The actual average market range position as of April 2012 is 43%. This is an improvement
from last year‘s average of 36.8%. While this movement is encouraging, there are still a
significant number of University staff—37.4%—with salaries below the middle third of their
market range. On a positive note, the percent of staff with salaries below the lower reference
decreased from 14.2% in 2009 to 4.9% in 2012. Employees who are fully qualified and
performing competently, but whose salaries are positioned in the lower third, are considered ―at
risk‖ employees—at risk of turnover, low engagement, and low satisfaction levels.
State salary freezes for four consecutive years have had a disproportionate impact on the
University‘s lowest-paid employees. In FY 11-12, the Board of Visitors provided supplemental
funding ($250,000 annually) as part of the annual operating budget for strategic staff salary
increases. This money was distributed in three ways: increasing the minimum hire rate,
providing accelerated salary increase to those earning less than $25,000, and to those making
progress along a career path. The University reduced the number of employees at the minimum
hire rate from 61 to 26, and those earning less than $25,000 from 317 to 151. Plans are in place
to continue progress in the year ahead with a similar allocation.
Academic Division Staff Survey. In February 2011, the University conducted an online survey of
Academic Division staff. The survey was designed by UVa‘s Center for Survey Research, with
input from an advisory committee of employees, to help gauge the level of employee satisfaction
and identify areas for improvement.
Of our 4,857 Academic Division staff members, 3,076 persons (or 63%) responded to the survey.
Responses showed employees are generally very satisfied with the University as a place to work
and that most of them expect to continue working here. As one might expect after three years of
no salary increases, survey comments focused largely on that issue. Pay, promotion
opportunities, and the performance evaluation process (the ―three Ps‖) were the three key
concerns expressed in the survey results.
A Staff Survey Advisory Committee, made up of staff from across Grounds who were nominated
by the Employee Communications Councils, undertook a review of all the quantitative data on
the three Ps (the answers to the survey questions), as well as the qualitative (comments from the
open comment sections). They also benchmarked against other higher education institutions to
judge UVa‘s performance and to identify best practices. The committee used these data to
develop recommendations for all three areas—pay, promotion, and performance management—
that the University could implement to improve staff satisfaction. Realistically, it is not possible
for the University‘s administration to implement every proposed solution or recommendation.
Whichever recommendations are implemented, the committee felt it would be a multi-year
effort, and that metrics should be created to allow success to be measured over time. To that
end, University Human Resources, with direction from the administration, will prioritize the
recommendations, identify resources, and create project plans with concrete deliverables for the
selected implementations. The Board of Visitors expressed its interest in regularizing the survey
and requested that it be conducted every two years.
Page 28 of 33
Source: Office of the President
Capital Projects – Academic and Medical Center Divisions
The majority of the following capital projects were approved by the Board of Visitors with the
April 2011 update of the Major Capital Program.
Building Projects Completed or Substantially Completed during Fiscal Year 2012
Physical and Life Sciences Building; Rice Hall; Garrett Hall renovation; Hunter Smith Band
Building; Alderman Road Residence Halls Phase II including Balz-Dobie House, Watson-Webb
House and the Ern Commons; University Bookstore expansion; Track Facilities at Lannigan
Track; South Chiller Plant addition; as well as the Medical Center‘s Heart Center and Interoperative Magnetic Resonance Imaging Center; and several smaller infrastructure and interior
renovation projects.
Buildings under Construction
Alderman Rd Residence Area-Phase III Buildings 3, 4 & 5: This project constructs three new
residence halls with a total of 578 beds at a current working budget of $69.8 million.
Construction began in May 2011 and will be completed in August 2013.
Blandy Farm Research Building: This $1.45 million project is constructing a new research
laboratory building at Blandy Farm to support the program. Temporary Certificate of Use and
Occupancy achieved June 2012.
Chemistry Exhaust Upgrade/Teaching Labs Renovation: This is a $3.1 million project to update
and repair exhaust units and labs. Work began in May 2010, and will end in the fall of 2012.
Drama Building Additions: New Thrust Theatre: This is a $13.5 million project to construct and
renovate 24,000 gsf, including a lobby and 300-seat theatre. Construction began in April 2011
and will continue through December 2012.
East Chiller Plant & Lee Street Realignment: This $36.5 million project constructs a chiller
plant with the capacity to house 12,000 tons of chilled water-generation capacity on 11th Street.
The plant will include 6,000 tons of chillers and connect to the Health System chilled water loop.
Construction began in September 2011, and will end in July 2013.
Indoor Practice Facility: This $13.0 million athletics project will construct a 80,000 gsf
enclosed structure with a 65 foot height over one of the existing athletic practice fields adjacent
to the McCue Center and University Hall. Site work is currently underway and construction will
continue through February 2013.
Jordan Hall HVAC: This $33.2 million project will replace the existing HVAC system in Jordan
Hall and improve ventilation. The project should be completed in June 2013.
Law School Slaughter Hall Renovation: This $8.0 million project renovates Slaughter Hall and
its courtyard. Construction spans from March 2012 through August 2012.
Page 29 of 33
Source: Office of the President
Lawn & Range Room Chimneys and Fire Suppression: This project will repair the chimney
units and install proper sprinkler and fire suppression systems in the rooms of the Academical
Village. Construction will take place during the summer and fall of 2012.
McLeod Hall Renovation: This $14.8 million renovation of the School of Nursing‘s McLeod
Hall has completed its first phase and will complete its second phase in June 2013.
New Cabell Hall Renovation: This $64.5 million renovation is funded by the state and will
renovate New Cabell Hall classrooms, offices, and common space. Construction began in
September 2011, and will end in September 2014.
Newcomb Hall Repair, Renovation, and Dining Expansion: This $33.2 million project will
renovate and improve the functionality of Newcomb Hall, as well as renovate and expand the
dining facility. Construction began in May 2010 and will conclude in December 2012.
North Grounds Recreational Center Expansion and Renovation: This $17.2 million project adds
a pool and outdoor patio, reconstructs the squash courts and racquetball courts, and reconfigures
programming space. Construction began in April 2012 and will end in September 2013.
Pavilion X Interior Renovation: This project will take advantage of Pavilion X‘s turnover
vacancy to complete its renovation to match other interior renovations and to accompany the
recent exterior restoration. Construction began in September 2011 and will be complete in
September 2012.
Rotunda: This full project will be $50.6 million. Formal planning has begun for the first phase,
which will use $4.7 million to repair the roof and $2.5 million to repair the exterior masonry
drum. The formal planning phase includes the detailed schematic planning with architects. The
roof construction began in summer of 2012.
SEAS Student Projects Facility / Facilities Management Shop Building: This $4.5 million
project constructs a 20,000 gsf facility with SEAS occupying the top two floors for student
research space and Facilities Management occupying the bottom two floors for shop space. The
two departments are splitting the costs. Construction spans from September 2011 through
September 2012.
University Hospital Improvements: A number of projects are under way and continuing through
this fiscal year in the University Hospital that will improve and upgrade facilities: a $21.2
million project for the First Floor Radiology department; a $6.58 million Surgical Pathology
Laboratory; and a $7.6 million project to add a bank of two elevators.
Battle Building at the UVa Children’s Hospital: This $141.6 million project, to be acquired by
the University, entered construction in April 2011 and will be complete in April 2014.
Helicopter Pad Relocation: This $6.7 million project places a new helicopter pad on top of the
hospital‘s new bed tower. Construction began in September 2011 and will end in the summer of
2012.
Page 30 of 33
Source: Office of the President
Hospital Bed Expansion: This $80.2 million project will provide 70 single patient rooms and the
replacement of the hospital‘s major internal engineering infrastructure systems. Construction
began in January of 2009, and will be completed in November 2012.
Hospital Bed Remodeling: This $25.7 million project remodels several of the hospital‘s
units. Construction began in July 2007, and will be finished in the fall of 2012.
Lee Street Entry and Connective Elements: This $29.2 million project includes a four story
circulation tower at the East Garage, a two-story escalator tower adjacent to the entrance to the
University Hospital, and a two-level enclosed bridge between the two towers. Construction
began in May 2010, and will be finished in the fall of 2012.
Buildings in Planning
Alderman Road-Phase IV, Building 6: This $30.0 million project is the sixth building of the
Alderman Road Housing projects and is planned for 200 beds.
Ruffner Hall Renovation: This is a $19.3 million renovation to be funded by the
State. Construction will begin in December 2012 and end in the summer of 2014.
Hospital HVAC Phase II: This second phase of the Hospital HVAC work is authorized for $28.0
million.
Capital Projects – College at Wise
Building Projects Completed or Substantially Completed during Fiscal Year 2012
Smiddy Hall Renovation; David J. Prior Convocation Center.
Buildings in Planning
New Library: This project has received $37 million in project funding from the state. Design
efforts have resumed with the release of full funding.
Health and Wellness Center and Greear Gym Renovation: This project, with a working budget
of $8.3 million will expand the Health and Wellness Center and renovate the existing Greear
Gymnasium.
Page 31 of 33
Source: Office of the President
Appendix: Significant Gifts FY2012
(Gifts are listed in descending order of gift amount.)
Significant Gifts FY2012:

The Trust Under Will of Marguerite F. Livy bequest of $7,859,203.64 to the College and
Graduate School of Arts and Sciences for the E. Bruce Livy Endowment Fund.

Mr. Paul Tudor Jones II and Mrs. Sonia Klein Jones pledge payments of $2,133,955.37
and $1,950,000 to the Virginia Athletics Foundation in support of the John Paul Jones
Arena, and pledge payment of $1,250,000 to the Jefferson Scholars Foundation for the
Jefferson Scholars Foundation Chaired Professorship.

The Estate of Marion R. Taylor bequest of $4,125,000 to the College and Graduate
School of Arts and Sciences for the Ambassador Henry J. Taylor and Mrs. Marion R.
Taylor Professorships in Media Studies and Politics.

The Bill and Melinda Gates Foundation private grant of $3,597,563 to the Internal
Medicine Department in the School of Medicine for the Exploration of the Biologic Basis
for Underperformance of Oral Polio Vaccine and Rotavirus Vaccines in Bangladesh and
India.

Anonymous gifts of $1,832,258 and $1,125,000 to the Virginia Athletics Foundation in
support of the John Paul Jones Arena and the Indoor Practice Facility.

The Andrew W. Mellon Foundation private grant of $2,900,000 to the College and
Graduate School of Arts and Sciences in support of Humanities 2020: Research,
Discovery and the Common Good.

The Foundation for the National Institutes of Health private grant of $2,663,981.49 to the
Internal Medicine Department in the School of Medicine for its Global Network for
Malnutrition and Enteric Disease Research.

Richard and Leslie Gilliam Foundation pledge payment of $2,000,000 to the College at
Wise for the construction of the UVa Wise Health and Wellness Center.

Quantitative Foundation gift of $2,000,000 to the Department of Athletics for the
construction of squash court facilities.

Altria Group, Inc. pledge payment of $2,000,000 to the School of Medicine for the Philip
Morris USA Fund to support the Center for Translational and Regulatory Sciences.

The Alumni Board of Trustees gift of $1,107,191 for the President‘s Contingency Fund
and $600,607 to various other initiatives supporting the College and Graduate School of
Arts and Sciences, the Schools of Law, Engineering, and Architecture, the Curry School
Page 32 of 33
Source: Office of the President
of Education, the Darden Graduate School of Business and Administration, the
President‘s Office, and the Office of the Provost.

An anonymous pledge payment of $1,525,000 to the College and Graduate School of
Arts and Sciences for the construction of the Band Rehearsal Hall.

The Paul H. Wornom Revocable Trust bequest of $1,500,000 to the School of Medicine
to establish the Paul H. Wornom Scholarship Fund.

Clark Construction Group Charitable Foundation pledge payment of $1,250,000 to the
School of Engineering and Applied Science for the Dan T. Montgomery Professorship.

Mr. John L. Nau, III and Mrs. Barbara Elizabeth Nau pledge payment of $1,174,357.33
to the College and Graduate School of Arts and Sciences for the South Lawn Project.

Mr. Robert H. Hugin gift of $1,100,325 to the Darden School of Business, its use of
which is to be determined.

The Bill and Melinda Gates Foundation private grant of $1,079,300 to the Internal
Medicine Department in the School of Medicine for the Next Generation Molecular
Diagnostic Technologies for Detection of Enteric Pathogens.

Estate of Louis S. Ehrich, Jr. bequest of $1,000,000 to the School of Engineering and
Applied Science for the Ehrich Endowment Fund.

Northrop Grumman Foundation gift of $1,000,000 to the Darden School of Business to
support the Institute for Business in Society.

John and Amy Griffin Foundation pledge payment of $1,000,000 to the McIntire School
of Commerce for the Blue Ridge Leadership Fellows Fund.

Amgen Inc. gift of $1,000,000 to the Darden School of Business for its Initiative for
Business in Society.
Page 33 of 33
Source: Office of the President